Samir Varma: Free Will, physics, traffic, bees, emotions, chaos theory, cricket, finance | Podcast

Samir Varma is a physicist, investor, and author of the book: The Science of Free Will, How Determinism Affects Everything from the Future of AI to Traffic to God to Bees.' We discuss AI consciousness, the theoretical versus practical aspects of free will, and how determinism informs our understanding of human behaviour, moral philosophy, and even financial markets. 

“Even though there is no free will in theory, because the laws of physics are deterministic… we don’t know what we’re going to do until we’ve done it.” 

“The only way to find out how your life will end is to live it.”

Varma delves into the physics of free will, his insights on the applicability of chaos theory, and why certain financial and societal structures might need reevaluation. 

The conversation touches on the evolution and mechanics of intellectual property, the intricacies of cricket, and the profound layers that make Pink Floyd's music a unique listening experience. Varma also shares his varied projects, including innovations in solar energy and traffic management. 

The discussion culminates with practical life advice focused on pursuing meaningful and passionate work.

Summary contents, transcript and podcast links below. Listen on Apple, Spotify or wherever you listen to pods. Video above or on Youtube.

Contents

  • 00:23 Will AI Gain Consciousness?

  • 02:11 The Concept of Free Will in Theory and Practice

  • 04:19 Quantum Theory and Determinism

  • 18:58 Chaos Theory and Free Will

  • 23:20 Death and the Reorganization of Atoms

  • 25:37 Animal Consciousness and Communication

  • 30:23 Implications for Society and Justice

  • 37:48 Emotions and Rationality

  • 41:08 Misunderstandings in Finance

  • 44:39 Debunking Market Value Myths

  • 47:43 The Momentum Factor Explained

  • 57:14 The Unique Appeal of Pink Floyd

  • 01:02:40 Understanding Cricket's Complexity

  • 01:09:58 Overrated or Underrated?

  • 01:19:28 Insights on Writing and Creativity

  • 01:23:11 Final Thoughts and Life Advice

Transcript (This is AI assisted, so mistakes are possible)

 Ben: Hey, everybody. I'm super excited to be speaking to Samir Varma. Samir is a physicist, investor, and inventor. He has written the book, The Science of Free Will, How Determinism Affects Everything from the Future of AI to Traffic to God to Bees. Samir, welcome.

Do you think AI will gain consciousness?

Samir: That's a difficult question, not because I don't think I know the answer, but because I don't know if I can convince anybody of the answer. So let me say this yes, definitely. I don't know when or how long it will take, and I also don't know how difficult it will be for people to accept that it is conscious.

Ben: And I suppose if humans can't distinguish the difference, so if it seems AI is as consciousness as something else and we can debate what this consciousness is, then I'm guessing in practice that would be consciousness just based on silicon rather than carbon, is that how we get there?


Samir: Yes, and yes, exactly.


And the point is that, as I take great pains to say in the book, the rules of physics that the AI operates upon, or operates with, if you wish, are the exact same rules of physics that we operate with. There's no difference. We're made of atoms, the AI is made of atoms. All those atoms are identical, all those atoms are following physical laws, the standard model of particle physics, because atoms are made of fundamental particles, and the AI follows those laws, same as we do.


So there's absolutely no reason to think it cannot be conscious.


Ben: And so there is some emergent property, some complexity property, of certain arrangement of atoms, whether they're silicon or carbon, which then we perceive as this consciousness. Is that what could happen then for AI?


Samir: Exactly. Couldn't say it any better.


Ben: So I think this hints at this idea of something in practice versus theory. And I'm really interested as to how you develop this idea of, okay, there might be free will in theory, determinism, laws of physics, but functionally or in practice, because we cannot compute what we're going to do or what certain of these systems are we going to do until we run them until we see them in practice, you've got a functional.


How did you come about it and would you like to explain the concepts as you see them now?


Samir: Yes, so I came about it because I've been thinking about this for a very long time. And in fact, I have to tell you a funny story about it. My professor, my advisor for my PhD thesis was a guy called George Sudarshan, who should have won two Nobel Prizes but didn't win either, never mind but he was extremely interested in philosophy.


And I remember telling him when I was a young 20 something year old, I used to call him boss. I said, boss, you will never catch me doing any philosophy. This is not hard science. And he's you wait. So I started thinking about this stuff and it just stuck in my head for years and years.


And then it in fact occurred to me that you can have functional free will, even if you don't have theoretical free will, because you cannot actually compute what you yourself are even going to do. Forget somebody else under those same laws, even if the laws are known. And I realized that, this was probably the right answer, but I didn't do anything about it until Tyler pushed me to actually write the book and so I did.


And in that, I had to coin two phrases to put the two concepts together, and one phrase was free will in theory, where I'm using the word theory as a physicist would, that is to say an explanation of a bunch of collective facts, and free will in practice, where I'm saying, look, Even though there is no free will in theory, because the laws of physics are deterministic, what do we really mean when we say we have free will?


Because we all feel like we have free will. And the answer is that we don't know what we're going to do until we've done it. And so the only way of knowing what we're going to do, the only way to find out how your life will end, is to live.


Ben: That makes sense to me. Guess when I was asking around, and I'm not a physicist by training, although I did some science, there were some ideas or people were saying from quantum theory, that quantum theory wasn't necessarily deterministic, but you have this whole set of arguments in your book that essentially it is.


And so people say in quantum theory, you've got this idea that the observer makes a difference, and I guess you have this collapsing of the wave function. But if I understood your argument correctly, that's still deterministic. So how do you fit quantum theory or quantum thinking into these laws of physics and into free wheeling theory?


Samir: Yes, so that, that actually is the most crucial of all questions, and the most important one. And the answer is the following. The first is to understand that no physicist that I'm aware of takes the Copenhagen interpretation, which I will explain in a second, of quantum mechanics particularly seriously.


It's an aid to calculation. It gives you the right answer, but it is effectively an approximation. What is the Copenhagen interpretation? The Copenhagen interpretation put forward by Niels Bohr, which is why it's called the Copenhagen interpretation, is that there is a classical system that is an observer, And there is a quantum system that is being observed.


And at the moment of observation, all of physics is suspended, don't ask any questions, don't look behind the curtain just, you will get a probabilistic answer. That's the Copenhagen Interpretation. No one that I'm aware of takes it seriously, in terms of it actually being real. And more and more experiments, and I go through this in the book, show that it probably isn't real.


In fact, it's not real. I use probably because I'm still a scientist, but really it's not real. So what is real? What is real are two things. The first is that the observer is made up of the same stuff as the observee. Therefore, all that can possibly be happening is that the wave functions of the observer are getting entangled with the observe, with the wave function of the observe V and that what is an, that's what makes an observation.


That's the first point. And that's all completely deterministic. The second point is that. When we then assign a single value to that court observation, to that interaction between the observer and the observee we have to assign a single value even though there's a range of possible outcomes. But, that range of possible outcomes is self deterministic.


No one can change them. In other words, if I do an experiment here in New York, and you do an experiment there in London let's say that we, and we set up the experiment in exactly the same way, So we set up an electron such that its spin is unknown, and we have two detectors at, specific angles, and we do a bunch of experiments, we will find the exact same probabilities.


In other words, the probabilities are themselves deterministic. They're not under anyone's control, and so therefore they cannot be the source of free will anyway, even if you decide to take the Copenhagen Interpretation seriously. That's the point. And so then you really are left with it's all deterministic, because there is nothing else in physics, nothing that is not deterministic.


Ben: And you mentioned that there have been a few experiments which are backing this kind of argument. Do you want to highlight your favorite one or any that you think that this means that this is the correct response and this is why the Copenhagen explanation of it isn't real or there is a kind of useful heuristic to, to grapple your mind with?


Samir: Yes. So my favorite is that the statement of the Copenhagen interpretation is simply that a extended object, a classical object, a large object, a big object, whatever. Big means made of many things, not just one thing. Is going to cause the wave function to, quote, collapse, unquote.


That means that large object itself cannot ever be in a superposition. But we've already been able to put a bacterium, I believe, in superposition. So if you can put a bacterium in superposition, then the entire argument collapses. There is no, which is fun. It's a pun. The entire argument about the wave function collapse, collapses.


It doesn't make any sense because a bacterium is by definition a classical object.


Ben: Okay, I think I get that. And I guess another line of evidence, so one that I came across a few years ago, which first started me down this route on the free will in theory idea, was from neuroscientists actually more than physicists.


where there's a set of experiments which show that these decisions seem to happen unconsciously as in before we seem to be consciously aware of them before our intent comes through and our body or however it is actually already reacted to it. Again, arguing for a form of determinism within that.


Do you find any of those experiments compelling or any other evidence from neuroscience, which you weigh up on either side?


Samir: Yes. So I think I may have put this in a footnote about fMRI experiments showing that you are, you make a decision before you're conscious of making it. I have nothing.


Against those arguments that are all 100 percent correct. The only problem is that they don't actually seal the deal, as it were, because there's still loopholes that you can come up with that say that doesn't necessarily mean there isn't free will, because, what if the particles have free will or whatever it is, something along those lines.


It doesn't completely seal the deal, but it's the physics that actually seals the deal completely. That was why I did it that way.


Ben: That reminds me, as a joke, because I remember my chemistry teacher or professors always joking that chemistry was upstream from biology. So they said all biology can be explained by chemistry.


And even the chemistry that you can explain all neuroscience. And then the physicist coming in and going the thing about chemistry is all chemistry has to follow the laws of physics. So really physics is upstream of both chemistry and biology and everything human. And I guess this is one of the arguments you make, but I was always intrigued because the mathematicians.


would come in and go actually physics is downstream from mathematics. So everything you can describe in the language of mathematics. And again, I'm not a complete expert on this, but it seems that there are some things that maybe we can describe in mathematics, which we haven't as yet found or described within.


Physical laws, although we're not there yet. Do you see physics and maths on the same sort of bucket? They're just looking at things and obviously a lot of physics is described in the language of mathematics when you get there. So maybe there isn't a difference, but certainly you would argue everything is downstream from physics is maths downstream from physics as well.


Samir: That's not a simple question to answer. And there's a reason for that. It depends on whose viewpoint you want to take on this. One viewpoint is Stephen Wolfram's, who I quote in the book frequently, is that he creates an object he calls the Rouliad. And the Rouliad is the entangled limit of all possible computations.


And he says that's an object, such an object must exist, and because such an object must exist, Therefore, the universe exists. That's his argument, roughly speaking. Is that accurate? I don't know. But it is his argument. And if that argument is true, then yes, physics is downstream of mathematics. On the other hand, there is the traditional physics view, which is that the universe follows deterministic physical laws.


You can write down those physical laws in basically any way you wish. One way of writing them down is via physics equations and those equations are, I believe the term is isomorphic to reality. That is to say they're in a one to one correspondence with reality. That's a fair, more traditional physics view.


In that case, physics and mathematics would be on at the same level because there would be other ways of of expressing those laws, perhaps not as compactly, perhaps not as easily. So that's the second point. And then the third point is. That, again, if you take Stephen Wolfram's view, everything is downstream of computation, including mathematics.


So computation comes first, and then physics and mathematics follow. So it's, that's a little bit of an open question. I don't know is the right answer. Do


Ben: you lean anyone, any particular things? Do you have a, do you have a sense, even though we, I guess the problem with Wolfram's view is currently thinking about it.


We have no real way of. proving or disproving it, as such, we might get there. But do you have a sense I pick up that you lean slightly towards the physics view, but maybe you quote Wolfram a lot, so maybe you are slightly persuaded by him.


Samir: I'll tell you what I am persuaded by. I do lean towards the physics view.


I am persuaded by one of his arguments which is that everything can at bottom be thought of computationally. And the reason I think that is that I believe fundamentally okay, let's back up one second. Everything in physics except for space time is already discrete. The only question is space time discrete?


The way we do traditional physics, it's not. It's a continuous object. Thinking of that computationally is then an approximation rather than reality. However, again, I'm pretty sure that most physicists working in, say, quantum gravity or in grand unified theories or whatever, would more or less agree that the chances that spacetime is discrete too are pretty, pretty darn high.


If spacetime is also discrete, then Wolfram's view that everything is computational is a very good way of thinking about it, because if everything is discrete, you can represent everything computationally. And if you can represent everything computationally, then it's a great way of thinking about it.


Ben: Huh. I hadn't thought about that way. I'm going to have to dwell on it, but that's quite interesting. Everything is computational. That reminds me, I sat next to dinner to a physicist, a sort of non mainstream physicist, Julian Barber, who over dinner tried to convince me that time didn't really exist.


There are these other concepts of ways of thinking about it and holes and things but from your physicist view and I think he noted that was a lecture and they had a lot of theoretical physicists and in the room when you asked physicist to say, is time a discrete idea that not as many hands went up as you thought, although I guess people think about space time.


But I guess this might touch on this. So do you think time is actually a thing out of it of itself, or have we just made it up as humans?


Samir: Time? I believe is almost certainly an emergent property as opposed to a fundamental property. Does it exist? Sure, it exists in the same way that you and I exist.


As a collection of something. But, is it absolutely fundamental? I don't think so. And the reason I think that's the case is because of, we could get into this if you like to, but it's because of entropy. Entropy always increases in the universe. And because entropy always increases in the universe, you have an arrow of time.


And that leads to all kinds of other questions about, for example, how come, the universe used to be in a low entropy state and now it's in a high entropy state and so on and so forth, and that leads to a whole host of complicated questions. But the fundamental laws of physics are all what's called time reversible.


In other words, you can't tell whether a picture of what's going on is moving forwards or moving backwards. And, therefore the arrow of time is emergent as opposed


Ben: to fundamental. I haven't thought of time as an emergent property or collection or something. In which case, time has somewhat more unco in common with consciousness than it does with something else, if consciousness as well is potentially an emergent property.


Samir: I think actually they're the same thing. Think in some sense about what consciousness actually is. If you are a quantum system, you are, I am, then in effect there's all kinds of things going on in parallel inside us. That's the whole point of quantum computation is that you can do all kinds of parallel things at the same time.


We're made of 10 to the 27 atoms. The 10 to the 27 atoms are made up of countless subatomic particles. All of them are in all sorts of weird quantum superpositions all the time. The very existence of those quantum superpositions. It tells you that there's all kinds of stuff going on in somebody's brain, but what they're conscious of is only one thing at a time.


It's our way of taking parallel stuff, parallel computation, if you wish, and serializing it. So in effect, consciousness is the serialization of parallel physical events.


Ben: That does make it, in a way, our sense of time is consciousness. Yes.


Samir: And so here's another thought experiment. If you do the mathematics of general relativity, then as you approach a black hole, time for you, as seen by an outside observer, slows down.


