WEBVTT - Opportunities for Digital Transformation Capital with David Roux

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news.

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<v Speaker 2>This is Master's in Business with Barry red Holds on

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<v Speaker 2>Bloomberg Radio.

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<v Speaker 3>This week on the podcast, another extra special guest, David Rue,

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<v Speaker 3>is chairman of Baypine, a fascinating private equity firm. They

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<v Speaker 3>are not interested in simply flipping companies or buying firms

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<v Speaker 3>and then quickly selling them. What they do much more

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<v Speaker 3>involved than a consulting firm. They are experts at digital

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<v Speaker 3>transformation across a wide variety of sectors in the investing world,

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<v Speaker 3>and they essentially take companies as varied as tire manufacturers

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<v Speaker 3>and industrial producers and re tailors and find intelligent ways

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<v Speaker 3>to use technology to make these companies more efficient, more productive,

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<v Speaker 3>more profitable. And they're not again, they're not just consultants.

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<v Speaker 3>They come in, they take a steak in a company.

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<v Speaker 3>Sometimes it's a minority state, sometimes it's a larger steak,

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<v Speaker 3>and they help affect this massive change with great results.

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<v Speaker 3>They're one of the few companies that specialize in this.

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<v Speaker 3>Their track record has been very impressive and the approach

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<v Speaker 3>they bring to transforming old industry companies is absolutely fascinating.

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<v Speaker 3>Previous to Baypine, David was one of the co founders

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<v Speaker 3>of Silver Lake Investors, a legendary firm from the nineties

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<v Speaker 3>and two thousands. With no further ado, my conversation with

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<v Speaker 3>Baypines David.

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<v Speaker 1>Rue, Thank you pleasure to be here.

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<v Speaker 3>It's a pleasure to have you. I've been looking forward

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<v Speaker 3>to this conversation for quite a while. Let's start out

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<v Speaker 3>with your background. Bachelor's from Harvard, Masters in philosophy from Cambridge,

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<v Speaker 3>and then an NBA from Harvard Business School. What was

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<v Speaker 3>the career plan?

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<v Speaker 1>You know, I originally wanted to be an architect.

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<v Speaker 3>Really, I've always wanted to pretend to be an architect's

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<v Speaker 3>That's an area I'm fascinating And why did you not

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<v Speaker 3>go into that space?

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<v Speaker 1>You know, I grew up, you know, building goat karts

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<v Speaker 1>and treehouses and the like. But I think when I

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<v Speaker 1>got to school, I found that I could make models,

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<v Speaker 1>build software, maybe create organizations, and that it was as

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<v Speaker 1>much fun as building a building.

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<v Speaker 3>There's a different sense of creating a company versus creating

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<v Speaker 3>a certain type of space inhabited by people, no doubt

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<v Speaker 3>about that. So let's talk about some of those companies

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<v Speaker 3>that you built. You begin at a few tech startups,

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<v Speaker 3>you found day Techs, which eventually gets acquired by Lotus.

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<v Speaker 3>What was the startup process? Like, this was mid nineteen eighties,

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<v Speaker 3>is that about right?

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<v Speaker 1>Yeah, early eighties. You know, in business school, I realized

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<v Speaker 1>this is the kind of early PC boom. And I

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<v Speaker 1>realized from my academic work, you know, there were word processors,

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<v Speaker 1>there were spreadsheets, but there was not very good database

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<v Speaker 1>technology for PCs. They didn't have what the mini computers

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<v Speaker 1>had and the mainframes had. So I saw an opportunity

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<v Speaker 1>to create some software and also to be able to

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<v Speaker 1>marry that up with data for people to use on

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<v Speaker 1>their PC. And that was the idea behind day Text.

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<v Speaker 3>So day Text gets acquired by Lotus, who eventually acquires Lotus.

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<v Speaker 1>Lotus is eventually acquired by IBM by coincidence. That was

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<v Speaker 1>a relationship I managed. So I had a very good

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<v Speaker 1>kind of ringside seat in all that. They were very

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<v Speaker 1>interested in the company's suite of primarily communications technologies ccmail,

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<v Speaker 1>Lotus notes because the sort of networking boom had already

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<v Speaker 1>started up, and they saw a world where all of

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<v Speaker 1>these PCs would be interconnected.

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<v Speaker 3>How did you end up at Oracle?

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<v Speaker 1>I had met Larry Ellison during my Lotus days I'd

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<v Speaker 1>done another company, which we sold to Symantec. Larry had

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<v Speaker 1>contacted me and said, look, we've got a tiger by

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<v Speaker 1>the tail. The business is growing like crazy. I think

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<v Speaker 1>there might be some M and A opportunities. We really

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<v Speaker 1>don't have a corporate development function. Would you be interested

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<v Speaker 1>to come here and build one. That's how it happened.

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<v Speaker 3>Oracle, especially in the eighties and nineties, became famous as

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<v Speaker 3>a serial acquirer of all sorts of pieces, spinouts, roll ups.

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<v Speaker 3>How long did you stay at Oracle?

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<v Speaker 1>How was there all through the nineties till nineteen ninety nine.

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<v Speaker 1>You know, it was really a terrific experience, extremely rapid growth.

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<v Speaker 1>I ran the venture fund, did all the investing off

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<v Speaker 1>the balance sheet.

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<v Speaker 2>I also.

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<v Speaker 1>Started and managed the M and A programs. So yeah,

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<v Speaker 1>it was fantastic.

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<v Speaker 3>Yeah. I can imagine Oracle in the nineties as you

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<v Speaker 3>were out in California and.

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<v Speaker 1>Assume right Silicon Valley, right in the heart of things,

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<v Speaker 1>ground zero, and I got to think Oracle and Ellison

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<v Speaker 1>like I cut my teeth on them.

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<v Speaker 3>In the nineties, he seemed to have been everywhere. Oracle

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<v Speaker 3>was consistently ranked best company to work, Top ten, Fast

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<v Speaker 3>and growing companies like Oracle. I think people who just

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<v Speaker 3>came into the market in the past ten twenty years

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<v Speaker 3>don't know what a powerhouse Oracle was and still is.

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<v Speaker 1>Yeah, it has a remarkable history, you know, a class

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<v Speaker 1>of eighty six, meaning that's the same year as Microsoft, Sun, Apple,

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<v Speaker 1>and so they've been at it and doing a great

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<v Speaker 1>job for a while. You know, Larry's often thought of

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<v Speaker 1>as a very aggressive and astute business mind, but I

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<v Speaker 1>don't think he gets enough credit for his technical chops

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<v Speaker 1>if you look back, think about it. He has been

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<v Speaker 1>fearless about betting the company on major new architecture. So

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<v Speaker 1>you know, he made the original bet around relational databases

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<v Speaker 1>when everyone else was doing something else. He then made

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<v Speaker 1>a major bet on Unix when it was a kind

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<v Speaker 1>of obscure, you know, scientific operating system. He then made

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<v Speaker 1>a huge bet around enterprise applications, big bet around client server.

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<v Speaker 1>And then maybe the most courageous bet was in the

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<v Speaker 1>mid nineties when Netscape had gotten the first browsers out

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<v Speaker 1>the Internet boom it started. A great story came in

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<v Speaker 1>one morning after a weekend. We all sat down at

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<v Speaker 1>our little executive committee call and he says, look, I've

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<v Speaker 1>been thinking, I think this Internet thing is more important

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<v Speaker 1>than most people understand. I would like to change one

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<v Speaker 1>hundred percent of what we're doing in development. I want

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<v Speaker 1>to stop all of the client server work, and I

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<v Speaker 1>want to replatform everything that we're doing on a web architecture.

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<v Speaker 1>Three thousand engineers, dozens hundreds of products, affecting you know,

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<v Speaker 1>thousands upon thousands of customers. And he very casually said

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<v Speaker 1>I'd like to do this by the end of the day.

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<v Speaker 3>Sounds like that's a multi year project.

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<v Speaker 1>He was he talking, no, no, no, he was talking about

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<v Speaker 1>I want I want to direct to the turned to

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<v Speaker 1>the director of engineering and said, I want this done

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<v Speaker 1>by the end of the day. Just poured it over

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<v Speaker 1>to its just going to stop. We're not going to

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<v Speaker 1>write another line of client server code. It's done. This

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<v Speaker 1>is going to be the new architecture. This is the

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<v Speaker 1>future of computing. This is what our customers are going

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<v Speaker 1>to want in two and three, in five years time,

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<v Speaker 1>so we need to start building it now for it

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<v Speaker 1>to be ready. Then it was really the thing I mean,

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<v Speaker 1>I mean, just a incredibly gutsy bet, but a very

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<v Speaker 1>good sense of his technical prowess and the confidence he

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<v Speaker 1>had about the kind of what's coming next next part.

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<v Speaker 3>It sounds like Oracle was quite an experience at the

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<v Speaker 3>end of the nineteen nineties. You co found silver Lake

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<v Speaker 3>in nineteen ninety nine. What led to that? You were

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<v Speaker 3>you were at Oracle. You were like a fifteen year

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<v Speaker 3>veteran at Oracle. Is that about right?

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<v Speaker 1>No, not quite. But I'd been there a while and

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<v Speaker 1>it was, you know, a fantastic experience. I had a

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<v Speaker 1>great job, really good relationship with Larry, rest of the team.

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<v Speaker 1>You know, I was my late thirties. I'd kind of

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<v Speaker 1>come to realize that it was always going to be

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<v Speaker 1>Larry's business, rightly so, and that I was looking around

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<v Speaker 1>and I saw what I thought of, as I've come

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<v Speaker 1>to call it, an OIPSE, which is acronym OIPS for

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<v Speaker 1>an opportunity and plain sight. And I couldn't understand the following.

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<v Speaker 1>I couldn't understand why investors were pouring money into venture firms,

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<v Speaker 1>pouring money into growth equity, and not doing anything to

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<v Speaker 1>invest in technology using a private equity format. Didn't make

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<v Speaker 1>sense to me. That it would be a good small company,

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<v Speaker 1>it would be a good medium sized company, and then

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<v Speaker 1>all of a sudden it would not be an appropriate

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<v Speaker 1>place for fiduciary capital. That didn't make sense, and I thought, gosh,

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<v Speaker 1>that must be a huge opportunity. You know, we were

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<v Speaker 1>right in the middle of the Internet boom, so tech was,

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<v Speaker 1>you know, front and center of the news, and yet

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<v Speaker 1>there was none of the traditional firms were there. In fact,

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<v Speaker 1>they were actively avoiding it. You know, it was sort

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<v Speaker 1>of not considered an appropriate place to invest that kind

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<v Speaker 1>of capital.

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<v Speaker 3>Why was that? Was it that people were just so

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<v Speaker 3>distracted by the new hotness, by the dot coms and.

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<v Speaker 1>The Internet or I don't think so.

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<v Speaker 3>Well. Were the public markets there for larger companies if

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<v Speaker 3>they needed capital.

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<v Speaker 1>No, No, I don't think that. Here's what I think,

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<v Speaker 1>because this is what they told us. I mean, I

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<v Speaker 1>asked that exact question. The theory was this, you couldn't

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<v Speaker 1>go write checks for hundreds of millions of dollars if

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<v Speaker 1>you couldn't underwrite the technical innovation at the heart of

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<v Speaker 1>these business models, if you didn't understand how the semiconductor worked,

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<v Speaker 1>if you didn't understand how the software was built.

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<v Speaker 3>One.

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<v Speaker 2>Two.

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<v Speaker 1>There was a theory that these businesses had volatile cash

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<v Speaker 1>flows and therefore couldn't be leveraged, which was the you know,

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<v Speaker 1>the whole point of leverage buyout. And finally that they

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<v Speaker 1>were companies run by children, you young folks. I was

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<v Speaker 1>in the business, and when I heard all that, I said,

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<v Speaker 1>you know, those guys in New York and the skyscrapers,

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<v Speaker 1>and the guy in London and those people in Munich

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<v Speaker 1>and Tokyo, I don't think they really know what's going

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<v Speaker 1>on here. These are actually really good businesses. The cash

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<v Speaker 1>flows are unbelievable, customer franchises are very, very durable. There's

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<v Speaker 1>incredible organic growth here. This is a really big and

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<v Speaker 1>attractive opportunity. I think someone's gonna make a great return

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<v Speaker 1>by building a business here.

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<v Speaker 3>And you don't need to underwrite the entire underlying technology.

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<v Speaker 3>You're really just talking about that transition to whatever makes

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<v Speaker 3>those companies that much more attractive. Is that a fair assessment?

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<v Speaker 1>When you're doing what silverl does and what it was

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<v Speaker 1>built to do, you are making a fundamental bet technology.

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<v Speaker 1>It's like when people buy technology or enter into an

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<v Speaker 1>agreement with a company like an Oracle or a Microsoft.

