WEBVTT - Masters in Business LIVE: The Emerging Manager Playbook

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<v Speaker 1>This is Master's in Business with Barry rid Hoolds on

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<v Speaker 1>Bloomberg Radio.

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<v Speaker 2>We have an extra special Masters in Business live panel

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<v Speaker 2>that I recorded last month at Bloomberg's Hedge fund startup conference,

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<v Speaker 2>and Wow, what a tremendous lineup. This was Alana Weinstein

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<v Speaker 2>from IDW, probably the most prominent headhunter in the hedge

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<v Speaker 2>fund industry. Additionally, we had a series of rock star

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<v Speaker 2>advisors as part of the panel. Mike Rockefeller, he runs

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<v Speaker 2>Woodline Partners there about six billion dollars. Previously he was

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<v Speaker 2>at Citadel and Millennium. He really is one of the

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<v Speaker 2>up and comers in the world of hedge funds. Thomas

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<v Speaker 2>Wagner has been running a credit fund for about a decade.

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<v Speaker 2>They run about over at Nighthead Capital. He runs about

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<v Speaker 2>ten billion dollars. Really insightful stuff. Brennan Diaz probably runs

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<v Speaker 2>the newest of these hedge funds. He's a little over

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<v Speaker 2>a billion dollars. He launched right into the teeth of

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<v Speaker 2>the pandemic, a long only billion dollar hedge fund. And

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<v Speaker 2>this panel was absolutely fascinating.

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<v Speaker 3>If you're thinking.

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<v Speaker 2>About going out on your own, hanging your own shingle,

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<v Speaker 2>just trying to do it, yourself. These folks can tell

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<v Speaker 2>you exactly how challenging it is and the tools you're

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<v Speaker 2>gonna need to succeed. I thought this was a really

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<v Speaker 2>fascinating conversation with no Ado my panel discussion at Masters

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<v Speaker 2>in Business Live The Emerging Manager Playbook. It's been a

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<v Speaker 2>crazy couple of years, from the pandemic to the new

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<v Speaker 2>regime of rate increases. Frame what's going on in today's

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<v Speaker 2>environment and what's it like managing a fund in this

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<v Speaker 2>sort of circumstances.

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<v Speaker 1>Start with you sure so.

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<v Speaker 4>I think one theme is that allocators are becoming more

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<v Speaker 4>sophisticated about the return quality that they are receiving and

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<v Speaker 4>what they're willing to pay for and what they want

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<v Speaker 4>is uncorrelated alpha.

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<v Speaker 3>And you take that.

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<v Speaker 4>Concept, but then you look at the traditional long short

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<v Speaker 4>hedge fund and they are running portfolios of less than

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<v Speaker 4>thirty percent idio, which means that those returns are highly

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<v Speaker 4>dependent on macro factors, very unpredictable factors that you'll be

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<v Speaker 4>subject to. And what I think is an increasing appreciation

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<v Speaker 4>is that a high idio portfolio is what is predictive

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<v Speaker 4>for an uncorrelated alpha stream, and that is why you're

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<v Speaker 4>seeing the massive increase in multimanager assets, and those assets

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<v Speaker 4>have more than doubled since twenty seventeen. If you look

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<v Speaker 4>at some of the top launches that are coming out

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<v Speaker 4>in twenty twenty three, Ilex and Freestone, that trend looks

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<v Speaker 4>to be continuing. And the reason why is that a

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<v Speaker 4>multi manager provides a one stop shop for an allocator

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<v Speaker 4>where you can get a high IDEO, lowvall durable return

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<v Speaker 4>stream and you can do it in one single investment

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<v Speaker 4>where you could have scale and you eliminate.

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<v Speaker 2>Complexity, diversification built in right from the good go.

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<v Speaker 3>That's right, Alana, Let's.

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<v Speaker 2>Talk a little bit about this current environment. You see

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<v Speaker 2>it from the perspective of talent.

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<v Speaker 3>Tell us what you're seeing.

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<v Speaker 5>Well, I'm going to zoom out, because if you all

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<v Speaker 5>want to start a hedge fund, I think we need

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<v Speaker 5>to kind of start at the top and I'm going

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<v Speaker 5>to give you the macro and then we'll go quickly

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<v Speaker 5>strategy by strategy. Barry, you and I talked about this recently.

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<v Speaker 5>There was to me at least an amazing article that

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<v Speaker 5>the FT put out a couple months ago which said

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<v Speaker 5>this was news to me. I knew there were a

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<v Speaker 5>lot of hedge funds, but apparently there are more hedge

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<v Speaker 5>funds than burger kings. Okay, true, thirty thousand hedge funds.

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<v Speaker 6>The other thing you should keep.

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<v Speaker 5>In mind is that the average lifespan of a hedge

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<v Speaker 5>fund is three years. So if you guys want to

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<v Speaker 5>start a fund and you don't want it to be

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<v Speaker 5>just another Burger king that goes out of business, you

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<v Speaker 5>need to understand what the lay of the land is

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<v Speaker 5>within each of those strategies. Mike talked a little bit

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<v Speaker 5>about long short equities not to be like the grim reaper,

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<v Speaker 5>but the reality is, if you're not a multi manager

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<v Speaker 5>and you're not aggressively managing market risk, then you fall

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<v Speaker 5>into the category of a long short single manager that

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<v Speaker 5>probably takes concentrated more concentrated directional risk. And if you

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<v Speaker 5>look at how these funds have performed over the last

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<v Speaker 5>two full years twenty one and twenty two, the average

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<v Speaker 5>the cumulative return of these funds is down forty percent, okay,

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<v Speaker 5>with some funds down as high as sixty percent, like

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<v Speaker 5>Tiger Global.

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<v Speaker 6>So if you think about the dollars loss.

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<v Speaker 5>To LPs, and it's important you understand this because forty

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<v Speaker 5>percent of the hedge fund universe is long short equities,

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<v Speaker 5>so I'm betting there's a decent percentage of you here

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<v Speaker 5>that is thinking about starting a long short equity fund.

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<v Speaker 6>There was a tremendous amount of AUM.

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<v Speaker 5>Lost, so Tiger Global pre twenty twenty one was one

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<v Speaker 5>hundred billion, Maverick fourteen billion, d one thirty billion, and

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<v Speaker 5>then non Tiger cubs like Alkeon thirty billion, Perceptive ten billion.

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<v Speaker 5>When you're down forty percent on average, it's a huge

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<v Speaker 5>loss to the industry. More than fifty percent of total

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<v Speaker 5>losses into in twenty twenty two came from long short

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<v Speaker 5>equity funds, and half of hedge fund liquidations came from

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<v Speaker 5>long short equity funds. So you really need to think

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<v Speaker 5>about if you don't fall into a all alpha non

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<v Speaker 5>correlated category like Mike does, what is the value that

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<v Speaker 5>you're providing. Macro very volatile return stream. Twenty twenty one

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<v Speaker 5>crappy year for most macro funds. Twenty twenty two, great year,

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<v Speaker 5>twenty three again not such a good year, and you

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<v Speaker 5>see again brand name funds like Rocos, Castle, Hook, Element

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<v Speaker 5>Element charged forty percent fees was able to up it

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<v Speaker 5>to that in twenty twenty shrinking and trying to stem

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<v Speaker 5>the bleeding from negative returns.

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<v Speaker 6>Credit a bright spot.

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<v Speaker 5>But I think, and I'm sure Tom will talk more

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<v Speaker 5>about this, you really need scale to compete. And then

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<v Speaker 5>there's the multi managers, and that's going to be your

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<v Speaker 5>biggest problem as a new emerging manager, how you're going

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<v Speaker 5>to compete for talent within a paradigm that has everything

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<v Speaker 5>to offer from.

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<v Speaker 6>Analysts up through to pms.

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<v Speaker 5>They have scale, they have capital, they have resources, they

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<v Speaker 5>have a pathway to be a PM. They have an

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<v Speaker 5>aggressive payout. They have that and they are like, it's

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<v Speaker 5>like mitosis. You know, we used to have we have

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<v Speaker 5>the tiger cubs. Now we have the multi manager cubs.

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<v Speaker 6>Mike is one of them. He mentioned Islex. I hope

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<v Speaker 6>it's okay. I share that you. He is now.

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<v Speaker 5>Providing strategic investments to multi manager funds.

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<v Speaker 6>Islex.

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<v Speaker 5>Are two guys from Citadel that Mike and his team

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<v Speaker 5>gave capital too, and they're going to launch with two billion.

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<v Speaker 5>Freestone Grove, another Citadel guy, is going to launch with

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<v Speaker 5>many billions. Andrew Comery, who came out of D E.

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<v Speaker 5>Shaw is launching with three billion. So into the fray.

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<v Speaker 5>So this is the environment you're entering into and I

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<v Speaker 5>as someone who has been recruiting in this industry for

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<v Speaker 5>the past twenty years with my team, and we're working

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<v Speaker 5>with the biggest, most successful funds in the world. It's tough,

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<v Speaker 5>Talent is scarce, it's they have many options, and I

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<v Speaker 5>think the multi manager dynamic just makes it that much

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<v Speaker 5>more intense.

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<v Speaker 2>So let me see what Brennan has to say about this.

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<v Speaker 2>You're the only long only person on the panel. Is

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<v Speaker 2>it that challenging to be long only or how are

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<v Speaker 2>you finding this environment from your investment style?

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<v Speaker 7>Well, I mean, I think all the points Mike made

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<v Speaker 7>are right, and I think that the whole rationale behind

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<v Speaker 7>launching along only, coming from a long short background, was

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<v Speaker 7>the realization that market structure was changing. The ability to

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<v Speaker 7>access short alpha and short alpha curs were changing.

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<v Speaker 1>In us.

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<v Speaker 7>The ability to maintain short gross exposure with the same

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<v Speaker 7>investment style and generate that level of alpha wasn't there

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<v Speaker 7>as much, and so I kind of felt that pressure

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<v Speaker 7>on the short side of the portfolio, forcing shorts or

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<v Speaker 7>a running higher net kind of too bad options for

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<v Speaker 7>an absolute return product. But looked at alongside a ledger

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<v Speaker 7>and still felt very strongly that the pool of alpha.

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<v Speaker 7>We were accessing there looking out you know, basically eighteen

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<v Speaker 7>to eighteen to thirty six months, so not looking out

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<v Speaker 7>five to ten years, but eighteen to thirty six months forward,

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<v Speaker 7>looking forward to what underlying businesses are going to be earning,

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<v Speaker 7>and thinking about absolute value and intrinsic value and taking big,

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<v Speaker 7>concentrated bets on opportunities that were really attractive. That window

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<v Speaker 7>was not only kind of as attractive as it ever been,

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<v Speaker 7>but in some ways it is getting more attracted, kind

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<v Speaker 7>of driven by the underlying short term volatility in the market.

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<v Speaker 7>And so I don't think managing along only is more

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<v Speaker 7>difficult to managing along shore. I think it's actually materially

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<v Speaker 7>materially easier, which is kind of why we went down

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<v Speaker 7>that route.

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<v Speaker 1>And I also think that there's material demand.

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<v Speaker 7>I think my expoint is one hundred percent right that

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<v Speaker 7>allocators want to pay for value, right. You know, investors

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<v Speaker 7>historically have not been you know, invested in hedge funds

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<v Speaker 7>just to pay fees on beta. They've been willing to

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<v Speaker 7>pay the fees on beta because the underlying assumption would

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<v Speaker 7>be that you would deliver them enough OUTFA to cover.

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<v Speaker 1>The beta costs.

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<v Speaker 7>However, there are you know, large pools of capital in

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<v Speaker 7>the world that want data exposure, very very large pools

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<v Speaker 7>of capital that will always have beta exposure.

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<v Speaker 1>And so I think the.

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<v Speaker 7>Message of going to people and saying I will take

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<v Speaker 7>that beta exposure, I personally want that beta exposure for

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<v Speaker 7>my own capital, like over time, I want the beta

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<v Speaker 7>because the beta collecting that risk premium should be positive

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<v Speaker 7>and you only pay me when I generate value for you,

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<v Speaker 7>value being defined as excess returns relative to the S

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<v Speaker 7>and P.

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<v Speaker 1>I think that has a lot of resonance with.

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<v Speaker 7>With with a lot of capital providers out there, And

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<v Speaker 7>I think that it's it's it's an opportunity for people

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<v Speaker 7>who invest like me, who think like me, to to

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<v Speaker 7>to go out and uh to go out and execute

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<v Speaker 7>on if they so choose. But you know, you have

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<v Speaker 7>to have the right model, you have to have a

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<v Speaker 7>truly aligned fee structure and you and you have to

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<v Speaker 7>kind of be willing to go down that road. So

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<v Speaker 7>I I, you know, I think it's in many ways

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<v Speaker 7>the same. It's it's it's it's responding to the same

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<v Speaker 7>trend that Mike is talking about and taking it in

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<v Speaker 7>a different direction.

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<v Speaker 2>So so to clarify, some people have called them pivot fees.

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<v Speaker 2>The profit participation is only on returns over and above.

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<v Speaker 7>What the SPX is generally, so it's actually I would

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<v Speaker 7>say even more advantageous in that our management fees are

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<v Speaker 7>are a pre payment on future alpha, So we have

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<v Speaker 7>to generate alpha before we get to any type of incentive, right,

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<v Speaker 7>so that the idea is over time, over the life

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<v Speaker 7>of the fund, which hopefully is a very long life.

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<v Speaker 7>When you when we when we end at the end,

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<v Speaker 7>we will look back and seventy percent of the economics

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<v Speaker 7>of the alpha that has been generated will flow to

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<v Speaker 7>the investors, in thirty percent will crew demander, and we

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<v Speaker 7>try to make that as clean and transparent as possible.

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<v Speaker 1>That creates more.

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<v Speaker 7>Volatility in our in our and our overall incentive fee

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<v Speaker 7>income relative to to other models. But I think that's

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<v Speaker 7>very solvable from a talent perspective. HOWLD you kind of

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<v Speaker 7>talk about that, but that's the underlying model.

