Tiger

"Early on in his career on the Street, Robertson learned to ap- preciate and subscribe to the old adage: once a salesman, al- ways a salesman. It is extremely hard to refute for almost anyone who has ever been in sales-for those who have been in sales on Wall Street, is next to impossible to refute. While it's obvious from all outgoing appearance that the merchandising side of the money management business was not something Robertson was interested in when he set out to launch Tiger, it is undoubtedly a skill that he used to grow the business to levels beyond even his wildest imagination. In the early days of the firm, he realized the important role communication with in- vestors and potential investors would play in the success of the firm. Thus, he was very keen on the use of performance to sell his products and to attract assets under management. The way he communicated was via letters to investors."

"Robertson and Tiger's global macro days began in earnest in 1985, when the firm entered into a dollar trade that yielded huge profits. The profits allowed Robertson to see first-hand that by entering this side of the business, he would be able to put great amounts of money to work and, in turn, be able to ex- tract significant profits. It was this foray into dollar trading that caused the firm to change direction from focusing solely on the equity markets and equity-based products to focusing on any- thing that it could trade."