To those who watched Robertson up close in his heyday, there was no doubt about his talent. He could drop in on a meeting with a chief executive and demonstrate a grasp of company detail that rivaled that of the analyst who tracked it.27 He could listen to a presentation on a firm he knew nothing about and immediately pounce on the detail that would make or break it. He could play golf with the chief executive, see the man nudge his ball into a better position when it landed in the rough, and write himself a mental note never to buy stock in the man’s company.
