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Global Advisors’ Thoughts: How Daniel Rowland is relevant to your business success
Recently Global Advisors hosted multi-stage ultra-marathon runner Daniel Rowland as he gave a talk about his training and racing approach. The talk happened prior to Daniel racing in the Kalahari Augrabies Extreme Marathon 2013 – a 250km multi-stage race that takes place over 7 days through the extreme heat and difficult terrain of the Kalahari Desert. Competitors carry their own food, bedding, etc – water and sleeping tents are provided.
Daniel Rowland winning the Kalahari Augrabies Extreme Marathon 2013 (picture Hermien Webb Photography, Facebook)
Daniel won in a course record time. Earlier this year Daniel won the Atacama Crossing – another 250km multi-stage self-supported desert race across the Atacama Desert (the driest place on earth) and part of the prestigious Four Desert Series. The Four Desert Series attracts some of the finest Ultra-Marathon athletes in the world who compete only for the prestige – there is no prize money. These two races are Daniel’s first two multi-stage races in his first year as a professional runner.
Daniel Rowland leads the Atacama Crossing 2013 field en-route to victory (Picture Shaun Boyte in Trail Magazine Issue 7 – dwrowland.com)
There is no doubt that Daniel is a talented sportsman – he represented Zimbabwe as a triathlete and trained as a potential Olympian. But there are many talented athletes that fail to achieve sporting success. What makes Daniel as successful as he is?
Daniel abandoned his Olympic ambitions to study a Business Science degree at UCT. He was selected as a McKinsey intern. Following this he went on to work for Anglo American in South Africa, Alaska and Chile. Two-and-a-half years ago, Daniel entered his first ultra-marathon beyond 50km – the 100 mile Sustina race through the depths of the Alaskan winter, battling snow and night. Daniel finished fourth. Following Daniel’s blog (www.dwrowland.com) as an interested spectator and recreational runner with no real ambitions of running an ultra myself, I was struck by the regimen that Daniel adopts to life in general and running in particular. Even in his early ultra exploits, Daniel exemplified a simple approach that underlies most key management theory – Plan, Do, Review (PDR).
Plan appropriately for the execution against the goals that you aim to achieve, Do what you planned to and Review your execution against the plan.
This is not a once-off process – it can be repeated many times within a broader cycle and even within execution itself. Organisations might set five year strategies and budgets and then repeat the cycle on a yearly, quarterly or even short interval basis (for example, agreeing and reviewing plans at the beginning and end of shifts – a process typically referred to as short-interval controls). A rugby team might agree a game plan and evaluate its success during stoppages and breaks.
The PDR cycle is followed either consciously or subconsciously by outstanding performers in every field from arts to sport to business. It is a discipline. And like all disciplines it takes practice and fine-tuning to meet the needs of individuals and companies.
Daniel exemplifies the approach. He chooses a goal that is aligned to his interests and who he inherently is. He chooses a race goal and works backwards to fit in all the aspects of training, testing and recovery. He prepares a tailored program with his coach based on his knowledge, Daniel’s input and past performance. Daniel describes execution as doing what he knows he needs to do to achieve his goals.
Daniel is fastidious about all these aspects. He trains in blocks that ramp up to race distances and conditions. He tests all aspects of race conditions, including the diet he will live on in the desert, with the exact pack and equipment he will run with and in conditions on the race course or as close to these as he can find. His approach to optimizing his back pack illustrates this.
Daniel’s Augrabies pack weighed 6kgs and included 3,6kgs of food. Most of his competitors’ packs were 10kg or more. To accomplish the optimum pack weight required much more than selecting equipment against a recipe. He chose a pack that was lightweight and that he found comfortable. He trimmed excess strap lengths. He took the required equipment list (things like eating and cooking utensils, emergency equipment, etc) in their most minimally adequate form. He created a race diet that had the highest calorie to weight ratio possible. And he trained with the pack and on the diet, gradually tuning his choices and becoming utterly familiar with the diet and running with the pack for the periods and conditions matching those of the race. He blogs about all of his choices and tracks progress with data from his heart rate monitor supplemented with his logs of how he felt and his thoughts on what worked and what could be improved.
Every two weeks, Daniel runs a test on the same 12km route, in the same heart rate zone with the same pack weight and as-close-to-optimal body weight. He tracks his time on the test for improvement over the 30 week program leading up to a race.
