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17 results for “patent strategy”
...strategy for alternative investment firms, buyout firms, I talk about three things. You have to have a plan for sources of capital. You and I talked a little bit about private wealth as a piece of that. You have to have a plan for finding the right i
11:19 / 12:21
from transcript11:19 – 12:21
and there are firms that are generalists that have, reasonably strong sector teams within tech. And so it's been crucial for us to just locate our swim lane where we have an edge over the competition. I think the first is in category leading business
8:13 / 9:20
from transcript8:13 – 9:20
...strategy has to be, like, logical and coherent or the company kinda collapses in a chaos. And so, like, companies, like, need to answer these questions, and if they get the answers wrong, they're really in trouble. Venture, we have our issues in vent
57:00 / 58:17
from transcript57:00 – 58:17
or does this thing need more time? Mhmm. That's a really good way to think about it. Yeah. I mean, it really is. Now there are a lot of technology investors, obviously, in The United States. Do what did Premier do to differentiate itself in technolog
7:30 / 8:41
from transcript7:30 – 8:41
Anytime, but as early as possible. So one of the things you won't be surprised by this, we're pretty obsessed with our entire portfolio, so we have an ongoing sort of entire portfolio going on in the background. Two years in, when we reviewed it, the
36:00 / 36:59
from transcript36:00 – 36:59
...strategy for alternative investment firms, buyout firms, I talk about three things. You have to have a plan for sources of capital. You and I talked a little bit about private wealth as a piece of that. You have to have a plan for finding the right i
10:30 / 11:34
from transcript10:30 – 11:34
...strategy. We have ways of doing things that generate alpha that are different than competitors can replicate, and we have real moats around how that works so we can defend those positions over time. Or it's a scale based argument. Scale can help solv
17:19 / 18:27
from transcript17:19 – 18:27
in a way that's going to leave me behind if I don't have the skills and the capabilities to evolve my existing product in a direction that's attractive? The second question is more of an offensive one. Should I be getting in on this too? Lots of new
3:00 / 4:02
from transcript3:00 – 4:02
If I'm investing in software and there are 50 different subsectors in software and I invest in eight of them, I wanna know what properties that are in my check size range in those eight sectors might come to market over the course of the next three t
17:52 / 19:04
from transcript17:52 – 19:04
keep building. In some ways, we now have enough bricks of systems that combining them is very powerful. I've mentioned BlueR AI and our analysts. It's effectively four bricks that we've been building over the years that we've rolled up into a product
40:28 / 41:30
from transcript40:28 – 41:30
...multistage strategy. Mhmm. If you look at our top 10 capital gains in our history, and this is, like, dollars of capital gains, not Right.
4:30 / 5:30
from transcript4:30 – 5:30
...a strategy that allows access successfully to all three of those things, the best talent, the deal opportunities that are most appropriate for that GP, and the capital to fuel both of them. Now the reason why this is important is because generating a
12:39 / 13:50
from transcript12:39 – 13:50
confidential information memorandums or SIMS come in the door every single year. And then a firm would typically sort through them, figure out which ones they're most interested in. And through pipeline management, they would winnow down that to the
16:31 / 17:47
from transcript16:31 – 17:47
...the strategy you guys have, which is place a lot of bets? You guys raised the the largest fund in history. Is that is that the way you win in this world? Yeah. So for I mean, for us, yeah, for for us, we have we obviously have a very, very deliberate
1:13:17 / 1:14:31
from transcript1:13:17 – 1:14:31
...and tactics at the companies. But as a firm, we need to be investing in our own growth and thinking strategically about how can we be successful? How do we invest in our culture? How do we invest in our own people? So when we're doing personality tes
50:55 / 52:04
from transcript50:55 – 52:04
Yeah. I mean, I think one place where we really benefit from the broader TPG system is in certain deal types like carve outs. This has been an area where TPG has been really distinguished over the last couple of decades executing extraordinary carve
1:34 / 2:34
from transcript1:34 – 2:34
So there's just very few innovations or products or activities that give you that sort of ROI, but software does it fairly consistently. And so you have the ability to deliver that. And then if you continue to innovate off of that, you can continue t
10:24 / 11:36
from transcript10:24 – 11:36
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