Narayan Chowdhury

And then that opportunity meets.

the people who flame out or the people that we tend to not or lose, lose track of are,

they often presented a very transactional, they had the reverse appreciation saying, we had a good conversation, it didn't work now, but I'm also opting in to be tracked, to stay in touch and to collaborate on what's may not seem like an immediately fruitful idea now.

So they tend to also, if you get what I'm saying, kind of opt into the long road.

And so if I think about, you know, Franklin Park's broad universe of friends of the firm, they also kind of have that, hey, it may not work out now, but I'm going to call you when our company has a fundraising need.

And I trust you to help me think about, even if it's not for my immediate benefit or your immediate benefit,

Somebody who's thinking about blood brain barrier technology solutions and, okay, well, I happen to know somebody, so let's get them on the phone and talk about it.

And these sorts of not immediately obvious transactional sorts of things, there is a kind of a mutual opt-in to that style.

So I think there is something to the style begetting success, I think.

Which is interesting, right?

Because, gosh, we're going to circle back to the sort of the regime question.

When you look back to people who came into the industry, again, I'm hitting with a very broad brush here, but in that 1920, 21, and perhaps we're back into it, but the period when...

capital deployers really scaled like crazy in terms of their AUM and the velocity of how many deals they were doing.

And they re-engineered their orgs to be high velocity.

Like, hey, we can't be diligencing this opportunity for a month.

That's now a competitive disadvantage, perhaps.

And so we're going to reorient our firm to be hypervelocity.

You reorient to...

get money out the door.

And then the people who come in, of course, they love this because it's just option value, right?