(Above, one of my Orvis rod cases ready to go to Wyoming with me very soon.)
I WROTE MY LAST WEEK after the death of LEIGH PERKINS, for years head of Orvis. Today John Tamny writes about Leigh from a private equity perspective.
Leigh Perkins died last month. Most reading this likely weren’t aware
of his passing, or who he was for that matter. But his story has broad
relevance in consideration of the times in which we live.
About Perkins, his New York Times obituary
noted that he “built Orvis from a modest mail-order fishing tackle shop
in Manchester, Vt., into one of America’s largest and most distinctive
sporting lifestyle brands.” Not a bad legacy.
What’s important about it for the purposes of this piece is that
Perkins wasn’t the founder of Orvis. In reality, the company’s origins
date back to the 19th century; 1856 to be exact. That was the
year that Charles F. Orvis founded his eponymous business; one that was
“sending out catalogs before the Civil War and predated Sears, Roebuck
by more than 20 years.”
In reality, Perkins didn’t come into the Orvis picture until 1965. At
the time, the company had 20 employees and $500,000 in annual sales.
Perkins bought the owners out for $400,000, only to start building what
wasn’t very well known. When he retired in 1992, he oversaw 700
employees and $90 million in annual sales. Again, not a bad legacy.
And it’s a legacy that says something much greater about the genius of private equity in particular. Class warriors like Oren Cass claim that private equity
investors add little value to their own financial backers or the
companies they invest in, which on its own is a ludicrous presumption.
Back to reason, if private equity funds
weren’t generating returns, they quite simply wouldn’t have investors.
Market forces have a tendency to put out to pasture that which doesn’t
produce in the marketplace. Put another way, private equity giant
Blackstone has become a financial behemoth not because it doesn’t
generate desirable returns for the money behind its funds, but because
it does.
As for the companies invested in, Cass is implicitly saying people
don't matter. That management doesn't matter. That vision and execution
don't matter. By Cass's logic, Alabama should never have hired Nick
Saban. Cass’s reasoning implies that economic growth isn’t enhanced when
wealth migrates to more skillful hands. If he's correct, stasis is the
best economic outcome of all whereby what we call “money” sits still
precisely because wealth isn’t moving. It’s actually a perfect scenario
for Cass when we stop and remember his intense nostalgia for the past,
and the jobs that individuals used to do in the past.
But for those of us yearning for what’s ahead, thank goodness for private equity investors,
and for people like the late Perkins more broadly. Not of the view that
the present is the frontier of progress, or that the past is something
to aspire to, they set about relentlessly creating a much better future.
Perkins sensed that what had lineage, but that was also stodgy, had
grand potential. And he proved it. The Orvis that was once unknown very
much became a known brand and a staple of brick & mortar retail on
his watch.
What Perkins achieved with Orvis is what private equity firms
set out to do each day. Sometimes they see potential in businesses that
are at death’s proverbial door, or sometimes they see possibilities in
companies that, while operating in profitable fashion, are stagnating.
Sometimes private equity firms
sense that the various assets of a certain company would be better,
more profitably managed if in the hands of numerous owners, and
sometimes they see the chance to expand on the already massive
achievements of existing owners.
Regardless of what these investors foresee, what they’re doing is no
easy feat. If the future is opaque, the commercial future most certainly
is. Not terribly long ago we hailed cabs in which we tapped away on
Blackberry phones. How things change. How rapidly they change. When private equity investors
put wealth to work, they’re making incredibly risky assumptions about
what commerce will look like in the months, years and decades ahead.
This is certainly no easy feat. Consider once again the semi-smartphones
we used to communicate on, not to mention the cost of medallions in the
taxis that used to very unreliably move us from point A to point B.
It’s all a reminder that when politicians and media pundits rant
about the “preferential” tax treatment for “carried interest” earned by
investors in the private equity space,
that they know not of what they speak. Their disdain for lighter tax
treatment on this “income” implies that it’s just that: income. Except
that it isn’t.
Income is salary. It’s what we agree on with an employer ahead of time. In a limited sense, it’s guaranteed.
On the other hand, “carried interest” is the opposite of guaranteed. It’s a return on investment that private equity investors earn after their
capital commitments have proven wise in aggregate, and after they’ve
cleared a return “hurdle” agreed to with their investors ahead of time.
In short, carried interest is a reward for successful investing, a
reward for the movement of precious wealth to higher uses, when the
movement of same is anything but a sure thing.
If we’re being at all reasonable, the only logical tax on carried interest is zero.
Why on earth would we design the tax code to penalize successful
investing, and for that matter why would the tax code penalize investing
at all? Investing is what produces essential information without which
there’s no progress.
Back to Perkins, his courageous investment in a little-known retailer
over fifty years ago was in many ways the model for a happy explosion
in private-equity investing
that’s taken place since. Instead of sitting on their hands, these
investors are energetically reshaping commerce for the much better with
their bold capital commitments. Rather than demonize private equity,
we should cheer the progress that it personifies with an eye on
reworking the tax code in order to encourage more of what’s mindlessly
penalized.
John
Tamny is editor of RealClearMarkets, Vice President at FreedomWorks,
and a senior economic adviser to Applied Finance Advisors (www.appliedfinance.com). His new book is titled When Politicians Panicked: The New Coronavirus, Expert Opinion, and a Tragic Lapse of Reason. Other books by Tamny include They're Both Wrong: A Policy Guide for America's Frustrated Independent Thinkers, The End of Work, about the exciting growth of jobs more and more of us love, Who Needs the Fed? and Popular Economics. He can be reached at jtamny@realclearmarkets.com.