Question everything.
That philosophy helped Graham Wong guide Thrivent Mid Cap Value Fund (TMCVX) through the ups and downs of the first four years of the Fund’s inception in March 2020—just as COVID-19 was set to explode across the globe.
Wong’s search for truth has evolved from years of witnessing overzealous projections, errant consensus opinions and outright corporate fraud. He entered the investment industry at the height of the dot-com crash of the early 2000’s when Enron and WorldCom both collapsed like a house of cards.
“I’m naturally optimistic,” said Wong, “and I want to believe that people are honest, but going through the dot-com era made me really understand that management can lie, and that we really have to roll up our sleeves and do our own analysis.”
That sense of skepticism was reinforced during the great financial crisis of 2008–09 when some other venerable Wall Street institutions, like Lehman Brothers and Bear Sterns, bit the dust.
“There were a lot of people who didn't believe we had a crisis, who didn't believe the banks were going to fail. There were people who thought Lehman would survive, and they bought it when it looked cheap before it went to zero. So, both of those experiences really taught me to be skeptical, to do our own independent analysis, and to be critical,” Wong said.
Wong, a native of Hong Kong, says his drive to question everything was instilled by his mentor at his first job, Susan Byrne, the founder of Dallas-based Westwood Management.
“She was one of the strongest out-of-the-box thinkers I've ever worked with,” said Wong, “and she taught me to always question consensus views.”
After coming to Thrivent in 2013, Wong worked with Thrivent Large Cap Value Fund Manager Kurt Lauber and Thrivent Head of Equities Matt Finn. Both challenged him to push even harder on research and analysis. While Finn stressed the importance of risk management, Lauber encouraged Wong to maintain an impeccable investment process.
“Kurt asked really tough questions, and always pushed me to dig deeper,” Wong said. “The objective is to dig deep enough to find that nugget that gives us the conviction to buy the stock.”
A step ahead of the market
Thrivent Mid Cap Value Fund outperformed the Russell Mid Cap Value benchmark in all four years from 2020 through 2023 during the 2020 COVID-19 shutdown, during the 2021 bull market and the 2022 bear market and through 2023 with rising interest rates. Wong credits the Fund’s performance to the flexibility that active management affords.
“Active management really allows us to concentrate our portfolio into our best ideas. And, unlike passive products, we don’t have to own the bad companies; we only own our best ideas,” Wong said.
That flexibility is especially important for value investing. “Cyclical investing is a big part of value investing, so when we’re in the trough, for instance, we’re nimble enough to buy the companies that we believe will benefit from the recovery,” he added.
In 2020, when the Fund was launched, the ultimate impact of COVID-19 was not yet on the radar, but Wong said economists had already been predicting a recession within two to three years.
“Given that we were in the tenth year of a long economic cycle, it just felt like the right thing to be a little bit more defensive and own late-cycle names. We really benefited from the sharp correction in March and April of 2020. Then at the bottom, we noticed that a lot of the cyclical companies were trading at excessive discounts, so we pivoted to those companies. As a result, we benefited on the way down, pivoted to more cyclical, early-cycle companies and benefited again on the way up,” Wong said.
Volatile markets create opportunities for Wong in value markets. During the early days of the pandemic, the Fund shied away from companies like airlines and hotels that would likely be severely affected by the shutdown. But Wong had to take some calculated risks to find the adversely affected companies that could bounce back the best. One of the Fund’s biggest winners was Sysco, a major food supplier for bars and restaurants.
“The question we asked ourselves was, ‘How long could restaurants be completely shut down before Sysco would face liquidity issues?’” recalled Wong. “After our analysis, the answer we came to was two-and-a half years. So, then our decision at the time was, ‘Do we believe COVID is going to lead to restaurants being closed for more than two-and-a-half years?’ It’s an easy question to answer now in hindsight, but at the time, COVID was new, and we didn’t know, but we believed that that would not be the case. As a result, we bought the stock, and it was a fantastic winner for us.”