Lloyd Blankfein

Totally.

And I'm curious, you know, now there's an entire generation of leaders at the firm that didn't know Goldman, you know, pre-IPO.

Right, but they know the culture of Goldman Sachs, which has its roots everywhere.

and is committed to the principles that were evolved from the partnership.

So they may not know it's a partnership, but they know how we work.

Yeah.

I mean, maybe you could describe kind of like what were those principles kind of pre-IPO, and people really credit you also for kind of carrying that culture forward, right?

Ashok said this as well, which is like, we don't have a partnership, but it still feels like a partnership.

It's a partnership.

So let me just say the difference is because people are on alert and, you know...

in a partnership.

Now, we're a big firm.

You're dealing with small firms who want to become big firms, and some of them have become big firms.

But there's a really big difference between a partnership culture and a corporate culture, sometimes by necessity.

And it was really to go public

And I'll tell you, we can go into that direction, but we had to go public.

But one of the big impediments to going public was the fear that we'd lose our partnership culture.

Now, what do I mean by partnership culture?

Partners own the firm.

The employees there, especially the senior people, are your co-owners of the partnership.