While Daniel is clinical about the technical aspects of a race, he recognizes the critical importance of emotions – confidence and enjoyment are key to his success. He underpins what he does with a healthy and sustainable lifestyle. This includes enough sleep and recovery time and the community he surrounds himself with. Besides the general community of friends, Daniel’s core team is made up of people he trusts and who create confidence for him because they are present and contributing with a collective goal in mind. This team is comprised of his partner, coach and sponsor – a small and completely trusted core team.
It is an impressive routine and discipline for someone who not long ago, started out training in the very early hours of the morning prior to a demanding corporate job. All the discipline would mean little without stressing himself to the optimum level, and showing incredible willpower and drive. Daniel has willpower and drive in bucket-loads. What stood out to me is that while a level of willpower and drive is a product of who we are, Daniel manages this aspect carefully too. He takes care to push himself enough to develop greater levels of performance while managing the risk of illness and injury – an optimal stress level. Technical training, emotion and health all contribute to setting this optimum. Daniel recognises willpower is a limited resource and ensures he makes focused use of his reserves through routines and removing obstacles. He creates drive through seeing the excellence in others, momentary inspiration, his enduring motivation and the performance of competitors.
When Daniel left Global Advisors after his presentation, we were in little doubt that Daniel had done everything he could to prepare for the Augrabies race. We were confident he stood every chance of winning the race. But more importantly, so did Daniel – in his quiet, unassuming way.
Pick up most management books or business textbooks and you will find the PDR elements described above. We see them in place in the best businesses and clients. They are expressed in tools such as well articulated strategies, balanced scorecards, project management approaches, management and financial reporting. What is far more difficult than the adoption of a set of tools is the institution of the accompanying processes and culture. Discipline is hard enough for an athlete – successfully inculcating the PDR disciplines in a corporate setting requires strong leadership with a soft touch. It relies as much on the belief and cooperation of the team as a well-thought out approach. Just as hard as it must be for Daniel to ensure he preserves the space around him for a community that reinforces his process, beliefs and spirit, it is unbelievably hard to do the same in a business setting. My personal experience is that successful leadership requires walking a fine line between creating and implementing an optimal PDR approach / culture and creating some space to allow those who fit within that culture to find a place within it. That won’t always work out. You will lose some good people along the way as well as those who don’t belong. It is critical to ensure your team sees the benefits of your chosen PDR approach to ease their journey. It takes time – years – for the PDR approach and culture to develop a rhythm, The role of a core supportive team at a management level or on a project is critical to reinforce the PDR disciplines and build confidence. Daniel believes in “controlling the controllables” – the role of his core team illustrates this.
Daniel Rowland meeting Bruce Fordyce after his Kalahari Augrabies Extreme Marathon win (picture from @brucefordycerun on Twitter)
Daniel’s approach is not unique in its elements. Bruce Fordyce famously kept detailed notebooks of his training and races and was meticulous en-route to nine Comrades victories, the London to Brighton Marathon three years in a row and the 50 mile and 100km world records. He too focused on a holistic approach and kept mood records along with the details of his technical performance.
What I have become convinced about is that just as a management / PDR approach is required to prepare and practice for execution, so the approach must be applied and finely tuned over time. As I watched another amazing Kenyan marathon performance, I tweeted how ridiculously easy the lead runners ran at below 3 minutes to the km. Elana Meyer responded, “Practice makes excellence in action look easy.”
Daniel Rowland, Bruce Fordyce and Elana Meyer are inspirational examples of the power of a well-executed PDR process in sport. The same process exists in a well-executed dance routine, well-written academic career and of course in winning businesses.
What is your approach to running your business? How does it incorporate Planning, Doing and Reviewing? Would your approach support the creation and maintenance of a world-class athlete? Is your PDR approach communicated and understood? Is your culture supportive of the approach? Are you practicing the approach and adapting it for your company? What is the PDR mood?
Daniel is racing the Sahara Race (part of the Four Deserts series) in February 2014. You can follow his progress on the Four Deserts website or on Daniel’s blog.
This photo essay of the Atacama Crossing 2013 by Richard Bray will give you some idea of the challenge posed by multi-stage desert running and Daniel’s accomplishments.
