Taylor Frigon Capital Management hosted an Open House with wine and hors d'oeuveres at our new offices in San Luis Obispo on July 12, 2012. If you were able to attend, these were the slides that were displayed on the circular walkway. If not, you can view them as a slideshow here
If you attended the Taylor Frigon Capital Management Open House on July 12, 2012 in our new San Luis Obispo offices, these were the slides that were displayed at various points on the circular walkway. If you were unable to attend, you can view them here as a slideshow.
This document provides an interim report for the UK Leveraged and Diversified Large Cap Alpha Fund. It discusses the fund's investment thesis, team, objectives, strategy, holdings and performance between February and March 2013. Some key themes that emerged were growth in the UK, Eurozone and US economies, the impact of central bank monetary policy, ongoing deleveraging, and positive fund flows indicating a secular bull market. Potential risks discussed included a UK credit downgrade, the Italian election, and a possible UK triple-dip recession. Going forward, the report remains optimistic given themes indicating positive equity market opportunities.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million and $2 billion.
- For the period ending September 30, 2012, the product has outperformed its benchmark, the Russell 2000 Growth Index, across all reported time periods since inception in August 2007.
- The portfolio manager focuses on technology, internet, consumer, and business services companies exhibiting strong earnings growth and management teams, seeking long-term capital appreciation.
This investor presentation discusses Safeguard Scientifics' strategy and portfolio of partner companies. It notes that Safeguard has significant cash reserves, owns stakes in 16 growing companies, and has realized $632 million in exits since 2006. However, the full value of Safeguard's holdings has yet to be realized. The presentation outlines Safeguard's goals to continue building value in current companies, make additional valuable exits, replenish holdings, and expand its platform.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
If you attended the Taylor Frigon Capital Management Open House on July 12, 2012 in our new San Luis Obispo offices, these were the slides that were displayed at various points on the circular walkway. If you were unable to attend, you can view them here as a slideshow.
This document provides an interim report for the UK Leveraged and Diversified Large Cap Alpha Fund. It discusses the fund's investment thesis, team, objectives, strategy, holdings and performance between February and March 2013. Some key themes that emerged were growth in the UK, Eurozone and US economies, the impact of central bank monetary policy, ongoing deleveraging, and positive fund flows indicating a secular bull market. Potential risks discussed included a UK credit downgrade, the Italian election, and a possible UK triple-dip recession. Going forward, the report remains optimistic given themes indicating positive equity market opportunities.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million and $2 billion.
- For the period ending September 30, 2012, the product has outperformed its benchmark, the Russell 2000 Growth Index, across all reported time periods since inception in August 2007.
- The portfolio manager focuses on technology, internet, consumer, and business services companies exhibiting strong earnings growth and management teams, seeking long-term capital appreciation.
This investor presentation discusses Safeguard Scientifics' strategy and portfolio of partner companies. It notes that Safeguard has significant cash reserves, owns stakes in 16 growing companies, and has realized $632 million in exits since 2006. However, the full value of Safeguard's holdings has yet to be realized. The presentation outlines Safeguard's goals to continue building value in current companies, make additional valuable exits, replenish holdings, and expand its platform.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
The document provides information on two investment programs - Nova and Starburst. Nova is a managed asset program that combines skilled portfolio managers and traders across alternative investment sectors to achieve exceptional returns. It focuses on family offices, institutions, and sophisticated investors. Starburst utilizes experience in global markets and due diligence to combine traders with diversified strategies. It aims to achieve positive annual returns of 10-15% with maximum drawdowns of 5% through a synergistic approach. Simulated returns are shown for both programs over multiple years.
Motilal Oswal Case Study in Switzerland financial magazine - Sep 2016South Asia Fast Track
1) Motilal Oswal Financial Services found itself needing to transform its business model in 2014 to improve its return on equity (ROE).
2) It focused on building four engines to drive sustainable ROE growth: 1) Returning to its core competence of active investing through new mutual funds. 2) Starting an affordable housing finance business, Aspire Home Finance, to deploy capital. 3) Committing its own capital to sponsor its asset management and private equity funds. 4) Restructuring its brokerage business to be more cost-efficient and focus on institutional clients.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Foot Locker, Inc. is the world's leading retailer of athletic footwear and apparel, operating approximately 4,000 stores globally under various brand names. In 2006, the company generated $5.75 billion in total sales but did not meet all financial goals due to challenges faced. However, the company has a diversified business portfolio and management team that positions it for continued growth by enhancing its existing business and pursuing new opportunities like acquisitions and store formats.
Delivering Synergies : A closer look at post merger integrationSanjay Uppal
1) The document discusses Emirates NBD's integration process following its merger in 2007.
2) It outlines key stages of integration including designing an integration plan, establishing dedicated integration teams, and communicating expected synergies.
3) By mid-2008, Emirates NBD had exceeded synergy targets for the year, achieving cost savings and revenue increases through initiatives like branch consolidation and cross-selling.