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<v Speaker 2>Really interesting, Tom, What do you make of this current

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<v Speaker 2>environment and how are you finding the world of credit

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<v Speaker 2>within within the headphones realm?

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<v Speaker 8>Well, I, first of all, thank you Barry for having

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<v Speaker 8>me here and for everyone tending appreciate it.

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<v Speaker 1>You know, credit is.

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<v Speaker 8>Relative to every other asset class we see today, and

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<v Speaker 8>we invest we have of our ten billion, six of

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<v Speaker 8>it is permanent capital, so we do a lot beyond

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<v Speaker 8>just credit. We can do basically anything anywhere in the

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<v Speaker 8>world we want. But credit today, and particularly private structured credit,

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<v Speaker 8>so rescue financings, bridge loans, financings, to provide growth capital,

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<v Speaker 8>all structured as credit offer the greatest amount of alpha

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<v Speaker 8>relative to the risk I've ever seen.

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<v Speaker 1>In the twenty five years have been doing this.

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<v Speaker 8>It's extraordinary excess return and that's because that's not liquid.

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<v Speaker 8>And one thing that I think all of you, or

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<v Speaker 8>of those of you in the room that are contemplating

0:12:51.960 --> 0:12:54.439
<v Speaker 8>launching a hedge fund, is there is an extreme push

0:12:54.480 --> 0:13:00.079
<v Speaker 8>pull presently for liquidity visa V returns. Investors are allocators,

0:13:00.120 --> 0:13:04.600
<v Speaker 8>are not liquid, and they need to generate returns, particularly

0:13:04.600 --> 0:13:06.920
<v Speaker 8>in a context of higher rates where their hurdles have

0:13:06.960 --> 0:13:09.560
<v Speaker 8>all gone up and they're stuck in older investments, particularly

0:13:09.559 --> 0:13:11.480
<v Speaker 8>private equity. They're probably going to take a period of

0:13:11.559 --> 0:13:15.160
<v Speaker 8>time to recover to the alpha generative returns that they

0:13:15.160 --> 0:13:18.199
<v Speaker 8>had historically produced. So they want you to be liquid

0:13:18.280 --> 0:13:22.840
<v Speaker 8>and generate returns. That's not really possible today. So you've

0:13:22.840 --> 0:13:24.840
<v Speaker 8>got to find a niche that fits you. And I

0:13:24.840 --> 0:13:27.920
<v Speaker 8>think the best advice that I could give for folks

0:13:28.000 --> 0:13:31.560
<v Speaker 8>thinking about launching is forget all the noise, Forget what

0:13:31.559 --> 0:13:33.520
<v Speaker 8>the markets want, forget what the LPs want.

0:13:33.920 --> 0:13:35.120
<v Speaker 1>Do what you're going to be good at.

0:13:35.760 --> 0:13:38.360
<v Speaker 8>It doesn't matter what your strategy is, doesn't matter what

0:13:38.360 --> 0:13:40.360
<v Speaker 8>your structure is, doesn't matter what your fees are. If

0:13:40.360 --> 0:13:44.640
<v Speaker 8>you're good relative to whatever benchmark you're posted against, you'll

0:13:44.640 --> 0:13:45.360
<v Speaker 8>do just fine.

0:13:45.880 --> 0:13:46.720
<v Speaker 1>Your business will.

0:13:46.600 --> 0:13:50.240
<v Speaker 8>Grow, you'll make plenty of money, you'll retire a happy person,

0:13:50.520 --> 0:13:52.120
<v Speaker 8>your kids will do never have to work if they

0:13:52.160 --> 0:13:52.680
<v Speaker 8>don't want to.

0:13:53.080 --> 0:13:54.040
<v Speaker 1>You'll do just fine.

0:13:54.400 --> 0:13:56.880
<v Speaker 8>But if you try to shoehorn yourself into something that

0:13:56.960 --> 0:13:59.120
<v Speaker 8>doesn't fit, it'll go terribly wrong.

0:13:59.360 --> 0:14:03.120
<v Speaker 1>And I think the second most valuable piece of advice

0:14:03.120 --> 0:14:03.720
<v Speaker 1>I can give you is.

0:14:03.720 --> 0:14:06.400
<v Speaker 8>Separate from all the examples you're hearing up here, of

0:14:06.400 --> 0:14:10.000
<v Speaker 8>all these multi billion dollar launches, that's not normal, right,

0:14:10.320 --> 0:14:12.280
<v Speaker 8>It's not normal. And you might think you're gonna launch

0:14:12.280 --> 0:14:14.720
<v Speaker 8>with billion dollars. A lot of helped us get started.

0:14:15.320 --> 0:14:16.920
<v Speaker 8>We thought we were going to launch with a billion

0:14:17.000 --> 0:14:20.760
<v Speaker 8>five as of March sixteenth, two thousand and eight.

0:14:20.880 --> 0:14:22.960
<v Speaker 1>We had just come out of the Emerging Manager's Conference.

0:14:23.160 --> 0:14:24.200
<v Speaker 6>Going was perfect.

0:14:24.320 --> 0:14:26.080
<v Speaker 1>I was like, this is so easy.

0:14:26.440 --> 0:14:28.600
<v Speaker 8>Then eight weeks we raised a billion and a half.

0:14:28.600 --> 0:14:30.920
<v Speaker 8>We're going to launch with three billion. Ken Griffin was

0:14:30.960 --> 0:14:33.440
<v Speaker 8>backing us. It was like the greatest thing ever. Next

0:14:33.560 --> 0:14:35.960
<v Speaker 8>day bear Stearns went bankrupt and by the time we

0:14:36.000 --> 0:14:38.000
<v Speaker 8>launched on June third, two thousand and eight, we had

0:14:38.040 --> 0:14:41.080
<v Speaker 8>four hundred and thirteen million of caple and the world

0:14:41.160 --> 0:14:43.640
<v Speaker 8>just changed. Nothing happened with us. All the investments we

0:14:43.680 --> 0:14:46.440
<v Speaker 8>were pursuing was good. Our first couple years were spectacular,

0:14:46.560 --> 0:14:49.440
<v Speaker 8>like everything went great and things turned out okay. But

0:14:49.520 --> 0:14:52.840
<v Speaker 8>that second piece of advice is you can't bank on

0:14:52.960 --> 0:14:55.880
<v Speaker 8>being a multi billion dollar launch, And so what does

0:14:55.880 --> 0:14:56.360
<v Speaker 8>that mean.

0:14:56.760 --> 0:14:58.880
<v Speaker 1>That means you have to do everything.

0:15:00.000 --> 0:15:01.720
<v Speaker 8>You stand how to set up a computer on a phone,

0:15:02.000 --> 0:15:04.040
<v Speaker 8>You better know how to debug your computer, you better

0:15:04.080 --> 0:15:06.120
<v Speaker 8>know how to answer the phones politely, you should know

0:15:06.120 --> 0:15:07.920
<v Speaker 8>how to make good coffee for your LPs when we

0:15:07.960 --> 0:15:08.480
<v Speaker 8>stop by.

0:15:08.920 --> 0:15:11.000
<v Speaker 1>You're going to be doing all of it, Like, don't

0:15:11.080 --> 0:15:11.720
<v Speaker 1>kid yourself.

0:15:11.760 --> 0:15:14.040
<v Speaker 8>And if you don't launch with billions of dollars of

0:15:14.120 --> 0:15:17.200
<v Speaker 8>capital locked up for a multi year period. You run

0:15:17.240 --> 0:15:19.240
<v Speaker 8>a lot of risk that you create a cost structure that'

0:15:19.280 --> 0:15:22.160
<v Speaker 8>seemed compatible with where your capital could be, not where

0:15:22.200 --> 0:15:25.440
<v Speaker 8>it is today. So I would advise that you do

0:15:25.480 --> 0:15:28.040
<v Speaker 8>what you're good at and learn how to do everything well,

0:15:28.160 --> 0:15:30.480
<v Speaker 8>and work really, really hard and stick to it for

0:15:30.520 --> 0:15:33.160
<v Speaker 8>a period of time and if you love it, it'll

0:15:33.160 --> 0:15:33.560
<v Speaker 8>work out.

0:15:33.880 --> 0:15:37.360
<v Speaker 2>So let's address the issue you just touched on that

0:15:37.760 --> 0:15:43.400
<v Speaker 2>subscale operations. How do you compete for talent in the

0:15:43.400 --> 0:15:46.880
<v Speaker 2>most competitive market in the world when you can't write

0:15:46.920 --> 0:15:48.920
<v Speaker 2>giant checks and you're running subscale.

0:15:49.160 --> 0:15:49.880
<v Speaker 3>Let's start with you.

0:15:50.800 --> 0:15:54.480
<v Speaker 6>He ran subscale. That's good, clear, but on.

0:15:54.400 --> 0:15:58.120
<v Speaker 2>A relative basis, Yeah, it was only two billions.

0:15:58.200 --> 0:16:01.600
<v Speaker 4>Well, you know, there's a great movie that came out

0:16:01.640 --> 0:16:04.440
<v Speaker 4>in nineteen eighty nine, so some of you might not

0:16:04.480 --> 0:16:08.400
<v Speaker 4>have known it, but Fielded Dreams and if you haven't

0:16:08.400 --> 0:16:12.640
<v Speaker 4>seen it, the main character Ray Kinsella who's played by

0:16:12.720 --> 0:16:16.280
<v Speaker 4>Kevin Costner. He's out in the middle of his cornfield

0:16:16.480 --> 0:16:18.480
<v Speaker 4>and he hears a voice.

0:16:18.560 --> 0:16:20.880
<v Speaker 1>If you build it, he will come.

0:16:21.400 --> 0:16:23.320
<v Speaker 4>And he doesn't know what build it is, but he

0:16:23.400 --> 0:16:27.760
<v Speaker 4>decides to build a baseball field in his cornfield and

0:16:29.120 --> 0:16:32.080
<v Speaker 4>lo and behold a bunch of dead baseball players show

0:16:32.160 --> 0:16:35.280
<v Speaker 4>up at his house and start playing baseball. And you

0:16:35.320 --> 0:16:40.520
<v Speaker 4>should have the mindset of what that movie tells you,

0:16:40.640 --> 0:16:43.000
<v Speaker 4>which is, if you build it, they will come. If

0:16:43.040 --> 0:16:48.440
<v Speaker 4>you have a differentiated value proposition, people will invest. And

0:16:48.480 --> 0:16:52.360
<v Speaker 4>you know, this panel is a great representation because it's

0:16:52.400 --> 0:16:56.880
<v Speaker 4>all different strategies. We're all but what we have and

0:16:56.920 --> 0:16:59.280
<v Speaker 4>what people forget is what we're offering is a product.

0:17:00.160 --> 0:17:02.320
<v Speaker 4>And so you have to ask yourself, Okay, why am

0:17:02.360 --> 0:17:04.960
<v Speaker 4>I here, what is the product that I'm offering, and

0:17:05.240 --> 0:17:09.040
<v Speaker 4>what customer base is going to want this product? And

0:17:09.560 --> 0:17:13.760
<v Speaker 4>if you invest early in your infrastructure, if you hire

0:17:14.200 --> 0:17:18.919
<v Speaker 4>before you have capital, not after, then I think that

0:17:19.000 --> 0:17:21.440
<v Speaker 4>you will get that capital. You know, my good friend

0:17:21.440 --> 0:17:26.200
<v Speaker 4>Brandon Haley, who launched holisne He in twenty seventeen, had

0:17:26.320 --> 0:17:31.320
<v Speaker 4>over two dozen employees without a zero with zero dollars

0:17:31.359 --> 0:17:35.159
<v Speaker 4>and he ended up being a gigantic launch because he

0:17:35.320 --> 0:17:37.639
<v Speaker 4>sold that story to investors. So that's the mindset I

0:17:37.640 --> 0:17:38.880
<v Speaker 4>would take lot.

0:17:39.080 --> 0:17:41.760
<v Speaker 5>I think the difference, though, Mike, is you were coming

0:17:41.800 --> 0:17:42.520
<v Speaker 5>from Citadel.

0:17:42.680 --> 0:17:44.280
<v Speaker 6>Brandon was coming from Citadel.

0:17:44.359 --> 0:17:47.119
<v Speaker 5>People were willing to come before you built it because

0:17:47.160 --> 0:17:53.359
<v Speaker 5>they knew what each of you represented. We as a

0:17:53.400 --> 0:17:56.560
<v Speaker 5>firm are very loath I'll be candied with you to

0:17:56.840 --> 0:18:00.680
<v Speaker 5>do work with emerging managers because the truth is, most

0:18:00.720 --> 0:18:01.360
<v Speaker 5>of you are.

0:18:01.160 --> 0:18:04.720
<v Speaker 6>Not launching with millions of dollars. You're probably not even

0:18:04.760 --> 0:18:08.600
<v Speaker 6>launching with hundreds of millions of dollars. And given how

0:18:08.640 --> 0:18:14.000
<v Speaker 6>competitive the talent market is, it's very hard for really

0:18:14.080 --> 0:18:17.159
<v Speaker 6>talented people to get behind you with no proof of

0:18:17.240 --> 0:18:20.920
<v Speaker 6>concept because they're making two bets on you that are

0:18:21.000 --> 0:18:21.640
<v Speaker 6>beyond the.

0:18:21.600 --> 0:18:24.600
<v Speaker 5>Scope of what they're the bets they're normally making. They're

0:18:24.600 --> 0:18:26.880
<v Speaker 5>making a bet on you as a new founder, you've

0:18:26.880 --> 0:18:29.480
<v Speaker 5>never done this before, and they're making a bet that

0:18:29.520 --> 0:18:32.199
<v Speaker 5>you can scale, that you are worth getting in the

0:18:32.240 --> 0:18:35.720
<v Speaker 5>trenches with, and that you can grow.

0:18:37.280 --> 0:18:38.360
<v Speaker 6>And I guess the.

0:18:38.600 --> 0:18:42.440
<v Speaker 5>Good news bad news about my Unfortunately, it's not a prediction,

0:18:42.480 --> 0:18:43.639
<v Speaker 5>it's just a fact of life.

0:18:43.840 --> 0:18:46.080
<v Speaker 6>Very few of you will launch with scale.

0:18:46.720 --> 0:18:50.000
<v Speaker 5>Is if you're under two hundred and fifty million, I

0:18:50.040 --> 0:18:52.040
<v Speaker 5>actually don't think you need to worry about this.

0:18:52.280 --> 0:18:54.720
<v Speaker 6>You guys may disagree with me, but if you're a.

0:18:54.600 --> 0:18:57.280
<v Speaker 5>Really small fund, and many of you may start with

0:18:57.320 --> 0:18:59.920
<v Speaker 5>twenty five million, or fifty million or one hundred million,

0:19:00.880 --> 0:19:03.520
<v Speaker 5>you can hire junior people. You can hire people out

0:19:03.520 --> 0:19:07.359
<v Speaker 5>of the cell side. You can hire people at a

0:19:07.359 --> 0:19:10.000
<v Speaker 5>banking and they're moldable and will be thrilled to have

0:19:10.040 --> 0:19:13.520
<v Speaker 5>a seat at the table. And I also think it's

0:19:13.760 --> 0:19:15.520
<v Speaker 5>difficult unless people.

0:19:15.320 --> 0:19:17.480
<v Speaker 6>Know you and have worked with you before.

0:19:17.720 --> 0:19:20.320
<v Speaker 5>You know, the whole other set of things is are

0:19:20.359 --> 0:19:22.800
<v Speaker 5>you a good mentor can you develop them? Are you

0:19:23.119 --> 0:19:27.120
<v Speaker 5>going to pay them fairly? Are they joining something special

0:19:27.200 --> 0:19:29.320
<v Speaker 5>with a great culture? Is there a runway? These are

0:19:29.359 --> 0:19:31.679
<v Speaker 5>all the sets of things we deal with in helping

0:19:31.760 --> 0:19:35.320
<v Speaker 5>people cross the divide to go from where they are

0:19:35.400 --> 0:19:37.840
<v Speaker 5>to a large, established manager and get them comfortable on

0:19:37.920 --> 0:19:38.639
<v Speaker 5>all those points.

0:19:38.960 --> 0:19:41.120
<v Speaker 6>And so that's also there. And if they haven't.

0:19:40.800 --> 0:19:43.879
<v Speaker 5>Worked with you, you know, they don't really know what

0:19:43.920 --> 0:19:45.960
<v Speaker 5>the odds are that it's going to be a good fit.

0:19:46.040 --> 0:19:47.960
<v Speaker 5>And you in turn also don't want to bring on

0:19:48.040 --> 0:19:51.000
<v Speaker 5>board senior people that you don't really know and have

0:19:51.080 --> 0:19:53.879
<v Speaker 5>to give them substantial points in the fund and then

0:19:53.920 --> 0:19:56.239
<v Speaker 5>it may not work out. And if you end up

0:19:56.440 --> 0:20:01.480
<v Speaker 5>with the high class problem of achieving scale, then we

0:20:01.600 --> 0:20:07.400
<v Speaker 5>get into the setting up an economic structure which is

0:20:07.920 --> 0:20:12.120
<v Speaker 5>going to be attractive to your investment staff. And I'd

0:20:12.160 --> 0:20:15.639
<v Speaker 5>say the one guiding principle on that is, and it's.

0:20:15.520 --> 0:20:16.040
<v Speaker 6>A good thing.

0:20:16.280 --> 0:20:21.600
<v Speaker 5>As a newer fund, the value creation for everyone working

0:20:21.640 --> 0:20:25.320
<v Speaker 5>there should come at a massively different pace than sitting

0:20:25.400 --> 0:20:28.040
<v Speaker 5>at a large, established player where much of that value

0:20:28.080 --> 0:20:29.440
<v Speaker 5>has already been created.

0:20:29.520 --> 0:20:30.640
<v Speaker 6>So what do I mean by that?

0:20:31.280 --> 0:20:34.879
<v Speaker 5>If let's call it twenty five to thirty percent gets

0:20:34.920 --> 0:20:38.000
<v Speaker 5>paid out to the investment and leadership team.

0:20:38.320 --> 0:20:39.400
<v Speaker 6>This is on average, and.

0:20:39.359 --> 0:20:42.439
<v Speaker 5>This is a back of the envelope thought, but I

0:20:42.480 --> 0:20:48.639
<v Speaker 5>think directionally it's true here you should be talking about

0:20:48.680 --> 0:20:53.360
<v Speaker 5>thirty percent at going to fifty percent to the extent

0:20:53.440 --> 0:20:55.520
<v Speaker 5>that the people you hire. And again this is further

0:20:55.560 --> 0:20:57.560
<v Speaker 5>on down the road. Once you have scale and can

0:20:57.600 --> 0:21:02.479
<v Speaker 5>attract more and your credible people to the extent that

0:21:02.520 --> 0:21:06.199
<v Speaker 5>they put up great performance, they can hire and develop people,

0:21:06.920 --> 0:21:09.360
<v Speaker 5>then you're able to take on more capital and.

0:21:09.320 --> 0:21:10.840
<v Speaker 6>You're creating more value.

0:21:11.000 --> 0:21:14.160
<v Speaker 5>But at the end of the day, everyone is going

0:21:14.200 --> 0:21:16.920
<v Speaker 5>to reference you within an inch of your life, and

0:21:17.080 --> 0:21:19.480
<v Speaker 5>the same way LPs are going to want to get

0:21:19.480 --> 0:21:22.320
<v Speaker 5>a point of view on you, talent will too. And

0:21:22.359 --> 0:21:26.000
<v Speaker 5>there's what you're telling them upfront, which hopefully is attractive,

0:21:26.040 --> 0:21:29.600
<v Speaker 5>But even more attractive is the path forward and you

0:21:29.720 --> 0:21:33.359
<v Speaker 5>don't want them discounting any of the promises or vision

0:21:33.560 --> 0:21:35.680
<v Speaker 5>that you're giving them because of what they're hearing in

0:21:35.720 --> 0:21:38.480
<v Speaker 5>the market. So that's something to bear in mind, and

0:21:38.520 --> 0:21:42.280
<v Speaker 5>I think really critical as you ad both in the

0:21:42.920 --> 0:21:45.160
<v Speaker 5>less so maybe in the immediate term, but certainly as

0:21:45.160 --> 0:21:47.920
<v Speaker 5>you progress and are trying to reach out to really

0:21:47.960 --> 0:21:49.920
<v Speaker 5>talented establish people, right.

0:21:49.880 --> 0:21:52.920
<v Speaker 2>And you're finding the same sort of circumstances when you're

0:21:52.960 --> 0:21:54.119
<v Speaker 2>competing for talent.

0:21:54.840 --> 0:21:56.000
<v Speaker 3>What's your journey been like?

0:21:56.440 --> 0:21:59.040
<v Speaker 7>Well, I think it's a little bit focused on the

0:21:59.080 --> 0:22:01.399
<v Speaker 7>type of talent recruiting, right. So I come from a

0:22:01.440 --> 0:22:03.320
<v Speaker 7>world and a lineage of funds where we don't hire

0:22:03.359 --> 0:22:06.359
<v Speaker 7>experience people. Where there's a kind of fundamental viewpoint in

0:22:06.359 --> 0:22:07.919
<v Speaker 7>the firms I've worked at that we hire people that

0:22:07.960 --> 0:22:11.080
<v Speaker 7>are less experienced and we train and develop them. And

0:22:11.119 --> 0:22:15.520
<v Speaker 7>that obviously aligns easier when you're subscale, but that that's

0:22:15.560 --> 0:22:17.280
<v Speaker 7>not I didn't make the decision because of scale. That's

0:22:17.320 --> 0:22:20.040
<v Speaker 7>just how the world I come from does things. I

0:22:20.040 --> 0:22:21.919
<v Speaker 7>think though, to a honest point, you have to be

0:22:22.000 --> 0:22:25.919
<v Speaker 7>realistic about what the envelope of what you can spend is,

0:22:26.160 --> 0:22:28.719
<v Speaker 7>what that looks like, and that what the talent you

0:22:28.760 --> 0:22:30.879
<v Speaker 7>can get with that in a line against that. So

0:22:31.160 --> 0:22:33.840
<v Speaker 7>you have to be really kind of thoughtful about, you know,

0:22:34.080 --> 0:22:36.360
<v Speaker 7>Tom twin earlier, what am I, what do I want

0:22:36.359 --> 0:22:36.600
<v Speaker 7>to do?

0:22:36.960 --> 0:22:38.879
<v Speaker 1>What does my strategy look like? What does that business

0:22:38.920 --> 0:22:39.520
<v Speaker 1>plan look like?

0:22:39.800 --> 0:22:42.520
<v Speaker 7>What am I capable of doing from a development and

0:22:42.560 --> 0:22:45.320
<v Speaker 7>a mentoring and a leadership perspective? And then how does

0:22:45.359 --> 0:22:48.040
<v Speaker 7>that work from an economic perspective, both in terms of

0:22:48.119 --> 0:22:50.280
<v Speaker 7>day one but also to a honest point, what does

0:22:50.320 --> 0:22:52.960
<v Speaker 7>it look like over time? What does that economic trajectory

0:22:53.000 --> 0:22:55.360
<v Speaker 7>look like with success as you go? And I think

0:22:55.359 --> 0:22:58.480
<v Speaker 7>you want to be transparent with people around what day

0:22:58.480 --> 0:23:01.240
<v Speaker 7>one looks like, what that evolved to over time, and

0:23:01.280 --> 0:23:06.200
<v Speaker 7>what are the parameters that trigger that evolution. And I

0:23:06.240 --> 0:23:08.520
<v Speaker 7>would say the other thing that's you know, fundamentally different

0:23:08.560 --> 0:23:10.280
<v Speaker 7>is that the analysts I would guess at all of

0:23:10.280 --> 0:23:13.439
<v Speaker 7>our firms are probably doing you know, they're all being analysts,

0:23:13.440 --> 0:23:15.359
<v Speaker 7>but they're probably doing slightly different things. That the job

0:23:15.400 --> 0:23:18.240
<v Speaker 7>is not the same at every firm. And I think

0:23:18.240 --> 0:23:20.000
<v Speaker 7>that you want to be clear in terms of the

0:23:20.040 --> 0:23:22.760
<v Speaker 7>way you're going to invest the types of things that

0:23:22.800 --> 0:23:26.080
<v Speaker 7>the analysts will be expected to do, and that will

0:23:26.480 --> 0:23:29.879
<v Speaker 7>there'll be some natural self selection of firms that individuals

0:23:29.880 --> 0:23:32.240
<v Speaker 7>that want to have that think they can be more

0:23:32.520 --> 0:23:35.040
<v Speaker 7>or less successful in different environments.

0:23:35.440 --> 0:23:37.720
<v Speaker 2>And let me follow up, when you talk about hiring

0:23:37.800 --> 0:23:40.840
<v Speaker 2>people and mentoring them and shaping them, is it just

0:23:41.000 --> 0:23:44.760
<v Speaker 2>analysts or is it traders and pms and others within

0:23:44.920 --> 0:23:45.639
<v Speaker 2>within the funds?

0:23:47.520 --> 0:23:51.040
<v Speaker 7>I would say my general point of view is that

0:23:51.160 --> 0:23:54.680
<v Speaker 7>it's it's pretty much true across the entirety of the firm.

0:23:54.720 --> 0:23:56.480
<v Speaker 7>That when I think about the firms that I've worked

0:23:56.480 --> 0:23:59.000
<v Speaker 7>with and I work with in the past that have

0:23:59.119 --> 0:24:01.600
<v Speaker 7>been successful, and you look at the people that have

0:24:01.640 --> 0:24:05.600
<v Speaker 7>been highly successful there, none of them were really senior

0:24:05.680 --> 0:24:08.560
<v Speaker 7>hires coming in. They were hired pretty junior, and they

0:24:08.560 --> 0:24:10.840
<v Speaker 7>were trained and developed within those firms. And in a

0:24:10.840 --> 0:24:13.320
<v Speaker 7>lot of those firms, some of the biggest hiring mistakes

0:24:13.320 --> 0:24:16.359
<v Speaker 7>they've ever made were more senior. Now, that's that's true

0:24:16.359 --> 0:24:19.240
<v Speaker 7>for our process, that's not true for everyone else's process.

0:24:20.560 --> 0:24:22.560
<v Speaker 7>And so I think that there's always been a natural

0:24:23.359 --> 0:24:28.119
<v Speaker 7>pull towards going younger and less experienced and training and

0:24:28.160 --> 0:24:31.800
<v Speaker 7>developing those people. And that just makes it easier for

0:24:31.920 --> 0:24:34.600
<v Speaker 7>me in the current environment because I'm not competing against

0:24:35.240 --> 0:24:37.080
<v Speaker 7>you know, the type of people that aligned.

0:24:37.160 --> 0:24:41.239
<v Speaker 5>Well, you're also not injecting a fully formed human so

0:24:41.320 --> 0:24:43.639
<v Speaker 5>to speak, and our business into the ecosystem, and you

0:24:43.640 --> 0:24:46.399
<v Speaker 5>don't know if the tissue is going to reject the organism.

0:24:46.520 --> 0:24:47.440
<v Speaker 1>It almost certainly will.

0:24:49.440 --> 0:24:52.840
<v Speaker 5>The one other thing, though, is as a new manager

0:24:52.960 --> 0:24:56.120
<v Speaker 5>without much capital, just bear in mind, LPs are making

0:24:56.160 --> 0:24:58.560
<v Speaker 5>a bet on you. They're making a bet on you

0:24:58.640 --> 0:25:01.200
<v Speaker 5>as a manager not on the bench yet if you're

0:25:01.440 --> 0:25:03.240
<v Speaker 5>launching with just a small amount of capital.

0:25:03.880 --> 0:25:06.080
<v Speaker 2>Interesting point, Tom, you've been doing this for a while.

0:25:06.440 --> 0:25:10.760
<v Speaker 2>What's your experience been competing for talent and either hiring

0:25:11.160 --> 0:25:13.680
<v Speaker 2>or building at all.

0:25:13.840 --> 0:25:19.040
<v Speaker 8>Yeah, it's it's really challenging. It's always the toughest part

0:25:19.040 --> 0:25:19.640
<v Speaker 8>of the business.

0:25:19.640 --> 0:25:19.960
<v Speaker 1>I think.

0:25:20.000 --> 0:25:23.359
<v Speaker 8>Well, second in raising the money, that's that's probably you know,

0:25:24.280 --> 0:25:27.800
<v Speaker 8>parting dollars from people. We have long lockups and a

0:25:27.800 --> 0:25:30.840
<v Speaker 8>lot of it's really long, so that's that's always the

0:25:30.880 --> 0:25:34.960
<v Speaker 8>longest process. But you know, I think it's an it's

0:25:34.960 --> 0:25:38.920
<v Speaker 8>a unique challenge today because there's been a shift over

0:25:38.960 --> 0:25:41.760
<v Speaker 8>the last you know, fifteen years that we've run Nighthead

0:25:42.840 --> 0:25:45.359
<v Speaker 8>where a new generation of professionals are coming into the

0:25:45.400 --> 0:25:47.840
<v Speaker 8>industry or have come into the industry. They expect a

0:25:47.840 --> 0:25:51.040
<v Speaker 8>lot more sooner. And I think this is you know,

0:25:53.000 --> 0:25:56.080
<v Speaker 8>this is pretty common across the you know generation of

0:25:56.119 --> 0:26:00.720
<v Speaker 8>folks that are say twenty five to late thirties years.

0:26:00.880 --> 0:26:05.520
<v Speaker 8>And that's difficult because if you think about the last

0:26:05.600 --> 0:26:09.280
<v Speaker 8>fifteen years, we've gone fifteen years without a recession, really,

0:26:10.119 --> 0:26:12.240
<v Speaker 8>and that means you really don't know what you're doing

0:26:12.560 --> 0:26:14.760
<v Speaker 8>because if you have, yes, you invested in one year

0:26:14.800 --> 0:26:16.840
<v Speaker 8>with rate rise, okay, but you still haven't invested in

0:26:16.920 --> 0:26:20.320
<v Speaker 8>a recession. So it's really hard to get people that

0:26:20.400 --> 0:26:23.280
<v Speaker 8>have experienced that are relatively junior, that have a perspective

0:26:23.320 --> 0:26:27.760
<v Speaker 8>of how bad things can be. Right, and we've learned

0:26:27.760 --> 0:26:29.520
<v Speaker 8>what happens with higher rates, or we're beginning to learn

0:26:29.560 --> 0:26:32.040
<v Speaker 8>what happens with higher rates, which not even I or

0:26:32.080 --> 0:26:35.600
<v Speaker 8>people substantially more experienced than I am, have contended with.

0:26:35.680 --> 0:26:39.760
<v Speaker 8>It hasn't happened since the late seventies, and so you know,

0:26:39.800 --> 0:26:41.679
<v Speaker 8>we're seeing new things. Well that means that if you

0:26:41.720 --> 0:26:44.000
<v Speaker 8>have folks that haven't experienced those things, even if they

0:26:44.040 --> 0:26:47.560
<v Speaker 8>can imagine them, it's different to actually experience them. And

0:26:47.640 --> 0:26:51.480
<v Speaker 8>so managing people that haven't yet had the experience the

0:26:51.600 --> 0:26:54.639
<v Speaker 8>challenge and for you, as emerging managers. You need to

0:26:54.680 --> 0:26:57.560
<v Speaker 8>do that in a way that controls risks and keeps

0:26:57.560 --> 0:27:01.280
<v Speaker 8>people motivated. That's challenging, right, They when they believe that

0:27:01.280 --> 0:27:04.159
<v Speaker 8>they deserve more, they have a genuine view that they

0:27:04.160 --> 0:27:08.400
<v Speaker 8>should have more responsibility, more seniority, more economics, but they

0:27:08.400 --> 0:27:12.240
<v Speaker 8>haven't yet been battle tested. That's a tough dynamic, and

0:27:12.480 --> 0:27:14.280
<v Speaker 8>it's one that you really need to be very thoughtful

0:27:14.280 --> 0:27:16.960
<v Speaker 8>about and how you manage. I would say, don't cave

0:27:17.520 --> 0:27:19.879
<v Speaker 8>to the pressure. You know, find the right people that

0:27:20.080 --> 0:27:22.320
<v Speaker 8>understand that it's a process. They've got to be committed

0:27:22.359 --> 0:27:24.879
<v Speaker 8>to building the business alongside you, or it's going to

0:27:24.920 --> 0:27:27.880
<v Speaker 8>come crumbling in upon itself. I think the other thing

0:27:28.040 --> 0:27:31.639
<v Speaker 8>that's notable that we've seen recently is there's some really

0:27:31.720 --> 0:27:34.399
<v Speaker 8>high cost structures in the hedge fund world, you know,

0:27:34.480 --> 0:27:39.119
<v Speaker 8>like eight percent eight percent fixed costs. Like that's insane,

0:27:39.920 --> 0:27:43.879
<v Speaker 8>like insane that that is not the way to start

0:27:43.920 --> 0:27:47.720
<v Speaker 8>and run a business. If you have your fixed costs

0:27:48.040 --> 0:27:52.119
<v Speaker 8>meaningfully above your guaranteed fees and then you adjust for

0:27:52.240 --> 0:27:55.600
<v Speaker 8>loss of capital, right, if you can't build that cushion in,

0:27:56.160 --> 0:27:58.920
<v Speaker 8>you're at risk. Like just look at yourself, like a business,

0:27:58.920 --> 0:28:01.119
<v Speaker 8>would you invest in that business because your LPs are

0:28:01.119 --> 0:28:02.920
<v Speaker 8>going to look at it the same way. They say,

0:28:02.920 --> 0:28:05.240
<v Speaker 8>what happens if I allocate this business like I don't

0:28:05.280 --> 0:28:07.760
<v Speaker 8>want to be like everybody, you know, running for the door.

0:28:07.800 --> 0:28:09.679
<v Speaker 8>And if I'm the you know, the ant and the

0:28:09.680 --> 0:28:12.159
<v Speaker 8>elephants behind me, it's not going to be a good day. So,

0:28:12.520 --> 0:28:15.680
<v Speaker 8>you know, you have to think about the cost structure,

0:28:15.680 --> 0:28:18.399
<v Speaker 8>which aligns with how you manage the people, which aligns

0:28:18.480 --> 0:28:20.840
<v Speaker 8>with what type of people to hire. So it's a

0:28:20.920 --> 0:28:24.280
<v Speaker 8>it's a multi variable analysis which I'm definitely not smart

0:28:24.359 --> 0:28:26.760
<v Speaker 8>enough to solve, but it's you know, for me, it's

0:28:26.800 --> 0:28:29.000
<v Speaker 8>a feel you know, the types of folks that you

0:28:29.000 --> 0:28:31.040
<v Speaker 8>can hire they think will be a good fit. And

0:28:31.080 --> 0:28:34.560
<v Speaker 8>I think it's incumbent on new managers to think about, Okay,

0:28:34.560 --> 0:28:37.080
<v Speaker 8>who do I want to have effectively in the trenches,

0:28:37.760 --> 0:28:40.000
<v Speaker 8>you know, with you because I think the reason that

0:28:40.000 --> 0:28:43.080
<v Speaker 8>a lot of firms fail in that first three to

0:28:43.120 --> 0:28:46.800
<v Speaker 8>five year period is because they build themselves or they

0:28:46.840 --> 0:28:51.920
<v Speaker 8>expect stratospheric growth, and the reality is it can be

0:28:51.960 --> 0:28:54.520
<v Speaker 8>really lumpy, right, you just don't know, you know, our

0:28:54.560 --> 0:28:56.520
<v Speaker 8>experience is a good one. We launched, we thought we

0:28:56.560 --> 0:28:58.200
<v Speaker 8>were gonna have tons of capital we had less. The

0:28:58.240 --> 0:29:00.520
<v Speaker 8>markets fall off a cliff, and I mean like fell,

0:29:00.800 --> 0:29:04.080
<v Speaker 8>like really really off a cliff, and no one we

0:29:04.080 --> 0:29:06.960
<v Speaker 8>didn't expect that, but we built the business to be

0:29:07.040 --> 0:29:09.560
<v Speaker 8>able to withstand that, and then we grew, you know,

0:29:09.600 --> 0:29:12.600
<v Speaker 8>really rapidly after that because we set up for you

0:29:12.640 --> 0:29:13.960
<v Speaker 8>know what if everything goes wrong.

0:29:14.160 --> 0:29:16.840
<v Speaker 1>So I threw a lot into the mix there.

0:29:16.840 --> 0:29:19.040
<v Speaker 8>But I think all of these things are important considerations

0:29:19.040 --> 0:29:20.960
<v Speaker 8>when you're hiring. It can go great, you can build

0:29:20.960 --> 0:29:23.760
<v Speaker 8>for huge success and have it, and that's fantastic, But

0:29:23.920 --> 0:29:26.440
<v Speaker 8>the odds are that that won't happen either.

0:29:26.440 --> 0:29:27.400
<v Speaker 1>The markets won't give it.

0:29:27.360 --> 0:29:30.040
<v Speaker 8>To you, the personnel won't be there, you know, the

0:29:30.080 --> 0:29:31.720
<v Speaker 8>capital won't come in the way that you expect. So

0:29:31.720 --> 0:29:33.920
<v Speaker 8>if you build for a sense of conservatism and you

0:29:33.960 --> 0:29:36.200
<v Speaker 8>build a buffer around your business, you know you'll get

0:29:36.240 --> 0:29:37.080
<v Speaker 8>to escape velocity.

0:29:37.880 --> 0:29:38.600
<v Speaker 3>Really interesting.

0:29:38.840 --> 0:29:42.640
<v Speaker 2>I'm intrigued by anyone who's working for you who was

0:29:42.680 --> 0:29:46.760
<v Speaker 2>born after before, if they were born after nineteen eighty seven,

0:29:46.800 --> 0:29:50.160
<v Speaker 2>they've never experienced the recession in their professional career.

0:29:50.160 --> 0:29:51.960
<v Speaker 3>It's pretty right, pretty amazing.

0:29:52.200 --> 0:29:55.960
<v Speaker 2>So let's talk a little bit about you mentioned your LPs.

0:29:56.360 --> 0:30:00.000
<v Speaker 2>How do each of you differentiate yourself what you're selling.

0:30:00.120 --> 0:30:03.960
<v Speaker 2>Point when you're either trying to bring in capital or

0:30:04.200 --> 0:30:09.360
<v Speaker 2>hire somebody, or in any other way, make yourself differentiated

0:30:09.400 --> 0:30:10.880
<v Speaker 2>from the masses that are out there.

0:30:10.960 --> 0:30:11.840
<v Speaker 3>Let's start with you, Mike.

0:30:12.560 --> 0:30:12.880
<v Speaker 1>Sure.

0:30:12.920 --> 0:30:17.840
<v Speaker 4>So our view is and was that the successful funds

0:30:17.880 --> 0:30:21.600
<v Speaker 4>in the next decade are those that will be durably

0:30:21.640 --> 0:30:24.520
<v Speaker 4>built businesses. As Tom mentioned, you know, you have to

0:30:24.560 --> 0:30:30.480
<v Speaker 4>think about this as a business and those that can attract,

0:30:30.720 --> 0:30:35.880
<v Speaker 4>retain and develop talent with a competitive advantage. And you

0:30:35.880 --> 0:30:38.240
<v Speaker 4>know this past weekend there was a Formula one race

0:30:38.360 --> 0:30:41.040
<v Speaker 4>in Monaco, so I'll use that as an example because

0:30:42.160 --> 0:30:46.080
<v Speaker 4>a durable successful hedge fund is a lot like an

0:30:46.160 --> 0:30:49.000
<v Speaker 4>F one racing team. Right, you have the racers, you

0:30:49.040 --> 0:30:52.720
<v Speaker 4>have your investment team, that's the DNA of your business.

0:30:52.760 --> 0:30:57.440
<v Speaker 4>But without a great car, you can't win races. And

0:30:57.520 --> 0:31:05.480
<v Speaker 4>behind those cars, okay, you have mechanics, engineers, strategists, teams

0:31:05.520 --> 0:31:09.520
<v Speaker 4>of people that are helping. And similarly, the hedge fund

0:31:09.560 --> 0:31:13.080
<v Speaker 4>of today and for the next decade will be a

0:31:13.160 --> 0:31:17.120
<v Speaker 4>hedge fund that has an infrastructure that can support their

0:31:17.120 --> 0:31:20.800
<v Speaker 4>investment team, allow them to operate at peak performance, and

0:31:20.840 --> 0:31:23.960
<v Speaker 4>then run the business of a fund and that's a

0:31:24.040 --> 0:31:26.960
<v Speaker 4>different job than what all of us here as investment

0:31:26.960 --> 0:31:30.320
<v Speaker 4>managers do. That's not our expertise. So you have to

0:31:30.360 --> 0:31:33.880
<v Speaker 4>have that infrastructure, those experts in house to help you

0:31:33.920 --> 0:31:36.600
<v Speaker 4>do that, and that I think that has been a

0:31:36.640 --> 0:31:40.160
<v Speaker 4>big selling point for our LPs in the beginning, but

0:31:40.240 --> 0:31:42.520
<v Speaker 4>also the talent that we bring in knowing that we've

0:31:42.520 --> 0:31:43.440
<v Speaker 4>built this to last.

0:31:44.160 --> 0:31:46.760
<v Speaker 2>What I'm hearing from you, Mike, is that generating alpha.

0:31:47.320 --> 0:31:48.440
<v Speaker 2>That's table stakes.

