In February 2005, when Jeffrey Tarrant (HBS ’85) and Ted oath (HBS ’99) founded their strategy for Protege Partners, specializing in July 2002 as a fund of hedge funds (FOHF) to small hedge funds. Protege assets under management had grown to $ 1.1 billion and Protege development almost exactly mirrored the founder of expectations in 2001. Although the founders saw advantages for growth, they remained committed to the integrity of the administration of a small fund and wanted to continue production … Read more »

In February 2005, when Jeffrey Tarrant (HBS ’85) and Ted oath (HBS ’99) founded their strategy for Protege Partners, specializing in July 2002 as a fund of hedge funds (FOHF) to small hedge funds. Protege assets under management had grown to $ 1.1 billion and Protege development almost exactly mirrored the founder of expectations in 2001. Although the founders saw advantages for growth, they remained committed to the integrity of the administration of a small fund and wanted to produce superior performance for their customers. If they close Protege FOHF to new investors and focus on the management of existing assets, as originally intended? Could they continue to increase assets under management without resorting to other top-level professionals? Should they hire additional analytical staff to help them grow Protege? If they use the special protege relationships with seeds Manager to create a multi-strategy hedge funds? Perhaps most importantly, how would their valued customers respond to changes?
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from
Randolph B. Cohen,
Brian J. Delacey
Source: Harvard Business School
23 pages.
Release Date: 12 April 2005. Prod #: 205100-PDF-ENG
Protege Partners: The capacity challenge HBR case solution