Strategy Tools
Strategy Tools: Pareto (80/20) analysis
Pareto Analysis is a statistical technique for decision making that is used for selecting a number of tasks that produce significant overall effect.1 It is based on the Pareto Principle (the 80/20 rule) which states that by doing 20% of the work you can generate 80% of the benefit of doing the whole job. The Pareto Analysis is named after Vilfredo Pareto, an Italian economist who lived in the late 19th and early 20th centuries. In 1897, he presented a formula that showed that income was distributed unevenly, with about 80% of the wealth in the hands of about 20% of the people.2
The figures 80 and 20 are illustrative; the Pareto Principle illustrates the lack of symmetry that often appears between work put in and results achieved. For example, 13% of work could generate 87% of returns. Or 70% of problems could be resolved by dealing with 30% of the causes. The sum of the two numbers does not need to add up to 100 all the time.
The following conclusions are illustrative of potential Pareto outcomes2:
- 80% of customer complaints arise from 20% of your products or services.
- 80% of delays in schedule arise from 20% of the possible causes of the delays.
- 20% of your products or services account for 80% of your profit.
- 20% of your sales-force produces 80% of your company revenues.
- 20% of a system’s defects cause 80% of its problems.
Fast Facts
While African insurance premiums have been growing they have not kept up with GDP growth
The African insurance industry is predominantly group life insurance business, and due to limited spending power there has been much slower uptake of individual insurance policies.
Poverty has been reduced somewhat in Africa but this is primarily in the lowest income bracket of the middle class who are prone to falling back into poverty.
Furthermore, policyholders are typically unaware or sceptical of the benefits of owning insurance products, they are difficult to reach and often do not earn regular incomes.1
Microinsurance products are growing more quickly – this presents an opportunity for targetting lower income groups.
Selected News
Quote: Jim Simons
“One can predict the course of a comet more easily than one can predict the course of Citigroup’s stock. The attractiveness, of course, is that you can make more money successfully predicting a stock than you can a comet.” – Jim Simons – Renaissance Technologies founder
Jim Simons’ observation that “one can predict the course of a comet more easily than one can predict the course of Citigroup’s stock” encapsulates a profound paradox at the heart of modern finance. Yet Simons himself spent a lifetime proving that this apparent unpredictability could be systematically exploited through mathematical rigour. The quote reflects both the genuine complexity of financial markets and the tantalising opportunity they present to those equipped with the right intellectual tools.
Simons made this observation as the founder of Renaissance Technologies, the quantitative hedge fund that would become one of the most successful investment firms in history. The statement reveals his pragmatic philosophy: whilst comets follow the deterministic laws of celestial mechanics, stock prices are influenced by countless human decisions, emotions, and unforeseen events. Yet this very complexity-this apparent chaos-creates inefficiencies that a sufficiently sophisticated mathematical model can exploit for profit.
Jim Simons: The Mathematician Who Decoded Markets
James Harris Simons (1938-2024) was born in Newton, Massachusetts, and demonstrated an early affinity for mathematics that would define his extraordinary career. He earned his Ph.D. in mathematics from the University of California, Berkeley at the remarkably young age of 23, establishing himself as a prodigy in pure mathematics before his unconventional path led him toward finance.
Simons’ early career trajectory was marked by intellectual distinction across multiple domains. He taught mathematics at the Massachusetts Institute of Technology and Harvard University, where he worked alongside some of the finest minds in academia. Between 1964 and 1968, he served on the research staff of the Communications Research Division of the Institute for Defence Analysis, where he contributed to classified cryptographic work, including efforts to break Soviet codes. In 1973, IBM enlisted his expertise to attack Lucifer, an early precursor to the Data Encryption Standard-work that demonstrated his ability to apply mathematical thinking to real-world security challenges.
From 1968 to 1978, Simons chaired the mathematics department at Stony Brook University, building it from scratch into a respected institution. He received the American Mathematical Society’s Oswald Veblen Prize in Geometry, one of the highest honours in his field. By conventional measures, he had achieved the pinnacle of academic success.
Yet Simons harboured interests that set him apart from his peers. He traded stocks and dabbled in soybean futures whilst at Berkeley, and he maintained a fascination with business and finance that his academic colleagues did not share. In interviews, he reflected on feeling like “something of an outsider” throughout his career-immersed in mathematics but never quite feeling like a full member of the academic community. This sense of not fitting into conventional boxes would prove formative.
The Catalyst: Control, Ambition, and the Vietnam War
Simons’ transition from academia to finance was precipitated by both personal circumstances and philosophical conviction. In 1966, he published an article in Newsweek opposing the Vietnam War, a public stance that led to his dismissal from the Institute for Defence Analysis. With three young children and significant debts-he had borrowed money to invest in a manufacturing venture in Colombia-this abrupt termination shook him profoundly. The experience crystallised his realisation that he lacked control over his own destiny when working within established institutions.