You move, ever so slowly. More slowly. As far as the outside observer is concerned, when you reach the event horizon of the black hole, for you, time will have stopped. Him looking from the outside will never see you cross the event horizon, ever. But, what that means is that from his point of view, all the computations going on in your brain have now just stopped.


And if your brain is doing no computation, how can it be conscious?


Ben: I'm gonna have to think about that one. That's an interesting thought experiment. That reminds me, I was having a conversation with someone Julian Goff and a couple of other reading around with this idea that potentially a whole universe gets born in the middle of a black hole or a black hole could give birth to universe.


Have you come across those ideas and do you think they might possibly be true? 

Samir: There's some evidence. In fact, just came out in the last couple of days. I haven't read the papers yet. That suggests that's actually a slightly stronger possibility than we thought.


Yeah, it's completely possible. You could have We could, for example, be living inside a black hole in our entire universe. And that black hole could be inside another universe. for example, or inside a multiverse or whatever you want to call it.


Ben: Yeah, that does seem to be, yeah, possible in the implication.


I wanted to bring through some of the ideas of chaos theory, I guess here, and talking about computation, this idea of computation irreducibility, I think is this Wolfram idea. Yes. Essentially, we take it back to this idea that Unpredictability, I sense we have to run the program, we have to do it before we actually know what we're going to do, and, this is coming through to free world in, in, in practice, and I guess chaos theory shows for some of these systems, think about the weather we've only got moderate ability to know what's happening with the weather.


We need to let it play through. So what do you think that chaos theory has to add to this idea of free world and how does it intersect with all of those ideas?


Samir: We actually have three entirely independent sources of free will in practice. And the reason I say they're independent is that if you want to say that we don't have free will in practice, you would have to reject all three.


Let's start with the first one. The first one is simply that, that we are made of 10 to the 27 atoms. Simulating 10 to the 27 atoms is hopeless. We're never going to be able to do it. Furthermore, If you want to, say, predict what you or I are going to do over the next one second, it's not just those 10 to the 27 atoms that we need to focus on.


We need to focus on every subatomic particle that might impinge upon us in the next, say, one second, if one second is the period of time over which we're going to look. That means that we need to, since the speed of light is about 300, 000 kilometers per second, that means we need to know about every subatomic particle between us.


and a radius of 300, 000 kilometers. So that's a lot of space and a lot of particles. We're not going to do it. Okay. That's point one. You could object and you could say that's just an engineering challenge. Come on. Eventually in the fullness of time to use the old, yes, minister phrase, we'll be able to do it.


Fine. That's a reasonable argument. But then you have argument number two. And argument number two is chaos. And that is that in many of these complex systems, their outputs are exquisitely sensitive to their inputs. So if they're exquisitely sensitive to their inputs, it means that in many cases inputs are always real numbers, right?


Some number followed by a decimal followed by lots of other numbers. And essentially they're infinite because you can never have an exact real number. What happens if the system the outcome of the system depends upon the 70th decimal place of the number? And the 70th decimal place is a 6 instead of a 7.


Now, the outcome could be completely different. So that puts a significant limit on our possibility of being able to make a prediction, is that we can never exactly measure anything, and so we can never exactly know any real number that's an input to a predictive system. But you could again argue back to me and say, listen, wait a minute no, that's not good enough.


That's still an engineering challenge. Okay, so we'll measure to the 175th decimal place. Come on. Fine. To which I say, all right here's my trump card. I win. These are my aces. If you are willing to believe that the universe is fundamentally discrete, then the universe itself can be thought of as a computation or at least something that follows the rules of computation.


It doesn't need to be a system designer. It's just a system and it follows rules. Those rules are going to be, as of necessity, stuck under computational irreducibility, which is what Wolfram calls it. And computational irreducibility is the statement that even very simple rules, forget rules as complicated as the universe, just incredibly simple rules, I like to say rules that even a five year old can follow, will produce output that cannot ever, under any circumstances, be shortcutted.


That is to say, the only way to know what the output is to follow the number of steps required for the computation to get to that point. And that's actually a limitation of science from within science. So that's basically saying that, look, you can know the rules by which something operates. But you may not have any shortcut to calculate the result.


You may not be able to make a prediction, but it doesn't mean you've not done science. And the inability to make a prediction doesn't invalidate the science.


Ben: Yes, that makes sense to me with that. You can't reduce it. And actually, so putting That together with your determinism view Reconciles the two ideas of free will and no free will as being both valid but somewhat incomplete that you have to put them Yes together. So I was going to see what some of this might be in practice Let's take it as read as in terms of what it might have for society but before that there were a couple of Things taken to the extreme or more extreme, which I thought were really interesting Before trying to deal with moral and society implications and one which was on death Because you're writing on it essentially just argues death is a rearrangement of atoms, which I guess in theory Is just true in a deterministic world.


We, the atoms have just rearranged. Maybe these emergent properties have disappeared. So how should we think about death? And if death is just this reorganization of atoms, should that somewhat comfort us?


Samir: Yes. And we can say more than that. We can say several things. The first thing we can say is that death is a process, not an event.


So different parts of your body are irreversibly, unarranged, as it were, at different times. and could possibly be brought back to life if we have the right technology. Second, since you're only made of an arrangement of atoms anyway, if there was some way of recording what that arrangement is at any given point in time, then there's no law of physics that says you can't put that arrangement back together in the future.


So you could, for example, back yourself up today, and, reconstitute yourself when you die, as of this point. The same way you reconstitute a computer. There really is no difference. That's the second point and the third point is that the moment you understand that you are nothing more than an arrangement of atoms and the only thing special about you is your arrangement, then the theological point of a soul actually is answered.


What is a soul? Your soul, your essence, your being. Is the arrangement of your atoms. That's what you are. And does that arrangement exist always? It depends on whether you believe Plato or not. In some sense, an arrangement can always exist even if it's not instantiated. And in some other sense, that's not true, because you have to instantiate it for it to exist.


It's, it's up to you how, where you want to look at it, but that is in effect a proper scientific, grounded, non nonsense explanation of what a soul is.


Ben: Thinking about that definition, then animals, say an octopus or a dog, would have a form of soul as well. Absolutely. Not everyone that we humans understand.


Absolutely. No question. So I was reading your article on how dogs can't really communicate with us or we don't seem to communicate with them really well. As in we don't really understand them but they obviously can do things. That we can't do through smell and all sorts of other things. And it also struck me.


This was really true. I think about the octopus a little bit. I'm having watched them and read about them because I think an octopus might have its form of humor, its own form of society, its own form of culture, which essentially means I think there's an argument that. As if we'd met an alien, we might as well meet an octopus.


That it's a kind of system that we're very, we interact with really poorly. To the extent that octopus has a humor or has a society, it's so different to our own way of encountering that, that we don't understand octopus humor. You think that kind of might be true then? This is how he thinks, and seemingly you would think that animals have souls.


Samir: I would say 100 percent that's true. Everything you just said is true in my opinion. And I think demonstrably true actually, so it's not even really my opinion, but never mind. Ah and I would say two other things. The first is that related to what you just said, and this is why bees are in the title of the book.


Did you know that bees can get PTSD? This blew my mind. This absolutely blew my mind when I was doing the research. It's got a brain about the size of a pin. pinhead, sorry, right? And it can actually have emotions, it can dance, it seems to have feelings it has, mental breakdowns, PTSD. If something that small is exhibiting things that look like emotions, then really we, there's no question that all these animals have some sort of sentience, not like ours, and we have difficulty communicating with them.


And that's why I also gave the example in the book. From from another researcher, Katya Grace, I think her name is. And she said, why don't we trade with ants? Because if we could trade with ants, they could do all kinds of useful things for us. So we could do useful things for them. For example, they could detect cancer for us pretty well because of, how well they, because of the way they're structured and, we could build houses for them or give them food or whatever else they wanted.


The reason we can't communicate is the reason we don't trade with them is we can't communicate with them and there's the issue It's exactly the same as the issue with the octopus. Dolphins, for example, have been known to save drowning humans Yeah They see a human drowning and they come and they push the human up to give it air so that Smart enough to know that this person is in trouble.


There was an accident video not long ago of, was it in, it was a giant ape, I forget which one, that saw this man struggling to get out of the water in, I think, Bangladesh. And he walks up to the bank of the river, puts his hand out, pulls the man up, walks away.


Ben: That suggests to me that bees might get influenced by psychedelics and, or some form of, the equivalent of bee psychedelics maybe they only have to dance around a lot. But what do you think then is happening when humans take? psychedelics, these altered states of consciousness, I guess it's only just a rearrangement of atoms on the one level, but is it showing us anything else?


Samir: The current research suggests that's what that what is happening when you take hallucinogenics is that your brain is entering a more plastic state. Where it can be more, where the atoms can, if you wish, be more easily rearranged, which is why you find that they're starting to be very useful for things like mental health, PTSD.


Exactly. And so that we know for sure. The second thing that we can tell probably from the existence of anesthesia. Is that consciousness is the tying together of a large number of events. Because you're completely alive, you're still breathing, all the rest of it. But you're unconscious, you have anesthesia, and you don't know what's going on.


It's as if time stopped for you. Which, by the way, also ties back to what I said earlier, why I think it's taking parallel computation and making it this way, but that also tells you that experience informs this as well.


Ben: Ah, I hadn't really thought about that, but that does also seem to make sense. Okay. So moving from animals and some of the science and theory, although we put a bit of practice, I wonder how this should apply to. Society or if anything, so I think there are some philosophers who argue that free will is a useful or even necessary illusion for morality and law.


I wondered what you thought about this idea. I guess you wrote around. whether evil exists and essentially that is a human or social construct that we seem to have decided around that as well. But do you think therefore free will is a useful concept that whether it's in practice or however that we should do because of what philosophers argue and does this tie into your idea of what evil is in our society?


Samir: Partly. I hesitate to criticize philosophers too much largely because 99 percent of the time I don't understand what they're saying and, particularly when you start throwing it out, throwing out large Greek words like ontology. I start saying to myself, I'm not entirely sure I understand what you mean, and I'm not entirely sure that you understand what you mean, but anyway, never mind.


Ben: It's like talking to the  octopus.


Samir: Exactly. You got it. That's exactly right. Exactly right. So the thing that they seem to always forget is that society is also following deterministic physical laws. Every atom in the universe is following deterministic physical laws. And so there's nothing wrong with one collection of atoms saying that we are going to treat this other collection of atoms as if it were A, B, C, D, E, F, G, H.


It's completely fine. That is a i, I go into this in the book about levels of explanation. That is a level of explanation that is above quantum fields. So to get from quantum fields to say law or morality or justice, you need to do all kinds of things. You have to first put a bunch of quantum fields together and make atoms.


Then you gotta put the atoms together to make molecules. Then you gotta put the molecules together to make, amino acids. Then you gotta put those together to make, organs and then humans, and then. And then you have to create, philosophy, and then you have to, on top of philosophy, you have to create law, and justice, and morality, and so on.


By the time you've got all the way up to the top the aggregate doesn't have a heck of a lot to do with the substrate. Or as Philip Anderson, when the Nobel Prize said, more is different.


Ben: Okay, I guess that makes sense. Yeah, so it's just emerged. It's so far away from those fundamental pieces Does that say the same that it doesn't really have any commentary then on? prisons and rehabilitation because there's a line of argument which suggests that if some actions are people's actions are a little bit more beyond their control than We might then we might have thought then particularly prisons or justice reform should concentrate much more on her rehabilitation than punishment.


There are other economic reasons for maybe why that might be the case. Do you think that gives any weight to those sort of ideas or to your point? Is it just so far above that? We've had to make this agglomeration of things that it really can't say too much about. What people should think about punishment or rehabilitation.


Samir: So that's a great question. And I know that you addressed this in your last conversation with Rebecca Lowe as well. Physics actually has something to say about this, believe it or not. And the reason is that if we are thinking of the brain as a computational system, then you can ask the following question.


Is pathological behavior A problem with hardware or a problem with software? That is to say, is it a problem with the neural circuits you were born with or is it a problem with the programming that was encoded in those neural circuits as you grew up? My very strong suspicion is that it is easier to fix software than it is to fix hardware.


I'm not 100 percent sure of that, but I'm pretty sure that's right. So then you run into another issue of, okay, so X committed a murder, say. Now we have good technology, advanced from today, and we realize that the reason X committed a murder is because there was some screw up in their software and we can fix it.


Is there any point now in punishing them or sending them to, to prison? Probably not. Just fix it and move on. Otherwise you just ruined a productive member of your society. And as you just pointed out we now know that the reason their behavior was very bad is because of their software. On the other hand, now supposing it's hard to fix hardware, what do you do?


I don't know how to fix it, but I can see that there's a problem in a hard way, which is a problem we see now because I think 30 or 40 percent of criminals already have mental health problems, which kind of sucks that we put them in prison. But it's hard to fix, so what do you do? One argument is very straightforward, is if you can fix it.


If you can't fix it and you need to protect society from that person, then you protect society from that person, presumably by incarcerating them or whatever it is. So the only question I'm left with, is under what conditions is punishment justified and the only way that I can think of justifying it is as a deterrent to others.


For example if somebody decides to go around swindling people, say, then how do you stop that kind of behavior? You have to stop it presumably by saying there's a significant threat that you're going to go to jail for a long period of time. Now, of course, People will argue back that person's brain made them do it.


That's true. But then society made me do the opposite too. That's why that argument doesn't really fly, because society runs on the laws of physics too. But beyond that, physics can say some things. If you can fix it. If you have to protect society, protect it. And after that, you're left with a hard problem.


Ben: Yeah, that's quite a clear. So it does make some cases easier, actually, potentially quite a lot. And I guess we do that to some extent, if someone has brain damage, very clearly, then we treat them differently. And we can argue to what extent is a mental condition, brain damage or not. And I guess we are debating that.


But to your point, if it is because of that, and because of that you're in jail, and if it's that sort of hardware problem, then you're not going to, that's not going to be so much of a deterrent. If you've got this sort of mental condition, which causes it, causes you to do X or makes X much more likely, then that deterrent factor is is not going to be such a big thing.


But in the case of swindling, it's a lot less clear whether those deterrents might be. So those are hard cases, but there are definitely. Larger categories of easier cases and we can observe that as to your point that a lot of people in the system who go into the jail system have mental conditions or You know another way of looking at it if you test them on normalized iq and things you get very low levels which suggest these brain function hardware disabilities that we would have compared to the average and other populations I wonder does then physics or this have anything to say about A few other emotions.


So we mentioned Tyler previously. Tyler Cowen, I think, recently said, he basically never feels regret. And he thinks it's useless. And that's for a whole other set of things. And he tends to have quite a very well regulated emotional state. But I think you, you wrote about this from a slightly different point of view.


