WEBVTT - Matthew Granade Discusses Quantitative Investment (Podcast)

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<v Speaker 1>This is Master's in Business with Barry Ridholts on Bloomberg Radio.

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<v Speaker 1>This week on the podcast, I have an extra special guest.

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<v Speaker 1>His name is Matthew Grenade and he is a senior God.

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<v Speaker 1>How do I describe his role? His title really doesn't

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<v Speaker 1>do it justice. His official title is Chief Market Intelligence

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<v Speaker 1>Officer at Point seventy two, follow the progression that has

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<v Speaker 1>taken place. Stevie Cohen was running Sack Capital for a

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<v Speaker 1>long time. That was eventually converted into a family office

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<v Speaker 1>which was Point seventy two that reopened to outside investors

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<v Speaker 1>last year in UM and Grenade has been working there

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<v Speaker 1>for a good couple of years. Previously he was at

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<v Speaker 1>Bridgewater with Ray Dalio. You'll hear all about that during

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<v Speaker 1>our conversation, but more importantly, you'll hear about the intersection

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<v Speaker 1>between man and machine, between the way models can be

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<v Speaker 1>used to not only manage assets, but improve the entire process,

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<v Speaker 1>along with a variety of big data and other approaches

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<v Speaker 1>UH that are really quite fascinating if you are at

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<v Speaker 1>all interested in quantitative investing, machine learning, hedge funds, UH,

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<v Speaker 1>the state of investing today and what anybody who is

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<v Speaker 1>pursuing alpha must do to stay current, then you're gonna

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<v Speaker 1>find this to be an absolutely fascinating conversation. So, with

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<v Speaker 1>no further ado, here is my conversation with Point seventy

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<v Speaker 1>two's Matthew Grenade. My extra special guest this week is

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<v Speaker 1>Matthew Grenade. He is the chief market intelligence officer at

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<v Speaker 1>Point seventy two. That is Stevie Cohen's new hedge fund,

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<v Speaker 1>which employs about out people and manages about thirteen billion dollars.

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<v Speaker 1>Point seventy two asset management was converted into a hedge

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<v Speaker 1>fund in and last year it reopened to external investors.

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<v Speaker 1>Matthew comes to us by way of Bridgewater Associates Domino

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<v Speaker 1>Data Lab, and he got his both undergraduate and graduate

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<v Speaker 1>NBA at Harvard Business School, where at undergraduate he was

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<v Speaker 1>the president of the Harvard Crimson. Matthew Grenade, Welcome to Bloomberg.

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<v Speaker 1>Thank you for having me. So let's start. Let's start

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<v Speaker 1>with the most unusual thing on your um resume. You're

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<v Speaker 1>president of the Harvard Crimson, not exactly a hotbed of

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<v Speaker 1>future hedge funds officers. How did that come about? What

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<v Speaker 1>was that experience? Like, well, a couple of things, I

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<v Speaker 1>mean in terms of that experience. Running in newspaper is

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<v Speaker 1>one of the most amazing things in the world, and

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<v Speaker 1>I got to run a small one at Harvard. But I,

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<v Speaker 1>you know, I think it's just an incredible job because

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<v Speaker 1>you're in the middle of so much information, You're helping

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<v Speaker 1>shape the debate, you're investigating things, so many interesting people. Um,

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<v Speaker 1>Harvard's an awesome place to do that at. And so

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<v Speaker 1>there are there are a few jobs that I've loved

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<v Speaker 1>as much as I loved that one. It was incredible

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<v Speaker 1>how you get that job. There's sort of a couple

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<v Speaker 1>of things. One, there's a bit of a path um so,

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<v Speaker 1>it generally is a newsperson, a reporter. Um. So I

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<v Speaker 1>was a reporter for my first couple of years, and

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<v Speaker 1>then I was the head of the central what's called

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<v Speaker 1>the central Administration beat that covers the president of the university.

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<v Speaker 1>That's also kind of a traditional stepping stone. Then there's

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<v Speaker 1>a process called the Turkey Shoot. Um. The Turkey Shoot

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<v Speaker 1>runs for about a month leading up to Thanksgiving, where

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<v Speaker 1>they picked the next president. There's all sorts of sort

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<v Speaker 1>of arcane rules, but probably the most interesting is that

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<v Speaker 1>every outgoing member of the paper gets to vote, and

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<v Speaker 1>if more than three disagree, you're blackballed, and so you

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<v Speaker 1>resually hold in uh sort of and you know, in

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<v Speaker 1>sort of in veto mode for as long as that goes.

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<v Speaker 1>And so the deliberations generally run about teen hours straight exactly,

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<v Speaker 1>and then and then there's a big party and whatever

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<v Speaker 1>sort of once the sort of unlocking happens. But I

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<v Speaker 1>had I think six or seven opponents for the job,

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<v Speaker 1>and uh, you know, you have to you know, a

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<v Speaker 1>little politics, a little politics, a little message, a little

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<v Speaker 1>of this, um, and that's that's how it works. But

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<v Speaker 1>it was an amazing opportunity. So that's an unusual background

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<v Speaker 1>as a journalist and someone who's publishing the paper to

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<v Speaker 1>really being a data scientist for a financial services shop.

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<v Speaker 1>How did that career path unwind? Well, they're probably more

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<v Speaker 1>similar than you think, because I mean a lot of

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<v Speaker 1>it comes down to information, collecting information, using information, UM.

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<v Speaker 1>And so you know, I've always been someone who likes

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<v Speaker 1>to know what's going on, um, you know, what's going

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<v Speaker 1>on in the world. I like to sort of be

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<v Speaker 1>ahead of other people and knowing things, and so that's

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<v Speaker 1>the that's the similarity. But the you know, but the

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<v Speaker 1>career arc was um, I went from from college to Mackenzie,

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<v Speaker 1>was a business analyist there, uh, and then went to

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<v Speaker 1>business school like you mentioned, and then ended up at Bridgewater.

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<v Speaker 1>Um and which is also a fascinating place. Is a

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<v Speaker 1>fascinating place. So I was there for six years, um

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<v Speaker 1>and Uh, it's a phenomenal place to work. I'm a

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<v Speaker 1>big fan of Ray Dalio. I find his philosophy just

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<v Speaker 1>totally intriguing. I think Bridgewater kind of gets a bad rap.

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<v Speaker 1>People have called it a cult and have criticized the

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<v Speaker 1>radical transparency. You survived there for six years. Can't be

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<v Speaker 1>all bad, right, how to be pretty good? No, it's

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<v Speaker 1>not all bad at all. In fact, I think it's

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<v Speaker 1>you know one uh, you know as investors go, um,

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<v Speaker 1>you know they're they're as good as it gets um,

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<v Speaker 1>and you know, just phenomenal at it. And look, I

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<v Speaker 1>think the differences of the culture there get overstated, um,

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<v Speaker 1>meaning the radical transparency and meaning like how different it

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<v Speaker 1>is from you know. Look, I mean like you know,

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<v Speaker 1>I would say everywhere I've ever worked McKenzie point seventy two, Domino, Bridgewater, Um,

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<v Speaker 1>you know, they've all been ambitious people who are trying

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<v Speaker 1>to get to the right answer. Who wanted to do

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<v Speaker 1>great things. Um. And you know, like at core, like

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<v Speaker 1>that's that's a lot of what Bridgewater is about. And

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<v Speaker 1>you know, Ray and the team, they're are very thoughtful

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<v Speaker 1>about ways to um, you know, just sort of apply

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<v Speaker 1>certain ideas. Um. You know, like you want to. You

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<v Speaker 1>always want to make sure you're getting the best opinions right,

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<v Speaker 1>And so they're very explicit about you know, who should

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<v Speaker 1>you listen to about things? But you know, I see,

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<v Speaker 1>I see Steve asked that question all the time, you know,

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<v Speaker 1>like why am I listening to you? You know, I

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<v Speaker 1>should be listening to this person instead. Um. And so

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<v Speaker 1>I think Bridgewater is great at sort of scaling it.

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<v Speaker 1>But but um, but I think that the ideas are

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<v Speaker 1>are not not quite as radical as the media would

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<v Speaker 1>want you to believe. And then the transparency, Um, it's

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<v Speaker 1>just great. I mean I love the idea. Yeah, I

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<v Speaker 1>mean I was. I always just saying like it's a

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<v Speaker 1>very clean place to live. And the reason it's a

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<v Speaker 1>very clean place to live at Bridgewater is you just

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<v Speaker 1>don't say things behind people's back. You just say things

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<v Speaker 1>to their face. Um, and you're just He writes about

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<v Speaker 1>that in his first book in a chapter where he

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<v Speaker 1>describes raise people problem. I mean, most founders and chairman

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<v Speaker 1>don't spend the chapter describing the wrong people person. That's

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<v Speaker 1>fairly trying its parent. Yeah, I mean I think that's

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<v Speaker 1>fairly transparent. And and that's just how you're expected to operate,

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<v Speaker 1>you know. I mean, if you're gonna say something about Ray,

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<v Speaker 1>you say it to him. And um and I have

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<v Speaker 1>many stories of of of saying things to Ray that

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<v Speaker 1>I think people would find not horrifying. There's they were

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<v Speaker 1>me being honest and him and I trying to sort

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<v Speaker 1>of work out differences. But you know, the only rule

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<v Speaker 1>was just don't say it behind his back, and and

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<v Speaker 1>that's you know, it's it's interesting that that's considered so radical,

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<v Speaker 1>you know what I mean, It's not it's not that radical.

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<v Speaker 1>So now let's let's take this phote. You'll end up

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<v Speaker 1>at at point seventy two. Your title is Chief Market

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<v Speaker 1>Intelligence Officer. I've never even seen c M I O

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<v Speaker 1>as a abbreviation. What does a c M I O do?

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<v Speaker 1>That title was the title I had when I got there. Um,

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<v Speaker 1>and I was really focused at that point on proprietary research.

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<v Speaker 1>And so what we mean by that is how do

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<v Speaker 1>we take UM data sets or surveys or web scraping

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<v Speaker 1>or sort of all the different things you can do,

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<v Speaker 1>UM and make that useful to our portfolio managers and analysts. UM.

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<v Speaker 1>Since then, my job has evolved to include a couple

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<v Speaker 1>other things. So I also oversee our central book at

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<v Speaker 1>this point, UM, which is our sort of a systematic

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<v Speaker 1>best ideas book we have and also receive venture capital.

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<v Speaker 1>And we just haven't really changed the title. Quite fascinating.

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<v Speaker 1>Let's talk a little bit about big data and machine

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<v Speaker 1>learning and artificial intelligence. Help me make a little sense

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<v Speaker 1>about those buzzwords which have come into vogue for a while.

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<v Speaker 1>But but your shop has been using these things for

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<v Speaker 1>for quite a while. UM. What's the state of the industry, uh,

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<v Speaker 1>in terms of machine learning and big data and artificial intelligence? Well,

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<v Speaker 1>I think the you know, the thing to sort of

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<v Speaker 1>contextualize all those terms, UM. And you know, I agree

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<v Speaker 1>with you, they're they're very buzzy. UM. But but the

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<v Speaker 1>way I like to think about it as being model

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<v Speaker 1>what I call model driven UM. And so you can

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<v Speaker 1>talk about model driven businesses or model driven processes, and

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<v Speaker 1>really the idea of a model is it takes in data.

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<v Speaker 1>It could be big data, it could be not big data. UM.

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<v Speaker 1>It runs a certain set of logic on that UM

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<v Speaker 1>and then it produces a prediction of some variety UM.

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<v Speaker 1>And you know, basically it tries to close the loop

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<v Speaker 1>around that data so that you know, you're constantly improving

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<v Speaker 1>the logic or the algorithms. And so Netflix is a

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<v Speaker 1>model driven business intensents a model driven business UM. And

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<v Speaker 1>obviously finance and and you know the hedge funds we're

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<v Speaker 1>talking about there, you know, they're they're they're very model driven.

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<v Speaker 1>What I would you know, what I would say is that,

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<v Speaker 1>you know, the state of the industry, uh, in that

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<v Speaker 1>regard is that UM, you know, these techniques are highly

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<v Speaker 1>highly relevant to kind of almost everything we're doing, you know,

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<v Speaker 1>whether it be extracting signal from data sets or you know,

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<v Speaker 1>all the way up to making trading decisions. Uh. And

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<v Speaker 1>so you know, we're investing, you know, like a lot

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<v Speaker 1>of hedge funds were investing a lot in you know,

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<v Speaker 1>people with the data science capabilities and with the machine

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<v Speaker 1>learning capabilities as well. So ron course Ferry you famously said,

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<v Speaker 1>torture the data long enough and it will confess to

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<v Speaker 1>whatever you want. How do you avoid running into that

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<v Speaker 1>problem of when you're building models and putting a ton

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<v Speaker 1>of different quantitative information into it, how do you avoid

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<v Speaker 1>that bad outcome of Hey, if we back test this

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<v Speaker 1>enough and we make these tweaks, we could get this

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<v Speaker 1>to say whatever we want. Yes, I think there's I

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<v Speaker 1>think there's a couple of different ways you do that.

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<v Speaker 1>I mean one is UM. You know, you want to

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<v Speaker 1>have a fundamental intuition of some variety around what you're doing,

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<v Speaker 1>you know, I mean, you're not just sort of running

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<v Speaker 1>everything through a machine and some some people do, but

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<v Speaker 1>but not not. That's not how I like to do it.

