David George

And I came from a place with a really strong culture at GA, but I joined a place that is full of optimism.

And I think you need that in growth investing.

Like that is the number one ingredient is you've got to be optimistic.

You've got to be able to see what can go right.

But I also got a chance to hire the team.

I got to set the strategy, set the investment process.

take what I felt were some of the learnings that I had, which were great, and bring those things with me and leave some things behind.

So for example, one of the things that we set up at the outset was a bit of a different investment decision-making process than a traditional growth equity investment firm.

So most growth equity investment firms have an investment committee.

It's central.

You go, you present, you battle to get the votes and then they disappear and then the smoke comes out.

And here's the decision.

And what we decided to do at the firm in the growth fund was do it totally differently.

So we were going to actually make the decision process just like our venture process, which is single trigger puller.

And the expectation I have set with our team and that Mark and Ben have conveyed, and I think we do a pretty good job of is you got to be intellectually honest.

You've got to be transparent.

And we openly expect disagreement.

But once you disagree, you disagree and then you commit.

I think by doing it this way, you encourage people to fully explore the risks of investing and fully explore the rewards.

You're never in this temptation to sell or to politic for a vote or try to influence someone's decision for the wrong reasons.