So I don't know, is, does physics have anything to say about regret? And I guess we can extend this. Does it say, have anything to say about other. Emotions, I guess this would be jealousy or I don't know about falling in love, which I've only just thought about, but certainly we can start with regret and maybe move to a couple of other emotions.


Samir: So regret is the one easy one to answer from physics, which is why I put it in the book is that because you don't have free will in theory and you only have it in practice. Fate exists. In fact, fate must exist. So therefore whatever was going to happen was always going to happen. So there's absolutely no point in having regret.


So you have free will in practice to make a choice. But you don't have free will in theory for the outcome of the choice. So therefore you might as well be like, the Buddhists have been saying for whatever 2000 years now is that, do your duty as it were, as you see it. And then the outcome is the outcome and it is whatever it is.


Or as modern management theorists like to say, it's the process that matters, not the result. Or as traders too, good traders will always prefer the bad outcome. With the good process to the good, with the bad process to the good outcome. Because one is repeatable and the other one is not.


I think it's the same idea. So that's the one emotion that you can more or less say is useless. except to the extent that it teaches you something.


Ben: Yes. Are there any other emotions that we could put either in the useless or the very useful bucket? None immediately spring to mind. I guess anger is not that helpful either, unless it is teaching you something, but I guess that's quite close to regret.


Samir: Yes. And the other thing is though that You may know this better than me. I read a paper some years ago that said that a human brain that has no emotions cannot be rational, which I thought was interesting, because for whatever reason, your emotions are necessary to your rationality.


Ben: I could see that.


Emotions widely defined are giving us all sorts of signals, which help us do learning at this kind of network level. And without those signals, then your learning goes way off. And these kind of learning mechanisms are useful for these frameworks of rationality which we seem to I like to pivot towards.


So I can see you can get it getting there, or at least would be very impaired. You can see it adjacently, like people without pain find it's really hard to live in the real world because pain is giving you all sorts of information and signals, even though you might not think Oh, it hurts.


Why could I not just get rid of that? Actually, if you say pain is actually a form of emotion. We could talk about emotional pain, but the, with that, and we put it into physical pain, but it is in that bucket of factors which seem to be doing something for us. Yes, so I think


Samir: that's the one thing we can say.


Is that from physics? I don't know. Everything's from physics. I don't know. Which might be useful. Beyond that, no, I don't know that there are any other emotions that are really generally entirely useless, but that is one of them. So we, because, envy and jealousy and so on can sometimes be productive and vice versa, non productive too, most of the time, but not always.


Ben: So what is most misunderstood about finance? We touched a little bit about actually process being more important than outcome, particularly in investing. But what do you think around your work and things and finance, some of that's complexity of markets and other things, but what do you think maybe the general person should maybe know about finance or markets?


I guess this is particularly financial markets but doesn't know some. observation that you have about what's misunderstood about finance?


Samir: So the most important thing to understand about finance is that every single theory put forward about why stock prices are what they are, why asset prices are what they are is wrong.


All of them. Some of them are catastrophically wrong and the rest of them are just merely wrong. And so you need to be incredibly careful in reasoning from statements like the market's overvalued. I'm going to sell or the PE ratio of the stock is so high. It can't possibly a good investment or as people like to say.


The market is currently at its highest of evaluation and history shows that over the next 10 years, it will have a lower than average rate of return because its current valuation is so high and so on. Those statements are all demonstrably false, but it doesn't seem to stop anybody from making them.


That's the first issue. The second issue is that financial markets, as you just said, are very complex systems. and we want simple explanations. And so what we do is we even try to mathematically model these simple explanations and we try to create factors. That's everybody's favorite word. So there's a momentum factor, and there's a value factor, and there's a growth factor, and there's a size factor, and there's a, all this other stuff.


The problem with all of these factors is that they're incredibly unstable. Can you calculate them at any given point? Sure. Are they going to remain that way in the future? Absolutely not. So what did you bother calculating them for? The reason you bothered calculating them is that you have, done a whole bunch of finance courses either in NDA school or, in a PhD in finance or whatever it is, and they've given you these complicated mathematical models that, allow you to do linear regressions.


To extract what the factors are at any given point in time So what does that tell you that they're going to outperform the next n years? So then you appeal to history and you say look, you know from 1950 to 1965 the value factor did really So if I bought lots of cheap stocks out of outperform the market great Does that mean that from 1965 to 1980 the value factor will also work?


No. So then what did you bother with that for? Some of it is very good academic work in the sense of trying to create a narrative or an explanation of data, but that doesn't make it predictive. And that also doesn't mean that the explanation is in fact correct. And I think this sucks in a lot of people.


So for example, whenever you look at Wall Street research, they'll always give you the PE ratio and they'll tell you the price to sales ratio and they'll compare this ratio to that ratio and all the rest of it. I don't know. Your guess is as good as mine. I don't know if any of it is true. And then you ask what's the value of an asset?


What should it be? So then you'll get people saying we'll have a discounted cash flow model, or I have a dividend discount model, or I have a growth, whatever is model. Okay, great. How come it doesn't reduce to the current value then? Oh, cause the market is wrong. That's really dangerous. The market is whatever the market is.


That's what people are willing to pay for the asset. How can you say the market value is wrong? Now, then people will come back and say but it's a rule of thumb. If I can buy a dollar's worth of assets for 50 cents then I've done a good job. And, maybe the thing will get up to a dollar at some point in the future.


That was the original Benjamin Graham approach. Yes, for a short period of time, back in the 1930s, it was possible to buy 50 a dollar's worth of assets for 50 cents, it's not true anymore. So I don't know what the purpose of that discussion is as well. So what I'm really saying is either you find something that is statistically valid, and I don't mean statistically valid in the sense of I'm going to do this incredibly sophisticated econometrics and I'm going to tease out that effect, even if it kills me, that's not what I mean.


It should be so obvious it hits you with a two by four across the face. Either you do that or you do everything on a case by case basis. You really get into the business. You understand its drivers. You understand its risks. You basically become like a line level manager, if you wish, of that business to understand everything about that business.


And when you do that, then you may have some insight about what that business might do in the future and whether it's worth buying or shorting or whatever it is. But this general nonsense that is spread around all the time, it's just nonsense. And it drives me crazy.


Ben: Yeah, I think I broadly agree. So obviously I do the latter in terms of the day job of really this deep analysis and don't hold very much.


But I am intrigued by what I call my factor quantitative frenemies because obviously they're a big part of the market. And you're right, so people argue about the value factor, works, doesn't work, is it going to work in the future? No one knows, all the quants will just argue about it, and they'll have it in their scorecard or not.


But one which we touched upon in our conversation over email, which does seem to have worked for a while historically which has always intrigued me because I ask different people who look at this, and no one really seems to know why. So this is the other thing which really intrigues me about this thing, is this momentum factor which you actually can calculate relatively simply and still you know, if you calculated it five years ago, still seem to have some there, but actually, if you put gun to a head, people, because they don't quite know why it works and there's different views, says, are you like, for sure, even telling me 99 percent sure it's going to work in the next five years?


They were like no, we can't really say that because we've only got this historic evidence and we're quite not quite sure it works. But so are you saying that future looking for a lot of factors? And what do you think of my momentum? And I might roll that into that. So if we're saying that a lot of stuff on this macro level, we really can't predict outer sample, even though we might look at history can we say the same for the risk environment?


Is it possible to say actually with these 27 events going on in the world or these other things, we might say that the world is in a riskier place. And so that might be riskier for some sort of markets, even though we don't know what's going to happen. Can we say something about the risk environment, even if we can't say something about future returns?


Samir: Yeah, so those are two interrelated and extremely deep questions i'll try to answer them if I get off on a tangent you can stop me and re ask the question, because I might forget where I'm going, because there's a lot of dense stuff here to unpack, because this is, it's a very good question.


Okay. Let's start with the momentum factor first. You're right. It is the only demonstrably real factor in the entire market. And so what is the momentum factor? The momentum factor is simply the statement that if over the medium term something has outperformed the market, then over the next short term, it is likely to continue outperforming the market.


And the reason that everyone is pretty confident that this factor is true is that it shows up in essentially all markets, essentially all, all around the world, essentially. Over, over the last 300 years worth of markets, depending how far back you go. And it shows up in stock markets, shows up in commodities markets, shows up in, all kinds of things.


Why? There are, I believe, multiple interrelated reasons for that. The first reason is that people have a limited attention span and a limited quantity of information that they can process at any given time. And of course they're also in some sense doing Bayesian updating. So let's say that you have a stock that's, doing something.


It's doing, let's say it's doing reasonably well, but nothing great. And then a piece of good news comes out. Now as a good Bayesian updater, you would say, okay my priors were that this is an average stock. Oh, some good news came out. I'm going to update it to being it's a little bit better than usual.


But the problem is that piece of news might actually be really good. And it may mean that the stock is, in this particular case, severely undervalued. But you can't update your beliefs fast enough to incorporate all of that into the stock price. So that means that as your beliefs are updated, you will update the stock price and the stock price will go up.


That's one reason for momentum. The second reason for momentum 

Ben: And the downside as well.


Samir: And that's true on the downside as well. Precisely. You got it. That's it. That's it. Completely true. The second reason for momentum has to do with the risk thing that you just brought up. Oddly enough, while it is pretty darned difficult to write models that will give you alpha, which is the fancy way of saying I can pick stocks that outperform it is actually not so difficult to write models down that will predict beta.


Or to put it another way, to predict the quote risk in the market. Now beta is a terrible definition of risk, but at least it's predictable to some extent. What that tells you is that in general, volatility in the market is clumped. That is to say, you have periods of quiescent volatility where basically nothing happens.


And then you have lots and lots and lots of volatility compressed into a very short timeframe. It's a, it's the same as the life of my father was a fighter pilot and his life consisted, as you always said, of sheer boredom followed by complete terror. It's no different in the markets because that's, it's sheer boredom followed by terror.


There's nothing in the middle. So you have that second point, you have punctuated equilibrium, if you wish, or however you want to think about it, of volatility. And to the extent that you want to think about volatility as risk. It's predictable. That's the second point. The third point is that you also don't know what the unknown unknowns are, to use Donald Rumsfeld's famous phrase.


And you can't model those unknown unknowns, so you always have to have some margin for error, if you wish, when you are trying to decide whether to buy something or not buy something. Which will also always cause you to be slightly delayed, or severely delayed for that matter, in your updating of the valuation of something.


object or asset. That's what typically leads to things like, for example, NVIDIA. No one realized when the first news came out about just how big AI was going to be and just how much it was going to need GPUs, except for people that were working in the artificial intelligence industry. Many of whom I know personally who were not professional investors who loaded up the truck on NVIDIA.


And they're now multi zillionaires because it's gone up, whatever, a hundred fold or something like that. That's specialized industry knowledge that is not incorporated into the stock price. And couldn't anyway, because no professional would say, wait a minute, this thing's going to go up a hundred folds.


I'm going to buy, 50 times higher than it is today. It's not going to do it. So it takes time valuation should be anyway. So you put all of that together. And you will actually get more momentum in stock prices, and you'll actually see the momentum being slow on the way up, relatively speaking, compared to how it goes on the way down.


Because on the way down, because most people are long, you have the situation that you'll get stock starts to drop, you get a margin call, so it drops some more, so you get a margin call, so it drops some more, so you get a margin call, it drops some more. That's why it drops so suddenly. Goes up more slowly because of updating of information, drops quickly because of things like margin calls and liquidity constraints, and risk metrics and concentration limits and all the other stuff that you know, very well from, your other job that you have to follow, even if you know that they're not a good idea.


Ben: That's the most comprehensive explanation of momentum that I've heard, and I hadn't appreciated that it's been seen across so many markets.


I know it has exhibited in other things, but I hadn't realized it was so well. Preserved and longstanding too, by the way. Yeah. And longstanding for this amount of time. But it has a, essentially a, call it a psychological, in part, psychological and behavioral route, which is probably why it's proving so.


So robust, because as long as humans think like this, it will likely continue. Yes.


Samir: And so then that leads to the question of what happens if there are more and more computers being run by AIs that are doing the trading, but that's a different question.


Ben: Yes. But I guess if AIs have also thought that momentum is a real thing, then they will likely mimic to some extent humans for at least quite a time.


Yes. Maybe there might be a different equilibrium. Yes. Yes. And the second point


Samir: is of course that AIs Don't own their own money, right? So the money is always some humans.


Ben: Yes.


Samir: And you know very well from, again, your professional career, that the time at which a human wants to pull the plug is the very time at which the strategy, if it's a good strategy, is going to start making again, making money again.


Always. They always pull money at the exact wrong time.


Ben: Yeah, it's that emotional thing. 

Samir: And that's going to happen  in AI too.


Ben: And also, we've seen these AIs are taking on, I don't know, for want of a better word, these human consciousness things, if you're, I'm more, I, in fact, I've always generally been quite polite to these non human things anyway.


But if you're polite to your AI agents, like your GPTs and stuff, you get better answers. And you ask the same thing and you just ask them to be better and you're nice to them. And in general, on average, that's humans too. So there's this kind of human consciousness. Trait. So I think we might have this symbiotic thing, and wherever, however they've learnt it, and I guess we don't quite understand how, and in the same way that we might don't quite understand some of these emergent properties then that's how it then that's how it would be.


Thinking about emergent properties, actually this has come across as well. Do you think they, They fit on other levels, so when we have consciousness, we maybe have time, we have actually maybe emergent properties from ants and bees and things like that. I was thinking, is the emergence of someone like a Donald Trump or Elon Musk or on the other side, someone like a Greta Thunberg, almost an emergent property of society.


If we have enough thinking around climate, then someone like Greta appears. Because if you were to have written a story as a fiction story, people would say I don't believe that a schoolgirl sits outside parliament in Sweden and is suddenly a figurehead for a whole movement. Similarly for Trump, maybe slightly less spectacularly, but if I wrote Trump's story as a fiction story, I think most people would say I don't believe that would happen, but also both things have happened.


And I was debating with someone the other day who thought that maybe it's just some sort of emergent property of societies and complexity that we get these figures which emerge from movements within society. Do you think emergent properties can work on that level?


Samir: Yes, there's some evidence to suggest that's true.


I don't know how well applicable it is. The evidence I'm thinking of is from Thomas Schelling. Yeah. The economist who won a Nobel Prize. Isn't he the guy that put forth the theory about, what is it, focus points or something like that?


Ben: Yeah.


Samir: Where he was basically saying, imagine that somebody tells you, I'm going to meet you in New York City at noon on September 25th.


