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"A wise American hedge fund manager once said..." | quant trading clips

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Joined June 2026
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The Quant Clips retweeted
Ex-CEO of Deutsche Bank's $6B internal hedge fund platform Roger Ehrenberg (@infoarbitrage) on why you can't rely on offsetting correlations: "What it also taught me is that negative correlation can very quickly go away in discontinuous markets, where essentially correlations all go to one." "It gave me an appreciation for having there be an aggregate amount of risk across all of your strategies that you're comfortable with and not to rely too much on offsetting correlations in times of market stress." "Being extremely robust in how you model the tails, because everything looks good in the middle of the curve. Once you get out to the edges, that's where things get scary."
"You can still be right and get wiped out." Ex-CEO of Deutsche Bank's $6B hedge fund Roger Ehrenberg (@infoarbitrage) on why he's not all in on the AI trade, his answer to Cliff Asness's "VCs are laundering volatility", & why most venture money is lost on the second check, not the first. Roger Ehrenberg (Former President & CEO of DB Advisors, Deutsche Bank's $6B internal hedge fund platform | Founded IA Ventures, early in The Trade Desk & Wise | 3x Forbes Midas List | Managing Partner at @gamechangersvc) We cover: -⁠ ⁠Running 20 trading teams across stat arb, HFT, CTA & special sits, and how he sized PMs up and down - ⁠Why correlations go to one in a crisis, and how LTCM lost $4.6B "in the blink of an eye" - ⁠Using time horizon as the second axis of diversification - ⁠Sizing a book when semis move like this: "thesis right and tactically wrong" - ⁠Why small managers can still print money as "almost a vol market maker" on small AUM - ⁠Slugging percentage over hit rate: 25 shots on goal per fund, 2-4 winners, 5-10x net - ⁠Why he'd sell secondaries in a company that went from $20M to $60B in three years - ⁠The three traits of his best founders: contrarian idea, deep domain knowledge, and "mad" - ⁠Why he chose impact optimization over raising billions - ⁠How a junior should bet their career in the age of AI 00:00 Intro 00:32 Running DB Advisors’ $6B multi-manager platform and risk budgets 04:14 A message from Onyx 05:14 Correlations go to one: tail risk, crowding, and vol sizing 10:18 Small managers vs multi-manager platforms: AI, capacity, and LPs 14:23 From hedge funds to VC: is venture volatility laundering? 18:48 Right to win, slugging percentage, and portfolio concentration 29:22 Follow-on discipline, pro rata, and when to sell secondaries 33:57 Process errors, sunk costs, and why mad founders win 42:58 Why hedge fund instincts fail in early-stage venture 48:03 Wealth maximization vs impact: why he never scaled AUM 52:56 AI or bust? Interconnected risk and capital starvation elsewhere 58:42 Career moats for juniors as AI commoditizes skills 1:02:59 AI wealth concentration and rewriting the social contract
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Now @DatabentoHQ is a unicorn. @christinaqi is a generational founder!
Databento CEO Christina Qi (@christinaqi) on what actually worked when she raised money for her HFT fund, Domeyard: "At first, we thought if we said like, oh, we're smart, MIT founders, that it would work. It turns out it didn't because everyone from our school is a smart MIT founder." "The HFT angle really worked well for us because at the time there really wasn't a lot of new kind of HFT funds launching." "Your goal for launching your hedge fund on day one is not to make a billion dollars. Your goal is to establish a track record." "Your goal is to literally get your track record, get up and running so that you can raise your day two money."
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Citadel's CEO Ken Griffin on the most common mistake investors make: "They invest in areas outside of their expertise. They assume that because they can do something well they can do something else really well. And it's just not that simple." "Michael Jordan could have been a great football player. He's not going to be to football what he was to basketball." "A lot of people that get in trouble in their careers investing extrapolate from their success in one area to another." "You and I have both seen firms that look like ours wander into different investment strategies and different asset classes and often have a very difficult time because it's not the same skills." "The nuances matter."