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<v Speaker 1>You're not buying what they're selling you today. You're buying

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<v Speaker 1>the promise that they will continue delivering. It's like buying

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<v Speaker 1>a lot on a river. Now you're not buying the

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<v Speaker 1>water in front of your house, You're buying the promise

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<v Speaker 1>that the water will continue to flow. And so you

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<v Speaker 1>do need to have a point of view about how

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<v Speaker 1>well positioned these companies are for the future.

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<v Speaker 3>You co found silver Lake with this is some lineup.

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<v Speaker 3>Glenn Hutchins, Jim Davidson, Roger mcnamie. Tell us about your

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<v Speaker 3>silver Lake co founders.

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<v Speaker 1>Well, look, they're each enormously talented and capable in their

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<v Speaker 1>own right. You know, we all live near each other,

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<v Speaker 1>knew each other professionally beforehand. We talked extensively about this

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<v Speaker 1>opportunity and agreed that it was the next big thing.

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<v Speaker 1>And I think that, you know, looking back on it,

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<v Speaker 1>I've been very fortunate at silver Lake and prior companies

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<v Speaker 1>when I started something to do it with a group

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<v Speaker 1>of people, and that it's always been great to have

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<v Speaker 1>folks from different backgrounds, different styles, different professional experience. You know,

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<v Speaker 1>it's very complimentary and you know it's not for everybody,

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<v Speaker 1>but for me, it's it's the way I like to

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<v Speaker 1>do business.

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<v Speaker 3>They weren't an oracle prior. How did the how.

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<v Speaker 1>Do we all know each other. Yeah, Glenn and I

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<v Speaker 1>have been college classmates, tennis partners, fly fishing buddies. He

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<v Speaker 1>was previously at Blackstone. Jim Davidson and I are both

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<v Speaker 1>big sports fans and shared season tickets for the Sharks

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<v Speaker 1>and the Warriors, so we would spend a lot of

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<v Speaker 1>time together. He was running the H and Q Investment Bank,

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<v Speaker 1>and then Roger was my next door neighbor and very

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<v Speaker 1>good friends with Jim. So you know, it was a

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<v Speaker 1>group of people who already kind of knew each other,

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<v Speaker 1>had some personal relationships to build on, and you know,

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<v Speaker 1>came with a different set of experiences.

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<v Speaker 3>What was silver Lake like in two thousand as the

0:14:19.320 --> 0:14:21.080
<v Speaker 3>dot COM's all imploded.

0:14:20.840 --> 0:14:23.600
<v Speaker 1>Well, you know, it was an interesting thing. I would

0:14:23.640 --> 0:14:27.120
<v Speaker 1>jokingly tell people that we bought high, sold low and

0:14:27.200 --> 0:14:29.280
<v Speaker 1>made a ton of money, and you know, it was

0:14:29.320 --> 0:14:33.280
<v Speaker 1>a very challenging economic environment. The NASDAK during that period

0:14:33.280 --> 0:14:36.520
<v Speaker 1>fell eighty percent right over from the front front end

0:14:36.560 --> 0:14:40.360
<v Speaker 1>of the fund to the back. The fund itself, in

0:14:41.160 --> 0:14:45.720
<v Speaker 1>a very fundamental way, was set up as a counterpoint

0:14:46.080 --> 0:14:49.680
<v Speaker 1>to the mania around the internet. And what we would

0:14:49.760 --> 0:14:53.560
<v Speaker 1>tell people pointedly, as we say, look, you're completely right

0:14:53.880 --> 0:14:59.120
<v Speaker 1>to be excited about the technology sector. It's underinvested. It's

0:14:59.240 --> 0:15:03.160
<v Speaker 1>underappreciated for its scale, it's underappreciated for its growth, it's

0:15:03.240 --> 0:15:06.840
<v Speaker 1>underappreciated for the strategic value that it plays in the economy.

0:15:07.520 --> 0:15:12.280
<v Speaker 1>But you're investing in the wrong companies at the wrong price.

0:15:12.800 --> 0:15:14.560
<v Speaker 1>And I had a little chart that I would show them.

0:15:14.640 --> 0:15:18.560
<v Speaker 1>So here's a thousand, approximately one thousand public company public

0:15:18.560 --> 0:15:23.080
<v Speaker 1>tech companies at that time. These ten percent are what's

0:15:23.200 --> 0:15:29.320
<v Speaker 1>driving the entire valuation. They're trading at ten to thirty

0:15:29.360 --> 0:15:35.840
<v Speaker 1>plus times revenue, not earnings, not earnings revenue. And I said,

0:15:35.880 --> 0:15:38.680
<v Speaker 1>I can just tell you that is the wrong price.

0:15:39.240 --> 0:15:42.440
<v Speaker 1>Not necessarily bad companies, but that's those are the wrong prices.

0:15:42.640 --> 0:15:45.360
<v Speaker 1>I said, but look at these other ninety percent. If

0:15:45.400 --> 0:15:49.040
<v Speaker 1>you take the rest of the publicly traded technology companies,

0:15:49.280 --> 0:15:52.360
<v Speaker 1>they're traded at one time's revenue. It's the same as

0:15:52.400 --> 0:15:54.040
<v Speaker 1>the S and P at the day of.

0:15:53.960 --> 0:15:55.760
<v Speaker 3>The day, pretty reasonable, more.

0:15:55.720 --> 0:15:59.640
<v Speaker 1>Or very reasonable, and they grow twice as fast. So

0:16:00.120 --> 0:16:05.920
<v Speaker 1>you have an opportunity to buy growth at half price.

0:16:06.640 --> 0:16:09.840
<v Speaker 1>You've got this situation. There's sort of the fundamental insight

0:16:10.480 --> 0:16:13.240
<v Speaker 1>at the heart of the silver l like value proposition.

0:16:14.080 --> 0:16:18.800
<v Speaker 1>Is that technology, the entire tech sector was on sale,

0:16:19.360 --> 0:16:23.200
<v Speaker 1>even at a time when people thought it was super expensive,

0:16:23.240 --> 0:16:26.680
<v Speaker 1>because ten percent of the market was super expensive, but

0:16:26.800 --> 0:16:27.560
<v Speaker 1>most of it was not.

0:16:27.960 --> 0:16:31.480
<v Speaker 3>How much of what's been going on in the twenty

0:16:31.520 --> 0:16:35.360
<v Speaker 3>twenties has been a focus on that same top ten

0:16:35.400 --> 0:16:40.479
<v Speaker 3>percent of tech companies as being overly concentrated and wildly expensive.

0:16:40.960 --> 0:16:44.440
<v Speaker 3>Do you think the same situation is starting to show

0:16:44.560 --> 0:16:45.880
<v Speaker 3>up in the modern era?

0:16:46.240 --> 0:16:50.840
<v Speaker 1>Well, there are some parallels and also some important differences.

0:16:51.600 --> 0:16:58.560
<v Speaker 1>The parallels are that there is a concentration of interest.

0:16:59.120 --> 0:17:06.160
<v Speaker 1>The differences those companies are now huge businesses with gigantic

0:17:06.280 --> 0:17:12.639
<v Speaker 1>levels of profitable unprecedented levels of profitability and growth rates

0:17:12.680 --> 0:17:17.280
<v Speaker 1>that have never been achieved before by companies at that scale.

0:17:17.880 --> 0:17:22.120
<v Speaker 1>So that's the part that's really different, Right. A lot

0:17:22.200 --> 0:17:27.080
<v Speaker 1>of the things in Internet time was highly speculative. The

0:17:27.119 --> 0:17:31.919
<v Speaker 1>other thing that's different is that today the companies with

0:17:32.040 --> 0:17:38.040
<v Speaker 1>the most spectacular valuation levels are private. People aren't wrong

0:17:38.119 --> 0:17:41.199
<v Speaker 1>to say they are a winner the sort of the

0:17:41.200 --> 0:17:43.320
<v Speaker 1>bed of courses. Are they the only winner?

0:17:43.440 --> 0:17:43.840
<v Speaker 2>Right?

0:17:44.000 --> 0:17:46.879
<v Speaker 1>And so you have to believe that there won't be

0:17:47.280 --> 0:17:51.560
<v Speaker 1>successful competition, you know, I would only point out that

0:17:52.280 --> 0:17:59.200
<v Speaker 1>forty percent of their sales go to four big vendors,

0:18:00.320 --> 0:18:04.600
<v Speaker 1>each of whom has their own chip development program. And

0:18:04.680 --> 0:18:06.639
<v Speaker 1>so I'm not saying they're going to build a better chip,

0:18:06.840 --> 0:18:09.879
<v Speaker 1>but they're definitely going to build a cheaper chip, and

0:18:09.960 --> 0:18:13.560
<v Speaker 1>so there'll be some dampening for sure from that.

0:18:14.280 --> 0:18:17.119
<v Speaker 3>And you know, I'm around long enough to remember when

0:18:17.480 --> 0:18:24.840
<v Speaker 3>it looked like Intel was impregnable, that they had a

0:18:24.880 --> 0:18:28.280
<v Speaker 3>position in the ecosystem that nobody could touch, and now

0:18:28.320 --> 0:18:30.359
<v Speaker 3>it feels like they're and also run well.

0:18:30.400 --> 0:18:32.840
<v Speaker 1>This goes back to the point that you raised earlier,

0:18:33.440 --> 0:18:35.840
<v Speaker 1>which is if you're going to do tech investing, you

0:18:35.960 --> 0:18:38.719
<v Speaker 1>need to have an opinion about the tech. It's not

0:18:39.560 --> 0:18:44.600
<v Speaker 1>just that you can look at a series of financials

0:18:45.320 --> 0:18:47.240
<v Speaker 1>and say, oh, they had a good quarter last quarter,

0:18:47.640 --> 0:18:49.679
<v Speaker 1>they had good year every year numbers I like the

0:18:49.680 --> 0:18:54.280
<v Speaker 1>three year trend and say fine, you have to separately

0:18:54.920 --> 0:18:59.919
<v Speaker 1>underwrite the quality of the underlying architecture, what's going on

0:19:00.040 --> 0:19:02.800
<v Speaker 1>in the industry, and believe that they're going to be

0:19:02.840 --> 0:19:06.159
<v Speaker 1>able to keep going. And so like, if you like

0:19:06.280 --> 0:19:09.520
<v Speaker 1>go to end video, let's talk about that. You can

0:19:09.520 --> 0:19:11.600
<v Speaker 1>look at the financials and say this is fantastic. You know,

0:19:11.680 --> 0:19:15.080
<v Speaker 1>they're doubling and trebling, and these are incredible numbers and

0:19:15.119 --> 0:19:18.879
<v Speaker 1>growing blah blah blah. The way they've gotten their improvements

0:19:19.600 --> 0:19:23.119
<v Speaker 1>has been to go beyond what has been possible in

0:19:23.200 --> 0:19:27.560
<v Speaker 1>any other chip manufacturer. The other chip manufacturers have gotten

0:19:27.600 --> 0:19:32.240
<v Speaker 1>their productivity improvements around the physical geometry by making the

0:19:32.320 --> 0:19:36.800
<v Speaker 1>chip smaller and smaller, more and more transistors.

0:19:37.680 --> 0:19:40.879
<v Speaker 3>Classic More's law down to ever smaller.

0:19:41.520 --> 0:19:45.520
<v Speaker 1>Ever smaller. Right, these guys have got have stolen a

0:19:45.560 --> 0:19:48.080
<v Speaker 1>march on the rest of the industry with their GPU

0:19:48.320 --> 0:19:53.000
<v Speaker 1>chips by doing other things. They've gotten probably two or

0:19:53.000 --> 0:19:56.760
<v Speaker 1>two and a half times, which is a lot of improvement.

0:19:57.240 --> 0:20:01.040
<v Speaker 1>But they're talking about improvements of things that are kind

0:20:01.040 --> 0:20:06.320
<v Speaker 1>of eight ten, twelve, sixteen times productivity improvement. So they're

0:20:06.359 --> 0:20:09.960
<v Speaker 1>doing it other ways. They're doing it with algorithms, they're

0:20:09.960 --> 0:20:13.719
<v Speaker 1>doing it with other approaches, and so you have to

0:20:13.720 --> 0:20:16.560
<v Speaker 1>form an opinion as an investor about what is the

0:20:16.760 --> 0:20:20.159
<v Speaker 1>likelihood they can keep doing that because it's been the

0:20:20.240 --> 0:20:22.400
<v Speaker 1>key driver, and keep doing that for the next three

0:20:22.440 --> 0:20:25.320
<v Speaker 1>to five years, not just the next quarter. Bingo.

0:20:26.160 --> 0:20:28.919
<v Speaker 3>So let's talk a little bit about Silver Lake and

0:20:28.960 --> 0:20:33.840
<v Speaker 3>how that eventually leads to Bay Pine. It feels like,

0:20:33.920 --> 0:20:37.960
<v Speaker 3>and I don't know if my memory is correct. Silverlake

0:20:38.080 --> 0:20:42.159
<v Speaker 3>was one of the first buyout shops built around making

0:20:42.200 --> 0:20:46.119
<v Speaker 3>technology investments or investments in technology companies. Is that a

0:20:46.119 --> 0:20:46.840
<v Speaker 3>fair description.