2008 annual report for Sceptre Investment Counsel Limited (TSX: SZ), a Canada-based company engaged in the provision of investment management services. The Company provides expertise in five investment groups: domestic equities, foreign equities, domestic and foreign integrated equities, fixed income and asset mix.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
This document summarizes a presentation given by Lear Corporation at an industrial conference. It discusses Lear's strategic overview and financial performance. Lear is the world's largest automotive interior supplier, with record sales and improving financial metrics. It aims to profitably grow its business globally by leveraging its leadership position and expanding in Europe and Asia. Lear also generates strong cash flow and has a record backlog to support continued growth. The presentation outlines Lear's goals for 2004 of achieving further sales and earnings growth through operational excellence and innovation.
Can Big Companies Become Successful Venture CapitalistsPaul Brody
IT’S HARDLY SURPRISING that big companies are attracted to the venture capital (VC) model for new business development. Its track record is enviable: the industry as a whole outperformed the S&P 500 in five of the past six years, and US venture-backed companies have raised more than $40 billion in initial public oƒferings since 1990. Moreover, the model tempts management with the prospect of improved access to business innovation, better retention of entrepreneurial talent, and greater growth in demand for core products.
Yet more oƒten than not, big company attempts at applying the VC model produce disappointing results. Most find it diƒficult to establish the systems, capabilities, and cultures that make good VC firms successful. Even so, big companies can apply the VC model successfully with the right approach and expectations.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million to $2 billion.
- As of March 31, 2012 the product had $485,000 in assets under management and was open to new investors with a $3 million minimum.
- For the period since inception in August 2007, the product has outperformed its benchmark, the Russell 2000 Growth index, with annualized returns of 16.0% versus 10.4% for the index.
This document analyzes private equity funds, hedge funds, and sovereign wealth funds and their impact on corporate governance and labor outcomes. It discusses how these investment funds have grown dramatically in recent years and examines evidence from three studies on their effect on employment levels, work organization, and industrial relations in Europe. The document also provides overviews of the business models of private equity and hedge funds and discusses how their activities could potentially impact labor.
June 2011 newsletter of Steve Stanganelli, CFP(R) Professional and principal of Clear View Wealth Advisors, a fee only financial planning firm serving individuals in Massachusetts. In this issue, Steve discusses how to manage retirement income distributions, the role of dividend paying stocks in a balanced portfolio, college planning tools for late starters and tax tips for those who are getting divorced.
The document summarizes an investment conference focused on value investing. It includes an agenda, introduction of the investment firm Atlantic Investment Management, performance of their Cambrian Fund over 21 years, insights from 25 years of constructive shareholder activism, a review of last year's investment ideas including status and performance, and five new investment ideas including Baker Hughes, Faurecia, Itochu Techno-Solutions, Lanxess, and Harman with analyses and upside potential for each.
Merger Mastery: Focus on Growth, Not Just Costs!Steve Cox
Mergers often disappoint. Why? Companies often focus solely on cutting costs. The uncertainty and disruption that are part of all mergers put current and new
business at risk which fosters a
negative culture and robs the organization of much-needed fuel during a time of massive change. Companies that understand how to protect sales in addition to cutting costs greatly increase their chance of success.
This document discusses the performance of the DSP Equity & Bond Fund, a hybrid fund that invests between 65-75% in equities and 25-35% in debt instruments. It shows that over various periods, the fund has outperformed its benchmark index, the CRISIL Hybrid 35+65 Aggressive Index, with higher returns and better risk-adjusted returns. The fund aims to provide capital appreciation through its equity allocation while its debt component helps reduce volatility. The document highlights the fund's investment framework and the experience of its portfolio managers.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
CFO and Art Of Mergers and AcquisitionsSanjay Uppal
M&As as a corporate strategy
- M&A can be an effective corporate strategy for growth if aligned with corporate goals and the company has capabilities to extract value from acquisitions.
Prospecting targets
- Companies should have clear criteria for identifying targets that fit strategic objectives and are affordable. Financial discipline is important to set reasonable price limits.
Executing the transaction
- Successful execution requires assembling the right deal team and understanding transaction principles like valuation. Key steps include due diligence, negotiations, and communicating with stakeholders.
Realizing the vision
- After the deal, focus shifts to post-merger integration and delivering promised synergies through plans, communication and change management. Learning from
Financial Statement Analysis on Carlyle_JZ_PEPMJie Zhang
The document analyzes the financial statements of The Carlyle Group, a global asset management firm specializing in private equity. It provides an overview of Carlyle's business segments, leadership, and financial information. The summary highlights that Carlyle operates in four areas - private equity, real assets, market strategies, and fund of funds. It manages $189 billion in assets across over 100 funds. While its profitability is lower than competitors, its assets management efficiency is similar. The document also analyzes Carlyle's balance sheet, noting that investments of consolidated funds represent 75% of assets, while loans payable of consolidated funds represent 73% of liabilities.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically between $200 million and $2 billion in market capitalization.
