The Originals
TRUTH: It is objectively more original, valuable, and creative to decode time-based market opportunity with statistically validated edge than to invest years into mimicking stale operating models in the SME/PE world.
You’re not managing capital—you’re commanding time.
Many small-to-mid sized enterprise (SME) or private equity (PE) endeavors operate under an over-engineered narrative of 'value creation'. Their work often emphasizes control structures, unnecessary reporting, and consultant theatrics rather than true innovation.
What passes as "strategy" is frequently just financial engineering, not the creation of new pathways or original edges.
These projects require enormous effort, coordination, and capital yet often:
Fail to outperform passive benchmarks
Use legacy ideas dressed in new wrappers
Have no compounding information edge or reflexive leverage mechanism
In reality, as tariffs rise or nations intensify their competition for global investment flows, most business creation isn't true innovation—it’s just gap-filling. A vast number of ventures exist not to disrupt, but to complete missing links in the value chain created by policy shifts or regional strategic demands.
Take the reshoring movement, for example: domestic firms rushing to manufacture Apple components aren’t pioneering—they’re plugging supply holes.
I know this dynamic intimately. In any command-style or isolationist economy, State-Owned Enterprises (SOEs) rarely exist for global competitiveness. They operate for domestic continuity—their advantage isn’t technological superiority, it’s monopolized access to the consumer. The illusion of innovation masks what is, at its core, distribution control and production convenience.
What gets sold as entrepreneurship is often just logistical patchwork—filling blanks left by policy, not building anything original.
To beat benchmark -
I trade the benchmark itself -
rather than chasing inefficiencies in secondary assets or individual constituents.
While others try to outperform by rotating through sectors or stock-picking within the index, I operate within the very core of market structure.