0:20:47.280 --> 0:20:51.360
<v Speaker 1>Several other deals had been done, but they were occasional

0:20:51.359 --> 0:20:54.040
<v Speaker 1>and they weren't the central focus for anyone.

0:20:54.200 --> 0:20:57.720
<v Speaker 3>Tell us some of your memorable investments at Silverlake.

0:20:57.560 --> 0:21:00.359
<v Speaker 1>Well, I think some of the investments that the firm

0:21:00.480 --> 0:21:04.960
<v Speaker 1>is best known for out of the box. First was Seagate,

0:21:05.240 --> 0:21:09.600
<v Speaker 1>which was a hard disk drive manufacture. It was at

0:21:09.640 --> 0:21:13.160
<v Speaker 1>the time the number one producer dis drives. They had

0:21:13.520 --> 0:21:18.760
<v Speaker 1>the best technology, great management team, very complex, but finally

0:21:18.800 --> 0:21:24.880
<v Speaker 1>crafted extended supply chain through Asia, and Wall Street hated them.

0:21:24.920 --> 0:21:27.840
<v Speaker 1>It was hardware in the age of the Internet. So

0:21:27.880 --> 0:21:30.840
<v Speaker 1>the other thing that traded really really hot back then

0:21:31.000 --> 0:21:35.119
<v Speaker 1>was any new telecom business, right optical this telecom That

0:21:35.920 --> 0:21:39.680
<v Speaker 1>one of the insights that we had as a group,

0:21:39.720 --> 0:21:42.600
<v Speaker 1>and it stemmed from the fact that we were not

0:21:42.720 --> 0:21:46.639
<v Speaker 1>finance people but industry people with operating backgrounds, is we

0:21:46.760 --> 0:21:52.439
<v Speaker 1>understood that the entire tech industry is an ecosystem. It

0:21:52.480 --> 0:21:55.080
<v Speaker 1>operates like your body, right, All the parts sort of

0:21:55.119 --> 0:21:59.679
<v Speaker 1>need to fit together and they operate inter dependently, and

0:21:59.760 --> 0:22:02.760
<v Speaker 1>so everybody at that time was talking about the information

0:22:02.880 --> 0:22:05.920
<v Speaker 1>super Highway and they were buying the highway, right, They're

0:22:05.920 --> 0:22:08.040
<v Speaker 1>buying the telecom companies, and they were buying all these

0:22:08.119 --> 0:22:11.080
<v Speaker 1>new applications that you could do on the Internet. But

0:22:11.160 --> 0:22:16.560
<v Speaker 1>people forgot that you couldn't have an information super highway

0:22:17.080 --> 0:22:21.120
<v Speaker 1>without parking lots. In other words, the electron the bit

0:22:21.480 --> 0:22:24.360
<v Speaker 1>had to start somewhere and it needed to end somewhere.

0:22:24.760 --> 0:22:29.200
<v Speaker 1>So if you believed that broadband was going to explode,

0:22:29.800 --> 0:22:35.240
<v Speaker 1>then you must also believe that storage is going to explode.

0:22:35.400 --> 0:22:39.080
<v Speaker 1>And so we were able to look at that kind

0:22:39.080 --> 0:22:43.320
<v Speaker 1>of systemic arbitrage around the architecture and say, you know,

0:22:44.480 --> 0:22:47.240
<v Speaker 1>the comm's piece is overpriced. I don't think we should

0:22:47.240 --> 0:22:49.639
<v Speaker 1>pay ten and fifteen times for a pike when we

0:22:49.720 --> 0:22:55.479
<v Speaker 1>can pay six times EBITDA, EBITDA. Earnings for the number

0:22:55.520 --> 0:22:59.520
<v Speaker 1>one storage company in the world, Now, there was a

0:22:59.520 --> 0:23:03.440
<v Speaker 1>bunch of applications around things they owned, and you know,

0:23:03.520 --> 0:23:05.240
<v Speaker 1>it was a public company, so it was a leveraged

0:23:05.280 --> 0:23:07.879
<v Speaker 1>buyout and all the rest of that, but that was

0:23:07.920 --> 0:23:09.359
<v Speaker 1>really the fundamental insight.

0:23:09.840 --> 0:23:13.479
<v Speaker 3>So it sounds like a lot of the public market

0:23:13.520 --> 0:23:18.959
<v Speaker 3>investors had a fundamental misunderstanding about the entire tech sector,

0:23:19.119 --> 0:23:22.280
<v Speaker 3>the ecosystem as you described it. What are the things

0:23:22.280 --> 0:23:28.280
<v Speaker 3>did people just not get, not understand, overlook obvious investments

0:23:28.320 --> 0:23:28.960
<v Speaker 3>in plain sight?

0:23:29.480 --> 0:23:34.640
<v Speaker 1>Yeah? Well, I think in that case it was a

0:23:34.680 --> 0:23:41.359
<v Speaker 1>hangover from the very real war of attrition that for

0:23:41.440 --> 0:23:46.399
<v Speaker 1>the prior twenty years had preceded that moment in time

0:23:46.800 --> 0:23:49.680
<v Speaker 1>where the industry went from one hundred and twenty disdrive

0:23:49.800 --> 0:23:51.359
<v Speaker 1>companies to sex or seven.

0:23:51.440 --> 0:23:53.080
<v Speaker 3>We had an idea who are the winners who were

0:23:53.119 --> 0:23:54.080
<v Speaker 3>going to be well?

0:23:54.119 --> 0:23:56.879
<v Speaker 1>And so the question was is there going to be

0:23:57.960 --> 0:24:00.639
<v Speaker 1>more blood in the water or have we arrived at

0:24:00.680 --> 0:24:05.560
<v Speaker 1>an industry structure where everybody is going to do okay

0:24:06.320 --> 0:24:08.240
<v Speaker 1>and the number one player is probably going to do

0:24:09.080 --> 0:24:13.639
<v Speaker 1>better than most. That was one. The second issue is

0:24:13.920 --> 0:24:19.000
<v Speaker 1>could anyone figure out a way to At the time,

0:24:19.480 --> 0:24:23.199
<v Speaker 1>Seagate owned some shares and other software companies, and it

0:24:23.240 --> 0:24:27.080
<v Speaker 1>wasn't clear to the market how they could sell those

0:24:27.560 --> 0:24:29.359
<v Speaker 1>in a tax efficient way. And that's one of the

0:24:29.359 --> 0:24:32.040
<v Speaker 1>things that with structuring we were able to figure out.

0:24:32.680 --> 0:24:36.440
<v Speaker 1>I'll give you another one where we bought a vago

0:24:36.960 --> 0:24:41.760
<v Speaker 1>Eulett Packard's semiconductor division in this TI frame, the early

0:24:41.800 --> 0:24:46.040
<v Speaker 1>two thousands, it was very much the fashion to be

0:24:46.240 --> 0:24:49.320
<v Speaker 1>out of semi. Semis were out of fashion, right. The

0:24:49.359 --> 0:24:53.480
<v Speaker 1>world was infatuated with the other end of the stack,

0:24:54.000 --> 0:24:55.359
<v Speaker 1>not the you know, I didn't want to hear it.

0:24:55.400 --> 0:24:58.159
<v Speaker 1>People didn't want to hear about semis. They didn't want

0:24:58.160 --> 0:25:00.800
<v Speaker 1>to hear about subassemblies, they didn't want to hear about components.

0:25:00.800 --> 0:25:03.119
<v Speaker 1>They didn't want to hear about computers. They wanted to

0:25:03.119 --> 0:25:07.360
<v Speaker 1>hear about all the sexy, high margin, no cost of goods,

0:25:07.880 --> 0:25:15.040
<v Speaker 1>no capital equipment, software services, internet applications sounded wonderful. You know,

0:25:15.080 --> 0:25:17.760
<v Speaker 1>this is the age of pets, dot com, that thing.

0:25:17.960 --> 0:25:20.920
<v Speaker 1>And so it wasn't wrong to say that software was good,

0:25:21.119 --> 0:25:25.600
<v Speaker 1>but it didn't automatically follow that hardware's bad. And so

0:25:25.720 --> 0:25:28.960
<v Speaker 1>people had this idea, almost like a dialectic, which is

0:25:29.000 --> 0:25:31.959
<v Speaker 1>that you couldn't believe in something that you like, that

0:25:32.040 --> 0:25:35.320
<v Speaker 1>the other must be bad. And so semis were completely

0:25:35.359 --> 0:25:42.359
<v Speaker 1>out of fashion. Semens spun theirs off, HP, spun theirs off, IBM,

0:25:42.640 --> 0:25:46.399
<v Speaker 1>either closed or spun theirs off. You know, just all

0:25:46.440 --> 0:25:51.320
<v Speaker 1>these peoplehood who had very significant capabilities and fabs that

0:25:51.359 --> 0:25:55.440
<v Speaker 1>today would be worth fortunes leave aside the intellectual property

0:25:55.480 --> 0:25:58.439
<v Speaker 1>and the skill sets and the trained labor force you know,

0:25:59.560 --> 0:26:01.760
<v Speaker 1>you know, all went off the back of the truck.

0:26:02.640 --> 0:26:08.320
<v Speaker 1>So we bought this from HP, hired a great manager

0:26:08.840 --> 0:26:12.560
<v Speaker 1>CEO named hot Tan, and built this up into a

0:26:12.680 --> 0:26:15.520
<v Speaker 1>kind of highly specialized and others. We didn't buy it

0:26:15.560 --> 0:26:17.040
<v Speaker 1>with the idea that we're going to go compete with

0:26:17.400 --> 0:26:21.360
<v Speaker 1>Intel and try to dis lodge them from the PC market,

0:26:21.720 --> 0:26:26.240
<v Speaker 1>but rather with the idea that everything was going to

0:26:26.240 --> 0:26:33.040
<v Speaker 1>have a processor, cars, kids, toys, you know, your kitchen appliances,

0:26:33.560 --> 0:26:35.880
<v Speaker 1>and that somebody was going to have to make all

0:26:35.880 --> 0:26:39.720
<v Speaker 1>those processors. And so there was an exploding rest of

0:26:40.040 --> 0:26:47.320
<v Speaker 1>market opportunity that Intel wasn't focused on that people like Evago.

0:26:47.040 --> 0:26:49.960
<v Speaker 3>Could be Today. I think automobiles are the second biggest

0:26:50.000 --> 0:26:52.320
<v Speaker 3>consumer of semiconductors. I don't know if that's still true,

0:26:52.760 --> 0:26:54.399
<v Speaker 3>that was true a few years ago.

0:26:54.880 --> 0:26:58.240
<v Speaker 1>I think that's right. In fact, the Stata i Avn'

0:26:58.280 --> 0:27:03.719
<v Speaker 1>quote for people is that the semiconductor content in a

0:27:03.800 --> 0:27:07.880
<v Speaker 1>car is more valuable than all of the metal, than

0:27:07.920 --> 0:27:10.840
<v Speaker 1>the all the steel and all the aluminum. And maybe

0:27:10.880 --> 0:27:15.600
<v Speaker 1>more importantly, it is increasingly the case that what the

0:27:15.640 --> 0:27:21.920
<v Speaker 1>semiconductors enable the navigation, the.

0:27:20.760 --> 0:27:26.080
<v Speaker 3>Abs, departure worn, All the features that really give a

0:27:26.160 --> 0:27:32.800
<v Speaker 3>car kind of its identity are increasingly denominated by the

0:27:32.800 --> 0:27:37.480
<v Speaker 3>digital capabilities. What about the rest of the world outside

0:27:37.520 --> 0:27:43.720
<v Speaker 3>of PCs and automobiles. It was incredibly for looking to

0:27:43.800 --> 0:27:46.200
<v Speaker 3>say in the early two thousands, by the way, they're

0:27:46.200 --> 0:27:49.760
<v Speaker 3>going to be chips in everything, not just dishwashers and refrigerators,

0:27:50.119 --> 0:27:54.119
<v Speaker 3>but toys and electric bikes and you name it. It's

0:27:54.160 --> 0:27:57.160
<v Speaker 3>going to need a chip that was a decade ahead

0:27:57.160 --> 0:27:57.640
<v Speaker 3>of its time.