How do you know where to meet? And, you'll be drawn to the clock at Grand Central Station because that's more or less the most obvious place to meet, right? I, my guess is that it's something similar. So each of these people is the focal point for a large group and they almost become the sort of anointed leader because everybody needs a point at which to focus.


Coordination point. Isn't that the name? Coordination point. Yeah.


Ben: That makes a lot of sense actually. I hadn't quite thought of it like that, but. It seems to make sense of what we see. Okay, so thinking about aliens and all of this and bring it back, what do you think, if an alien came to Earth, they would need to understand about Pink Floyd?


About how great Pink Floyd is, or maybe music in general, but explain to an alien, or maybe explain to someone who hasn't come across Pink Floyd, why they should listen and what it means.


Samir: Ah, gosh. So the first problem, of course, is you need to have the right hearing receptors, don't you?


Yeah. Because if your anatomy is such that you don't have, I don't know, hearing from 20 hertz to 6, 000 hertz, let's say. It's not clear that you're going to understand it. That's the first thing. And I guess the second thing is that, are you going to be the type of person that's philosophically inclined to, a long, slow buildup of lots and lots of, tension, which is then released.


So I don't know, but if I was trying to, let's say I was trying to explain why Pink Floyd is so great to other people, I would say several things. The first is that it is, in my opinion, the first genuinely English rock band. Every other band, including the Beatles before that, who I of course adore was American.


They sang like Americans, they composed like Americans. The music was very American, etc. The first actually English rock band to talk about things like meadows and green grass and, put a cow on the cover of an album, that kind of thing tongue in cheek and also sing with an English accent, not an American one, was Pink Floyd.


That's the first thing. The second thing is that they were also the first rock band, I believe, where all the members were upper middle class or higher. Because in those days, anyway, it was a way to get out of poverty. You didn't have for example, David Gilmore being a professor's son, or, Nick Mason being the son of a very successful business man or whatever, forming a rock band.


So their sensibilities were different. That's the second thing. And then the third thing is, they were not to put too fine a point on it, particularly talented as musicians. like with their instruments. So what that meant is they had to be incredibly creative to actually do something that was different and interesting and would be something that their audience would like.


And so they hit upon this, the idea of concept albums where the entire album revolves around the concept. The lyrics are serious and the music is incredibly detailed. textured, and builds up and really makes you think and has lots and lots of layers so you can listen to it over and over and over again.


And I think that's really the difference between them and everybody else. Who else would put a 23 minute song on the back end of an album, Echoes I'm thinking of, that, included backwards guitars and seagull cries in the middle. And, put it out seriously, it's one of my favorite songs of all time, actually, is Echoes.


I think it's amazing. I, it's just, they're so different than everybody else, that if you haven't listened to Pink Floyd, you haven't listened to an entire genre of


Ben: music. I hadn't appreciated that Britishness or that Englishness and I think you might be right. I'd have to, I have to think about that.


Not such an expert in music, but that also layering because that was adjacent to another question I was asking, is that, what makes it, What makes music in general, the ability to listen over and particularly Pink Floyd? Because people like Pink Floyd can listen and you can get as much pleasure from it Throughout and in fact, some people would say even increasing pleasure as you discover those layers that complexity …

Samir: So music is I think Probably our most abstract language and the more abstract the language is, the more meaning you can discover in it because each time you Past the language again because of the abstractness it can mean something different That's the first thing and the second thing is that music is very hard to remember unless you're a real expert musician Because it's very hard to remember you can remember you remember the theme you remember the lead guitar you remember Most of the lyrics, but you don't necessarily remember all the little stuff that they do during the song and that's really the difference between say, for example, Pink Floyd and somebody who's popular today as a pop star is they don't have those little things that have been interspersed in all the way that you pick up on the 27th listen.


For example, it's not there. Yeah. So it's very sweet up front. But there's no substance to it in the backend. And it's forgotten, six months later. But when you've got something where there's been, overdubs and overdubs to overdubs and a little instrument inserted over here for, a few seconds and another instrument put over there for a few seconds and a chord held for two minutes over with somebody does a solo, kind of thing.


You're like, wow. 'cause it's different. It's just not something you hear.


Ben: Yeah. And I guess that explains also why we'd get. The same or if not more enjoyment from live performances because it adds even more layers Yes within that seeing it. Yes


Samir: Yes, I saw david gilmore live in your home city in in october and he was unbelievable Absolutely, just unbelievably good at the Royal Albert Hall.


It's just, your jaw goes like this.


Ben: Yeah, excellent. Moving on to a another non other topic cricket. So what do you think is most misunderstood? about cricket. What actually, I guess the average American, doesn't understand cricket at all. I once tried to liken particularly a test match to a five act Shakespeare play that actually the sporting form of cricket was the closest you came to some of these dramatic narratives.


But they still didn't understand. But in any event, what do you so much like about cricket? And what do you think is misunderstood perhaps by the average American?


Samir: Let me tell Americans a few things about cricket. The first is that the oldest international sporting fixture is, or was, the 1845, I think, test match between the United States and Canada.


Cricket has a long history in the U. S. George Washington played cricket and wrote about it in his memoirs. Cricket was a popular sport in the U. S. until 1905 or 1910 or something, until the ICC, at that time, the Imperial Cricket Conference. became all sniffy with Americans playing cricket. And so Americans switched to baseball.


Until then, it was a big sport. Swing bowling was invented in America by an American from Philadelphia who died only a couple of decades ago, actually. So that's funny. Cricket has a long history here. And yet, now Americans know nothing about it, which is funny. The second thing is that Americans think that a five day test match, oh my god, it's so long, it must be boring.


But they're all watching in droves four day golf tournaments. And nothing happens on, I love golf, but nothing happens in a golf tournament, honestly, until about the last nine holes anyway. So how come everyone's watching? So that's the next thing. It's a way of not bothering to understand.


The third thing that they don't understand is that unlike, say, the NFL, which I also adore. But I will criticize like mad for other reasons. Cricket has been incredibly careful in trying to update itself. And I really appreciate that. I really appreciate the fact that now, leg before wicket, it is properly adjudicated and, batters can't just stick their pad out and stop the ball and say I was outside the off stump.


I'm not out. They fixed that. The replay system is excellent. I love the fact that in the replay system, you see the same replay that the umpire is seeing and the umpire is then with a microphone explaining to you what he's seeing and why he's making the decision he's making. So there's no arguments.


You rarely see dissent from batsmen anymore because there's nothing to dissent about. The other thing I really like is that cricket has realized that to make the long form interesting, it also has to have a short form. So now there's, a one day international and then there's a three hour T20 and there's a one and a half hour T10 too if you're playing in the UAE.


I think all those forms of cricket are valid. And all those forms of cricket now require different kinds of athletic skills. The long form is a different game than the short form, and now you're getting specialists, which I think is fantastic. And the other thing that's happened with cricket, and Ben Stokes is the perfect example of this, is that you have people that are tremendous athletes in their own right.


Not just people with just good hand eye coordination, but just amazing athletes that are playing cricket, that are not doing absurd things on a cricket field. Which you look at and you say, this isn't possible and they do it routinely. And lastly the three sports that I enjoy the most are cricket, squash, and the NFL.


And the reason I enjoy the three the most are those are the three, in my opinion, most strategic sports. That people have invented. Those are the ones that require, I think, the most thinking, really thinking hard at all times about what you're doing and why you're doing it. In other sports, you can get by with being bank crash wallop.


In many cases, I'm bigger than you, I'm faster than you, I'm stronger than you. In these three, you can't. You have to know what you're doing and why you're doing it.


Ben: That's really fascinating. I take the point particularly on cricket and technology. So a couple of podcasts ago, I did one. With Daisy Christodoulou, who wrote a whole book on VAR but particularly why it hasn't worked in football.


And she likes cricket as well, and she was explaining why it's worked in cricket to exactly how you said, but they haven't done any of these things within football. And also this the one you talk about in terms of leg before wicket, is really interesting how technology has actually given a sense of fairness to both the athletes and the audience.


No one really thought it was that fair. that batsman could do this kind of technical trick and get away and therefore all of the skill within the spinner was lost to what was a trick but within the letter of the law and even the batsmen themselves would go yeah we're doing this oh my god the spin is really good we're just going to try and not play them and now the technology this is a good pit of determinism within that can tell you is you can't really get away with that.


You have to play the skill of the spinner with your own skill and everyone can see that. And so everyone is acknowledged while the game has just got better, even when the bats batsmen has had to. Yes. Just think about


Samir: around the wicket in the old days, you couldn't get leg before when you were around the wicket, you couldn't get leg before if the batsman ran down the pitch, you couldn't get leg before the batsman hid his back behind his pad and pretended to play.


And so on, which just ruined the game. And now they fixed all of that. And then the other thing they've done, and this is why I want to criticize the NFL, is that the cricket has hired ex cricketers. Who know the game and trained them to within an inch of their life and made them full time umpires There's an umpire.


Is it goff? I'll get his name wrong who almost never gets an LBW wrong.  You can appeal it as much as you like and you almost always lose the review why because It's clear the man spent an enormous amount of time studying video of balls to understand which would be in, which are hitting the wicket, which are not hitting the wicket.


I respect that tremendously. On the other hand, the NFL, can you believe it? The richest and most expensive sports league in the world doesn't have full time umpires. They're still part timers  with other jobs. Come   on! It's infuriating. And then the other thing they do, which drives me insane again, is that there'll be some crazy call on the field because the refs don't really know the rules properly.


So then instead of having somebody from, the TV booth, or whatever it is, overrule or call them and say, listen, you need to change this, whatever, they don't do that. And then the other problem is, which is even worse, they don't have a centralized review system in the sense of, okay, I don't know what call to make on the field.


I'm the referee, you up there, which is what you do in cricket. Go make the call. They don't do that. They make the referee truck to the sidelines to look at some tiny little monitor inside the television to make a call. Don't do that. NFL. Put the people in a central review system in New York or wherever it is, on screen, show the reviews, have them talk through the decision, and then relay the decision back to the field the way cricket does it.


But they don't do that.


Ben: Yeah, it's terrible. Exactly. What's going through your mind? How are you assessing it? Yeah, that's exactly it.


Samir: Yeah, I forget which hedge fund manager it is that said this, but it's absolutely true. He says the only reason now for the NFL to exist is to be a random number generator for sports fantasy and betting.


Yeah.


Ben: Great. Let's play a little underrated, overrated, and then we'll ask a couple of final sort of questions. So this is honor of Tyler Cowen. He used to do this in his podcast a lot, but less so recently. So yeah, overrated, underrated. What do you think of efficient market hypothesis?


Samir: Severely overrated.


Ben: Yeah, so this is the idea that they've got a more fancy way of saying it, but the markets are broadly efficient all of the time, or most of the time, with information. But I've always thought it's really weird, because, if that's true, it's extremely schizophrenic, even second to second, let alone day to day.


Samir: Yes, and there's two related issues there. The first is the Grossman Stieglitz paradox, which is that if there was no return to doing market analysis, nobody would do it. And if nobody did any market analysis, then stock prices would be completely insane, at which point there would be a return to do so there should always be some small return or some return to doing market analysis, otherwise there'd be no point in doing it. That's the first point. The second point is that they confuse the difficulty of outperforming an index. Like the S& P 500, with the efficiency of the market, and that's not the same thing at all.


You can have an inefficient market where it's difficult to outperform an index. And the way efficient market, exactly, for a lot of reasons. Yeah, that's the whole podcast. But there's no reason to think that the two are the same thing. And yet, Eugene Farmer won a Nobel Prize for that.


Ben: Yeah,


Samir: just bizarre. But anyway,


Ben: Universal basic income UBI overrated or underrated good idea or bad idea?


Samir: Both. I think it depends very much on how it's implemented. The studies suggest that in some kinds of implementations, it hurts the interest in work. But in other kinds of implementations, it really helps people, that are poor, no longer be poor and move up the ladder.


And I think we just don't know how we would do it so that we don't, ruin the capitalist goose, as it were, that sort of lays the eggs, as it, the golden eggs. It's tricky. So it's both overrated and underrated. In principle, it'd be fantastic. I just don't know if it's doable.


Ben: And then I was going to ask about Squash, but I guess we basically said that it's definitely going to be underrated.


But would you like to say why it's underrated? Is it just the strategic or is there more? And is there more about squash that you think people don't understand?


Samir: Squash to the uninitiated just looks two guys banging a ball against a wall. Over and over again. And it's not at all obvious why they're banging the ball against the wall each, shot after shot.


And it takes a little bit of while. Or talking to somebody in NoSquash to understand why they're hitting the shots that they're hitting. Because there's the pace of the shot, there's the height of the shot, there's the depth of the shot, and there's the angle of the shot, which are different depending on who's playing whom and why.


And then the shot combinations that they're going to play are going to be different. So to just give you one example, for the longest time, there was a this player, Paul Cole from New Zealand, who became world number one, and now world number four, who was playing against Ali Farag from Egypt, who was world number one, and a legend, and Ali Farag, people generally consider Ali Farag's forehand overhead shot to be a very good shot.


But Paul Cole discovered that by hitting at a certain angle and a certain speed, he could actually make it break down if he just kept hitting shots that Ali Farag had to keep hitting on his high forehand. So for quite some number of matches, Paul Cole won by making Ali Farag hit forehand overhead after forehand overhead after forehand overhead.


Wow. And eventually Ali Farag learned how to counter that, but it took a while. That's what I mean. That's the cleverness of squash.


Ben: Okay, but if you don't know


Samir: that you just say this guy just keeps hitting this ball


Ben: What's going on? It's interesting. I find this is a lot with essentially human cultural aspects like I think there's a lot of maybe high end food or not even high end food So a lot of chinese food For instance, you get really into it because of texture, but if you've never had textual food or you've never understood what textual food means or in fact, you think why am I eating this cold rubbery thing?


There's, that's a lot of reactions to non Chinese food eaters when they first eat cold jellyfish. They don't, my mom literally says they don't know, understand how to eat this. And I think it's true of some of that, but actually for something like squash and things, it doesn't take that much to understand a little bit to then go, wow.


That's that's amazing.


Samir: Yes, and the other thing that Squash could do, which they did for a short while, is I think they should put heart rate monitors on all of their players in real time.


Ben: Okay.


Samir: Because the physical demands in Squash Outweigh any other sport that I know of.


Ben: Okay.


Samir: These guys, for the short time they did it, showed that people's heart rates were in the 190s.


Sustained for an hour at a time. And unlike tennis, there's no 30 second clock that says in between points you can go sit in a chair.


Ben: Yeah. Or


Samir: that you can bounce the ball 25 times. The ref will actually get on you and say, Continuous play please. So you get maybe 5 seconds between points. So these people are tremendous athletes, and I don't think people realize how absurd the athletic skill is.


