Looking Up to Warren Buffett

IT OFTEN SEEMS like every hedge-fund manager is reading from the same playbook about how to look, work and behave. Neatly pressed khakis; thumbs glued to a BlackBerry; slick digs in Greenwich or Manhattan staffed by number-crunching research drones. But apparently, Mohnish Pabrai never got his copy. He wears shorts to his Southern California office, keeps e-mail to a minimum and almost never misses his 4 p.m. nap. And forget goosing returns with fancy computer models or using complex derivatives: Pabrai doesn't even sell stocks short.

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About the only thing slick about this 43-year-old investor is his market-trouncing track record — annualized returns of nearly 25% since he set up shop in 1999, enough to earn him a growing cult following. His "secret"? Probably the most documented investment strategy around — a bare-bones, Warren Buffett style of stock picking. While that description may inspire yawns — sometimes it seems like everybody claims to be a Buffett disciple — Pabrai takes it to an extreme. His office houses an impressive Buffett mini-museum: a wall covered with photos and articles he's amassed over the years. He recently dropped a stunning $650,100 at a charity auction for the privilege of just one lunch with the Berkshire Hathaway guru. Even his minimalist approach to e-mail mirrors the Buffett philosophy of avoiding distractions. And his track record is more than Warren-worthy: A $100,000 investment in his flagship Pabrai Investment Fund 2 in June 2001 would have been worth $465,200 at the end of 2007; the same amount invested in the Dow, only $145,500.

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SM: What are some other mistakes investors make?

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MP: Using the market to tell you what a business is worth. If a stock goes from $10 to $3, most people freak out and sell out. You have to have your own internal yardstick. Sell to the market when the price is higher than what you think the business is worth, and buy when the price is lower. Another problem is that our brains are very poorly evolved to deal with the stock market.
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SM: How so?

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MP: Our brains are in sync with the speed at which the market is moving and totally out of sync with the speed at which a business is moving. It seems obvious: The market is repricing a company's stock very quickly. I can process very quickly; therefore, I make decisions based on that. You have to learn to dramatically slow your brain, which is very hard for most people. The reality is that you should make decisions based on how that business is changing, and that's a very slow process.

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SM: What stocks do you like now?
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MP: Pinnacle Airlines. Depending on how things work out, it's anywhere from a double to five or six times return in the next two or three years.
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SM: An airline?
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MP: It's a regional jet company. The large airlines, like Northwest and Delta, outsource the small planes to Pinnacle. Many of the reasons why airlines are so terrible — load factors, price wars — don't matter. The revenue is the same whether there is one passenger or the plane is full and whether Northwest charges $200 or $2,000 round-trip. The contracts are long-term, usually 10 years, and will hold up in the event of a merger. So you can estimate what their cash flows will be many years into the future.
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SM: What's the investment case?
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MP: Pinnacle has more than $10 a share in cash on the balance sheet. In the next few years, free cash flow will be $3 to $6 a share, depending on how much more business they get. With a simple 10 or 15 multiple on those numbers, you end up with $30.
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SM: Why are the shares so cheap?
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MP: One overhang is that they have a past-due contract with pilots. But not a lot of Wall Street analysts follow Pinnacle, and the business itself is changing. The evolution away from hub-and-spoke and toward more nonstop flights is driving demand for their services. When you connect one small city to another directly, you aren't going to run a jumbo or a 737.

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Book: The Dhandho Investor: The Low - Risk Value Method to High Returns by Mohnish Pabrai