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zation of Soros Fund Management. Other notable hedge fund managers who recently retired include Michael Steinhardt and Jack Nash/Leon Levy of Odyssey Partners. Chapter 2 gives reasons for retiring or diluting a fund as well as the implications the events of 2000 have on the hedge fund community going forward.

While Robertson and Soros were having trouble, the hedge fund community was prospering and proliferating; it was not uncommon to find managers in their 20s and 30s, and many were generating excellent returns. Chapter 3 provides a snapshot of the hedge fund community today—an overview of the industry, its size and growth, and types of strategies used. The chapter also looks into recent debacles and regulatory initiatives to prevent abuses.

Part Two of the book focuses on today's stars—the new breed of manager. The common and not-so-common threads among the superstar managers are explored in Chapter 4.

Individual chapters are then provided on Lee Ainslie, Leon Cooperman, Ken Griffin, John Henry, Mark Kingdon, Bruce Kovner, Daniel Och, Raj Rajaratnam, Paul Singer, Brian Stark, S. Donald Sussman, David Tepper, and Bruce Wilcox. Each manager has a chapter devoted to his investment style, his background, his influences, and his motivations. I was interested in capturing the essence of the person as well as the manager. Each manager brings his own personal skills, style, and personality into his organization. The interviews were conducted May through September 2000.

To qualify for this elite circle, each manager had to be managing at least $1 billion in assets; possess at least a seven-year track record of his own of consistently strong performance in varying market conditions, with average annualized returns at least as good as the