- For the period ending December 31, 2012, the product reported annualized returns of 23.36% net of fees compared to the Russell 2000 Growth Index return of 14.59% over a 1-year period.
- The portfolio manager, Andrew Beja, utilizes fundamental bottom-up research focused on technology, internet, consumer, and business services companies to construct a portfolio seeking capital appreciation.
This document provides an overview of a presentation on social media and its use in healthcare. It begins with definitions of social media and examples of popular social media platforms. It then discusses how social media is changing communication and its growing use in healthcare, including examples of hospitals that actively use social media. The document outlines some of the key capabilities of social media platforms like Yammer, Twitter, and blogs. It also reviews Banner Health's current use of social media and its policies regarding social media use. Finally, it discusses why healthcare organizations are using social media and how Banner employees can utilize social media.
The document provides information on two investment programs - Nova and Starburst. Nova is a managed asset program that combines skilled portfolio managers and traders across alternative investment sectors to achieve exceptional returns. It focuses on family offices, institutions, and sophisticated investors. Starburst utilizes experience in global markets and due diligence to combine traders with diversified strategies. It aims to achieve positive annual returns of 10-15% with maximum drawdowns of 5% through a synergistic approach. Simulated returns are shown for both programs over multiple years.
Motilal Oswal Case Study in Switzerland financial magazine - Sep 2016South Asia Fast Track
1) Motilal Oswal Financial Services found itself needing to transform its business model in 2014 to improve its return on equity (ROE).
2) It focused on building four engines to drive sustainable ROE growth: 1) Returning to its core competence of active investing through new mutual funds. 2) Starting an affordable housing finance business, Aspire Home Finance, to deploy capital. 3) Committing its own capital to sponsor its asset management and private equity funds. 4) Restructuring its brokerage business to be more cost-efficient and focus on institutional clients.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Foot Locker, Inc. is the world's leading retailer of athletic footwear and apparel, operating approximately 4,000 stores globally under various brand names. In 2006, the company generated $5.75 billion in total sales but did not meet all financial goals due to challenges faced. However, the company has a diversified business portfolio and management team that positions it for continued growth by enhancing its existing business and pursuing new opportunities like acquisitions and store formats.
Delivering Synergies : A closer look at post merger integrationSanjay Uppal
1) The document discusses Emirates NBD's integration process following its merger in 2007.
2) It outlines key stages of integration including designing an integration plan, establishing dedicated integration teams, and communicating expected synergies.
3) By mid-2008, Emirates NBD had exceeded synergy targets for the year, achieving cost savings and revenue increases through initiatives like branch consolidation and cross-selling.
2008 annual report for Sceptre Investment Counsel Limited (TSX: SZ), a Canada-based company engaged in the provision of investment management services. The Company provides expertise in five investment groups: domestic equities, foreign equities, domestic and foreign integrated equities, fixed income and asset mix.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
This document summarizes a presentation given by Lear Corporation at an industrial conference. It discusses Lear's strategic overview and financial performance. Lear is the world's largest automotive interior supplier, with record sales and improving financial metrics. It aims to profitably grow its business globally by leveraging its leadership position and expanding in Europe and Asia. Lear also generates strong cash flow and has a record backlog to support continued growth. The presentation outlines Lear's goals for 2004 of achieving further sales and earnings growth through operational excellence and innovation.
Can Big Companies Become Successful Venture CapitalistsPaul Brody
IT’S HARDLY SURPRISING that big companies are attracted to the venture capital (VC) model for new business development. Its track record is enviable: the industry as a whole outperformed the S&P 500 in five of the past six years, and US venture-backed companies have raised more than $40 billion in initial public oƒferings since 1990. Moreover, the model tempts management with the prospect of improved access to business innovation, better retention of entrepreneurial talent, and greater growth in demand for core products.
Yet more oƒten than not, big company attempts at applying the VC model produce disappointing results. Most find it diƒficult to establish the systems, capabilities, and cultures that make good VC firms successful. Even so, big companies can apply the VC model successfully with the right approach and expectations.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically valued between $200 million to $2 billion.
- As of March 31, 2012 the product had $485,000 in assets under management and was open to new investors with a $3 million minimum.
- For the period since inception in August 2007, the product has outperformed its benchmark, the Russell 2000 Growth index, with annualized returns of 16.0% versus 10.4% for the index.
This document analyzes private equity funds, hedge funds, and sovereign wealth funds and their impact on corporate governance and labor outcomes. It discusses how these investment funds have grown dramatically in recent years and examines evidence from three studies on their effect on employment levels, work organization, and industrial relations in Europe. The document also provides overviews of the business models of private equity and hedge funds and discusses how their activities could potentially impact labor.
June 2011 newsletter of Steve Stanganelli, CFP(R) Professional and principal of Clear View Wealth Advisors, a fee only financial planning firm serving individuals in Massachusetts. In this issue, Steve discusses how to manage retirement income distributions, the role of dividend paying stocks in a balanced portfolio, college planning tools for late starters and tax tips for those who are getting divorced.
