David Haber

I think it's a very natural segue into culture here at Apollo.

How do you view Apollo's culture?

You know, I know playing to win is kind of one of the core ethoses.

And how do you sort of maintain that entrepreneurial culture, which you've described throughout this conversation, you know, as the firm kind of continues to scale?

Some actually descend into chaos.

I saw your graphic of putting a blockbuster and, you know, like Mason.

Look, those are the obvious ones.

Totally.

No, and as I was reading the document, I saw a lot of similarities between our two firms.

We kind of approach the world from very different places, but I think it's one of the reasons why I've always admired Apollo.

It's just sort of this notion of building a firm more than running a fund, sort of a contrast that I draw often as well.

Totally.

I guess maybe you've answered this, but if you look out 25 years from now, you're going to be doing this, and maybe I'll say 40 years from now, because you're going to be doing this for a long time.

What's the part of kind of Apollo's culture that needs to survive you?

What is the core piece of the business that you want to kind of remain the same?

It's an absolute pleasure.

What does it take to lead through a crisis?

Most organizations are built for normal conditions, but the real test comes when uncertainty is highest, when information is incomplete, and when decisions have to be made quickly without knowing how things will play out.

In those moments, success isn't about predicting the future.

It's about preparation, judgment, and the ability to act while others hesitate.