Alan Waxman

to another group or some relationship doesn't do that in an unfettered way.

It's so counterculture to like high relationships or not call people back or not help people, even though it's a deal not related to your particular sector.

I'm trying to make that very counterculture.

If I see people acting with

ego or something, I'll pull them aside and I'll be like, that's not how we do it here.

And I'm maniacal about that because it's not just culture and abstract.

It's how we actually execute our business model and deliver great outcomes for LPs.

And then the last thing I try to do is what I call toggle like a hawk.

So

I got the right people in the right seats.

They bought into the culture.

They're good investors.

They're good managers and leaders.

They know what we're doing.

They know what we're trying to solve.

They're willing to work with other groups.

We have really good reporting.

So that's one thing I learned at Goldman.

Communication and not fancy reporting.

So I always know what's going on.