Podcasts about moelis

Eric Cantor, Vice Chairman of Moelis & Co discusses Jamie Dimon's recent comments on the economy and the Trump Administration's direction going forward. He is joined by Bloomberg's Jonathan Ferro, Lisa Abramowicz and Annmarie Hordern.See omnystudio.com/listener for privacy information.

In his 35 years on Wall Street, Moelis' Global Co-Head of Capital Structure Advisory Bill Derrough hasn't seen a rescue-financing environment as robust as today, “where we [can] run so many parallel processes at the same time.” As one of the key bankers behind Hertz's successful bankruptcy auction and American Airlines' game-changing Chapter 11 exit merger, Bill shares with Bloomberg Intelligence's Noel Hebert and Phil Brendel some “war stories” and his insights on trends in liability-management exercises, the rise of cooperation agreements and developing creative restructuring solutions (6:00). Prior to that, Noel and Phil discuss the high yield market's historically-tight spreads and 4.5-year respite from a surge in distressed inventory. The podcast concludes with BI's Negisa Balluku joining Noel and Phil for a round-table discussion covering Serta Simmons' impact on equitable mootness, Hertz, Yellow Corp., Spirit Airlines, GOL Airlines and Franchise Group (1:30:00).

Moelis & Co Vice Chairman and Former House Majority Leader Eric Cantor discusses the government funding bill and Republican majority with Bloomberg's Jonathan Ferro, Lisa Abramowicz and Annmarie Hordern.See omnystudio.com/listener for privacy information.

In our latest episode, we dive into an insightful conversation with Eliot Freeston, Managing Director at Moelis & Company in New York. We explore recent trends shaping the hospitality and leisure sectors, examine the lasting impacts of COVID-19, and delve into Mr. Freeston's inspiring professional journey.Hosts: Émile Journet & Mathis Grandchamp

In der heutigen Folge von „Alles auf Aktien“ sprechen die Finanzjournalisten Laurin Meyer und Philipp Vetter über den Zins-Effekt der EZB an den Märkten, Renditen mit Romantik bei Netflix und den Flugtaxi-Fluch bei Lilium. Außerdem geht es um Nvidia, Micron, TSMC, Elevance Health, Centene, CVS Health, Morgan Stanley, Goldman Sachs, US Bancorp, Trump Media & Technology Group, Geo Group, CoreCivic, ExxonMobil, Chevron, Peabody Energy, Lazard, Moelis, Evercore, Bitcoin, Ethereum, Riot Platforms, Microstrategy, Coinbase, General Motors, Lithium Americas, Rio Tinto, Arcadium Lithium, Rock Tech, Vulcan Energy, Albemarle, Tesla, BYD, SPDR S&P U.S Energy Select Sector (WKN: A14QB0), Invesco Russell 2000 ETF (WKN: A0RGCT) und Global X Lithium & Battery Tech ETF (WKN: A2QPB3). Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter.[ Hier bei WELT.](https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html.) Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Lord Charles Allen, Baron Allen of Kensington, CBE, is Chair of Moelis & Co, Balfour Beatty Plc, Global Media & Entertainment Group, and The Invictus Games. Listen to his conversation with Nurole CEO Oliver Cummings to hear his thoughts on: As a CEO and NED, what have you learnt from your Chairs which you now replicate as a Chair? (2:26) What are the bad Chair examples you've learnt from? (5:39) What have been your most challenging experiences hiring and firing the CEO? (8:04) How do you evaluate incumbent CEOs? (10:07) What role do your NEDs play in the CEO evaluation? (12:10) What are the most effective ways of developing under-performing CEOs? (13:31) Have you ever considered stepping into the Exec Chair role? (17:29) As a Chair, are you still too slow to fire people? (20:19) What have you learned about assessing prospective CEOs? (21:28) What have been your biggest mistakes with CEO succession? (22:36) How do you do due diligence for prospective Chair roles? (24:32) How does your due diligence differ if your prospective Chief Exec is a charismatic Founder-CEO? (26:38) Is there a right time to become a Chair? (27:40)⚡The Lightning Round ⚡(28:37) And audience Q&A: first-time NEDs, challenging dynamics, different styles, ESG, regrets, skin in the game & compensation (34:08)Show notes and transcript available at https://www.nurole.com/news-and-guides

 In this episode, the partners discuss Craig and Ryans's recent study tour to NYC where they had the privilege of learning from some of the world's most successful investors such as Bobby Jain (Former CIO of Millenium), Ken Moelis (CEO of Moelis) and Sonny Kalsi (CEO of BGO) to name a few. The team also discusses how markets have performed over the past 6 months, their predictions for how the next 12 months will play out, interest rates, and the rise of private market democratisation.Disclaimer: The information in this podcast series is for general financial educational purposes only, should not be considered financial advice and is only intended for wholesale clients. That means the information does not consider your objectives, financial situation or needs. You should consider if the information is appropriate for you and your needs. You should always consult your trusted licensed professional adviser before making any investment decision.

Former House Majority Leader and Moelis & Co vice chair and managing director Eric Cantor speaks on how markets will eventually reject the incurrence of US government debt and offers his outlook on M&A, the government's stance on deal-making, and how Donald Trump has changed the nature of the Republican Party with Bloomberg's Jonathan Ferro and Lisa AbramowiczSee omnystudio.com/listener for privacy information.

-Eric Veiel, CIO & Head of Global Investments, T. Rowe Price-Michael Collins, Executive Portfolio Advisor, PGIM Fixed Income-Eric Cantor, Vice Chairman & Managing Director at Moelis & Company, Former House Majority LeaderEric Veiel, T. Rowe Price CIO & Head of Global Investments, says he's 'dramatically neutral' between stocks and bonds amid an uncertain path forward for the Fed. Michael Collins, PGIM Fixed Income Executive Portfolio Advisor, sees value in long-term treasury yields amid a robust economic backdrop in the US. Former House Majority Leader Eric Cantor, Vice Chairman & Managing Director at Moelis & Company, says the market will eventually reject the 'continued incurrence of debt', but the signs aren't there yet.See omnystudio.com/listener for privacy information.

(0:00) Intro(1:02) About the podcast sponsor: The American College of Governance Counsel.(1:49) Start of interview. (2:37) Katherine Henderson's "origin story."(5:05) Amy Simmerman's "origin story."(8:02) The origin and focus of their Delaware Corporate Law and Litigation Year in Review.(9:14) Caseload of Delaware Court of Chancery judges.(12:51) Cases involving director oversight duties ("Caremark duties"). Reference to the Blue Bell case (2019). "Mission critical risk areas." Reference to Section 220 Books and Records Demands.(19:56) Duty of Oversight Applies to Officers (McDonald's case). Dismissal of case against directors (McDonald's II).(23:13) Controlling Stockholders and conflicts of interest. (DE reconsiders scope of the MFW Doctrine in Match.com case)(24:57) Distinctions between public and private company litigation. Reference to the NEA vs Rich case.(30:36) On Delaware vs other states. Reference to the TripAdvisor case (Delaware company seeking to reincorporate in NV).(36:55)  Innovations in AI Governance. The example of Anthropic AI (use of PBCs and LTBT).(43:24) On shareholder activism and validity of stockholder agreement-based restrictions over corporate governance matters (Moelis case).(45:13) Securities claims on misleading risk disclosures.(46:55) What are the 1-3 books that have greatly influenced your life: Amy:Obedience to Authority by Stanley Milgram (1974)Steppenwolf by Herman Hesse (1927)Katherine:The Feminine Mystique by Betty Friedan (1963)(48:02) Who were their mentors, and what they learned from them.(49:00) Quotes they think of often or live their life by.(49:52) An unusual habit or an absurd thing that they love.(50:35)  The living person they most admire.__Katherine Henderson and Amy Simmerman are partners at the law firm Wilson Sonsini Goorich & Rosati.  You can follow Evan on social media at:Twitter: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__You can join as a Patron of the Boardroom Governance Podcast at:Patreon: patreon.com/BoardroomGovernancePod__Music/Soundtrack (found via Free Music Archive): Seeing The Future by Dexter Britain is licensed under a Attribution-Noncommercial-Share Alike 3.0 United States License

Michael Milken is a legendary financier and philanthropist. Mike is best known for his role in creating the high yield bond market in the 1970s and 1980s at Drexel Burnham Lambert, his guilty plea, and his remarkable philanthropic efforts over fifty years supporting medical research, education, and public health. Under Mike's leadership, upstart Drexel became the most successful securities firm on Wall Street, enabled capital to become available for the 99% of companies that could not previously access the public market, and turned into the greatest breeding ground for talent in the industry. Approximately seventy investment firms are headed by leaders who worked for Mike, including founders and leaders of Apollo, Ares, Blackstone, Canyon, Cerberus, Crescent, GoldenTree, Goldman Sachs, Jefferies, Leonard Green, and Moelis.   Our conversation begins with Mike's childhood and his early interest in democratizing access to capital. We discuss his career goals, the importance of capital structure, and his perspectives on markets today. We then turn to Mike's long history of philanthropic work to improve education and advance cancer research, as described in his book Faster Cures: Accelerating the Future of Health.   I should note that we do not discuss Mike's difficult years post-Drexel or his pardon in 2020. However, next week Mike's longtime personal attorney, Richard Sandler, will join me to discuss just that.   Learn More Follow Ted on Twitter at @tseides or LinkedIn Subscribe to the mailing list Access Transcript with Premium Membership

On this edition of Wall Street Week, Joshua Friedman, Canyon Partners Co-founder and Co-CEO tells us about opportunities in distressed investing. Alicia Levine, BNY Mellon Head of Investment Strategy  breaks down the AI-fueled rise in the technology sector. Paul Romer, Nobel Prize-winning economist draws the distinction between trade of goods versus ideas and Eric Cantor, Moelis & Company Vice Chairman and Former House Majority Leader tells us about the role of business in changing the direction of the Republican party. See omnystudio.com/listener for privacy information.

Nightcat is a fictional multimedia character created by comic book company Marvel Comics in partnership with record label LeFrak-Moelis Records (LMR). The character was a fictionalised version of LMR artist Jacqueline "Jackie" Tavares, who functioned as the model for the comic character. Jackie Tavares is a 19-year old growing up in Queens with her parents, dreaming of being a singer. Her father is an undercover police officer, and the stressful situation causes her mother to slip into fatal alcoholism. Her father enrols her in college, and forces her to swear to abandon the idea of becoming an entertainer. In order to pursue her desires to be a singer, she devises the persona of superheroine Nightcat for her on-stage performances. As Nightcat she wins a talent contest and a recording deal with LMR Records, but blunders into a drug deal at the studio, earning the enmity of major dealer Amanda Gideon - who her father is investigating. Gideon has Nightcat used as a guinea pig for a new designer drug. Instead of killing Jackie, the drug grants her cat-like powers. However, her father is killed during her escape and Jackie vows to use her powers to avenge him - also creating a custom car called the Cat-illac. She storms Gideon's headquarters and battles the ringleader on top of the skyscraper. Gideon is left dangling from Nightcat's hair, and when she tries to pull the hero over Jackie uses her claws to cut the lock, sending the villain to her death. After a successful concert she is met by a journalist, announcing that "the cat has just begin to prowl." Learn more about your ad choices. Visit megaphone.fm/adchoices

On this edition of Wall Street Week, Lori Calvasina, RBC Capital Head of US Equity Strategy and Scott Chronert, Citi US Equity Strategist tell us about the paradigm shift we can expect to see in a higher-rates environment. Afsaneh Beschloss, RockCreek Founder & CEO says new entrants to BRICS don't have much in common with one other, and Eric Cantor, Moelis & Company Vice Chairman tells us how higher interest rates affect dealmaking.See omnystudio.com/listener for privacy information.

