Rick Kes

Yeah, I think to your point, Scott, it just goes to show that you pull one lever, one thing happens that you might see immediately, but other impacts happen kind of ancillary to that lever. And so I think nothing happens in a vacuum in reality in the global economy that we live in.

And I think to your point, you would like to think perhaps you could say that there's a push for every pull or a pull for every push, but- there could be multiples of that in any direction.

And I think to your point, you would like to think perhaps you could say that there's a push for every pull or a pull for every push, but- there could be multiples of that in any direction.

And so you don't really know, you know, the ultimate impact to global GDP or the U S GDP of any certain thing, whether it's tariffs or inflation or jobs reports or anything like that, until you get the chance to look back and kind of study it. And unfortunately, most of us can't wait for the data to kind of realize itself to the point where we can make those perfect, you know,

And so you don't really know, you know, the ultimate impact to global GDP or the U S GDP of any certain thing, whether it's tariffs or inflation or jobs reports or anything like that, until you get the chance to look back and kind of study it. And unfortunately, most of us can't wait for the data to kind of realize itself to the point where we can make those perfect, you know,

assumptions and ideas and react in the way that we would if we had all the information available we have to kind of react in the real time and and make decisions and and move forward and put like you said put money to work i mean there's you know again and there continues to be a lot of money on the sideline and a lot of opportunity for activity and i think some of us are just thinking at some point

assumptions and ideas and react in the way that we would if we had all the information available we have to kind of react in the real time and and make decisions and and move forward and put like you said put money to work i mean there's you know again and there continues to be a lot of money on the sideline and a lot of opportunity for activity and i think some of us are just thinking at some point

we're just going to have to move forward because if we're just going to wait for interest rates to go down or wait for this or that to happen, we may be waiting for longer than we really have afforded to us.

we're just going to have to move forward because if we're just going to wait for interest rates to go down or wait for this or that to happen, we may be waiting for longer than we really have afforded to us.

Thank you, Scott.

Thank you, Scott.

Yeah. I mean, you know, I think, um, What we see with our clients is a lot of just, you know, every story is different. Every client, every situation is different. You know, some of our clients that, you know, have, you know, businesses that are really well ran, have a good track record, executive talent on their team.

Yeah. I mean, you know, I think, um, What we see with our clients is a lot of just, you know, every story is different. Every client, every situation is different. You know, some of our clients that, you know, have, you know, businesses that are really well ran, have a good track record, executive talent on their team.

you know, have a really strong business model, maybe have some ability to show how they differentiate using technology or, you know, something else in that respect. You know, those businesses seem to, you know, move along and exit just fine.

you know, have a really strong business model, maybe have some ability to show how they differentiate using technology or, you know, something else in that respect. You know, those businesses seem to, you know, move along and exit just fine.

I think the organizations that we see that have a higher level of struggle or maybe those that, you know, are maybe a little laggard in their technology advancements, you know, somewhat, you know, kind of, more traditional in their business models and not maybe advancing things and pushing the needle, so to speak, and kind of being a leader in the industry.

I think the organizations that we see that have a higher level of struggle or maybe those that, you know, are maybe a little laggard in their technology advancements, you know, somewhat, you know, kind of, more traditional in their business models and not maybe advancing things and pushing the needle, so to speak, and kind of being a leader in the industry.

And then I think those are the organizations that perhaps four or five years ago when there was a pretty big boom in the economy for deal exits or deal transaction activity, those businesses were trading at multiples that I think are going to be hard to achieve in the current environment. So, you know, maybe their expectations are a little higher than they could or should be otherwise. So I think

And then I think those are the organizations that perhaps four or five years ago when there was a pretty big boom in the economy for deal exits or deal transaction activity, those businesses were trading at multiples that I think are going to be hard to achieve in the current environment. So, you know, maybe their expectations are a little higher than they could or should be otherwise. So I think

you know it's a it's again you know i think it really comes down to each individual business and transaction kind of stands on its own in some respects and and if you kind of boil them all together you know the ones that are really well ran and have you know really you know easy to sell ideas and concepts and technology i think those are the businesses that seem to move along