The document summarizes an investment conference focused on value investing. It includes an agenda, introduction of the investment firm Atlantic Investment Management, performance of their Cambrian Fund over 21 years, insights from 25 years of constructive shareholder activism, a review of last year's investment ideas including status and performance, and five new investment ideas including Baker Hughes, Faurecia, Itochu Techno-Solutions, Lanxess, and Harman with analyses and upside potential for each.
Merger Mastery: Focus on Growth, Not Just Costs!Steve Cox
Mergers often disappoint. Why? Companies often focus solely on cutting costs. The uncertainty and disruption that are part of all mergers put current and new
business at risk which fosters a
negative culture and robs the organization of much-needed fuel during a time of massive change. Companies that understand how to protect sales in addition to cutting costs greatly increase their chance of success.
This document discusses the performance of the DSP Equity & Bond Fund, a hybrid fund that invests between 65-75% in equities and 25-35% in debt instruments. It shows that over various periods, the fund has outperformed its benchmark index, the CRISIL Hybrid 35+65 Aggressive Index, with higher returns and better risk-adjusted returns. The fund aims to provide capital appreciation through its equity allocation while its debt component helps reduce volatility. The document highlights the fund's investment framework and the experience of its portfolio managers.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
CFO and Art Of Mergers and AcquisitionsSanjay Uppal
M&As as a corporate strategy
- M&A can be an effective corporate strategy for growth if aligned with corporate goals and the company has capabilities to extract value from acquisitions.
Prospecting targets
- Companies should have clear criteria for identifying targets that fit strategic objectives and are affordable. Financial discipline is important to set reasonable price limits.
Executing the transaction
- Successful execution requires assembling the right deal team and understanding transaction principles like valuation. Key steps include due diligence, negotiations, and communicating with stakeholders.
Realizing the vision
- After the deal, focus shifts to post-merger integration and delivering promised synergies through plans, communication and change management. Learning from
Financial Statement Analysis on Carlyle_JZ_PEPMJie Zhang
The document analyzes the financial statements of The Carlyle Group, a global asset management firm specializing in private equity. It provides an overview of Carlyle's business segments, leadership, and financial information. The summary highlights that Carlyle operates in four areas - private equity, real assets, market strategies, and fund of funds. It manages $189 billion in assets across over 100 funds. While its profitability is lower than competitors, its assets management efficiency is similar. The document also analyzes Carlyle's balance sheet, noting that investments of consolidated funds represent 75% of assets, while loans payable of consolidated funds represent 73% of liabilities.
- Granahan Investment Management offers a Small Cap Focused Growth product that invests in 30-40 small cap companies typically between $200 million and $2 billion in market capitalization.
- For the period ending December 31, 2012, the product reported annualized returns of 23.36% net of fees compared to the Russell 2000 Growth Index return of 14.59% over a 1-year period.
- The portfolio manager, Andrew Beja, utilizes fundamental bottom-up research focused on technology, internet, consumer, and business services companies to construct a portfolio seeking capital appreciation.
This document provides an overview of a presentation on social media and its use in healthcare. It begins with definitions of social media and examples of popular social media platforms. It then discusses how social media is changing communication and its growing use in healthcare, including examples of hospitals that actively use social media. The document outlines some of the key capabilities of social media platforms like Yammer, Twitter, and blogs. It also reviews Banner Health's current use of social media and its policies regarding social media use. Finally, it discusses why healthcare organizations are using social media and how Banner employees can utilize social media.
Taylor Frigon Capital Management Open House, July 2012dmathisen
The document is a tribute to Richard C. Taylor, who founded an investment management firm and served as a mentor to Gerry Frigon, the founder of Taylor Frigon Capital Management. It provides biographical details on Richard C. Taylor, noting that he was an intelligent, client-focused asset manager who believed investors could earn superior returns by investing in well-managed companies. His passion for providing value to clients remains the foundation of Taylor Frigon's philosophy today.
Taylor Frigon core growth versus other equity managers through 2 q2010dmathisen
The document provides information on large cap growth managers and their performance. It lists several large cap growth managers of interest, including Aletheia Growth, Winslow LCG, Neuberger LCG, Janus LCG, and Atlanta Sosnoff LCG. It then shows rolling returns and calendar year returns for these managers and benchmarks like the S&P 500 going back to 2000, highlighting recent quarterly and yearly performance. Finally, it provides portfolio characteristics for the Taylor Frigon Core Growth strategy compared to the S&P 500.
Bringing the Social Media Revolution to Health CareMayo Clinic
Bringing the Social Media Revolution to Health Care discusses the history and applications of social media at Mayo Clinic. It summarizes how Mayo Clinic initially adopted podcasts and blogs cautiously but saw engagement increase greatly. It then details Mayo Clinic's further adoption of social platforms like YouTube, Twitter, internal networks, and more. The presentation argues social media can be powerful tools when explained using clear analogies and examples of success stories from Mayo Clinic's experience.