0:31:48.480 --> 0:31:50.560
<v Speaker 3>That's just what you need to sit down.

0:31:51.160 --> 0:31:55.760
<v Speaker 2>Everything beyond that seems to be where you separate yourself.

0:31:55.440 --> 0:31:57.400
<v Speaker 3>From the crowd. Absolutely.

0:31:57.560 --> 0:31:59.920
<v Speaker 4>LPs want to know that they can put capital and

0:32:00.280 --> 0:32:02.280
<v Speaker 4>they know it's going to be an I liquid investment

0:32:02.360 --> 0:32:05.360
<v Speaker 4>and know that they are putting capital into a stable,

0:32:05.600 --> 0:32:09.120
<v Speaker 4>durable business. And that's what you have to provide them when.

0:32:08.960 --> 0:32:10.440
<v Speaker 3>You launch Alana.

0:32:10.480 --> 0:32:15.080
<v Speaker 2>You have a unique perspective on differentiators and hedge funds.

0:32:15.360 --> 0:32:17.440
<v Speaker 3>Tell us what you see from your vantage.

0:32:17.040 --> 0:32:21.040
<v Speaker 5>Point, Well, people come in and they meet with us

0:32:21.120 --> 0:32:24.360
<v Speaker 5>and they talk about what they're going to do. And

0:32:24.400 --> 0:32:28.960
<v Speaker 5>I will tell you, having seen a gazillion presentations, investor

0:32:29.040 --> 0:32:37.960
<v Speaker 5>materials letters, it's great to have that stuff done in

0:32:38.000 --> 0:32:40.440
<v Speaker 5>a way which obviously you're going to put time into it,

0:32:40.600 --> 0:32:42.480
<v Speaker 5>you want to feel proud of it, but at the

0:32:42.560 --> 0:32:46.160
<v Speaker 5>end of the day, my feeling is this industry is

0:32:46.200 --> 0:32:51.920
<v Speaker 5>for the most part, very commoditized. And the reason I

0:32:51.960 --> 0:32:54.920
<v Speaker 5>went through the different strategies is to let you know

0:32:55.640 --> 0:32:59.040
<v Speaker 5>that to the extent you're launching a strategy that has

0:32:59.160 --> 0:33:02.920
<v Speaker 5>not performed well in the last couple of years, LPs

0:33:02.960 --> 0:33:05.480
<v Speaker 5>are not going to give you the benefit of the doubt.

0:33:05.880 --> 0:33:09.480
<v Speaker 5>It doesn't matter what your presentation materials look like. It

0:33:09.640 --> 0:33:12.520
<v Speaker 5>just doesn't. You're going to have to put up performance.

0:33:12.600 --> 0:33:15.400
<v Speaker 5>And the biggest piece of advice I can give you

0:33:16.080 --> 0:33:19.920
<v Speaker 5>is maybe you know you can say you're differentiated all

0:33:19.960 --> 0:33:23.440
<v Speaker 5>of this stuff. You've got to start investing as quickly

0:33:23.640 --> 0:33:27.080
<v Speaker 5>as possible. You bang the tin cup for capital for

0:33:27.120 --> 0:33:29.760
<v Speaker 5>the first three to six months, You do what you can,

0:33:30.040 --> 0:33:34.760
<v Speaker 5>and then stop literally stop. As counterintuitive as that sounds,

0:33:36.040 --> 0:33:38.880
<v Speaker 5>what you want to do is start to prove show

0:33:38.920 --> 0:33:42.640
<v Speaker 5>some proof of concept because unless you are coming from

0:33:42.840 --> 0:33:46.400
<v Speaker 5>a fund that is a top multi manager, or you're

0:33:46.400 --> 0:33:52.360
<v Speaker 5>coming from a great a fund that is pedigreed, and

0:33:52.560 --> 0:33:54.960
<v Speaker 5>LPs want more of that DNA like I'll give you

0:33:55.000 --> 0:33:55.800
<v Speaker 5>another example.

0:33:57.040 --> 0:33:58.640
<v Speaker 6>Last year, braid Well launched.

0:33:59.160 --> 0:34:02.760
<v Speaker 5>That was a fund started by Alex Carnal that came

0:34:02.800 --> 0:34:05.560
<v Speaker 5>out of Deerfield and had a huge reputation in healthcare,

0:34:05.840 --> 0:34:06.600
<v Speaker 5>and he launched with.

0:34:06.600 --> 0:34:07.920
<v Speaker 6>Over three billion dollars.

0:34:08.360 --> 0:34:11.839
<v Speaker 5>So unless there's something that LPs can see sink their

0:34:11.880 --> 0:34:14.440
<v Speaker 5>teeth into in terms of the DNA that you carry,

0:34:14.719 --> 0:34:16.120
<v Speaker 5>you're going to have to show.

0:34:15.960 --> 0:34:16.759
<v Speaker 6>Them what you can do.

0:34:16.880 --> 0:34:19.319
<v Speaker 5>And then yes, it becomes a question of how do

0:34:19.360 --> 0:34:22.520
<v Speaker 5>you beg borrow and steal to fund the enterprise while

0:34:22.560 --> 0:34:24.160
<v Speaker 5>you're putting off performance so that.

0:34:24.160 --> 0:34:27.120
<v Speaker 6>You can then go back to LPs raise capital and.

0:34:27.040 --> 0:34:30.960
<v Speaker 5>Also get better talent, because now this field of dreams

0:34:31.040 --> 0:34:32.280
<v Speaker 5>has some skin on the bones.

0:34:33.560 --> 0:34:37.239
<v Speaker 2>Brennon, what do you think what is the differentiator for

0:34:37.680 --> 0:34:39.280
<v Speaker 2>you as a long only fund manager?

0:34:39.719 --> 0:34:42.439
<v Speaker 7>I mean, I think the easy answer is that we're

0:34:42.640 --> 0:34:46.279
<v Speaker 7>a long only head manager that's doing concentrated hedge fund

0:34:46.360 --> 0:34:48.640
<v Speaker 7>like investing, and there's people that do that, so I like.

0:34:48.680 --> 0:34:53.400
<v Speaker 7>But the field there is a lot smaller, and the

0:34:53.440 --> 0:34:55.280
<v Speaker 7>pools of capital allocated.

0:34:54.840 --> 0:34:56.640
<v Speaker 1>Against long only or are pretty large.

0:34:56.640 --> 0:34:58.200
<v Speaker 7>There's a lot of money in passes, there's a lot

0:34:58.200 --> 0:35:01.040
<v Speaker 7>of money and other long only strategies, So it's different

0:35:01.080 --> 0:35:03.719
<v Speaker 7>than launching, you know, a higher fee product like a

0:35:03.719 --> 0:35:06.680
<v Speaker 7>long short product where you're competing against you know, the

0:35:07.040 --> 0:35:09.000
<v Speaker 7>mics of the world, where they're making those trade offs,

0:35:10.239 --> 0:35:12.400
<v Speaker 7>it's a little bit different. I would also echo the

0:35:12.400 --> 0:35:16.440
<v Speaker 7>idea that my experience and not every allocator is the same.

0:35:16.480 --> 0:35:19.920
<v Speaker 7>Allocators want it to invest in what they perceive as

0:35:20.040 --> 0:35:23.160
<v Speaker 7>institutional scale managers. It doesn't necessarily mean you need to

0:35:23.160 --> 0:35:25.239
<v Speaker 7>have thirty employees, but they want to. They want to

0:35:25.239 --> 0:35:26.560
<v Speaker 7>look at it as a real business. They want to

0:35:26.600 --> 0:35:28.480
<v Speaker 7>understand the plan, They want to understand how you think

0:35:28.800 --> 0:35:32.840
<v Speaker 7>about the growth of the business, the contingencies of the business.

0:35:32.840 --> 0:35:36.200
<v Speaker 7>But your strategy is how you're building the culture. Because

0:35:36.400 --> 0:35:38.319
<v Speaker 7>to be perfectly frank that I think that's the that's

0:35:38.320 --> 0:35:40.360
<v Speaker 7>the easiest thing to kind of underwrite from an outside.

0:35:40.080 --> 0:35:42.040
<v Speaker 1>Perspective's always there to underwrite stock pitches.

0:35:42.080 --> 0:35:44.520
<v Speaker 7>I find it hard to underwrite stock pitches if I

0:35:44.520 --> 0:35:47.600
<v Speaker 7>don't know the stock really really well. And so I

0:35:47.600 --> 0:35:50.000
<v Speaker 7>think you want to you want to invest in that

0:35:50.080 --> 0:35:52.440
<v Speaker 7>part of the business, and what that investment looks like

0:35:52.560 --> 0:35:55.520
<v Speaker 7>is going to be, you know, specific to your strategy. Right,

0:35:55.680 --> 0:35:58.359
<v Speaker 7>it looks very different for a multimanager than it does

0:35:58.400 --> 0:36:01.239
<v Speaker 7>for a smaller organization. But you can still I would

0:36:01.239 --> 0:36:03.920
<v Speaker 7>say get to that level of institutional scale as a

0:36:03.960 --> 0:36:06.600
<v Speaker 7>smaller manager if you if you make it a priority

0:36:06.640 --> 0:36:10.520
<v Speaker 7>and you're thoughtful around how that looks both day one

0:36:10.560 --> 0:36:13.320
<v Speaker 7>and what your communication looks like for what it should

0:36:13.320 --> 0:36:13.920
<v Speaker 7>be over time.

0:36:14.480 --> 0:36:16.360
<v Speaker 3>Tom, what's your big differentiator?

0:36:17.080 --> 0:36:19.600
<v Speaker 1>I don't think we really have one. No.

0:36:19.719 --> 0:36:23.719
<v Speaker 8>I think there's a great quote pickable that's not picking out.

0:36:23.760 --> 0:36:29.319
<v Speaker 1>We're yeah, random sports investments. Seth Klarman. I read a

0:36:29.320 --> 0:36:30.359
<v Speaker 1>great quote.

0:36:30.239 --> 0:36:33.560
<v Speaker 8>By him, I think two weeks ago, and he said,

0:36:34.080 --> 0:36:38.560
<v Speaker 8>we're fortunate to be unconstrained by a specific investment strategy.

0:36:38.760 --> 0:36:39.760
<v Speaker 1>Remember the quote.

0:36:39.520 --> 0:36:43.200
<v Speaker 8>Directly, that's so beautiful, right, because what are you paying

0:36:43.320 --> 0:36:45.319
<v Speaker 8>bao posts for. You're paying them to go out and

0:36:45.360 --> 0:36:50.080
<v Speaker 8>find great investments where there's downside protection. So the way

0:36:50.080 --> 0:36:52.879
<v Speaker 8>that we present what we do is that we can

0:36:52.880 --> 0:36:58.000
<v Speaker 8>invest anywhere in the world really in anything, but everything

0:36:58.040 --> 0:36:59.160
<v Speaker 8>we do we.

0:36:59.040 --> 0:37:01.200
<v Speaker 1>Take a credit approach to which is we have an

0:37:01.280 --> 0:37:02.200
<v Speaker 1>extreme focus on.

0:37:02.160 --> 0:37:05.279
<v Speaker 8>Capital preservation and we try to structure for the best

0:37:05.280 --> 0:37:08.200
<v Speaker 8>possible return. Sometimes it's an equity like return or linked

0:37:08.200 --> 0:37:10.479
<v Speaker 8>return or convertible or warrants, so.

0:37:10.400 --> 0:37:13.040
<v Speaker 1>We can gain an equity return, but that's really the approach.

0:37:13.080 --> 0:37:17.200
<v Speaker 1>So every investment that we pursue we take that approach.

0:37:17.200 --> 0:37:22.320
<v Speaker 8>With the investment that we made in the football team

0:37:22.800 --> 0:37:26.759
<v Speaker 8>in the UK was structured as a secured loan with

0:37:27.280 --> 0:37:31.840
<v Speaker 8>you know, the ability to eventually you know, gain full control.

0:37:32.239 --> 0:37:32.520
<v Speaker 1>You know.

0:37:33.280 --> 0:37:36.160
<v Speaker 8>A lot of the investing that we've pursued has been

0:37:36.200 --> 0:37:39.320
<v Speaker 8>structured in that way. And I think that's a differentiator

0:37:39.520 --> 0:37:43.200
<v Speaker 8>because it's a little different than investing in somebody that's

0:37:43.239 --> 0:37:45.600
<v Speaker 8>going to go trade hyal bonds or you know.

0:37:45.600 --> 0:37:46.560
<v Speaker 1>Do public distress.

0:37:47.080 --> 0:37:49.879
<v Speaker 8>And I think the second thing is, at least from

0:37:49.920 --> 0:37:53.160
<v Speaker 8>my core business, which we started as a distressed debt fund,

0:37:53.760 --> 0:37:57.640
<v Speaker 8>the distress debt funds just went off the rails the

0:37:57.680 --> 0:38:01.839
<v Speaker 8>last fifteen years. The way that they operate is they

0:38:02.000 --> 0:38:05.240
<v Speaker 8>look at a business as a carcass and then approach

0:38:05.280 --> 0:38:06.960
<v Speaker 8>it to fight over the carcass.

0:38:07.360 --> 0:38:07.560
<v Speaker 1>Right.

0:38:08.320 --> 0:38:10.440
<v Speaker 8>We look at a business that might be a carcass

0:38:10.480 --> 0:38:12.200
<v Speaker 8>and say, can we revive that thing?

0:38:12.920 --> 0:38:13.640
<v Speaker 1>Right? Because if you.

0:38:13.640 --> 0:38:18.359
<v Speaker 8>Can, the pie that you're fighting over grows, And that's

0:38:18.440 --> 0:38:22.799
<v Speaker 8>a lost art for a lot of investors in turnarounds,

0:38:22.800 --> 0:38:25.719
<v Speaker 8>like there aren't many real turnaround experts anymore, and that

0:38:26.160 --> 0:38:28.239
<v Speaker 8>is how you make tons of money, at least in

0:38:28.280 --> 0:38:31.239
<v Speaker 8>my sub sector. And so I think we've done that

0:38:31.280 --> 0:38:33.480
<v Speaker 8>pretty well. Like we've invested in a few businesses the

0:38:33.560 --> 0:38:36.640
<v Speaker 8>last few years where we had control that we've turned around.