This episode proved transformative. Simons came to understand that financial independence equated to autonomy and power. He needed an environment where he could pursue his diverse interests-entrepreneurship, markets, and mathematics-simultaneously. No such environment existed within academia or traditional finance. Therefore, he would create one.
The Birth of Renaissance Technologies: 1978
In 1978, Simons left Stony Brook University to found Monometrics (later renamed Renaissance Technologies in 1982) in a modest strip mall near Stony Brook. The venture began with false starts, but Simons possessed a crucial insight: it should be possible to construct mathematical models of market data to identify profitable trading patterns.
This represented a radical departure from Wall Street convention. Rather than hiring experienced traders and financial professionals, Simons recruited mathematicians, physicists, and computer scientists-individuals of exceptional intellectual calibre who had never worked in finance. As he explained to California magazine: “We didn’t hire anyone who had worked on Wall Street before. We hired people who were very good scientists but who wanted to try something different. And make more money if it worked out.”
This hiring philosophy became Renaissance’s “secret sauce.” Simons assembled a team that included Leonard E. Baum and James Ax, mathematicians of the highest order. These scientists approached markets not as traders seeking intuitive edge, but as researchers seeking to identify statistical patterns and anomalies in vast datasets. They applied techniques from information theory, signal processing, and statistical analysis to construct algorithms that could identify and exploit market inefficiencies.
The Medallion Fund: Unprecedented Success
In 1988, Renaissance established the Medallion Fund, a closed investment vehicle that would become the most profitable hedge fund in history. Between its inception in 1988 and 2018, the Medallion Fund generated over $100 billion in trading profits, achieving a 66.1% average gross annual return (or 39.1% net of fees). These figures are without parallel in investment history. For context, Warren Buffett’s Berkshire Hathaway-widely regarded as the gold standard of long-term investing-has achieved approximately 20% annualised returns over decades.
The Medallion Fund’s success vindicated Simons’ core thesis: whilst individual stock movements may appear random and unpredictable, patterns exist within the noise. By applying sophisticated mathematical models to vast quantities of market data, these patterns could be identified and exploited systematically. The fund’s returns were not the product of luck or market timing, but of rigorous scientific methodology applied to financial data.
Renaissance Technologies also managed three additional funds open to outside investors-the Renaissance Institutional Equities Fund, Renaissance Institutional Diversified Alpha, and Renaissance Institutional Diversified Global Equity Fund-which collectively managed approximately $55 billion in assets as of 2019.
The Theoretical Foundations: Quantitative Finance and Market Microstructure
Simons’ success emerged from a convergence of theoretical advances and technological capability. The intellectual foundations for quantitative finance had been developing throughout the twentieth century, though Simons and Renaissance were among the first to apply these theories systematically at scale.
Eugene Fama and the Efficient Market Hypothesis
Eugene Fama’s Efficient Market Hypothesis (EMH), developed in the 1960s, posited that asset prices fully reflect all available information, making it impossible to consistently outperform the market through analysis. If markets were truly efficient, Simons’ entire enterprise would be theoretically impossible. Yet Simons’ empirical results demonstrated that markets contained exploitable inefficiencies-what economists would later term “market anomalies.” Rather than accepting EMH as gospel, Simons treated it as a hypothesis to be tested against data. His success suggested that whilst markets were broadly efficient, they were not perfectly so, and the gaps could be identified through rigorous statistical analysis.
Harry Markowitz and Modern Portfolio Theory
Harry Markowitz’s pioneering work on portfolio optimisation in the 1950s established the mathematical framework for understanding risk and return. Markowitz demonstrated that investors could construct optimal portfolios by balancing expected returns against volatility, measured as standard deviation. Renaissance built upon this foundation, but extended it dramatically. Whilst Markowitz’s approach was largely static, Renaissance employed dynamic models that continuously adjusted positions based on evolving market conditions and statistical signals.
Statistical Arbitrage and Market Microstructure
Renaissance’s core methodology centred on statistical arbitrage-identifying pairs or groups of securities whose prices had deviated from their historical relationships, then betting that these relationships would revert to equilibrium. This required deep understanding of market microstructure: the mechanics of how prices form, how information propagates through markets, and how trading activity itself influences prices. Simons and his team studied these phenomena with the rigour of physicists studying natural systems.