KAMG was established in 2000 by Kip Knelman and grew significantly before being acquired by Lazard Asset Management in 2005. In 2008, Kip reacquired the firm. KAMG utilizes a relative growth strategy focusing on small cap companies exhibiting above average revenue and earnings growth through fundamental research and analysis of management's ability to execute their business plan. The firm aims to provide a diversified portfolio of 50-70 small cap growth holdings for institutional and individual clients.
KAMG was established in 2000 by Kip Knelman and grew significantly before being acquired by Lazard Asset Management in 2005. In 2008, Kip reacquired the firm. KAMG utilizes fundamental research and relative valuation in their growth investment strategy, searching for growth opportunities across all market capitalizations and economic sectors. Their process combines analysis, qualitative assessments, credit cycle analysis, and relative valuation for portfolio construction. KAMG aims to provide long-term alpha through stock selection and believes their proven process, founder's experience, boutique size, and client service focus contribute to their success.
Aspiriant sought a single marketing agency to handle all of their needs in a consistent manner. Proforma became their go-to agency, designing newsletters, email templates, and print materials while consistently applying Aspiriant's brand standards. Proforma also supported the launch of Aspiriant's pioneering risk-managed global equity fund by crafting messaging, designing websites and financial collateral.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
KAMG was established in 2000 by Kip Knelman and manages growth equities for institutional and individual clients. It employs fundamental research and relative valuation in its bottom-up stock selection process to construct diversified portfolios of 50-65 quality growth holdings across all sectors. The investment approach has achieved above average long-term returns relative to its benchmark through various market cycles.
THIS IS AN ANALYTIC REPORT ON THE FUNCTIONS OF FINANCIAL MANAGER OF PEPSICO. THIS IS GIVEN IN CONTEXT WITH EACH FUNCTION OF A FINANCIAL MANAGER. EVRYTHING THEORITICAL THING HAS BEEN MENTIONED WITH LIVE AND PRACTICAL EXAMPLES FROM PEPSICO INC. ORGANISTATION .
HOPE IT WOULD BE BENEFICIAL TO YOU.
Private equity involves long-term investing to strengthen and grow companies. It provides capital for companies in need, creates jobs, and drives economic growth and innovation while delivering steady returns for investors. Private equity managers purchase stakes in private companies and work to increase their value through strategies like leveraged buyouts, venture capital, growth investments, and turnarounds. The private equity industry invests over $1.6 trillion in thousands of companies each year.
Running Head FINANCIAL RESEARCH REPORT1FINANCIAL RESEARCH RE.docxwlynn1
Running Head: FINANCIAL RESEARCH REPORT 1
FINANCIAL RESEARCH REPORT 7
Financial Research Report
Chet L. Walker
Strayer University
Dr. Inez Black
FIN 534 – Financial Management
24 May 2020
Financial Research Report
As the child of a recent retiree on a fixed income, I understand how much my mother worked for money. With that in mind, she would not be willing to work so hard for so long to frivolously squander it away in her twilight years casing risky investments. At the same time, due to her health needs, I know that I would want to make sure her money worked for her on a level to ensure she can get the care she needs without wondering how she will pay for medication or deductibles. With that in mind, I would want to find the optimum stock for her to invest in.
Since she does not have the disposable income or time to recover from a huge loss, I would suggest she invest in intermediate-cap or large-cap company, and attempt to avert little-caps names altogether. The reason startups give such high returns is because they are indeed risky investments. She has a great of a chance of bottoming out as she would striking it big. Even though some small firms would suit the older individual’s investing framework, most of her picks should follow this advice (Bunker, Cagle & Harris, 2019). Moreover, if you are participating in "best of breed" firms and unique brands which conform to the rules of Graham and Buffet investing thoughts should not be a challenge.
The next criteria I would use to help her pick a stock would be to find a stock that is a robust past performer. It may not give double-digit returns every year, and it can even be subject to an occasional lousy quarter. The overall thought process is the long-term plan has to be persuasive. I would want her to invest in a business that has made shareholders rich while avoiding a stock that has ruined stockholder value in the long run. She should invest in stocks that meet the metrics as mentioned earlier, and that has done well over a considerable duration.
Once we weed out the type of stocks to focus on, it’s now time to zero in on a particular company. I would advise her to invest in a stock that offers a simple, reasonably direct company business model. These companies usually provide a good or service that is easily understood and extremely recognizable. Since she is not an industry expert, she should avoid companies that other investors might find complicated. That company should also be considered "best in the breed."
These companies are among the best in their industry. The general rule of thumb is it is best to stick with excellent, permeating, and highly-admired brands. Additionally, if you look at the best stocks in past, have a great brand as an everyday thing. If one is looking for rapidly-emerging brands, it should not be difficult to trace one that has an antiquity of better performance. Most firms that suit this outline have a tremendous continuing traje.
