Patrick O'Shaughnessy

You're teaching a seminar about or for young investors who are only allowed to go invest in non-U.S.,

companies, so everything but the U.S., what are the most important things for that crew to know about doing that well that's distinct from what it would take to do well in the U.S.?

Very good guy.

He's a great guy, very competent.

What have you learned about managing, help manage the career success of investors, which is a very distinctive job from a career ladder in a company or something.

Incentives matter a lot.

I'm sure I'm curious what you've learned about incentives.

What mistakes have you made?

You think about you being responsible for other investors and you wanting them to thrive.

What's the good, the bad, and the ugly that you've learned?

It's an apprenticeship business.

Talk me through how that meeting works.

So one person, like a sponsor is proposing a deal.

What's the IC rope on?

If I could somehow do that exercise with you where I could predict the sorts of questions that you tend to ask about companies, what are they?

Like, what are the big ones that you find yourself constantly asking sponsors who are promoting a deal?

Getting in the mind of the founder.

How do you assess, it seems like,

Well, first of all, incredibly important, like all the data.

We know how important the right tail is for investing outcomes.