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<v Speaker 1>You're not just sort of running everything through and sort

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<v Speaker 1>of seeing, you know, seeing what fits, because to your point,

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<v Speaker 1>something will fit UM, and it may be a real

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<v Speaker 1>thing or it maybe you know, a very short lived

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<v Speaker 1>thing UM. And then you know, you have to have

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<v Speaker 1>a lot of discipline in terms of looking at your UM.

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<v Speaker 1>You know it's called out a sample, uh sorry, basically

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<v Speaker 1>in sample, out of sample and live UM. And what

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<v Speaker 1>that basically means is where are you allowing yourself to

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<v Speaker 1>to fit the parameters where you're sort of just looking

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<v Speaker 1>at the results but still in a in a backwards

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<v Speaker 1>looking way, and when are you sort of really trying

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<v Speaker 1>it out? And you know, we have very strict rules

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<v Speaker 1>about how we segment those different things before we start,

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<v Speaker 1>you know, using you know, putting money against a certain strategy,

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<v Speaker 1>so and out of sample, just to put a little

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<v Speaker 1>flesh on that. If you're testing on a large cap us, hey,

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<v Speaker 1>let's see how the status in the past. Let's see

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<v Speaker 1>how it does overseas, not just the area you're looking

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<v Speaker 1>forward to see if it's really something to the model.

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<v Speaker 1>Is that a fair descriptor yeah. So let's say you

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<v Speaker 1>were using um, you know, credit card data to trade Chipotle,

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<v Speaker 1>you know, or something like that. Um. You know, what

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<v Speaker 1>you would do is you would sort of, you know,

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<v Speaker 1>you build some rules, um, and you would sort of

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<v Speaker 1>fit those rules to some sub some set of data

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<v Speaker 1>some time period, you know, three or four years. Then

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<v Speaker 1>you would stop fitting the rules and you would sort

0:11:40.240 --> 0:11:41.600
<v Speaker 1>of look at the next three or four years and

0:11:41.600 --> 0:11:43.920
<v Speaker 1>sort of see it, does that those two match. Do

0:11:43.960 --> 0:11:46.679
<v Speaker 1>they look the same or is the behavior very different?

0:11:46.920 --> 0:11:48.600
<v Speaker 1>And then you would and then you would basically start

0:11:48.679 --> 0:11:51.120
<v Speaker 1>running the model live from today and then see again

0:11:51.160 --> 0:11:53.040
<v Speaker 1>if those match the other two periods and so you're

0:11:53.160 --> 0:11:55.720
<v Speaker 1>looking sort of for a consistency across that and if

0:11:55.720 --> 0:11:57.439
<v Speaker 1>you're not seeing that, then that's a good sign that

0:11:57.480 --> 0:12:00.280
<v Speaker 1>you're overfitting it. It's also you know, because going back

0:12:00.320 --> 0:12:01.839
<v Speaker 1>to my original point, you know, you want to think

0:12:01.880 --> 0:12:04.200
<v Speaker 1>about whether or not there's a real intuition there. You know,

0:12:04.200 --> 0:12:07.200
<v Speaker 1>I mean, should credit card and chipotle a make sense together? Right?

0:12:07.360 --> 0:12:08.840
<v Speaker 1>It probably does because a lot of people use a

0:12:08.840 --> 0:12:10.679
<v Speaker 1>credit card at chipole. But you know, if you were

0:12:10.800 --> 0:12:13.600
<v Speaker 1>using uh, you know, credit card to trade ge you know,

0:12:13.640 --> 0:12:15.560
<v Speaker 1>you might you might start scratching your head about what

0:12:15.600 --> 0:12:18.000
<v Speaker 1>you're doing. Right, might just be a random correlation as

0:12:18.040 --> 0:12:21.800
<v Speaker 1>opposed to a real causal relationship. So so let's talk

0:12:21.840 --> 0:12:26.679
<v Speaker 1>about some of these unusual UM data sources. I know,

0:12:27.640 --> 0:12:31.520
<v Speaker 1>alternative satellite data is all the rage these days. People

0:12:31.559 --> 0:12:33.920
<v Speaker 1>are looking at parking lots, how filled they are. They're

0:12:33.960 --> 0:12:38.080
<v Speaker 1>looking at how deep transport ships are sitting, uh in

0:12:38.160 --> 0:12:40.720
<v Speaker 1>the water, how far below the waterline they might actually be.

0:12:41.440 --> 0:12:47.520
<v Speaker 1>How esoteric can we get with these alternative types of data? Well,

0:12:47.520 --> 0:12:50.160
<v Speaker 1>I think you can. I think you can get quite esoteric.

0:12:50.200 --> 0:12:52.720
<v Speaker 1>I mean I think satellite, um you know, satellite has

0:12:52.720 --> 0:12:54.480
<v Speaker 1>been around for a while and to your point. I mean,

0:12:54.520 --> 0:12:58.000
<v Speaker 1>it's it's very widely used. Um. You know, you know

0:12:58.040 --> 0:13:01.000
<v Speaker 1>what we think much more about now is um, you know,

0:13:01.000 --> 0:13:04.080
<v Speaker 1>sort of much more specific data sets. UM. You know

0:13:04.160 --> 0:13:06.840
<v Speaker 1>kind of that that give you, you you know, a read

0:13:06.880 --> 0:13:10.360
<v Speaker 1>into a limited number of tickers, often via some sort

0:13:10.360 --> 0:13:14.120
<v Speaker 1>of payment system or something like that. UM. And uh,

0:13:14.160 --> 0:13:16.600
<v Speaker 1>you know I think that we're I think we're just

0:13:16.800 --> 0:13:19.160
<v Speaker 1>you know, we're probably in the third inning of something

0:13:19.240 --> 0:13:21.160
<v Speaker 1>or something like that in the in the in the

0:13:21.240 --> 0:13:26.600
<v Speaker 1>data movement in investing. That's that's quite fascinating. So let's

0:13:26.640 --> 0:13:29.240
<v Speaker 1>talk a little bit about complexity. You know, we could

0:13:29.240 --> 0:13:31.720
<v Speaker 1>go back a hundred years and just look at Graham

0:13:31.720 --> 0:13:36.040
<v Speaker 1>and Dodd simple p ratio and more expensive stocks over

0:13:36.080 --> 0:13:40.160
<v Speaker 1>time perform less well and have lower expected turns than

0:13:40.679 --> 0:13:44.440
<v Speaker 1>less expensive stocks. Are we running the risk of making

0:13:44.480 --> 0:13:49.120
<v Speaker 1>things too complex? At at what point does complexity get

0:13:49.200 --> 0:13:53.880
<v Speaker 1>outweighed by its own internal complications? Well, I think, um,

0:13:53.920 --> 0:13:55.560
<v Speaker 1>you know, I think this goes back to the point

0:13:55.600 --> 0:13:59.400
<v Speaker 1>I was making about, you know, about an intuition. Um.

0:13:59.480 --> 0:14:02.120
<v Speaker 1>And you know, at the end of the day a

0:14:02.200 --> 0:14:05.320
<v Speaker 1>point of two. You know, we are we are fundamental investors,

0:14:05.360 --> 0:14:07.839
<v Speaker 1>you know, we believe that Uh, that you know that

0:14:07.920 --> 0:14:11.320
<v Speaker 1>companies ultimately, you know, trade on how they're doing as

0:14:11.360 --> 0:14:13.160
<v Speaker 1>a business and the kind of cash flows they're going

0:14:13.200 --> 0:14:16.760
<v Speaker 1>to produce UM and you know, everything we do, I mean,

0:14:16.800 --> 0:14:20.040
<v Speaker 1>we will use very sophisticated data science to predict a

0:14:20.080 --> 0:14:23.000
<v Speaker 1>revenue stream or something like that, but we're at core

0:14:23.160 --> 0:14:25.480
<v Speaker 1>trying to do something fairly simple. You know, we're trying

0:14:25.480 --> 0:14:27.720
<v Speaker 1>to understand what the revenues are, what the costs are,

0:14:28.080 --> 0:14:31.320
<v Speaker 1>you know, what the growth profile of the earnings are UM,

0:14:31.440 --> 0:14:33.720
<v Speaker 1>and you know, we never sort of lose that grounding

0:14:34.160 --> 0:14:35.920
<v Speaker 1>UM and so you know, look, there's a lot of

0:14:35.920 --> 0:14:38.160
<v Speaker 1>ways to make money in the markets UM, and I'm

0:14:38.200 --> 0:14:40.400
<v Speaker 1>only I'm not an expert in a lot of them.

0:14:40.440 --> 0:14:43.480
<v Speaker 1>I'm only familiar with some of them. But but for us,

0:14:43.560 --> 0:14:47.680
<v Speaker 1>I think that grounding back to pretty simple principles U

0:14:48.160 --> 0:14:50.320
<v Speaker 1>is very important and not something that we lose track of.

0:14:50.920 --> 0:14:53.520
<v Speaker 1>It's interesting that you I think of you guys as

0:14:53.560 --> 0:14:57.920
<v Speaker 1>a quant shop, but you keep referring to intuition. What's

0:14:57.960 --> 0:15:02.520
<v Speaker 1>the intersection like between man machine? Is it really UM

0:15:03.400 --> 0:15:07.760
<v Speaker 1>technology aiding human decision making or is it mostly hey,

0:15:07.840 --> 0:15:10.560
<v Speaker 1>let's go and make the decisions and we'll just see

0:15:10.560 --> 0:15:13.320
<v Speaker 1>what happens, so it points in me too. We do UM,

0:15:13.360 --> 0:15:15.880
<v Speaker 1>we do UM. We do a mix of of three things.

0:15:15.920 --> 0:15:19.600
<v Speaker 1>We have a very large discretionary business that's global long

0:15:19.680 --> 0:15:23.120
<v Speaker 1>short equity you know, people driven its portfolio managers and

0:15:23.160 --> 0:15:26.800
<v Speaker 1>analysts UM looking at some subset of the of stock

0:15:26.920 --> 0:15:31.200
<v Speaker 1>universe UM, meeting with management teams, looking at data sets UH,

0:15:31.240 --> 0:15:35.280
<v Speaker 1>and then making decisions in a in a fairly discretionary fashion. UM.

0:15:35.320 --> 0:15:39.120
<v Speaker 1>We also have a systematic business that's running on algorithms UM.

0:15:39.280 --> 0:15:41.920
<v Speaker 1>And then we have a people plus machine business, which

0:15:41.960 --> 0:15:44.520
<v Speaker 1>is the one that I oversee, which is the you

0:15:44.520 --> 0:15:47.160
<v Speaker 1>know what what what you call the central book earlier UM,

0:15:47.360 --> 0:15:50.480
<v Speaker 1>where what we're doing there is we're looking at UM

0:15:50.520 --> 0:15:52.680
<v Speaker 1>what the behavior of all the people is as one

0:15:52.680 --> 0:15:55.280
<v Speaker 1>of the important inputs UM. But we're also looking at

0:15:55.280 --> 0:15:58.840
<v Speaker 1>the data sets and we're running algorithms to essentially helped

0:15:58.880 --> 0:16:01.000
<v Speaker 1>make decisions out of that. So one way of thinking

0:16:01.040 --> 0:16:04.080
<v Speaker 1>about it is that historically Steve had a best ideas

0:16:04.080 --> 0:16:07.000
<v Speaker 1>book that he he ran as a discretionary investor, and

0:16:07.080 --> 0:16:09.920
<v Speaker 1>over time we've built that up into a systematic best

0:16:09.960 --> 0:16:13.280
<v Speaker 1>ideas book UM. But but a lot of the input

0:16:13.280 --> 0:16:16.480
<v Speaker 1>of that is from discretionary investors and so UM. So

0:16:16.600 --> 0:16:18.400
<v Speaker 1>you know, one of the kind of key questions we're

0:16:18.440 --> 0:16:20.640
<v Speaker 1>always asking is what are the people best at and

0:16:20.680 --> 0:16:23.120
<v Speaker 1>what are the machines best at? And you know, our view,

0:16:23.520 --> 0:16:26.120
<v Speaker 1>UM is that you know, in terms of of really

0:16:26.160 --> 0:16:30.480
<v Speaker 1>being able to interpret fairly nuanced and complicated situations inside

0:16:30.520 --> 0:16:35.240
<v Speaker 1>a specific company, that people are still um, really really good. UM.

0:16:35.280 --> 0:16:37.440
<v Speaker 1>You know, there's other things that machines do very very well.

0:16:38.000 --> 0:16:39.440
<v Speaker 1>But you know, if you're going to meet with the

0:16:39.440 --> 0:16:42.400
<v Speaker 1>management team and interpret a large set of data that

0:16:42.400 --> 0:16:44.600
<v Speaker 1>that has a lot of sort of nuanced and specifics

0:16:44.640 --> 0:16:46.880
<v Speaker 1>to it, UM, the people still beat the machines at that.