In Episode 37 of Season 3, of Driven by Data: The Podcast, Kyle Winterbottom is joined by Lena Mass Cresnik, where they discuss how organisations can develop a Generative AI strategy, which includes;The 7 components of a Generative AI strategy Generative AI as human intelligence augmentationOrganisational ROI for using Generative AI toolsThe considerations of developing a Generative AI strategy and roadmapFinancial Services and Fintech Generative AI business use casesThe need for upskilling existing staff The role of organisational design and operating model in relation to Generative AIMeasuring the performance and impact of Generative AI models The level of expertise or skills required within the data team to successfully execute a generative AI strategyThe risks of Generative AIThe differences to consider across different sectors The increase in hyper-personalised content The role that Generative AI will have on the Data & Analytics job market Where Data Leaders should start

To celebrate pride month, Bill Derrough of Moelis, Carol Flaton, and Nick Kaluk of Debevoise, discuss how they navigate the workplace and client relationships as professionals that identify as LGBT with Reorg's Harvard Zhang. The speakers are members of workOUT, a group of lawyers, bankers, financial advisors and buysiders within the distressed debt and restructuring industry that get together regularly to network and develop professional relationships.

The automotive industry is currently experiencing a once-in-a-century transformation. With the advent of digitalization and connectivity, there is a massive opportunity for growth in the industry, which will be further fueled by artificial intelligence (AI) as it works with the data created by digitalization. The ability to upgrade vehicles' software will be a significant opportunity for manufacturers, as it will provide greater flexibility for consumers. In addition, the emergence of new modes of transportation, such as ride-hailing and micromobility, will offer more options for riders, ultimately changing the way we move for the better. Micromobility sector is going through a rough phase but regulatory push fosters the adoption of technology. Startups looking to capitalize on this transformation should focus on the end-use and end-users economics and utilization, rather than solely on their product.Sebastien Bihari is the General Partner of Vektor Partners. The fund has reached a first close of EUR 50 million and looking to raise EUR 125 million. The fund invests in early-stage startups in the mobility sector, focusing on software, AI /machine learning, and data-driven business models. Prior to launching the fund, he was the Managing Director, Head of Automotive Investment Banking EMEA with BNP Paribas, and Executive Director / SVP, M&A at Moelis & Company. He is a global citizen and lived and worked in many countries.

Ramy Ibrahim of Moelis & Company sits down with Ryan Knuppel to discuss the past, present, and future of Moelis & Company! He also gives us a sneak peek of the iGamingNEXT panel 'Public vs. Private', taking place on March 8th!

Yesterday was a special day as February 2nd marks the one-year anniversary of Veriten's launch. A year ago, we hosted our first COBT at the new company and were so honored to have Secretary James A Baker join us at The Ion for Veriten show number one. During that show, Secretary Baker discussed many things, including Ukraine, the National Debt, and why fossil fuels were important to the country's security and economic health. More than anything, Secretary Baker reminded us of the power America can harness when we collectively set our eyes on "making progress" rather than simply on "making noise." As we reflected on our first year, we were incredibly lucky to find a first anniversary guest who could help us view today's world from a truly commanding height. Jeff Tillery and I had the honor of visiting with Eric Cantor, former House Majority Leader and current Managing Director and Vice Chairman at Moelis & Company. Eric's extensive 30-year career in politics and business allowed for a robust discussion spanning public policy, economics, energy and other industries, the markets, and the globe at large. It was a fascinating and wide-ranging exchange. We kicked it off by hitting the top three issues on Eric's radar including monetary and fiscal policy, the social divide in the US, and the geopolitical strains stemming from the challenging US / China relationship. These three themes remained paramount in our discussion as we covered a broad range of topics including the IRA's and the CHIP Act's international impact, Eric's takeaways from Davos, his observations on the similarities and differences with the current and last national debt debate during his time in public office, and the ever-present partisan divide in the US. He also covered implications of the new interest rate regime, impressions of the energy policy debate, the 2024 Presidential race outlook, US relationships with Latin America and India, the importance of energy security, and more. We wrapped with Eric's vision and outlook for the next ten years. On one thing Eric was resoundingly clear, that the numerous problems the US faces are outweighed by his optimism for and confidence in America and the American system of governance. At Veriten, we are very excited about what all of you are helping us build. We are up to 15 people and have an advisory board that brings us to 20. Our mission remains the same - save the world by saving the conversation, and help all of us create a better framework for understanding what the energy world really looks like in ten years. The first year has been great fun and a great challenge... thank you for riding with us and supporting us along the way! It was our pleasure to host Eric and we can't thank him enough for his time. Thanks again for a wonderful year and we hope you enjoy the discussion! 

Stocks pulled back again Thursday, adding to steep losses from Wednesday's session. Strategist Warren Pies from 3Fourteen Research weighs in on the market moves and new comments from Fed vice-chair Lael Brainard on inflation. Sara sits down with celebrated investment banker Ken Moelis for a wide-ranging interview from the World Economic Forum in Davos, where he explained why he sees a big ramp-up in activist investing ahead. Analyst Tim Nollen gives a preview of what to expect from Netflix earnings. Plus the latest on Meta, FTX, and the debt ceiling debate.

Dans ce 5e épisode, je fais la synthèse du livre « 80 stratégies en planification financière: le meilleur équilibre entre qualité de vie et liberté financière » de Mathieu Guilbault publié en 2015 à partir de cinq éléments clés à retenir : 1. Gères tes dettes! 2. Tu veux spéculer en bourse? OK… 3. Faire affaire avec un professionnel ou non? 4. Paie-toi en premier! 5. Comment diversifier intelligemment? Je vous invite à vous abonner à la page Facebook « Finances Fondamentales - éducation et investissement » pour avoir accès à l'image synthèse de l'épisode et pour me poser vos questions. Page Facebook : https://www.facebook.com/profile.php?id=100088196588852 Vous pourrez également y consulter l'analyse fondamentale des trois compagnies en bourse de la semaine, soit : 1) InMode (INMD); 2) Innoviva (INVA) et 3) Moelis & Company (MC). Attention: il n'y aura pas d'épisode le 27 janvier. L'épisode #6 sera diffusé le 3 janvier. Joyeuses Fêtes! Bonne écoute! Avertissement : Je ne suis pas conseiller financier. Veuillez effectuer vos propres recherches et développer votre littératie financière avant d'investir. Les informations communiquées dans le podcast sont dans un but strictement éducatif et ne constituent pas un conseil d'investissement. Je ne suis pas responsable de vos décisions financières personnelles.

Our guest for today's podcast is Jane Ma who is a Managing Director at Moelis & Company where she specializes in advising clients in the Asset Management and Wealth Management sector. She has over 15 years of investment banking experience. Prior to joining Moelis & Company, Jane worked at both Greenhill and Deutsche Bank focusing on M&A. Jane holds a B.S. in Applied Economics & Management from Cornell University and an M.B.A. from Columbia Business School. I met Jane at AAAIM's National Conference in September and I found her to be pleasant, confident and knowledgeable – all things needed to be successful in the ultra-competitive field of M&A banking.   Jane's a role model for the AAAIM community and those looking to break the bamboo ceiling. Without further ado, here is our conversation with Jane Ma.

Our client Cameron had dreams of working in NYC. Unfortunately, UT Austin was only a target school for the Houston office but a non-target for NYC (only ~1 in 10 students from the school end up in the NYC office). Hear how Cameron overcame these odds to receive offers from both Moelis and Rothschild in NYC, in addition to Citi in Houston. Also hear about the difference between WSMM and the feeder clubs at school, and how they complement each other. Book a Virtual Coffee Chat with an Upperclassmen Who Secured an Offer: wallstmastermind.com/apply?utm_source=podcastep240