This document discusses building an "advantaged portfolio" at the corporate level. It defines an advantaged portfolio as having three key characteristics: being strategically sound, value-creating, and resilient.
To be strategically sound, a portfolio must be competitively positioned in attractive industries and markets where the company can win, support a balanced portfolio of innovation initiatives, and create synergies across businesses.
To be value-creating, a portfolio must maximize intrinsic value as measured by discounted cash flows, address capital market valuation to ensure market value aligns with intrinsic value over time, and maximize the portfolio's value to potential other owners.
Finally, a resilient portfolio can withstand various scenarios in its industry and builds flexibility through
This document contains forward-looking statements about the company's operations and financial performance. It summarizes the company as a global independent investment bank with a focus on M&A, restructuring, capital markets advisory and private funds advisory. The company has grown significantly since its IPO in 2014 through organic growth and expanding its global network while maintaining a strong balance sheet with no debt.
This document contains a presentation by Moelis & Company, an independent investment bank. The summary is:
1) Moelis has experienced significant growth since its IPO in 2014, with revenues increasing 115% and regular dividends nearly doubling.
2) The company has a differentiated model as a global partnership with one profit and loss statement, focusing on internal talent development and returning excess cash to shareholders.
3) Moelis has opportunities for continued growth through expanding its leading M&A franchise, differentiated model, and large restructuring team amid a potential longer M&A cycle.
Moelis company april investor pres_vfinal (1)Moelis_Company
The document provides an overview of Moelis & Company, a global independent investment bank. It discusses Moelis' global footprint with 19 geographic locations, focus on M&A, restructuring, and capital markets advisory. It highlights the bank's record revenues in 2018 of $886 million, up 29% from 2017. It also notes Moelis' strong balance sheet with no debt or goodwill. The document summarizes Moelis' history, business model, transactions, growth opportunities, and financial position.
The document provides an overview of Moelis & Company, a global independent investment bank. It discusses Moelis' global footprint with 19 geographic locations, focus on M&A, restructuring, and capital markets advisory. It highlights Moelis' record 2018 revenues of $886 million, up 29% from 2017. It also notes Moelis' strong balance sheet with no debt or goodwill and commitment to return 100% of excess capital to shareholders.
The document summarizes the investment strategies and approach of Geoinvesting.com, which focuses on identifying undervalued microcap stocks. Some of their main strategies include buying stocks that are underreacting to good news ("Buy on Pullback"), targeting companies that may be acquisition candidates, and investing in turnaround situations. They provide several case studies of past investments that achieved significant returns, such as NV5 Global, GTT Communications, Zynex, and Vocus, to illustrate how they successfully implemented these strategies.
Debt and equity are the two important sources of finance for the firms. Basically, capital structure of the firm revolves around the judicious mix of the debt and equity. Upon Debt and equity mix much research has been done and many have designed the capital structure in a very different manner.
Capital structure theory can be said as the manner in which a company or organization finance its economic activities. Basically, capital structure of a firm is the combination of equity and debt. It is a very important decision for every organization or business house. This decision revolves around a question “How to make an optimal capital’s structure for the firm?” and what are the factors that influence the decision. Because the capital structure decision ultimately affects the management, investors and lenders. So, it becomes very crucial for the firms. Earlier many researchers have made investigation on the capital structure determinants but still there are loopholes to be filled up. The theory of Capital Structure began with the phenomenal work made by Modigliani and Miller (1958, 1963). It stirred the academic world to pour more thoughts into that and many interesting works came out.
Capital structure refers to the way a firm chooses to finance its assets and investments through some combination of equity, debt, or internal funds. It is in the best interests of a company to find the optimal ratio of debt to equity to reduce their risk of insolvency, continue to be successful and ultimately remain or to become profitable.
DETERMINANTS OF CAPITAL STRUCTURE:
The capital structure of a concern depends upon a large number of factors such as leverage or trading on equity, growth of the company, nature and size of business, the idea of retaining control, flexibility of capital structure, requirements of investors, cost of floatation of new securities, timing of issue, corporate tax rate and the legal requirements. It is not possible to rank hem because all such factors are of different important and the influence of individual factors of a firm change over a period of time.
1. Financial Leverage or Trading on Equity: Financial leverage is one of the important considerations in planning the capital structure of a company. One common method of examining the impact of leverage is to analyse the relationship between Earnings Per Share (EPS) and EBIT. The companies with high level of leverage can make profitable use of the high degree of leverage to increase return on the shareholders' equity.
2. Growth and Stability of Sales: The capital structure of a firm is highly influenced by the growth and stability of its sales. If the sales of a firm are expected to remain fairly stable, it can raise a higher level of debt. Stability of sales ensures that the firm will not face any difficulty in meeting its fixed commitments of interest payment and repayments of debt. Similarly, the rate of growth in sales also affects the capital structure decision.