0:16:47.080 --> 0:16:48.680
<v Speaker 1>And so we have a you know, we have several

0:16:48.720 --> 0:16:52.240
<v Speaker 1>hundred people that do that. Do you see that edge

0:16:52.320 --> 0:16:57.200
<v Speaker 1>of humans over machines continuing indefinitely or at at some

0:16:57.280 --> 0:17:02.400
<v Speaker 1>point in the future, will smart um computers and artificial

0:17:02.400 --> 0:17:06.680
<v Speaker 1>intelligence be able to do that also well? And definitely

0:17:06.760 --> 0:17:09.679
<v Speaker 1>is a very long time. So I'm gonna I'm not

0:17:09.720 --> 0:17:12.240
<v Speaker 1>gonna I'm not gonna comment on indefinitely. What I will

0:17:12.280 --> 0:17:15.080
<v Speaker 1>say is that our our thesis is a firm right

0:17:15.080 --> 0:17:19.000
<v Speaker 1>now over the next call it you know, seven to

0:17:19.080 --> 0:17:23.000
<v Speaker 1>ten years, is that UM, is that it is people

0:17:23.040 --> 0:17:26.879
<v Speaker 1>plus machines UM, and that the people are very good

0:17:26.920 --> 0:17:30.040
<v Speaker 1>at the nuanced situation, at the idea generation, at the

0:17:30.280 --> 0:17:34.000
<v Speaker 1>interpreting the thin data at the synthesis UM. And that

0:17:34.080 --> 0:17:37.840
<v Speaker 1>the machines are very good at conducting, UH, correcting for

0:17:38.119 --> 0:17:42.119
<v Speaker 1>behavioral bias at portfolio construction, at trade execution. And you know,

0:17:42.119 --> 0:17:43.600
<v Speaker 1>what we're trying to do is figure out how you

0:17:43.640 --> 0:17:46.040
<v Speaker 1>marry those two up in a really smart way UM.

0:17:46.119 --> 0:17:48.080
<v Speaker 1>And that that is essentially the you know, the next

0:17:48.119 --> 0:17:51.560
<v Speaker 1>wave of hedge fund but UM. But you know, like

0:17:51.600 --> 0:17:53.680
<v Speaker 1>where where we are ten or fifteen years in terms

0:17:53.720 --> 0:17:56.920
<v Speaker 1>of what people can do versus machines, I don't think

0:17:56.920 --> 0:18:00.600
<v Speaker 1>I can comment on that quite quite fascinating. Let's talk

0:18:00.600 --> 0:18:04.840
<v Speaker 1>about the venture capital work you guys do. UM. What

0:18:05.040 --> 0:18:09.960
<v Speaker 1>makes you different from traditional vcs? Well, I think a

0:18:10.040 --> 0:18:13.760
<v Speaker 1>couple of things make us UM different than traditional vcs,

0:18:13.800 --> 0:18:17.920
<v Speaker 1>But probably the most important is we we are extremely

0:18:18.200 --> 0:18:22.399
<v Speaker 1>expertise focused in how we are designed, so UM, we

0:18:22.440 --> 0:18:25.399
<v Speaker 1>have no generalists. UM. We have certain practice areas. Right now,

0:18:25.400 --> 0:18:28.440
<v Speaker 1>we have three different three or four different practice areas UM,

0:18:28.480 --> 0:18:31.479
<v Speaker 1>all of which are led by people who have worked

0:18:31.480 --> 0:18:33.720
<v Speaker 1>in that space and invested in that space for quite

0:18:33.760 --> 0:18:36.239
<v Speaker 1>some time, and kind of one of the standards I

0:18:36.400 --> 0:18:41.320
<v Speaker 1>use is, you know, when when when portfolio companies are

0:18:41.320 --> 0:18:44.560
<v Speaker 1>meeting with the investors on our team, do they believe

0:18:44.600 --> 0:18:47.240
<v Speaker 1>that the person they're sitting across from is the one

0:18:47.240 --> 0:18:49.480
<v Speaker 1>of the world's leading experts on the area that they're

0:18:49.520 --> 0:18:52.160
<v Speaker 1>working in. UM. So that that's one difference. I think

0:18:52.160 --> 0:18:54.399
<v Speaker 1>that the other different side point too is we're extremely

0:18:54.400 --> 0:18:57.960
<v Speaker 1>outbound in how we operate. So one of our challenges was,

0:18:58.320 --> 0:18:59.679
<v Speaker 1>you know, we don't have a we don't have a

0:18:59.720 --> 0:19:02.120
<v Speaker 1>brand end NVC you know the way a sequoia does

0:19:02.240 --> 0:19:04.480
<v Speaker 1>or something like that. And so, you know, one of

0:19:04.520 --> 0:19:06.520
<v Speaker 1>the biggest concerns you gotta have in venture investing is

0:19:06.560 --> 0:19:09.480
<v Speaker 1>adverse selection UH. And you probably don't want to be

0:19:09.520 --> 0:19:12.359
<v Speaker 1>taking what's coming through the door. UM. So you know,

0:19:12.400 --> 0:19:15.760
<v Speaker 1>what we focus on is um themes that we think

0:19:15.840 --> 0:19:18.880
<v Speaker 1>are gonna be big money makers, where we think real

0:19:19.160 --> 0:19:22.879
<v Speaker 1>change is happening, where technology is is um uh is

0:19:23.280 --> 0:19:26.160
<v Speaker 1>driving really important impact UH. And then we go try

0:19:26.200 --> 0:19:27.840
<v Speaker 1>to find the companies that we want to invest in

0:19:27.960 --> 0:19:32.119
<v Speaker 1>and knock on their door proactively, look extremely proactive. Almost

0:19:32.160 --> 0:19:35.800
<v Speaker 1>almost all of it is an outbound motion like ninety

0:19:36.320 --> 0:19:39.359
<v Speaker 1>eight percent of it UM and then UM, and so

0:19:39.400 --> 0:19:41.600
<v Speaker 1>that it would be the two big differences. I'd also

0:19:41.680 --> 0:19:45.000
<v Speaker 1>say that UM, you know, you know, probably as firms go,

0:19:45.440 --> 0:19:48.560
<v Speaker 1>our diligence is more intense than a lot of venture firms.

0:19:48.560 --> 0:19:50.919
<v Speaker 1>I think that comes from Steve Um. You know Steve

0:19:51.200 --> 0:19:54.520
<v Speaker 1>uh Um. Steve's one of Steve's sayings is do the

0:19:54.560 --> 0:19:57.679
<v Speaker 1>work um. And you know, when we go into an

0:19:57.680 --> 0:20:00.560
<v Speaker 1>investment committee to talk about something, uh, there's kind of

0:20:00.560 --> 0:20:02.840
<v Speaker 1>only one answer, which is I did the work um.

0:20:03.440 --> 0:20:05.960
<v Speaker 1>Otherwise the meaning's gonna end very soon. And so we

0:20:05.960 --> 0:20:07.600
<v Speaker 1>we hold a pretty high bar in terms of the

0:20:07.600 --> 0:20:09.480
<v Speaker 1>amount of research we're gonna do when we're looking into

0:20:09.480 --> 0:20:10.879
<v Speaker 1>a company. So there would be the three things I

0:20:10.960 --> 0:20:13.800
<v Speaker 1>point to. So, once you decide to make an investment

0:20:13.920 --> 0:20:17.960
<v Speaker 1>in a startup or an existing company, how actively involved

0:20:18.320 --> 0:20:22.040
<v Speaker 1>um with the corporate management are you? Are you guys

0:20:22.080 --> 0:20:25.919
<v Speaker 1>they're giving them advice assistance? Or is it more of

0:20:25.960 --> 0:20:29.439
<v Speaker 1>an arms length here's some money, now, now go do

0:20:29.560 --> 0:20:34.280
<v Speaker 1>something great. It varies, but I would say we're fairly active.

0:20:34.320 --> 0:20:36.920
<v Speaker 1>And the reason we end up being active is goes

0:20:36.920 --> 0:20:40.160
<v Speaker 1>back to this expertise thing that I was describing, which

0:20:40.200 --> 0:20:42.760
<v Speaker 1>is that, Um, you know, because the team is made

0:20:42.840 --> 0:20:45.399
<v Speaker 1>up of people who are very deep experts, it tends

0:20:45.400 --> 0:20:48.360
<v Speaker 1>to be that the entrepreneurs want them on the boards

0:20:48.880 --> 0:20:51.240
<v Speaker 1>because you know, they're they're they're very useful and sort

0:20:51.240 --> 0:20:54.240
<v Speaker 1>of sorting through the strategic questions and knowing where the

0:20:54.280 --> 0:20:56.960
<v Speaker 1>business should go. Um. You know. It's interesting because when

0:20:56.960 --> 0:21:00.200
<v Speaker 1>we started out, I was actually, uh pretty really sucked

0:21:00.240 --> 0:21:02.159
<v Speaker 1>tot to take board seats because I actually, you know,

0:21:02.200 --> 0:21:03.879
<v Speaker 1>I think it can be a bit of a distraction

0:21:03.920 --> 0:21:07.000
<v Speaker 1>from doing the next investment. UM. But it turned out

0:21:07.040 --> 0:21:09.040
<v Speaker 1>it was an important ask from a lot of our entrepreneurs.

0:21:09.080 --> 0:21:10.600
<v Speaker 1>So we do end up taking a lot of board seats,

0:21:10.600 --> 0:21:14.600
<v Speaker 1>which means we're pretty involved. And we talked earlier about

0:21:15.200 --> 0:21:20.480
<v Speaker 1>the quantitative approach UM point seventy two. Often employees, how

0:21:20.560 --> 0:21:23.400
<v Speaker 1>much big data do you bring to bear when trying

0:21:23.440 --> 0:21:27.280
<v Speaker 1>to make a decision about either an area to invest

0:21:27.359 --> 0:21:32.320
<v Speaker 1>in or a specific company. Very little, very little, very little. Uh.

0:21:32.400 --> 0:21:34.040
<v Speaker 1>You know. Part part of it is the areas we're

0:21:34.080 --> 0:21:36.800
<v Speaker 1>investing in. I mean, we're generally investing in enterprise companies

0:21:37.080 --> 0:21:39.680
<v Speaker 1>uh in their early stage, and so you know, lots

0:21:39.680 --> 0:21:42.159
<v Speaker 1>of times they'll have three or four customers UM, and

0:21:42.200 --> 0:21:43.840
<v Speaker 1>there isn't a whole lot to sort of, you know,

0:21:43.880 --> 0:21:47.119
<v Speaker 1>torture the data for UM. Doesn't mean we don't do research.

0:21:47.119 --> 0:21:49.119
<v Speaker 1>We do a tremendous amount of research, but it tends

0:21:49.119 --> 0:21:52.040
<v Speaker 1>to be more interviews with people and UM, you know,

0:21:52.359 --> 0:21:56.879
<v Speaker 1>you know, customer follow ups with customers and probing on

0:21:56.920 --> 0:22:00.240
<v Speaker 1>how you know how a certain product works UM or

0:22:00.359 --> 0:22:04.000
<v Speaker 1>market sizing exercises or things like that UM. But we've

0:22:04.080 --> 0:22:05.879
<v Speaker 1>not brought a lot of the of the of the

0:22:05.880 --> 0:22:09.159
<v Speaker 1>big data to bear on on venture UM though I

0:22:09.200 --> 0:22:11.520
<v Speaker 1>do think you know, in the consumer space there could

0:22:11.520 --> 0:22:13.720
<v Speaker 1>be opportunities for that UM, and that that might be

0:22:13.760 --> 0:22:15.920
<v Speaker 1>something we explore down the road. So this might be

0:22:15.960 --> 0:22:19.760
<v Speaker 1>a little bit of a weird question. But how challenging

0:22:19.920 --> 0:22:25.680
<v Speaker 1>is it two manage two distinct businesses with two very

0:22:25.720 --> 0:22:30.560
<v Speaker 1>different approaches. One is so quantitative and data intensive, the

0:22:30.600 --> 0:22:33.679
<v Speaker 1>other seems to be a little more intuitive and subjective.

0:22:33.720 --> 0:22:36.840
<v Speaker 1>Do you find any sort of when you switch hats?

0:22:36.920 --> 0:22:39.800
<v Speaker 1>Is that a little bit different to get into that

0:22:40.280 --> 0:22:43.120
<v Speaker 1>a little bit challenging to get into that different headspace?

0:22:44.600 --> 0:22:47.920
<v Speaker 1>I wouldn't say so. I think the similarity between both

0:22:47.920 --> 0:22:50.600
<v Speaker 1>of them is that in both cases. You know, we're

0:22:50.720 --> 0:22:53.560
<v Speaker 1>very process driven. UM. You know in in the process

0:22:53.680 --> 0:22:56.320
<v Speaker 1>looks different in each case. But UH, you know, I'm

0:22:56.400 --> 0:22:58.560
<v Speaker 1>I'm a very big believer and I think this comes

0:22:58.600 --> 0:23:01.800
<v Speaker 1>from my my Bridgewater training UM in sort of process

0:23:01.800 --> 0:23:05.199
<v Speaker 1>over outcomes. UH. And you know you have to you know,

0:23:05.240 --> 0:23:06.919
<v Speaker 1>you have to think ahead of time about how you're

0:23:06.920 --> 0:23:08.680
<v Speaker 1>going to approach a problem and why that's going to

0:23:08.760 --> 0:23:11.920
<v Speaker 1>give you an advantage in uh in your approach um

0:23:12.000 --> 0:23:14.800
<v Speaker 1>and on on on both sides of the business UM

0:23:14.840 --> 0:23:17.040
<v Speaker 1>that I'm involved with. You know, that's how we how

0:23:17.080 --> 0:23:19.439
<v Speaker 1>we come at it. Uh. And you know when we

0:23:19.480 --> 0:23:23.520
<v Speaker 1>have very elaborate uh sort of you know, predesigned sort

0:23:23.520 --> 0:23:25.600
<v Speaker 1>of ways that we're going to develop algorithms, and we

0:23:25.640 --> 0:23:28.640
<v Speaker 1>have very uh clear ways that we're gonna make investment

0:23:28.640 --> 0:23:31.080
<v Speaker 1>decisions on the venture side. UM. And so for me

0:23:31.280 --> 0:23:33.199
<v Speaker 1>as a as a manager of both of those areas,

0:23:33.400 --> 0:23:35.120
<v Speaker 1>that's mainly what I'm trying to do is make sure

0:23:35.160 --> 0:23:38.639
<v Speaker 1>that process is really solid um and UH. And and

0:23:38.680 --> 0:23:43.320
<v Speaker 1>that's that's the similarity. How how significant uh portion of

0:23:43.400 --> 0:23:47.159
<v Speaker 1>the point seventy two book are the venture sides. So

0:23:47.200 --> 0:23:51.520
<v Speaker 1>the venture investments are all Steve's personal investments. UM, so

0:23:51.560 --> 0:23:53.800
<v Speaker 1>there's not point they're not well, I mean we use

0:23:53.920 --> 0:23:56.080
<v Speaker 1>it's points a ventures, we use the brand, but it's

0:23:56.080 --> 0:23:58.719
<v Speaker 1>not it's not in the fund. Uh, it's it's Steve's

0:23:58.720 --> 0:24:01.280
<v Speaker 1>personal money. UM. And it's you know, it's it's not

0:24:01.440 --> 0:24:03.159
<v Speaker 1>it's not super large. I mean it's a it's a

0:24:03.200 --> 0:24:05.119
<v Speaker 1>couple hundred million. So now I have to ask the

0:24:05.119 --> 0:24:09.080
<v Speaker 1>obvious question, if it's Steve's personal money, is there a

0:24:09.160 --> 0:24:13.560
<v Speaker 1>different UM thought process in terms of an exit. How

0:24:13.640 --> 0:24:18.440
<v Speaker 1>does that pressure or how does that structure affect how

0:24:18.520 --> 0:24:22.120
<v Speaker 1>you approach it or is it just a continuum across everything.

