Searching...
13 results for “team structure”
...making structure. It will depend on how you want to reward people. I think what is more important is what you're saying consistent with what you're doing. So if you're saying to people, everyone here has an opportunity to make x,
23:12 / 24:23
from transcript23:12 – 24:23
...the team as well? Yeah. So at the senior level, we've divvied up the asset categories so that there's someone who feels ownership. That helps avoid cracks that stuff may fall through. Yet, everything's a gang tackle. And I'll explain that in a second
54:02 / 55:04
from transcript54:02 – 55:04
...a legal structure that has allowed the Canadian model to exist because it's quasi private. So the boards of directors of these public entities can set comp in such a way that they can recruit and retain very high quality people. And the reason they d
13:30 / 14:31
from transcript13:30 – 14:31
So you have the ability to and also the I don't know. I found there's just a higher level of transparency often on the private side where managers can really, really dive in and tell you exactly how they were adding value at companies. You can talk t
30:00 / 31:10
from transcript30:00 – 31:10
from norms, things like that, so that they can then allow the staff to get on with investing. You mentioned that governance has been a big driver, a big constraint. Maybe it will, maybe it won't remain that way. What are your thoughts on the future?
15:01 / 16:04
from transcript15:01 – 16:04
...resource the team to go and live up to the expectations. So you're aligning your governance budget, which is the skills, capacity, and time of the board to meet the private equity
13:20 / 14:34
from transcript13:20 – 14:34
of you as the CEO and CIO with a group of trustees where he wants you to have delegated authority, but there are, in theory, still some guardrails that the trustees have to monitor you within? No question. And it's very explicit in the declaration of
27:00 / 28:03
from transcript27:00 – 28:03
...that team structured for the strategy itself? Has that team work together through a cycle? If not, why do we think that's okay? And finally, how is that team incentivized? There's also a lot of similarities across how we think about business structur
35:55 / 37:23
from transcript35:55 – 37:23
...making structure. When you look at KKR, there's two people. When you look at Carlyle, there's three people. When you look at some of the great firms that have done really well in our industry, it is not one person
16:30 / 17:34
from transcript16:30 – 17:34
...one team, one dream gang tackle, you know, to process information efficiently. It's not everything we're doing is all the time, everyone involved. So you have to create a deal team. Yeah. And that gets constructed. There's certain tendencies of peopl
55:32 / 56:41
from transcript55:32 – 56:41
“Stop making teams beg other departments for help”
...team. They should have a product ops person on the team so that they can figure out their ops, their design, their marketing
32:30 / 32:59
tactical advice32:30 – 32:59
...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 a debate within the profession between, again, oddly enough, the generalist versus the specialist model. And g
21:46 / 22:49
from transcript21:46 – 22:49
...is that team structured for the strategy itself? Has that team work together through a cycle? If not, why do we think that's okay? And finally, how is that team incentivized? There's also a lot of similarities across how we think about business struc
35:08 / 36:20
from transcript35:08 – 36:20
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.