0:27:57.840 --> 0:28:01.480
<v Speaker 1>You would have been very immune. Is when we raised

0:28:01.480 --> 0:28:05.359
<v Speaker 1>our first fund You may remember the Ferbie doll, sure,

0:28:05.440 --> 0:28:10.440
<v Speaker 1>of course, which was a hot hot productry hot kids product,

0:28:10.600 --> 0:28:14.480
<v Speaker 1>little furry thing, eyes bad and it had in it

0:28:14.640 --> 0:28:18.080
<v Speaker 1>a digital signal processing chip. They would allow it to

0:28:18.560 --> 0:28:21.399
<v Speaker 1>make a little noise, cuddly noises, and you know, whittle

0:28:21.440 --> 0:28:23.320
<v Speaker 1>its legs. And I used to bring it with me

0:28:23.760 --> 0:28:27.119
<v Speaker 1>to all of our fundraising meetings. I wouldn't say a

0:28:27.119 --> 0:28:28.679
<v Speaker 1>word about it. I'd simply take it out of my

0:28:28.960 --> 0:28:31.920
<v Speaker 1>briefcase and I would put it on the desk between

0:28:31.920 --> 0:28:34.720
<v Speaker 1>myself and the prospective investor, and I wouldn't say a

0:28:34.720 --> 0:28:37.080
<v Speaker 1>word about it. You know, I'd launch into my talk

0:28:37.160 --> 0:28:41.960
<v Speaker 1>about semiconductors and hardware and the evolution of the sector

0:28:42.040 --> 0:28:44.840
<v Speaker 1>and so forth. And finally, sometimes it would be five minutes,

0:28:44.880 --> 0:28:47.880
<v Speaker 1>sometimes ten, but it was never more than thirty minutes.

0:28:48.040 --> 0:28:50.880
<v Speaker 1>Right the investor would say, David, what is that doll?

0:28:51.400 --> 0:28:53.120
<v Speaker 1>Why do you have that doll there? I go, oh,

0:28:53.280 --> 0:28:55.840
<v Speaker 1>I'm so sorry. I forgot to mention it. That's a

0:28:55.880 --> 0:28:59.920
<v Speaker 1>Ferbie doll. And I brought that for you because I

0:29:00.160 --> 0:29:03.960
<v Speaker 1>wanted to illustrate in a simple way how the march

0:29:04.040 --> 0:29:08.480
<v Speaker 1>of technology is going to go. I said that Ferbie

0:29:08.520 --> 0:29:12.640
<v Speaker 1>doll has more processing power than the lunar land.

0:29:12.800 --> 0:29:13.880
<v Speaker 3>I knew you're going to go that way.

0:29:14.080 --> 0:29:17.400
<v Speaker 1>And I said, we're looking at a world where all

0:29:17.440 --> 0:29:19.840
<v Speaker 1>of music is going to be digital, all of film

0:29:19.920 --> 0:29:22.760
<v Speaker 1>is going to be digital, Television is going to be digital.

0:29:23.040 --> 0:29:25.000
<v Speaker 1>The way you do your phone is going to be digital.

0:29:25.160 --> 0:29:28.160
<v Speaker 1>I said, So all of these analog things, as they

0:29:28.200 --> 0:29:34.200
<v Speaker 1>become more digital, need this technology. And if you understand

0:29:34.280 --> 0:29:39.280
<v Speaker 1>how the technology works, you will not because you're kind

0:29:39.320 --> 0:29:42.880
<v Speaker 1>of a big brain genius, but because you've played the

0:29:42.920 --> 0:29:45.800
<v Speaker 1>game before and you understand what all the pieces do,

0:29:46.360 --> 0:29:49.320
<v Speaker 1>you'll be in a really good position to identify those

0:29:49.520 --> 0:29:53.600
<v Speaker 1>opportunities going forward. I'll give you another great example. The

0:29:53.640 --> 0:29:56.120
<v Speaker 1>part that and the little wrinkle that I think gave

0:29:56.200 --> 0:29:57.920
<v Speaker 1>us a lot of credibility, and by the way, gives

0:29:58.000 --> 0:30:02.480
<v Speaker 1>us credibility now is to say, let's own the right technology,

0:30:03.160 --> 0:30:05.600
<v Speaker 1>put it in the right companies, and the key part

0:30:05.720 --> 0:30:09.600
<v Speaker 1>is at the right price. It is bringing an investment

0:30:10.640 --> 0:30:16.480
<v Speaker 1>sensibility and financial discipline to the work that we do. Right.

0:30:16.520 --> 0:30:20.280
<v Speaker 1>We're not like technology zealots and I want to just

0:30:20.360 --> 0:30:22.520
<v Speaker 1>own it. To own it right. It's not a prize,

0:30:22.560 --> 0:30:26.560
<v Speaker 1>it's not a trophy. It's you know, would this be

0:30:26.720 --> 0:30:30.040
<v Speaker 1>useful and would somebody else be interested. I'll give another example.

0:30:30.360 --> 0:30:34.160
<v Speaker 1>eBay came out of the blocks super hot. They bought PayPal,

0:30:34.920 --> 0:30:37.560
<v Speaker 1>and then they bought this thing called Skype, and Skype

0:30:37.680 --> 0:30:44.680
<v Speaker 1>was the first software based peer to peer video conferencing capability,

0:30:44.800 --> 0:30:48.800
<v Speaker 1>so long before Zoom. Twenty thirty million people on at

0:30:48.800 --> 0:30:51.960
<v Speaker 1>the same time, which was an amazing technical feat. Wasn't

0:30:51.960 --> 0:30:54.400
<v Speaker 1>exactly here what it had to do with auctions, even

0:30:54.440 --> 0:30:57.520
<v Speaker 1>less clear what it had to do with PayPal. But

0:30:57.880 --> 0:31:02.000
<v Speaker 1>eBay bought Skype and it kind of noodled along in

0:31:02.040 --> 0:31:06.160
<v Speaker 1>the Skype portfolio in the early two thousands for a year.

0:31:06.880 --> 0:31:10.920
<v Speaker 1>Two years, no one paid any attention to it at all.

0:31:11.160 --> 0:31:14.640
<v Speaker 1>We said, my gosh, look they've had three CEOs in

0:31:14.720 --> 0:31:17.520
<v Speaker 1>two years, they're spread out all over the place, they

0:31:17.520 --> 0:31:20.800
<v Speaker 1>haven't upgraded the product in two years. Maybe they'd be

0:31:20.800 --> 0:31:24.400
<v Speaker 1>willing to sell it. Contact with them once, contact them twice.

0:31:24.440 --> 0:31:26.680
<v Speaker 1>Eventually they said, yeah, we'd be willing to talk to

0:31:26.680 --> 0:31:28.760
<v Speaker 1>you about that, because we had a point of view

0:31:28.840 --> 0:31:33.320
<v Speaker 1>about this is a really exciting market, but no one's

0:31:33.320 --> 0:31:35.920
<v Speaker 1>paying any attention. So if we could carve that out,

0:31:35.600 --> 0:31:38.880
<v Speaker 1>we want to. Eban said, keep it as much of

0:31:38.880 --> 0:31:40.800
<v Speaker 1>this as you want. We'll buy the rest of it

0:31:40.840 --> 0:31:44.920
<v Speaker 1>at a full valuation, which we did. And it was

0:31:44.920 --> 0:31:49.000
<v Speaker 1>a business that had nice growth despite really being a

0:31:49.040 --> 0:31:52.920
<v Speaker 1>feral child, right and we said, look, get paid twice.

0:31:53.320 --> 0:31:56.120
<v Speaker 1>We'll pay you once what it's worth, and we're going

0:31:56.160 --> 0:31:59.080
<v Speaker 1>to make this way more valuable than you possibly could

0:31:59.400 --> 0:32:01.920
<v Speaker 1>because we can focus on it and make a bunch

0:32:01.960 --> 0:32:04.080
<v Speaker 1>of changes. And it was. It was sort of a troubled,

0:32:04.760 --> 0:32:07.040
<v Speaker 1>was complicated asset where you know, there was so much

0:32:07.040 --> 0:32:10.560
<v Speaker 1>staying in litigation. They hadn't upgraded it for a long time.

0:32:11.680 --> 0:32:14.080
<v Speaker 1>Apple had just announced that they were going to be

0:32:14.360 --> 0:32:19.360
<v Speaker 1>offering a you know, video video face time FaceTime. So

0:32:19.400 --> 0:32:21.440
<v Speaker 1>there was you know, Microsoft said they wanted to be

0:32:21.440 --> 0:32:21.960
<v Speaker 1>in the business.

0:32:21.960 --> 0:32:23.680
<v Speaker 3>So there was a lot of companies.

0:32:23.680 --> 0:32:27.960
<v Speaker 1>There was competition from very credible large players.

0:32:27.840 --> 0:32:31.720
<v Speaker 3>And if I recall correctly, around that time, all of

0:32:31.760 --> 0:32:36.800
<v Speaker 3>the fat pipes and broad bandwidth that had come public

0:32:36.840 --> 0:32:39.960
<v Speaker 3>in the late nineties early two thousands were coming back

0:32:40.040 --> 0:32:43.560
<v Speaker 3>up around pennies on the dollar. I recall Global Crossing,

0:32:43.560 --> 0:32:46.360
<v Speaker 3>a Mentro Media, Fiber and all these companies. So the

0:32:46.400 --> 0:32:49.880
<v Speaker 3>bandwidth was coming a line at a cheap price that

0:32:49.960 --> 0:32:52.400
<v Speaker 3>didn't exist that way in the nineties, which is very

0:32:52.520 --> 0:32:54.840
<v Speaker 3>much right into the sweet spot of Skype.

0:32:55.120 --> 0:32:57.680
<v Speaker 1>Yeah, and by the way, not so just similar from

0:32:58.280 --> 0:33:01.720
<v Speaker 1>the AI process sink crunch that we have today, where

0:33:01.760 --> 0:33:05.280
<v Speaker 1>people are pouring a huge amount of super expensive stuff

0:33:05.880 --> 0:33:08.880
<v Speaker 1>which you do need, but which will be available three

0:33:08.960 --> 0:33:10.920
<v Speaker 1>years and five years and ten years from now.

0:33:11.120 --> 0:33:14.320
<v Speaker 3>Mut's really really different pricing you end up buying them,

0:33:14.360 --> 0:33:18.280
<v Speaker 3>if I recall directly, not much long after that did

0:33:18.440 --> 0:33:20.840
<v Speaker 3>Microsoft come along and scoop them up from you.

0:33:20.960 --> 0:33:24.480
<v Speaker 1>Well, what happened is is that we bought it, completely,

0:33:24.560 --> 0:33:30.360
<v Speaker 1>upgraded the software, changed out the entire management team, developed

0:33:30.400 --> 0:33:34.200
<v Speaker 1>a series of partnerships, built a business side of it

0:33:34.240 --> 0:33:36.760
<v Speaker 1>because it had been very much kind of B two

0:33:36.760 --> 0:33:40.240
<v Speaker 1>C phenomenon, try to really opened up a product line

0:33:40.240 --> 0:33:43.520
<v Speaker 1>around B to B and it ended up being very

0:33:43.560 --> 0:33:47.240
<v Speaker 1>attractive for Microsoft sold it to them, you know, one

0:33:47.240 --> 0:33:50.160
<v Speaker 1>of the foundation elements in what his teams today, and

0:33:50.400 --> 0:33:52.200
<v Speaker 1>really helped them. I think it was a great It

0:33:52.200 --> 0:33:54.800
<v Speaker 1>turned out to be a good deal for silver Lake,

0:33:54.880 --> 0:33:57.120
<v Speaker 1>but it also I think, as all deals should be

0:33:57.440 --> 0:33:59.240
<v Speaker 1>a very good deal for the acquirers.

0:33:59.520 --> 0:34:02.720
<v Speaker 3>Any other any other memorable civil like deals.

0:34:02.520 --> 0:34:06.040
<v Speaker 1>Were oftentimes you know, I think the maybe two others

0:34:06.040 --> 0:34:10.480
<v Speaker 1>that we are well known for. We're the largest investor

0:34:10.480 --> 0:34:11.120
<v Speaker 1>in Ali.

0:34:10.880 --> 0:34:13.080
<v Speaker 3>Baba before it went really before it.

0:34:13.000 --> 0:34:17.000
<v Speaker 1>Went public, and that was a you know, explosive that

0:34:17.040 --> 0:34:19.800
<v Speaker 1>was that was explosive, but it was a scary investment.

0:34:19.800 --> 0:34:24.200
<v Speaker 1>It was a minority investment in a Chinese e commerce company,

0:34:24.640 --> 0:34:26.680
<v Speaker 1>you know, located on the other side of the world.

0:34:27.400 --> 0:34:31.080
<v Speaker 3>Who's also your co your co investor is the People's

0:34:31.080 --> 0:34:36.320
<v Speaker 3>Republic of China, right they own ultimate regulator for sure

0:34:37.239 --> 0:34:39.120
<v Speaker 3>owner slash regulator.

0:34:38.760 --> 0:34:43.480
<v Speaker 1>And you know, Massason and soft Bank are already large investors.

