In the rarefied world of hedge funds, few names command the reverence Bobby Jain, born to Indian-origin immigrants, does. Over a storied three-decade career, Jain carved out a reputation as one of the most influential investors on Wall Street. A consummate risk manager with a nose for market dislocations and a talent for managing sprawling, multi-asset portfolios, Jain became synonymous with steady performance and rigorous discipline. So when he reemerged in 2024 with plans to launch his own hedge fund, Jain Global, the financial world paid attention. More than that, it opened its wallet.
By the time Jain Global launched in July 2024, it had amassed an astonishing $5.3 billion in commitments, making it the largest hedge fund debut since ExodusPoint Capital Management’s record-setting $8 billion launch in 2018. The scale of the fundraising was remarkable in a market that had grown skeptical of large hedge fund launches, an indication not only of Jain’s pedigree but of the trust investors placed in his vision.
But one year in, the high expectations have collided with hard realities. Jain Global has found itself navigating a far more competitive and unforgiving landscape than perhaps even Jain anticipated. According to a recent report by the Financial Times, the firm is now struggling to deliver returns that match those of established multi-strategy titans like Millennium Management and Citadel. The challenges highlight just how steep the climb remains even for industry veterans.
The rise of Bobby Jain
While Indians have a large presence in Silicon Valley, Jain is one of the few who have got attention on Wall Street. He grew up in Queens, New York, and his parents were both Indian immigrants. His mother was an accountant and his father an engineer, making them ‘numbers people’ in the eyes of outsiders, as per a report by Moomoo, a global investment and trading platform.
Live EventsJain developed his reputation through roles at prominent financial institutions. His most high-profile stint was as co-chief investment officer at Millennium Management, one of the world’s most successful hedge funds, where he oversaw a sprawling operation of more than 250 trading teams and helped manage hundreds of billions in assets. Jain was known for combining quantitative rigour with a deep understanding of risk, and for building systems and cultures that emphasised capital preservation as much as performance. These qualities made him not only a respected investor but also a talent magnet and organizational architect, qualities that would prove vital when he eventually struck out on his own.
“In an industry known for prickly personalities, Jain’s charisma and desire to be liked stand out, according to those who know him,” Bloomberg had written after the launch of Jain Global last year. “He has told people he hopes that one day his clients will want to hug him, the way some of Millennium’s clients did during his time there. He also has a reputation for developing teams, managing elaborate businesses and seeing the big picture of how these units work together. He has been described as cerebral and almost philosopher-like, a person who thinks in matrices and complex patterns, jumping between minutiae and macro ideas. But he often struggles to communicate those ideas in a straightforward, succinct way, according to multiple investors who have met with him. In at least three cases, potential clients have walked away frustrated, or with mistaken or unclear ideas about his goals.”
The launch of Jain Global
Jain’s pitch to investors was compelling: a veteran with a proven track record, building a firm from the ground up, with modern infrastructure, best-in-class risk management, and the flexibility to attract elite talent. Despite a difficult fundraising environment and growing investor caution around large hedge fund launches, Jain Global secured $5.3 billion, no small feat in a market where allocators were increasingly favoring existing players with proven track records.
Jain initially aimed to gather as much as $10 billion. But after struggling to hit that goal, he cut client fees to entice investors and reduced his target to between $5 billion and $6 billion. Even with the revised goal, Jain Global was the biggest launch since 2018.
His investors included the Abu Dhabi Investment Authority, steward of one of the world’s great petro-fortunes. “His vision — laid out in the hotel’s seafood restaurant — was ambitious, even unprecedented,” Bloomberg had reported at that time. “He would hatch a giant, fully formed hedge fund that would trade a half-dozen strategies and employ hundreds of people globally from day one. It required quickly finding gifted traders amid an expensive talent war, building complex infrastructure over months and raising enough investor money to pay for it. Failing to achieve even one of those lofty targets could tank the whole thing before it ever got started. Even Jain has likened the maneuver to landing three airplanes at once.”
While Jain was able to pull off one of the biggest hedge fund launches, getting investors on board was just the first step. “There are a lot of moving parts, and this hasn’t been done before with this level of portfolio managers across multiple asset classes and strategies,” Jon Caplis, founder of hedge fund research firm PivotalPath, had told Bloomberg after the launch. “Clearly, a lot of thought and capital has been put into this launch. Still, the first few months will be closely watched.”
