Lloyd Blankfein

And when I got to a great institution and,

that I could do well.

And I just hugged it because I just really, for the first time I felt really grounded and had a great platform and was part of a great team.

Whereas before that I was just felt more of an outsider.

Now I could tell you the culture of Goldman Sachs is very strong.

And I think by the way, one of the great achievements of Goldman Sachs has been maintaining that culture that I started with when the firm was a partnership and you started with as well.

and kept that partnership ownership culture this more than a quarter of a century after the farm has gone public.

And that is a great kind of achievement and it has consequence.

Now, what's the culture?

It really is a partnership, an ownership culture.

It's like the people you work with are your, and technically they were, that's what a partnership is.

You're not just looking, the senior partner is not just looking at his subordinates.

He's looking at the ownership of the company.

And as owners, they feel entitled to information, to know what's going on in the whole firm, not just their cylinder.

If you work at Amazon in the retail part of the firm, you're not really asking a lot of questions or getting a lot of information about AWS part of the firm, the cloud part of the firm.

But at Goldman, everyone felt they were tied.

The compensation was tied to how the firm as a whole functioned.

You got more information.

You had expectations that you'd be consulted on things.

If you're running, if you're the senior partner, you have to socialize the things you want to do and you get pushback.