This interview features Mike Grisko, CFO and Co-Founder of Atmosphere.  We discuss running an NCAA tourney at age 7, getting laid off during the Great Financial crisis, almost selling the Chive to Playboy, the challenge with professional politeness in UK work culture, raising $150 million in growth capital and quadrupling the team in 5 years, and what he looks forward to next.Subscribe to our newsletter. We explore the intersection of media, technology, and commerce: sign-up linkLearn more about our market research and executive advisory: RockWater websiteFollow us on LinkedIn: RockWater LinkedInEmail us: tcupod@wearerockwater.comInterview TranscriptThe interview was lightly edited for clarity.Chris Erwin:Hi, I'm Chris Erwin. Welcome to The Come Up. A podcast that interviews entrepreneurs and leaders.Mike Grisko:We have this concept internally, like giving up your Legos. Your job description changes every three to six months when you're going through rapid growth. 18 months ago, we were less than 100 people. Yeah, today we're close to 450 employees just at Atmosphere. And so that requires you to change your roles. Some of the things that I was doing back in 2018, 19, 20, it's just not scalable at that level. And so being able to hire great people, reassign tasks and responsibilities is absolutely critical.Chris Erwin:This week's episode features Mike Grisko, co-founder and CFO of Atmosphere. So Mike was born in the south side of Chicago and was the oldest of five siblings. He then studied at University of Illinois and his early career started in finance and consulting, including Pricewaterhouse Coopers in London and Moelis & Company in Chicago. While at Moelis, he met the founders of The Chive and was recruited for his first C-suite role as CFO. Soon after relocating to Austin, Mike partnered up with The Chive's leadership team to co-found Atmosphere, where he is helping to grow and scale the leading streaming TV service for businesses offering free audio optional TV. Some highlights of our chat include running an NCAA 20 at age seven, getting laid off during the great financial crisis, almost selling The Chive to Playboy, the challenge with professional politeness in UK work culture, raising 150 million in growth capital and quadrupling the team in five years, and what he looks forward to next. All right, let's get to it.Chris Erwin:Mike, thanks for being on the podcast.Mike Grisko:Yes, absolutely. It's a pleasure to join you on The Come Up. Really looking forward to getting into it.Chris Erwin:There's a lot of stories to tell here. As always, we're going to rewind a bit and we're going to talk about where you grew up and your childhood. So I think you're a Midwest kid. Tell us about that.Mike Grisko:I am a Midwest kid. Grew up on the south side of Chicago. 103rd and Pulaski for any local Chicago listeners. Was the oldest five kids. My mother was a ER nurse. My dad worked in engineering sales. It was a great spot to grow up. It was very much a blue collar neighborhood. We lived right across the street from Tally's Corner, which was famous for just so many cops and firefighters that had to live within the city limits. My mom was one of seven. My dad, one of four. And everybody lived within a couple miles of each other. So just cousins everywhere. So yeah, it's a fun neighborhood to grow up in. I don't know what your childhood was like, Chris, but it was very Stranger Things for us. You just go on your bike, you'd be gone all day. You just got to be back before the street lights came on.Chris Erwin:Oh, I hear you. I was born in '82, so I'm an '80s, '90s kid. And in the suburbs I was born Rumson, New Jersey, an hour outside the city. And it was about like, you get on your bike and you just travel all around the county and you get into trouble, you find dirt jumps, you go meet up with your friends late night. I remember taking the bikes out at 3:00 AM during sleepovers. It was the best.Mike Grisko:It was the best. Was Chicagoan through and through before. Now residing in Austin, Texas.Chris Erwin:So, okay. Being the oldest... I have two brothers, I have a twin and then a younger brother who's six years younger. And so you're the oldest of five. What was your role? Did you have a patriarch type role amongst the brotherhood?Mike Grisko:Absolutely. Especially my dad traveled quite a bit for work. It was definitely more of a patriarchal role took on but still. We were just very tight knit crew. Still are.Chris Erwin:Getting into middle school and high school. What were some of your passions back then? What did you like to do?Mike Grisko:We were always playing sports. You had the neighborhood crew. You're playing fast pitch against a parking lot wall. In addition to doing sports, it was also a bit of a nerd. Constantly reading, just super competitive in school. It was less about the learning, it was more just getting better marks than anybody who was around me. But yeah, that stuck with me for quite a while.Chris Erwin:Got it. Well, look today, you're the CFO and co-founder of Atmosphere and you've also had a CFO role at Chive. So were you big into the quant side and into mathematics and other science and other similar subject areas?Mike Grisko:Yeah, there's a bit of that. And then I've just always been incredibly fascinated by business and markets. Grew up in the '80s and when I was a... I think it was six or seven, my uncle started calling me Gordon Gekko. I think because I was the only-Chris Erwin:It's a great nickname.Mike Grisko:I know. I think it's because I was like the only seven year old who was running an NCAA tournament and I was doing betting spreads every NFL Sunday going down the line. Yeah. So it definitely makes sense, the career path that I chose, doing finance, doing the investment banking thing and choosing this direction.Chris Erwin:Kind of makes sense because you end up going for undergrad to the University of Illinois where you focus on finance and accountancy. So when you went to school, what were you thinking that you were going to do afterwards?Mike Grisko:When I got down there I wasn't really sure. It wasn't until I actually did study abroad program, which was in Melbourne Australia, which was some of the best months of my life. It was just absolutely incredible. Yeah, the fact that my best friend and I both got full scholarships to go down there was just such a deal. I mean, we got accepted. We just could not believe that they took both our applications.Chris Erwin:What did you get into? Did you do any surfing while you were out there?Mike Grisko:Did do some surfing, played Aussie rules football. We tried to get stuck into everything, just being able to travel and just the people and just such a fun environment. But that's really when I took a step back and started looking at like, "Okay, when I get back, I got to figure out an internship." And that's when chatting with a bunch of folks, really started to lean towards trying to get on an investment banking track. And so it's amazing. Sometimes you do really need to take a huge step away to start to piece that all together and figure it out. Because I really had no clue probably up until then.Chris Erwin:It's funny. It's almost a bit of the reverse, but it reflects your personality and your interests. Typical consultants or Fortune 500 executives or bankers will go on a sabbatical and say, "I don't want to be in these industries anymore. I'm going to go do something different." But you go to Australia, have the time of your life and you're like, "I need to go into hardcore finance. That's the path." I went in a very similar direction. I was an investment banker right out of undergrad too. All right. So that becomes your focus. What's your first internship or your first role in school?Mike Grisko:So I did an internship for Wells Fargo. Got to see the lending side, their corporate lending group, so did a summer of shadowing the analyst doing underwriting. And it was great. This is in the high times of banking. This was in '07. So the summer of '07, everything's riding high. I remember winning the internship competition. So they flew me out to San Francisco with my brother just for first prize for winning this thing.Chris Erwin:He was your plus one? You're like, "I'm going to bring my bro."Mike Grisko:Yeah. Yeah. And it was a very good learning ground, but I still... There's a few guys who I was friends with at Illinois who had gotten into the investment banking side. And so I decided to double down and just... Thanks Wells Fargo, but I really wanted to take a dive into the IB side and learn how to do M&A and capital raise and the rest. I'm sure probably similar sort of path as you. Must have been at least 20 to 30 different places I was submitting applications doing interviews with. Just running through the whole process.Chris Erwin:Yeah, it's a very intense process. But it's funny. Hearing from the people that have interviewed on the podcast, I think back to Michael Cohen at the Whistle, which was acquired by Eleven Sports. He started out as a credit analyst at Wells Fargo in Atlanta, before he went into do investment banking. And we actually worked at the same firm and I started out as a credit analyst at Bank of New York, which is now BNY Mellon. And you, you now run a free ad supported streaming platform for businesses. You started as a corporate credit analyst and then went to investment banking. If you're going to do finance and media, that feels like the path.Mike Grisko:Yeah. It's got to be. It's tried and true then. You got three examples right there.Chris Erwin:So then, okay, you graduate and then you go full time into Lincoln Financial. And you're an analyst there for about a year. What were those early years like?Mike Grisko:It's a mid-market investment bank, heavy Chicago presence. It was a good shock to the system going from your university environment to full corporate world and pretty intensive as I'm sure you remember from your banking days. So I had started in August of 2008 and so I think it was six to eight weeks before Lehman went under. Things looked like they were riding high and then all of a sudden... I just remember being very new, but then also seeing the senior bankers just going ghost white as deals are just being paused or put on hold or it went from they were closing close to a deal a day, M&A or a debt advisory deal, and then it just completely dries up.Mike Grisko:The first deal I ever did, it was automotive wire harness business. I was being spun out of Alcoa. And it was just bleeding money. Went from, if you remember, with all the automotive ODMs just shuttering production, they were like the fifth player in that industry. Basically overnight, they went to negative 80 million [inaudible 00:09:46] and trying to find a partner for that. That was great learning ground. But I ended up getting laid off into that second wave of layoffs they did in March 2009.Chris Erwin:Laid off in March of 2009 after the debt crisis hit. Yeah. I have some stories of what happened at my bank and I'm curious to hear yours. So yeah. What happened to you and what was going through your head?Mike Grisko:It's a big shock to the system. It's a kick in the teeth. It did a couple things. It really hardened me to, "All right, this is the actual professional and corporate world. Nobody's spots guaranteed." And I think it even that much more determined and more resolved to like, "Hey, whatever is next. I know I'm going to have to really outwork everybody else around me."Chris Erwin:I hear you. I joined the workforce in 2005. I was at my investment bank when the 2008 credit crisis hit. And I was still a young professional. And I felt like, "Oh, I'm insulated. This is a tough time for everyone. But I'm young. The leadership's going to take care of all of us." And I remember getting called into the manager's office one day. Everyone at the company's salary was cut drastically.Chris Erwin:And I was like, "Whoa." I felt the impact personally, in a very meaningful way in that day. And I was like, "All right, this is legit. This is the real deal." And I had to make changes to my lifestyle. I actually negotiated down my rent from my apartment in New York City, down 25%. Something I'm actually still very proud of. I built a nice spreadsheet defending that. But it does gut check you and it questions, "Okay. Is there a job for me here over the next year or two? Is my career derailed?" Is my whole future grand plan that I had sorted out in undergrad have to be completely reset?" But I think it's helpful for it to build resilience, right?Mike Grisko:100%. I thought for sure coming out of school, it was, "Hey, do two years to three years as an analyst. Hop over to PE. Maybe go get an MBA. Just follow the very traditional path." But I think that moment really drove me in a very different direction.Chris Erwin:Tell us about that new direction, because I think you end up going to Pricewaterhouse Coopers in Chicago for a few years before you end up at Moelis.Mike Grisko:In that period after getting laid off March '09, basically bottom tick the market. It was slim pickings out there for jobs. I even looked into potentially doing a program to get into medical school and doing a complete 180, picking up some undergrad science credits so I can apply to med school.Mike Grisko:But then by time, two or three months in, I was starting to get some good looks. And I had an analyst role on a corp dev team in Chicago, and then also got offered a position as an analyst at PWC in their corporate finance group, which they were just restarting. And so they had basically shuttered their investment banking practice, but then were bringing it back. And so I was the first analyst they hired in the US and I thought "Here's an opportunity to get it back on track." And a lot of corporate carve outs, cross border M&A was their big MO and huge selling point for me was they committed that, "Hey, you do a couple years here and hopefully we can get you over to London or one of our other international offices to do a two year program," which I ended up doing in 2011.Chris Erwin:So you went to London in 2011 for two years working for PWC?Mike Grisko:Yeah. It was fantastic. I mean the great, great mid-market M&A group over there. It was one of the coolest experiences of my professional career. Just being able to live and get fully immersed in a culture, especially in a professional culture. Anybody who ever has the opportunity, I highly, highly recommend. Because it really just does stretch you and challenge you in different ways. You knew how to do your job, but it's almost like the gravity's just off a bit.Chris Erwin:Okay. I like that. I've never heard that description, but I'm into it.Mike Grisko:All new faces, all new companies, all new lingo, trying to pick that up and then still trying to understand folks who have Manchester accents.Chris Erwin:What was one of the biggest cultural differences in doing business over there that you learned?Mike Grisko:I'd say the biggest one, you don't realize, there's just a professional politeness in the UK. So both with your superior is just not being fully direct with you in feedback. In addition to when you would be delivering direct feedback to analysts. They were offtaken. You might not be getting the full picture. We tend to be a little bit more direct and blunt here in the US than the Brits are.Chris Erwin:Something I think about is when I studied abroad in Spain, I met a guy named Tim Slee, who co-founded an ad agency with Steven Murphy. Shout outs to these guys. They're still very close friends of mine too today. And they would talk about their professional work culture was every day at 5:30 PM, they're hitting the bars. And they are buying rounds for all their clients and all their team. And they're like, "That's just how business is done over here. You drink a lot of pints and that gets revenue in the door." And I was like, "That's a lot to sign up for after a full day." I remember as a banker, I was just running spreadsheets till midnight.Mike Grisko:I don't know how you could socialize or network or do a professional career if you don't drink over there. I definitely learned how to go to the pub for a pint or two, and then be able to go back to the desk and start banging things out in the evening. It was just an incredible experience. My wife and I, we got engaged over during that two year stint.Chris Erwin:You brought your girlfriend who became your fiance on that trip. Okay, got it.Mike Grisko:Yes. That's a story for a different podcast. Having the conversation with her dad about her quitting her job and moving over with me.Chris Erwin:You're like, "I'm choosing her instead of my brother this time. Now