0:24:22.119 --> 0:24:26.199
<v Speaker 1>And his philosophy is the same whether it's public or

0:24:26.240 --> 0:24:30.399
<v Speaker 1>private investments. I think his philosophy is very similar across both.

0:24:30.680 --> 0:24:32.720
<v Speaker 1>You know, he is he is an I r R

0:24:32.800 --> 0:24:35.640
<v Speaker 1>focused investor UM. And you know he has a hedge

0:24:35.640 --> 0:24:38.800
<v Speaker 1>fund that does well and produces a good return every year. UM.

0:24:38.960 --> 0:24:41.399
<v Speaker 1>And you know he expects us to be the same,

0:24:41.600 --> 0:24:44.520
<v Speaker 1>to bring the same discipline to the private investments. And

0:24:44.560 --> 0:24:46.639
<v Speaker 1>so you know, we think about I r rs, We

0:24:46.680 --> 0:24:48.640
<v Speaker 1>think about exits, we think when we can get cash

0:24:48.680 --> 0:24:50.480
<v Speaker 1>back out, we think about applying leverage. We you know,

0:24:50.520 --> 0:24:52.879
<v Speaker 1>we think about all these different things UM. But but

0:24:52.920 --> 0:24:55.800
<v Speaker 1>it all comes back to you know, producing a you know,

0:24:55.840 --> 0:24:59.400
<v Speaker 1>a good rate of return UM and that's that's that's

0:24:59.400 --> 0:25:02.320
<v Speaker 1>how he thinks of about the world. Quite fascinating. So

0:25:02.600 --> 0:25:07.960
<v Speaker 1>you mentioned traditional UM forms of fundamental analysis. What what

0:25:08.080 --> 0:25:11.040
<v Speaker 1>metrics do you find important? Lots of people have talked

0:25:11.040 --> 0:25:12.800
<v Speaker 1>about price the book, and then it seems to have

0:25:12.840 --> 0:25:15.320
<v Speaker 1>fallen a little bit out of favor. Other people are

0:25:15.320 --> 0:25:19.760
<v Speaker 1>looking at various forms of valuation. What's the most important

0:25:19.760 --> 0:25:24.320
<v Speaker 1>fundamental approaches that that point seventy two is considering. It's

0:25:24.320 --> 0:25:26.880
<v Speaker 1>just very so widely. I mean, you know, we're trading

0:25:27.240 --> 0:25:28.840
<v Speaker 1>you know, in the U S we're trading almost eight

0:25:29.000 --> 0:25:31.480
<v Speaker 1>hundred names, and we also trade in Asia and Europe,

0:25:31.520 --> 0:25:35.240
<v Speaker 1>and so, uh, you know, there's I can't give sort

0:25:35.240 --> 0:25:37.960
<v Speaker 1>of a one size fits all answer to that question

0:25:37.960 --> 0:25:40.280
<v Speaker 1>because there's there's so many different sort of subsegments. So

0:25:40.400 --> 0:25:45.000
<v Speaker 1>following up on that, you have written that investing changes

0:25:45.040 --> 0:25:47.640
<v Speaker 1>over time and it's the role of the portfolio manager

0:25:48.119 --> 0:25:52.199
<v Speaker 1>to adapt to those changes. How have you seen recent

0:25:52.280 --> 0:25:55.359
<v Speaker 1>changes in the marketplace and what sort of adaptations do

0:25:55.440 --> 0:25:57.800
<v Speaker 1>people have to make? Well, I think, you know, I

0:25:57.840 --> 0:25:59.439
<v Speaker 1>think it's some of the things we're talking about them.

0:25:59.480 --> 0:26:02.320
<v Speaker 1>I think the UM you know, the explosion of big

0:26:02.440 --> 0:26:06.840
<v Speaker 1>data or what we call alternative data UM is you know,

0:26:07.080 --> 0:26:10.200
<v Speaker 1>a big impact. Uh. You know, it used to be

0:26:10.240 --> 0:26:13.920
<v Speaker 1>that most of the investing was a conversation between the investor,

0:26:13.920 --> 0:26:16.520
<v Speaker 1>the company and the cell side UM. And now you

0:26:16.560 --> 0:26:20.000
<v Speaker 1>know you have UM. You know, just you know, whether

0:26:20.000 --> 0:26:22.800
<v Speaker 1>it be credit card or geolocation or email receipts or

0:26:22.840 --> 0:26:25.000
<v Speaker 1>all these different satellite like you were talking about UM.

0:26:25.040 --> 0:26:27.399
<v Speaker 1>You know, all these different things that you know that

0:26:27.440 --> 0:26:29.040
<v Speaker 1>you can you can bring to bear. So I think

0:26:29.040 --> 0:26:31.440
<v Speaker 1>that's a really important trend. I think the other important trend,

0:26:31.560 --> 0:26:33.920
<v Speaker 1>like we're talking about earlier, is is people plus machine.

0:26:33.960 --> 0:26:36.600
<v Speaker 1>You know, what what are machines good at versus what

0:26:36.640 --> 0:26:39.880
<v Speaker 1>are people good at? UM? You know, machines uh, quite

0:26:39.880 --> 0:26:44.040
<v Speaker 1>good at UM at repetitive math and complicated math, and

0:26:44.359 --> 0:26:46.200
<v Speaker 1>UM you know have a lot to bring to bear

0:26:46.240 --> 0:26:49.480
<v Speaker 1>in terms of portfolio construction and trading and and and

0:26:49.640 --> 0:26:52.280
<v Speaker 1>those sorts of areas UM. So those are probably the

0:26:52.320 --> 0:26:55.840
<v Speaker 1>two most important trends that that we're seeing and thinking about.

0:26:56.640 --> 0:27:00.640
<v Speaker 1>Quite interesting. So you you talked earlier about the pursuit

0:27:00.680 --> 0:27:04.240
<v Speaker 1>of alpha for a lot of the hedge fund industry,

0:27:04.680 --> 0:27:07.040
<v Speaker 1>this has been a rough decade. Alpha has been hard

0:27:07.040 --> 0:27:10.639
<v Speaker 1>to come by. Lots and lots of other hedge funds

0:27:10.680 --> 0:27:16.480
<v Speaker 1>have had a hard time meaning their benchmark. Two questions

0:27:16.520 --> 0:27:22.960
<v Speaker 1>that come from that, what's behind alpha's um elusiveness these days?

0:27:23.440 --> 0:27:26.840
<v Speaker 1>And what must elusive alpha? You haven't thought of that previously?

0:27:27.240 --> 0:27:30.960
<v Speaker 1>And what do active managers have to do to stay

0:27:31.040 --> 0:27:34.840
<v Speaker 1>relevant and at the top of their game? Yeah, well, Steve,

0:27:34.840 --> 0:27:36.680
<v Speaker 1>Steve always jokes that he'd just like to go back

0:27:36.680 --> 0:27:38.960
<v Speaker 1>to the nineties, Um, you know, when it was easy,

0:27:39.040 --> 0:27:41.760
<v Speaker 1>when it was when it was a lot easier. And

0:27:41.880 --> 0:27:45.000
<v Speaker 1>uh and look, I mean, you know, success straws competition,

0:27:45.080 --> 0:27:48.320
<v Speaker 1>that's just capitalism. And I think that um, you know,

0:27:49.119 --> 0:27:51.320
<v Speaker 1>you know, I think there's not a whole lot of

0:27:51.440 --> 0:27:53.520
<v Speaker 1>mystery to why it's harder. I think it's harder mainly

0:27:53.520 --> 0:27:56.320
<v Speaker 1>because a lot more people are doing it. Um, you know,

0:27:56.400 --> 0:27:59.439
<v Speaker 1>there's there's certain i'd say, sort of boogemen in the market,

0:27:59.480 --> 0:28:01.480
<v Speaker 1>you know, like et F flows and things like that

0:28:01.480 --> 0:28:03.960
<v Speaker 1>that people also talk about. But but I think the

0:28:04.440 --> 0:28:06.399
<v Speaker 1>core thing that makes Alpha harder is just, you know,

0:28:06.440 --> 0:28:09.040
<v Speaker 1>the scale at which it all takes place today. Um,

0:28:09.160 --> 0:28:11.520
<v Speaker 1>and you know, I think in terms of of of

0:28:11.560 --> 0:28:16.600
<v Speaker 1>maintaining an advantage. UM. You know, I uh, I remember

0:28:16.840 --> 0:28:18.800
<v Speaker 1>the very first time I met Steve, I asked him

0:28:18.840 --> 0:28:20.480
<v Speaker 1>the question of how he had been able to sustain

0:28:20.560 --> 0:28:24.239
<v Speaker 1>his fund for so long UM and he's at such

0:28:24.280 --> 0:28:26.719
<v Speaker 1>a high level, and he said, well, because I've rebuilt

0:28:26.760 --> 0:28:29.520
<v Speaker 1>it four or five times UM. And you know, and

0:28:29.520 --> 0:28:31.960
<v Speaker 1>and you know, the point he made is that this

0:28:32.040 --> 0:28:35.880
<v Speaker 1>is just a constantly changing game that's always attracting competitors.

0:28:36.160 --> 0:28:38.640
<v Speaker 1>And if you think that whatever success you have today

0:28:38.680 --> 0:28:42.520
<v Speaker 1>is going to be true tomorrow, you are really naive UM.

0:28:42.600 --> 0:28:44.680
<v Speaker 1>And so you know, there's it's part of what I

0:28:44.960 --> 0:28:46.560
<v Speaker 1>like so much about working with him, And there's just

0:28:46.600 --> 0:28:49.880
<v Speaker 1>a restless energy to him because he knows that that's

0:28:49.920 --> 0:28:52.360
<v Speaker 1>what's required to continue to survive. And so that's how

0:28:52.360 --> 0:28:55.360
<v Speaker 1>we approach the firm we have UM. You know, always

0:28:55.400 --> 0:28:57.720
<v Speaker 1>you know, tons of new initiatives and experiments going on,

0:28:57.800 --> 0:28:59.720
<v Speaker 1>and things will succeed or you know, and things will

0:28:59.760 --> 0:29:01.880
<v Speaker 1>fail and will kill them, and things that will succeed

0:29:01.920 --> 0:29:04.360
<v Speaker 1>will scale UM. But that but you know, I think

0:29:04.400 --> 0:29:07.040
<v Speaker 1>his his view, and I agree with it, is that

0:29:07.280 --> 0:29:09.840
<v Speaker 1>it's that you know, it's that activity that's how you

0:29:09.920 --> 0:29:12.880
<v Speaker 1>maintain an advantage um, because the business you know, in

0:29:13.320 --> 0:29:15.400
<v Speaker 1>three or four years isn't gonna look anything like it does,

0:29:15.960 --> 0:29:18.040
<v Speaker 1>you know, three or four years prior to now. So

0:29:18.320 --> 0:29:22.000
<v Speaker 1>Michael Mobison calls that the paradox of skill, that the

0:29:22.080 --> 0:29:25.680
<v Speaker 1>success of the hedge fund industry and other sectors of

0:29:25.720 --> 0:29:30.600
<v Speaker 1>finance have attracted so many intelligent, talented people that the

0:29:30.680 --> 0:29:33.479
<v Speaker 1>easy money has gone away and it's becomes so much harder. Well,

0:29:33.520 --> 0:29:35.040
<v Speaker 1>that's what makes it fun, right, I mean, that's what

0:29:35.080 --> 0:29:37.760
<v Speaker 1>makes it. It's the you know, it's the competitive drive

0:29:37.880 --> 0:29:39.680
<v Speaker 1>and the and the knowing that the bar is always

0:29:39.720 --> 0:29:42.080
<v Speaker 1>going up. Um. You know, it's that challenge that I

0:29:42.080 --> 0:29:44.400
<v Speaker 1>think draws a lot of people to the industry to

0:29:44.680 --> 0:29:48.360
<v Speaker 1>to say the very least. So look around at some

0:29:48.400 --> 0:29:50.960
<v Speaker 1>of the other hedge funds out there, like the Show

0:29:51.120 --> 0:29:55.440
<v Speaker 1>or Citadel or Renaissance Technologies, and they were pretty early

0:29:55.600 --> 0:30:00.560
<v Speaker 1>onto the high frequency trading and other computer driven UH approaches.

