This is the third article in our series on how to develop an edge in the world of racehorse syndication. The first two articles reviewed the trials, triumphs and tribulations of racehorse syndicates, then finding a system to beat the market. The fourth will cover structuring and managing a syndicate.
David Hill is the ex-Chairman of Warwick Racecourse, and has been the founder and manager of a number of racing syndicates – both successful and unsuccessful – over the last three decades. His previous articles for the Property Chronicle covered the historical financing of British Racecourses. In these troubled times he harks back to syndicate experiences in better days and how potentially to seek a competitive advantage.
The second article in this series covered some of the ways in which a structured approach to racehorse syndication can help sway the odds for success in your favour. Armed with this EDGE the next steps for implementing the system are the crucial decisions of which trainer to employ and how to set about buying suitable stock.
Choosing your trainer is paramount. According to Thoroughbredinfo.com there are three basic factors you need to weigh: