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I find little elements of kindness in every day, because I think that sometimes change happens in small doses rather in large ones. So we've talked about some of the big picture and some of the thematic issues in environmental and social space. Something you said there sort of sparked to thought. Why do you like doing what you do? Pilar, thank you so much for joining us on the podcast today.
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But I think part of the challenge to be honest is that it is relatively for management teams, for treasuries around the world, for different departments in areas that need to issue, I think fixed income plays a huge role, even sometimes more than equities, because everybody needs financing through the lending channel. I mean, I think we're all on a journey, right? I want to ask you, very early in my career, I was pointed to Michael Mauboussin's book, or at least chapter, on Why Zebras Don't Get Ulcers, which actually came from the Santa Fe Institute. And it's such a clear example of, again, like you said, a company that's been committed and doing that and now reaping the reward of maintaining an edge over an extended period of time. We brought it to our board, it's really good to hear the voice of your major investors that this is, you know, we've had it on the agenda. So maybe a question before we get into materiality is how do you look to build sort of an analytical edge of some of those topics that can be inherently really intangible or hard to fully quantify? So you talked about, in terms of analyzing companies with moats, is a sort of sustainability moat. I find mfs like you really interesting facts. Ended up here to really develop the global fixed income strategies, as well as the credit strategies and also grow the fixed income platform outside of North America, which are the things that I've been focused on over the last almost 10 years. I think that our role as fixed income investors is really to distill the noise from the essence of what really you're looking for. But in the long run, it absolutely does matter. Ross Cartwright: Dave has really been fascinating. Keep that in essence, in life and in work. It was a short speech, but very powerful, just to bring back again, the essence of the main changes that we've had in societies.
So you know, whether it's a first derivative or a secondary derivative impact, climate really has its tentacles across all industries. And it's really helpful to have to lay out our framework so that they also can understand, okay, where does this sit in terms of priorities for our various shareholders? I think that obviously having the excellence of our equity investment team, as well as some of the quant frameworks that we're always developing, really help support a lot of their pieces in fixed income. 'me shit wish could put u on but its really a personal vibe u know. They managed to convince me to go down to that trading floor and fell in love with the enormous amount of opportunities to make money in the asset class. There was something that Pilar talked about which I really appreciated, which was this idea of the whole being more than the sum of its parts. We Found Zack Fox's Top Secret Lemon Pepper Wing Spot, Should We Blow Up The Spot. Being able to assess in a portfolio, what are your hors d'oeuvres and what are your stews is really important because the two of them make the menu. The top four players representing two thirds of the market now.
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Within, I think, investing, but also in business more generally, there is this kind of obsession around quarterly reporting and quarterly results. You said some of your formative years were spent at Lehman Brothers, which I'm sure was a bit of a roller coaster ride. Are there nuances by region or asset class that you regularly think about? Thank you for sharing that. There's a series of industry deals over the last 20 years, which has moved the competitive landscape from six key global players to really just three major global players today. That takes a lot of courage, frankly, because you are going against the grain on many occasions. I find mfs like you really interesting and funny. Yeah, I think both of those are key points that you raised there in relation to teams, but I really like the work that the Thinking Ahead Institute did around super teams. The dog started getting training and suddenly the training stopped because the person couldn't come anymore. I think I fell in love with the complexity of it. Nicole Zatlyn: Yeah, I think that probably the biggest one, especially with the benefit of hindsight, is that you know, whether or not we protect what we have here on this earth, or we go ahead and destroy it completely depends on who was setting strategy. I was like, "I'm well on this journey. And this is where there's different philosophies, I think in terms of science-based targets and net-zero, where there is still you know a lot of work to be done, frankly, in terms of you're back to that, you know, what we still need to see happen so for the whole planet, we can get to a much different place with our emissions. An analogy with the scalpel would be the amount of work we're doing in engagement with companies to understand if they are relying on natural gas, which frankly they have to for some time, that they're also really innovating and advocating and working directly to look into long-term battery storage, which would be a solution, into utilizing hydrogen for gas turbines for peaking capacity, into carbon sequestration for natural gas. So when we ask a question about sustainability, it's not for the sake of just sustainability itself.