0:30:00.800 --> 0:30:04.440
<v Speaker 1>Is that anything that is UH in point seventy two's

0:30:04.520 --> 0:30:07.680
<v Speaker 1>field of interest or is that something that hey, let

0:30:07.760 --> 0:30:11.360
<v Speaker 1>the computer driven guys do that. You have your own

0:30:11.680 --> 0:30:15.440
<v Speaker 1>specific skill set, So we don't do any high frequency trading. UM,

0:30:15.640 --> 0:30:18.160
<v Speaker 1>we do a fair bit of computer driven trading in

0:30:18.160 --> 0:30:21.080
<v Speaker 1>our systematic unit, and then in some of the units

0:30:21.120 --> 0:30:24.920
<v Speaker 1>I oversee their systematic as well, so driven by computers. Um.

0:30:24.960 --> 0:30:29.640
<v Speaker 1>But uh, but but nothing that would constitute high frequency um. Uh.

0:30:29.680 --> 0:30:33.160
<v Speaker 1>You know, it's certainly an area where a bunch of

0:30:33.160 --> 0:30:34.960
<v Speaker 1>people made a bunch of money, but it wasn't something

0:30:35.360 --> 0:30:38.240
<v Speaker 1>that we did. One of the things I didn't ask

0:30:38.320 --> 0:30:43.360
<v Speaker 1>you earlier but is relevant here is the Domino Data Lab.

0:30:43.760 --> 0:30:47.400
<v Speaker 1>What was the thinking behind that? And how have you

0:30:47.560 --> 0:30:52.920
<v Speaker 1>used that experience at Bridgewater and at point seventy two? Yes,

0:30:53.000 --> 0:30:55.840
<v Speaker 1>So the thinking behind that was really sort of two

0:30:55.840 --> 0:30:58.360
<v Speaker 1>big ideas. One was that we were moving to a

0:30:58.400 --> 0:31:03.000
<v Speaker 1>model driven world, um, where you know, we're algorithms that

0:31:03.080 --> 0:31:07.640
<v Speaker 1>were trained, fed and trained data that made predictions or

0:31:07.680 --> 0:31:10.600
<v Speaker 1>decisions for businesses. That that was going to be a

0:31:10.720 --> 0:31:14.400
<v Speaker 1>very important um thing that took place, and so you know,

0:31:14.440 --> 0:31:16.360
<v Speaker 1>you see the rise of Netflix and Amazon and all

0:31:16.360 --> 0:31:19.840
<v Speaker 1>these things that I would call model driven businesses. Uh.

0:31:19.880 --> 0:31:22.680
<v Speaker 1>And then the second sort of big idea was that,

0:31:23.040 --> 0:31:26.320
<v Speaker 1>um that as that happened, the people who did that work,

0:31:26.480 --> 0:31:30.280
<v Speaker 1>the data scientist needed a system of record. So salespeople

0:31:30.280 --> 0:31:32.920
<v Speaker 1>work in salesforce HR people work in work day. There

0:31:33.000 --> 0:31:35.600
<v Speaker 1>was not an equivalent for data science, and so we

0:31:35.600 --> 0:31:38.880
<v Speaker 1>were building and in our building, uh, the system of

0:31:38.920 --> 0:31:43.200
<v Speaker 1>record for UM for data scientists and and those were

0:31:43.240 --> 0:31:45.360
<v Speaker 1>those were really the two big big ideas behind it.

0:31:45.720 --> 0:31:48.560
<v Speaker 1>And whatever happens to Domino Data LAMB. Does it still exist?

0:31:48.640 --> 0:31:51.600
<v Speaker 1>It still exists doing great UM you know, just you know,

0:31:51.640 --> 0:31:54.640
<v Speaker 1>continues to grow leaps and bounds. I'm on the board. UM.

0:31:54.680 --> 0:31:57.280
<v Speaker 1>It's still an independent company, still an independent company backed

0:31:57.280 --> 0:32:02.040
<v Speaker 1>by Sequoia and COT primarily UM and some others actually

0:32:02.040 --> 0:32:06.360
<v Speaker 1>including Bloomberg, Beta, UM and uh, you know, and it's uh,

0:32:06.760 --> 0:32:08.920
<v Speaker 1>it's it's been. It's been very successful. And probably one

0:32:08.920 --> 0:32:11.240
<v Speaker 1>of the most interesting things about it is just the

0:32:11.320 --> 0:32:14.080
<v Speaker 1>diversity of industries now that are representing the client base.

0:32:14.120 --> 0:32:16.400
<v Speaker 1>You know, it started out a lot of finance firms,

0:32:16.440 --> 0:32:18.760
<v Speaker 1>insurance firms were interested, but now we have everything from

0:32:19.040 --> 0:32:23.680
<v Speaker 1>retailers to grocery stores, to auto makers to pharmaceutical makers.

0:32:24.160 --> 0:32:27.800
<v Speaker 1>Because you know, basically the thesis we were betting on

0:32:27.880 --> 0:32:30.160
<v Speaker 1>was that the world was going to become model driven.

0:32:30.440 --> 0:32:32.600
<v Speaker 1>And this is a tool set. This is a tool

0:32:32.640 --> 0:32:36.600
<v Speaker 1>set to help track how effectively you're deploying your model.

0:32:36.960 --> 0:32:40.200
<v Speaker 1>It's a it's a tool set that um you know, basically,

0:32:40.280 --> 0:32:43.640
<v Speaker 1>data scientists build their models using the languages and tools

0:32:43.640 --> 0:32:46.960
<v Speaker 1>they want in Domino, and then Domino revisions those things.

0:32:47.000 --> 0:32:48.720
<v Speaker 1>Means they keep track of the data and the code

0:32:48.760 --> 0:32:51.000
<v Speaker 1>and the results, and then you can also publish out

0:32:51.640 --> 0:32:53.680
<v Speaker 1>so you can run models from that, and so it's

0:32:53.840 --> 0:32:57.000
<v Speaker 1>sort of the your central repository, your system of record

0:32:57.040 --> 0:33:01.360
<v Speaker 1>for models. Quite interesting, and I keep coming back to

0:33:01.400 --> 0:33:06.520
<v Speaker 1>the idea of of man and machine. When you're evaluating talent,

0:33:06.920 --> 0:33:13.200
<v Speaker 1>be it a startup management team or a a potential

0:33:13.280 --> 0:33:16.880
<v Speaker 1>higher or a portfolio manager, how much of that is

0:33:17.040 --> 0:33:19.320
<v Speaker 1>data driven and how much of that is your own

0:33:19.400 --> 0:33:24.600
<v Speaker 1>human intuition? Well, in in people processes, you know, look,

0:33:24.640 --> 0:33:29.200
<v Speaker 1>I think there's still a lot of human intuition into it. Uh.

0:33:29.240 --> 0:33:31.719
<v Speaker 1>We we do try to be as rigorous and as

0:33:31.760 --> 0:33:34.320
<v Speaker 1>systematic as possible. And what I mean by that is,

0:33:34.760 --> 0:33:36.680
<v Speaker 1>you know, we we try to start with the job

0:33:36.840 --> 0:33:39.320
<v Speaker 1>and the outcomes we expect. And as you think about

0:33:39.320 --> 0:33:42.200
<v Speaker 1>those outcomes, what capabilities are required? And you think about

0:33:42.200 --> 0:33:44.760
<v Speaker 1>those capabilities, you know, what's the best way to evaluate

0:33:44.800 --> 0:33:47.440
<v Speaker 1>those capabilities? I personally don't like interviews. I don't think

0:33:47.480 --> 0:33:50.760
<v Speaker 1>they're particularly useful. UM. I think that work samples and

0:33:50.840 --> 0:33:53.320
<v Speaker 1>projects and these sort of and more testing and those

0:33:53.320 --> 0:33:55.800
<v Speaker 1>sorts of things are very valuable. UM. But you know,

0:33:55.800 --> 0:33:57.720
<v Speaker 1>obviously there's also you know, you do need to meet

0:33:57.720 --> 0:33:59.640
<v Speaker 1>the people. And that's that's a part of it. Um

0:33:59.800 --> 0:34:02.880
<v Speaker 1>by it for us, the hiring process or the evaluation

0:34:02.920 --> 0:34:05.800
<v Speaker 1>process of people adventure, UM, you know, just has a

0:34:05.800 --> 0:34:09.280
<v Speaker 1>certain methodical nous to it. That's that's very important, quite

0:34:09.360 --> 0:34:12.680
<v Speaker 1>quite fascinating. We have been speaking with Matthew Grenade. He

0:34:13.000 --> 0:34:17.879
<v Speaker 1>is the chief market intelligence officer at Point seventy two. UH.

0:34:17.920 --> 0:34:20.239
<v Speaker 1>If you enjoy this conversation, we'll be sure and come

0:34:20.239 --> 0:34:23.120
<v Speaker 1>back for the podcast extras, where we keep the tape

0:34:23.200 --> 0:34:28.120
<v Speaker 1>rolling and continue discussing all things quant and hedge fund investing.

0:34:28.680 --> 0:34:32.120
<v Speaker 1>We love your comments, feedback and suggestions. You can write

0:34:32.120 --> 0:34:35.799
<v Speaker 1>to us at m IB podcast at Bloomberg dot net.

0:34:36.520 --> 0:34:39.279
<v Speaker 1>Be sure and check out my daily column at Bloomberg

0:34:39.320 --> 0:34:42.400
<v Speaker 1>dot com slash opinion. You can follow me on Twitter

0:34:42.640 --> 0:34:47.160
<v Speaker 1>at rid Holts. I'm Barry Ridholts. You're listening to Masterson Business.

0:34:47.440 --> 0:35:04.120
<v Speaker 1>I'm Bloomberg rad Ye. Welcome to the podcast. Matthew thank

0:35:04.160 --> 0:35:06.400
<v Speaker 1>you so much for doing this. UM. I've been looking

0:35:06.400 --> 0:35:12.080
<v Speaker 1>forward to this conversation. I have followed Stevie Cohen's career

0:35:12.200 --> 0:35:15.920
<v Speaker 1>from AFAR for since the nineties, and I find him

0:35:15.920 --> 0:35:22.440
<v Speaker 1>to be an absolutely intriguing individual, both as a investor

0:35:22.440 --> 0:35:26.640
<v Speaker 1>and an art collector, and a person who has managed

0:35:26.840 --> 0:35:33.400
<v Speaker 1>to um thrive despite a lot of really fascinating challenges. So, UM,

0:35:33.480 --> 0:35:36.560
<v Speaker 1>when we first made contact with your office, I was

0:35:36.600 --> 0:35:40.440
<v Speaker 1>really excited about this. UM, so thank you for doing this.

0:35:41.120 --> 0:35:43.440
<v Speaker 1>One of the things we did not get to talk

0:35:43.520 --> 0:35:47.120
<v Speaker 1>about during the broadcast portion was the OpEd that you

0:35:47.239 --> 0:35:51.839
<v Speaker 1>and Steve wrote in the Wall Street Journal. And UM,

0:35:51.880 --> 0:35:56.560
<v Speaker 1>it's not software is eating the world, it's models will

0:35:56.640 --> 0:35:58.719
<v Speaker 1>run the world. Tell us a little bit about that.

0:35:59.840 --> 0:36:03.160
<v Speaker 1>So so Mark Andresen wrote a piece several years ago

0:36:03.280 --> 0:36:05.400
<v Speaker 1>and called software is Eating the World, and it's basically

0:36:05.400 --> 0:36:09.200
<v Speaker 1>the idea that software is going to change every business. UM,

0:36:09.320 --> 0:36:12.319
<v Speaker 1>and Steve and I were thinking about, you know, kind

0:36:12.360 --> 0:36:14.080
<v Speaker 1>of what's the equivalent today, because I think that was

0:36:14.120 --> 0:36:17.560
<v Speaker 1>written almost seven or eight years ago. Uh. And you know,

0:36:17.760 --> 0:36:19.880
<v Speaker 1>the thing that we zero in on was this idea

0:36:20.000 --> 0:36:23.600
<v Speaker 1>that that really models we're going to change the change

0:36:23.640 --> 0:36:26.120
<v Speaker 1>the business landscape and you know, you know the idea

0:36:26.120 --> 0:36:28.719
<v Speaker 1>of a model um, you know, think about Netflix, right.

0:36:28.719 --> 0:36:31.160
<v Speaker 1>So I think Netflix is a great model driven business

0:36:31.200 --> 0:36:34.160
<v Speaker 1>where you know, eight percent of the content consumption there

0:36:34.160 --> 0:36:37.200
<v Speaker 1>comes from their recommendation engine, right, and so basically what

0:36:37.239 --> 0:36:38.759
<v Speaker 1>they're what they're trying to do is they're trying to

0:36:38.760 --> 0:36:41.640
<v Speaker 1>build the best recommend or possible. There you know, you're

0:36:41.680 --> 0:36:44.120
<v Speaker 1>signing up, they're taking in data about you there, you

0:36:44.120 --> 0:36:46.800
<v Speaker 1>know your zip code, and but then they watch everything

0:36:46.840 --> 0:36:49.440
<v Speaker 1>you do. They watch you know how you um, you

0:36:49.480 --> 0:36:51.319
<v Speaker 1>know what shows do you jump on right away? Which

0:36:51.320 --> 0:36:53.160
<v Speaker 1>shows do you finish? Which shows do you not? And

0:36:53.200 --> 0:36:55.520
<v Speaker 1>that lets them recommend better and better content for you.