3. Cost o
The document outlines the agenda for an ARAMARK investor day on May 18, 2005. The agenda includes presentations on creating value, financial overview, marketing strategy, various business segments, international operations, uniforms, and Q&A sessions. It also discusses ARAMARK's financial objectives of 6-8% organic revenue growth, 8-12% operating income growth, and 12-14% EPS growth through initiatives like acquisitions, margin improvement, and cash deployment.
Morgan Stanley had a very successful 2004 fiscal year, with net revenues increasing 14% and earnings per share growing 18%. However, the firm's stock price did not increase and it did not achieve a higher return on equity than its competitors. The letter discusses Morgan Stanley's strategic focus on growth areas like payments, financial advice, asset management and capital markets. It emphasizes the firm's commitment to putting clients and employees first to generate superior long-term returns for shareholders.
Similar to Taylor Frigon Open House, July 2012 (20)
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
Every business, big or small, deals with outgoing payments. Whether it’s to suppliers for inventory, to employees for salaries, or to vendors for services rendered, keeping track of these expenses is crucial. This is where payment vouchers come in – the unsung heroes of the accounting world.
“Amidst Tempered Optimism” Main economic trends in May 2024 based on the results of the New Monthly Enterprises Survey, #NRES
On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
What Lessons Can New Investors Learn from Newman Leech’s Success?Newman Leech
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
How to Identify the Best Crypto to Buy Now in 2024.pdfKezex (KZX)
To identify the best crypto to buy in 2024, analyze market trends, assess the project's fundamentals, review the development team and community, monitor adoption rates, and evaluate risk tolerance. Stay updated with news, regulatory changes, and expert opinions to make informed decisions.
1. A Tribute to Richard C. Taylor, 1934 - 2004
The “Taylor” in Taylor Frigon Capital Management honors
Richard C. Taylor, Gerry Frigon's father-in-law and mentor.
Mr. Taylor managed portfolios alongside Thomas Rowe Price
Jr. in the 1960s and 1970s before founding his own investment
management firm in 1988 in Santa Barbara, California. Mr.
Taylor was an intelligent, client-focused asset manager who
believed that investors could earn superior returns by investing
in well-managed companies. His passion for providing value
to clients remains the foundation of our philosophy today.
Richard C. Taylor
1934- 2004
Gerry Frigon is the Founder of Taylor Frigon Capital
Management and also serves as Managing Member of
Taylor Frigon Capital Advisors, General Partner to
Taylor Frigon Capital Partners, LP, a private investment
fund which invests in private companies and small
emerging public companies. He has over twenty-five
years of experience in investment strategy, planning and
portfolio management for private investors and
institutions. For the past seventeen years, he has
managed portfolios with the same disciplined process
directly descended from the classic growth philosophy
developed by Richard C. Taylor and T. Rowe Price.
Gerry Frigon
President and Chief Investment Officer
~ Grow With Us ~
2. AYLO IGO
CAPITAL MANAGEMENT LLC Grow With Us
CORE GROWTH COMPOSITE
As of 06/30/12
NA - Information is not statistically meaningful due to an insufficient number of portfolios in the composite for the entire year.
*Cumulative (non-annualized) since inception date 1/19/07
# Preliminary pending examination by Ashland
** As of 2010, for composite calculation, CoreGrowth Strategy accounts from the same Household were combined into one account.
Core Growth Composite contains fully discretionary Core Growth accounts and for comparison purposes is measured against the S&P 500 and Russell 3000 indices. The
Core Growth Composite was created 01/1/2007. Taylor Frigon Capital Management, LLC (TFCM) claims compliance with the Global Investment Performance Standards
(GIPS®) and has prepared and presented this report in compliance with the GIPS standards. TFCM has been independently verified for the periods 01/19/2007 through
12/31/2010 by Ashland Partners & Company LLP.
Verification assesses whether (1) the firm has complied with all the composite construction requirements of the GIPS standards on a firm-wide basis and (2) the firm’s policies
and procedures are designed to calculate and present performance in compliance with GIPS standards. The Core Growth Composite has been examined for the periods
1/19/07 through 12/31/10. The verification and performance examination reports are available upon request.
TFCM is an independent registered investment adviser. The firm’s list of composite descriptions is available upon request. Results are based on fully discretionary accounts
under management, including those accounts no longer with the firm and past performance is not indicative of future results.
The U.S. Dollar is the currency used to express performance. Returns are presented gross and net of management fees and include the reinvestment of all income. Net of fee
performance was calculated using actual management fees. The annual composite dispersion presented is an asset-weighted standard deviation calculated for the accounts in
the composite the entire year. Policies for valuing portfolios, calculating performance, and preparing compliant presentations are available upon request. The investment
management fee schedule for the composite is 1.25% on the first $5 million and 1.00% after $5 million, with a minimum of $15,000.00 annually. Actual investment advisory
fees incurred by clients may vary.
4. AYLO IGO
CAPITAL MANAGEMENT LLC
Grow With Us
INCOME STRATEGY
As of 06/30/12
Income Strategy Current Yield* as of 06/30/12: 6.2%
*Current Yield represents the annualized dividend and interest payments divided by the current market value of the Income Strategy
Composite on the date referenced.