0:34:43.880 --> 0:34:48.080
<v Speaker 1>But we liked the management team we love the story,

0:34:48.120 --> 0:34:50.520
<v Speaker 1>and that turned out to be a you know, very

0:34:50.560 --> 0:34:53.600
<v Speaker 1>good that was a very very good investment. And then

0:34:53.640 --> 0:34:56.960
<v Speaker 1>the last one and really still very much in the

0:34:56.960 --> 0:35:03.040
<v Speaker 1>news was Dell, big well known public company, you know,

0:35:03.160 --> 0:35:07.960
<v Speaker 1>eponymously named for its CEO who'd left kind of like

0:35:08.480 --> 0:35:12.400
<v Speaker 1>you know, Charles Schultz left, came back first, went private

0:35:12.680 --> 0:35:17.439
<v Speaker 1>where Michael rolled essentially all of his ownership into it.

0:35:18.040 --> 0:35:21.040
<v Speaker 1>Made a very large personal bet. So it was a

0:35:21.040 --> 0:35:24.560
<v Speaker 1>gutsy bet because it was at a time again, this

0:35:24.600 --> 0:35:27.680
<v Speaker 1>is a place where the conventional wisdom was the PC

0:35:27.880 --> 0:35:30.200
<v Speaker 1>was going away, we were going to use our phones,

0:35:30.239 --> 0:35:34.040
<v Speaker 1>We're going to use iPads. Somehow it was going to

0:35:34.040 --> 0:35:36.600
<v Speaker 1>go away. We didn't think it was going to go away.

0:35:36.760 --> 0:35:43.719
<v Speaker 1>And we thought that the market hadn't really appreciated how

0:35:43.800 --> 0:35:49.160
<v Speaker 1>much work Michael had done building up a store of

0:35:49.200 --> 0:35:58.040
<v Speaker 1>intellectual property around next generation computing, whether it's cyber cloud computing,

0:35:58.960 --> 0:36:02.560
<v Speaker 1>and you know, maybe it's like maybe a basketball franchise

0:36:02.600 --> 0:36:05.560
<v Speaker 1>that has a bunch of draft picks, you know what

0:36:05.560 --> 0:36:08.400
<v Speaker 1>I'm saying, kind of young talent, which we thought was

0:36:08.440 --> 0:36:11.000
<v Speaker 1>going to be very valuable because we had a point

0:36:11.040 --> 0:36:13.600
<v Speaker 1>of view about the importance of cloud. We had a

0:36:13.600 --> 0:36:16.080
<v Speaker 1>point of view about the importance of cyber and we

0:36:16.120 --> 0:36:21.160
<v Speaker 1>thought that those assets were undervalued because the whole of

0:36:21.200 --> 0:36:23.600
<v Speaker 1>the company was getting valued like it was a commodity

0:36:23.640 --> 0:36:24.360
<v Speaker 1>PC vendor.

0:36:24.640 --> 0:36:27.920
<v Speaker 3>So let's talk about what did you do post silver

0:36:28.000 --> 0:36:29.760
<v Speaker 3>Lake in the twenty tens.

0:36:30.000 --> 0:36:33.360
<v Speaker 1>I'm a starter and a builder. I like backing social

0:36:33.600 --> 0:36:41.240
<v Speaker 1>entrepreneurs and feel particularly passionate about conservation, biomedical research and education.

0:36:41.880 --> 0:36:46.040
<v Speaker 1>We took our foundation resources and focused it first on

0:36:46.080 --> 0:36:49.879
<v Speaker 1>a thing out in Seattle called the Institute for Health

0:36:49.920 --> 0:36:54.400
<v Speaker 1>Metrics and Evaluation. Stood that up. Bill Gates blessedly is

0:36:54.760 --> 0:36:57.719
<v Speaker 1>doing most of the support now, but that's now you know,

0:36:57.800 --> 0:37:03.520
<v Speaker 1>five hundred researchers, and they focus on understanding in detail

0:37:04.239 --> 0:37:08.160
<v Speaker 1>the global burden of disease, so that we know how

0:37:08.200 --> 0:37:11.520
<v Speaker 1>healthy or sick you know every country is, and you

0:37:11.520 --> 0:37:15.080
<v Speaker 1>know where to allocate our healthcare dollars. On the biomedical

0:37:15.120 --> 0:37:20.000
<v Speaker 1>research side, became very active as the chairman of Jackson Laboratories,

0:37:20.800 --> 0:37:25.000
<v Speaker 1>one of the largest independent institutes in the country, focused

0:37:25.040 --> 0:37:28.799
<v Speaker 1>on kind of the genetic causes of rare diseases. We

0:37:28.840 --> 0:37:32.080
<v Speaker 1>were able to double the size of that quadruple that endowment,

0:37:32.880 --> 0:37:37.960
<v Speaker 1>and then more recently in the education space. I had

0:37:37.960 --> 0:37:43.640
<v Speaker 1>this view that we were not appreciating how big artificial

0:37:43.680 --> 0:37:47.000
<v Speaker 1>intelligence was going to be, and that as a consequence,

0:37:47.160 --> 0:37:52.360
<v Speaker 1>as a nation, we are underinvested in advanced computer science

0:37:52.360 --> 0:37:56.760
<v Speaker 1>and others. We've got programs at all the best universities,

0:37:57.080 --> 0:38:00.000
<v Speaker 1>but they graduating hundreds of people, tens of thousands, maybe

0:38:00.080 --> 0:38:03.480
<v Speaker 1>even hundreds of thousands that we need. Really yeah, because

0:38:03.560 --> 0:38:07.280
<v Speaker 1>what's happened is that the academics are focused on building

0:38:07.280 --> 0:38:11.000
<v Speaker 1>the new platform, the so called large language models. When

0:38:11.320 --> 0:38:14.719
<v Speaker 1>think about that, like it's a nuclear power plant, you know,

0:38:15.000 --> 0:38:20.120
<v Speaker 1>complicated high science, but we now it now works, and

0:38:20.160 --> 0:38:22.279
<v Speaker 1>it'll work a little better, and they'll keep refining it

0:38:22.320 --> 0:38:25.040
<v Speaker 1>and so forth, but it works, and that what we

0:38:25.080 --> 0:38:29.480
<v Speaker 1>need next are application engineers. We need electricians. We need

0:38:29.480 --> 0:38:32.799
<v Speaker 1>people to design appliances. We need to run wires, we

0:38:32.880 --> 0:38:36.799
<v Speaker 1>need to change from steam to electricity, and we don't

0:38:36.800 --> 0:38:40.560
<v Speaker 1>have those people. And so we already know what we need.

0:38:41.040 --> 0:38:42.680
<v Speaker 1>It's going to by the way, it'll be twenty or

0:38:42.719 --> 0:38:47.040
<v Speaker 1>thirty years of implementation ahead of us. So these will

0:38:47.080 --> 0:38:50.600
<v Speaker 1>be great jobs for a lot of people. So we've

0:38:50.719 --> 0:38:53.680
<v Speaker 1>built the first school. We've spent a few years getting

0:38:53.680 --> 0:38:57.919
<v Speaker 1>that organized, opened it in twenty we're now, I guess

0:38:58.000 --> 0:39:01.400
<v Speaker 1>four years in we've got a thousands to two hundred

0:39:01.440 --> 0:39:08.600
<v Speaker 1>corporate partners and started or accelerated ninety four companies, four

0:39:08.680 --> 0:39:10.800
<v Speaker 1>hundred jobs. You know, really exciting.

0:39:11.000 --> 0:39:13.359
<v Speaker 3>You're doing this for a couple of years. You're standing up.

0:39:13.640 --> 0:39:17.160
<v Speaker 1>I'm happy as a clam. Right, I'm making things, I'm

0:39:17.320 --> 0:39:18.040
<v Speaker 1>helping people.

0:39:18.320 --> 0:39:21.760
<v Speaker 3>Right, you're running the Rue Family Foundation, the Ru Institute.

0:39:22.120 --> 0:39:28.120
<v Speaker 1>You're basically I was not looking to start a new business,

0:39:28.760 --> 0:39:33.520
<v Speaker 1>much less an investment firm. Right. What happened is is

0:39:33.560 --> 0:39:37.359
<v Speaker 1>that my very good friend Anjin Mukherjee, we were talking

0:39:37.400 --> 0:39:40.000
<v Speaker 1>about the future of private equity. During that conversation, we're saying,

0:39:40.040 --> 0:39:43.680
<v Speaker 1>you know, this next generation of private act needs to

0:39:43.760 --> 0:39:48.680
<v Speaker 1>do something different if we want to continue producing the

0:39:49.520 --> 0:39:52.840
<v Speaker 1>super normal levels of profit that we've seen from the

0:39:52.880 --> 0:39:58.200
<v Speaker 1>asset class. Because there's more competition, prices are higher, credits

0:39:58.200 --> 0:40:03.040
<v Speaker 1>more difficult. You can't count a multiple expansion, So you're

0:40:03.040 --> 0:40:06.240
<v Speaker 1>going to have to make the business you buy better

0:40:06.880 --> 0:40:09.200
<v Speaker 1>during the pendency of your ownership. There's only so much

0:40:09.239 --> 0:40:13.319
<v Speaker 1>procurement improvements available. You can only upgrade management so far.

0:40:14.520 --> 0:40:17.279
<v Speaker 1>My observation was this, which is that I said, you

0:40:17.280 --> 0:40:21.000
<v Speaker 1>know this tech thing, it's only ten percent of the economy.

0:40:21.120 --> 0:40:23.600
<v Speaker 1>When you take all of GDP, When you take all

0:40:23.640 --> 0:40:27.680
<v Speaker 1>of semis, all of computing, all of networking, all of software,

0:40:27.840 --> 0:40:31.439
<v Speaker 1>all of social media, it's ten percent of GDP. I said,

0:40:31.440 --> 0:40:34.320
<v Speaker 1>what's going on right now is the other ninety percent

0:40:34.760 --> 0:40:39.239
<v Speaker 1>of the economy is being digitized. Huge opportunity. Now, big

0:40:39.280 --> 0:40:44.799
<v Speaker 1>difference is that now the nature of technology is that

0:40:44.840 --> 0:40:48.759
<v Speaker 1>it's the only capital good that really kind of decreases

0:40:48.800 --> 0:40:50.880
<v Speaker 1>in price and makes itself smaller. Right, So you think

0:40:50.920 --> 0:40:53.080
<v Speaker 1>about what's the difference between now and twenty years ago.

0:40:53.800 --> 0:40:58.000
<v Speaker 1>Now the technology is much smaller, it's much more ubiquitous,

0:40:58.200 --> 0:41:01.040
<v Speaker 1>it's much less expensive, and it's much easier to use.

0:41:01.680 --> 0:41:05.480
<v Speaker 1>All of those things. Mean, it's going to go everywhere.

0:41:05.719 --> 0:41:08.200
<v Speaker 1>So we're talking about this and we're getting ourselves lathered

0:41:08.320 --> 0:41:12.759
<v Speaker 1>up about the fact that all of these analog companies,

0:41:13.280 --> 0:41:18.879
<v Speaker 1>industrial firms, consumer firms, healthcare firms, services companies, they all

0:41:18.920 --> 0:41:21.960
<v Speaker 1>need to adopt more technology, but none of them know

0:41:22.040 --> 0:41:25.719
<v Speaker 1>how opportunity. In plain sight, it's dead obvious that they're

0:41:25.760 --> 0:41:29.200
<v Speaker 1>going to do this, Right, you think about the companies

0:41:29.239 --> 0:41:33.600
<v Speaker 1>that you know in those kind of sectors, that are

0:41:33.640 --> 0:41:37.200
<v Speaker 1>doing well are almost always those that have adopted the

0:41:37.200 --> 0:41:41.160
<v Speaker 1>technology earlier, right, you know, JP Morgan and Finance, or

0:41:41.200 --> 0:41:44.719
<v Speaker 1>Walmart in retail. You know, those companies that get there

0:41:44.840 --> 0:41:48.480
<v Speaker 1>early get a big leg up on their analog competitors.

0:41:48.800 --> 0:41:53.160
<v Speaker 1>We said we could do. We could build an investment

0:41:53.280 --> 0:41:58.759
<v Speaker 1>firm that not only could write a check, but could

0:41:58.840 --> 0:42:02.600
<v Speaker 1>be your technology part partner in helping you architect a

0:42:02.640 --> 0:42:08.200
<v Speaker 1>business model future that would allow you to grow your

0:42:08.200 --> 0:42:12.239
<v Speaker 1>company faster, perform better, you know, produce more profits you know,

0:42:12.320 --> 0:42:13.040
<v Speaker 1>and drive value.

0:42:13.120 --> 0:42:16.000
<v Speaker 3>So let me push back again against one thing you said,

0:42:16.040 --> 0:42:19.439
<v Speaker 3>just a little bit. Please, this opportunity in plain sight.