These are products and solutions that are going into electrical systems for buildings, whether it be commercial or residential. But not really on fixed income. And this is our work. Vish Hindocha: Yeah, definitely. Speaker 6: Might be different. But again, does that temptation ever come in to look at some of the controversies and look the other way? Pooja Daftary: I think that, yes, systems thinking is important, but you have to understand all the different components in that system. I find mfs like you really interesting people. I feel like every day that I come to work, I'm helping somebody retire with dignity, and somebody who's worked long hours be able to enjoy their savings. I think one of the things as we grow the fixed income platform, really where you do have these unique asset classes that require expertise within those asset classes is to be able to find any and every occasion for those teams to get together and to be able to share views. Investment decisions in fixed income are similar. Availability of products is also very important. Pilar, just before we dive deep into sustainability and fixed income, I'd love to learn a little bit more about you, or share more with our listeners about you.
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So we get to net zero by 2050 and ideally earlier. I wonder if just to take that maybe a layer deeper, like in some of your own experiences, either with companies or through the work of that team, maybe could you just talk about, like how that's helped frame up some of these dialogues with the companies that we own, MFS, to talk about that Disclose, Plan, Act framework in action, if you like? As you spoke about material elements of ESG or how we distill signal from noise, is there anything that you think has evolved in the last few years for you in terms of how you think maybe about the E and the S factors? I would love that to be true. And I am constantly pointing people to the articles, to the research that is coming out of the Santa Fe Institute. It's not been that many episodes, and we've definitely got really good feedback. A couple of different examples that I was thinking about where it might just be chasing short-term quarterly financial performance. A piece of work that we talk about a lot is in behavioral psychology and using some of the learnings and the applications there to think about what will it take to actually move the needle on some of these issues, and how will the real economy actually evolve, be it on the net zero transition or how it thinks about human rights or inequality. But in the short term, it's absolutely a test. And as we talked about earlier, valuation is an important component of the overall strategy. And so it definitely wasn't a clear linear path, but one I'm incredibly grateful for, and that really has become just something I am so passionate about, about how we can create change through the financial markets.
Nicole Zatlyn: If I can take that in two parts. And it comes back to this idea that we are long-term investors. Because it's an industry where you're managing people's money, you have to be very thoughtful. And importantly, the portfolio is still at risk of the systemic risk of climate change, right? We spend a lot of our time trying to understand what gives the company its competitive advantage and enables pricing power, and then we're continuously testing those views to ensure that it remains durable. And if you do have any questions that you'd like us to cover, please get in touch by emailing us at. With a corporate, it might be to help them manage a material ESG risk or opportunity whereas with sovereigns, given that we know that there's limited agency, it might be to instead learn more so as that we get a better, clearer idea of how we want to value that security. And that's both in these nascent technologies that we talked about earlier, but also in many of the areas that are right in front of us today. Again, I think one of the things that's so great about MFS, wherever this stock is domiciled, it's not usually where they have all of their business.
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You need people that are resilient, that have grit and that can adapt to change, because the world is changing quite quickly. That's the end of episode seven. It's a journey, and I think we're getting better and better at asking those questions. That was, again, a very interesting book that it's always like word of mouth, has been recommended to me and then I've recommended to others. No forecast can be guaranteed. The strength of institutions, the rule of law, regulation, et cetera. And I carried that through in terms of our communication, our reporting, as well as some of the tools and tactics that we've used in the kind of corporate sphere as well. So really what we're looking for is companies that are durable and resilient businesses. So you want to get there much earlier before they have, you know, the crisis situation. What is pricing power and why does it matter? Brands specifically, I guess, is a big part of that. Or do you keep going back to the watering hole of that courage of conviction to keep looking at some of those names that yes, there may have been controversies in the past, but actually we can see that there's a direction of travel or there's potential upside if that business starts to move in the right direction on some of these factors? But I really loved how Pooja spoke to how you can think about systems thinking from both of top-down and the bottom-up perspective, and it's the marriage of the two, which is where some of the magic really lives in our fundamental process. I did a degree in law and another degree in economics to figure out which one of those two paths I wanted to follow.
So a couple of examples I think that Mahesh gave were under engagement. We believe in the way in which we approach core problems and what our mission is. "