I'm going to take my girlfriend on this trip."Mike Grisko:Yeah. And we ended up getting engaged shortly into our trip over there. But in two years, I think we visited close to 45 different cities. We were just so good about travel. It was a lot easier, didn't have kids then, to be very mobile on the weekends. And the Brits are great about taking time off.Chris Erwin:All of Europe is really good at it.Mike Grisko:When they said four weeks of vacation and they're like, "We expect you to use it." I'm like, "Absolutely will."Chris Erwin:Yeah. Maybe you bring that back to the Atmosphere culture. All right. So look, you spend around five years there. And then before we talk about your rise up at Chive Media Group and Atmosphere, you were at Moelis & Co for around three years. Tell us about your work there.Mike Grisko:I was starting to get to the stage I'd done enough smaller middle market deals. Enough corporate divestiture work. Really wanted to start seeing some more higher level capital markets and some larger transactions. And so I started shopping around at some different banks. Opportunity came up at Moelis and I jumped on it. Everything I was looking for just to gain from an experience level, next level on debt and equity capital raise to deals to getting to work on my first restructuring bankruptcy work to working on hostile defense deal with Ken Moelis.Mike Grisko:There was a pretty cool experience that really did give that next level of professional training. And I think that's the one thing like I started to realize being in investment banking, the true value of the relationships that you build, and just being able to sit in the room as well. In the room with the exact team observing and or advising on the actions to take and some of the biggest transactions or moves that they're going to be making. It's a great ground to just really absorb a ton.Mike Grisko:So in addition to like the financial training, the Excel sheets, and everything that comes with deals and running process, the network that I was able to build, just what I was able to observe and absorb, I think for some very talented professionals, both within the bank, but then the executives I got to work with, incredibly valuable. You just cannot replace that and the level of reps that you get in the career.Chris Erwin:I very much agree with that. You think about the 10,000 hours thing and the amount of time I spent creating investor decks and confidential information memorandums, AKA CIMS. And all the financial models, the merger models, the LBO dilution analysis, et cetera, the most rewarding experiences were when we were in meetings or had conference calls with private equity owners or family offices that own these cable, media, and telecom companies. And they're thinking about how do we drive more enterprise value?Chris Erwin:Do we spin this off? Do we go acquire these other companies and do a roll up scenario where there are synergies and thinking about, we have this network of management teams, who do we want to place based on the strategy that we have here? How are we going to finance with debt or equity or some other more alternative vehicles and just to hear the decision making in the rooms. And it was like, where are these men and women? Where are they being slow and calculated? Then where are they trusting their gut and moving really quickly? Just to be a fly in the wall was so valuable for my career.Chris Erwin:And I take a lot of that into the work that I did at Big Frame and Awesomeness in thinking about when Big Frame made a decision to sell itself and the work and the advice that we give our clients now. And often days, I wish I still had access to some of those calls every week. I get it through my client work, but just to be a sponge and just be able to just listen as a mid 20 year old. So valuable.Mike Grisko:Incredibly valuable. Yeah. That's well said, Chris. That's the big thing. And I have so much appreciation for it now. Just having seen both working alongside a lot of incredibly talented professionals in addition to some ones that were making bad decisions.Chris Erwin:Can we steer them the right way? TBD.Mike Grisko:But honestly, yeah. You're able to just listen, observe. You're just kind of building that muscle memory for when things are coming fast, as they really have over the last couple years, in my current role as an operator, it helps you just really break things down into first principles and what are we really trying to drive towards? It's helped make my decision making very formulaic. I think that's incredibly valuable. I like to say that... I'm sure we'll talk about Atmosphere in a second, but operating, whether it's startup, growth company, et cetera. It is a wicked learning environment. The variables are always changing. The dynamics are always changing. And so you're constantly going to be seeing new things. And so the ability to read, react, and adjust is super critical, a really valuable skill set that banking taught me.Chris Erwin:Well, let's talk about that transition, Mike. So your role as an advisor, as consultant, as a banker, now you make a decision, as they say, you go to the line. You go to one of the portfolio companies. So in 2017 you transitioned to Chive Media Group. How did that come to be?Mike Grisko:Well, it's twofold. I go back to the point on network and I got an opportunity to... One of the deals I worked on at Moelis back in 2014, 2015 was advising Chive Media Group. John and Leo Resig co-founders of The Chive back in 2008, starting in 2012, 2013, they really started to catch fire. I mean, it was a true social movement. You had folks wearing Bill Murray t-shirts and Keep Calm and Chive On. Folks wearing the shirts everywhere. So they brought Moelis in to take a look at strategic alternatives. And so over an 11 month period, we looked at everything from buying up smaller competitors to doing [inaudible 00:20:56] recap, to even potentially selling.Mike Grisko:And so we actually got pretty far down the path with Playboy, but Leo and John couldn't get comfortable with the deal and the management team that was there at the time. They decided to pull out. And so that was in mid 2015, but stayed in touch with both Leo and John. And when the prior CFO, who was part of the founding team was looking to move on in 2017, Leo called me up and I jumped at the opportunity. So that's some of the backstory just on how I came across the opportunity. Leo tells me now, I think I was the only person he reached out to.Chris Erwin:He was like, "I think I like this guy, Mike, he was on our deal team. Let's take a bet on him."Mike Grisko:It's very tight interview process, but it goes back to the point that building network from that seed in banking is just incredibly valuable. That wasn't the first time that I was offered a job by a client. You get so close to your clients when you're working alongside them. But this is the one I jumped at. The biggest thing is if you know Leo and John, they're just real salt to the earth humans. And that meant a lot to me. To be leaving banking into something that was a lot more unknown.Mike Grisko:Yeah. I knew whatever happened with the business, they were going to do the right thing by myself and my family. And I think that was the most critical thing I was looking for is I really wanted to jump into an operational role. I'd spent a little over nine years advising CFOs. There was some that I had incredible respect for. There was some I thought I could do that job better. The opportunity to jump right into this was just too good to pass up. And then there was the personal side of this, which at the time we were making this decision, I had a 11 month old son and then my wife was pregnant with our daughter.Chris Erwin:Oh, wow.Mike Grisko:Yeah. So the ability to go into something that had a little bit more flexibility or control over your hours was big for me.Chris Erwin:You were moving too. Because you were moving to Austin from Chicago.Mike Grisko:Yeah. The full go. And I think it's that personal relationship with John and Leo, that we're two feet in. Sold a place in Chicago and moved down to Austin, away from family again.Chris Erwin:Your 30 cousins and brothers.Mike Grisko:Right. Yeah. And rest is history.Chris Erwin:Hey listeners, this is Chris Erwin, your host of The Come Up. I have a quick ask for you. If you dig what we're putting down, if you like the show, if you like our guests, it would really mean a lot if you can give us a rating wherever you listen to our show. It helps other people discover our work. And it also really supports what we do here. All right, that's it everybody. Let's get back to the interview.Chris Erwin:You make the transition. And I hear you on the point of it's all about relationships. I think I was having a call the other day with Jason Rapp from Whisper Advisors who I've just gotten to know. And he had a note that I really liked. He said, "Companies are not sold, they're bought." And I think the implication there is it's about there being a clear strategic fit, but also this notion of there's relationships developed with strategic and commercial partners over time, and more often than not an investment or an acquisition is made from two companies who have many data points, a trend line of building a rapport and a relationship. And I think that also speaks to how executive hirings and placements, particularly at the C-suite level are done. You weren't out of the blue, it was long term relationship building where Leo and John had been exposed to your work. So I think that's important for our listeners to just be mindful of. We always say that. Say start planting the seeds now.Mike Grisko:I think that has been incredibly important. Those relationships and the relationships that I quickly developed with the other C-suite members at The Chive who are now at Atmosphere. You want to be working with good people. It is just so difficult to get a startup business into a true growth path and on a true path to success. Being able to do that with folks that you trust and truly enjoy working with is so critical. It starts at the top. If you want your entire company growing the [inaudible 00:25:02] in the same direction, it really does start with having a cohesive leadership group.Chris Erwin:So let's talk about when you show up, what are you guys working on? What are the goals in 2017, 2018, fast forward a few years, where do you guys get to? And that's going to set up the story for how Atmosphere was incubated, but take us back to that.Mike Grisko:I walked in at a pretty critical time for the company. There was a lot of different initiatives that Chive Media Group was chasing. It became pretty apparent quickly that we couldn't do all of them. The business needed an overall guiding direction and overarching focus. And so my first three months on the job, Leo and John asked me to, "Hey, just give us your full assessment as an outsider." And spent just a ton of time on a listening tour, diving into data. Became pretty clear that we were sitting on something incredibly powerful with Chive TV, which at the time was maybe in a little over 1000 locations and had six or seven dedicated employees to that product line. We knew that we had something incredibly powerful.Mike Grisko:We thought we had something incredibly powerful with that business, but we also had just many other initiatives, everything from original content creation with Chive Studios to some large initiatives, both on the digital ad sales side to a lot of different facets that they were chasing on the e-commerce side. So everything was set up for big strategic meeting in December of 2017. Myself, John, Leo, Eric Spielman, our chief strategy officer, and Alen Durbuzovic, our CTO. And we made some very critical decisions to really lay out, "Hey, here's our vision for the next three years." It included shuttering some business lines, re-orging some groups. All on the guise of trying to take the Chive TV product line and turn it into a real business.Chris Erwin:You start and pretty soon after you start, you're making some very big decisions at the company, contributing to that to allow you guys to focus on where you think the biggest win is. Atmosphere, I think technically founded in 2018, but Chive TV, you guys were working on this probably well before that, is that right?Mike Grisko:Yeah. So Chive TV was the original proof of concept. It was started in late 2014, early 2015 as an audience extension play. As the landscape got more and more competitive competing for eyeballs with Instagram, Facebook, and every other platform, Roku opened up their marketplace for content companies to build apps. And so they decided that technological opening allowed them to build a streaming TV app. And then they also were able to leverage the strong community on The Chive to help get distribution because the content programming, they realized quickly like, "Yeah, this is good for in-home, but this actually works incredibly well in bars and restaurants." And so that was the initial, "Hey, can we build an app? Can we distribute it? Can we actually make this work?" And that's where in the early days, I mean, they're a lot of learnings the guys talk about.Mike Grisko:And so it really teed up into 2018 where we had to go from, "Hey, this is a product with potential. How can we actually turn this into a real business?" That was the big mission of 2018 to see how we could really craft the story around Atmosphere as a platform. So Atmosphere, as it exists today, streaming TV platform for businesses. Over 50 different audio optional channels. We like to say we have a channel for every type of venue, whether you're a pediatric office or gym or a bar restaurant, we got a channel that's programmed for you. Everything from Chive TV, which is now a channel fully owned by Atmosphere to we have a Happy TV channel. We have Paws TV with cute puppies and kittens. We have partner channels such as America's Funnies Home Videos, Red Bull TV, and Disney's X Games. So we have quite a few.Chris Erwin:Mike, you have this content network, you have all these different channels that cater to different offices, different business environments, et cetera. And you make a decision as a company that it's like, "All right, foot on the gas. This is not just going to be an exciting new growth initiative out of Chive. This is its own standalone business that will probably require a separate growth plan, separate capitalization, and more." So when you guys convene, you, Spielman, the Resigs, and whoever else, what decisions do you make to really amplify the opportunity here?Mike Grisko:You summed it up pretty well from you, Chris. It really came down to this business has the ability to be a platform and like an N of 1 platform, the actual network that can tape over this niche of streaming TV for business. That's a big ambitious plan. So obviously would require risk capital to fund it if we really wanted to chase the velocity that we thought was there. It couldn't continue to be self-funded by The Chive and really drive to where it needed to be.Mike Grisko:Putting together that plan, and it was complications. Spinning the business off all of the shared services that were going to be required to spin it off. The conflict of interest was a big issue for VCs who were concerned if they threw millions of dollars into this new Atmosphere, entity in business, if it wasn't going well, would the entire founding team just turn around and go back to working at Chive Media Group and say, "Sorry, unfortunately, that didn't work out." It was a tough one to sell through. And if you remember in 2018, nobody wanted to touch ad supported startup businesses. Everyone was focused on subscription.Chris Erwin:Oh, how the world has changed. Just think of Netflix launching an advertising platform.Mike Grisko:Exactly. There was several times we thought about pivoting and driving resources hard into venues paying subscriptions. But luckily we stuck with the plan because we saw how much leverage there was in advertising to this massive underserved market.Chris Erwin:All right. So when you think about there's the big, exciting stuff to do, which is all right, what's the new growth plan who we hiring for this go raise venture capital, then there's all the administrative stuff of... All right. Yeah. Like you said, allocating shared services, who works on what, how do we communicate that, how do we set up a dedicated legal entity and put the right resources into that? All these little things that you as a CFO probably had to take care of.Mike Grisko:Yeah. And this is also where you and I met. As I'm pulling a lot of this stuff together with the group