NA - Information is not statistically meaningful due to an insufficient number of portfolios in the composite for the entire year.
*Cumulative (non-annualized) since inception date: 03/31/07
# Preliminary pending examination by Ashland
Income Composite contains fully discretionary Income accounts. The Benchmark Indices used for comparison to the TFCM Income Composite (S&P 500, U.S. 91-Day T-
Bill Index, ML High Yield Master II and the ML US Domestic Master) are meant to be considered in the aggregate as opposed to individually since components of the strate-
gy employed may include securities that resemble these indices but to varying degrees. For the most recent year-end, recommended asset allocations that should be considered
when viewing the benchmark returns as an aggregate are: S&P 10%, T-Bill 10%, ML Dom 40%, ML High Yield 40%. The Income Composite was created 03/31/2007.
Taylor Frigon Capital Management, LLC (TFCM) claims compliance with the Global Investment Performance Standards (GIPS®) and has prepared and presented this report
in compliance with the GIPS standards. TFCM has been independently verified for the periods 01/19/2007 through 12/31/2010 by Ashland Partners & Company
LLP. The verification report is available upon request.
Verification assesses whether (1) the firm has complied with all the composite construction requirements of the GIPS standards on a firm-wide basis and (2) the firm’s policies
and procedures are designed to calculate and present performance in compliance with GIPS standards. Verification does not ensure the accuracy of any specific composite
presentation.
TFCM is an independent registered investment adviser. The firm’s list of composite descriptions is available upon request. Results are based on fully discretionary accounts
under management, including those accounts no longer with the firm and past performance is not indicative of future results.
The U.S. Dollar is the currency used to express performance. Returns are presented gross and net of management fees and include the reinvestment of all income. Net of fee
performance was calculated using actual management fees. The annual composite dispersion presented is an asset-weighted standard deviation calculated for the accounts in
the composite the entire year. Policies for valuing portfolios, calculating performance, and preparing compliant presentations are available upon request. The investment
management fee schedule for the composite is 1.25% on the first $5 million and 1.00% after $5 million, with a minimum of $15,000.00 annually. Actual investment advisory
fees incurred by clients may vary.
The Merrill Lynch US Domestic Master index is a capitalization weighted aggregation of outstanding U.S. treasury, agency and supranational, mortgage pass-through, and
investment grade corporate bonds meeting specified criteria. This version is the total return version where dividends are reinvested into the index value.
The Merrill Lynch High Yield Bond Master II Index is an unmanaged index that tracks the performance of be-low investment grade U.S. dollar-denominated corporate bonds
publicly issued in the U.S. domestic market. The unmanaged indices do not reflect fees and expenses and are not available for direct investment.
6. AYLO IGO
CAPITAL MANAGEMENT LLC
Equity Research
Our research process begins with careful screening
of the best potential investment candidates, using a
variety of proprietary measurements and criteria.
Suitable candidates are next evaluated to determine
whether they fit major themes or paradigms:
whether they are positioned in front of “fertile fields
for future growth.”
Businesses which pass these initial hurdles are then
subjected to rigorous analysis and evaluation, in
which financial statements, business performance,
leadership, capital structure, shareholder dilution,
and many other factors are carefully examined.
We often visit with management teams,in addition to
using other investigative methods and evaluation
techniques.
We prepare written internal reports exclusively for
our firm. The analysis process has multiple levels,
and potential investments may be placed in
“observation deck” status for some period of time.
Director of Research, Dave Mathisen, has
nearly ten years of professional investment
management experience.
He is a former Army officer and a graduate
of West Point.
7. AYLO IGO
CAPITAL MANAGEMENT LLC
WEALTH ALLOCATION PLANNING
Over 20 years of consecutive portfolio management
enables us to bring a unique perspective to managing
your accounts.
Our experience includes careful analysis of the
balance sheets of large successful corporations.
This experience provides us with insights into the
planning and allocation of your own personal
family “balance sheet” of assets and liabilities.
We help you see opportunities or areas that need
more attention.
Our wealth planning team collectively represents
over 72 years of professional financial
management experience
Our Wealth Allocation Plan (WAP) provides you with a powerful visual
report along with real recommendations for decisions.
8. AYLO IGO
CAPITAL MANAGEMENT LLC
Taylor Frigon Capital Partners is a private investment partnership that invests
in the most promising and innovative emerging private and public companies.
Cloud-based rendering of even Medical company which developed a
the most graphically intensive patented and proprietary IV catheter.
applications, to transform film, The Venaglide contains passive saftey
gaming, and computing. features to improve catheterization.
Multi-core processors for wireless Creating carbon-nanotube technology
radio solutions. Enables full solutions with a wide variety of potential
software programmability of tasks applications. Currently focused on
to create a software-defined radio filtration for water, air, and fuel.
solution.