Jeff Horing

So if you really think about what I do for a living, it's you got to win deals, you got to pick them and you got to make them work.

That's it.

On the picking, we're really good in that middle zone, especially some of my partners.

that can parse the numbers, look at the trends and figure out how to get that spreadsheet as accurate as possible.

At the edges, it inherently gets harder.

We have some disadvantages on early relative to California.

The whisper is so strong here, you got to lean in.

So there's that whisper deal flow and trends that we won't see.

Then on the buyout side, there's some equally great investors.

It's a game of combination of discipline, focus and operational execution.

And there's some great firms out there.

So I think

We do a very good job on that.

We're really, really good in our sweet spot.

We still could use our sourcing to our advantage on the early stuff, but we have to use the sourcing to get us that edge.

If you just lined us up against the best of the best and the value, those guys are awesome.

I'm not saying we're going to be able to connect the dots that they connect because they're just using different dots to make what I'd call intangibles work.

First and foremost, showing up hard, getting on planes, invited or uninvited, showing up to people's doors and asking them to have a conversation.

We started with, gee, we know software really well.

We can introduce you to five friends who could help you out, run your sales force, run your marketing organization to 130 people from super smart McKinsey folks that could do any analytical thinking that you might need to the best of the best sales process folks, to marketing process, to HR process.