Nicole

Let's pick our spots.

Let's lean in on those partnerships.

Let's make sure we make it seamless that we can be seen as a good partner.

When they call us on a co-investment, let's not be in a position where we're not able to give a quick no.

Those are as important as delivering yeses.

And let's make sure that our team is consistently learning how to do the act of underwriting co-investments.

Let's learn.

Let's do that better and better.

Let's better ourselves so that we can be better partners.

And so.

I think some of the key hires we made during that time to come in and really reposition the private markets program, specifically focusing more on the co-investing side of that for that part of the business were really instrumental.

And I think now, you know, I still stay focused.

You know, I stay in touch with the news that comes out on their program.

It's all public.

And I think we're starting to see the fruits of that labor.

I think their private markets program from a return on risk and from a total cost perspective seems to be doing, you know, extremely well.

And so, you know, excited to see that.

The other exams I would give would be just more, what were some of the programs that people could really get excited about?

Again, going back to culture, like feeling like everyone was rallying around a few initiatives.

At the time, maybe not popular now, but at the time, really articulating well