Mitchell Green

So then why have the criteria?

Because you need to set a framework for what to focus on and what not to focus on.

How do you train these young people to be able to get all this information to know whether or not it's an eight point score or whatever out of an entrepreneur?

What is the art of...

getting someone on the phone and then actually getting them to tell you the information that you need.

It is incredible what people will tell you on the phone.

If you think about this machine, so we've got this very unique LP base.

We do 9,000 calls, five to seven investments per year.

We just raised our seventh fund.

It was three and a half billion.

Okay, so three and a half billion dollar fund, two to two and a half percent net MOICs to your investors.

So that's the machine.

Where do you feel the most tempted to go tinker on the machine for the next decade?

How do you hope the machine...

If you think about all the investments you've made the last five years or something, how often are you personally excited about the company and its product?

How often do you control the business?

We are in a control position about a third of the time.

When that's the case, how different is that?

That's what's really important.

I want to go back to the culture thing, the lead-edge culture, I mean.