Ben: Okay, great. Artificial intelligence or AI, the whole thing, do you think it's underrated or overrated?


Samir: I think it is severely overrated in the short run and severely underrated in the long run.


Ben: Yeah, I think that's true. I think we often, we're really bad at knowing how things play out, even over 10 years.


For some reason, once we go Over a certain amount of time. I look back, like I don't think anyone makes 10 year predictions, which don't get there by essentially luck or something like that. Whereas we think we're in really good and it's six months to a year, but actually the vast majority of things don't grow quite as quickly as we think they do on that timeframe.


But on a decade's timeframe we completely miss it every single time, which is fascinating.


Samir: Yes. I think part of it has to do with the difficulty of creating new workflows. For example, in the old days, you had people would set up mills next to streams, right? And then the streams powered the things that ground the wheat.


And then when, steam machines came in, they just basically took that water wheel away and put in a steam wheel. But that really isn't the most efficient way of using it. You have to figure out how to use steam power to grind wheat and other such stuff in smarter ways. And I think that's really the issue is we, it will take us time to figure out how to use AI.


Ben: Yeah.


Samir: So it's impact who is going to be. underappreciated in the long run in my opinion, but overappreciated now because everybody's hyping it.


Ben: Last one on this then intellectual property patents. Do you think patents are overrated or underrated?


Samir: Those that's a long and sad story for me. But but I think they're actually fairly underrated at this point.


And they're, they are underrated because people get hung up on this whole idea of a software patent.


Ben: Yeah.


Samir: And so then, the Supreme Court. Came up with this very silly decision called the Bilski decision, which basically eviscerated software patents. But essentially what the Supreme court doesn't seem to understand is that at the end of the day, all patents are a set of instructions.


Computer patents are no different than another set of instructions. And those computer patents move physical objects, i. e. electrons, in a computer. Calling them abstract is very silly. The result of this and I think I went into this in the book as well, is that by eviscerating software patents, they've cut down the amount of software innovation done by small companies.


And they made it much easier for large companies to protect their profits and protect themselves from competition, which I guess, I don't know if that was the intention, but that is in fact what they've done. So if we want more innovation from small companies, it would be a good idea to have intellectual property, and it would be a good idea to have intellectual property for all kinds of things.


And just be more severe and more strict with what is innovative, what is new, and what is well described in a patent. That's really the problem with patents is when you allow substandard patents through, not that it is quite an abstract idea, which is the latest, bugbear of the Supreme Court, which has screwed things up.


Ben: Yeah. I think the difficulty is we've got to such a state that you need really a real expert patent examiner. Yeah. Yeah. To know that. And also, cause you can see in the marketplace, we take experts and people know okay, this is an amazing innovation and you know what, this is an innovation, which probably isn't that amazing on whether, and if we could, you'd want to give actually more value to that, which is going to be really amazing.


I've always thought that actually in general patents are a little bit weak. They should probably be. Be stronger across the board and maybe particularly stronger for where you have to spend a lot of time in our R& D But actually our copyright is a little bit too long because copyright goes yes to your estate After you go, so that's yes a really long time Yes, and writing definitely builds on other writing in this way in a way that you know it doesn't for pharmaceuticals and software or in a different or in a different manner, but


Samir: There's a balance to be struck there, I agree with you, but we seem to have struck the exact wrong balance.


Copyright is too long, and too strong, and intellectual property is too weak and too short.


Ben: Yeah, exactly. Great, okay last couple of questions. One was about what your writing day is like, so when you try and do, when you're writing your book. I don't think there's a right answer to this, but are you a morning writer, evening writer?


Do you write in bursts? Do you like little notebooks and then do it big? Did you did you speak your book in? How does writing or creativity in general happen for you?


Samir: I did all of those. I wrote in bursts. I wrote in long periods of time. I spoke parts of the book in. I emailed myself notes. I made notes on my notes app.


Essentially, anytime a thought struck me that should be in the book, I immediately made a note of it somewhere. And then when I had some, free time, I'd just write it down. But that, to me, that was the one trick that I learned that was useful, is that anytime inspiration strikes, just write it down.


That's all. Even if it's just a short note to yourself, that's sufficient. Because then you'll be able to recover that thought. But once the thought's gone, it's gone. So don't lose it.


Ben: Yeah, I have that. I always keep a notebook by my bed because sometimes I might wake or half stir at 4 a. m And I'll just scroll something in that half, obviously my atoms have been slightly jiggled So I'm dreaming so I can write something because sometimes it won't make sense But sometimes oh, yeah, and then it will actually re trigger what that whole train of thought is Yeah, you need that thing to re trigger.


Otherwise it then it disappears. I guess the trace fades. 

Samir: And you can't get it  back. 

Ben: And what current projects are you working on? I saw you was a book about what you which had known about politics as well as finance and something else. Is that currently what you're writing on or any other projects?


You have a substack as well. And obviously this book.


Samir: Yeah, I have, so the first is I've written most of that book, haven't finished it, but I've written most of it, but I realized that unless I sell a reasonable number of copies of this book. It's going to be hard to publish that one, so I've left it to finish if this one sells.


So please, it's called the science of free will, please go buy the book so I can write another one. The second project that I am working on is oh, by the way, I should share something about that project. So the reason I started working on that project is that more than one friend of mine said to me, I'm tired of reading the newspaper because I never know what's true and what's false.


Is there a way of distilling current knowledge about different topics, politics, economics, finance, into short pieces, a chapter at a time that I can read so that I have a framework for when I read the newspaper, I can try to figure out if what this person is telling me is an opinion or it's actually fact.


So that's what the book is about. It's to try to give you the framework so you can think about this stuff when you read the news yourself. So anyway, so that, that's Mostly done but not but you're not finished yet. So that's one project The second project is that I am co editing a book on string theory I'm doing some physics again, so that's fun.


And I've also been starting to write some physics papers again, so I have a chapter out for the book. That'll be in the book about the physics of quantum mechanics near black holes. And then I'm also working on some particle physics again, which is fun. So I'm submitting some papers.


They haven't been published yet, but maybe they'll be accepted. Let's see. I'm doing that. I have the substack, as you said. And then lastly, I do have some inventions that I'm trying to commercialize. One in solar energy which is Palm Energy Systems and another one in traffic management, which is trafficbid.


me. So the idea there is that London has had a great deal of success with congestion pricing. New York is having some success with congestion pricing as well. So why not bring congestion pricing to parking? So that's an idea that I have, which I'm working with a friend and co inventor on.


Various projects and of course my baby is my fun. So that's what I run. That's my day job.


Ben: Excellent. So maybe we finish on the last question is do you have any overall advice or life advice or thoughts for people? I guess we had one in terms of regret. It's not a very useful emotion, we've touched on it.


Trained as a physicist, you know a lot about investments. You're also an inventor. and a writer. So I don't know across all of that whether you have some thoughts you, you would share about what people should think about to do with their lives.


Samir: So I think the most important thing really is you have to work on stuff that you want to work on.


And if you're working on stuff that you don't really want to work on, to me that's a little bit sad. And I think you should try to figure out how you can change things so that you can work on stuff that you want to work on. I think that's really important. A lot of people say, for example, that they would like to wait until they retire before they do Project X or Project Y or Project Z.


And my feeling is, I guess sometimes there's no choice. But sometimes it's possible to work on that project sooner than when you retire. Maybe as a hobby, or maybe even as a sideline, or a side business or something or the other, is there a way that you can work on something that you really want to work on, and make it a way of making a living or something along those lines.


So that, that would be my biggest advice. Work on stuff that you want to work on, because if you work on stuff that you want to work on, you don't actually ever work. That's the great beauty of it.


Ben: That's great advice is, yeah, work on stuff work on stuff you want to work on and find time to do it.


And I would maybe add just reflecting on my own life. It's probably more doable than you think to find some time to do that thing on the thing that you agree with. I agree with that.


Samir: And also with current tools, particularly now with AI coming up, I think it's becoming easier than ever. Yes.


Because you can hire yourself the top assistant in the field from, chat GPT for 200 a month. Why wouldn't you?


Ben: Excellent. So on that note we'll once again say the book, The Science of Freewill do look out for it available on Amazon and in bookstores everywhere. And on that thank you very much.


Samir: Thanks, Ben. This was a great chat. Really appreciate you taking the time.



Nina Gené: Venture Philanthropy, Jasmine Social Investments, Impact investing | Podcast

Nina Gené is CEO of Jasmine Social Investments. Nina leads Jasmine’s investment strategy and diligence process, guiding the team to identify and support the next generation of great social entrepreneurs. Jasmine funds high-performing social ventures and outstanding social entrepreneurs who are solving a basic need of the very poor.

Ben and Nina discuss what venture philanthropy means and the Jasmine strategy on philanthropy.

We delve  into the investment process that Jasmine uses. How Nina identifies opportunities, the type of qualities Nina looks for in a social entrepreneur and an organisation.

We discuss success investment examples, how we might think of impact investing and how it may differ from grants. We talk about the advantages of being neutral to structure, ie, being able to fund using grants, debt or equity. Whatever suits. 

We chat about the influence of venture investing and how entrepreneurs think. How Jasmine shares information and due diligence and what help they give investee companies.

We talk about measuring impact, and the challenges of scaling up.

We mentioned the pros and cons of working in New Zealand, whether Spanish food is under rated and finish on advice Nina has.

Nina on the importance of the ability to scale:

“I'd say that scale is one of the most important criteria that we have because we want to make bets on people that will end up figuring it out and have a survey that will save lives. When this happens, we obviously want this to go to millions and millions of people; so that's kind of the hope and dream of it. The way we define scale we define it as an intervention that can reach up to 1 million people. It doesn't necessarily need to be multi-country. We work with an organization called Luala that are influencing the way that health is provided to a million people in one district in Kenya. That's very important and we support those groups during the R&D phase.

But what we do expect then is to scale the work only when they have that strong evidence on hand, but also the right economics of that impact. We support them through that journey and fund them as long as they show us success every year. That's why having a set of metrics and scorecards and milestones-- We're not sticklers for, "Oh, you said you were going to do ten and you've only done nine. You're out the door." We understand that there are ups and downs and we're very long term funders.”

Video with captions is available here. You can listen above or wherever you get podcasts. Transcript follows below.

PODCAST INFO

Transcript (only lightly edited)

Ben 

Hey everyone. I'm super excited to be speaking to Nina Gene. Nina is CEO of Jasmine Social Investments, a private foundation in New Zealand that funds high performance social ventures solving big problems in the poorest geographies. Nina, welcome.

Nina 

Thank you, Ben. I'm excited to see where this conversation goes and also having the opportunity to share what we've been up to lately. But let me first echo Jerome's sentiment in your last podcast about the incredible list of guests that you have assembled and how humble I am to be among them.

Ben (00:00:37):

Oh, thank you very much. The work you do is all super great, and I think this kind of venture investing or philanthropy investing is super interesting. So I'm going to roll up the first two questions together, which would be tell us about Jasmine and what does venture philanthropy mean to you?

Nina (00:00:59):

Sure, of course. So Jasmine is a private foundation based in New Zealand, and we have been doing this type of work for more than 15 years. The foundation's goal is to fund scalable impact, and what this means is we look for organizations that provide basic needs services to families living in poverty. An example would be a community health program that brings primary care to a rural village in Liberia. Where in the past, patients had to endure a walk of 10 hours to the nearest clinic, and today you have a health worker in the village that is diagnosing and treating children at the doorstep of their homes. So we have decided to execute on this vision by building a portfolio, as you've mentioned, high performing social ventures that are fundable by us and others. So we search the earth for the best operators we can find.

We add these individuals when they're designing high impact interventions and they're early in the journey. And once the model has been iterated several times and tested and bulletproof, we expect them to scale those in need to thousands, if not millions of people. So Jasmine mean is currently supporting 25 of them working in Sub-Saharan Africa and South Asia. We've learned through the years that the kind of impact that we want to see, for example, a child reaching the fifth anniversary usually requires what we call a permanent donor subsidy. So that means that philanthropy needs to step in. And this is why the bulk of our effort is providing grants to nonprofit. Nonetheless, 20% of them are for profit structures which kind of gets me to your second question about, what does venture philanthropy means to Jasmine.

So we work for a philanthropists; his name is Sam Morgan, who has been on both sides of the table. First was an entrepreneur funding what became New Zealand's largest online auction, and today he's an investor and advisor to several tech startups. So the one commonality that most foundations have, other than the corporate ones is that we get to work with individuals who are very successful in their own right. The question really becomes, "How can we use our best asset, our principles to design a philanthropic arm that obviously represents what they want to do, but also takes advantage of who they are and keeps them engaged along the way?" In our case, the answer was drawing from best practices in the two fields that Sam is an expert on; entrepreneurship and venture capital. So I would say that on the entrepreneurial side with black people, we're not looking for projects or have a priority geography list, et cetera.

The school foundation was a source of inspiration in the early days when they created a forum in Oxford to celebrate social entrepreneurs. Back in 2004, the idea of social entrepreneurship was new. So our interpretation of that is to favor entrepreneurs going to social entrepreneurship rather than social workers wanting to become one. Then last on the investing side, we apply the same framework we would to identify and fund software companies. So are they managing by numbers? Are there financial disciplines on governance, hiring and retaining talent? Then we perform really high quality due diligence and then we support our investee the best way we can. Sometimes when you back talent that means give them money and leave them alone.

Ben (00:04:45):

That sounds excellent. And picking up on that. So one of the concepts in early stage, particularly venture, is that the venture company often gives help or supports investees to some extent. Sometimes, like you say, it's just money and you leave them alone. But often, it's giving them kind of other type of help; access to networks, ideas, business models, and that type of thing. So I guess in the form of venture philanthropy, do you still give help and support investee companies in the same way? How is giving help to support investees done for you?

Nina (00:05:20):

Yeah, absolutely. And because we do work with people really early in the journey, it's a lot of fun to grow with them. So I started my career in investment banks reading a lot of stock reports-- as I'm sure you do once in a while, your day job. So I was really intrigued about the idea of translating this very published report that is shared among investors and gives you a really good overview of the management, the strategy going forward. But also an important snapshot of the relevant metrics and the financials that you need to pay attention. This is one of the work that we do with our grantees. We have this thing called the Jasmine Scorecard, where we help them understand metrics and how to slice and dice some of their financials and how can you translate it over time.