Information Theory and Signal Processing
Simons’ background in cryptography and information theory proved invaluable. Just as cryptographers extract meaningful signals from noise, Renaissance’s algorithms extracted trading signals from the apparent randomness of price movements. The team applied techniques from signal processing-originally developed for telecommunications and radar-to identify patterns in financial data that others overlooked.
The Philosophical Implications of Simons’ Quote
Simons’ observation about comets versus stocks reflects a deeper philosophical position about the nature of complexity and predictability. Comets follow deterministic equations derived from Newton’s laws of motion and gravitation. Their trajectories are, in principle, perfectly predictable given sufficient initial conditions. Yet they are also distant, their behaviour unaffected by human activity.
Stock prices, by contrast, emerge from the aggregated decisions of millions of participants acting on incomplete information, subject to psychological biases, and influenced by unpredictable events. This apparent chaos seems to defy prediction. Yet Simons recognised that this very complexity creates opportunity. The inefficiencies that arise from human psychology, information asymmetries, and market structure are precisely what quantitative models can exploit.
The quote also embodies Simons’ pragmatism. He was not interested in predicting stocks with perfect accuracy-an impossible task. Rather, he sought to identify statistical edges: situations where the probability distribution of future returns was sufficiently favourable to generate consistent profits over time. This is fundamentally different from prediction in the deterministic sense. It is prediction in the probabilistic sense-identifying where odds favour the investor.
Legacy and Impact on Finance
Simons’ success catalysed a revolution in finance. The quantitative approach that Renaissance pioneered has become increasingly dominant. Today, algorithmic and quantitative trading account for a substantial portion of market activity. Universities have established entire programmes in financial engineering and computational finance. The intellectual framework that Simons helped develop-treating markets as complex systems amenable to mathematical analysis-has become orthodoxy.
In 2006, Simons was named Financial Engineer of the Year by the International Association of Financial Engineers, recognition of his transformative impact on the field. His personal wealth accumulated accordingly: in 2020, he was estimated to have earned $2.6 billion, making him one of the highest-earning individuals in finance.
Yet Simons’ later life demonstrated that his intellectual curiosity extended far beyond finance. After retiring as chief executive officer of Renaissance Technologies in 2010, he devoted himself increasingly to the Simons Foundation, which he and his wife Marilyn had established. The foundation has become one of the world’s leading supporters of fundamental scientific research, funding work in mathematics, theoretical physics, computer science, and biology. In 2012, Simons convened a seminar bringing together leading scientists from diverse fields, which led to the creation of Simons Collaborations-programmes supporting interdisciplinary research on fundamental questions about the nature of reality and life itself.
In 2004, Simons founded Math for America, a nonprofit organisation dedicated to improving mathematics education in American public schools by recruiting and supporting highly qualified teachers. This initiative reflected his conviction that mathematical literacy is foundational to scientific progress and economic competitiveness.
Conclusion: The Outsider Who Built a New World
Jim Simons’ career exemplifies the power of intellectual courage and the willingness to challenge established paradigms. He was, by his own admission, an outsider-never quite fitting into the boxes that academia and conventional finance offered. Rather than accepting these constraints, he created an entirely new environment where his diverse talents could flourish: a place where pure mathematics, empirical data analysis, and financial markets intersected.
His observation about comets and stocks captures this perfectly. Whilst others accepted that stock markets were fundamentally unpredictable, Simons saw opportunity in complexity. He assembled a team of the world’s finest scientists and tasked them with finding patterns in apparent chaos. The result was not merely financial success, but a transformation of how finance itself is understood and practised.
Simons passed away on 10 May 2024, at the age of 86, leaving behind a legacy that extends far beyond Renaissance Technologies. He demonstrated that intellectual rigour, scientific methodology, and collaborative excellence can generate both extraordinary financial returns and profound contributions to human knowledge. His life stands as a testament to the proposition that the greatest opportunities often lie at the intersection of disciplines, and that those willing to think differently can reshape entire fields.
References
1. https://www.jermainebrown.org/posts/why-jim-simons-founded-renaissance-technologies
2. https://en.wikipedia.org/wiki/Jim_Simons
3. https://inspire.berkeley.edu/p/promise-spring-2016/jim-simons-life-left-turns/
4. https://www.simonsfoundation.org/2024/05/10/remembering-the-life-and-careers-of-jim-simons/
5. https://today.ucsd.edu/story/jim-simons
6. https://news.stonybrook.edu/university/jim-simons-a-life-of-scholarship-leadership-and-philanthropy/

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