Josh Kushner

And I always knew that I wanted to be a present father and to build a life with Carly. But when it actually happens, it's just so magical. It puts so much into perspective.

And I always knew that I wanted to be a present father and to build a life with Carly. But when it actually happens, it's just so magical. It puts so much into perspective.

I think being a parent in some respects helps you truly understand what's important. But being a parent also at the same time is the first time where you both give and feel unconditional love. There's this incredible feeling that you have when you're a parent. to your children that you're just so excited to give. You're just so excited to be there for them.

I think being a parent in some respects helps you truly understand what's important. But being a parent also at the same time is the first time where you both give and feel unconditional love. There's this incredible feeling that you have when you're a parent. to your children that you're just so excited to give. You're just so excited to be there for them.

And also, I think the most incredible thing about being a father for me has been seeing Carly as a mother. The most beautiful thing about being a parent has been seeing her in that way. And I think in many respects, it's made me fall even more in love with her.

And also, I think the most incredible thing about being a father for me has been seeing Carly as a mother. The most beautiful thing about being a parent has been seeing her in that way. And I think in many respects, it's made me fall even more in love with her.

10, 11 years into the firm, I think we've truly developed a deeper understanding of who we are and what we do. And we've spoken about a lot of that at length today in terms of us being deeply concentrated and people and ideas and extremely long-term in our thinking and focusing on exceptional people and exceptional businesses that can compound for a period of time.

10, 11 years into the firm, I think we've truly developed a deeper understanding of who we are and what we do. And we've spoken about a lot of that at length today in terms of us being deeply concentrated and people and ideas and extremely long-term in our thinking and focusing on exceptional people and exceptional businesses that can compound for a period of time.

But I think one of the other core insights that I've had is the power of balancing patience and impatience. I'm deeply inspired by all that Berkshire Hathaway has been able to build over the many decades that it's been operating. And there's this constant articulation of the fact that there's very few decisions that are actually important.

But I think one of the other core insights that I've had is the power of balancing patience and impatience. I'm deeply inspired by all that Berkshire Hathaway has been able to build over the many decades that it's been operating. And there's this constant articulation of the fact that there's very few decisions that are actually important.

But my view is the only way to actually be in a position in which you can make those very few decisions is to be extremely anxious. about the fact that you are not seeing everything. So we are incredibly impatient as an organization in terms of trying to understand everything that we possibly can around every theme, every sector, every company we possibly can.

But my view is the only way to actually be in a position in which you can make those very few decisions is to be extremely anxious. about the fact that you are not seeing everything. So we are incredibly impatient as an organization in terms of trying to understand everything that we possibly can around every theme, every sector, every company we possibly can.

But we're extremely patient around what we ultimately decide to do. And balancing those two is really difficult. It's an incredible context switch, no differently than me walking out of a board meeting of a company that I started myself towards going into a board meeting of a company that I was just lucky enough to invest in.

But we're extremely patient around what we ultimately decide to do. And balancing those two is really difficult. It's an incredible context switch, no differently than me walking out of a board meeting of a company that I started myself towards going into a board meeting of a company that I was just lucky enough to invest in.

But I think the balance between those two is the thing that has enabled us to get to where we are today.

But I think the balance between those two is the thing that has enabled us to get to where we are today.

Well, actually, it's pretty easy for us because we're equally as concentrated in people and ideas at the early stages as much as we are at the later stages. And that doesn't necessarily mean magnitude of capital. That means emotional commitment and concentration.

Well, actually, it's pretty easy for us because we're equally as concentrated in people and ideas at the early stages as much as we are at the later stages. And that doesn't necessarily mean magnitude of capital. That means emotional commitment and concentration.

We don't do a lot, but when we do it, we are deeply invested and deeply focused on making sure that we're the best possible partners to those that we work with. Our view is a lot of people have, and we understand and respect the strategy, they've taken a very indexed oriented approach to our industry. We don't believe in optionality.

We don't do a lot, but when we do it, we are deeply invested and deeply focused on making sure that we're the best possible partners to those that we work with. Our view is a lot of people have, and we understand and respect the strategy, they've taken a very indexed oriented approach to our industry. We don't believe in optionality.