0:38:36.680 --> 0:38:39.080
<v Speaker 8>You know, our biggest short going into the COVID was Hurts.

0:38:39.120 --> 0:38:41.000
<v Speaker 8>It's now our largest long we've ever had in the

0:38:41.000 --> 0:38:43.680
<v Speaker 8>history of the firm, and it was a turnaround plate

0:38:43.880 --> 0:38:47.000
<v Speaker 8>you know, centered around electrifications. So you know, I think

0:38:47.640 --> 0:38:49.080
<v Speaker 8>you've got again. It goes back to what I said

0:38:49.120 --> 0:38:50.879
<v Speaker 8>the very beginning. You got to find what you're good

0:38:50.880 --> 0:38:53.680
<v Speaker 8>at and what you love and then apply it to

0:38:53.719 --> 0:38:55.319
<v Speaker 8>your strategy and do that.

0:38:55.920 --> 0:38:58.480
<v Speaker 1>Like, just do that, forget all the noise.

0:38:58.680 --> 0:39:00.200
<v Speaker 8>Just do what you love and what you're good that

0:39:00.680 --> 0:39:02.560
<v Speaker 8>and the rest of it should should be okay.

0:39:02.760 --> 0:39:05.560
<v Speaker 5>But also having a structure that supports what you do

0:39:05.840 --> 0:39:08.200
<v Speaker 5>is very advantageous. I mean, I don't want this to

0:39:08.239 --> 0:39:11.600
<v Speaker 5>be lost on you. Of that ten billion, four billion

0:39:11.880 --> 0:39:15.200
<v Speaker 5>is in an insurance company, and you have what another.

0:39:15.239 --> 0:39:18.280
<v Speaker 1>Four two and a half that's in draw down.

0:39:18.239 --> 0:39:21.200
<v Speaker 6>Right, so there's no timeline for returning capital.

0:39:21.560 --> 0:39:25.040
<v Speaker 8>Some of our capital is literally the insurance company is permanent, permanent,

0:39:25.400 --> 0:39:27.879
<v Speaker 8>and then one of the drawdown funds the investor. It's

0:39:27.920 --> 0:39:32.440
<v Speaker 8>a really like uber wealthy family. When we draw the capital,

0:39:32.680 --> 0:39:35.160
<v Speaker 8>we never have to give it back. Now, we don't

0:39:35.160 --> 0:39:37.640
<v Speaker 8>get paid until we give it back, but we don't

0:39:37.640 --> 0:39:39.840
<v Speaker 8>actually have to give it back. And our fee is

0:39:39.880 --> 0:39:42.040
<v Speaker 8>a sliding don't steal this, by the way, it's like

0:39:42.080 --> 0:39:43.719
<v Speaker 8>a really good idea. It took a long time to

0:39:43.719 --> 0:39:46.280
<v Speaker 8>come up with this. The fee is a sliding scale

0:39:46.320 --> 0:39:48.680
<v Speaker 8>based on the IRR. So there's this weird push pull

0:39:48.680 --> 0:39:50.799
<v Speaker 8>because sometimes you do a great investment, you compound at

0:39:50.840 --> 0:39:53.960
<v Speaker 8>forty or thirty five or thirty for the first eighteen months,

0:39:54.239 --> 0:39:56.600
<v Speaker 8>and then you know you're not going to continue compounding.

0:39:56.160 --> 0:39:57.640
<v Speaker 1>At that rate. You're probably going to slide to a

0:39:57.640 --> 0:39:58.160
<v Speaker 1>lower level.

0:39:58.160 --> 0:39:59.880
<v Speaker 8>Well, we have to decide do we want to ca

0:40:00.040 --> 0:40:01.719
<v Speaker 8>after the higher and send a fee, or do we

0:40:01.760 --> 0:40:03.319
<v Speaker 8>want to hold it and make it a larger moike.

0:40:03.680 --> 0:40:06.000
<v Speaker 8>I always go for the larger moik, right, Like, the

0:40:06.040 --> 0:40:07.520
<v Speaker 8>worst thing you can do is try to live off

0:40:07.560 --> 0:40:10.680
<v Speaker 8>of IRRs. It's not possible. It can't eat those moik

0:40:10.800 --> 0:40:13.439
<v Speaker 8>is what you want. So that duration of capital is hard.

0:40:13.440 --> 0:40:16.560
<v Speaker 8>But the dumbest decision I ever made was pursuing long

0:40:16.640 --> 0:40:19.600
<v Speaker 8>duration capital. We would be three times larger, four times larger.

0:40:19.640 --> 0:40:21.640
<v Speaker 8>If I had just you know, built a colo business

0:40:21.920 --> 0:40:24.040
<v Speaker 8>and listened to Alanta and like hired people to do

0:40:24.120 --> 0:40:25.439
<v Speaker 8>direct lending and do these other things.

0:40:25.600 --> 0:40:26.799
<v Speaker 6>I wouldn't tell you to do that.

0:40:26.920 --> 0:40:28.840
<v Speaker 8>No, but you were like you always had these good ideas,

0:40:28.840 --> 0:40:30.560
<v Speaker 8>like this is what your peers are doing, and you

0:40:30.600 --> 0:40:32.759
<v Speaker 8>had very very good advice over time that I listened

0:40:32.800 --> 0:40:34.439
<v Speaker 8>to none of and I'm much poorer for it.

0:40:34.520 --> 0:40:37.279
<v Speaker 6>Well, but friend's it ten million dollar fun. So there

0:40:37.320 --> 0:40:37.520
<v Speaker 6>you go.

0:40:37.640 --> 0:40:40.600
<v Speaker 8>No, but I said, you're going way back. I want

0:40:40.640 --> 0:40:42.680
<v Speaker 8>permanent capital because if I just said, if we can

0:40:42.719 --> 0:40:44.560
<v Speaker 8>have permanent capital, we could do whatever we want, Like

0:40:44.560 --> 0:40:46.200
<v Speaker 8>we could buy English soccer teams. Now what I said

0:40:46.239 --> 0:40:49.600
<v Speaker 8>we could do we could make investments that really compound

0:40:49.600 --> 0:40:51.600
<v Speaker 8>for a long period of time. And so we focused

0:40:51.600 --> 0:40:54.560
<v Speaker 8>on doing that. Maybe it was a good decision and

0:40:54.600 --> 0:40:56.520
<v Speaker 8>maybe it wasn't. Time will tell, But again it went

0:40:56.560 --> 0:40:59.040
<v Speaker 8>back to like that's what we love, that's.

0:40:58.880 --> 0:40:59.440
<v Speaker 1>What we wanted to do.

0:41:00.160 --> 0:41:02.880
<v Speaker 6>Being it's not just the strategy, it's also the structure.

0:41:02.920 --> 0:41:03.560
<v Speaker 1>You wrap that up.

0:41:03.880 --> 0:41:06.040
<v Speaker 5>You created a structure which is like I mean, it's

0:41:06.040 --> 0:41:09.120
<v Speaker 5>almost a mini Apollo. You created a structure where you

0:41:09.320 --> 0:41:11.880
<v Speaker 5>just charge on alpha. LPs can get behind that. It

0:41:11.920 --> 0:41:14.320
<v Speaker 5>may be long only, but you're just charging on alpha

0:41:14.719 --> 0:41:18.120
<v Speaker 5>and you're all alpha. So and you have all of

0:41:18.160 --> 0:41:20.239
<v Speaker 5>the DNA from one of the greatest hedge funds in

0:41:20.280 --> 0:41:23.480
<v Speaker 5>the world. These are things that make each of these

0:41:23.480 --> 0:41:28.000
<v Speaker 5>guys differentiated to your question and unique. And the reality

0:41:28.120 --> 0:41:31.600
<v Speaker 5>is there are very few individuals that come to market

0:41:32.040 --> 0:41:33.880
<v Speaker 5>with that skill set and that foresight.

0:41:34.320 --> 0:41:37.040
<v Speaker 6>So since that brought up site back, then that's true.

0:41:37.200 --> 0:41:38.120
<v Speaker 3>Since we've brought.

0:41:37.960 --> 0:41:40.840
<v Speaker 2>Up LPs and allocators, I want to skip ahead to

0:41:40.880 --> 0:41:45.520
<v Speaker 2>this question. What's the hardest question that you get asked

0:41:46.160 --> 0:41:49.440
<v Speaker 2>by your limited partners or allocators? What's the most challenging

0:41:49.520 --> 0:41:50.600
<v Speaker 2>question they throw it?

0:41:50.640 --> 0:41:52.200
<v Speaker 3>You will start with you again mine.

0:41:52.600 --> 0:41:55.880
<v Speaker 4>Yeah, I think there are two hard questions. One is

0:41:56.480 --> 0:42:00.600
<v Speaker 4>on the topic of exiting people. And you know that

0:42:00.760 --> 0:42:04.840
<v Speaker 4>is you know, mostly an objective decision, but there's a

0:42:04.880 --> 0:42:07.200
<v Speaker 4>lot of subjectivity to it as well. And I think

0:42:07.760 --> 0:42:10.840
<v Speaker 4>you know, LPs want it to be you know, objective,

0:42:10.840 --> 0:42:14.319
<v Speaker 4>and it's sometimes you know, hard to explain explain some

0:42:14.440 --> 0:42:17.080
<v Speaker 4>of the background to why we might keep somebody versus

0:42:17.160 --> 0:42:21.719
<v Speaker 4>versus exits to them. I think the second question that

0:42:22.120 --> 0:42:24.000
<v Speaker 4>they ask and we have a tough time with is

0:42:24.080 --> 0:42:29.319
<v Speaker 4>just on adapting any strategy that we have. You know,

0:42:29.600 --> 0:42:33.160
<v Speaker 4>LPs don't want you to adapt and change the business

0:42:33.160 --> 0:42:34.759
<v Speaker 4>model that you promised and that and that's and I

0:42:34.840 --> 0:42:37.920
<v Speaker 4>think that's completely fair. But there are times that are

0:42:37.960 --> 0:42:40.880
<v Speaker 4>critical in a fund's life that you need to adapt

0:42:40.920 --> 0:42:41.479
<v Speaker 4>or you'll die.

0:42:42.000 --> 0:42:44.879
<v Speaker 3>And so for example, right, so.

0:42:45.800 --> 0:42:48.759
<v Speaker 4>You know, whatever it may be, that that is a

0:42:48.800 --> 0:42:51.520
<v Speaker 4>hard question to answer because you know, most of the

0:42:51.560 --> 0:42:54.279
<v Speaker 4>time what they want to hear is don't change your.

0:42:54.719 --> 0:42:55.279
<v Speaker 1>Path at all.

0:42:55.840 --> 0:42:58.319
<v Speaker 5>Alana, you want to, well, I do want to, but

0:42:58.360 --> 0:42:59.560
<v Speaker 5>I also want to comment on what.

0:42:59.520 --> 0:43:01.400
<v Speaker 6>Mike said, I do. That's true.

0:43:01.480 --> 0:43:04.680
<v Speaker 5>But when you have, however, many years of putting up

0:43:05.120 --> 0:43:08.919
<v Speaker 5>great performance and delivering exactly what you promised LPs, there's

0:43:08.960 --> 0:43:12.799
<v Speaker 5>a higher receptivity I think, to then whatever you see

0:43:12.840 --> 0:43:15.040
<v Speaker 5>the pivot points, as I've seen this with other clients

0:43:15.080 --> 0:43:17.239
<v Speaker 5>as well that maybe started as one thing and as

0:43:17.280 --> 0:43:20.000
<v Speaker 5>long as they didn't stray too far from their core DNA.

0:43:20.320 --> 0:43:23.040
<v Speaker 5>I have one client that is now fifty billion. He

0:43:23.280 --> 0:43:25.759
<v Speaker 5>was thirty billion two years ago, and he's done it

0:43:25.800 --> 0:43:29.719
<v Speaker 5>through us thinking through create other strategies and other products

0:43:29.960 --> 0:43:33.319
<v Speaker 5>that are tangential. But still related and he's got credibility

0:43:33.360 --> 0:43:36.080
<v Speaker 5>with his LPs because of what he's delivered turnover.

0:43:37.080 --> 0:43:39.000
<v Speaker 6>Okay, I just have to comment on this because.

0:43:38.760 --> 0:43:42.239
<v Speaker 5>You know, like it's such as the bane of my existence,

0:43:42.239 --> 0:43:44.279
<v Speaker 5>and I think it's one of the biggest problems in

0:43:44.320 --> 0:43:51.760
<v Speaker 5>our industry. People are terrified. LPs are terrified to fire people.

0:43:52.239 --> 0:43:54.200
<v Speaker 5>They think somehow it's.

0:43:54.080 --> 0:43:58.799
<v Speaker 6>Going to reflect poorly on their ability to retain a team,

0:43:59.120 --> 0:44:01.840
<v Speaker 6>their culture, something bad's going on at the fund.

0:44:03.440 --> 0:44:06.040
<v Speaker 3>You mean gps are terrified of fire people.

0:44:06.200 --> 0:44:09.360
<v Speaker 5>Yeah, but they're terrified of l people.

0:44:09.360 --> 0:44:10.640
<v Speaker 6>Well think, Sorry, that's what I meant.

0:44:12.440 --> 0:44:15.680
<v Speaker 5>You have to be You have to give people room

0:44:15.840 --> 0:44:19.200
<v Speaker 5>to fail or to succeed rather give give them runway,

0:44:19.200 --> 0:44:22.080
<v Speaker 5>give them tools, help them develop. But at a certain

0:44:22.160 --> 0:44:25.200
<v Speaker 5>point you need to graciously exit them if they're not

0:44:25.280 --> 0:44:27.799
<v Speaker 5>cutting it. Because the majority of you will not have

0:44:27.880 --> 0:44:30.280
<v Speaker 5>a pass through model. Okay, I mean.

