The Fairview Way: How Two Howard University Graduates Created a Multi-Billion Dollar Investment Firm
TL;DR
Howard University graduates Joanne Price and Dr. Lawrence Morris reflect on building Fairview Capital Partners from a reluctant start in 1994 to a $9 billion fund-of-funds firm, emphasizing that trust and performance metrics—not diversity marketing—sustained them through three decades of market cycles.
🤝 Founding Partnership 3 insights
Initial reluctance transformed into opportunity
Joanne Price initially declined the National Association of Investment Companies board's request to start Fairview, but eventually embraced the challenge after recognizing the need for reliable institutional capital beyond unpredictable SBA funding.
Personality diversity strengthens resolve
Price's gregarious nature complements Dr. Morris's reserved analytical style, enabling 'brutally honest' communication without a single unkind word exchanged over 31 years of partnership.
Rigorous trust-building preceded launch
Before committing, Morris conducted confidential background checks and insisted Price meet his wife, establishing a partnership based on verified character rather than casual professional acquaintance.
📈 Investment Strategy & Results 3 insights
Fund-of-funds model bridges capital gaps
Fairview aggregates capital from public pensions, foundations, and endowments to invest in private equity and venture capital firms backing emerging technologies and capable entrepreneurs.
Defying industry mortality rates
While 60-70% of first-time funds fail to raise second funds, 94% of Fairview-backed managers have successfully raised follow-on capital, demonstrating superior due diligence.
Sustained institutional confidence
Managing over $9 billion in assets—down from a $10 billion peak due to strategic secondary sales—the firm recently secured $150 million from the Illinois State University Retirement System, an investor since 2017.
🌪️ Navigating Market Evolution 2 insights
Performance transcends political cycles
Despite 2026 headwinds making 'diversity' a controversial term, Fairview continues raising capital based solely on track record, having built the firm from zero when minority-focused institutional investing barely existed.
Reputation as competitive moat
The founders encourage prospective investors to contact any existing limited partner for validation, relying on decades of transparent reporting rather than marketing campaigns.
Bottom Line
Build investment partnerships on verified trust and complementary skills, then let decades of verifiable performance—not diversity narratives or market trends—sustain the firm through political and economic cycles.
More from Forbes
View all
How Two Corporate Consultants Faked Their Way To A Food Empire | Jack’s Dining Room
Two corporate consultants, Jack Goldberg and Liam Henning, faked their way into restaurants by posing Jack as an international food influencer, leveraging early viral success to quit their jobs and build Jack's Dining Room—a content empire and live events business that recently signed a seven-figure deal with Pepsi.
How Usher Raymond is Building His Business And Legacy
Usher Raymond IV discusses his $1 million seed investment in Detroit's Spark Labs, a partnership with the Boys and Girls Club and Big Sean aimed at fostering youth entrepreneurship, while challenging fellow entrepreneurs to match his commitment to developing human capital in underserved communities.
Turning Dreams Into Reality: How Milan Harris Built a $100 Million Fashion Empire
Milan Harris details building Milano D Rouge from selling two sweatshirts out of her car to a $100M+ premium lifestyle brand without outside investors, emphasizing faith-driven leadership, community-focused branding, and the philosophy that true success is measured in lives changed rather than revenue.
Why Sheryl Sandberg Believes Business Leaders Must Explicitly Champion Female Ambition
Sheryl Sandberg discusses her landmark report with Hillary Clinton revealing child marriage costs the global economy $175 billion annually while destroying girls' autonomy, alongside new Lean In data showing a corporate ambition gap driven by systemic promotion barriers.