0:36:55.600 --> 0:36:57.960
<v Speaker 1>And then basically at the core of their business is

0:36:58.000 --> 0:37:02.120
<v Speaker 1>this engine that's that's you know, holding or basically recommending

0:37:02.160 --> 0:37:04.279
<v Speaker 1>content for you, um that you're going to enjoy more

0:37:04.320 --> 0:37:06.239
<v Speaker 1>and more. And now they're using that same data in

0:37:06.239 --> 0:37:08.880
<v Speaker 1>that same approach to build content as well. Um. So

0:37:09.040 --> 0:37:10.799
<v Speaker 1>I think we think about that as a model driven

0:37:10.800 --> 0:37:12.920
<v Speaker 1>business and it's a it's a really sort of powerful

0:37:13.000 --> 0:37:15.359
<v Speaker 1>mode because once you get the loop going where you're

0:37:15.400 --> 0:37:18.240
<v Speaker 1>collecting the data and seeing the outcomes that you're driven,

0:37:18.360 --> 0:37:21.359
<v Speaker 1>you're driving you can make the model better and better. Um.

0:37:21.480 --> 0:37:23.279
<v Speaker 1>And so you know we in the in the out

0:37:23.400 --> 0:37:25.960
<v Speaker 1>ed what we talk about is uh, some public and

0:37:25.960 --> 0:37:29.719
<v Speaker 1>some private companies. Um that Uh you know that that

0:37:29.760 --> 0:37:32.319
<v Speaker 1>our model driven and and and some of the implications

0:37:32.360 --> 0:37:35.320
<v Speaker 1>of this trend um and um and so Yeah, it

0:37:35.400 --> 0:37:38.239
<v Speaker 1>was a fun piece to write. Yeah, and it's still

0:37:38.280 --> 0:37:40.920
<v Speaker 1>available if you anybody wants to go see it. Models

0:37:40.960 --> 0:37:44.400
<v Speaker 1>will run the world. It's in the Wall Street Journal. UM.

0:37:44.480 --> 0:37:47.879
<v Speaker 1>So when you see something like and Reeson's peace, Uh,

0:37:48.040 --> 0:37:51.000
<v Speaker 1>software is in in the world. I want to say

0:37:51.000 --> 0:37:55.280
<v Speaker 1>that he's half right. Software had started to eat the world.

0:37:55.920 --> 0:38:00.160
<v Speaker 1>But we run into problems all the time. That software,

0:38:00.040 --> 0:38:02.160
<v Speaker 1>it only gets you half the way there. And and

0:38:02.920 --> 0:38:07.480
<v Speaker 1>the entire infrastructure of everything from the hardware to the

0:38:07.600 --> 0:38:11.600
<v Speaker 1>network too, everything else that's involved has to work seamlessly.

0:38:12.200 --> 0:38:15.920
<v Speaker 1>Doesn't quite feel like we're in the future yet. How

0:38:16.000 --> 0:38:19.920
<v Speaker 1>do you am I overstating that or how do you

0:38:20.000 --> 0:38:23.080
<v Speaker 1>how do you perceive the world where you know, a

0:38:23.239 --> 0:38:25.960
<v Speaker 1>robot butler doesn't take you to work each day, but

0:38:26.000 --> 0:38:28.879
<v Speaker 1>it's not too far off in the future. I can't

0:38:28.880 --> 0:38:31.239
<v Speaker 1>remember who said it, but somebody said, uh, you know,

0:38:31.280 --> 0:38:33.719
<v Speaker 1>the future is here. It's just unevenly distributed, you know.

0:38:33.880 --> 0:38:36.400
<v Speaker 1>William Gibson, Yeah, I think there's I think there's a

0:38:36.440 --> 0:38:38.319
<v Speaker 1>lot of truth to that, you know. I mean when

0:38:38.320 --> 0:38:41.520
<v Speaker 1>you're in uh, you know, San Francisco and you you know,

0:38:41.560 --> 0:38:44.280
<v Speaker 1>you see the self driving cars that you know, Cruise

0:38:44.360 --> 0:38:48.839
<v Speaker 1>and and Google and others are making. Um, you know,

0:38:48.120 --> 0:38:52.720
<v Speaker 1>then that that feels that feels very in the future. Uh.

0:38:52.760 --> 0:38:54.600
<v Speaker 1>And then you know, like you said, you look at

0:38:54.600 --> 0:38:56.279
<v Speaker 1>some other industries and you sort of scratch your head

0:38:56.320 --> 0:38:58.399
<v Speaker 1>about you know, why can't I get a good cell

0:38:58.440 --> 0:39:00.880
<v Speaker 1>signal in Manhattan? It's exactly why point why can I

0:39:01.160 --> 0:39:03.239
<v Speaker 1>maintain the still signal on the train back to back

0:39:03.280 --> 0:39:07.480
<v Speaker 1>to Connecticut? Um? But um so I certainly, I certainly

0:39:07.520 --> 0:39:11.000
<v Speaker 1>agree that it's it's unevenly distributed. But but you know,

0:39:11.040 --> 0:39:14.240
<v Speaker 1>there's also a tremendous amount of very exciting things happening.

0:39:14.520 --> 0:39:16.960
<v Speaker 1>Um and uh And and look, that's what makes the

0:39:17.040 --> 0:39:19.480
<v Speaker 1>venture investing so much fun, you know, is seeing all

0:39:19.480 --> 0:39:24.240
<v Speaker 1>that and being involved in that world, having that view

0:39:24.520 --> 0:39:27.120
<v Speaker 1>of upcoming technologies. How does it affect the way you

0:39:27.160 --> 0:39:31.759
<v Speaker 1>look at the world of existing public companies. That's a

0:39:31.760 --> 0:39:35.239
<v Speaker 1>great question. I look, I think, um, uh, you know,

0:39:35.320 --> 0:39:40.680
<v Speaker 1>it makes you um much more skeptical about their advantages

0:39:40.880 --> 0:39:45.640
<v Speaker 1>and about the durability of their um of their moats

0:39:45.680 --> 0:39:48.520
<v Speaker 1>quote unquote right uh and um, you know, you look

0:39:48.560 --> 0:39:51.239
<v Speaker 1>at how fast the change has happened in retail and

0:39:51.280 --> 0:39:54.920
<v Speaker 1>how and how deep and dramatic some of that took place, um,

0:39:55.000 --> 0:39:56.239
<v Speaker 1>you know, and you go back and you look at

0:39:56.239 --> 0:39:57.880
<v Speaker 1>some of these companies and all the moats they were

0:39:57.880 --> 0:40:00.400
<v Speaker 1>talking about and the customer loyalty, and then you know,

0:40:00.960 --> 0:40:02.400
<v Speaker 1>um and so you know, one of the things we

0:40:02.440 --> 0:40:04.080
<v Speaker 1>try to do at at points of ME two is

0:40:04.120 --> 0:40:06.279
<v Speaker 1>we we try to sort of cross pollinate some of

0:40:06.320 --> 0:40:09.880
<v Speaker 1>the big thematic learnings um from the venture work in

0:40:10.040 --> 0:40:12.719
<v Speaker 1>with them, in with the public market investors. We had

0:40:12.760 --> 0:40:15.120
<v Speaker 1>a dinner a few months ago on robotics UM, and

0:40:15.160 --> 0:40:17.840
<v Speaker 1>we had through four CEOs of robotics companies, and we

0:40:17.880 --> 0:40:20.000
<v Speaker 1>had our industrial a couple of our industrials pms, and

0:40:20.000 --> 0:40:22.880
<v Speaker 1>our healthcare pms, you know, and it's essentially a discussion,

0:40:22.920 --> 0:40:24.920
<v Speaker 1>you know, exactly along the lines you said of you know,

0:40:25.120 --> 0:40:27.560
<v Speaker 1>how is how is robotics going to And obviously there's

0:40:27.600 --> 0:40:29.520
<v Speaker 1>gonna be a bunch of private companies that get created,

0:40:29.680 --> 0:40:32.239
<v Speaker 1>but it's also going to really change, you know, in

0:40:32.280 --> 0:40:34.479
<v Speaker 1>those two areas. You know a lot of companies as well.

0:40:35.160 --> 0:40:37.239
<v Speaker 1>How often do you guys have dinners like that? It

0:40:37.320 --> 0:40:40.720
<v Speaker 1>sounds like that's an intriguing evening. We do them about

0:40:40.760 --> 0:40:43.880
<v Speaker 1>once a month. We're doing one tonight actually um and

0:40:44.080 --> 0:40:47.560
<v Speaker 1>uh um, you know it's what's the topic tonight tonight?

0:40:47.880 --> 0:40:52.479
<v Speaker 1>Topics actually talent evaluation. So Angela Duckworth is going to join.

0:40:52.719 --> 0:40:56.160
<v Speaker 1>Um wrote a book, Grita. Have you gotten to Have

0:40:56.239 --> 0:40:58.160
<v Speaker 1>you read that yet? I have read gret And how

0:40:58.200 --> 0:41:00.520
<v Speaker 1>do you like it? I think it's great. It's been

0:41:00.560 --> 0:41:02.480
<v Speaker 1>at the top of a number of people's lists for

0:41:03.360 --> 0:41:06.000
<v Speaker 1>for quite a while. Yeah, I have a you know,

0:41:06.719 --> 0:41:09.399
<v Speaker 1>I think it's a it's an interesting way to sort

0:41:09.440 --> 0:41:12.840
<v Speaker 1>of think about, you know, why people are successful. Also,

0:41:12.920 --> 0:41:15.360
<v Speaker 1>as a parent, it's something you know, you you you

0:41:15.400 --> 0:41:17.840
<v Speaker 1>think a lot about, uh, you know, what can you

0:41:17.840 --> 0:41:20.399
<v Speaker 1>actually teach your kids? And you know how and and

0:41:20.560 --> 0:41:22.799
<v Speaker 1>you know, probably at the top of my list of

0:41:22.840 --> 0:41:26.239
<v Speaker 1>things I realized my children to have and to learn. Um.

0:41:26.320 --> 0:41:28.680
<v Speaker 1>And so we have we have rules now about sticking

0:41:28.719 --> 0:41:31.600
<v Speaker 1>with things and stuff like that, largely because of her books.

0:41:31.600 --> 0:41:35.120
<v Speaker 1>So that's that's quite fascinating. UM, I could talk about

0:41:35.160 --> 0:41:38.080
<v Speaker 1>this stuff forever, but I know only have you for

0:41:38.120 --> 0:41:40.680
<v Speaker 1>a finite amount of time, and I wanted to get

0:41:41.120 --> 0:41:45.359
<v Speaker 1>to my favorite questions. UM so let me jump right

0:41:45.360 --> 0:41:48.680
<v Speaker 1>into this, So feel free to answer these as longer

0:41:48.719 --> 0:41:52.600
<v Speaker 1>as short as you want. These are pretty straightforward, um,

0:41:52.640 --> 0:41:56.759
<v Speaker 1>but they usually are a little uh insightful into who

0:41:56.800 --> 0:41:59.280
<v Speaker 1>you are. Tell us the first car you ever owned,

0:41:59.440 --> 0:42:03.680
<v Speaker 1>you're making model? It was a Volvo S forty two thousand,

0:42:04.960 --> 0:42:07.520
<v Speaker 1>sort of, the two door with the hatchback. Is that

0:42:07.520 --> 0:42:10.799
<v Speaker 1>the one I'm I'm thinking of it? Four door? It was?

0:42:10.920 --> 0:42:13.040
<v Speaker 1>It was it was a new model year. Um, so, yeah,

0:42:13.040 --> 0:42:15.719
<v Speaker 1>it was a four door. It was blue. What's the

0:42:15.760 --> 0:42:21.160
<v Speaker 1>most important thing people don't know about Matthew Grenade? Um.

0:42:21.200 --> 0:42:24.600
<v Speaker 1>People are usually surprised to learn that I'm from the South, Um,

0:42:24.640 --> 0:42:27.120
<v Speaker 1>you know, having gone to Harvard twice and worked at

0:42:27.120 --> 0:42:30.000
<v Speaker 1>hedge funds and things like that, and uh, and my

0:42:30.080 --> 0:42:32.160
<v Speaker 1>family has been from the South from for a very

0:42:32.160 --> 0:42:35.880
<v Speaker 1>long time. Um. You have the slightest wisp of an accent,

0:42:35.960 --> 0:42:39.239
<v Speaker 1>but not a heavy the slightest whisp. And then you know,

0:42:39.320 --> 0:42:42.640
<v Speaker 1>and and and I think, uh, you know, certainly affects

0:42:42.719 --> 0:42:46.160
<v Speaker 1>my my manners and that kind of thing. So are

0:42:46.200 --> 0:42:48.480
<v Speaker 1>you a courtly southern gentleman? Is that I wouldn't go

0:42:48.560 --> 0:42:53.839
<v Speaker 1>that far. But but but but my my my mom

0:42:53.960 --> 0:42:57.080
<v Speaker 1>raised me right, she would say, so, So, tell us

0:42:57.120 --> 0:42:59.280
<v Speaker 1>about some of your early mentors. Who are the people

0:42:59.320 --> 0:43:05.600
<v Speaker 1>who helped guide your career. Yeah so, um uh so

0:43:05.719 --> 0:43:08.640
<v Speaker 1>Bo Jones, who was publisher of the Washington Post. Um

0:43:08.680 --> 0:43:10.480
<v Speaker 1>he had been a president of the Crimson as well.