and bringing on lawyers, getting advisors all set, you and I got connected through Jason Anderson and you guys did an engagement for us both to... Well, number one, be that initial test run before we hit the market just on materials and the story, the model, just the entire thing, which was incredibly helpful and just help us. Like most VC fundraising rounds, it really comes down to the product, the team, and the TAM. And so helping us to find that overall opportunity in isolating our unit economics. There was a lot there because again, it wasn't just another enterprise SAS software business that was easy to digest and easy for VCs to give seed/Series A funding.Chris Erwin:I will say thank you to Jason Anderson for that intro. And it was a delight to meet you and Eric nearly five years ago now and have gotten to know the Resigs a little bit. But really, yeah, Mike, you're the first point of contact. I remember working arm in arm with you on some of this stuff. I have an image in my head of one of the financial runway slides of "Here's the traction for what we did last year," which I don't even know if it broke a million. "Here's our five year forecast," which was maybe at the low tens of millions. And the numbers that you guys are putting up on the board today are much bigger than that.Chris Erwin:But you guys were very hopeful, very optimistic. You saw a need in the market, but we also could sense that it wasn't a guarantee. It was a big swing. Chive was a business that had been around for over 10 years. It was time to find a new growth opportunity. And also, not just from a value creation perspective, but I think just for the team and for the brothers of an exciting new thing to dig into. And there was conviction and excitement, but it was clear that you guys were taking a big risk and there was uncertainty. I'm curious to hear the early days, when did you realize you really had something special here? Because you hit some big headwinds during COVID and maybe even a little bit before that, but things did change. Walk me through that.Mike Grisko:So our first headwind that we fought through was we'd agreed to heads of terms with a VC in early 2019 to do our initial funding. And they pulled out. They had internal issues that they had to sort out and they just could not do any fundings. And so we had to go back to our underbidder, who was Charlie Plauche from S3. And Charlie didn't try to take advantage of the situation. He stood up and honored his initial term sheet for the most part. And S3 ventures, if you don't know, Austin based VC, and Charlie was willing to roll up his sleeve, all those things we talked about with the conflict of interest, he and the team were willing to do the work because they saw the big potential. And his read on it, not only was this a massive opportunity, but this is a team that's done it before. And so it's an advantage that they've had The Chive business and been operating successfully for 10 plus years.Chris Erwin:Wow. Yeah. He probably had a chance to bend you guys over a barrel. But instead I think he was probably exhibiting the type of partnership behavior of, "Hey, this is how I'm going to act when you guys are in a moment of need and I'm going to be a resource for you guys and positive asset in good times and in bad." That's a fantastic move on his part.Mike Grisko:And then you flash forward a year, we did a series A extension in bringing on Valor Equity. And we closed that deal on March 6th. And if you remember, I think on March 8th, that was a Sunday that oil tanked 40%. But Jon Shulkin and the team at Valor, they never for a second wavered just on their commitment. And that's a rocky time to be stepping into a new investment, especially one with its end markets being bars, restaurants, gyms.Chris Erwin:Just to be clear, because we glossed over this quickly, when oil had that precipitous drop, that was essentially the week during the massive shutdown for COVID in the US and throughout the world. So the times fundamentally changed.Mike Grisko:Our end users of our service are all out of home venues. And so all subject to lockdowns. It was a trying couple months, but great support from our investors. Having a cohesive team to make some moves to change up the cost structure. And we got through it. Very little turnover and an employee base that was just still so bought into the story. And so to your question on inflection point, really then in Q3 of that year, right around mid August, we really started to see things uptick in the dailies. And so the big question on the business back in 2020, great, we're starting to understand that you can truly build a network in a fairly economic way to get distribution into these B2B customers. Get them signed up, get them to stream. The question was, all right, so if you build all this supply, are advertisers going to come? And that started to be answered in Q3. If you remember, everybody pulled back in the advertising world in Q2 of 2020. As they reassessed, they started to redeploy more and more money into connected TV environments and streaming TV environments.Mike Grisko:And we were one of the benefactors of that, especially in the programmatic open exchange. And so we started to see that coming through in the dailies and then the narrative really flipped. And then in October we did an inside up round. So, it's all of a sudden like now the story was almost flipped with VCs looking to preempt because they saw the traction was starting to build for what we were building.Chris Erwin:And then that leads to, I think in January of this year you announce a blowout round. You announce $100 million in new capital. I think 80 million equity and 20 million in debt.Mike Grisko:Yeah. You flash forward to 2021, which was just one of the most memorable, positive years in my career. But I'm sure there was others that shared that sentiment, but Valor Equity preempted and led our series B raised 25 million in April. And then Sageview led our series C that we've announced in January of 2022, an $80 million round plus a $20 million debt facility with bridge. And so over that three year path, we've now been able to raise $145 million worth of capital and really have been able to put that to work incredibly efficiently in building this network where you go back five years, about 1000 venues. We're now streaming in over 29,000 venues today, reaching close to 40 million people on a monthly basis and generating a lot of ad inventory.Chris Erwin:And just to make this exciting for potential venue partners. If you want to grow your network, people listening to this podcast, what is the value that you bring by putting Atmosphere on their walls?Mike Grisko:Yeah. I like to sum it up as it's better, simple, and free. So it's better content for at least TV. You think TV for business was never broken. It just was never right to begin with. Everything that you see out in bar, restaurant, or gym is content that was built for in-home consumption with audio. It is talking heads. It is entertainment that's going to require the voiceover. We purpose build everything for that audioless experience.Mike Grisko:So it's fast paced. Our news and sports channels, heavy typography that allows the viewer to really just consume visually. So it's better content for these screens and it gives you an alternative to live sports because not everybody is a sports fan and there's not always a relevant game on. And simplicity. There are no monthly contracts. We overnight you a device for free. It is a five minute install process, logging onto your wifi and away you go. And for the venue, it's free. For a free product, you're getting better content to entertain your patrons. And depending on the type of venue you are, we have multi TV locations and single TV locations. So if you're single TV location, such as a waiting room, auto repair shop, you're a car wash, why are you paying for cable? This gives you a cut the cord option in providing entertainment in the waiting room. And then if you're a multi TV location, this is just a great alternative for those other moments.Chris Erwin:I think that sums it up quite well. I like the notion of "It's not broken, it was just never right." So what would you say to wrap up the Atmosphere segment before we go into the rapid fire and we close this out and as a leader, you're at a company like you were saying that at Chive, I think you guys were around 50 to 75 people. Now Atmosphere, it's over 400. What are some of the lessons that you've learned scaling an organization this quickly? How have your responsibilities evolved? What does that look like?Mike Grisko:We have this concept internally, like giving up your Legos. Your job description changes every three to six months when you're going through rapid growth. 18 months ago, we were less than 100 people. Yeah, today we're close to 450 employees just at Atmosphere. And so that requires you to change your roles. Some of the things that I was doing back in 2018, 19, 20, it's just not scalable at that level. And so being able to hire great people, reassign tasks and responsibilities is absolutely critical.Chris Erwin:And what is something as you think about inspiring your team, inspiring the culture there personally. What is something that maybe you do different today than what you did three to five years ago?Mike Grisko:Something our exec team talks about a lot is authenticity. I think if you are just real with people, you show them a bit of yourself, but then also give them an environment that allows them to just come to work as they are. They don't have to pretend to be someone different in a professional setting than they are outside of the office. You give that to them and it just engenders great environment, creative problem solving, and just people with good energy that want to be part of this mission.Chris Erwin:Yeah. I think it's a great mission. I think a lot of people should join the Atmosphere wave. A final note from me, Mike, in the spirit of authenticity to give you some kudos. Something that came across to me when we first met back in 2018 was just, this is a really sharp guy. He's building something exciting in this business, but he also feels very genuine and very grounded. I have always gravitated towards people from the Midwest. I went to grad school at Kellogg in Chicago, have had a lot of team members at RockWater and some of the other companies I've been at from the Midwest. And there's always just something special about them.Chris Erwin:I think you 100% fall into that category. I think of the days where you had so much conviction early on, but you were willing to work so hard to manifest this future that you guys had thought about. And I remember getting late night and early morning emails from you being like, "All right, I've been refining our business model. I think I have a new idea for the TAM. Let's talk through it." You were burning the candle at both ends to really will this thing to life. And it's awesome to see now looking back what you've accomplished for your career. And you guys haven't even had your big exit yet. So I think there's so much opportunity ahead of you and you deserve a special shoutout.Mike Grisko:Thanks, Chris. As amazing as this whole run has been. Yeah. I don't know if I'd want to redo 2017 through early 2019 again. A lot of decisions that we made back then in building this thing out that seem obvious now were not obvious then. It was a lot of rigor and work to really position this thing to set it on the right path to where we're at today. But it's great to see the traction and how far we've come as a team.Chris Erwin:It's amazing. So we're going to move into the final segment, Mike. It's called the rapid fire round. Here are the rules. I'm going to ask you six questions. Your responses are to be brief. They can be one sentence or maybe just a couple words. Do you understand the rules?Mike Grisko:Yep.Chris Erwin:All right, here we go.Mike Grisko:I'm in.Chris Erwin:Proudest life moment?Mike Grisko:Outside of my family and kids being born, I would have to say the proudest professional moment was our last all hands and seeing how big this company has gotten and the number of folks that are now underneath the Atmosphere umbrella is pretty incredible.Chris Erwin:What do you want to do less of in 2022?Mike Grisko:I'm really trying to do less time on my phone at home. The less screen time at home, more time present with the kiddos.Chris Erwin:What do you want to do more of? Well, I guess you just answered that. More time with the kiddos.Mike Grisko:More time with the kiddos and also more sleep. That's been a big thing this year. So far, so good.Chris Erwin:What one to two things drive your success?Mike Grisko:I go back to, after getting laid off, I laid out two rules for myself and it was "Always work harder than the guy next to you" and "Do things the right way." It's pretty basic, but that's always how I attack everything.Chris Erwin:This is one I actually just want to expand on for a second. When you say "do things the right way," just give us a little bit more context there.Mike Grisko:It's treat others how you want to be treated. It's be fair. Work with integrity. That will always get you much further in the end.Chris Erwin:Got it. Well said. All right, last couple here. Any future startup ambitions?Mike Grisko:I actually helped co-found a business last year. Project Bankman. It's a crypto services business that is building solutions for brands on the blockchain. And so we were looking for a solution for Chive Media Group for effectively a branded social token that could replace our loyalty points. Wasn't really one out there. And so we partnered with a gentleman, Gavin Gillis, who is a ton of experience in the crypto space. And we put together a business plan. We're able to raise seed funding and that business is doing incredibly well in signing up new clients, including The Chive and some other financial institutions and airlines just to build them solutions on the blockchain.Chris Erwin:That's awesome. All right. Last one, Mike, this is very easy. How can people get in contact with you?Mike Grisko:LinkedIn.Chris Erwin:Okay. Hit up Mike on LinkedIn. All right, Mike. That is it. Thank you for being on the podcast.Mike Grisko:Chris. This was awesome. Thank you very much. Incredible host. Thanks for making me look good.Chris Erwin:Of course.Chris Erwin:All right. That was a really fun interview with Mike. That has been a long time coming and I'm very glad that we finally were able to make that happen. All right. Quick heads up that our company has a new service offering. We just introduce RockWater Plus, which is for companies who want an ongoing consulting partner at a low monthly retainer, yet also need a partner who can flex up for bigger projects when they arise.Chris Erwin:So who is this for? Well, three main stakeholders. One, operators who seek growth and better run operations. Two, investors who need help with custom industry research and diligence. And three, leadership who wants a bolt on strategy team and thought partner. So what is included with RockWater Plus? We do weekly calls to review KPIs or any ad hoc operational needs. We create KPI dashboards to do monthly performance tracking. We do ad hoc research ranging from customer surveys to case studies, to whitespace analysis. Financial modeling, where we can understand your addressable market size, do P&L forecast. ROI analyses, even cash runway projections.Chris Erwin:We also do monthly trend reports to track new co launches, M&A activity, partnership activity in the space. And lastly, we make strategic introductions to new hires, investors for fundraising, and then also potential commercial strategic partnerships. So if any of this sounds appealing or you want to learn more, reach out to us at hello@wearerockwater.com. We can set a call with our leadership. All right. Lastly, we love to hear from our listeners. If you have any feedback on the show or any ideas for guests, shoot us a note at tcupod@wearerockwater.com. All right, that's it everybody. Thanks for listening.Chris Erwin:The Come Up is written and hosted by me, Chris Erwin, and is a production of RockWater Industries. Please rate and review this show on Apple Podcasts and remember to subscribe wherever you listen to our show. And if you really dig us, feel free to forward The Come Up to a friend. You can sign up for our company newsletter at wearerockwater.com/newsletter. And you could follow us on Twitter @TCUpod. The Come Up is engineered by Daniel Tureck. Music is by Devon Bryant. Logo and branding is by Kevin Zazzali. And special thanks to Alex Zirin and Eric Kenigsberg from the RockWater team.