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Renaissance Technologies CEO Peter Brown on arguing against Jim Simons to add risk during the 2007 quant quake: "I ran into my office, and I found Jim, Bob, Paul Broder, who was the head of risk control, all holed up, and the office was full of cigarette smoke." "Jim was interpreting every little wiggle in various graphs. He was really scared, and he wanted to cut back, and hard." "I argued that we should not cut back, that this was gonna be the greatest money-making opportunity we'd ever seen, and if anything, we should increase our positions. But it was three against one." "And then at one point, miraculously, the whole thing came roaring back, and indeed, it was an incredible money-making opportunity."
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The Quant Clips retweeted
Ex-Tudor PM Tom Costello (@tcoste110) on how fast Citadel would arb away an edge like social data: "I've been working with natural language parsing for a long, long time, and LLMs are very likely going to solve the problem that you're describing here." "So I would say probably some guy at Citadel, or a team of guys at Citadel, to use a front-leading example, is looking at that information." "Probably going to trade it if they have longer horizon trading involved." "And once they do it, it's six months and everybody else is doing it too."
Retail investors vs. hedge fund managers: who wins? Ex-Tudor quant PM Tom Costello (20%/yr, 1.4% max drawdown) DEBATES Market Wizard Chris Camillo ($20K → $80M, tells you to expect 70% drawdowns). Chris Camillo (@ChrisCamillo) turned $20K into ~$80M over 18 years, audited by Jack Schwager for Unknown Market Wizards at 77% annualized. Founded TickerTags, sold to Jefferies. Co-founder of Dumb Money. Tom Costello (@tcoste110) ran money at Tudor, Moore Capital, and Caxton. Started as a quant on JPM's exotic swaps desk. Now CIO at Bedrock Digital Assets. We cover: - Why a 50% drawdown is "a career-ending event" for a PM and "completely rational" for a retail investor with a 20-year horizon - Chris's case that everyone should have a levered, concentrated risk bucket, and expect a 70% drawdown in it - Tom's pushback: "At least half of the aspiring engineering students who wanna be day traders are gonna go broke" - Why hedge funds don't beat the S&P, and why that's a category error - 3x leveraged S&P ETFs held for decades: ~1.85x market returns, and the futures roll cost buried inside - The e.l.f. trade: one YouTube video, a full day sitting in a Walgreens, and every cosmetics analyst on Wall Street asleep - Chris spent 5 years selling social data to the biggest funds. They couldn't institutionalize it because "the words keep changing" - Vita Coco: a viral TikTok sound → the biggest quarter in company history → +34% on earnings - Tom's bet: LLMs hand social arb to the quants. Chris: "there's still plenty of time" - "I know very few day traders who ever made anything like real money" - Why Chris gives the strategy away after an 18-year run Highlights: 00:00 Intro 00:50 Who's better positioned to take risk: retail or hedge funds? 05:58 A message from ONYX 06:30 Why a 50% drawdown is rational for concentrated retail capital 08:57 Beta vs alpha: what two-and-twenty actually pays for 18:56 Should retail embrace 70% drawdowns? Bucketing risk capital 23:59 Can ordinary investors really compound 2–3x market returns? 30:08 Fair value, mistakes, and why 99% of day traders lose 35:32 Are 3x leveraged S&P ETFs a long-term buy? 43:31 Too big to fail: AI concentration and the case for leverage 46:06 Situational Awareness, crypto correlation, and overfit backtests 53:44 Social arb explained: Beacon Roofing, Hunger Games, Stranger Things 01:01:07 Is social arb crowded? Tiger Cubs, Ticker Tags, e.l.f. 01:07:42 Will Citadel and LLMs arb away TikTok alpha? 01:17:09 Incentives: why "hedge funds don't beat the S&P" is a category error 01:19:35 Why Chris shares social arb: $20K to $80M and the wealth gap 01:25:45 Closing: retail freedom vs institutional resources
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You collected $1,200 in funding and still lost $19,200 because taking the paying side of funding isn't the trade. How cross-exchange funding rate arbitrage actually works:
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Maverick Capital's founder Lee Ainslie on what he looks for in young talent: "A sense of dedication, competitiveness, obviously need to be rather bright." "Emotional consistency, we call it. So the highs aren't that high and the lows aren't that low." "Maverick has a much stronger team culture than I think many hedge funds." "If you're right, meaning I've picked a long that outperforms the market or a short that underperforms the market, 55 percent of the time, you're now one of the best in history." "Which by definition means you're wrong 45 percent of time, even if you're really good."
