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13 results for “dealership partnerships”
you wanna build a partner program with pensions. That's great. What's your definition of partnership? Well, to the GP, it's often, well, we don't have to fundraise for very long. It happens in two months instead of two years. That's not what the LP i
45:41 / 46:47
from transcript45:41 – 46:47
And I think that there was a cadre of folks in the direct lending space who were like, we're the dominant market player, and we disrupted it. When you went out to tell that story in the early years, what are the most important ways that you found jus
21:47 / 22:50
from transcript21:47 – 22:50
“Dealerships now refer customers to us, which is crazy”
...and dealerships even now refer customers to us, which is crazy. And yeah. So, like, all your standard kind of brand building, TV,
20:25 / 20:45
market insight20:25 – 20:45
...partnerships lead to purchases. Partnerships lead to purchases. Great companies are bought, not sold. If you go and you say, I wanna go meet everybody, do m and a, you know, the chance of getting bought are 5% or less. If you're, I don't know, Whole
38:56 / 40:01
from transcript38:56 – 40:01
about who you're partnering with in the big picture. That's, I think, strategically. But I'm gonna get one level down more tactically. I think I made sure I see you on our last phone call. We have a system at ShoreComet. We call our green, yellow, re
44:04 / 45:28
from transcript44:04 – 45:28
as the advisor business, which still gives you skin in the game. And that can be exciting to someone who still wants to work in the business and still wants to bet on themselves. Because we may agree to buy another 10 or 20% down the road. Also quite
21:42 / 22:46
from transcript21:42 – 22:46
But if it's codified in the contract, it almost goes outside the partnership. What I'm talking about true partnership is what happens outside the contract. And you're not interpreting every gray area for yourself. You start interpreting gray areas fo
46:28 / 47:35
from transcript46:28 – 47:35
We were able to do that through the form of giving strategic capital to them, being seed investors in these strategies. And we attracted a cadre of blue ribbon investors, universities, family offices, big pensions. So we add another component to part
22:32 / 23:40
from transcript22:32 – 23:40
...partnerships that I saw tended to take one or two forms. Either two stock pickers like us who maybe didn't always see eye to eye investments or the kind that maybe lasted a little bit longer but ultimately broke up also, which was the business guy an
9:45 / 10:55
from transcript9:45 – 10:55
That's what the limited partners see as partnership, that you have engaged with them beyond what you're being paid to do and that you're driving value beyond your four performance, that is the test. And it's hard to do. You know, it it's sort of a ch
15:32 / 16:47
from transcript15:32 – 16:47
Like, where do I want to make bets is kind of what they're thinking in terms of the total portfolio approach. I often tell asset managers, GPs, that the true test of a successful partnership with a limited partner is that you can point to a part of t
14:55 / 16:09
from transcript14:55 – 16:09
...partnerships with people who have not worked out. That's definitely happened. But on the negotiating side, to me, it's being very thoughtful about who you're partnering with in the big picture. That's, I think, strategically. But I'm gonna get one le
43:00 / 44:37
from transcript43:00 – 44:37
What did you come to learn were ways that you as an LP could be a great partner to your GPs? We're all biased by our own experiences. Being a GP was helpful. It could be as simple as it's a GP who you really like, you wanna be supportive. Looking at
21:43 / 22:46
from transcript21:43 – 22:46
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