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13 results for “retail partnerships”
...market a true institutional quality product. And I'm not saying the others aren't, but we just decided to do ours a little different. And so we find a loan. There's no cherry picking. We find a loan. It gets allocated to our institutional fund and ou
23:57 / 25:09
from transcript23:57 – 25:09
Why that set of relationships matters is today, we're able to work with a given middle market private equity sponsor and say to them, we can invest directly in your fund. We can co invest with your portfolio companies across your funds. We can provid
33:40 / 34:46
from transcript33:40 – 34:46
...today simply because we think there are better alternatives elsewhere. The idea that we don't need physical retail in America or that multiples for these assets need to compress meaningfully. A lot have closed. Nothing was developed. The combination
41:57 / 43:01
from transcript41:57 – 43:01
...retail, the ability to accommodate institutional as well to SPV SPV or direct, the ability to do secondary trading, the ability to tokenize and put, a whether it's a small business or a, you know, a certain crypto project, on a revenue sharing basis
9:38 / 10:58
from transcript9:38 – 10:58
“When your brand partnership explodes past expectations, should you spin it off?”
...new retailers, when it grows beyond its original scope, how do you decide whether to keep that combined brand name or evolve it into a standalone identity? And are there benefits to maintaining
12:13 / 12:55
tactical advice12:13 – 12:55
...retail today for good reason. There were a lot of products out there and partnerships that were adding fees on fees. Once you get through all the layers of fees and loads that are involved in these offerings, what's left for the individual investor?
27:00 / 28:01
from transcript27:00 – 28:01
“How to break into major retailers like Whole Foods and Target”
...ready for larger retailers like Whole Foods and Target. I've applied to their regional supplier programs, and did not have any luck in the in the past few years. So I'm looking for new tools, strategi
23:39 / 24:14
tactical advice23:39 – 24:14
six offices around the world, I think 75 investments out of four funds, and they couldn't support it anymore. They didn't, for their own reasons, want to just let it spin out. They wanted it to find a home, and they called, and we worked out a deal.
48:45 / 49:45
from transcript48:45 – 49:45
Shared services, sponsorship, analytics, know your customer, all of these areas that touch the venue, touch the ticketing, the revenue side, we can be involved if the owner wants our help. And so what we do with each of our owners when our partnershi
48:35 / 49:50
from transcript48:35 – 49:50
their counterparties as LPs and long term partners. And so those are the folks that we work with. We're trying to work with the very best independent sponsors, and they see us as someone that they wanna have a multi decade relationship with and treat
30:45 / 31:47
from transcript30:45 – 31:47
We've also built a proprietary compliance system that's very much like a MMPI compliance system to detect and quarantine any sensitive competitive information about players that we might accidentally be exposed to. Where we can have some value add is
47:55 / 49:13
from transcript47:55 – 49:13
...these partnerships with some very large GPs that they realize that in many cases, we're making more money on the recapitalization after we've sold them half of it than we made on the first part. So they're realizing that we understand and we buy into
35:55 / 37:09
from transcript35:55 – 37:09
Investment firms are replacing a patchwork of isolated and data order management systems, accounting systems, reporting add ons, and client tools with this fundamentally new operating model, automating complex workflows, scaling personalized client e
32:58 / 34:05
from transcript32:58 – 34:05
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