Global Credit Strategy head Noel Hebert discusses with BI distressed credit analyst Philip Brendel the first up month for distressed in 2022. Bloomberg distressed debt reporter Eliza Ronalds-Hannon joins the call to present the interview she and Brendel conducted with Bill Derrough, Moelis & Company's Global Co-Head of the Capital Structure Advisory (6:07). BI bankruptcy litigation analyst Negisa Balluku joins the panel to share her thoughts on Revlon as well as 3M's and Johnson & Johnson's recent mass tort Chapter 11 cases. (1:07:14). Wrapping up the call is a discussion on the abrupt collision between Crypto and Chapter 11.

Stocks finished the day broadly higher, with momentum picking up late in the session following the release of the Fed minutes before cooling a bit ahead of the close. Richard Bernstein from Richard Bernstein Advisors breaks down the inflation outlook and where he recommends putting money to work. Investment banker Ken Moelis discusses whether or not he thinks the US is heading for a recession, and what it means for the deal-making environment. And analyst Mark Mahaney breaks down the big highlights from Twitter and Meta's investor days.

Cards Against Humanity Welcome to The Guys Review, where we review media, products and experiences.   **READ APPLE REVIEWS/Fan Mail**Mention Twitter DM group - like pinned tweet @The_GuysReviewRead emails theguysreviewpod@gmail.comTwitter Poll Cards Against Humanity: Cards Against Humanity is an adult party game in which players complete fill-in-the-blank statements using words or phrases typically deemed offensive, risqué or politically incorrect printed on playing cards. It has been compared to the 1999 card game apples to apples and originated from a Kickstarter campaign in 2011. Its title refers to the phrase "crimes against humanity", reflecting its politacally incorrect content.   Cards Against Humanity was created by a group of eight Highland park high school alumni. Heavily influenced by the popular Apples to Apples card game, it was initially named Cardenfreude (a pun on schadenfraude) and involved a group of players writing out the most abstract and, often, humorous response to the topic question. The name was later changed to Cards Against Humanity, with the answers pre-written on the white cards known today. Co-creator Ben Hantoot cited experiences with various games such as Magic:The gathering, Balderdash, and Charades as inspiration, also noting that Mad Libs was "the most direct influence" for the game.The game was financed with a Kickstarter crowdfunding campaign and influenced by a previous crowd-funded campaign for a book on the design of then-President of the United States of America Barack Obama's Campaign. The campaign started on December 1, 2010; it met its goal of $4,000 in two weeks. The campaign ended on January 30, 2011, and raised over $15,000; just under 400% of its original goal. With this additional money raised towards the game, the creators added fifty more cards to the game itself.  An exerpt from BloombergsCards against humanity LLC, the maker of the eponymous and tasteless-by-design party game, is exploring a potential sale, according to people familiar with the matter.The Chicago-based company is working with an adviser, Moelis & Co., after it received takeover interest, said the people, who asked not to be identified because the information was private.The company is seeking to be valued at around $500 million in a transaction, the people added.The company generates earnings before interest, taxes, depreciation and amortization, of between $40 million to $50 million a year.Cards Against Humanity hasn't made a final decision on pursuing a sale and could decide to remain independent, the people said.Representatives for the company and Moelis declined to comment.  One of its co-founders, Max Temkin, stepped down in June 2020 after reports of a toxic work environment, according to a statement on its website. Temkin no longer participates in the business but is still one of the owners of the company, which is run and controlled by its co-founders, a person familiar with the matter said.The company said at the time it would hire a specialist to improve human resources, hiring and management practices at the company.  1. Cards Against Humanity started as a game made of construction paper.In 2009, Max Temkin, Josh Dillon, Daniel Dranove, Eli Halpern, Ben Hantoot, David Munk, David Pinsof, and Eliot Weinstein—a group of friends, most of whom had attended high school together—got together over their winter break and decided to design a game that could entertain guests during their annual New Year's Eve parties. While they thought of a variety of games, only one of them—which they called Cardenfreude, after schadenfreude, the German word for delighting in another's misfortuneThe team successfully sold bull dung to consumers.For a 2014 Black Friday promotional stunt, the Cards Against Humanity company promised to send consumers a box of “bullsh*t.” The company sold and shipped boxes containing a solid piece of real bull dung that was procured from a cattle ranch in Texas. All 30,000 pieces, which were priced at $6 each, sold out within a half-hour the day they went on sale.According to Temkin, the fecal matter was intended to be a commentary on the sensationalist nature of the hype surrounding Black Friday sales. They've made a tradition of attention-grabbing projects each holiday season. In 2015, they held a “promotion” in which people could send them $5 and get nothing in return. (They collected $71,145 and split it among their employees.) In 2016, the company dug a purposely pointless “holiday hole” in an undisclosed area using funds donated by customers. In 2018, the company held a 99-percent-off sale which featured bizarre items at a steep discount like a cheese wheel and an actual car for $97.50. The items were purportedly all real and delivered to purchasers.The company opened a pop-up store.In 2017, the team behind Cards Against Humanityopened a pop-up store in Chicago in collaboration with the Chicago Design Museum. Located in Block 37's Chicago Design Market, the storefront sold a variety of games and other Cards Against Humanity-related merchandise, as well as work from local artists. The store was temporary, but the company still sells products via retail outlets like Target and Walmart.The staff contemplated destroying an original Picasso.In December 2015, the staff of Cards Against HumanityacquiredTête de Faune, an original work by Pablo Picasso. Though it was never conclusively determined how they had come to acquire it, it was likely from a Chicago-area art dealer. The team ran an online poll to decide whether it should be donated to the Art Institute of Chicago or sliced into 150,000 pieces and distributed to consumers. Of the 50,000 people who voted, 71.3 percent opted to keep it intact.One of the Cards Against Humanity expansion packs in 2015 was science themed and the profits were intended to create a scholarship for women going into science fields. So far over $500,000 have been raised. Top Five Trivia of the movie: Top 5 Trivia  **TRIPLE LINDY AWARD** **REVIEW AND RATING** TOP 5Stephen:1 Letterkenny Live2 Breakfast club3 T24 Sandlot5 Back to the Future Chris:1. sandlots2. T23. trick r treat4. rocky horror picture show5. hubie halloween Trey:1) Boondocks Saints2) Mail Order Brides3) Tombstone4) Very bad things5) She out of my league  Tucker:1. T22: Tombstone3: Gross Pointe Blank4: My Cousin Vinny5: John Wick WHAT ARE WE DOING NEXT WEEK? Web: https://theguysreview.simplecast.com/EM: theguysreviewpod@gmail.comIG: @TheGuysReviewPodTW: @The_GuysReviewFB: https://facebook.com/TheGuysReviewPod/YouTube: https://www.youtube.com/channel/UCYKXJhq9LbQ2VfR4K33kT9Q Please, Subscribe, rate and review us wherever you get your podcasts from!! Thank you,-The Guys

Carlos Jimenez, managing director of Moelis & Co., explains his view that the entertainment economy is in the midst of a massive transformation into a “metaverse” where entertainment, media, gaming, sports and other activities merge. “All of these worlds are colliding – it's the future,” Jimenez says. He also weighs in on the content spending boom and where investors see opportunity amid the turmoil in media. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com See omnystudio.com/listener for privacy information.

Carlos Jimenez, managing director of Moelis & Co., explains his view that the entertainment economy is in the midst of a massive transformation into a “metaverse” where entertainment, media, gaming, sports and other activities merge. “All of these worlds are colliding – it's the future,” Jimenez says. He also weighs in on the content spending boom and where investors see opportunity amid the turmoil in media. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com See omnystudio.com/listener for privacy information.

Andrew Pridham AO is the co-founder of Moelis & Company, where he currently serves as the Vice Chairman and was previously the Chief Executive Officer. Andrew was previously Managing Director and Head of Investment Banking, Australasia at UBS. He was appointed Managing Director at 28. He spent years working in London and Singapore as global head of real estate at UBS before returning to Australia in retirement aged 34.He then founded a boutique investment banking business called First Provident. In 2004 JP Morgan acquired First Provident and Pridham was appointed as its Head of Investment Banking and later Executive Chairman. In 2009 he left to establish the Australian arm of US Investment Bank Moelis & Company. Moelis & Company Australia is a 50/50 joint venture where Australian executives, including Pridham, own 50% of the business.Upon his return to Australia in 2004, he was appointed to the board of the Sydney Swans. In 2013 he was appointed Chair. In his first season as Chair, the Sydney Swans finished minor Premiers.This is a fascinating chat with a fascinating man. Order Get Started Investing on Booktopia or Amazon now. *****In the spirit of reconciliation, Equity Mates Media and the hosts of Equity Mates Investing Podcast acknowledge the Traditional Custodians of country throughout Australia and their connections to land, sea and community. We pay our respects to their elders past and present and extend that respect to all Aboriginal and Torres Strait Islander people today. *****This episode is brought to you by Sohn Hearts & Minds Investment Leaders Conference.Tickets are $500 but Equity Mates have 50 tickets at 20% off. Click here and enter the discount code: equitymatesEquity Mates Investing Podcast is a product of Equity Mates Media. All information in this podcast is for education and entertainment purposes only. Equity Mates gives listeners access to information and educational content provided by a range of financial services professionals. It is not intended as a substitute for professional finance, legal or tax advice. The hosts of Equity Mates Investing Podcast are not financial professionals and are not aware of your personal financial circumstances. Equity Mates Media does not operate under an Australian financial services licence and relies on the exemption available under the Corporations Act 2001 (Cth) in respect of any information or advice given.Before making any financial decisions you should read the Product Disclosure Statement and, if necessary, consult a licensed financial professional. Do not take financial advice from a podcast or video. For more information head to the disclaimer page on the Equity Mates website where you can find ASIC resources and find a registered financial professional near you. Equity Mates is part of the Acast Creator Network. See acast.com/privacy for privacy and opt-out information.

Andrew's new book, What Matters, weaves lessons and learnings on leadership through business, investing, and sport. See omnystudio.com/listener for privacy information.

Moelis' Duncan Herrington spoke with the Activist Investing Today podcast about proxy advisers and corporate director selection efforts following ESG activist Engine No. 1's big win at Exxon Mobil. 

Welcome to the Tearsheet Podcast. I'm Tearsheet editor in chief, Zack Miller. As humans, we're just not wired to save money well. And over the years, creative financial institutions have figured out ways to incentivize saving with chances to win money. Prize-linked savings has been a mainstay in the UK and is the largest form of savings. In the US, challenger bank Yotta offers periodic chances for its customers to win money prizes. The more you save, the more chances you have to win. Yotta's co-founder and CEO Adam Moelis joins me on the podcast to talk about the mechanics of prize-linked savings and how Yotta uses this model to differentiate itself from the competition. We discuss some of the viral components the firm's built and how it acquires new customers. We also look out into the future for the firm's product and expansion plans. Adam Moelis is my guest today on the Tearsheet Podcast.

