Alan Waxman

We love meeting CEOs and management teams.

particularly today where it was starting to happen back then.

There's a little bit of asset aggregation.

Now it's a completely different thing.

Our ethos and what we want to be, we're investors.

If you talk to our partners, the day we become not an investor-first firm, we're not here.

That's literally number one is every review process,

Every person we hire, it's designed around people that love to be investors.

So that multi-strategy, so this idea of the world's dynamic, it's always changing, laying that part out in terms of being a multi-strategy investing firm, migrating the best relative risk units and return units, thinking about that.

And then the last thing is that whole cross-platform collaboration at scale, because our business model doesn't work.

If we don't have that cross-platform collaboration at scale, because otherwise information and relationship get trapped in fiefdoms and silos.

Six years, we have 10 investment platforms all organically built.

All the people, the business leaders at each of our investment platforms, they all talk to each other all the time.

We're all trying to think about where's the best place to think about comparing risk units and return units, and obviously places where we can be value-added partners to CEOs and management teams.

Human beings' natural reaction when there's a problem, and you can see this in so many facets of life, the first thing is to run.

Particularly in our industry, I saw this happen in other groups at Goldman.

I've seen this happen in different companies, and I have friends that have told me stories.

All of a sudden, there's a problem or there's a bad investment, and all of a sudden, everyone starts to try to distance themselves from that and try to point the finger at someone so it's not them.

Or some people freeze.

They start to get hyperactive and they start to make rash decisions.