0:42:20.080 --> 0:42:23.759
<v Speaker 3>If it was really in such plain sight, everybody would

0:42:23.800 --> 0:42:26.440
<v Speaker 3>be doing it. But instead it takes a couple of

0:42:26.440 --> 0:42:28.680
<v Speaker 3>guys with a lot of technology experience, a lot of

0:42:28.800 --> 0:42:33.760
<v Speaker 3>operational experience, and financial experience to make this real.

0:42:34.880 --> 0:42:38.399
<v Speaker 1>I partially agree. Okay, all right, here's the partial part.

0:42:38.480 --> 0:42:42.360
<v Speaker 1>The partial part is is that I think the opportunity

0:42:42.960 --> 0:42:46.479
<v Speaker 1>is easy to see. I think the execution is hard

0:42:46.560 --> 0:42:49.759
<v Speaker 1>is the challenge. So the way I oftentimes say it

0:42:49.560 --> 0:42:53.520
<v Speaker 1>is that it's easy to describe. It's just really hard

0:42:53.560 --> 0:42:56.480
<v Speaker 1>to do. And it's hard to do because you need

0:42:56.520 --> 0:43:01.800
<v Speaker 1>to understand the technology itself. You need to know the vendors,

0:43:02.480 --> 0:43:06.319
<v Speaker 1>you need to be able to set priorities, you need

0:43:06.360 --> 0:43:09.120
<v Speaker 1>to have a realistic sense of time, and you need

0:43:09.160 --> 0:43:14.279
<v Speaker 1>to know how to weave this new technology into the

0:43:14.320 --> 0:43:18.200
<v Speaker 1>processes that already exists. It's not like these companies have

0:43:18.239 --> 0:43:22.600
<v Speaker 1>no tech. Everyone, any company of any scale, has an

0:43:22.800 --> 0:43:27.360
<v Speaker 1>ERP system. They have a bunch of databases. There's compliance issues,

0:43:27.440 --> 0:43:31.880
<v Speaker 1>there's cyber there's all kinds of things, so that you

0:43:32.040 --> 0:43:34.360
<v Speaker 1>have to integrate into what's already there.

0:43:34.800 --> 0:43:38.040
<v Speaker 3>So when I think of private equity, at least from

0:43:38.160 --> 0:43:42.359
<v Speaker 3>the nineties, two thousands, even the twenty tens, I think

0:43:42.360 --> 0:43:47.080
<v Speaker 3>of them as a form of financial engineering to unlock value.

0:43:47.200 --> 0:43:52.640
<v Speaker 3>What you're really describing is digital transformative capital, to steal

0:43:53.000 --> 0:43:56.680
<v Speaker 3>a phrase from your website. So this insight is, hey,

0:43:56.719 --> 0:44:00.399
<v Speaker 3>we don't need to just do financial engineering. You get

0:44:00.400 --> 0:44:03.600
<v Speaker 3>these companies to adapt the latest greatest tech in a

0:44:03.640 --> 0:44:07.360
<v Speaker 3>way that's useful and productive, we can really unlock a

0:44:07.400 --> 0:44:11.360
<v Speaker 3>lot of value. Is that what led to bapine getting

0:44:11.400 --> 0:44:14.200
<v Speaker 3>launched and you kind of coming out of retirement to

0:44:15.719 --> 0:44:16.360
<v Speaker 3>try it again.

0:44:16.600 --> 0:44:19.160
<v Speaker 1>Yes, I mean that was sort of engine calling for

0:44:19.200 --> 0:44:20.760
<v Speaker 1>the lefty from the bull ten.

0:44:21.080 --> 0:44:23.240
<v Speaker 3>Right, right, let's get the lefty.

0:44:23.440 --> 0:44:28.480
<v Speaker 1>Yeah. So it started innocently enough where it was really

0:44:28.760 --> 0:44:32.240
<v Speaker 1>a conversation between two friends with a lot of mutual

0:44:32.280 --> 0:44:37.160
<v Speaker 1>express you know respect where we had a similar you know,

0:44:37.280 --> 0:44:40.640
<v Speaker 1>fifteen twenty year runs in private equity. So we were

0:44:40.960 --> 0:44:45.799
<v Speaker 1>very current, highly topical understanding of what was going on,

0:44:47.120 --> 0:44:53.080
<v Speaker 1>and we realized that we could take and put in

0:44:53.200 --> 0:44:57.560
<v Speaker 1>one place. Really, it's like a binary weapon, right where

0:44:58.320 --> 0:45:06.640
<v Speaker 1>a mooker g quality, world class private equity firm with

0:45:07.280 --> 0:45:14.600
<v Speaker 1>fabulous diligence, great structuring, really thoughtful modeling, you know, great

0:45:14.680 --> 0:45:18.040
<v Speaker 1>financial engineering. We don't want to throw that away. You know,

0:45:18.080 --> 0:45:22.879
<v Speaker 1>those are all valuable lessons. But compline it with the

0:45:22.920 --> 0:45:29.279
<v Speaker 1>operating prowess, tech insight, and extended personal network of relationships

0:45:29.760 --> 0:45:33.880
<v Speaker 1>that would allow us to do things for and on

0:45:34.000 --> 0:45:39.160
<v Speaker 1>behalf of our portfolio companies that simply wouldn't be possible, practical,

0:45:39.280 --> 0:45:42.759
<v Speaker 1>or maybe even imagined by our competitors.

0:45:43.239 --> 0:45:49.080
<v Speaker 3>It sounds like your competitors are the consulting firms who

0:45:49.120 --> 0:45:52.600
<v Speaker 3>come in and you know, kind of seagull an event.

0:45:52.680 --> 0:45:55.320
<v Speaker 3>They come in and they eat everything, they grap all everything,

0:45:55.360 --> 0:45:58.479
<v Speaker 3>they fly away as opposed to you guys not only

0:45:58.480 --> 0:46:03.000
<v Speaker 3>coming in with technology experts, these operational consperitse, but capital

0:46:03.080 --> 0:46:07.160
<v Speaker 3>writing a check. That's a very different relationship than paying

0:46:07.160 --> 0:46:07.880
<v Speaker 3>a consultant.

0:46:08.400 --> 0:46:12.239
<v Speaker 1>Yeah, you know, it's interesting. The consultants actually play a

0:46:12.480 --> 0:46:16.520
<v Speaker 1>very important role, and I wouldn't want to diminish it. Okay,

0:46:18.040 --> 0:46:25.160
<v Speaker 1>around awareness building, and when we go into talk to

0:46:25.320 --> 0:46:34.480
<v Speaker 1>a management team, they almost always have had a consulting encounter, right,

0:46:34.840 --> 0:46:38.600
<v Speaker 1>and they'll have a stack of PowerPoint slides which they'll

0:46:38.680 --> 0:46:41.239
<v Speaker 1>kind of run to their office to show us. That

0:46:41.400 --> 0:46:44.400
<v Speaker 1>says the consultant told me, there are sixteen things that

0:46:44.480 --> 0:46:51.120
<v Speaker 1>I can do with technology, but I don't know which

0:46:51.160 --> 0:46:54.560
<v Speaker 1>one I should do. I don't know what I should

0:46:54.600 --> 0:46:56.719
<v Speaker 1>do first. I don't know who should do it for me.

0:46:56.760 --> 0:46:58.880
<v Speaker 1>I don't know how much should it should cost that

0:46:59.280 --> 0:47:01.960
<v Speaker 1>to take, I don't know how it integrates with what

0:47:02.000 --> 0:47:04.400
<v Speaker 1>I've already got, and I particularly don't know what to

0:47:04.440 --> 0:47:07.239
<v Speaker 1>do if anything goes wrong. Right, And so it's the

0:47:07.360 --> 0:47:10.759
<v Speaker 1>it goes back to the implementation part. And so what

0:47:10.800 --> 0:47:14.359
<v Speaker 1>we like to see is a management team that has

0:47:14.920 --> 0:47:22.640
<v Speaker 1>self awareness and enthusiasm but are not themselves technically fluent.

0:47:23.320 --> 0:47:27.040
<v Speaker 1>Where you know, we can bring that to the party

0:47:27.960 --> 0:47:36.160
<v Speaker 1>in a way that can be catalytic for the management

0:47:36.200 --> 0:47:40.120
<v Speaker 1>team to give them confidence because they have a willingness

0:47:40.440 --> 0:47:43.279
<v Speaker 1>to act. They're just not sure what to do and

0:47:43.320 --> 0:47:44.680
<v Speaker 1>they don't want to do any harmful. They want to

0:47:44.719 --> 0:47:48.600
<v Speaker 1>do something harmful, and so having somebody who's done it before,

0:47:48.719 --> 0:47:51.520
<v Speaker 1>been there, you know, is super useful.

0:47:51.640 --> 0:47:54.640
<v Speaker 3>So, so let's talk about some of your portfolio companies

0:47:54.680 --> 0:48:00.640
<v Speaker 3>and how they're engaging in digital transformation. We're talking about

0:48:00.680 --> 0:48:05.320
<v Speaker 3>AI earlier. How are you guys looking at AI to

0:48:05.480 --> 0:48:10.480
<v Speaker 3>facilitate taking some existing companies and making them more productive.

0:48:10.920 --> 0:48:15.720
<v Speaker 1>Yeah, well, first thing, we could spend a whole session

0:48:16.640 --> 0:48:21.560
<v Speaker 1>on AI. But here's what I would say. First, we

0:48:21.680 --> 0:48:27.640
<v Speaker 1>believe it is actually, despite all the height and notwithstanding

0:48:27.719 --> 0:48:31.120
<v Speaker 1>all the attention, it's already received bigger than most people think.

0:48:31.600 --> 0:48:35.000
<v Speaker 3>Yeah, I'm with you on that. I'll give you a

0:48:35.000 --> 0:48:37.720
<v Speaker 3>funny example please. So I'm in the midst of putting

0:48:37.719 --> 0:48:41.799
<v Speaker 3>together a manuscript and the publisher they're not keen on

0:48:42.120 --> 0:48:45.399
<v Speaker 3>doing an index. Takes a couple of months. You're paying

0:48:45.400 --> 0:48:48.560
<v Speaker 3>a person all this time to look up every name, everything,

0:48:48.640 --> 0:48:51.440
<v Speaker 3>every that for a couple of hundred bucks. There's an

0:48:51.480 --> 0:48:57.600
<v Speaker 3>AI pdf indexer that will identify every proper name in

0:48:58.000 --> 0:49:01.640
<v Speaker 3>four hundred pages and creating an deck relative to and

0:49:02.200 --> 0:49:07.920
<v Speaker 3>I'm just imagining reproducing that sort of dumb mechanical work

0:49:08.520 --> 0:49:10.520
<v Speaker 3>over and over and over again. And I know I'm

0:49:10.560 --> 0:49:12.160
<v Speaker 3>just scratching the surface here.

0:49:12.880 --> 0:49:16.759
<v Speaker 1>It's a great it's a great example. I think that

0:49:16.960 --> 0:49:24.000
<v Speaker 1>right now, most people's experience of AI maybe is a chatbot, right,

0:49:24.200 --> 0:49:26.279
<v Speaker 1>you know, chat GPT or you know.

0:49:26.560 --> 0:49:30.279
<v Speaker 3>Or any any go to any car company, you get

0:49:30.280 --> 0:49:32.839
<v Speaker 3>that pop up and you know that's not a live

0:49:32.920 --> 0:49:33.919
<v Speaker 3>person until the morning.

0:49:34.000 --> 0:49:37.800
<v Speaker 1>What I always say is, just imagine all the best

0:49:38.440 --> 0:49:42.200
<v Speaker 1>AI current ones today. And by the way, the ones

0:49:42.239 --> 0:49:44.720
<v Speaker 1>that you're seeing today are the worst that you will.

0:49:44.600 --> 0:49:47.120
<v Speaker 3>Ever see a little better every day.

0:49:47.360 --> 0:49:52.000
<v Speaker 1>Worst you will ever see. They they read, they write,

0:49:52.760 --> 0:49:59.400
<v Speaker 1>they hear, they see, They can compose poetry, music, in

0:49:59.480 --> 0:50:06.080
<v Speaker 1>any job, photorealistic images, they can create video. All of

0:50:06.120 --> 0:50:12.359
<v Speaker 1>this today, right right, this is all available today. They

0:50:12.400 --> 0:50:19.680
<v Speaker 1>also write computer code as well or better than most programmers.

0:50:20.080 --> 0:50:22.920
<v Speaker 1>They can do complex mathematics, they can solve puzzles, they

0:50:22.960 --> 0:50:26.080
<v Speaker 1>can play games, they can run factories, they can drive cars.

0:50:27.400 --> 0:50:37.160
<v Speaker 1>It is really hard to overestimate what's possible, and we

0:50:37.200 --> 0:50:40.520
<v Speaker 1>are standing really for the first time after decades of

0:50:41.000 --> 0:50:45.680
<v Speaker 1>discussion about it on a you know, on the brink

0:50:45.920 --> 0:50:52.520
<v Speaker 1>of real white collar dramatic white collar productivity games, really dramatic.

