Caryn Seidman-Becker

And they started to do broadband.

So I understood the power of subscription-based businesses.

Also did bankruptcy when I was doing risk arbitrage.

So love a turnaround.

I like to say happiness is a low bar and there's not a lot lower than bankruptcy.

And then you get into the 2000s with after the dot-com bust and the turnarounds that we saw in products that become platforms and incredible companies like Apple and Amazon and Priceline that were built.

I had all that experience, which meant I believed.

I saw the art of the possible.

I'd also seen giant failures like Tyco and Enron and WorldCom.

So the thing that everyone thought was going to be great and wasn't.

Ultimately had invested in Loral, which got sold to Lockheed Martin, which turned into L3, which was a management buyout of Lockheed.

It stood for Lonzo, LaPenta, and Lehman.

We invested in that.

Biometrics were there.

LaPenta left and started L1.

And he was rolling up the biometrics industry and we helped fund that.

Just a big believer in biometrics on top of everything else.

It was used in the early 2000s in Brazil for voting, for Asia, for financial services.

So the consumerization of biometrics was happening outside the U.S., whereas I had only seen it in the defense area in the U.S.

I believed in the consumerization of biometrics.