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Former Goldman Sachs head of US natural gas trading John Knorring on why a trade idea is only the beginning: "When I was at Goldman, we developed this framework, or at least I was taught this framework, where what is trading? So trading is idea generation." "Do I sell puts? Do I buy calls? Do I buy futures? Do I buy time spreads? Do I buy Exxon stock? Do I buy Marathon? What should I do?" "Do I wait for it to dip? Do I do a little bit and if it starts working and I get some confirmation from the market, hey, I should do more." "This is the tricky part of being a trader. It's all about timing."
Ex-Goldman Head of Nat Gas Trading John Knorring on the one equation behind every commodity trade, why the US has the cheapest gas in the world, & buying silver in the low $30s, riding it to $120, then watching it drop to $65 in a day. John Knorring (Former Head of Natural Gas Trading at Goldman Sachs | Commodities trader at DRW | Founder of Green Tiger Markets) "If you can leave Wall Street with your name intact and your house paid for, you're ahead of 90% of the people who go there." We cover: - Supply minus demand equals change in inventory, and why price does all the balancing when storage is full or empty - Why crude at -$40 in 2020 made perfect sense - "Gas Vegas": why US nat gas is so volatile (prices nearly doubled in a week this January) - The real reason US gas is the cheapest in the world: the Henry Hub contract - How Aubrey McClendon and the shale revolution flipped US power from coal to gas - The Goldman framework for trading: idea, expression, execution, money management - The silver trade, and the hardest question in trading: what do you do when it's working? - Why physical gas traders will outlast derivatives traders in the age of automation Highlights: 00:00 Intro 02:00 From CBOT intern to Goldman's nat gas desk 05:10 Supply minus demand equals change in inventory 08:19 Energy as the fundamental cost: burn it or store it 12:00 Storability spectrum: coal, oil, gas, and power 14:30 Why nat gas is so volatile: inelastic demand, weather, storage 17:20 Henry Hub: why US gas trades below global prices 20:40 Basis risk when regional hubs decouple from Henry Hub 22:10 Gas Vegas: inventory regimes and 20 years of price spikes 27:20 High prices build supply: horizontal drilling and the shale revolution 29:50 Low prices build demand: power burn, LNG exports, data centers 34:20 The trading framework: idea, expression, execution, money management 38:00 Silver from Bunker Hunt to the $50 psychological ceiling 40:30 The silver trade: structural deficit, cheap calls, missed exit 46:00 Position sizing lessons, the duck curve, and the LNG export wave 49:00 Why physical gas trading outlasts automated derivatives desks 51:10 Name intact, house paid for: career advice for Wall Street
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Just finished. Great interview @ethanrkho and @orrdavid is fascinating.
