More details are emerging about the $6 billion loss at the hedge fund Amaranth Advisors - the fund's founder, Nick Maounis, told investors on Friday that they were pulling out of the energy sector altogether, and blamed unexpected volatility and a lack of liquidity in the natural gas derivatives market for the disaster.
Macroeconomist Brad Seltser makes the point that saying "we lost money because the markets were more volatile this year than any year since 2001" is not very impressive - 2001 wasn't that long ago, after all.
And California-based academic J. Bradford DeLong praises Blackstone Capital for becoming sufficiently worried by Amaranth's energy successes to pull out of the fund before the smash came. Amaranth's energy trading, led by its Calgary-based desk head Brian Hunter, had been impressive - $1.26 billion profit in 2005, and $2.17 billion in the first eight months of 2006.
No doubt pension fund managers are now assessing the damage that the high-performing fund's troubles are having on their own portfolios, but the more important message is the one Amaranth sends to the rest of the risk management community. Maounis told his investors - and there is no reason not to believe him - that the fund had adequate risk management procedures, including stress testing, in place. Blackstone aside, the world's top financial players - Credit Suisse and Morgan Stanley among them - looked at Amaranth and liked what they saw. And yet Amaranth's position was terribly fragile.
Was it simply a question of a trader operating (from Calgary, thousands of miles from Amaranth's Connecticut base) without sufficient supervision? Or is Amaranth the sign that the cutting edge of risk management technology is still not good enough to handle the risks that some investors take?
Discuss Amaranth on the Risk Forum.