Balyasny cuts human-machine hybrid team Synthesis

Haven't seen this posted yet: Balyasny just cut 10 people running a $2 billion book. The hedge fund axed the 1-year-old team because of poor performance, sources say.

Apparently Balyasny created a unit called Synthesis last year that was supposed to blend human and machine. I'm guessing they got the inspiration from the study that showed human-computer teams outperformed both human-only and computer-only teams in chess. Interestingly, the study showed the best human-computer team wasn't comprised of grandmaster + computer, but just some random dude + computer.

Anyways, they recruited 9 sector heads that were PMs at places like Point72 and Citadel to provide the sector-specific knowledge (I'm guessing to provide the domain expertise to train the machines). Guess it hasn't been doing too well and they shut it after barely a year. Too bad, it sounds really cool and I bet this could have worked if they maybe worked out the kinks. Anyone else have any other info?

 

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I'm having a hard time figuring out how this could have potentially worked...

The algo provides some type of action with some confidence level and then what? How do you combine the human and digital input? How did this even happen in the chess situation? Computer and human each make a turn sounds retarded... But then how does the human know when to interfere? Is it some type of randomized process? Maybe the computer asks the human to take a decision based on intuition or something when multiple different moves have exactly the same expected outcome

 

These hybrid processes are very tricky to get right. You need a good pragmatic quant team, and open-minded, collaborative fundamental specialists. Generally, the humans (sector specialists) provide domain expertise, which is used across a large systematic book (1000+ positions).

One example: each sector specialist forecasts current quarter's EPS/revenue, which the algorithms use as part of its process (factors).

The gist being that a sector specialist has better insight into a company than the sell-side consensus.

It's hard to get right because fundamental specialists don't know how to hire quants, and vice-versa. You need a good leader who can speak both languages.

 

Your last point about hiring right is crucial. The "hiring manager" (for lack of a better term) needs to be good at evaluating/selecting both fundamental analysts and quants, and needs to be able to strike the right balance between the two to avoid building a monoculture.

 

usually the fundamental PM hires a quant so they can either market as using quant or hoping it will juice returns. Its not because they suck but the fundamental PM isn't trying to really build out a quant / fundamental team and usually tries to hire as cheaply as possible. This usually means a PhD with no experience or a quant who comes in and just does their own thing. Actually trying to combine the two is difficult.

 

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