0:50:53.080 --> 0:50:55.880
<v Speaker 1>Best example that I would use for you to to

0:50:55.960 --> 0:50:58.600
<v Speaker 1>kind of give you a framework for it, is that

0:50:59.120 --> 0:51:01.000
<v Speaker 1>you're going to see a lot of AI show up

0:51:01.200 --> 0:51:05.360
<v Speaker 1>as features in products that you already use, like you know,

0:51:05.400 --> 0:51:09.600
<v Speaker 1>all your Apple products, right, will have it soon. The

0:51:09.800 --> 0:51:11.640
<v Speaker 1>first thing you get with is probably a product. It

0:51:11.680 --> 0:51:14.160
<v Speaker 1>will be agents, you know, something that works with you,

0:51:14.200 --> 0:51:16.440
<v Speaker 1>like a partner, right, like a writing partner that you

0:51:16.480 --> 0:51:18.759
<v Speaker 1>would use right, sort of a you know, think about

0:51:18.760 --> 0:51:21.680
<v Speaker 1>it's a more advanced version of what you were just describing.

0:51:22.400 --> 0:51:25.360
<v Speaker 1>The best thing out there right now. To illustrate that

0:51:25.440 --> 0:51:30.719
<v Speaker 1>as a product called Copilot from Microsoft, which works with

0:51:32.239 --> 0:51:34.880
<v Speaker 1>a software engineer. You have it running on your machine

0:51:35.200 --> 0:51:39.040
<v Speaker 1>and it's basically a programming buddy that will help you

0:51:39.480 --> 0:51:44.000
<v Speaker 1>write code, suggest different options, you know, help you debug

0:51:44.160 --> 0:51:49.800
<v Speaker 1>track blah blah blah, and it typically improves productivity twenty

0:51:49.840 --> 0:51:52.799
<v Speaker 1>five to fifty percent out of the box, amazing and

0:51:52.800 --> 0:51:54.760
<v Speaker 1>then just and can be up to one hundred percent.

0:51:54.960 --> 0:51:55.080
<v Speaker 3>Right.

0:51:56.640 --> 0:52:02.160
<v Speaker 1>It all by itself has dampen the demand for computer

0:52:02.239 --> 0:52:06.120
<v Speaker 1>programmers really because it's made the ones that we have

0:52:06.520 --> 0:52:07.239
<v Speaker 1>so much better.

0:52:07.280 --> 0:52:12.239
<v Speaker 3>You've just done you've you've doubled the effective productivity up to.

0:52:12.400 --> 0:52:16.560
<v Speaker 1>But think about it as very dramatic, right, you know,

0:52:16.640 --> 0:52:19.040
<v Speaker 1>if you had five, maybe you need four if you

0:52:19.040 --> 0:52:26.520
<v Speaker 1>you know, it's just a really significant, uh improvement, which

0:52:27.080 --> 0:52:32.000
<v Speaker 1>makes it practical to imagine that you're going to be

0:52:32.000 --> 0:52:35.400
<v Speaker 1>able to do this in law firms and accounting firms

0:52:35.440 --> 0:52:38.920
<v Speaker 1>and consulting firms, where you take your average employee and

0:52:38.920 --> 0:52:40.080
<v Speaker 1>make them as good as your best.

0:52:40.320 --> 0:52:44.680
<v Speaker 3>So let's take an old economy company that's not traditionally

0:52:44.840 --> 0:52:50.680
<v Speaker 3>tech oriented. You guys own Mavis Tire Express Services. How

0:52:50.680 --> 0:52:55.440
<v Speaker 3>does a consumer service business like that get digitally transformed?

0:52:55.480 --> 0:52:59.839
<v Speaker 1>How do you model? Walks into our office and said,

0:52:59.840 --> 0:53:02.600
<v Speaker 1>I know everything in the world about tires. I know

0:53:02.640 --> 0:53:05.680
<v Speaker 1>where to buy them, not to store them, not to

0:53:05.719 --> 0:53:08.120
<v Speaker 1>put them on, how to rotate them, I know how

0:53:08.120 --> 0:53:11.560
<v Speaker 1>to balance them, I know how to align them nothing.

0:53:11.640 --> 0:53:14.080
<v Speaker 1>I know everything about tires. I know anything about technology.

0:53:14.239 --> 0:53:18.000
<v Speaker 1>But I have a very strong opinion that technology could

0:53:18.040 --> 0:53:20.000
<v Speaker 1>help my business, and I just don't know where to start.

0:53:21.160 --> 0:53:23.360
<v Speaker 1>I've got He had talked to a bunch of consultants.

0:53:23.800 --> 0:53:25.960
<v Speaker 1>He had lots and lots of ideas, and.

0:53:25.960 --> 0:53:28.720
<v Speaker 3>There were hundreds of these Mayavis stores right.

0:53:28.600 --> 0:53:31.680
<v Speaker 1>On thousands, thousands. There were a thousand Mayvis stores when

0:53:31.680 --> 0:53:36.680
<v Speaker 1>we first started chatting three years ago. So it's a

0:53:36.719 --> 0:53:40.200
<v Speaker 1>you know, it's a good size, it's a good size business,

0:53:41.320 --> 0:53:44.719
<v Speaker 1>very well run, nice growth, profitable. So it wasn't not

0:53:44.760 --> 0:53:48.800
<v Speaker 1>a business that's broken, but a business where the management

0:53:48.800 --> 0:53:55.000
<v Speaker 1>team had a felt need around the opportunity to make

0:53:55.000 --> 0:53:58.319
<v Speaker 1>it better and and and really steal a march on

0:53:58.400 --> 0:54:01.480
<v Speaker 1>their competitors. And so what we did is sit down

0:54:01.480 --> 0:54:03.839
<v Speaker 1>with them and say, look, here are six different use

0:54:03.880 --> 0:54:07.360
<v Speaker 1>cases that you know you might want to think about.

0:54:07.800 --> 0:54:12.360
<v Speaker 1>Here's a way around you know, digital marketing. Here's a

0:54:12.400 --> 0:54:17.279
<v Speaker 1>better customer experience. Here's what you can do around inventory management.

0:54:17.800 --> 0:54:26.480
<v Speaker 1>Here's labor productivity and capacity utilization planning, here's dynamic pricing.

0:54:26.760 --> 0:54:30.160
<v Speaker 1>And we went through an entire kind of you know,

0:54:30.360 --> 0:54:35.239
<v Speaker 1>brainstorming session around that produced a whole plan. So you know,

0:54:35.360 --> 0:54:38.480
<v Speaker 1>usually when you do a new investment, you'll do an underwriting,

0:54:39.160 --> 0:54:41.520
<v Speaker 1>and we do a normal financial underwrite, and like everyone else,

0:54:41.600 --> 0:54:45.240
<v Speaker 1>what's different is we also do in addition a separate

0:54:45.680 --> 0:54:49.680
<v Speaker 1>digital underwriting where we talk with the management team to create,

0:54:49.800 --> 0:54:54.719
<v Speaker 1>you know, a technology roadmap for the enterprise that integrates

0:54:54.719 --> 0:54:58.600
<v Speaker 1>with their business model and extends it to create performance improvements.

0:54:59.400 --> 0:55:01.560
<v Speaker 1>And what we did with them sat down. We got

0:55:02.280 --> 0:55:06.479
<v Speaker 1>better digital marketing so that the search engines optimized for

0:55:06.880 --> 0:55:09.120
<v Speaker 1>if you're calling and writing in I've got I got

0:55:09.160 --> 0:55:12.120
<v Speaker 1>a flat tire and I'm in Poughkeepsie, then here's where

0:55:12.160 --> 0:55:18.080
<v Speaker 1>you go. Improve the customer experience so you know, you

0:55:18.120 --> 0:55:21.680
<v Speaker 1>know when to bring your car in, limit weight times,

0:55:22.200 --> 0:55:26.680
<v Speaker 1>Accurate estimates of how long it is going to take,

0:55:27.160 --> 0:55:31.080
<v Speaker 1>what it's going to cost, what your options are. Dramatically

0:55:31.080 --> 0:55:37.960
<v Speaker 1>improved kind of labor utilization in the shops, capacity utilization,

0:55:39.800 --> 0:55:43.839
<v Speaker 1>got the pricing right so that we manage margins and

0:55:43.960 --> 0:55:49.680
<v Speaker 1>customer expectations appropriately. All of that, some of it we

0:55:49.719 --> 0:55:51.800
<v Speaker 1>could we could get done in two days or two weeks,

0:55:51.920 --> 0:55:54.080
<v Speaker 1>but some of those things has taken us two years

0:55:54.840 --> 0:55:58.759
<v Speaker 1>to put up. The end result, though, is that the

0:55:58.800 --> 0:56:03.320
<v Speaker 1>business is now more than twice as big huh, roughly

0:56:03.360 --> 0:56:09.760
<v Speaker 1>twice as profitable. And that's not all due to the digital,

0:56:10.080 --> 0:56:13.880
<v Speaker 1>but the digital is very fundamentally enabling of that growth

0:56:13.880 --> 0:56:15.799
<v Speaker 1>as you might imagine if you're opening new stores, it's

0:56:15.840 --> 0:56:17.520
<v Speaker 1>a lot easier to do if you do the same

0:56:17.520 --> 0:56:18.560
<v Speaker 1>thing in every single store.

0:56:18.880 --> 0:56:22.680
<v Speaker 3>So let's do it. Talk about another portfolio company, Pollywood

0:56:23.120 --> 0:56:27.840
<v Speaker 3>I Density Palathene outdoor furniture. How can technology improve that?

0:56:30.040 --> 0:56:34.400
<v Speaker 1>You know, it's an interesting business. It's a specialty manufacturing

0:56:34.480 --> 0:56:42.040
<v Speaker 1>company that builds kind of very high quality. It feels

0:56:42.080 --> 0:56:49.760
<v Speaker 1>like wood outdoor furniture, very durable, colorful, but doesn't chip,

0:56:50.280 --> 0:56:52.520
<v Speaker 1>doesn't fade, doesn't need to be painted, doesn't need to

0:56:52.520 --> 0:56:54.439
<v Speaker 1>be painted, you have to take it in during the winter,

0:56:54.719 --> 0:56:56.560
<v Speaker 1>any of those things. So that's sort of the fundamental

0:56:56.640 --> 0:57:01.040
<v Speaker 1>value proposition of the thing. But here's the difference, which

0:57:01.120 --> 0:57:05.080
<v Speaker 1>is that we said, look, you guys are manufacturing guys

0:57:05.280 --> 0:57:07.880
<v Speaker 1>people who built it, and they're really good at that

0:57:07.920 --> 0:57:12.279
<v Speaker 1>because they use recycled plastics, so it's incredibly sustainable. You know,

0:57:12.280 --> 0:57:14.080
<v Speaker 1>they drill the holes, they do the trimming, they just

0:57:14.120 --> 0:57:16.160
<v Speaker 1>take the plastic waste put it back on the top.

0:57:16.240 --> 0:57:21.800
<v Speaker 1>So it's a zero waste, highly sustainable, fantastic story. During COVID,

0:57:22.320 --> 0:57:26.440
<v Speaker 1>they grew their online business a lot. They're not marketing people, right,

0:57:26.760 --> 0:57:31.640
<v Speaker 1>so we're able to show them how to significantly improve

0:57:31.920 --> 0:57:37.440
<v Speaker 1>yield on their online the e commerce side of the

0:57:37.440 --> 0:57:40.520
<v Speaker 1>business we're to and we're able to do that, by

0:57:40.520 --> 0:57:44.680
<v Speaker 1>the way, very quickly, almost instantly around that, able to

0:57:45.160 --> 0:57:49.520
<v Speaker 1>see how to get to new adjacent market areas based

0:57:49.520 --> 0:57:52.840
<v Speaker 1>on finding more people like the ones who are you

0:57:52.880 --> 0:57:54.440
<v Speaker 1>know already buying.

0:57:54.560 --> 0:57:56.600
<v Speaker 3>Once you identify a customer you want to be able

0:57:56.600 --> 0:57:57.520
<v Speaker 3>to identify.

0:57:57.120 --> 0:57:59.720
<v Speaker 1>Once you identify them electronically, then it's a lot easier

0:57:59.720 --> 0:58:03.600
<v Speaker 1>to find that electronic signature similar people and go look

0:58:03.680 --> 0:58:07.960
<v Speaker 1>for it online rather than waiting for people to find you.

