David Weisburd

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So Larry, you've had a storied career, to say the least.

You were a CIO at McKenna, $25 billion asset manager.

You're also a CIO at University of Virginia and Georgetown, where you were the first CIO, really built that endowment strategy from scratch.

Let's start there.

Tell me about your experience at Georgetown.

What do those legendary CIOs tell you in terms of advice on how to build an endowment?

I often think about this rootedness in terms of investing.

A lot of people invested in Bitcoin at $50 and then when it went up to $100, they sold because they didn't have a fundamental thesis on how big Bitcoin could be and what was really driving that.

They were more speculators than investors.

Similarly here, you chose to have a rooted thesis with the stakeholders.

Why was that so important and what were the downstream consequences of that?

Last time we chatted, you said that you were very focused on making sure that the programs that you built were sustainable.

What did you mean by that?

So you're CIO of Georgetown during the global financial crisis in 2008.

Take us into that room with the investment committee.

What were those discussions like?