So the good news is in the social sector information has always been available to everyone through the website. You can find the quarterlies and the tax returns and the audited financials and anything you want. So our role at Jasmine was twofold. One was to get grantees didi ready. This means showing nonprofits what a professional data room should look like. The other one was writing a comprehensive analysis that has three different purposes. The first and foremost is drive our internal decisions, and we make them on an annual basis, which means that we put our investee through this process every year. The second is we would share this information with them. They get to see when it's 95% there and they can fact check or argue some points that we've made. This helps the investee and their boards to look at the work through a different lens. Everyone finds it incredibly refreshing.

But the third one is the most important, I think, because it elevates the conversation with other donors. I mean, we do this kind of work for Sam, it'd be silly if we wouldn't share it for other ones to use as an abuse as they want. So what we hear again and again is that someone would have a 60 minute pitch with a potential funder. And normally, this conversation starts with, "Oh, can you tell me what you do?" But on the other hand, many of them start with, "Oh, we just read the Jasmine report. Can we get on, on some questions that we have?" And that's fantastic because at the end of the day, these organizations only have 60 minutes.

So this last piece someone is sharing, which is exactly what the banks do with their research and have done for decades, was actually an innovation of its own when we started 15 years ago. So it has been exciting. We put our work out there and we shared with lots of people and encourage others. It's great to see a lot of funders today being comfortable with sharing their internal documents. As I always think about it, we are in the business of advancing human dignity and that means why would you not share your diligence? We should. So we disseminate our analysis twice a year. There's someone in our family office that keeps this list and writes everyone personalized emails. We have a distribution list of more than a hundred funders.

There are all types of sizes and shapes, and some of the ones that come back with curiosity and arguments about things that they didn't agree are some of the smaller foundations that really know their grantees well. So the least includes family foundations like us; new philanthropies. If you saw your business recently, probably an investment banker would've done one on you. So it's very relatable when you've kind of gone from this commercial to this social and then you come across a report that you can totally relate to. They help analysts in places like U-S-A-I-D. So it has been exciting to see the Jasmine reports we passed around. When people ask, "Oh, is it okay if I pass it?" I'm like, "Yeah, yeah, yeah. You should just move it on." Then also this theme has a common good. And to be honest, if I look back at when I started this job, when we thought what Sam wanted to do with this foundation, we never thought this was going to happen. So it has been a nice surprise.

Ben (00:10:23):

Yeah, it's excellent. So I've read a few reports and they are very much like-- and what we call in our side of the world, a kind of sell side investment report. And bringing that kind of discipline to thinking about the charitable sector, I think is really refreshing. And like you say, it's really helpful for all of the stakeholders involved. I guess as a follow on, on that, how do you identify opportunities when you're thinking about what to write about or what to investigate? When you identify opportunities, are there any particular criteria you use or how you think about themes? We've already touched on a couple about this kind of ability to scale. You are also very interested essentially in kind of deep poverty and things like that. But I'd be interested in a little bit more detail on the kind of opportunity piece and thinking about criteria or themes.

Nina (00:11:13):

Yeah. Well, first, thank you for reading them and I hope they stacked up to your many reports that you read. So through this kind of sharing and caring is we have joined the global conversation from New Zealand, which is an enormous task given that we normally sleep when everyone else is awake. So through these years, we build an ecosystem of funders, and they're our main source of ideas. So I just want to make sure you know and understand that we're not just a team in the middle of the South Pacific with a spreadsheet saying yes and no. We don't do that. I mean, we do sometimes do that. But we also get a chance to travel in country. We did an incredible trip in West Africa, Liberia, and Senegal this last spring.

This is a way to stay connected to the people we serve and find new ideas. But we also close to a lot of the people that are working with the next generation of social entrepreneurs through fellowships, incubators, and consultants. Now, most recently we have been really thinking internally at finding ways to find those extraordinary individuals in pockets of the world that our traditional networks need to reach. We have a handful of STEM for MBAs in our portfolio and really love them. So if you're listening and you are one, please continue to apply. But if that's your target, your pool is really limited. So how can we adjust the way we assess opportunities or we look at new ideas to attract different type of candidates? And remember that time is our biggest enemy. I mean, we scroll through 300, 400 ideas; not all of them with the same intensity and we're a small team.

So we had to expand the reach of the funnel with men doubling down on the team and having multiple conversations. I'm really proud to say that the last five or six editions are enterprises led by Nigerians, Malawians, and Indians. This wasn't the case a few years ago. So that's something that the team is really proud of. Then I guess last on identifying is there are the best leads happening in the most random conversations. Like the one that you and I had where you've just given me a couple of good ones. So you're always on the look for great people. You just need to allow that kind of serendipity.

Now, back to your question on criteria and themes. Well, on the criteria side, we have used the same criteria for the last 15 years, which is kind of a rare phenomenon of its own. So we talked about the basic needs, which encompasses primary healthcare and education. We do a bit of early childhood development, livelihoods, climate resilience; the entrepreneurial spirit also that we discussed, and making bets with early stage organizations that have some evidence of impact. But we like scalable models which means that, that implies that they have a cost structure that keeps going down and eventually the governments can absorb because when you're in the basic needs area, you need to scale through the public sector. We also stick to this 80/20 rule where the majority of your work falls under that criteria. That's just this five criteria that I've mentioned. As a small productive team, we really need to be on focus. But the 20% allows you to experiment with models that may challenge that core criteria.

But in our case, what we found is while the exceptions have been fantastic and really enjoyable, they've also solidified the fact that our original criteria was fine. So the last dimension that we look for is the right fit. It's really integral to the selection process because we have a very diligence heavy process and it really needs to be productive on both ends. So the feed becomes very evident in the first conversation that we have with people. Unfortunately, being based in New Zealand, Zoom has been for many years our way to talk to people. You talk to someone and you can be able to articulate the clear vision and think numerically and then you're like, "Fantastic."

In terms of themes-- and this is an interesting conversation because I think giving sometimes can be incredibly seasonal and I don't understand why. But I see money chasing specific trends and then they change the strategy and they get onto a different path. It's a non-intentional behavior of funders, but it's kind of a harmful practice for those operators that are in the trend or outside of the trend suddenly. Also, the problems that we're trying to solve are here to stay. So when you think about the importance of the first thousand days of a child's development, that was important 50 years ago, but will continue to be a hundred years from now. So Jasmine was established at the end of 2006, inspired by the United Nations Millennium Development goals. In 2015, those became a set of very ambitious 17 social development goals. So the SDGs and the SALT really provide this excellent framework. So when you kind of look at the SDG and our criteria, we come up with a good set of investment principles

Ben (00:17:18):

That makes a lot of sense. So a couple of things I get from that is when you're thinking about opportunities for investments in the future, quite a lot of them are the same opportunities as we've had in the past 15 years because these primary needs of humans, education, healthcare what is now wrapped up in their SDGs remain the same. I think that's quite interesting. The other thing on the criteria that you are using, that you are thinking about; so scale, impact, and we can maybe talk about some of the measurement things. But you touched on this and we've been discussing on and off the kind of founder, the social entrepreneur. So I guess this is a question which doesn't have any answers because if we really had this, it would be really easy.

But I was wondering what are the qualities that perhaps you're looking within a social entrepreneur that really kind of stand out? I'll mention a couple that you've already spoken about. So the ability to articulate a vision ideally simply, analytical skills. So if you have a vision but you can't talk about it in terms of some whatever you are talking about is obviously important. And perhaps a tilt to people who understand that and want to move--they're essentially entrepreneurs and they want to do something socially. But is there anything else that you would point to and do you perhaps have a favorite question or two or quality or two which makes you enable to kind of unpick this particularly over a kind of Zoom type thing about, "This is the kind of qualities in a social entrepreneur CEO that you're looking for?"

Nina (00:18:53):

Yes. And obviously, we work with people that are serial entrepreneurs and obviously, they've done it. One of them sold the first company at 25 and another one built a hundred million dollar company and then decided to do this. So obviously, it's easy art because they've done it before. But we also work with entrepreneurs in the making. It's kind of that curiosity and big ambition and this internal interest in getting to this solution and sometimes a very simplified way to understand what needs to happen in the next 12 months. Like, "The next 12 months I am going to de-risk my model, which means I'm going to do A, B, and, C. A may happen and B won't so we'll be able to pivot really quickly." But they're able to focus and de-risk the model in a very systematic kind of way.

Ben (00:20:04):

Yeah, I agree.

Nina (00:20:05):

I'm not an entrepreneur so... I can see there's a bit of pattern of recognition because I've worked with both of them, but I'm always fascinated when they explain the reasoning and how simple it looks because I just wouldn't be able to do that.

Ben (00:20:21):

I agree. And often they'll say, "By July, I think I'll have done A, B, C." Then you check in and, "Yes, I did A, I did B, but I didn't do C either because of reason X or because I thought reason Z. And now I'm going to do D, E, and F." So there's this focus and operational side as well as the fact that it is adhering to some kind of vision as well.

Nina (00:20:44):

Ben, also, it's obviously very hard to build a big business in the Bay area. But the people that we work with, they work in very unstable conditions; difficult governments, transitions, and poverty. It is so complex and has so many different layers. I think you have to be a very good and very methodical entrepreneur and have all these business principles of that kind of what we talked about; the numbers and the financials and be moving along. But at the same time, with social entrepreneurs, you need to know and be comfortable with Cals.

Ben (00:21:34):

Yeah. That's great. You have to-- I guess a lot more flexibility in how you work using the local environment.

Nina (00:21:44):

Yeah. I mean, you're going to be navigating through a lot of ups and downs and you need to adjust to it. So should we as funders really understand that there is an up and down and have more of a long-term view.

Ben (00:22:00):

Great. I think a lot of people would probably say this as a form of impact investing, but it's kind of quite broadly defined. I'm not sure you yourselves view this. Obviously, you are making impact, but you kind of use this idea of venture more. I wonder whether you do view yourself as impact investing and maybe what's most misunderstood about that or not. I guess one of the elements of investing in this way with impact is this idea that you kind of measure and track what you are doing. You might have some other-- In profit organizations it's easier because you're kind of tracking profit at the end and other metrics which go into that. In nonprofits, it can be harder. Some of your KPIs actually can be quite clear; death in childbirth and things like that are quite clear metrics, but others are not. So I'm kind of interested in about how your understanding of impact investing is and where you might fit in. Also, to what extent can you measure and track these items and how important is it for you?

Nina (00:23:03):

It's an interesting conversation because we definitely fit in the impact investing category-- not always because we're grant makers as well. I don't think we would consider ourselves as impact investor-- actually, probably wouldn't. So the main difference for those in the audience less familiar with the term, is that you can deploy money first as a grant; some money out the door. Or second as an impact investment, which means debt or equity. So you would give someone a loan they need to repay or you would become an investor in a company.

Now, the first misunderstanding about impact investing is the second world; that is the impact. Investors quickly fall into that argument of, "Oh, I'm going to lower my return expectation for a bit of impact." Impact is not always fractional. Ideally, you don't want students to be partially numerate or illiterate. You want them to finish primary school being functionally literate and numerate-- at the bare minimum. Another misunderstanding is that quantifying impact is just too hard. But when you are a commercial-- If you were an investor in Uber, you wouldn't be saying like saying, "Maybe they should be a bit less profitable because convenient rides are such a social need," or, "Hey, can we stop asking management about the financial accounts?" This shouldn't be in the impact investing. So in terms of our strategy, we are incredibly opportunistic on impact investing. So adjustment, we make impact investments only when there is a commercial model that has the potential to create real impact and we don't compromise on that, which means that there's a profitable enterprise behind.

An interesting way to look at it is you look at the cost that is required to achieve that tangible result. For example, you're helping a farmer increase their yields so they can feed the family year round. Sometimes you can cover the cost of serving that client with the revenues you collect, but other times you just need that philanthropic cushion. That's what we call the subsidy. So when we're talking to organizations-- and because we do talk to a lot of people that are really early in the days, we have that kind of subsidy discussion on what they think, "Is it a permanent donor subsidy or do you think you have a profitable model?" But we have always been about group first and vehicle after, and that allows us to look for the talent and then decide what is the most appropriate type of capital that they need. We're very fortunate that the legal framework in New Zealand provides us with the flexibility to operate this way. We're less limited than our friends in Australia or the US. So in total, I'd say that we have deployed-- 80% of the fund have been grants and 20% in impact investing. And most recently, we're doing a lot of work on the debt space because there's very few of us that can do low cost debt and both nonprofits and for-profit have this working capital requirements. So it has been a bit of fun to play a little bit of a catalytical role in that space.

Ben (00:26:36):

And actually, that might be increasingly important if the environment of higher interest rates remain. So essentially, what we'd say in the business is the cost of capital or essentially the cost of debt is rising. So ability to access cheaper debt on whatever terms might be quite interesting. It does strike me that one of the advantages of your model is to be able to be structure neutral. If grant making seems to be the way forward and however you need to structure that grant, then you can do it. If it's some other type of way of doing it then that will be there too. But it also strikes me even within your grant making, you are tracking some forms of measurement. It's just not, "Oh, give some money away. We'll check in with you in a year and let's hope that everyone's happy." You've got that rigor which has come through.

I think that has been a sort of, I guess-- In the last couple of decades, philanthropy has got more on board with that. But it still seems to be a relatively young idea that actually, even if you are going to give away grants, there is some way or there should be some onus on the people involved to measure and track how effective that is because you're going to have opportunity cost and all of those types of things. So that strikes me as do you think the bottleneck for your sort of either investing or grant making is on the funding side or do you see that there's other hurdles, sort of ideas or regulatory, or just the coordination problem or things set up? Where do you see the bottleneck or the challenges, I guess in philanthropy or in venture philanthropy at the moment?

Nina (00:28:15):

We should get back on the measurement because I think it's an important part of who we are and what we do. We do believe that you need to be able to quantify impact. So in terms of funding of bottlenecks, there is always room for improvement on the funder side, I must say, because I'm part of that group. I joined Heather Grady on her team at the Rockefeller Philanthropy Advisors on an initiative that I think is very important called the Shifting Systems. And that's about encouraging funders to become long-term and restricted funders like us, but also be more savvy around the diligence they do and how they collaborate with others.

We're not perfect donors. We're constantly reflecting on how we can do better. "Did we use all the documents we requested? Are we asking for the right questions in the right way? And how we add-- as we've discussed-- more value outside of the dollars we provide," which the answer is always the same. "Do short to the point diligence and connect us to more money." But on the supply side, we have been given a lot of thought about how can Jasmine play a role in helping other social ventures bring that strategic thinking early on the piece. That's what we have been doing with our grantees. And is there a toolkit maybe that we can put on our website that provides groups outside of our portfolio because we're only going to be able to work with 30, 40, or 50, let's say. But how can we have the next 500?