Clients who backed the firm had told Bloomberg their investment was ultimately a bet on Jain, who helped Millennium push into new strategies and develop its central risk book. Now, he must prove he can deliver Millennium-like results without the resources of one of the world’s largest hedge funds.
Jain conceded the difficulty of executing a complex launch, and offered sizable fee discounts to make up for the risk, people familiar with his thinking had told Bloomberg. Clients also received future capacity — if they liked what they saw, they could invest more later. Jain granted them the option to participate in potential future investments alongside his firm. Leery of an underwhelming performance, multiple investors told Bloomberg they planned to stay on the sidelines for at least a year until Jain shows he can deliver.
The first year of Jain Global
Jain had 12 months to put investor money to work and prove his mettle with impressive returns. However, according to a recent report by the Financial Times, Jain Global seems to have stumbled. While the fund has not suffered major losses, its returns in its first year have lagged those of its larger and more established peers. Investors told FT the fund had gained just 2.7 per cent in the past 12 months, a figure that puts it far behind the dominant duo of Citadel and Millennium on 9.3 per cent and 9.9 per cent, respectively.
A key issue, according to the FT report, has been the challenge of attracting and retaining top-performing trading teams. In the hyper-competitive world of multi-strategy hedge funds, the fight for elite portfolio managers is relentless. Established firms like Citadel and Millennium not only offer larger payouts but also come with infrastructure, technology, and track records that are difficult to match. Jain Global, while prestigious in name, is still a start-up in structure—a reality that has made it difficult to recruit talent at the scale needed to compete at the top.
Moreover, some industry observers suggest that the initial capital raised, while impressive, may have created its own pressure. With $5.3 billion under management from day one, Jain Global had to deploy capital efficiently across strategies and teams that were still being built—a difficult balancing act that often leads to growing pains.
The Financial Times report highlights how Jain Global’s underwhelming start reflects just how tough it is to break into the hedge fund world. Unlike earlier entrants like Balyasny in the 2000s or ExodusPoint in 2018 — both of which began with focused expertise and gradually expanded — Jain chose a different route. It launched in 2023 with seven distinct trading units right out of the gate: fundamental equities, equity arbitrage, commodities, systematic strategies, Asia-Pacific, credit, and macro/interest rates. This broad, all-at-once approach was bold and unusual but came at a difficult moment, as many new funds were already struggling to raise money. Although Jain Global secured $5.3 billion in investor commitments, it didn’t have access to all that capital immediately. Instead, it used a “drawdown” structure similar to private equity, calling on funds in stages. This setup reflected the intense competition among new funds, which gave early investors more leverage in negotiations.
To attract large backers, Jain offered more favorable terms, including reduced performance fees. Major investors included the Abu Dhabi Investment Authority and a prominent US university endowment, said the FT report. At the same time, Jain faced the challenge of building out a full team, even as non-compete clauses kept some new hires on the sidelines—some unable to start trading for nearly two years, sources familiar with the firm told FT. “The firm’s running the cost base of a $5bn firm but the capital deployment is about half that,” one person close to the firm’s strategy told FT. The firm is now closer to 75 per cent deployment. “You have all the drag without the performance benefits.”
Despite the early challenges, few in the industry are counting Jain out. Building a multi-strategy hedge fund from scratch — even with $5 billion in seed capital — is an enormously complex endeavor. It requires not only hiring top-tier portfolio managers but also building an institutional-grade risk management system, compliance framework, and IT backbone. These elements take time. “The first year for us was about setting the firm up for the future. We didn’t expect them to put up results that were similar to an established firm,” an investor told FT. “The real race is starting for them now.” Still, performance is the ultimate currency in the hedge fund world. Jain Global’s early underperformance compared to its peers puts pressure on the firm to quickly close the gap.
In many ways, the story of Jain Global is a test of whether Wall Street legend, institutional credibility and a deep contacts are enough to build a world-class hedge fund in today’s environment. It also poses a larger question: can even the most seasoned veterans still break through in a landscape increasingly dominated by a few mega firms?
(With inputs for agencies)