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11 results for “executive networks”
...my executive coach. So I've worked with her for ten years. I find that incredibly helpful and then peers that who are also that I can talk to. But that was number one. And then the other thing is I took too long on talent. And I think I heard it from
45:01 / 46:07
from transcript45:01 – 46:07
“VC relationships are beautifully complex - you're everything and nothing at once”
There's so much meaning in those relationships. They're so they're so beautiful and complex because you play, you know, the relationship, it you're not you're not their boss. You're not their direct r
23:50 / 24:32
personal lesson23:50 – 24:32
...networks is important over time. And then over time on an investment team, how do you go about your regular evaluation of talent on its reviews and then changes whether promotions from the junior level or that mid level and mid level to senior? Every
14:11 / 15:20
from transcript14:11 – 15:20
“How top VCs architect their firms to evaluate AI deals in minutes”
...networks in these talent pockets. And basically, like, how do we, you know, how do we build, you know, architect a firm, even the folks we hire, the the way we spend our time, such that when we see a
2:23 / 2:47
tactical advice2:23 – 2:47
“This AI connector optimizes for goodwill instead of traditional metrics”
...do private networks? So, like, we've had 230 odd guests on rider unicorns. Could we create a private network
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framework19:49 – 20:26
And so we began to do and we hired a team to do it, some direct private equity investing in both corporate stuff and then also with a different team in real assets, oil and gas and real estate. And that now comprises a reasonably meaningful part of o
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from transcript24:01 – 25:02
that really would be competitive with people who'd been around for a long time. And so what did the structure of that team look like? It's interesting because the philosophy of how to structure these teams has evolved over the years. And now there's
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from transcript21:46 – 22:49
which has a top down hierarchy, where you have one person sitting at the top and then a few people below them and so on and so them so on and the authority cascades down. And I think that structure is just too inflexible and too slow to make decision
1:13:27 / 1:14:39
from transcript1:13:27 – 1:14:39
who want to go and join one of these platforms that we talked about. So it's almost like we're able to skip a step and look at emerging managers that have prescreened themselves to be entrepreneurial business builders, people who care a little bit mo
1:09:02 / 1:10:04
from transcript1:09:02 – 1:10:04
Capital Allocators is brought to you by AlphaSense. Expert calls have always been one of the most powerful ways to build conviction. But today, investors are asked to cover more companies and move faster with leaner teams. With AlphaSense's AI led ex
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from transcript0:02 – 1:03
compliance team is. So we're always trying to add value to those individual managers. But in the case of a lot of the private equity, private debt managers, especially if they're fund two or three, we're allocating so much capital to them that we can
31:29 / 32:32
from transcript31:29 – 32:32
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