0:44:30.200 --> 0:44:31.040
<v Speaker 6>That's just the truth.

0:44:31.400 --> 0:44:34.520
<v Speaker 5>And you're gonna have a little problem called netting, which

0:44:34.600 --> 0:44:38.960
<v Speaker 5>is Peter over here. I'm going to use just simple

0:44:39.000 --> 0:44:42.560
<v Speaker 5>illustration his ideas put up one hundred million of piano

0:44:42.800 --> 0:44:46.160
<v Speaker 5>p and L and Paul over here lost one hundred million,

0:44:46.360 --> 0:44:48.640
<v Speaker 5>and you're zero and which you don't want to do.

0:44:49.200 --> 0:44:50.200
<v Speaker 6>Who is Peter and Paul?

0:44:50.360 --> 0:44:51.600
<v Speaker 5>You don't want to pay from You don want to

0:44:51.640 --> 0:44:54.200
<v Speaker 5>take from this guy to pay that guy. Sorry, take

0:44:54.239 --> 0:44:57.160
<v Speaker 5>from this guy to pay that guy. Because you're gonna

0:44:57.239 --> 0:45:00.000
<v Speaker 5>end up losing your best people. And you also don't

0:45:00.120 --> 0:45:02.600
<v Speaker 5>want your a's to feel like they're surrounded by a

0:45:02.640 --> 0:45:05.439
<v Speaker 5>bunch of bees or worse yet, c's. So you need

0:45:05.520 --> 0:45:08.640
<v Speaker 5>to manage people who are not cutting it and give

0:45:08.680 --> 0:45:09.720
<v Speaker 5>them time to succeed.

0:45:09.960 --> 0:45:12.200
<v Speaker 6>You need to manage them out and don't worry about

0:45:12.480 --> 0:45:14.799
<v Speaker 6>about your LPs because at the end of the day

0:45:14.840 --> 0:45:16.920
<v Speaker 6>you're going to have a much bigger problem if your

0:45:16.960 --> 0:45:17.600
<v Speaker 6>stars leave.

0:45:18.000 --> 0:45:21.120
<v Speaker 2>The appreciate you cutting your losses.

0:45:21.760 --> 0:45:23.799
<v Speaker 6>I just you have to manage talent the way you

0:45:23.840 --> 0:45:26.759
<v Speaker 6>manage your portfolio. That's how you have to approach it.

0:45:26.800 --> 0:45:28.960
<v Speaker 5>You have to be you have to be rigorous, you

0:45:29.040 --> 0:45:31.040
<v Speaker 5>have to be you know, you have to make tough

0:45:31.040 --> 0:45:33.720
<v Speaker 5>decisions and you can't worry about anything else.

0:45:33.800 --> 0:45:34.960
<v Speaker 6>This is the biggest problem.

0:45:35.000 --> 0:45:37.840
<v Speaker 5>It's not just emerging managers, but in general that I

0:45:37.880 --> 0:45:42.000
<v Speaker 5>see in our industry and the best founders, okay.

0:45:41.920 --> 0:45:44.239
<v Speaker 6>Are the ones who do this really really well.

0:45:44.520 --> 0:45:46.719
<v Speaker 5>And sometimes you know, people sort of they get a

0:45:46.760 --> 0:45:49.759
<v Speaker 5>bad rep for it, but they're also the best at

0:45:49.800 --> 0:45:52.440
<v Speaker 5>developing people and giving people the most runway.

0:45:52.520 --> 0:45:56.480
<v Speaker 6>It's about creating an environment which attracts rock stars. On

0:45:56.520 --> 0:46:00.000
<v Speaker 6>your question toughest question, one of the things you mentioned

0:46:01.920 --> 0:46:08.040
<v Speaker 6>mentioned is how you're going to pay for resources. So,

0:46:08.480 --> 0:46:12.600
<v Speaker 6>if you have a two percent management fee and you're

0:46:12.600 --> 0:46:14.960
<v Speaker 6>an one hundred million dollar fund and you come from

0:46:15.000 --> 0:46:18.200
<v Speaker 6>a fund we're used to having tens of millions of

0:46:18.239 --> 0:46:23.640
<v Speaker 6>dollars spent on research and software, in data and corporate access,

0:46:23.840 --> 0:46:26.239
<v Speaker 6>you have to answer the question.

0:46:26.000 --> 0:46:28.239
<v Speaker 5>To LPs as to how you're going to fund that.

0:46:28.320 --> 0:46:31.000
<v Speaker 5>You can't have you touched on this. You can't have

0:46:31.080 --> 0:46:35.880
<v Speaker 5>as one hundred million dollar fund two percent management fee

0:46:36.200 --> 0:46:39.000
<v Speaker 5>and then one million dollars spent on fund expenses because

0:46:39.000 --> 0:46:41.480
<v Speaker 5>that's a three percent dragon returns out of the gate,

0:46:41.560 --> 0:46:43.560
<v Speaker 5>and it's even higher if you're less.

0:46:43.920 --> 0:46:46.279
<v Speaker 6>And the answer to that question really has to come

0:46:46.320 --> 0:46:49.359
<v Speaker 6>back to how are you special? Okay, you don't need

0:46:49.400 --> 0:46:51.960
<v Speaker 6>all these data sources. I'm going to do X. I'm

0:46:51.960 --> 0:46:54.480
<v Speaker 6>going to do it really well, and here's what I need.

0:46:54.520 --> 0:46:58.239
<v Speaker 5>And be very precise about what you're bringing to the

0:46:58.280 --> 0:47:00.840
<v Speaker 5>table and the resources you need. To support that. The

0:47:00.880 --> 0:47:03.920
<v Speaker 5>reality is you're not competing head on with these funds

0:47:03.920 --> 0:47:06.320
<v Speaker 5>that spend tens of millions of dollars or even hundreds

0:47:06.320 --> 0:47:07.840
<v Speaker 5>of millions of dollars on research.

0:47:08.520 --> 0:47:11.720
<v Speaker 2>Brandon, what's the toughest question you get asked by potential LPs?

0:47:12.280 --> 0:47:14.560
<v Speaker 7>I'd say during the fundraising process. For me, the toughest

0:47:14.600 --> 0:47:16.400
<v Speaker 7>is always what what's your target that you're going to

0:47:16.480 --> 0:47:18.480
<v Speaker 7>raise to which my answer is, I have no idea.

0:47:19.360 --> 0:47:21.360
<v Speaker 7>You tell me, we'll see. I'm going to launch it

0:47:21.400 --> 0:47:22.719
<v Speaker 7>and we're going to see what it is, and it'll

0:47:22.760 --> 0:47:24.680
<v Speaker 7>be what it is now. I would say that the

0:47:24.680 --> 0:47:26.520
<v Speaker 7>hardest question I always it's a little bit like the

0:47:26.560 --> 0:47:28.640
<v Speaker 7>last question is how do you how do you differentiate

0:47:28.680 --> 0:47:31.600
<v Speaker 7>yourself versus other funds? Because I always inherent in that

0:47:31.680 --> 0:47:34.160
<v Speaker 7>question is you have to know what that other fund

0:47:34.200 --> 0:47:36.920
<v Speaker 7>is doing. And like I'm a strong believer that unless

0:47:36.920 --> 0:47:38.799
<v Speaker 7>you're in the walls and unless you understand.

0:47:38.440 --> 0:47:40.400
<v Speaker 1>Exactly how the investment process works, it's really hard to

0:47:40.400 --> 0:47:42.279
<v Speaker 1>compare yourself to another fund.

0:47:42.320 --> 0:47:44.040
<v Speaker 7>And so I try to turn it back to this,

0:47:44.239 --> 0:47:45.799
<v Speaker 7>you know, this is how we invest, this is how

0:47:45.840 --> 0:47:49.000
<v Speaker 7>we do things. You compare that to the other people,

0:47:49.080 --> 0:47:52.000
<v Speaker 7>you kind of see in the market, but during the

0:47:52.040 --> 0:47:53.920
<v Speaker 7>fundraising process for kind of everyone in this room that's

0:47:53.920 --> 0:47:57.719
<v Speaker 7>about to go through it, you know, the how what

0:47:57.320 --> 0:48:00.319
<v Speaker 7>what's your target for raising? I always found somewhat music

0:48:00.360 --> 0:48:03.279
<v Speaker 7>because I don't think anybody really knows until last minute.

0:48:03.800 --> 0:48:06.120
<v Speaker 3>Tom, how about you, I'm looking for a doozy from you.

0:48:07.840 --> 0:48:10.439
<v Speaker 8>It's I love the question, like what do you see

0:48:10.440 --> 0:48:12.480
<v Speaker 8>as the great opportunities over the next six months?

0:48:13.120 --> 0:48:16.600
<v Speaker 1>You're literally like really you know the answer to that question.

0:48:16.640 --> 0:48:18.680
<v Speaker 8>I wouldn't need you as an LP, right, I'd already

0:48:18.719 --> 0:48:19.800
<v Speaker 8>be retired.

0:48:19.360 --> 0:48:21.360
<v Speaker 1>Like managing my own money and somebody else being managing

0:48:21.360 --> 0:48:23.120
<v Speaker 1>my money in the family office. I'd be a professional

0:48:23.120 --> 0:48:24.840
<v Speaker 1>flight fisherman, you know.

0:48:25.520 --> 0:48:29.239
<v Speaker 8>Like March, you know, sixteenth, twenty oh eight, no one

0:48:29.320 --> 0:48:30.800
<v Speaker 8>knew that we were about to embark in the greatest

0:48:30.880 --> 0:48:32.920
<v Speaker 8>run of distressed financials we've ever seen.

0:48:33.520 --> 0:48:35.320
<v Speaker 1>Right September tenth, two.

0:48:35.200 --> 0:48:37.040
<v Speaker 8>Thousand and one, no one knew there'd be a huge

0:48:37.040 --> 0:48:40.080
<v Speaker 8>opportunity in airlines. You know, we just kind of go

0:48:40.120 --> 0:48:43.600
<v Speaker 8>through history like you just don't know. So I think

0:48:44.080 --> 0:48:48.000
<v Speaker 8>my answer to this question generally, and playing off a

0:48:48.000 --> 0:48:50.560
<v Speaker 8>little bit of the other comments, is don't worry about

0:48:50.560 --> 0:48:54.680
<v Speaker 8>what the LPs think. Okay, just say what you do,

0:48:54.800 --> 0:48:57.960
<v Speaker 8>what you believe is right for generating returns. Because I'll

0:48:57.960 --> 0:49:02.239
<v Speaker 8>tell you, particularly as a distressed in, the LP's are

0:49:02.239 --> 0:49:06.600
<v Speaker 8>always wrong, always, like very very rarely do we make

0:49:06.640 --> 0:49:09.359
<v Speaker 8>a new investment and people go, Wow, that's great. Usually

0:49:09.400 --> 0:49:12.080
<v Speaker 8>they're like, oh my god, really, like you really think

0:49:12.080 --> 0:49:13.799
<v Speaker 8>that's a good investment? Yes, like this is what's going

0:49:13.840 --> 0:49:15.560
<v Speaker 8>to happen, Like, oh my god, who lost his mind?

0:49:15.719 --> 0:49:18.239
<v Speaker 8>So I think you have to balance the fact that

0:49:18.880 --> 0:49:23.879
<v Speaker 8>you're the asset manager, you're the business builder. Just be honest,

0:49:24.280 --> 0:49:27.920
<v Speaker 8>right and stick to your strategy, but don't get swayed

0:49:27.960 --> 0:49:30.200
<v Speaker 8>by what the crowd thinks.

0:49:30.000 --> 0:49:31.800
<v Speaker 1>That's a surefireway to fail.

0:49:32.239 --> 0:49:35.800
<v Speaker 2>Let's stay on that end of the panel for this question.

0:49:36.080 --> 0:49:39.360
<v Speaker 2>Tell us the biggest surprise or lesson learned over the years,

0:49:39.400 --> 0:49:42.640
<v Speaker 2>what really sticks with you.

0:49:41.719 --> 0:49:45.600
<v Speaker 1>And I'm still doing it now. I think the fact

0:49:45.600 --> 0:49:46.520
<v Speaker 1>that I like it so much.

0:49:47.600 --> 0:49:50.759
<v Speaker 8>Yeah, I came from you know, I was on a

0:49:50.960 --> 0:49:54.279
<v Speaker 8>sell side trading floor with a thousand people and it

0:49:54.360 --> 0:49:57.800
<v Speaker 8>was sort of like, you know, very collegial, lots of

0:49:57.800 --> 0:50:00.880
<v Speaker 8>interpersonal reaction, interaction, very loud, boisterous.

0:50:01.800 --> 0:50:03.279
<v Speaker 1>I love that and thrived in it.

0:50:04.600 --> 0:50:08.279
<v Speaker 8>I know it's super surprising and the you know, when

0:50:08.320 --> 0:50:10.120
<v Speaker 8>you go to run your own firm and you start,

0:50:10.160 --> 0:50:12.360
<v Speaker 8>particularly you're small, it's just totally different.

0:50:13.160 --> 0:50:15.560
<v Speaker 1>And I wasn't sure that it would give me the same.

0:50:16.080 --> 0:50:20.640
<v Speaker 8>Level of satisfaction and that that get energized every day.

0:50:20.719 --> 0:50:25.000
<v Speaker 8>It's been way better. You know, my afro's gone and

0:50:25.040 --> 0:50:26.200
<v Speaker 8>I lost all my hair.

0:50:26.400 --> 0:50:28.040
<v Speaker 1>Which probably means to stress levels up.

0:50:28.040 --> 0:50:33.040
<v Speaker 8>But it definitely has been, you know, a pleasure and

0:50:33.640 --> 0:50:35.360
<v Speaker 8>far exceeding what I ever anticipated.

0:50:35.960 --> 0:50:38.880
<v Speaker 2>Brendan, what's the biggest lesson or biggest surprise that you

0:50:38.960 --> 0:50:40.480
<v Speaker 2>learned over the past few years.

