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Have we learned anything from the COVID-19 crisis?  Not really, but…

• Growth vs value perhaps never made sense. It really doesn’t now
• Gearing up a balance sheet isn’t investing. Investing is deploying capital into real projects
• There are new and better ways of doing things, and they’re arriving fast

People change behavior when the pain of adoption is lower than the pain of change

• When necessary evils become unnecessary

Returns over the long term are massively skewed to a tiny number of companies. CAPM is totally wrong. How does it survive as a basis for investing?

Some of the new breed of companies are infrastructure. That means governance matters more than competition.

You’re not going to find asymmetric growth by looking at annual reports.

Stuart Dunbar, Client Service Director, Baillie Gifford

Stuart joined Baillie Gifford in 2003 and is a Director in the Clients Department. He became a Partner in the firm in 2014 and is responsible for overseeing relationships with financial institutions, as well as contributing to consultant relationships, marketing and client servicing activities in Europe and Asia. Prior to joining Baillie Gifford, Stuart worked with Dresdner RCM in Hong Kong and Aberdeen Asset Management in the UK. He graduated BA in Finance and Business Law from the University of Strathclyde in 1993.

Kristen Ross, Relationship Manager, Baillie Gifford

Kristen is a Relationship Manager for intermediary clients in the United States. In this role, she is responsible for driving the relationship between Baillie Gifford and private banks, registered investment advisors (RIA’s), trust banks & family offices across the country. Before joining the firm, Kristen was responsible for similar client partnerships at OppenheimerFunds. She began her career working as an advisor for a Boston based RIA. Kristen graduated BS in Finance from The University of Rhode Island and holds her CAIA and QPFC designations.