Hedge Fund Manager David Orr (@orrdavid) on why he’ll back a delivery guy over a Harvard grad, as long as the track record is real. David Orr runs Militia Capital, a ~$480M hedge fund. ~50% annualized, Sharpe 2. “If you didn’t go to Harvard, they’re not going to give you money. They’re gonna lead you on for years.” We cover: - Edge is just reps. He's placed a few hundred independent bets every year since 2019, more in one year than a lot of hedge fund managers get in a decade. - The two-hour rule: if he can't decide on a stock in an hour or two, he skips it. When a trade goes against him, he quits. "The market said I'm wrong, I'm wrong." - 500 positions in his partition and zero notes. Some of his best shorts are down 40% and he's forgotten what the company does. - The Gogo lesson: he spent 100 hours on a short and was right on the fundamentals (it's now $2), but it ripped to $20 first. All that research made him stubborn on the way up. - The AI risk system: it groups the book into custom baskets like "Banks Done Right" and "yield traps," recalculated daily. A 25% bet can quietly become 45% in two weeks. - How Militia recruits PMs: 95% of track records are junk, and one cherry-picker ran 30 accounts and sent the best one. The PMs who make it include a game show winner, a Spanish government worker and a programmer, with 0.15 cross-correlation. - The best short seller in the world, quietly: 40% a year short only for years, and he still gets a tiny allocation at his fund. - Why multi-managers' real business is marketing. Collect $2B a year in fees on $100B and it's "mission accomplished," whatever the returns. - The long/short tax trick: harvest losses on losing shorts, and never cover one that's down 90%. No tax is due until it's delisted, which can take 10 years. - $150M raised from one email asking LPs for $100M. He says he could raise a billion but won't, and admits they "must have gotten at least somewhat lucky." - His AI stock map: hyperscalers locked customers into take-or-pay deals at ~35% return on capital. If compute prices crash 80%, the end customers get wiped out, not the hyperscalers. - Is investing 99% talent? For big alpha, almost entirely. Pod shop alpha is teachable, maybe for 1 in 50 people rather than 1 in 10,000. Highlights: 00:00 Intro 00:44 How AI custom factor baskets track dynamic correlation in levered portfolios 03:24 Sourcing non-consensus PM talent and verifying live Sharpe track records 07:24 Structuring carry and tax deferral to attract elite proprietary traders 12:50 Why institutional multi-manager platforms fail to back pure alpha 20:22 The two-hour research limit: Avoiding sunk-cost bias in short selling 27:58 Momentum screening vs deep value: Why top longs hit new highs 29:40 Why traditional finance books fail and what operator biographies teach 37:16 Why rapid technological adaptation beats traditional economic moats 39:26 Analyzing the AI trade: Why hyperscalers offer superior downside protection 44:57 Internalizing stock borrow desks to maximize net-of-fee fund compounding 55:25 Avoiding confirmation bias and why shorting revenue growth fails 01:01:42 Pod shop leverage factories vs raw discretionary alpha generation 01:07:12 Unplugging from market narrative feeds to preserve independent conviction
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Pershing Square's founder and CEO Bill Ackman (@BillAckman) on turning Howard Hughes into his version of Berkshire: "So we had our version of a textile business. It happens to be a much better business than textiles." "What did Buffett do? He took control of Berkshire. Over time, he exited Textiles, took the cash from Textiles. He bought an insurance company, and he did something different from other insurance operators." "We're going to take as much capital as we can out of the real estate operation, turn it into an asset-light real estate company, reinvest the capital in the insurance operation and then compound the capital in the insurance operation at a high rate over time." "So I would say in a decade from now, it will be 80-plus percent insurance company and maybe 20 percent real estate." "We have a team that you would normally put into a $50, $100 billion insurance operation running a not quite $2 billion capital insurance company."
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Citadel CEO Ken Griffin on the college put trade that made him study the market maker's edge: "in my college dorm as a freshman, I bought two put contracts in Home Shopping Network, and in some sense I owe my career to good journalism." "fortunately from the perspective of my career, the stock cratered shortly thereafter." "When I sold those put contracts, the market maker paid me less than their intrinsic value, and that made me very curious about the pricing of derivatives, because I realized that I got very lucky in buying those puts with an expiration that fell after the stock had cratered, but the market maker made a risk-free profit." "I was very interested in trying to learn about the pricing of derivatives, and that took me to understanding the pricing of convertible bonds, which is the area that I started in from my college dorm room when I, I began my first hedge fund."
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Bridgewater's CEO Nir Bar Dea on the three risks he sees in AI: "Because we're so bullish on the positive implications of AI. We also recognize that anything that could change the world that much for the positive could also have severely negative implications." "From models that exist today being put in the hands of humans with bad intentions. It's like putting a weapon in many people's hands." "People should pause and reflect on the idea that there has never been an inferior intelligence that controlled a superior intelligence." "Our estimate says that AI can dislocate 18% of American labor. So think about the magnitude of the societal breakdown that could happen." "Let's remember that this entire technological revolution is for humans. If it doesn't end up benefiting society and humans, what's the point?"
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The actual GOAT says it plainly: Stop over-analyzing.