0:43:10.840 --> 0:43:14.080
<v Speaker 1>Um he uh. I worked for him for a summer

0:43:14.320 --> 0:43:17.279
<v Speaker 1>and uh, you know, one of the things, one of

0:43:17.280 --> 0:43:19.000
<v Speaker 1>the things that a couple of things very interesting about

0:43:19.000 --> 0:43:21.480
<v Speaker 1>working from one was, you know, he and and Don

0:43:21.560 --> 0:43:25.360
<v Speaker 1>Graham um in the Graham family in general sort of

0:43:25.400 --> 0:43:29.439
<v Speaker 1>really understood the ecosystem of their business well and and

0:43:29.520 --> 0:43:33.160
<v Speaker 1>sort of how all the parts interconnected. Um uh in

0:43:33.239 --> 0:43:37.200
<v Speaker 1>the in sort of you know, the basically how the

0:43:37.320 --> 0:43:41.719
<v Speaker 1>subscription revenue, um you know was important, but you didn't

0:43:41.719 --> 0:43:43.239
<v Speaker 1>want to You wanted to make sure that you kept

0:43:43.239 --> 0:43:45.919
<v Speaker 1>that price low enough. You have the advertisers, and they'd

0:43:45.960 --> 0:43:48.279
<v Speaker 1>a very holistic way of thinking about the business. And

0:43:48.320 --> 0:43:51.360
<v Speaker 1>then the second uh thing that I thought they you know,

0:43:51.400 --> 0:43:54.600
<v Speaker 1>they're very principal based leaders. Um. You know, a new

0:43:54.640 --> 0:43:56.759
<v Speaker 1>a newsrooms of place, things can run quite a mock

0:43:56.840 --> 0:43:59.120
<v Speaker 1>and and the Washington Post has the backs of their

0:43:59.160 --> 0:44:02.720
<v Speaker 1>reporters and that was always interesting to watch. UM. Another

0:44:02.760 --> 0:44:06.200
<v Speaker 1>would be Tom Barkin, who Um, Tom uh is now

0:44:06.239 --> 0:44:09.320
<v Speaker 1>president of the Richmond Fed UM and on the FOMC

0:44:09.480 --> 0:44:11.840
<v Speaker 1>at the moment, but he was a very senior partner

0:44:11.840 --> 0:44:14.640
<v Speaker 1>at McKenzie UH and one of the people who I

0:44:15.040 --> 0:44:18.279
<v Speaker 1>worked with the closest and most when I was there

0:44:18.360 --> 0:44:20.719
<v Speaker 1>right out of college. UM. And you know, I think

0:44:20.719 --> 0:44:23.040
<v Speaker 1>the thing Tom taught me was the uh sort of

0:44:23.040 --> 0:44:25.719
<v Speaker 1>seeing the essence of the of a problem. UM. You know,

0:44:25.880 --> 0:44:28.040
<v Speaker 1>when you're when you're first out of school and and

0:44:28.320 --> 0:44:30.560
<v Speaker 1>you can think of a two thousand analyzes to do,

0:44:30.640 --> 0:44:32.879
<v Speaker 1>you know, let's do all these things. And Tom Tom

0:44:32.920 --> 0:44:35.000
<v Speaker 1>was great at knowing what the what the right question

0:44:35.080 --> 0:44:37.120
<v Speaker 1>was to ask and the and the right one to answer.

0:44:38.120 --> 0:44:41.800
<v Speaker 1>So what investors influenced the way you look at markets

0:44:41.840 --> 0:44:46.520
<v Speaker 1>and your approach to deploying risk capital. Well, look, I

0:44:46.560 --> 0:44:49.120
<v Speaker 1>mean it's it's really the two I've worked you know,

0:44:49.239 --> 0:44:51.280
<v Speaker 1>closely with. It would be it would be Ray and

0:44:51.480 --> 0:44:55.960
<v Speaker 1>Steve Um. And that's quite a pair of mentors his uh.

0:44:56.080 --> 0:44:59.399
<v Speaker 1>You know, with Ray, I think UM sort of two

0:44:59.400 --> 0:45:04.600
<v Speaker 1>big lessons. One is um um being systematic, being process

0:45:04.719 --> 0:45:07.320
<v Speaker 1>driven that you know, you don't you don't look at outcomes,

0:45:07.320 --> 0:45:09.680
<v Speaker 1>you look at how you got to those outcomes. Uh.

0:45:09.719 --> 0:45:12.399
<v Speaker 1>And then also being fundamental um. And you know, as

0:45:12.400 --> 0:45:14.480
<v Speaker 1>we're talking about earlier, in the world of data science,

0:45:14.719 --> 0:45:16.640
<v Speaker 1>you can torture the data to say anything, and so

0:45:16.719 --> 0:45:18.160
<v Speaker 1>you really have to think about how the how the

0:45:18.160 --> 0:45:21.720
<v Speaker 1>world actually works and why what you're finding matters. Um.

0:45:21.760 --> 0:45:25.360
<v Speaker 1>And then with Steve UM, you know, it's it's the

0:45:25.440 --> 0:45:28.319
<v Speaker 1>sort of tenacity to to really dig in and do

0:45:28.400 --> 0:45:30.160
<v Speaker 1>the work, you know, which, as I mentioned, is one

0:45:30.160 --> 0:45:33.400
<v Speaker 1>of the things he he says over and over UM. Uh.

0:45:33.440 --> 0:45:36.160
<v Speaker 1>You know, you you don't go talk to Steve about

0:45:36.160 --> 0:45:39.320
<v Speaker 1>a name or a venture, investment, or a new strategy

0:45:39.440 --> 0:45:42.560
<v Speaker 1>without having sort of turned it over a hundred different ways. Um.

0:45:42.640 --> 0:45:44.960
<v Speaker 1>And you know his bar for just having you dig

0:45:45.000 --> 0:45:48.680
<v Speaker 1>deep is very high. Um. And Uh, there's probably the

0:45:48.760 --> 0:45:53.480
<v Speaker 1>lessons I've learned most from those guys. So we mentioned, um,

0:45:53.520 --> 0:45:56.960
<v Speaker 1>grit tell us about some of your favorite books fiction,

0:45:57.000 --> 0:46:01.640
<v Speaker 1>non fiction, FINANCEI related whatever. Yeah, So, UM, I mean

0:46:01.760 --> 0:46:05.120
<v Speaker 1>some of my favorite books of all times. Uh, let's see.

0:46:05.160 --> 0:46:07.879
<v Speaker 1>So and just so you know, just so you know,

0:46:08.800 --> 0:46:14.840
<v Speaker 1>the feedback I get on this question is consistently the

0:46:14.880 --> 0:46:17.520
<v Speaker 1>most asked about question, and people say to me, I'm

0:46:17.560 --> 0:46:21.320
<v Speaker 1>always looking for a well thought out suggestion for a book,

0:46:21.880 --> 0:46:24.799
<v Speaker 1>and it's my favorite question you ask people because I've

0:46:24.840 --> 0:46:27.719
<v Speaker 1>created a reading list off of that question, so it's

0:46:27.760 --> 0:46:30.440
<v Speaker 1>not just a random Hey, what are you thinking about

0:46:31.920 --> 0:46:35.239
<v Speaker 1>the books people recommend? Other people say, he seems like

0:46:35.280 --> 0:46:37.560
<v Speaker 1>an intelligent guy. I want to read the books that

0:46:37.600 --> 0:46:40.759
<v Speaker 1>he likes to read. So I'm just I'm just annotating

0:46:41.080 --> 0:46:43.520
<v Speaker 1>before you. So let's try to do three from fairly

0:46:43.560 --> 0:46:47.840
<v Speaker 1>diverse areas. So uh, so you know more finance data science. E.

0:46:47.960 --> 0:46:51.560
<v Speaker 1>I love super Forecasters, which you know is basically tetlock,

0:46:51.600 --> 0:46:54.759
<v Speaker 1>which talks about how you, you know, essentially get good predictions.

0:46:54.800 --> 0:46:56.560
<v Speaker 1>And he's spent his life studying how you get good

0:46:56.560 --> 0:46:58.480
<v Speaker 1>predictions or someone in the markets. You know, it's it's

0:46:58.520 --> 0:47:02.719
<v Speaker 1>it's critical. Um, then let's go outside of investing in

0:47:02.760 --> 0:47:05.440
<v Speaker 1>financing those sorts of things. One of my favorite sort

0:47:05.480 --> 0:47:09.560
<v Speaker 1>of historical books is Wild Swans UM Wild swan Swands,

0:47:09.560 --> 0:47:13.880
<v Speaker 1>which chronicles the life of three women in China and

0:47:13.960 --> 0:47:17.000
<v Speaker 1>the twentieth century. UM. I think I think China is

0:47:17.160 --> 0:47:20.640
<v Speaker 1>such an interesting story because it just you know, it's, it's,

0:47:20.760 --> 0:47:23.919
<v Speaker 1>it's there's been so much dramatic change. And you look

0:47:23.960 --> 0:47:27.839
<v Speaker 1>at those three lives and uh you know, uh, you know,

0:47:28.280 --> 0:47:30.120
<v Speaker 1>one of which is a fair bit of which has

0:47:30.160 --> 0:47:32.359
<v Speaker 1>been on the cultural revolution, and you sort of think

0:47:32.400 --> 0:47:34.239
<v Speaker 1>the world you're living in is the world you're living in,

0:47:34.280 --> 0:47:36.960
<v Speaker 1>and it can just change so dramatically. I want to

0:47:36.960 --> 0:47:39.480
<v Speaker 1>make sure I have the right book Wild Swans Three

0:47:39.560 --> 0:47:42.279
<v Speaker 1>Daughters of China by Jung Chang. Is that it? That's

0:47:42.320 --> 0:47:45.840
<v Speaker 1>it quite interesting? Uh. And then we'll go for a classic,

0:47:46.160 --> 0:47:50.520
<v Speaker 1>uh I Um, I love The Tempest by Shakespeare. Um,

0:47:50.600 --> 0:47:52.239
<v Speaker 1>and uh you know it's where I me there's a

0:47:52.280 --> 0:47:53.920
<v Speaker 1>lot of things goes on go on in that book,

0:47:53.920 --> 0:47:56.560
<v Speaker 1>but uh, that's where you know he he wrote, you

0:47:56.600 --> 0:47:59.480
<v Speaker 1>know what was past his prologue, UM, which I think

0:47:59.600 --> 0:48:02.960
<v Speaker 1>is really true. The past is prologue could really be

0:48:03.040 --> 0:48:07.520
<v Speaker 1>the slogan for anybody who creates models. So so that

0:48:07.560 --> 0:48:10.799
<v Speaker 1>works out. That works out pretty well. Also, UM, tell

0:48:10.880 --> 0:48:13.520
<v Speaker 1>us about a time you failed and what you learned

0:48:13.680 --> 0:48:19.560
<v Speaker 1>from the experience. There's been a bunch, but uh, you know,

0:48:20.480 --> 0:48:24.880
<v Speaker 1>well I'll do this one. So um, Before we started

0:48:24.880 --> 0:48:28.239
<v Speaker 1>Domino Data Labs, my co founders and either two of us,

0:48:28.800 --> 0:48:32.200
<v Speaker 1>three of us total, all all of us from from Bridgewater.

0:48:32.760 --> 0:48:36.000
<v Speaker 1>We started a previous business called Cerebro UH and Cerebro

0:48:36.160 --> 0:48:38.440
<v Speaker 1>was in the talent evaluation space, and so I was

0:48:38.480 --> 0:48:41.399
<v Speaker 1>trying to sort of figure out smarter ways to help

0:48:41.440 --> 0:48:44.520
<v Speaker 1>companies assess their talent. And we had some great clients

0:48:44.800 --> 0:48:48.720
<v Speaker 1>UH in tech, mainly technology firms UH, and we mainly

0:48:48.800 --> 0:48:52.399
<v Speaker 1>had leaders from the business lines, and so we would

0:48:52.400 --> 0:48:53.960
<v Speaker 1>sort of do this work, they would love it, and

0:48:53.960 --> 0:48:57.160
<v Speaker 1>then we would get past to the recruiting department and

0:48:57.200 --> 0:48:59.160
<v Speaker 1>the project would just die. And we did this like

0:48:59.200 --> 0:49:01.239
<v Speaker 1>over and over and over again. UM. And what we

0:49:01.280 --> 0:49:04.120
<v Speaker 1>finally realized was realized a couple of things. One was

0:49:04.160 --> 0:49:07.319
<v Speaker 1>that at a micro level, that the incentives between the

0:49:07.320 --> 0:49:09.799
<v Speaker 1>recruiters and the business people were very different. That the

0:49:09.840 --> 0:49:14.279
<v Speaker 1>recruiters wanted to put people in seats and that the UH,

0:49:14.320 --> 0:49:16.120
<v Speaker 1>and that the business people wanted to have great people

0:49:16.160 --> 0:49:18.640
<v Speaker 1>in those seats. But then more deeply, what we learned

0:49:18.719 --> 0:49:20.239
<v Speaker 1>was that we actually had no idea what we were

0:49:20.239 --> 0:49:22.680
<v Speaker 1>doing UM, and that you know, that we were really

0:49:22.760 --> 0:49:25.080
<v Speaker 1>trying to build a business in an area that we

0:49:25.080 --> 0:49:28.239
<v Speaker 1>weren't experts in and that you you know that that

0:49:28.400 --> 0:49:31.000
<v Speaker 1>is starting a business is just so so so hard

0:49:31.040 --> 0:49:33.560
<v Speaker 1>in like a thousand different ways, and uh, you know,

0:49:33.600 --> 0:49:35.960
<v Speaker 1>and so you have to you have to take advantages

0:49:35.960 --> 0:49:38.360
<v Speaker 1>where you can. And so what we uh, you know

0:49:38.360 --> 0:49:40.440
<v Speaker 1>what we've we started asking ourselves, so what do we

0:49:40.480 --> 0:49:43.000
<v Speaker 1>actually know about? And in those areas of what we

0:49:43.000 --> 0:49:45.000
<v Speaker 1>actually know about, where are their actual problems? And that

0:49:45.080 --> 0:49:48.440
<v Speaker 1>led us do Domino in the data science space. So

0:49:48.440 --> 0:49:51.200
<v Speaker 1>so you come from the school of Ray Dalio's use

0:49:51.320 --> 0:49:55.200
<v Speaker 1>failure as a learning experience to improve your next uh,

0:49:55.280 --> 0:49:58.200
<v Speaker 1>your next attempt at whatever it is. Oh. Absolutely, so

0:49:59.400 --> 0:50:03.439
<v Speaker 1>he told me a funny story about the inside of

0:50:03.560 --> 0:50:08.640
<v Speaker 1>his uh of his book with with the failure cycle,

0:50:09.239 --> 0:50:11.799
<v Speaker 1>and someone who will remain nameless said to him, Ray,

0:50:11.840 --> 0:50:15.279
<v Speaker 1>what sort of signature is that? They obviously hadn't read

0:50:15.320 --> 0:50:19.160
<v Speaker 1>the book, but quite quite hilarious. Um, so tell us

0:50:19.200 --> 0:50:20.960
<v Speaker 1>what you do for fun when you're out of the office.

