Josh Parker

speaker

413 appearances 1 recordings 1 series first heard Jun 2026 last heard 29 Jun

Josh Parker’s voice in public audio — every appearance, attributed to the second.

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Recordings per month over the last 12 months — 1 in all, peaking in Jun 2026 with 1.

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Making Billions: The Private Equity Podcast for Fund Managers, Alternative Asset Managers, and Venture Capital Investors · 3 Principles Used to Raise $500M in 2 Years · 29 Jun 2026 podcast

So, you know, just, well, this is the way we've always done it, or we did it on the last one.

Uh, but we always really try to get to like, what are, what are we trying to accomplish together?

And let's, let's build a structure, uh, that, that achieves that.

That's true of both, you know, at the, at the capital formation level, but it's also true at the deal level when we, when it comes to, you know, partnering and structuring deals and, and, uh, all the way down to, uh, to leases.

You know, I think if every, um,

investor relationship and deal structure is going to be unique to the circumstances at the time.

And again, that could have to do with macro things like where we are in the cycle, or it could have to do with, you know, the maturity of the business or the type of investor.

You know, some investors want control, but they don't really have the

The capacity to execute it.

And so you have to come up with something that uses your capacity to to deliver the oversight in a way that that allows them to have the governance control, but feel like they're in control because you are giving them information transparently and regularly.

And they feel like they've got a hand on the steering wheel, you know, structure wise.

for any type of partnership really needs to follow the thesis and the investment opportunity.

So you can't go in, you know, committed to a structure first.

You really need to be able to explain and defend why the investment thesis and the investment opportunity needs a certain structure to be formed around it.

And, you know,

For us, forming a joint venture in the deal that we did with Legal & General allowed us to be much more opportunistic than, say, a fund model.

Because traditionally, in a fund model, you're going to have a mandate that you agree to and a time period in which you're going to deploy capital and then a time period in which you're going to return capital.

And when you're trying to scale up a platform, particularly in a new thesis,

that can be overly restrictive.

While discretionary fund capital sounds nice, like now you're on the hook, right?

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