David Weisburd

from the Canadian style to the largest pension fund in the United States, how were you able to get an organization to change that was just so vastly large like CalPERS and double-click on exactly how you went about implementing it?

And the traditional approach versus the TPA approach, the traditional approach is very much focused on buckets.

This is how much is private equity.

This is how much is venture.

This is how much is credit.

And the total portfolio approach, everything is competing against each other.

And what that practically means is that teams are essentially competing for the same allocation.

So how did you create the culture in such a way to make it collaborative, given that it's essentially encourages this kind of competition?

It feels to me that culture is downstream of other things like incentive, hiring.

What were those upstream things that changed the culture for calipers?

One of the hardest things of investing is seeing what's shifting before everyone else does.

For decades, only the largest hedge funds could afford extensive channel research programs to spot inflection points before earnings and to stay ahead of consensus.

Meanwhile, smaller funds have been forced to cobble together ad hoc channel intelligence or rely on stale reports from sell-side shops.

But channel checks are no longer a luxury.

They're becoming table stakes for the industry.

The challenges has always been scale, speed and consistency.

That's where AlphaSense comes in.

AlphaSense is redefining channel research.

Instead of static point-in-time reports, AlphaSense channel checks delivers a continuously refreshed view of demand, pricing, and competitive dynamics powered by interviews with real operators, suppliers, distributors, and channel partners across the value chain.

Thousands of consistent channel conversations every month deliver clean, comparable signals, helping investors spot inflection points weeks before they show up in earnings or consensus estimates.