Stan Druckenmiller: Knowing When to Stop Analyzing Is the Biggest Mistake We Make I think it's the biggest mistake in our business. At some point, the analysis becomes counterproductive. That's one thing I've learned, and it's greatly to my advantage. Speed matters now. With AI and email and everything else, if you sit around and analyze a company for four months and you're not willing to operate with 15% or 20% of information, you'll often miss just a big move and then you're afraid to buy it because it has moved. That to me is a core belief. Sometimes when the opportunity is so big and you just kind of know it, you've just got to plunge in without the proper information, do the work, and if it doesn't work out, it doesn't matter whether you're a profit or loss.
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Macro hedge fund founder Alfonso Peccatiello (@MacroAlf) on what launching a fund is really like: "This is one of the things where you really need to think very hard about whether you want to do this or not." "There are public statistics, something like 80% of the funds fail in the first five years. 80%, eight, zero." "There is a moment somewhere, summer 2025, somewhere halfway the launch period, where it was looking like we're not gonna make it. We're not gonna have enough investors at the door to make this financially viable." "You have to know that your distribution of risk-reward is very skewed against you." "Assuming you succeed, a lot of the work that comes after is not what you think it is. It is not only managing the book and thinking about what fantastic investments I'm gonna be making. That's a relatively small part of the job."
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Balyasny's founder Dmitry Balyasny on what a multi-strat hedge fund actually is: "We try to put together lots of uncorrelated P&L streams run by different specialist teams that should make money in all sorts of different market environments." "The vast majority of funds have a lot of correlation to the economy, to the broad market, overall risk." "You always have to remind folks that you can't have it both ways." "I think low to mid teens is very solid returns given the volatility of the return stream is low." "Our annualized volatility tends to be around four to five percent."
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PWL Capital (@PWLCapital) CIO Ben Felix on how a leveraged ETF went to zero after a market drop triggered its swap contract's termination: "a lot of the leveraged ETFs are getting their leverage from swap contracts." "But now you've got counterparty risk." "you've got the risk of the counterparty closing the contract after an extreme downward move in the asset, which has happened." "The, the swap contract had a provision for the contract closing if there was a certain downward move in a day. That happened, and then the ETF became worthless."
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Jain Global's founder Bobby Jain on competing for PMs on compensation: "People want to get paid competitively. They want to get paid fairly. They want to get paid transparently." "I can get paid a little more, but I got to sit out of the market for a period of time. In that period of time, is the strategy going to change? Is my market going to change? I got to put together a new team." "Do I like coming to work? Do I feel like people are in my corner?" "You should be able to get that right 90% of the time when people come in." "It's a complex optimization, but it's generally about fit more than about compensation."
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Maverick Capital's founder Lee Ainslie on the short horizons of the pod model: "This is really true on the professional investment side in the world of pod model multi-strats." "Most of those investors have very, very short time horizons and they're very worried about my performance today and this week." "Which makes it really difficult to take a step back and think about where is the world going to be in five or 10 years." "Underestimating how important management teams are." "You can have great stock with great fundamentals, great competitive advantages, a deep moat." "But you'd put in a poor CEO who makes bad decisions regarding capital allocations." "You may have a very bad investment in your hands, even though the fundamentals were in your favor."
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Lone Pine Capital co-CIO Kelly Granat on why duration is their biggest edge: "We want to be positioned in a way to capitalize on non fundamental dislocations and lean into duration." "When those set up dynamics are tricky or complicated and everyone's lined up one way, I want to line up the other way." "I think we've always said that duration is our single biggest advantage, but it's never felt more prominent and powerful than it is in today's market structure."
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Point72's founder Steve Cohen on the hedge fund war for talent: "There's a lot of firms competing for great talent, and no different than baseball or hockey, talent gets paid a big price." "We do a lot of development, so we're not depending on attracting people from other firms. We develop great talent." "We have PM development programs, we have analyst development programs, and we're trying to train the next great investor." "Just like the baseball analogy, it's cheaper to develop your players from within your organization as opposed to buying them. The same thing's true in the hedge fund world." "We'll participate in both arenas, but my preference is to develop."
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