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12 results for “elite performance”
...performance, you can start to identify where in the process that came from. First of all, have you generated enough alpha to justify taking illiquidity from the client? A lot of firms, the answer is no, especially Netafee and Carey. But for those whe
18:31 / 19:48
from transcript18:31 – 19:48
Do you pay full or high prices but create massive change within the organization while you own it? We can measure those things, and that gives you clues as to where the skill within the organization is different from the competitive landscape. And yo
19:25 / 20:38
from transcript19:25 – 20:38
they they always get there. But people succeed in our organizations if three things are true. Number one, they have the mental firepower of the job. If they don't, shame on me for hiring you. Number two, they have the work ethic to the job. If they d
41:15 / 42:19
from transcript41:15 – 42:19
where in the process that came from. First of all, have you generated enough alpha to justify taking illiquidity from the client? A lot of firms, the answer is no, especially Netafee and Carey. But for those where it is significantly positive, where
19:31 / 20:32
from transcript19:31 – 20:32
to sort of help create and commercialize alpha diagnostics for GPs. Right? What are you actually really, really good at? And we have pioneered the development of a very similar alpha diagnostic tool to help sports owners understand where excellence,
14:15 / 15:15
from transcript14:15 – 15:15
fire people or that sort of stuff. No. That's not how we think about it. I'd be private equity in the following way. We're a huge flashlight. You walk into a room that may be dark. I'm shining the light everywhere, in the corners, in the crevices. An
32:55 / 34:03
from transcript32:55 – 34:03
And you know I'm not a huge sports fan, but the Arctos brand started in sports. And I've learned there's actually tons of similarities between the sports industry and the asset management industry. The higher the skill level in a competitive game, th
20:16 / 21:16
from transcript20:16 – 21:16
you need to be specialized enough that you're an alpha generator that people feel like they have to have Because you know how to do things that other people don't know how to do as well as you, and you can repeatedly do them and you've proven it. And
56:56 / 58:06
from transcript56:56 – 58:06
and they compete for deals. Those are the three things. And the time has come for every GP to boldly state its ambition and then to create real plans to achieve a strategy that allows access successfully to all three of those things, the best talent,
12:39 / 13:50
from transcript12:39 – 13:50
...information, I always start with the first column being the 20 return, and then the fifteen, and then the ten, and then the five, and then the three, and then the one. And I have a big line across the top where the first column, it says less noise. A
25:25 / 26:41
from transcript25:25 – 26:41
...a performance over the long period that outperforms everyone else unless you're willing to embrace an uncomfortably idiosyncratic portfolio. And part of that has to be a willingness to look
25:30 / 26:35
from transcript25:30 – 26:35
...driven by performance. That might be performance fees. It might be their own money. It might just be their own ego. And, actually, I think the last, just having the personality where success matters to them, is a key a key characteristic. And you ten
45:47 / 46:47
from transcript45:47 – 46:47
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