David Weisburd

I just see it over and over.

There's just so many few really good investments.

And this is just a way for GPs to capitalize on those best investments with insider access, with an intimate understanding of the asset management team and all that.

So I love that.

What's the biggest mistake that you made and how has that evolved your strategy today?

Going back to the beginning, you said that you're a builder and your career is being an entrepreneur, creating financial products, creating funds in some of the world's leading institutions.

What have you learned about being an entrepreneur within the financial sector?

Reminds me of what my mentor, Eric Anderson told me.

He started a company called Atomab, it's a multi-billion dollar company and then took a bunch of companies public and now started Alloy.

And he talked about build the business that you wanna work in the rest of your life.

So a lot of people think about, they build this company as if it's a strategic MBA case study, not realizing that they're the main character there and that they're gonna have to be executing.

And the best way to make a business anti-fragile is to actually love doing it, love the people that you're in, the sector that you're in.

It's a very underestimated aspect of being an entrepreneur.

The second friend that I have that has started a franchise within TPG, what's quite impressive about TPG is that even though it's scaled massively, it's kept this entrepreneurial DNA.

Maybe you could distill that.

What makes TPG a place for finance entrepreneurs like yourself to come in and partner?

If you go back to 1993, when you were just starting in Solomon Brothers, what would one piece of advice you'd give a younger Michael that would have either accelerated your career or helped you avoid constant mistakes?

This bias for speed is so critical.

I've become completely converted to this church of quantity.

I believe quantity is upstream of quality.