Henry Ellenbogen
speaker
1,069 appearances
1 recordings
1 series
first heard Dec 2025
last heard 16 Dec
Henry Ellenbogen’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Dec 2025 with 1.
Appearances
are amazing but the ones where you're really sharp on human capital you're really sharp on what talent really means not the sticker of talent you're really sharp on your operating excellence the culture of it the constant improvement of it the system behind it like kazan and then you allocate capital
against your businesses to really hold them accountable.
I think it's amazing.
In our portfolio, even though if I were to walk you through the businesses that First Service is in, which Jay Hennick's chairman of, and what Collier's had is where he's CEO of, he's the largest shareholder of both, none of them actually have these super sharp competitive advantage.
But yet, if you really have studied Jay and you truly understand
his human capital culture and how he basically attracts and hold people accountable and his ability to basically decentralize incentives.
So people are aligned in businesses, everything from residential management of condos to roofing.
and restoration, and then how they allocate capital, how they sell things that don't have a path to be great, and how they buy businesses, but they do it in a way where it actually aligns incentives and consummate with them.
It's just super impressive.
The other thing is if we're going to invest in small companies, those companies, by the time they form them, tend to be pretty large.
We have to be pretty sharp at really understanding other competitive advantages.
We're a writing culture because at the end of the day, human beings are innately human.
When we are involved in something, it's very hard to have that executive distance that you need to do to really hold yourself accountable to what you thought.
And actually hold the companies accountable to what you would like them to do.
Especially since we really do know the people we invest in.
And we invest in really high quality, interesting people.
And we're deeply rooting for everyone to succeed.
Unlike a venture capital firm or private investing firm, we have to be able to understand when things aren't working out.
so we can sell them.
But just as importantly, if we're gonna go invest in something that has real risk, like Duolingo, we have to understand when things like Duolingo are really inflecting, and maybe we see it and other people don't do, so we can go buy more of it.
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