0:50:40.760 --> 0:50:43.040
<v Speaker 7>I think the biggest surprise, and I think it's not

0:50:43.080 --> 0:50:45.640
<v Speaker 7>intellectually a surprise, but it's a little bit like having kids.

0:50:45.680 --> 0:50:48.160
<v Speaker 7>You don't really know what it's like until you've got them.

0:50:48.440 --> 0:50:50.680
<v Speaker 7>If you've worked, if your background is working at other funds,

0:50:50.719 --> 0:50:53.680
<v Speaker 7>working with other people, you have peers. You work with

0:50:53.760 --> 0:50:55.480
<v Speaker 7>other people, you have peers if something's going wrong, and

0:50:55.520 --> 0:50:59.279
<v Speaker 7>go complain to those peers. When it's yours. It's you

0:50:59.800 --> 0:51:02.560
<v Speaker 7>and the way you behave and the way you act

0:51:02.600 --> 0:51:04.360
<v Speaker 7>and who you talk. It all matters because you're setting

0:51:04.360 --> 0:51:08.200
<v Speaker 7>the culture for the entire organization. And that's, you know,

0:51:08.280 --> 0:51:11.320
<v Speaker 7>the thing Jim Parsons, who who I worked with before,

0:51:11.480 --> 0:51:12.960
<v Speaker 7>showed me before I started. You know, the highs are

0:51:13.000 --> 0:51:15.960
<v Speaker 7>higher and the lows or lower, and you kind of

0:51:15.960 --> 0:51:18.759
<v Speaker 7>feel it more internally, and the ability to socialize it

0:51:18.760 --> 0:51:20.440
<v Speaker 7>out is less.

0:51:20.239 --> 0:51:22.000
<v Speaker 1>There and so it's one of those things.

0:51:22.000 --> 0:51:23.719
<v Speaker 7>It's not obviously I would say that I think everyone

0:51:23.719 --> 0:51:26.400
<v Speaker 7>in the room be like Again, of course it is,

0:51:26.960 --> 0:51:29.239
<v Speaker 7>but until you go through it, you don't know what

0:51:29.280 --> 0:51:29.640
<v Speaker 7>it's like.

0:51:30.440 --> 0:51:32.920
<v Speaker 1>And again, highser higher, lowers or lower. I think it

0:51:33.000 --> 0:51:35.040
<v Speaker 1>nets out to being awesome, but.

0:51:34.920 --> 0:51:37.640
<v Speaker 7>Prepare yourself for that, and prepare yourself that it's different

0:51:37.640 --> 0:51:39.160
<v Speaker 7>and how you behave matters.

0:51:40.080 --> 0:51:43.000
<v Speaker 2>A lot you've seen, You've seen so much from your

0:51:43.239 --> 0:51:46.520
<v Speaker 2>vantage point. Tell us what was the biggest surprise was

0:51:46.960 --> 0:51:49.880
<v Speaker 2>for you. We'll save the biggest lesson for the last question,

0:51:49.960 --> 0:51:51.560
<v Speaker 2>but was.

0:51:52.080 --> 0:51:53.600
<v Speaker 6>I just want to answer it this way.

0:51:53.760 --> 0:51:56.960
<v Speaker 5>I mean, it nets out that it's awesome when you're successful.

0:51:57.080 --> 0:52:01.160
<v Speaker 6>But the common the most common one thing I hear.

0:52:01.440 --> 0:52:04.040
<v Speaker 5>I mean I get this literally at least once a

0:52:04.080 --> 0:52:06.600
<v Speaker 5>week from real managers.

0:52:06.640 --> 0:52:08.160
<v Speaker 6>These aren't guys who couldn't cut it.

0:52:08.239 --> 0:52:10.560
<v Speaker 5>These are guys who got to at least two three

0:52:10.680 --> 0:52:15.560
<v Speaker 5>four hundred million. They had actually good returns even with

0:52:15.680 --> 0:52:17.279
<v Speaker 5>the volatility of the last.

0:52:17.000 --> 0:52:17.720
<v Speaker 6>Couple of years.

0:52:18.000 --> 0:52:20.920
<v Speaker 5>And they are either closing shop and you just need

0:52:20.960 --> 0:52:24.360
<v Speaker 5>to be aware of this, or they're just not having

0:52:24.400 --> 0:52:27.520
<v Speaker 5>fun anymore. You talked about having fun and loving it.

0:52:28.120 --> 0:52:30.880
<v Speaker 5>You go into this business, you go into the idea

0:52:30.880 --> 0:52:34.040
<v Speaker 5>of starting a fund. You're all emerging managers for two reasons.

0:52:34.160 --> 0:52:39.399
<v Speaker 5>You believe in your strategy and you want to put

0:52:39.440 --> 0:52:42.080
<v Speaker 5>it out into the world with your own imprimature and

0:52:42.160 --> 0:52:45.440
<v Speaker 5>which you don't really realize or maybe you realize it,

0:52:45.480 --> 0:52:48.520
<v Speaker 5>but yes, like the having kids analogy, it's not until

0:52:48.520 --> 0:52:52.759
<v Speaker 5>you're in the seat that it's really tangible. These two

0:52:52.840 --> 0:52:57.359
<v Speaker 5>things investor and entrepreneur, these two hats you need to wear,

0:52:58.000 --> 0:53:01.680
<v Speaker 5>are actually in conflict with each other. And every moment

0:53:01.840 --> 0:53:05.759
<v Speaker 5>you spend, particularly as a new manager, not investing, and

0:53:06.239 --> 0:53:08.479
<v Speaker 5>many of you will not be able to afford out

0:53:08.480 --> 0:53:11.040
<v Speaker 5>of the gate the same infrastructure that these guys could.

0:53:11.320 --> 0:53:13.560
<v Speaker 5>So you're going to get pulled into HR issues and

0:53:13.640 --> 0:53:16.520
<v Speaker 5>legal issues and administration issues, and god, you're going to

0:53:16.520 --> 0:53:19.120
<v Speaker 5>be dealing with LP sometimes one hundred percent of your time,

0:53:19.400 --> 0:53:22.120
<v Speaker 5>and you're going to be trying to put up great performance,

0:53:22.600 --> 0:53:26.960
<v Speaker 5>and that's exhausting and it's sad, But there are many

0:53:27.080 --> 0:53:29.320
<v Speaker 5>I just have to tell the truth. There are many

0:53:29.520 --> 0:53:34.200
<v Speaker 5>examples of individuals who got to a point where one

0:53:34.280 --> 0:53:37.799
<v Speaker 5>might call them successful. They're running four hundred million, five

0:53:37.880 --> 0:53:40.280
<v Speaker 5>hundred million. I have one guy who's running a billion

0:53:40.280 --> 0:53:44.120
<v Speaker 5>and a half. His returns have suffered because of the distraction,

0:53:45.160 --> 0:53:47.239
<v Speaker 5>or they're just not having fun anymore, because the thing

0:53:47.280 --> 0:53:49.880
<v Speaker 5>that got them into this in the first place was

0:53:49.880 --> 0:53:53.960
<v Speaker 5>a love of investing, and they find themselves actually focused

0:53:53.960 --> 0:53:56.600
<v Speaker 5>on a whole host of other issues which really are

0:53:56.600 --> 0:53:58.719
<v Speaker 5>not how they want to spend their time. So if

0:53:58.719 --> 0:54:01.000
<v Speaker 5>this is what you really want to do, and it's

0:54:01.040 --> 0:54:03.719
<v Speaker 5>an itch you want to scratch, you should go do it.

0:54:04.239 --> 0:54:06.399
<v Speaker 5>But to the extent what you really want to do

0:54:06.719 --> 0:54:10.640
<v Speaker 5>is have autonomy, invest have scale out of the gate,

0:54:10.880 --> 0:54:14.719
<v Speaker 5>have great resources, and not that fus necessarily about all

0:54:14.719 --> 0:54:17.799
<v Speaker 5>the rest of it. We should have that conversation, and

0:54:17.840 --> 0:54:20.680
<v Speaker 5>if you do launch, and you launch successfully, we'll have

0:54:20.760 --> 0:54:21.839
<v Speaker 5>that conversation too.

0:54:22.840 --> 0:54:25.680
<v Speaker 3>Mike, what was the biggest lesson, biggest surprise to you?

0:54:26.000 --> 0:54:28.480
<v Speaker 4>Yeah, you know, I bear You asked this question when

0:54:28.480 --> 0:54:29.960
<v Speaker 4>I was on another panel with you A couple of

0:54:30.000 --> 0:54:35.120
<v Speaker 4>years ago, and interesting, Michael, Interestingly, it's the same answer.

0:54:35.160 --> 0:54:37.640
<v Speaker 4>And you know, this is a talent driven business, and

0:54:37.719 --> 0:54:41.960
<v Speaker 4>what's been most surprising is the compounding effect of great talent.

0:54:42.400 --> 0:54:46.080
<v Speaker 4>You always think about it in financial terms, but people

0:54:47.040 --> 0:54:50.000
<v Speaker 4>who hire great people and keep the bar high, it's

0:54:50.040 --> 0:54:52.000
<v Speaker 4>amazing what it does to your business.

0:54:52.040 --> 0:54:54.520
<v Speaker 1>And so that's been the biggest surprise continues to be.

0:54:54.920 --> 0:54:56.960
<v Speaker 3>So we're just about out of time.

0:54:56.960 --> 0:54:59.520
<v Speaker 2>We don't have time for audience questions, but let me

0:54:59.600 --> 0:55:05.000
<v Speaker 2>just throw one last question ten second response from each

0:55:05.040 --> 0:55:06.320
<v Speaker 2>of you, and we'll.

0:55:06.160 --> 0:55:07.400
<v Speaker 3>Start with Tom.

0:55:07.920 --> 0:55:10.400
<v Speaker 2>One piece of advice for someone about to launch a

0:55:10.480 --> 0:55:12.839
<v Speaker 2>new fund, Just.

0:55:12.800 --> 0:55:15.280
<v Speaker 8>As I said earlier, just do what you love, surround

0:55:15.320 --> 0:55:18.359
<v Speaker 8>yourself with people that you really want to work with,

0:55:19.080 --> 0:55:22.640
<v Speaker 8>and stay true to your initial objectives, one of which

0:55:22.680 --> 0:55:24.560
<v Speaker 8>has to be to work as hard as you possibly can.

0:55:25.200 --> 0:55:25.399
<v Speaker 5>Right.

0:55:26.120 --> 0:55:28.120
<v Speaker 1>Yeah, I would kind of a correlaria to that.

0:55:29.200 --> 0:55:32.280
<v Speaker 7>Don't try to sell people on what you think that

0:55:32.400 --> 0:55:34.920
<v Speaker 7>you want to hear. You have to come to market

0:55:34.920 --> 0:55:36.960
<v Speaker 7>with a perspective. You have to have a strong point

0:55:36.960 --> 0:55:39.239
<v Speaker 7>of view, and that either works or it doesn't. And

0:55:39.440 --> 0:55:41.319
<v Speaker 7>that's the that you have to kind of underlying make.

0:55:41.400 --> 0:55:43.680
<v Speaker 7>But it won't work if you try to go if

0:55:43.719 --> 0:55:45.799
<v Speaker 7>you try to shoehorn it into something that it's not.

0:55:46.360 --> 0:55:50.680
<v Speaker 5>Alana, take your time with respect to hiring people, build

0:55:50.680 --> 0:55:53.440
<v Speaker 5>this in the right way. LPs would rather see a

0:55:53.520 --> 0:55:58.600
<v Speaker 5>longer and slower ramp. With respect to optimizing your investment

0:55:58.640 --> 0:56:02.799
<v Speaker 5>team and your non investment team and performance.

0:56:02.880 --> 0:56:05.240
<v Speaker 6>First, focus on putting up the numbers.

0:56:05.800 --> 0:56:07.719
<v Speaker 3>Final word, Mike, what do you got?

0:56:08.239 --> 0:56:10.680
<v Speaker 4>I'd have to say in honor of the late Sam

0:56:10.840 --> 0:56:16.640
<v Speaker 4>Zell who said this, go for greatness.

0:56:15.719 --> 0:56:20.279
<v Speaker 2>Truthic Mike Rockefeller, Alana Einstein, Tom Wivener, Brennan Diaz, thank

0:56:20.320 --> 0:56:23.040
<v Speaker 2>you so much for your time in your insights, and

0:56:23.640 --> 0:56:28.880
<v Speaker 2>you're out of here again. So that was the entire panel.

0:56:29.040 --> 0:56:31.040
<v Speaker 2>You heard the whole thing in its entirety.

0:56:30.840 --> 0:56:33.080
<v Speaker 3>We ran late, didn't get to.

0:56:33.040 --> 0:56:36.000
<v Speaker 2>Get questions from the audience, and it was really just

0:56:36.239 --> 0:56:41.560
<v Speaker 2>all Diaz, Rockefeller, Wagner, and Weinstein discussing how challenging it

0:56:41.640 --> 0:56:46.400
<v Speaker 2>is launching your own fund, especially in this environment. Special

0:56:46.440 --> 0:56:49.640
<v Speaker 2>thanks to my audio engineer, Rob Bragg for putting this together.

0:56:50.200 --> 0:56:53.839
<v Speaker 2>Michael Boyle was the producer of this event. And if

0:56:53.880 --> 0:56:56.720
<v Speaker 2>you ever get a chance to attend any of these

0:56:56.760 --> 0:57:01.200
<v Speaker 2>Bloomberg Live events, they're really quite special, really really worthwhile.

0:57:01.520 --> 0:57:03.560
<v Speaker 2>Take the time and spend a couple hours and watch

0:57:03.560 --> 0:57:06.760
<v Speaker 2>some of these folks tell you what they've done to succeed.

0:57:07.120 --> 0:57:08.440
<v Speaker 3>You won't be disappointed.

0:57:09.320 --> 0:57:13.760
<v Speaker 2>Thanks for listening to this podcast. Extra Master's in Business

0:57:13.840 --> 0:57:14.120
<v Speaker 2>Life