I had the good fortune, while in LA, to have lunch recently with James Zukin. Jim is one of the name partners of the premier middle-market investment bank in the US, Houlihan Lokey Howard & Zukin. Jim and his partners were so far ahead of the curve, in spotting market opportunities, that they had to wait years for the curve even to appear behind them.
Over lunch, Jim explained how the firm stayed clear of Wall Street, both literally and figuratively, locating its headquarters in Los Angeles, and making the astute strategic decision to build a highly-focused and well-differentiated fee-based investment banking franchise, rather than an â€œall-purpose financial supermarketâ€ that mixes advisory work with proprietary trading, market-making and IPO underwriting. We all know now how that supermarket model holds up over a full cycle: it doesnâ€™t. The biggest of that breed, Merrill Lynch, sold out to Bank of America, and two other titans, Bear Sterns and Lehman Brothers, are both kaput.
Meantime, Houlihan Lokey (â€œHLâ€) has built and sustained a very successful business based first on providing fairness opinions and other valuation work, and then built up its lucrative practice advising on restructuring and M&A, and doing private placements. Even in dire financial times like now, HL continues to perform, doing solid, high-quality work a range of middle-market and SMB clients. HL again ranked as the number one firm in M&A advisory work in 2008 in deals of $2 billion or less, beating out Credit Suisse, Goldman Sachs, and others.
The race is won by the smart and focused, not the “supermarketized”.
Jim Zukin, no surprise, is the embodiment of the strategic qualities that have made his firm a consistent, anomalous success. A self-described â€œoutsiderâ€, he is by turns smart, charming, witty and modest. (Like me, he also likes a good burger.)
We met to talk about China, where Jim has personally spearheaded HLâ€™s activities over the last few years, traveling back and forth frequently from LA, and opening offices in Beijing and Hong Kong. He speaks with palpable joy when discussing his visits to China. His workload at home in the US means fewer trips to China now, but he still refers to China, with heartfelt passion, as his â€œmistress.â€ Itâ€™s a description Iâ€™ve now shamelessly lifted from him, to describe my own long-term, requited love affair with China.
Jim Zukin is the one remaining â€œname partnerâ€ of Houlihan Lokey Howard & Zukin. He remains the chairman of Houlihan Lokey Asia. Thatâ€™s a concrete sign of the companyâ€™s commitment to build a dynamic and durable business there.
HL has built a solid platform for growth in China. Its areas of expertise â€“ and entrepreneurial outlook â€“ position it well there. I know from my own experience that there is a sizable opportunity, to cite one example, to provide financial opinion, M&A and restructuring advisory work to the leading international PE firms active in China.
I have every reason to expect HL to succeed in China, with the same sort of approach that has worked so well for the firm in the US. How do they do it? Simple: Donâ€™t run with the herd. Run with a better map.