John Zito

And we've surrounded ourselves with those people.

We do that with our people, but that just emanates the whole place.

I think part of it, you always have to bifurcate seat versus person.

Part of it, I was like, Mark drove a theme, credit became powered by an internal pool of capital.

Our team's an incredible job of navigating, creating new asset classes, being innovative.

But listen, when you have tailwinds like that and you're one of the leaders of those business and help architect that business, that obviously helps.

But we have an incredible team, incredible people.

but also the leadership across the board.

They've always let, if we have an idea, they've let us run with it.

In 2018, 19, we did a billionaire deal, direct lending deal when no one was doing multi-billion dollar deals.

And we did it with not a very big direct business.

When we wanted to go to the Middle East and partner with Moobadala to raise a $12 billion balance sheet, no one had raised a large cap direct lending.

This is 2019.

No one had thought of

really raising a balance sheet to commit to distribute and hold and have our own balance sheet that would effectively 50-50 with Mubadala.

No one thought about those things.

Creating asset-backed businesses, our platform business, all of these things into products.

If it was a good idea, pure meritocracy and pure just engagement with the entrepreneurial spirit, despite us getting bigger, we haven't lost that.

And that starts with Mark and goes down to Zelter and Climate and just an acceptance across the board.

And the team has just been...