0:58:08.640 --> 0:58:11.680
<v Speaker 1>The other thing that we're doing there is that we

0:58:11.800 --> 0:58:17.520
<v Speaker 1>have highly automated manufacturing and so that we can we

0:58:17.560 --> 0:58:22.520
<v Speaker 1>can take the manufacturing and instead of manufacturing twenty or

0:58:22.520 --> 0:58:25.600
<v Speaker 1>two hundred chairs, putting them in a warehouse, sending them

0:58:25.640 --> 0:58:28.960
<v Speaker 1>to a distribution center a store, and hoping somebody buys them,

0:58:29.280 --> 0:58:32.959
<v Speaker 1>we can instead take an order, build the chair, send

0:58:32.960 --> 0:58:37.040
<v Speaker 1>it to them. So it's not just just in time,

0:58:37.280 --> 0:58:41.760
<v Speaker 1>but it's real time. That creates pulls, so that dramatic

0:58:41.840 --> 0:58:45.280
<v Speaker 1>improvements and efficiency, but it also makes it hard easier

0:58:45.280 --> 0:58:48.880
<v Speaker 1>to do custom things. Improves turnaround time, you get your

0:58:48.880 --> 0:58:51.320
<v Speaker 1>furniture much faster. Those would be good examples.

0:58:51.400 --> 0:58:54.439
<v Speaker 3>Huh, really interesting. I only have you for a few

0:58:54.440 --> 0:58:57.120
<v Speaker 3>more minutes, so before I get to my favorite questions,

0:58:57.480 --> 0:58:59.640
<v Speaker 3>let me just ask you one last question. We talked

0:58:59.640 --> 0:59:04.200
<v Speaker 3>about the Real Family Foundation and institute. Briefly, tell us

0:59:04.200 --> 0:59:06.520
<v Speaker 3>a little bit about what you focus on with the

0:59:06.560 --> 0:59:07.720
<v Speaker 3>Real Family Foundation.

0:59:09.400 --> 0:59:14.720
<v Speaker 1>What we like to do is find social entrepreneurs, folks

0:59:14.800 --> 0:59:24.720
<v Speaker 1>who are looking to make scale impact in education, particularly

0:59:24.800 --> 0:59:31.640
<v Speaker 1>educational access, conservation, you know, kind of environmental things, biomedical research,

0:59:32.080 --> 0:59:35.600
<v Speaker 1>and then a particular focus of mind is around helping

0:59:36.520 --> 0:59:38.680
<v Speaker 1>support veterans in their families.

0:59:38.880 --> 0:59:41.880
<v Speaker 3>Really really good stuff. All right, So this will be

0:59:41.960 --> 0:59:44.600
<v Speaker 3>our speed round. I have about four minutes five minutes

0:59:44.960 --> 0:59:47.880
<v Speaker 3>to get through five questions. Let's just do this quickly.

0:59:48.920 --> 0:59:51.240
<v Speaker 3>What's keeping you entertained these days? What are you watching

0:59:51.480 --> 0:59:52.240
<v Speaker 3>or listening to?

0:59:54.200 --> 0:59:57.600
<v Speaker 1>Right now? My wife and I are watching The Lioness

0:59:57.640 --> 0:59:58.520
<v Speaker 1>and The Diplomat.

1:00:00.160 --> 1:00:03.560
<v Speaker 3>We're about halfway through The Diplomat, so no spoilers. Season

1:00:03.600 --> 1:00:04.480
<v Speaker 3>two good.

1:00:05.160 --> 1:00:11.200
<v Speaker 1>We loved The Crown, and I am waiting anxiously for

1:00:11.320 --> 1:00:16.600
<v Speaker 1>season two of wolf Hall. The Henry the Eighth and

1:00:16.680 --> 1:00:22.560
<v Speaker 1>Thomas Cromwell story. In podcast land, my current favorite is

1:00:22.680 --> 1:00:25.640
<v Speaker 1>Fall of Civilizations by Paul Cooper.

1:00:26.160 --> 1:00:29.680
<v Speaker 3>Interesting. Tell us about your mentors who helped to shape

1:00:29.720 --> 1:00:30.280
<v Speaker 3>your career.

1:00:31.600 --> 1:00:34.040
<v Speaker 1>You know, I've had a couple. I've been very fortunate.

1:00:34.920 --> 1:00:36.760
<v Speaker 1>Early guy was a guy named Chuck Glover is a

1:00:36.800 --> 1:00:41.560
<v Speaker 1>newspaper guy who ended up running Cox Enterprises, the media

1:00:41.680 --> 1:00:47.840
<v Speaker 1>company he funded my Cox funded my first company. He

1:00:48.040 --> 1:00:53.080
<v Speaker 1>was a newspaper guy, and the key lesson from him was, look,

1:00:53.120 --> 1:00:55.680
<v Speaker 1>I had to put out a product every day, and

1:00:55.760 --> 1:00:59.520
<v Speaker 1>so just getting in the habit of putting one foot

1:00:59.520 --> 1:01:02.000
<v Speaker 1>in front of the other, making a little bit of

1:01:02.040 --> 1:01:06.640
<v Speaker 1>progress every day and just keep going was really valuable.

1:01:06.640 --> 1:01:09.440
<v Speaker 1>The other guy who was great for me was doctor

1:01:09.520 --> 1:01:14.360
<v Speaker 1>Frank King. What I learned from Frank he was the

1:01:14.400 --> 1:01:17.160
<v Speaker 1>head of engineering at Lotus and it had a similar

1:01:17.240 --> 1:01:20.520
<v Speaker 1>job at IBM before that. What I learned from him

1:01:20.720 --> 1:01:22.960
<v Speaker 1>was that the people were more important than the.

1:01:22.880 --> 1:01:30.480
<v Speaker 2>Products, and that building your organization primacy of people and

1:01:30.560 --> 1:01:35.640
<v Speaker 2>particularly always being recruit you know, always recruiting, being kind

1:01:35.680 --> 1:01:39.520
<v Speaker 2>of on the pro all the time was super valuable.

1:01:39.680 --> 1:01:41.760
<v Speaker 3>Let's talk about books. What are some of your favorites

1:01:41.760 --> 1:01:42.680
<v Speaker 3>and what are you reading? Carl.

1:01:44.240 --> 1:01:49.720
<v Speaker 1>I'm a Mark Halpern fan. I loved Paris in the

1:01:49.760 --> 1:01:55.920
<v Speaker 1>present tense. I like Don Winslow. City on Fire is

1:01:55.960 --> 1:01:58.960
<v Speaker 1>one of my favorite books, first in a trilogy with

1:01:59.400 --> 1:02:03.400
<v Speaker 1>City of Design, City of City in Ruins. I like

1:02:03.480 --> 1:02:10.200
<v Speaker 1>Anything by Dennis Lahane, Anything by Elizabeth Strout, and I'm

1:02:10.280 --> 1:02:16.000
<v Speaker 1>currently just finished The Magician by Edmundavaal Just Reading The

1:02:16.080 --> 1:02:20.200
<v Speaker 1>Hair with amberis also by Edmund de vaud Interesting.

1:02:20.880 --> 1:02:23.680
<v Speaker 3>Our final two questions what sort of advice would you

1:02:23.680 --> 1:02:26.640
<v Speaker 3>give a recent college grad interested in a career in

1:02:26.760 --> 1:02:29.480
<v Speaker 3>either private equity or technology.

1:02:30.960 --> 1:02:32.440
<v Speaker 1>You know, I always tell them the same thing. I

1:02:32.480 --> 1:02:37.200
<v Speaker 1>always tell them to do something else first. And I

1:02:37.240 --> 1:02:41.680
<v Speaker 1>say that because I'm a great believer in domain expertise,

1:02:43.280 --> 1:02:46.800
<v Speaker 1>and so I usually counsel younger folks coming out of

1:02:46.840 --> 1:02:52.040
<v Speaker 1>school to go learn an industry and or learn a craft.

1:02:52.120 --> 1:02:54.600
<v Speaker 1>Learn a skill, you know, be good at marketing, be

1:02:54.680 --> 1:02:58.959
<v Speaker 1>good at sales, you know, be good at finance. Pick

1:02:59.120 --> 1:03:02.040
<v Speaker 1>something where you're really good at it, because it gives

1:03:02.080 --> 1:03:07.040
<v Speaker 1>you a cachet and a standing that you don't otherwise have.

1:03:07.280 --> 1:03:10.120
<v Speaker 3>H And our final question, what do you know about

1:03:10.160 --> 1:03:13.040
<v Speaker 3>the world of private equity investing today that might have

1:03:13.120 --> 1:03:15.880
<v Speaker 3>been helpful back in nineteen ninety nine when you were

1:03:15.880 --> 1:03:17.280
<v Speaker 3>first standing up Silver.

1:03:17.160 --> 1:03:23.720
<v Speaker 1>Lake I wish I knew how important it was to

1:03:23.800 --> 1:03:24.480
<v Speaker 1>be first.

1:03:25.240 --> 1:03:28.000
<v Speaker 3>Really, huh, that was interesting.

1:03:28.080 --> 1:03:34.840
<v Speaker 1>I think as an operating person, I probably intuited it

1:03:35.040 --> 1:03:38.040
<v Speaker 1>and understood it because I kind of saw it around me.

1:03:38.560 --> 1:03:41.560
<v Speaker 1>The advantages that a crew to a you know, a

1:03:41.600 --> 1:03:45.200
<v Speaker 1>category leader, you just don't need to be as good,

1:03:45.640 --> 1:03:50.280
<v Speaker 1>you know, think about think about Elon Musk. You know,

1:03:50.440 --> 1:03:54.760
<v Speaker 1>his first electric car was a bundle of borrowed parts

1:03:54.760 --> 1:03:59.640
<v Speaker 1>and components. It barely worked, It was hugely expensive.

1:04:00.120 --> 1:04:03.080
<v Speaker 3>Literally a lotus alon with laptop batteries.

1:04:02.800 --> 1:04:06.000
<v Speaker 1>With laptop batteries in it, wired together with you know,

1:04:06.040 --> 1:04:10.520
<v Speaker 1>with soldering wire, cost of fortune, incredibly uncomfortable to drive,

1:04:10.680 --> 1:04:12.560
<v Speaker 1>totally unreliable.

1:04:13.080 --> 1:04:14.120
<v Speaker 3>Got to start somewhere.

1:04:14.400 --> 1:04:17.200
<v Speaker 1>But he was able to do that for years and

1:04:17.320 --> 1:04:21.640
<v Speaker 1>years and years and learn and learn and develop, you know,

1:04:21.760 --> 1:04:25.800
<v Speaker 1>and expertise and some skills. Same thing's true for if

1:04:25.800 --> 1:04:28.480
<v Speaker 1>you think about it, Jeff Bezos right, selling books that

1:04:28.520 --> 1:04:33.120
<v Speaker 1>no one wanted, losing money hand over fist for a decade,

1:04:34.080 --> 1:04:40.640
<v Speaker 1>but building infrastructure, building experience, learning lessons, you know, creating

1:04:40.680 --> 1:04:44.520
<v Speaker 1>a team that became the basis for you know, both

1:04:44.560 --> 1:04:47.320
<v Speaker 1>of those things didn't work until they did, and boy,

1:04:47.320 --> 1:04:48.680
<v Speaker 1>when they worked, They really worked great.

1:04:48.760 --> 1:04:52.120
<v Speaker 3>They really were. Thank you, David for being so generous

1:04:52.160 --> 1:04:55.320
<v Speaker 3>with your time. We have been speaking with David Route.

1:04:55.640 --> 1:04:59.720
<v Speaker 3>He is the executive chairman of Baypine, a private equity

1:04:59.720 --> 1:05:04.720
<v Speaker 3>firm focused on digital transformation. If you enjoy this conversation,

1:05:04.880 --> 1:05:07.640
<v Speaker 3>well check out any of the five hundred plus discussions

1:05:07.640 --> 1:05:10.600
<v Speaker 3>we've had over the past ten years. You can find

1:05:10.600 --> 1:05:15.040
<v Speaker 3>those at iTunes, Spotify, YouTube, Bloomberg, wherever you find your

1:05:15.080 --> 1:05:19.760
<v Speaker 3>favorite podcasts, and check out my new podcast At the Money,

1:05:20.240 --> 1:05:26.080
<v Speaker 3>short discussions with experts on specific topics involving your money,

1:05:26.720 --> 1:05:30.160
<v Speaker 3>earning it, spending it, and most importantly, investing in it.

1:05:30.640 --> 1:05:34.040
<v Speaker 3>At the Money, wherever you find your favorite podcasts, and

1:05:34.200 --> 1:05:38.120
<v Speaker 3>in the Masters in Business feed I would be romiss

1:05:38.120 --> 1:05:39.720
<v Speaker 3>if I do not thank the crack team that helps

1:05:39.760 --> 1:05:43.520
<v Speaker 3>with these conversations together each week. Anna Luke is my producer,

1:05:43.800 --> 1:05:48.000
<v Speaker 3>Sean Russo is my researcher. Sage Bauman is the head

1:05:48.000 --> 1:05:51.680
<v Speaker 3>of podcasts here at Bloomberg. I'm Barry Retults. You've been

1:05:51.720 --> 1:06:01.160
<v Speaker 3>listening to Masters and Business on Bloomberg Radio