In episode fifteen of PitchIt: the fintech startups podcast we talk with Yotta Co-Founder Adam Moelis. Yotta was founded to help Americans become more financially secure. They help make saving fun while also offering better economic value than most savings accounts. Getting people to save is not an easy task, there are a lot of barriers to contend with and financial education from an early age is lacking. Adam and I delve into the psychology behind savings and the lottery, Yotta is using some of this to acquire customers but going further to offer a safer and more sustainable path to savings. We also discuss how they avoid becoming a gimmick, crypto, raising capital and a whole lot more. We had a lot of fun and I hope you enjoy the show. In this podcast you will learn: Adam's founder story Why people spend so much on the lottery Average American household spends $640 on the lottery 60 - 70 percent of what you put into the lottery is lost Savings is a significantly better and safer bet with your money Fun drives a lot of the behavior behind the lottery The importance of financial education at a young age Lower earning households spend a lot more of their income on the lottery as a percentage Yotta must be thoughtful to avoid being labeled a gimmick They view themselves as a digital or neobank Gamification can be a slippery slope Adam recommends reading Red Notice And more...

One of the most iconic brands in financial television returns for today's issues and today's world. This edition of Wall Street Week features David Westin's interviews with Former Treasury Secretary Lawrence H. Summers, Former Council of Economic Advisers Chairman Glenn Hubbard, Former Federal Reserve Governor Sarah Bloom Raskin, and Moelis & Company Vice Chairman Eric Cantor. The conversations highlight what's in store for the second half of 2021, the state of the U.S. Labor market, stability of financial institutions, and the effect of tax and antitrust changes on dealmaking.  Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

Programming note: Money Stuff will be off tomorrow, back on Monday. Archegos falloutGenerally speaking, in the US, if you want to borrow money from yo... borrow money from your broker to buy stocks talked about the Archegos situation this Bloomberg Businessweek story Credit Suisse CEO Faces Anger in the Ranks on Archegos MessCredit Suisse Ignored Warnings Before Archegos and Greensill ImplodedFacebook Inc. Lyft Inc. Uber Inc. it is super embarrassing and no one likes itherepriced a $1.7 billion offeringmandatory convertible preferred stockcommon stock offeringaiming to raise $2 billionwas becauseasMorgan Stanley and Goldman Sachsblowing out wrote yesterdayCameron Parker suggestedpress release from yesterdaya big alleged Ponzi the Bloomberg News storynet was much lowerinterviewed Justin WelbyCan Companies Sin?Elsewhere from Moelis & Co. last week Ryan CohenMarcuscryptocurrency trading platforma Chinese Financial Weapon Questions on Race and PowerGiant Lizardsubscribe at this linkhereThis happened with Ubergot almost 45% of the feesRonald Barusch

Elizabeth Crain is the Chief Operating Officer and a Founding Partner at Moelis & Company where she leads the Firm's global strategy, infrastructure, and business management functions. Elizabeth has been in the investment banking and private equity industries for over 25 years as a banker, principal, and operations executive. Moelis is a global independent investment bank that has advised on more than $3.5 trillion on transactions, with deal sizes ranging from $100 million to $160billion. Prior to Moelis & Company, Elizabeth was a Managing Director in the UBS Investment Bank where she was the Manager of the Investment Bank Client Committee and a member of the Investment Bank Board. In addition, she was both the Chief Operating Officer and Chief Administrative Officer of the UBS Investment Banking Department Americas franchise. Before joining UBS, Ms. Crain was in the private equity industry from 1997 to 2001. She began her career in investment banking in 1988 at Merrill Lynch. Elizabeth was named one of the “25 Most Powerful Women in Finance by American Banker magazine in 2011 and 2012.   Elizabeth holds a B.S. in Economics from Arizona State University and an M.B.A. from The Wharton School at the University of Pennsylvania. She serves on the Board of Directors of Exscientia Ltd., the Graduate Executive Board of The Wharton School, and the Board of Trustees of The Windward School.   In this episode we cover a lot of ground, we talk about the M&A and Investment Banking industry, the changes it went through in recent years, especially because of covid. We talk about the impact of technology, especially AI, on the business. We get into Corporate Social Responsibility, the increase in recent M&A activities, other industry trends like SPACs and PIPEs and finish with an intro into neurodiversity, career advice, and tips for personal and professional development.

In this session, Grace gives us an update on her accelerated recruiting processes with Moelis and Blackstone. Learn why networking early really does pay off and see how we make dramatic modifications to her resume now that she has IB internship experience.

In this session, Grace tells us what investment banking internship offer she accepted for Summer 2021. We also discuss her plan to prep for accelerated recruiting for the Summer of 2022 which is going to happen as early as March 2021. We expect that she will have at least interviews with Blackstone, Goldman and Moelis...not too shabby!

In this episode of Restarting America, Jeremy Greenberg from 97 Switch interviews Brad Zelinger, the founder and CEO of Stride Autism Centers. Throughout the interview, they discuss the impacts of the COVID-19 pandemic on business and society. Zelinger shares how the current health pandemic has affected his company and how he is adapting to new circumstances. Zelinger was inspired to found Stride Autism Centers by his adult sister who has a severe ASD-related disorder called Rett Syndrome. He is personally and professionally dedicated to supporting individuals with complex needs. Zelinger began his career in investment banking at Moelis & Company in New York. Before founding Stride, he was a private equity investor at Madison Dearborn Partners and TZP Group, where he evaluated, executed, and oversaw investments in growth-oriented companies. Zelinger earned an MBA from Harvard Business School and a BBA with High Distinction from the University of Michigan Ross School of Business. He serves on the Boards of Rett Syndrome Research Trust (RSRT) and Aspiritech and is Treasurer of the Illinois Association for Behavior Analysis (ILABA).

In episode 273, we welcome our guest, Adam Moelis, co-founder and CEO of Yotta Savings, which allows users to save money, earn over 2x the national average in interest and get weekly chances to win additional prizes up to $10 million through weekly random number drawings In today’s episode, we’re talking about how to use behavioral psychology to encourage American’s to save. We start with a somber look at the average American’s financial picture. Then Adam explains the history of lottery or prize-linked savings accounts and why the idea was mostly banned in the U.S. until 2015. He discusses the experience of going through Y Combinator’s first remote batch and then explains the lottery program, which offers users a chance to win between ten cents and ten million dollars. As we wind down, we hear about the company’s’ experimentation with customer acquisition with influencers and why they’ve focused on the social aspect of the app. Please enjoy this episode with Yotta Savings’, Adam Moelis.

One of the most iconic brands in financial television returns for today's issues and today's world. This week's Wall Street Week features David Westin's interviews with Former Treasury Secretary Lawrence H. Summers, Moelis & Company Vice Chairman Eric Cantor, SEC Chairman Jay Clayton and University of Chicago Harris School of Public Policy Dean Katherine Baicker. The conversations highlight the challenges of vaccine distribution, the benefits and pitfalls of mega-IPOs, and the role of regulations in long-term investing. 

In this episode, BoutiqueBananas shares his path from graduating near the top of his class at Wharton, why he ended up at Moelis for two years and why he decided to travel for a year after his analyst stint. Learn how he got back into investment banking only to be laid off soon after and how he is approaching his next search.

Our recent episodes have focused on policy and innovations to address housing affordability. In this podcast, Steve and Corey focus on how these practices drive change for residents, neighborhoods and communities. They are joined by Ron Moelis, CEO and founding partner at L+M Development Partners – a leading affordable housing developer in the NYC area; Washington, D.C.; and California. Their discussion covers numerous topics ranging from gentrification, racial and social justice, mixed-use and mixed-income housing, as well as special considerations due to the pandemic.

In this episode, James shares his path from the non-profit world and the Peace Corp to working as an associate in private equity after getting his MBA from Duke. We learn what it was like living in Costa Rica working for the Grameen bank as well as how he defied all odds to land a job in private equity, even after he didn't get a return offer from Moelis after his summer associate role there.

One of the most iconic brands in financial television returns for today's issues and today's world. This week's Wall Street Week features David Westin's interviews with Council on Foreign Relations President Richard Haass, Accenture CEO Julie Sweet, and Moelis & Company Vice Chairman Eric Cantor. The conversations highlight the changes in foreign policy under the Trump administration, the 27-CEO commitment to creating 100-thousand jobs in New York, and what a capital gains tax cut could mean for job creation. Bloomberg's Scarlet Fu talks Former Treasury Larry Summers about how the pandemic aid in the U.S. is having skewed effects. 

Adam Moelis is the co-founder and CEO of Yotta. Yotta helps people get paid more on your savings plus the chance to win up to $10 million every week.

All things bankruptcy and restructuring with Bryan Lastrapes from Moelis & Company. While originally recorded early in the week of March 2, by the end of the week, the world changed, and so did our release schedule of podcasts. Nonetheless, this podcast is an excellent interview and highly educational. Show Notes: 0:00 – 01:45: Pre-Intro […]

Ken Moelis, Moelis & Company Chairman, CEO & Founder, says markets are pretty much priced for perfection right now. Soren Skou, Maersk CEO, doesn't expect trade growth to pick up in 2020. Mark Rutte, Dutch Prime Minister, is optimistic about a trade deal between the U.S. and the EU. Bill Winters, Standard Chartered CEO, says peace is prevailing in Hong Kong. Stacey Cunningham, NYSE President, talks about 'trading in the dark' as well as finding the best price in the market. David Solomon, Goldman Sachs Chairman & CEO, doesn't see any booms or busts happening anytime soon. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

Ken Moelis, Moelis & Company Chairman, CEO & Founder, says markets are pretty much priced for perfection right now. Soren Skou, Maersk CEO, doesn't expect trade growth to pick up in 2020. Mark Rutte, Dutch Prime Minister, is optimistic about a trade deal between the U.S. and the EU. Bill Winters, Standard Chartered CEO, says peace is prevailing in Hong Kong. Stacey Cunningham, NYSE President, talks about 'trading in the dark' as well as finding the best price in the market. David Solomon, Goldman Sachs Chairman & CEO, doesn't see any booms or busts happening anytime soon.

Learn what makes an applicant stand out at Wharton [Show Summary] What is Wharton looking for? What about its new deferred admission programs? Most importantly, what do you need to do to get in? If these questions reside in your head, listen in! Wharton’s Director of Admissions, Blair Mannix, is our guest today. Interview with Blair Mannix, Director of Admissions for the Wharton MBA program [Show Notes] It gives me great pleasure to have on Admissions Straight Talk for the first time, Blair Mannix, Director of Admissions for the Wharton MBA program. Blair first came to Penn as a graduate student where she earned her master’s in higher education management in 2010. She joined Penn’s undergrad admissions staff in 2008. She’s been at Wharton since 2012 and became Director of Admissions just about one year ago. Let’s start with the basics. Can you give me a brief overview of the distinctive elements of Wharton’s full-time MBA program? [2:17] Philadelphia is one - I feel like I work for the Philadelphia Board of Tourism sometimes. It is difficult to have a Wharton experience without a Philadelphia experience and vice versa. The second thing I would say is we are proud of the way we approach the teaching of business. We like to provide content in a variety of different ways, since we know students learn best in different ways. We are big on rolling our sleeves up here. What’s new at Wharton? [4:57] The first two are massive updates to our physical plant. This fall we will be opening the Wharton Academic Research Building (WARB), which will be the home of academic research for Wharton, Penn, and Philadelphia. In the spring of 2021 we will open the Center of Entrepreneurship, which will be the hub for undergrad and graduate entrepreneurial endeavors. We also have two new centers in finance – the Harris Center and Stevens Center. The dean has poised us to really stay ahead in finance for the next 10-15 years. hbspt.cta.load(58291, '9bb31be0-3cf6-45f0-be3d-3791cc1bd9bd', {}); Wharton has two deferred admissions programs, the Moelis Advance Access Program and the Advance Access program. Can you tell us about them? [7:15] I feel very strongly that this is where MBA programs need to go. So many students have told me they don’t feel like they could take risks between undergrad and grad school. We want to lock in the talent early so they can go out and impact the world. Moelis started two years ago, so we have had two admitted cohorts, and they have just been Penn undergraduates. Eight weeks ago we launched Advance Access globally, so anyone from around the world can apply and work 2-4 years and then come back for an MBA. With the two cohorts thus far, we have seen a mix of people following a more traditional pre-MBA path, and others who have really taken a risk. We want people to feel free to do what they want. In terms of the size of our first Advance Access cohort, it will depend on the talent. We don’t have a hard number. Can you go into the purpose of some of the different elements of the application? [11:15] The resume and work history, Wharton’s essays, Two professional recommendations, and The Wharton TBD and individual interview Resume and work history: The length, depth, and breadth of your adult life live in your resume and transcript. Essays and recommendations are a snapshot of a moment in time, so I really stress the importance of the resume and transcript. Recently we have begun tracking outcomes of our students, and with the help of a data scientist, we are able to evaluate things like GPA through career trajectory, how applicants interact with the community, and how it all transfers to success at Wharton. Each piece of the application is predictive of success in the program, and that is important. It’s not random but very purposeful. Everything we ask for, we need. Essays: The essays use words to help us evaluate talent. The first essay is what do you want professionally from the Wharton MBA.

