He Still Runs $121 Billion - A Crude, Sexist Joke Cost Ken Fisher $4 Billion In Assets
Bloomberg Businessweek|February 10, 2020
Some big investors were quick to drop the money manager. But his sales machine is doing just fine
Sabrina Willmer
He Still Runs $121 Billion - A Crude, Sexist Joke Cost Ken Fisher $4 Billion In Assets

Ken Fisher ranks among the most successful money managers in America. But you can reach one of his main offices only by driving up a steep and curving country road in Northern California. A compound of simple wood-shingled buildings, it sits atop a peak with sweeping views of redwoods and Half Moon Bay. “Kings Mountain Country Store,” reads a weathered sign near the entrance, lined with moss-covered boulders.

An avowed cheapskate who buys shoes at Walmart, Fisher picked up this property years ago at a fire-sale price. It had been a commercial chinchilla farm in the 1940s. Fisher, 69, grew up here in San Mateo County and remembers the freedom he had as a child, hitchhiking in the area or taking the train to nearby San Francisco as a 10-year-old. “It was just a marvelous world that used to exist—just so free and so different,” he says.

Speaking of the business he built, he says, “I had this vision, which was like a sort of preindustrial age family, like a farm.” His wife and children have all worked for the company, Fisher Investments, and the Fishers once lived at this Woodside, Calif., compound, where a statue of a bull fighting a bear adorns a back patio. Some of his former employees—referring to the way many are molded in the founder’s image, or Fisherized—have called his firm the cult on the hill.

هذه القصة مأخوذة من طبعة February 10, 2020 من Bloomberg Businessweek.

ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.

هذه القصة مأخوذة من طبعة February 10, 2020 من Bloomberg Businessweek.

ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.

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