Jeff Horing

People, especially in bigger organizations, I hope they make mistakes.

My biggest frustration with one of my partners who left was the things he didn't do.

Why don't we do that deal?

We always had five reasons not to do it.

He was very conservative and to the point where we missed a bunch of really good things.

You need the balance.

I've got a lot of partners who are holding people back from the cliff.

It's a good yin yang of some folks that are going to make you feel really scared to stick your neck out.

But then hopefully, especially my senior partners, knowing I've got their back always.

I'm never going to get upset with somebody if they took a calculated risk that didn't go well.

I remember like a bunch of years ago, even before the chat GPT aha moment, and I'm not the technology wizard in the firm by any stretch, but we were already doing vision deals and I could see language was next.

I was like, imagine if you can automate vision and language in the workforce.

There's a lot of jobs where that's pretty much what you do.

I started talking about it at some of the LP meetings and then we were doing the vision stuff, which was not in any way exploding like a language has exploded.

Not sure why, like never got the buzz.

I don't know, but vision just for whatever reason was good, but not compelling.

And you could look at MRI companies and

10 years later, they're 80 million.

That's like the biggest one, maybe.

What happened to that?