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15 results for “valuation discipline”
Concept10 mentions across episodes
valuation
Topic7 mentions across episodes
valuation
Concept4 mentions across episodes
Valuation discipline
...at a low valuation just to get the DPI up, that's a red flag, and everyone knows this. So we really try to drill down on how they're thinking about exits and whether that is aligned with our long term expectations around returns. You mentioned certai
51:47 / 52:49
from transcript51:47 – 52:49
but we just keep reinforcing the idea. Listen, you can't possibly target a performance over the long period that outperforms everyone else unless you're willing to embrace an uncomfortably idiosyncratic portfolio. And part of that has to be a willing
26:16 / 27:17
from transcript26:16 – 27:17
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
of the operating budget, and so you have to be able to control that to make sure that the CFO and the finance teams of these institutions can draw a stable amount of capital every year. And, it also has a behavioral element, which is how much can the
11:17 / 12:21
from transcript11:17 – 12:21
So really educating yourself about the tactics and the processes that these LPs go through to make a decision and how they make decisions is pretty important to the GP. Did you share some examples of different criteria that these types of organizatio
11:08 / 12:16
from transcript11:08 – 12:16
We always, of course, address the short term performance, but we just keep reinforcing the idea. Listen, you can't possibly target a performance over the long period that outperforms everyone else unless you're willing to embrace an uncomfortably idi
26:13 / 27:21
from transcript26:13 – 27:21
...a low valuation just to get the DPI up, that's a red flag, and everyone knows this. So we really try to drill down on how they're thinking about exits and whether that is aligned with our long term expectations around returns. You mentioned certain q
51:47 / 52:54
from transcript51:47 – 52:54
100 of your performance in your asset allocation is a function of your organizational capabilities. You just can't set asset allocation in a vacuum. So if you want to go and do highly illiquid investing in private equity or venture capital, first thi
11:16 / 12:41
from transcript11:16 – 12:41
that there are guardrails put in place, sometimes you hear about total portfolio approach other than there's a reference portfolio that's got some simple stock bond risk appetite. It feels less guardrailed around what the expectation should be. How d
16:29 / 17:43
from transcript16:29 – 17:43
I'm lukewarm, but I'm gonna be deferential. Right. And, we look back at at one of our funds, and the common characteristic of some of our lackluster investments was when we had acquiescent or lukewarm IC members. And so we changed the rating system t
11:12 / 12:06
from transcript11:12 – 12:06
“Why quantitative skills won't help you at early stage VC firms”
good at. And it's probably either people, product, or markets. Like, figure out which of those things you're really good at evaluating, and then make sure you're at a firm where the thing that you're
8:30 / 9:00
tactical advice8:30 – 9:00
Do we empower people with strong delegation frameworks, or do we force them to come and present to the board? This is the role of governance that you astutely pointed out and ultimately there is a lot of best practice governance work that's been deve
13:20 / 14:34
from transcript13:20 – 14:34
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