0:50:21.000 --> 0:50:25.279
<v Speaker 1>Would you do to kickback, relax, have a good time. Um.

0:50:25.320 --> 0:50:28.160
<v Speaker 1>I like to cook um. And this is like going

0:50:28.160 --> 0:50:31.600
<v Speaker 1>back to being from the South. So my my grandmother

0:50:31.640 --> 0:50:34.960
<v Speaker 1>taught me to cook um and uh, and so my

0:50:35.040 --> 0:50:37.799
<v Speaker 1>wife and I will throw parties and we'll cook, in

0:50:37.840 --> 0:50:41.880
<v Speaker 1>particular fried chicken and things like that, and that's probably

0:50:41.880 --> 0:50:44.480
<v Speaker 1>what I enjoy. You work off a cookbookers at all

0:50:44.560 --> 0:50:48.319
<v Speaker 1>grandma's recipes, it's usually a combination. Um. So I like to,

0:50:48.440 --> 0:50:51.160
<v Speaker 1>you know, kind of mix in some more modern cooking

0:50:51.920 --> 0:50:54.960
<v Speaker 1>with some of the more traditional recipes. So give us

0:50:54.960 --> 0:50:58.520
<v Speaker 1>a few dishes. Uh. Well, you know, a traditional dinner

0:50:58.600 --> 0:51:02.240
<v Speaker 1>party would be, um, you know, fried chicken with macaroni

0:51:02.320 --> 0:51:06.799
<v Speaker 1>and cheese and biscuits and blueberry cobbler. But southern, real

0:51:06.840 --> 0:51:08.760
<v Speaker 1>southern cooking. But I'll also do you know, like maybe

0:51:08.840 --> 0:51:13.080
<v Speaker 1>some molecular astronomy with like a watermelon drop or something. Um.

0:51:13.440 --> 0:51:16.560
<v Speaker 1>So you gotta keep it, keep it modern. But um,

0:51:16.680 --> 0:51:21.960
<v Speaker 1>did you see Nathan Revold's Get gast Row cookbook? I

0:51:22.000 --> 0:51:25.319
<v Speaker 1>have all those it's supposed to be a fascinating Have

0:51:25.400 --> 0:51:27.920
<v Speaker 1>you tried any of those dishes? So he has so

0:51:27.960 --> 0:51:30.600
<v Speaker 1>he has his his five volumes, five or six volume

0:51:30.640 --> 0:51:33.520
<v Speaker 1>set that's very intense and completely overwhelming. And then he

0:51:33.560 --> 0:51:36.239
<v Speaker 1>has a home version, um, which I have done a

0:51:36.239 --> 0:51:38.759
<v Speaker 1>couple of things out of the home version. Do they work?

0:51:39.280 --> 0:51:42.320
<v Speaker 1>They work? Um? But he's he's he's much more serious

0:51:42.320 --> 0:51:45.120
<v Speaker 1>than I am. So he's he's he's very intense yet

0:51:45.239 --> 0:51:47.600
<v Speaker 1>to say, to say the least. So what are you

0:51:47.680 --> 0:51:52.040
<v Speaker 1>most excited about within the financial industry today? Well, I

0:51:52.040 --> 0:51:54.280
<v Speaker 1>think you know the thing that the most interesting question

0:51:54.360 --> 0:51:57.840
<v Speaker 1>right now is the people plus machine question. You know, what,

0:51:57.840 --> 0:52:00.200
<v Speaker 1>what are the people good at? How do you the

0:52:00.239 --> 0:52:04.319
<v Speaker 1>most out of them? How do you um uh, how

0:52:04.360 --> 0:52:07.920
<v Speaker 1>do how do you think about those capabilities? And how

0:52:07.920 --> 0:52:10.239
<v Speaker 1>do you couple those with what machines are good at? Um?

0:52:10.280 --> 0:52:12.919
<v Speaker 1>And I um, you know, I think that, Like I said,

0:52:12.920 --> 0:52:15.520
<v Speaker 1>I think the next generation hedge fund is going to

0:52:15.600 --> 0:52:18.839
<v Speaker 1>be a mixture of those two things and um. And

0:52:18.880 --> 0:52:21.200
<v Speaker 1>that's a it's a really it's hard in a lot

0:52:21.200 --> 0:52:23.920
<v Speaker 1>of ways, but it's a very exciting question. So a

0:52:23.960 --> 0:52:26.400
<v Speaker 1>millennial or a recent college grad comes up to you

0:52:26.480 --> 0:52:31.239
<v Speaker 1>and says they're interested in a career in either investing

0:52:31.520 --> 0:52:37.000
<v Speaker 1>or quant what sort of career advice would you give them? Well,

0:52:37.040 --> 0:52:40.600
<v Speaker 1>I'm not sure it would be so specific to any field.

0:52:40.640 --> 0:52:43.720
<v Speaker 1>I mean, I think, uh, I think the career advice

0:52:44.000 --> 0:52:46.600
<v Speaker 1>I would give and I'm I'm not a huge fan

0:52:46.640 --> 0:52:48.799
<v Speaker 1>of giving advice, but since I'm on the show and

0:52:48.920 --> 0:52:56.640
<v Speaker 1>on the spot. Um. Look, I Number one would be, um, hm,

0:52:57.120 --> 0:53:00.239
<v Speaker 1>set your goals as preposterously as you can set them. Um,

0:53:00.280 --> 0:53:03.080
<v Speaker 1>you will continuously surprise yourself and what you can do.

0:53:03.239 --> 0:53:07.239
<v Speaker 1>And UM I think uh, um you know so so

0:53:07.360 --> 0:53:11.040
<v Speaker 1>aim big and dream really big. Um. So that would

0:53:11.040 --> 0:53:17.120
<v Speaker 1>be one I think. Second, Um, the is work hard. Um.

0:53:17.320 --> 0:53:21.000
<v Speaker 1>The you know, no no one I've ever met, uh

0:53:21.360 --> 0:53:23.799
<v Speaker 1>doesn't know, no one, no one who I've ever worked for,

0:53:23.880 --> 0:53:29.160
<v Speaker 1>you know, Ray, Steve, these guys, none of them are slackers. Um.

0:53:29.200 --> 0:53:31.640
<v Speaker 1>You know, I mean Steve starts every he starts the

0:53:31.640 --> 0:53:34.960
<v Speaker 1>week on Sunday morning at um and you know, uh,

0:53:35.000 --> 0:53:37.200
<v Speaker 1>and and that's when that's when the then he works

0:53:37.239 --> 0:53:38.960
<v Speaker 1>all day Sunday and he works a fair bit today

0:53:39.000 --> 0:53:42.400
<v Speaker 1>Saturday and so um, so you know, I think I

0:53:42.400 --> 0:53:46.280
<v Speaker 1>think it would be to set really almost preposterous goals. Uh,

0:53:46.400 --> 0:53:48.719
<v Speaker 1>you know, be willing to work really really hard. And

0:53:48.760 --> 0:53:51.480
<v Speaker 1>then I think the third would probably be, um, you know,

0:53:51.960 --> 0:53:54.359
<v Speaker 1>love what you do. Um. I've also never really met

0:53:54.360 --> 0:53:57.239
<v Speaker 1>someone who was successful who didn't really love what they did. Um.

0:53:57.280 --> 0:53:59.360
<v Speaker 1>And I think you know, Steve Jobs had something that

0:53:59.400 --> 0:54:01.959
<v Speaker 1>he said I think in the Stanford commincement speech. It's

0:54:02.000 --> 0:54:04.640
<v Speaker 1>like if you haven't found, if you haven't found what

0:54:04.719 --> 0:54:07.319
<v Speaker 1>you love yet, just keep looking. UM. And I think

0:54:07.360 --> 0:54:09.040
<v Speaker 1>that's I think it's right. I think all those things

0:54:09.040 --> 0:54:13.600
<v Speaker 1>are true, good good advice. UM. And our final question,

0:54:13.760 --> 0:54:15.520
<v Speaker 1>what is it that you know about the world of

0:54:15.560 --> 0:54:19.439
<v Speaker 1>investing today? Did that you wish you knew twenty years

0:54:19.560 --> 0:54:23.439
<v Speaker 1>or so when you were first getting out of college? Well,

0:54:24.000 --> 0:54:28.279
<v Speaker 1>stay long, Microsoft right, that that was a good time

0:54:28.360 --> 0:54:32.480
<v Speaker 1>to not not panic, right exactly, But I mean we're

0:54:32.560 --> 0:54:35.640
<v Speaker 1>as opposed to crystal ball, more processed. Absolutely. Look, I

0:54:35.880 --> 0:54:38.560
<v Speaker 1>think the UM uh, you know, I think I think

0:54:38.600 --> 0:54:42.160
<v Speaker 1>one of the most interesting things is just how different um,

0:54:42.239 --> 0:54:45.200
<v Speaker 1>different periods of time will feel and be UM. And

0:54:45.239 --> 0:54:47.279
<v Speaker 1>this goes a little bit too, you know what has

0:54:47.280 --> 0:54:49.759
<v Speaker 1>passed his prologue and using history and things like that,

0:54:49.840 --> 0:54:52.560
<v Speaker 1>you know, I mean, UM, when you know I graduated

0:54:52.600 --> 0:54:55.440
<v Speaker 1>in from college in two thousand, you know that was

0:54:55.480 --> 0:54:58.799
<v Speaker 1>the just the bubble was peaking and UM and the

0:54:58.800 --> 0:55:01.680
<v Speaker 1>tech bubble, and that sort of felt one very one

0:55:01.719 --> 0:55:03.600
<v Speaker 1>certain way. And then you know, you get to two

0:55:03.600 --> 0:55:06.960
<v Speaker 1>thousand eight and you're just in a very very different regime.

0:55:07.000 --> 0:55:09.839
<v Speaker 1>And I think, UM, I think the differences between these

0:55:09.840 --> 0:55:12.360
<v Speaker 1>regimes and how what's gonna work in these regimes is

0:55:13.160 --> 0:55:15.520
<v Speaker 1>quite different. Um. You know, you really have to kind

0:55:15.520 --> 0:55:18.520
<v Speaker 1>of get your your head around that, um and and

0:55:18.600 --> 0:55:23.319
<v Speaker 1>kind of really appreciate that quite quite fascinating. We have

0:55:23.400 --> 0:55:27.680
<v Speaker 1>been speaking with Matthew Grenade. He is the chief market

0:55:27.760 --> 0:55:32.400
<v Speaker 1>intelligence officer at Point seventy two, where he also oversees

0:55:32.560 --> 0:55:36.560
<v Speaker 1>their main book as well as helping to manage their

0:55:36.640 --> 0:55:41.239
<v Speaker 1>venture capital business. If you enjoy this conversation, we'll be

0:55:41.280 --> 0:55:43.319
<v Speaker 1>sure and look up an inch or down an inch

0:55:43.600 --> 0:55:48.840
<v Speaker 1>on Apple iTunes, overcast at your Bloomberg dot com wherever

0:55:49.120 --> 0:55:52.160
<v Speaker 1>final podcasts are sold and you can see any of

0:55:52.200 --> 0:55:54.920
<v Speaker 1>the other let's call it two dred and forty or

0:55:55.000 --> 0:55:59.280
<v Speaker 1>so past conversations we have had. We love your comments,

0:55:59.320 --> 0:56:03.520
<v Speaker 1>feedback and suggestions right to us at m IB podcast

0:56:03.520 --> 0:56:06.680
<v Speaker 1>at Bloomberg dot net. I would be remiss if I

0:56:06.719 --> 0:56:09.200
<v Speaker 1>did not thank the crack staff that helps put together

0:56:09.239 --> 0:56:13.720
<v Speaker 1>this conversation each week. Medina Parwana is my producer slash

0:56:13.760 --> 0:56:18.560
<v Speaker 1>audio engineer. Taylor Riggs is our booker. Attica val Broun

0:56:18.840 --> 0:56:22.840
<v Speaker 1>is our project manager. Michael Batnick is my head of research.

0:56:23.600 --> 0:56:27.160
<v Speaker 1>I'm Barry Riholts. You've been listening to Masters in Business

0:56:27.560 --> 0:56:28.640
<v Speaker 1>on Bloomberg Radio