And obviously, it involves the theory of change and designing for impact and mapping behaviors changes. But increasingly, it incorporates that idea about the financials and how important they are and forecasting three or five years ahead, which is a very unnatural process for nonprofits. It's not because they don't think it's important, it's because they need to raise money every single year. So if you forecast five years ahead but then you need to explain every single year that you need money whether you met those expectations, it just doesn't... And I understand it's conflicting interest. But anyway, understanding the economics of your business and what's today is important. So I think there's this bottlenecks both on the door and donor side, as, as we call it. And we have been trying to think more broadly on how we can help.

Ben (00:31:15):

That makes a lot of sense and it's pretty interesting. I was going to pick up maybe on the measurement piece again, if you wanted to make some comments. Maybe interlink this with-- I do think one of the slightly unusual aspects of what you guys do is this emphasis on the ability to scale, or at least it being an element, which is actually very typical in venture capital in general-- actually, less usual as companies grow really big. So big public equities you might be interested in growth, but they're already so big they are at scale, essentially. They may be scaling other things. So I'd be interested to know how important is it when you look at things about an organization's ability to scale. Is there something that you can kind of measure, or is that measurement part of it? And I guess particularly when you are looking at entrepreneurs in the making or businesses which are essentially at that seed or that quite early stage, the ability to know whether they're going to scale or not is often quite uncertain, I guess. So I'd be interested in how you're thinking about an organization's ability to scale, how important it is and what you are looking for in terms of that.

Nina (00:32:24):

I'd say that scale is the most important criteria that we have because we want to make bets on people that will end up figuring it out and have a survey that will save lives. When this happens, we obviously want this to go to millions and millions of people; so that's kind of the hope and dream of it. The way we define scale we define it as an intervention that can reach up to 1 million people. It doesn't necessarily need to be multi-country. We work with an organization called Luala that are influencing the way that health is provided to a million people in one district in Kenya. That's very important and we support those groups during the R&D phase.

But what we do expect then is to scale the work only when they have that strong evidence on hand, but also the right economics of that impact. We support them through that journey and fund them as long as they show us success every year. That's why having a set of metrics and scorecards and milestones-- We're not sticklers for, "Oh, you said you were going to do ten and you've only done nine. You're out the door." We understand that there are ups and downs and we're very long term funders. But I think that it's a good structure for those organizations to have and then a good discussion for the funders. One example I could give you if I'm allowed to brag a little bit, is the first grantee that we added was in 2008. His name is Andrew Youn; he's the founder of One Acre Fund, and he's getting the Health of Humanitarian award next week which I'm very proud of. Andrew had this high load with half a million dollar budget and 600 farmers-- was working with subsistence farmers. And today, One Acre Fund is a 300 million nonprofit with more than 200 million in revenue that works with 2 million farmers directly. But they also work with another 2 million through government channels.

Ben (00:34:51):

How long did that take to scale?

Nina (00:34:54):

About 15 years.

Ben (00:34:55):

Yeah. So that's quick, right? That's not too slow and that you can still do it. For organizations thinking about applying to you, what would you suggest they think about? We've touched on how scale is quite important, vision, also execution and showing those type of things. But is there anything else you think more broadly they should be thinking about in terms of interesting to you?

Nina (00:35:25):

So first, I expect them to demonstrate a deep understanding of the problem they're solving as you are always a student of your own sector. That obsession about the problem you're solving and the people that you serve really needs to come across in the first 10 minutes of the conversation. I also like candidates who can articulate a clear vision and translate that theory of change into how the model really works in practicality, or what they think the pathway to scale can be. But at the same time, you need to know your numbers because without the numbers, it's just an idea and we really like people to do the work before they come and talk to us. So having some numbers on your fingertips like the budgets and the beneficiaries and the impact indicators, but also have a good grasp on the makeup of your financials is really important. We don't expect them to have the right answers and we do work with early stage ventures. But at least to demonstrate that they have done that homework and those are the things that they're just worried, concern; keeps them up at night.

Ben (00:36:44):

Great. So that leads me on to saying tell me about some of your investees and some of the successes. We mentioned one pretty brilliant one, but I don't know if there's others you want to highlight. And perhaps you might also want to highlight what you might've learned from one or two failures or mistakes which haven't worked out and maybe why. So tell me about your investees, any successes, any mistakes if you would like although we can concentrate on both.

Nina (00:37:15):

Yeah, fantastic. So NewGlobe is one of the most fascinating bets we've made. The idea behind is that if you were the best teacher with the best connectivity, you just wouldn't have the time to read all the research on education and best practices and then translate it into a lesson plan. It'd be impossible for you to do. So this is what NewGlobe does. They do the heavy lifting and they train and coach teachers and provide them with these lesson guides packed with evidence-based research. So today, they employ about 150 people in Massachusetts doing instructional design-- that's all they do. These are based on a billion data points that they collect throughout the year. The interesting part about NewGlobe and how we met them is that we made an equity investment in the company in 2008 to build a network of private academies in Nairobi.

Then a few years later, they called us because they needed a grant to bring this model to Liberia. Back then, Liberia had an incredible visionary president, Madame Sirleaf, who was the first elected female head of state. And this experiment would allow NewGlobe to transport their model where they didn't control all the variables, but where the need was massive. That flipped the model and now they're partnering with innovative government that want to reform public systems. They have 2 million kids under contract. Professor Kramer who won the Nobel Prize in 2019 released this RCT saying that they have the largest learning games ever in education. So it has been exciting to see.

Ben (00:39:11):

That sounds amazing. We'll get onto another example. I just wanted to comment on that area, which is scale essentially, some people kind of call it a meta science area because like you say, what you're doing is you're giving the teachers the tools and empowering all of that level. It seems to me that-- I don't quite know how you get to it, but there seems to be a lot of unknowns in terms of the best ways of how we should do things. What are the best ways of teaching? What are the best ways of doing science funding? What are the best ways of combating that? And when you can get a group or an organization which can make discoveries and do that, then you have enormous scale impact, particularly at the kind of second order. So that seems really exciting. So yeah, another example, if you wanted, or we can talk about that one as well.

Nina (00:40:00):

I mean, we could have three more podcasts about education because it's a fascinating subject as you and I are educators in our post-work of our kids. And then education is also more controversial, I think than in health, where you really know that if you do A, B and C. So I think that structural pedagogy has been important and Professor Kramer's RCT is a great way to show that these things really work. So I'm going to go on a second example. There's a group called-- and this one is at the intersection between health and education. So healthcare learners is an organization in Zambia that turns teachers into health workers and schools where the kids spend most of the time as triage grounds to reduce morbidity to that five to 15 year old group.

There's a lot of emphasis, rightly so, on the under fives in these countries. But what happens with the older kids is parents are having a harder time justify getting a day out of work to stay for hours at end at a clinic waiting. Then what is a scratch may develop into a permanent disability if not caught on time. So school health is not an innovation of its own, but normally it's like a one person with one room. And what health learners is trying to do in Zambia-- and they have a massive buy-in from both the ministers of education and health. By doing that, what happens is that attendance goes up because parents have a kid with a cough and they send them to school because they know the school is going to look after them, they link to the clinics, and the clinics are very excited because they get to see these cases really early on the piece. Then once students are triage, they go up the list and then the waiting time goes to like 30 minutes. So that's an exciting one.

Ben (00:42:17):

That's really interesting as well because it reflects that even in rich nations, like here in the UK, there's a lens of for instance, pupils in need have these free school meals because they found that if people are not eating enough you got undernutrition, then you've got all of these other poor outcomes. So even in rich nations, people are kind of discovering these intersectionalities. And actually, I think that's something that the UK and others could learn because we're probably not as good as doing some of those things for some of our own challenges, let alone the sort of challenges that you have in poorer nations. So yeah, you had another example.

Nina (00:43:02):

Yeah. So I'm going to squeeze in another example if you allow me, and this is an oldie but goodie. So VisionSpring, which we also added in 2009-- By the way, one thing that we're really proud of is that we've added a lot of these organizations that we continue to support 15 years later and that's also rare. It's important because it does take many, many years to activate this change. There's more than 2 billion people that really suffer from blurry vision and this massively impacts the quality of life. So we've been funding VisionSpring that creates access to affordable eyewear so that people in low income communities can see well, but also do well. These are tailors and artisans or factory workers.

Glasses is really a 13th century invention, and it's just this simple yet powerful tool that allows workers to perform ice training roles and students to see the blackboard and track drivers to stay safe on the road. So VisionSpring wants to make clear vision a reality for everyone. 50% of the customers are first time wearers and they're also building this body of evidence to demonstrate that a simple pair of glasses can improve the productivity and incomes by 20 and 30% which means that when you put together these 9 million pairs that they have delivered since the early two thousands, they really unlocked like $1.8 billion in economic earning potential.

Ben (00:44:52):

That's another great example. Did you want to reflect on a mistake or a failure?

Nina (00:45:00):

Yes.

Ben (00:45:00):

There's this idea that actually no mistake or failure is a failure if you learn from it, because a lot of things in venture aren't going to work out right. But if you've got learnings from it, then they're not necessarily as big a failure as you might've thought.

Nina (00:45:16):

Yes. And to be honest, we have a lot of successes in our portfolio and that has given us a jaded view of what success means which in terms what has resulted is in us making less bets. So we're very conscious of changing that. And you can because you have some really good ideas and then everyone-- Your idea of what success looks is the VisionSprings and the NewGlobe. But you still need to go, like, "Our job is to go out and make bets on new and proven models." One thing we learned very early in the process is you may fall in love with very charismatic entrepreneur, but you really need to be very much in tuned with what they do. An example, is someone that had a model where they would go into a village and would do a lot of different things. They can do a little bit of algorithm of education, et cetera. Our general view was that it's very hard to do one thing on your own and we really wanted to find people that were obsessively trying to be a good educator. So three years later, what happened is that we kind of never really believed in this multi-sector approach to poverty. So it was really hard for this entrepreneur to convince us because we didn't buy in into the first idea. So that I think it's unfair because they're trying to convince you for three years on something that you maybe didn't really believed in the first place.

Ben (00:47:01):

Sure. And would there have been anything that could have convinced you? So I guess this is the idea that focus on one thing is essentially a superior model. But there is a, I guess a small counter example sometimes that doing two or three things together gets you a synergy, but it tends to be really difficult at startup. That tends to be a big company idea rather than its startup tends to be focused. And actually, you are now moving away from conglomerate models; even a big company that actually, if they spin off their business units to focus on something, you get a more appropriate strategy and the like.

Nina (00:47:37):

Yes. We don't necessarily have very strong views as a reminder. We're writing checks from very far away and we're definitely not the experts. But I think the preference was really on focusing, on specializing in one thing which is what everyone in the portfolio does one. And if that's what your preference is, then maybe you shouldn't be adding someone in the portfolio whose preference is to be very good at five things.

Ben (00:48:12):

That makes sense.

Nina (00:48:13):

And I think it goes back to a little bit on the criteria and then deciding that you only have time to work with a handful of people and then what are the right bets for you.

Ben (00:48:24):

Yeah, certainly if you say, "Oh, I'm going to work on five SDGs as opposed to I'm just going to work on one," and maybe the second one comes along is particularly early stage. I think clarity or vision definitely comes into that. Great. Well maybe pivoting to a couple of more fun things or different things. What is, I guess about being based in New Zealand? So I'm interested to know what you think there are; the advantages and disadvantages to being based in New Zealand. I guess you've already hinted one is that in some ways you are afar, which gives you the ability to look perhaps more critically, but you also travel to Africa and places and be on the ground. I wasn't aware there was a very large investing scene within New Zealand, so it does seem quite a far place. But I don't know if there's any advantages or disadvantages do you think about being based in New Zealand?

Nina (00:49:21):

Yeah, so there are a few-- I wouldn't say disadvantages, maybe inconveniences. So for example, it does take 35 hours to get to Nairobi and you need to spend like five or six hours in a couple of random airports. The other one is that we are the only-- I mean, the investing scene, I think more on the tech space is thriving and more so in the 20 years that I've been in New Zealand, but not so much the social sector. So we're the only funder doing this type of work in New Zealand, and we do get lonely. So that's what I think. But there's so many advantages; you work in this neutral territory and you get less caught up on the trends and the who is who. We're hyper-focused because we get all done when the rest of the world is looping. Sharing the work and having these interactions with different funders and doing reference calls has really helped us get connected. But of course, visiting grantees and attending the school forum which is the one event that I never miss, is incredibly important to keep us motivated and then connected to our peers.

Ben (00:50:43):

Great. And thinking wider, do you think there is anything more particularly unique or misunderstood about New Zealand? I guess from the outside world the clichés are around rugby and cricket. Here, at least in the UK, there were jokes about sheep-- I think milk is actually still quite a big export, if I remember correctly with it being far away, but also being amazingly beautiful. I think it is Lord of the Rings territory and the countryside and everything and the cities. So I'd be interested in your reflections about what's unique about New Zealand, or maybe misunderstood because I'm sure it isn't all about sheep and cricket.

Nina (00:51:26):

No. And maybe I did marry one of the few kiwis that do not like rugby-- maybe a bit skewed. It's beautiful, it's easy, and it's really great to have kids growing up in New Zealand especially. One of the things that is really unique is that you get to be a generalist. Especially when you're working in places like New York or London, being a specialist is so important. When you try to change your job they're like, "No, no, no. You do equities, you don't do that." In New Zealand, we get to do that. This means you need to be very comfortable with being the person in the room that knows the list about the conversation, but you are also motivated with the learning journey. That is also about-- When we think about our work at Jasmine, we are generalists and we touch upon a lot of different things and we don't know much. If you're a learner, it's a fascinating country to be in because you need to do a lot of different things.

Ben (00:52:40):

Great. Okay. And then we'll have a little fun section of overrated, underrated; just a couple of things that you might think about that. I'm going to start with a fun one. So overrated, underrated, Spanish food, or you could be more in particular and go Catalan food. But Spanish food, do you think it's underrated or overrated?

Nina (00:53:01):

Oh, it's underrated.

Ben (00:53:05):

Of course, you have a Catalan background.

Nina (00:53:08):

Absolutely. And the beauty of the products and the proudness of everyone-- You grow up cooking with your moms and your grandmas. That idea about going to the market and going to every stall and talking to everyone and then the fresh produced and the fish is fantastic. But there is a way around Catalan people-- and especially in Barcelona where the weather is so fantastic and everyone's is always outside standing up eating.

Ben (00:53:43):

Yeah. And does New Zealand have a similar market or food culture? My impression is not, but obviously it's got a lot of farming. But it doesn't have that kind of same history, or does it?

