"Marketing Alpha"

EXCLUSIVELY FOR "SUB-INSTITUTIONAL" ($0-$100 MILLION AUM) &

"SMALLER EMERGING" MANAGERS WHO WANT SUCCESS FUNDRAISING.

THE CRITICAL CHALLENGE for SMALLER MANAGERS = FUNDraiSING.

MOST SMALLER MANAGERS FAIL RAISING ASSETS.

FUNDRAISING FACTS FOR SMALLER MANAGERS

MARKETING: THE CRITICAL FACTOR FOR FUNDRAISING SUCCESS

FACT: "PERFORMANCE DOES NOT RAISE assets".

FUNDRAISING success demands eliminating marketing "bs"

There’s a lot of “BS”about marketing and fundraising

for “sub-institutional” + “smaller emerging” managers.

"NO BS" = CANDOR: "Telling it like it is".

Lack of candor is a killer to achieving results marketing + successful fundraising.

"NO BS" i.e. "CANDOR" is frontline experience matched with a rigorous process supported by "independent high-integrity data" to foster the clear communication and accountability that enables the consistent "fact-based" marketing process execution now mandatory for "sub-institutional" ($0-$100 million AUM) and "smaller emerging" managers to raise assets in a hyper-competitive and crowded capital raising climate from highly risk averse, stringently selective and idiosyncratically demanding investors, allocators and gatekeepers.

3 BIG "MARKETING MISTAKES" SMALL managers make FUNDRAISING

NO MARKETING PROCESS = INCONSISTENT + POOR EXECUTION = FAILURE RAISING ASSETS

Most “sub-institutional” + "smaller emerging” managers view "marketing" as:

“Pitching performance”.
“Posting performance + content” to databases, platforms & social media.
"Partying" (Attend conferences).

Those "activities" are often confused with "proper marketing process execution".

They promote "inappropriate + improvisational marketing" that has NO PROCESS.

THE RESULTS:

NO STRUCTURE, NO FOCUS, NO CONSISTENCY + NO DISCIPLINE.

Inadequately-strategized and poorly-executed "marketing" without the critical coordination and crucial integration necessary for sustained and appropriate "investor-centric + prospect-specific" engagement, which is now mandatory to succeed raising assets.

Consistent AUM growth from new investors never occurs.

AUM expansion from existing investors declines.

Retention of existing AUM suffers.

Ultimately, continued failure growing AUM and raising assets along with time, money and other valuable limited resources wasted.

#1: "pitching". that's NOT "MARKETING".

#2:"POSTING". THAT'S not "markeTING".

#3: "partying". THAT'S not "marKETING".

LEADERSHIP: +30 YEARS EXPERIENCE + EXPERTISE + skill

Bryan K. Johnson

Founder & Managing Partner

30+ years experience as an investor, marketer/salesperson, advisor & expert witness within hedge funds, private equity & venture capital.
Formed Johnson & Company in May 2011 as a specialist firm exclusively dedicated to marketing and fundraising for "sub-institutional" and "smaller emerging" managers within venture, private equity, private credit and hedge funds from start-up to AUM less than $100 million AUM.
Prior to Johnson & Company, served as Global Head of Business Development for the Alternative Funds Group (AFG) with Moody’s Investors Service in New York City. Senior Relationship Officer actively called on investment executives, board members and decision-makers at endowments, foundations, taft-hartley (unions) plans, single and multi-family offices, public pensions, broker-dealers, RIAs and institutional consultants. Led deployment of Operational Quality (OQ) ratings for hedge funds and credit ratings for alternative investment securitizations such as Collateralized Fund Obligations (CFOs) and debt obligations of alternative asset managers. Clients included: Citadel, Fortress, King Street, Marathon, SAC, Millennium, Brevan Howard and Marshall Wace.
Before tenure with Moody’s, served as senior lead consultant and chief expert witness for The Attorney General of Texas and The State of Texas in the evaluation of hedge funds and private equity firms involving disposition of the generation assets of Texas Genco and the multi-billion dollar true-up of Centerpoint Energy (CNP:NYSE)
Preceding engagement with the State of Texas and The Office of the Attorney General, CEO/Founder of Gotham Bay Partners, an alternative investment firm which developed investment policy and asset allocation strategies for 60+ private wealth investors and family offices as well as evaluated single manager and pooled private equity and hedge funds. Raised and allocated $3+ billion to external managers. Principal investor/portfolio manager of a $100 million dollar internal private equity fund.
B.A. from Washington and Lee University (Lexington, VA) 1986.

(512) 786-1569

Email: bryan@Johnsn.com

LinkedIn Profile

Since 2011, the ONLY marketing + FUNDRAISING SPECIALIST for "sub-institutional" MANAGERS

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