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• 6 min read
• Published on 25 July 2025
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View the full Basket:Best In Class
Every week, it seems, we’re told to chase the next unicorn, the plucky startup set to “disrupt” an entire industry. It’s an exciting narrative, full of garage geniuses and venture capital bravado. But I have to be honest, it’s also exhausting. While everyone is busy hunting for shooting stars, I find myself looking at the constellations, the fixed points in the sky that have guided us for ages. In the market, these are the undisputed leaders, the giants who’ve already won the war and are now just collecting the spoils.
View the full Basket:Best In Class
Let’s talk about what the investment world often gets wrong. They see a household name and think “boring” or “past its prime”. To me, that’s a fundamental misreading of the situation. Take Microsoft. I remember when it was just the company that made Windows. Now, it’s a cloud computing behemoth going toe to toe with Amazon. It didn’t get there by resting on its laurels, it got there by leveraging its colossal resources to pivot and dominate a new field. It’s a lesson in how the big get bigger.
This isn’t a one off tech story. Look at Walmart. People love to talk about Amazon’s retail power, but they often forget that Walmart’s mastery of logistics and its sheer physical scale create cost advantages that are almost impossible for a competitor to replicate. In healthcare, Johnson & Johnson is the perfect example. It’s not just a drug company, it’s a diversified titan across pharmaceuticals, medical devices, and consumer goods. That breadth provides a stability that more specialised firms can only dream of, especially when markets get choppy.
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There’s a simple truth that the venture capital cheerleaders don’t want you to hear. In mature industries, scale creates advantages that are nearly insurmountable. Warren Buffett calls them “economic moats”, which is a fancy way of saying these companies operate from behind fortress walls. A startup trying to compete with Microsoft has to convince millions of businesses to ditch the software they’ve used for decades. Good luck with that. A challenger to Walmart would need to build a supply chain that took half a century to perfect.
These moats aren’t just about money, they are about trust, habit, and regulation. A new company can’t just buy the generations of consumer trust that Johnson & Johnson has built. It can’t just conjure up the regulatory expertise needed to get a new drug to market. These are barriers built of time and experience, and they are incredibly effective at keeping the competition at bay.
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What I find particularly compelling is the inherent diversification you get by backing these champions. By owning the leader in each major sector, you’re essentially getting exposure to the entire economy through its strongest players. You sidestep the foolish game of trying to guess which theme will be hot next year. Technology fads come and go, but people will always need banking, healthcare, and consumer goods.
This approach gives you a stake in defensive sectors like utilities and staples, which can provide a cushion in a downturn, alongside growth areas like technology. It’s a balanced portfolio by its very nature. It’s a strategy that bundles the top players into one place, a bit like the Best In Class basket, which aims to do just that. Of course, no investment is without risk. These giants face regulatory scrutiny precisely because they are so dominant, and their size can sometimes make them slow to innovate. But history shows they are remarkably resilient. They have the resources to weather economic storms and the power to shape the markets they operate in. To me, that’s a far more reassuring bet than a lottery ticket on the next big thing.
View the full Basket:Best In Class
View the full Basket:Best In Class
Detailed company data is available on the Nemo landing page.
View the full Basket:Best In Class
View the full Basket:Best In Class
View the full Basket:Best In Class
View the full Basket:Best In Class
This article is marketing material and should not be construed as investment advice. No information set out in this article be considered, as advice, recommendation, offer, or a solicitation, to buy or sell any financial product, nor is it financial, investment, or trading advice. Any references to specific financial product or investment strategy are for illustrative / educational purposes only and subject to change without notice. It is the investor’s responsibility to evaluate any prospective investment, assess their own financial situation, and seek independent professional advice. Past performance is not indicative of future results. Please refer to our Risk Disclosure.
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