Nina (00:53:53):

No, but as I've learned is that New Zealand in the seventies was not necessarily a place that used olive oil, but it's really leap frogged. I think both New Zealand and Australia are countries with big influx of immigrants that have really shaped the culture and the food. So Auckland has an interesting eclectic; a group of restaurants and chefs and maybe a bit more. Spanish tend to really love the food so much that's when they do visit in New Zealand, you get a bit of a variety.

Ben (00:54:32):

Yeah. The upsides of globalization and immigration. Great. And a couple of others. Do you think artificial intelligence, AI, is going to be overrated, underrated, neutrally rated? Obviously, that's quite a big subject. But what do you think of AI?

Nina (00:54:49):

I'll be brief on that one. But I am hoping it is underrated and it will play a critical part in our lives. And obviously, technology is so important for the solutions that we support because we're trying to get them to very remote areas, and we're trying to do it cheaply and it needs to play a part. I mean, mobile money has been in Kenya since 2015, and data is getting cheaper. You can find forges in a village in Mali. So you need to really design for that type of future. Now, there is a ton of grants in the AI space and all I'm hoping is that it lands in the right hands because otherwise, it'd be such a waste. We have an organization called Digital Green, and it was a spinoff of Microsoft India.

It's really Rick Gandhi who runs it. It is a very unique individual that has the technical know-how, but also the understanding of what is the life of a farmer and what needs to happen. So he does believe that we still need a bit of fine tuning. But they have this library of 7,000 videos they think that if you can get a picture and say, "I'm a farmer in Pradesh and this is June." And then understand this is Chilies, then you could get some really good advice on the white flies in my chilies. So there's a lot of things. But again, AI, grant money in the right hands will be fantastic.

Ben (00:56:36):

Yeah. Huge potential. I think I agree. Obviously some risks, but I also sit on this side that I think the potential outweighs that, and really hoping that it continues to be underrated. Great. Okay. The last one here comes under the heading of billionaire philanthropy. So obviously in the philanthropy space, we kind of think we could deal with more funding. One of the critiques, I guess, is that maybe governments should be doing more and that billionaires are not pointing in necessarily the right direction for all of that. So, underrated, overrated, or any thoughts on billionaire philanthropy?

Nina (00:57:14):

Underrated all the way. There's always need for extensive checks with no strings attached and this is where this new one is coming in, which is fantastic. So a few have emerged in recent years, like the Audacious Project and the McKensey Scott, and our grantees have been the very lucky recipients of a lot of that. So we have seen firsthand on how an organization that is starving-- And starving is something that is changing in the views of funders, but we've heard it many times like, "Why do they need my money? They should be only working on three months of run rates." That's not how companies-- they don't waste money every three months. So you get these big grants and people have one or one year and a half of run rates, and that means that they can hire that fantastic CFO and invest in the systems and it has been game changing.

Ben (00:58:20):

Great. Yeah, I think everyone could probably afford to give more, at least in the rich nations. I definitely think it's been generally a net positive so I'm in agreement with you there. Great. So wrapping up with the last couple of questions. One would be current projects that you or Jasmine are working on, or any thoughts about current or future projects?

Nina (00:58:44):

Yeah, I think I've touched a bit in this conversation. But we have been operating for the last 15 years and we now have a team in place. We're trying to double down on our portfolio which is exciting, but also packaging our learnings for what we call the doors and the donors; the doors are the practitioners and the donors are the people that write the checks. And one of the things-- that we have done and do and can do that we can help philanthropists or they can skip a few steps. A lot of it is on the diligence and the criteria and all these things that we've discussed today. But on the other hand is how can we help the people outside of our portfolio? So that's what we are internally trying to discuss on what that looks like.

Ben (00:59:45):

Great. That's almost your own meta ability to scale the information and the work that you do to a larger audience which might have it.

Nina (00:59:55):

Yeah.

Ben (00:59:55):

Excellent. Then the last question would be, do you have any life advice? So this would be advice to people who either want to be social entrepreneurs or maybe want to be in philanthropy or any other observations you have had of being both in investment banking, have experience of Europe, experience of New York, experience of New Zealand. You have a great life experience. Anything you'd like to share with us?

Nina (01:00:26):

I'd say that span your twenties working really hard in this very high pressure environment and getting all the skill sets that you need; accounting, communications, analysis. Do it. That's when you should do it is in your twenties. So then when you're in your forties and fifties, you can choose to have those more meaningful roles. Like at adjustment, all of us wake up in the morning and say how privileged we are to be doing this kind of work and working on these incredibly interesting problems and these promises because it's so optimistic knowing that there are a lot of really good people making big changes. But we all have a sit because we've done a ton of work and I think it's what the social sector needs. You need people that have spent good chunk of their twenties and early thirties bringing this commercial skillset. We now have a team; an eclectic team. One comes from Venture Capital, the other one, Corporate Finance. We've just added someone that came from strategy. So I think that would be my advice; do that and then come to our sector.

Ben (01:01:57):

Yeah, that sounds like great advice. Sometimes I meet some young people and I think there is a mistake they think, "Oh, we finish university so our learning is over." But in some ways in many respects, it is just beginning. And the more skills you pick up earlier, particularly in your twenties, they compound. The ability to understand the cash flow of value should never go away. Then the more that you see them over ten, twenty, thirty years, the deeper understanding that you have. So the skills you pick up, definitely really valuable.

Nina (01:02:32):

Yeah.

Ben (01:0233):

Great. So on that, Nina, thank you very much. Please do check out Jasmine for people listening on.

Nina (01:02:41):

Thanks, Ben. It has been a pleasure.




Qs for me.

Can cut anything.



I am super excited to be speaking to Nina Gené. Nina Gené is CEO of Jasmine Social Investments, a private foundation in New Zealand that funds high-performance social ventures solving big problems in the poorest geographies. Nina welcome.


About Jasmine

  • Jasmine funds social ventures. How did Jasmine come about, and how did you come to Jasmine?

  • What does venture philanthropy mean to you? And how do you define "impact"?

  • How do you identify opportunities? What criteria do you use?  What do you think about themes? Are SDGs helpful? 

  • What’s your philosophy, and how do you assess potential investments 

  • What do people most misunderstand the way Jasmine invests and funds? Do you view this as a view of  impact investing? Or how does impact investing fit into your strategy?

  • You give help and challenge to your investee companies - this much like some VC - how does that work?

  • How do you measure and track the impact of your investments?  Is measurement overrated/underrated?  What do you think incentives 

  • What are some of the biggest challenges?

  • Where do you see the greatest opportunities for investments going forward?

  • Tell me about some of your investees.

  • How important is an organisation's ability to scale?

  • Is funding the bottleneck for social investing or where do you see the hurdles?

  • For organisations thinking about applying to you, what would you suggest they think about?



Working in the Social/NZ sector

  • Are there advantages/disadvantages to being based in New Zealand?

  • How influential is the culture of an organisation?

  • What advice would you give to someone wanting to become an impact investor  / be involved in philanthropy ? And also, social entrepreneur start-ups?

Other types of investing

What do you think of effective altruism?


Wrapping Up:

  • Underrated / Overrated: AI, Existential risk, Billionaire philanthropy; NZ’s living budget

  • Current projects 

  • Life advice 





Hi Nina - Thanks once again for coming on the podcast. First, to repeat, this is not meant to be “challenging” - it’s trying to get the best ideas and versions of what you have to say.


So if you end up thinking you don’t like an answer, let me know later or at the time and we will edit it out.


I’m also hoping to have more of a conversation, so we won’t necessarily get to all these questions. But these are the type of areas I am interested in:



What does impact investing mean to you? And how do you define "impact"?


How do you identify impact investment opportunities? What criteria do you use?  Do you think about themes ? Are SDGs helpful ? 


What’s your philosophy and how do you  assess potential investments ?


What do people most misunderstand about this type of investing ?


You give help and challenge to your investee companies - this much like some VC - how does that work ?


How do you measure and track the  impact of your investments?  Is measurement over rated / under rated 


What are some of the biggest challenges?


Where do you see the greatest opportunities for impact investment going forward?


Tell me about some of your investee companies ?


How important is an organization's ability to scale ?


Jeremy Grantham has suggested that for profit VC might also be impactful and despite giving a lot to philanthropy also argued there might be more opportunity in VC.   Is funding the bottle neck for impact investing or where do you see the hurdles ?


For organizations thinking about applying to you, what would you suggest they think about ?


(Is your job opening still open, if so I can ask about what it might to work on your team) 


Are there advantages / disadvantages to being based in New  Zealand ?


How important is the culture of an organization ? 



We might play Under rated / Over rated 

-AI

-Existential risk 

-Billionaire philanthropy



What advice would you give to someone wanting to become an impact investor? And also social entrepreneur start-ups?


Finish any comments on:


Current projects 


Life advice 


Thanks again, Ben



*


 Nima Gene.Nina joined Jasmine Social Investments in 2007 with the responsibility to identify prospective investments, support partner organisations and collaborate with a network of social investors. Nina Gené is CEO of Jasmine Social Investments, a private foundation in New Zealand that funds high-performance social ventures solving big problems in the poorest geographies. Nina’s role is to evaluate opportunities (grants, debt, and equity), advise portfolio organizations, and collaborate with a network of social investors. 



Price is what you pay. Value is what you get.

I like aphorisms. When you dwell on them the best ones make you think about all sorts of ideas. The vague ones can inspire critical thinking. Plus they are short. Some are twee but even the tired ones are tired because they’ve held some element of truth for so long. I collected and devised many of mine own in a small book a few years ago. Now, I am dwelling again on investment type aphorisms as applied to life.


I have:


Every stock has a price. Not every stock has value.


Oscar Wilde wrote: (In Lady Windemere’s Fan via Lord Darlington):

a cynic was ‘a man who knows the price of everything and the value of nothing.‘ :


Warren Buffet wrote: 

Price is what you pay. Value is what you get


Philip Fisher: 

“The stock market is filled with individuals who know the price of everything, but the value of nothing.”


The price part seems obvious. There is a listed price for assets or products and you pay that and receive the item or share.


The value part fits on two ideas. One idea is “intrinsic value”.  In an investing context, the idea is that price and value are not always equivalent. There are times when the price you pay is less than the value you receive (a bargain), and other times when the price is much more than the value.  Investors looks for opportunities where they believe the intrinsic value of a stock (what you get) is greater than its current market price (what you pay). 


This idea is applicable in life beyond investing. You pay a high price for a luxury item, but if it doesn't bring you proportional happiness or utility. Conversely, some experiences or items might be low or free in price but offer enormous value in terms of enjoyment, knowledge, or emotional well-being. This can be particularly true for experiences where there is evidence the memory value of experiences is high.


Applying this to life events


**Understanding the value, not just the price**: In life, we often mistake the price of something for its value. Price is what you pay, while value is what you get. For instance, spending time with loved ones, cultivating deep relationships, maintaining good health, or investing in personal growth may not have a monetary price tag attached, but their value is immense. Conversely, some things might be expensive but bring little lasting happiness or fulfillment, proving not to be valuable in the long run.


 **Looking beyond the surface**: Just as the stock price doesn't tell the whole story about a company's value, people's outward appearances or the immediate impressions they make don't fully represent their value. This can apply to judging people based on their looks, wealth, or social status, instead of their character, actions, or potential. Make informed decisions. In life there is importance in making decisions based on thorough understanding, not just superficial appearances. 


**Long-term versus short-term perspective**: In the stock market, some traders might focus on short-term price movements, while overlooking the long-term fundamental value. Similarly, in life, it's easy to get caught up in immediate pleasures, distractions, or short-term gains, while losing sight of long-term goals, values, or the bigger picture of what truly matters.



 **Don't follow the crowd**: The stock market can be influenced by herd mentality, where people buy or sell based on what others are doing, without considering the intrinsic value of the investment. Similarly, in life, it can be tempting to follow trends, or do what others are doing, without considering whether it's truly valuable or suitable for you. It's important to think independently and make decisions based on your own values and circumstances.


Caveats to note:

While the advice in the aphorism is generally sound, there are a few caveats and critiques to consider.


1. **Subjectivity of Value**: The aphorism implies that there's an objective, underlying value to things (or people, or life experiences) that one should understand. However, value is often subjective and can vary greatly from one person to another based on their personal tastes, needs, values, or circumstances. What's valuable to one person might not be valuable to another. Therefore, it's important to understand that each person has to determine what's valuable to them based on their own criteria.


2. **Practical Constraints**: While it's ideal to make decisions based on a deep understanding of their underlying value, this is not always practical or possible. Gathering and analyzing all the relevant information to fully understand the value of something can take a lot of time and effort, which might not be feasible in all situations. Sometimes, one has to make decisions based on limited information or time constraints. 


3. **The Role of Emotion**: The aphorism suggests a rational, analytical approach to making decisions, which is certainly important. However, emotions also play a significant role in our decisions and can't be ignored. Sometimes, something might not seem valuable based on a rational analysis, but it brings emotional satisfaction or aligns with one's passions, which can make it valuable in a different sense. 


4. **Changing Value over Time**: The value of things can change over time as circumstances change, new information becomes available, or people grow and evolve. Therefore, even if one understands the value of something at a given moment, this understanding might not remain accurate in the future. 


5. **Risk and Uncertainty**: Even with a deep understanding of the underlying value of something, there's always a degree of risk and uncertainty involved in decisions, whether in investing or in life. There are always factors that are out of one's control or unpredictable events that can occur. Therefore, even the best-informed decisions can lead to unexpected outcomes.


Hedge Fund Carbon Accounting

How should short selling account for carbon? Does selling short impact cost of capital or engagement ? My friend Jason Mitchell discusses various views and in particular how regulators have started to think about carbon accounting with hedge funds.

We started talking about this in a podcast a while ago (link end), and you can now read some collected thoughts in the paper which is now publicly available.

Summary:
- Sustainable finance regulation has largely overlooked alternatives, particularly hedge funds, given the greater complexity of strategies and asset classes. However, regulators are now expanding their scope to recognize the role that hedge funds can play in #sustainable finance.

- The role of short selling in sustainable finance, especially in a net zero context, has been increasingly discussed and debated among regulators, market participants, investor initiatives, investor trade organizations, and #ESG data providers. There is a concern that hedge funds may, intentionally or unintentionally, employ short selling to misrepresent their real-world impact, which is distinct from exposure to financial risk.

- Short selling can affect the cost of capital and engagement as channels of influence on corporate behavior. However, there are nuances that should be considered, namely the efficacy of short selling among different asset classes to affect the cost of capital, the time-varying aspect of short selling, and the limitations that short sellers face when engaging corporates.

- UK, US, and EU regulators have each signaled their leaning in different manners. The EU, as the regulator with the most mature regulatory framework, appears to establish a compromise that balances safeguards against greenwashing with the mechanics of portfolio management and reporting.

Download paper here.

Podcast with Jason here.