Jeff Horing

And I think what we found was a lot of misses that way.

It could be just a partner's predilection to doing a certain type of deal.

And so this other kind of deal, it's just as good, but it's technically...

in one partner's bucket doesn't get acted on.

We try to create a little bit more openness to what those lanes look like.

But the partners at the senior level know if somebody finds a cyber deal, there's a few of us that do a lot of cyber, please share it with one of us.

What's the point of getting educated?

And we're all comp the same.

This is one for all, all for one to make the firm successful.

And we try to direct the deals to where they're both going to get one and the

At this age, the money is not the driver.

The golden carrot is so big, whether it's at our firm or somewhere else, of being a successful investor.

Everyone has a slightly different take on this, but by and large, the real motivation is they want to be successful and win and have a good deal.

You don't want to be pushing a partner to do a bad deal and have to put that on your resume for the rest of your life just because you got a couple thousand dollars of deal bonus for the 23-year-olds that are making the calls.

First of all, we have now about eight teams, which are basically IC members who've been with me, most cases, 20 plus years, six of us together for at least 25 years, a few 10 years.

And that's kind of the pods that we would say, these are the senior people.

Within that, there might be some other investor MDs, some principals and VPs.

And so it bubbles up, starts with maybe a VP or senior associate working with that analyst that sourced the deal and then recognizing all the key signals to what might be an exciting company.

It's not tricky as you might think, and maybe the early stuff is, but most of what we do is pretty clear when something looks interesting.

And then it just keeps bubbling up.