Thursday, September 17, 2026

@HaydenCapital Jan 17

Fred Liu on X

#Southeast Asia Logistics Where there used to be dozens of players, now there's just two that matter - Shopee Express, and J&T (>60% combined market share). In a high fixed cost business, Scale > Order Density (across both Geography x Time) > Lowest Cost per Parcel = Competitive Moat. Parcel delivery cost has declined -45% over 4 years. h/t @momentumasia. $SE $1519.HK

@petition Jan 7

💥PETITION💥 on X

Continuation vehicles were a big thing in '25 as many private equity firms struggled to find exits for portcos. But they're not new. In '21, Platinum Equity dumped its portco United Site Services into a CV invested in by Fortress, $ARES & $BX. How'd that turn out? Well, sheeyit.

@MultiplesCap Dec 10

Multiples Capital on X

1 oz of Silver > 1 barrel of Oil $SLV $SIL

@LaughingH20Cap Dec 7 2 clicks

Laughing Water Capital on X

@UnHedgedChatter @InvestSpecial @Wexboy_Value $AS, owner of Arc'teryx & 9 other brands trades at more than 3x sales. $CLAR, which would fit perfectly into AS's portfolio trades at less than 0.5x sales and is exploring strategic alts. 🤷‍♂️

@MultiplesCap Nov 23

Multiples Capital on X

Thinking more about this, the timing feels increasingly closer: The market concentration is extreme: Mag 7 + $AVGO sits at a combined market cap of $18 Trillion. Contrast that with the entire Mid/Small-Cap universe: S&P 400 (Mid): $3T $MDY S&P 600 (Small): $1.4T $IJR Russell 2000: $2.8T $IWM A 10% shift in allocation ($1.8T) from Big Tech could easily double the market cap of these mid/small-cap indexes. It's not a new insight, but with growing AI bubble nervousness in market participants and rising FED rate cut expectations extending into 2026, the potential for this capital shift is getting compelling. #GreatRotation #SmallCaps #MidCaps #MarketTiming

@HaydenCapital Nov 15

Fred Liu on X

It feels like Bromberg might be able to turn-around the Unity story after-all. Was impressed with his admission of Unity's prior mistakes, and fact is, the new Vector product is working. Also I wasn't aware of the long-relationship between JR and Bromberg. In these turn-around situations, it always seems to work better when the new guy is familiar / trusted, instead of a complete outsider without buy-in from management or the team. Curious to see how this unfolds... $U https://t.co/u9ntzroZnR ** So, as part of the runtime fee, you raised prices right off the bat. So, you gave them what they wanted right away. MB: Yes. But as you think about the business going forward, I mentioned before the fundamental tension does still exist. We don’t have smartphones growing at the rate they were, where you’re basically surfing this secular wave. You are delivering ongoing value, every time these games are run, 80% of games or whatever it is, they’re running on a Unity Runtime, which you’re not benefiting from. At the same time, it is zero marginal cost software, it’s not like it’s costing you for it to run. That’s running on the phone, on someone else’s power and whatever it might be. So what’s the solution going forward? What was the confidence that Unity was lacking that you think they can deliver, that they weren’t previously? MB: It is my view and I think it’s now really the whole company’s view, that there are other areas of massive upside in our business, and I’ll give you a few examples. The first and most important one is our advertising business. So, the real challenge coming into Unity, by the way, coming in, and this also goes back to the runtime fee, is nobody can figure out how the advertising business and the game creation business were connected to one another. Beyond the fact that you had the customer like, “Hey, click this button over here and sign up for ads”. MB: Yeah, but there were often different people inside the same customers. So, there’s the developer and then the person buying an ad, maybe they’re not even the same person. And by the way, we had done an acquisition and so we had two different groups of people doing this and when I first started, the investors would always ask me, “Shouldn’t you just split these things up? What do they even have to do with one another?”, and in many ways that core question was also one of the drivers of the runtime idea, because the idea was no, no, no, the connection is going to be in the business model, not in the product. So because what we’re going to do is we’re going to raise prices so substantially, but we’re going to say, “Hey, you don’t have to pay that if you buy advertising from us”. Yep, that’s right. MB: So, actually we’re like, “Hey, we’re going to make sense of this acquisition we’ve done”, we’re going to make sense of these business units that aren’t integrated, by creating a business model which unites them. But also, sadly flies in the face of what customers want and articulates no additional product value so that’s just a bundling, which just feels like you’re jamming something down my throat that I don’t want. If our advertising product was more effective and more efficient, people would use it on their own. What did AppLovin get right? Because this is sort of the period ATT comes along, Unity laughs at it, “Not a big deal, doesn’t impact our business” — turns out it did impact your business. Meanwhile, AppLovin comes along, acquires MoPub, just starts really crushing it, obliterating you in particular. What did they figure out that you didn’t? And how are you going to compete with them going forward? MB: Yeah, we missed a cycle of technology investment. While we were integrating acquisitions, while we were thinking about business models and ways of getting folks to buy more advertising by bundling products, they were building a completely new machine learning stack that was fundamentally more effective and efficient than the one we were operating on. We were on a old style algorithmic ML, really not even a deeply ML stack. Much more deterministic. MB: Yeah, they were moving to neural nets and into the future. Which was the way you had to deal with ATT, was you were losing that deterministic signal, so you had to be in a probabilistic world. MB: That’s correct. And so, that’s the thing you should be up all day and night thinking about. Not movie effects. MB: Yeah, exactly. Or, “Hey, my ad business is fundamentally uncompetitive, how can I strong arm customers into buying more of it?”, the answer is the product’s uncompetitive. How do I make the product competitive? Once the product is competitive, we have all sorts of opportunities and that’s what I mean about getting out of the box. And so, what we did was we built a modern self-learning neural net system from scratch, with some of the best engineers in the world, called Vector AI, and we launched it and it had an immediate, and market positive, impact in our business. You’ve talked about using Vector AI to basically incorporate gameplay into understanding the target. How does that work? MB: Yeah. So, the part one of this was, “Hey, let’s be fundamentally more competitive on our ad business”. Part two is, how do you think through, as you mentioned, those real connections between advertising, game creation, and the runtime? What actually connects those things? And what connects those things is the need to have a really deep and clear understanding of the gaming consumer, because that sits inside how you succeed in all phases of the game business. Whether you’re prototyping a new game, and want to understand how people are behaving in that game, and what’s engaging them, and what’s causing them to transact, and what’s causing them to quit, and what’s causing them to make friends, all that is a data challenge. How do I interpret data which we can have access to through the runtime, as a way of better understanding how to build a game? And then when I’m operating in live service, how do I use that same connection to consumer understanding to optimize my live service?

@HaydenCapital Oct 21

Fred Liu on X

Forrest's latest memo echoes his recent podcast interview - belief that the AI platform-shift has created a window of opportunity. For Sea Ltd $SE to be a $1TN company, if they play their cards right. https://t.co/s9IiqSfd4w https://t.co/Q5AEMfnl7P https://t.co/EYgD8uK51z

@MultiplesCap Sep 16

Multiples Capital on X

Poland picks BAE Systems to boost artillery production, with the goal to produce 200K rounds of 155mm caliber per year from 30K today. Defense spending is as major theme as countries look at boosting their own military capabilities. Long $BAESY (not an investment advice) https://t.co/iOiWIbjzFH