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12 results for “scaling timing”
incentivizing them, properly describing their roles so that expectations are aligned and and performance is is rightly assessed? So, we work on that throughout the entire investment period. We also focus a lot on growth and on operations optimization
14:10 / 15:17
from transcript14:10 – 15:17
then we we start to introduce more and more elements and develop with management more and more elements of the strategic plan. And from our playbook, we have five parts that I'd be happy to outline because they're unique, but they also continue to bu
13:28 / 14:37
from transcript13:28 – 14:37
I think it's gonna impact all of us, and I think the change is gonna come much quicker than than most of us are probably anticipating. So, one, the managers that we work with when we're building a an SMA, we're sort of putting them in a standard oper
10:34 / 11:43
from transcript10:34 – 11:43
All else being equal, they've doubled the size of their management fee revenue, and their management fee profits may have even grown at more than two x because of the operating leverage in the business. So naturally, the same would be true. The S and
24:46 / 26:12
from transcript24:46 – 26:12
expand. I come in as an entry product and suddenly I'm using four or five. Does it really matter and can it not mislead you? Actually, the day to day metric and ratio we're really thinking out is CAC to payback period rather than CAC to LTV. We set d
35:56 / 37:43
from transcript35:56 – 37:43
in one quarter you build and optimize for x, in another quarter you need to rewrite the whole thing and like rebuild what you have built because it doesn't stick anymore. This is the mindset. You need to be ready and open for the changes all the time
44:14 / 45:21
from transcript44:14 – 45:21
What I try to do is not to tell them what growth is and how they should be operating, but basically solve their immediate challenges and help them to scale, help them to win. Do you think growth operates best as a separate function or as an integrate
39:40 / 40:49
from transcript39:40 – 40:49
It does change in value once a quarter, and so you have your valuation changes and it could go up or down. Right? Everything can go up and everything can go down. No exceptions. But the general movement of that asset value is going to be tied to two
24:06 / 25:08
from transcript24:06 – 25:08
In practice, teams tend not to deviate too far from benchmarks. There's a psychological element. Conceptually, if you were to speed up the SAA process, the review, to do it more continuously, it would look more like a total portfolio approach. If you
23:59 / 25:02
from transcript23:59 – 25:02
It's not just the new ones. Even the ones that are in the portfolio now continue to have to earn their place. In the strategic asset allocation model, that incremental investment is probably someone's assessment of better alpha. If it's a new manager
33:00 / 34:01
from transcript33:00 – 34:01
And the way we set it up is each different channel has a marketing lead, and they're thinking about this ratio. And if it's positive, that basically means they should be putting their foot on the gas as quickly as possible. You're exactly right, thou
36:29 / 37:45
from transcript36:29 – 37:45
you better build a culture, a team, a capability, but it starts with attracting, retaining the best talent and that is by sharing more than you probably need to. Have you joined in an asset size that feels like it's within that sweet spot for what yo
55:30 / 56:30
from transcript55:30 – 56:30
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