My guests this episode are Great Jones co-founders Sierra Tishgart and Maddy Moelis.  Great Jones is a modern cookware company designed to make home cooking simple with beautiful high-performing cookware at an accessible price.  Sierra and Maddy started Great Jones because they believe in the power and pleasure of making food with your own hands. Not only business partners, they’re also childhood friends of 20 years who first met at summer camp, where they bonded over a love of Chipwich ice-cream sandwiches and pizza pockets.  Prior to starting Great Jones, Sierra worked as a Food Editor at New York Magazine and won a James Beard Award for her writing. She also hosted a show for CBS This Morning interviewing chefs. Maddy comes from the start-up world, where she managed consumer insights for Warby Parker and was a Product Manager at Zola. They embarked on the Great Jones adventure together as first-time entrepreneurs.  I visited their beautiful New York office to hear all about: How they met at camp over 20 years ago and how their lives have intertwined since The evening when Great Jones began and how the business grew from a single idea Leaving established careers to become entrepreneurs  What life is like as a business owner and the challenges that come with it It was so inspiring hearing how Sierra and Maddy got their business off the ground, and I really hope their story inspires anyone else who has an idea but doesn’t know what to do to take it to the next level. They’re also amazing examples of people taking leaps of faith into the unknown. Find out more about Great Jones: https://greatjonesgoods.com (https://greatjonesgoods.com/) .

As someone who loves to cook, I know the struggles of having to buy pans on pans on pans to serve different purposes in the kitchen. Cue Great Jones, which came in with a nostalgic aesthetic, a homey feel and multipurpose pots and pans to save consumers some space and money.Maddy Moelis, a graduate of the University of Pennsylvania, founded the company with her childhood friend Sierra Tishgart after realizing that quality cookware was difficult to find. Her experience at Wharton spearheaded a love for startups - her first job was at Warby Parker during its early days before she went on to do a long stint at Zola. It was there that she actually saw the price tags of registry cookware and thought there had to be an alternative for people who didn't want to skimp at Ikea or spend a fortune on a KitchenAid tool. Thus, Great Jones was born. Listen to the episode for the full story.

Moelis & Company's Craig Wadler joins Elana Duré to discuss M&A activism and how issuers should react when investors place a proposed deal under pressure. View all of the products offered by Insightia by visiting our website. 

Paul is an incoming management consultant at Bain and Company. Before that he was an investment banking summer analyst at RBC after declining an interview at Goldman Sachs and founder of a food delivery company called Dine Easy. He is currently in his final year in the honours business program at the Ivey Business School. In this episode we talk about why he chose investment banking and consulting and if he was chasing prestige or doing what he genuinely enjoyed. We talked about how he feels when people say “you only got an opportunity because you're black or because you're a woman” and much more. Timestamp “You've doing banking and consulting, the two most stereotypical, cliche business school careers. How much of that is your genuine passion versus doing it for prestige/clout?” - 32:25 How do you feel when people say “you only got that because you're black” or “you only got that because you're a woman”? - 14:15 [highlights] Why he turned down Goldman Sachs and Moelis interviews to work at RBC? - 14:00 [highlights] How did the RBC Opportunity come about? - 12:40 Banking being a good old boy's club and having to conform and check his identity at the door - 20:00 [highlights] Why he moved into consulting? - 20:40 “This is without a doubt The craziest week of my entire life” - 24:40 - 32:20 [ highlights] How he knew consulting was right for him, the interview process? - 35:46 Where do you see yourself 1, 5 and 25 years from now? 37:20 Links Paul's LinkedIn: https://ca.linkedin.com/in/paulokundaye The scholarship Paul won to get the RBC investment banking role: https://atila.ca/scholarship/rbc-capital-markets-diversity-scholarship Paul's Application for the RBC Scholarship: https://atila.ca/essay/OkPaul/rbc-general-and-capital-markets-diversity-scholarships-2017 Factfulness — Ten Reasons We're Wrong About the World: https://amzn.to/2Oi8jpu The Order of Time Book: https://amzn.to/2Oi8EZi Gates Notes: https://www.gatesnotes.com/ Atila TV Instagram, @atilatech: https://www.instagram.com/atilatech/ Tomiwa's twitter, @tomiwa1a: https://twitter.com/tomiwa1a

Deloitte shares the trends on why Direct to Consumer startups are rapidly growing, Big Box Retailers saw disappointing Q4 results, and Chris Walton's analysis of the Store of the Future are in this episode. We're joined by Maddy Moelis and Sierra Tishgart, co-founders of Great Jones after a huge holiday kick off season... as seen in the New York Times and Forbes. Forbes: Every Retailer Should Have a Store of the Future Plan of Attack

This week, InvestSMART's Nathan Bell and Alex Hughes talk about the rise of Afterpay, Moelis Australia, UK stock ideas, preparing for a recession and how to stay rational when under pressure.

Andrew Pridham has had an incredible career in investment banking, rising through the ranks at UBS in his early years, he is currently the CEO of Moelis Australia as well as Chairman of the highly successful AFL team, The Sydney Swans.This material is provided by NAOS Asset Management Limited ACN 107 624 126 (NAOS) for general information purposes only and must not be construed as investment advice or a recommendation. It does not take into account the investment objectives, financial situation or needs of any particular investor. Before making an investment decision, investors should consider obtaining professional investment advice that is tailored to their specific circumstances. Past performance is not necessarily indicative of future results and there is no guarantee that future performance, the amount or timing of any returns or that the investment objectives will be achieved. To the maximum extent permitted by law, NAOS and its directors and any other persons featured in this material disclaim all liability to any person relying on the information contained herein in relation to any loss or damage (including consequential loss or damage), however caused, which may be suffered directly or indirectly in respect of such information.This material must not be reproduced or disclosed, in whole or in part, without the prior written consent of NAOS. Except where necessary for viewing the documents or information on this website, or as permitted under the Copyright Act 1968 (Cth) or other applicable laws, no documents, publications, podcasts or other information on this website may be reproduced, adapted, uploaded to a third party, linked to, framed, performed in public, distributed, stored, published, displayed or transmitted in any form by any process and you may not create derivative works from any part of this website or commercialise any information obtained from any part of this website without the specific written consent of NAOS or, in the case of third party material, from the owner of the copyright in that material.

In today's Minutes: AT&T will rename Time Warner as WarnerMedia, Apple and Oprah plan to collaborate on Apple's new streaming service, and Elizabeth Holmes is indicted on wire fraud charges. Plus, Moelis is not happy with bankers latest Excel hack. --- Support this podcast: https://anchor.fm/watercoolesthq/support

John talks about the trade-off of working hundred hour weeks in investment banking but how they help you find a great job after. We discuss the PE recruiting process and why he chose to come to business school rather than staying with his fund. John interned in the strategy group at the Wonderful Company over the summer and we discuss how he thinks about what he wants to do now.

Shahzad Khan VP at Moelis discusses what is what like working for Bear Sterns during the crisis and how being persistent can set you apart. Shahzad tells us why he went from banking to consulting and then back to banking and the differences between the jobs and personalities. Also, what he looks for in hiring analysts and associates.

Jim Vogel, an interest rate strategist at FTN Financial, says he expects a plan from the Federal Reserve for its $400 billion of Treasury holdings by the end of 2017. Bloomberg Intelligence's Paul Sweeney discusses Disney and Time Warner. Alan Baum, a principal at Baum and Associates, a Michigan-based research firm, says the price of some cars could rise by $17,000 because of a border tax. Finally, Ruth David, an IPO and deals reporter for Bloomberg, discusses Saudi Aramco hiring Moelis to advise on what may be a $100 billion IPO.

How to tell the difference between an investment bank and commercial bank. Join Motley Fool analysts Matt Koppenheffer and David Hanson as they discuss the upcoming Moelis, rank Oscar winners, and finish off the day looking at three tweets.

In the first podcast of a two-part series, veteran investment banker and founder of Moelis & Company Ken Moelis talks to Anousha Sakoui, the FT’s mergers and acquisitions correspondent, about the M&A cycle, the challenges of global expansion and why it is a mistake to chase yesterday’s economy. Hear part two, with Blackstone's John Studzinski, on June 13. See acast.com/privacy for privacy and opt-out information.

At a time when many bulge bracket investment banks are drowning as a result of the financial crisis Moelis & Co. is swimming against the tide. Founded in July 2007 by Kenneth D. Moelis a Wall Street veteran the Los Angeles-based firm has been busy hiring. In just about 15 months it has recruited more than 150 people including some 100 bankers besides opening offices in Chicago New York and Boston. How will the continuing financial turmoil affect the fledgling investment bank's business? What opportunities can investors find amid the wreckage? In an interview with Knowledge at Wharton Moelis discussed these issues and more. See acast.com/privacy for privacy and opt-out information.

When Merrill Lynch reported solid second-quarter earnings last July chairman and CEO Stan O'Neal sent employees a memo boasting about the firm's risk management prowess. Only three months later Merrill Lynch took its historic $8.4 billion write-down for losses in mortgage-related securities with Citigroup and others soon reporting unprecedented credit losses as well. If the capital markets are models of efficiency it is fair to ask how could such staggering losses happen? Two Wall Street titans -- Lloyd Blankfein chairman and CEO of Goldman Sachs and Kenneth Moelis of Moelis & Co. -- addressed that question at the recent Wharton Finance Conference in New York City. See acast.com/privacy for privacy and opt-out information.

We speak with Ankur Rungta, the Founder & CEO of C3 Industries as part of our NCIA Cannabis Business Summit 2021 coverage.C3 Industries, a multi-state, vertically integrated cannabis company headquartered in Ann Arbor, Michigan, with several product brands including the award-winning Cloud Cover Cannabis and Galactic Meds, and a retail network, High Profile Boutique Cannabis. C3 Industries launched its first production operation in 2018, with a 36,000 square foot indoor cultivation and manufacturing facility in Portland, Oregan. The company has since opened additional operations in Michigan and Massachusetts. The company produces high-quality cannabis products across all categories in Oregon and Michigan and is soon to launch in Massachusetts and Missouri. You recently opened a new 15,000-square-foot manufacturing facility in St. Louis, which will commence operations this month.In addition to the facility, C3 has finalized an exclusive licensing partnership with California's Kiva Confections to bring its premium edibles brands to the Missouri market. Per the agreement and subject to regulatory approvals, it will produce Kiva's full suite of brands: Lost Farm gummies, Camino gummies, Petra mints, Terra chocolate bites, and Kiva Bars.They will produce C3's Cloud Cover Cannabis line of concentrates, cartridges, and pre-rolls starting late 2022.Ankur Rungta is co-founder and chief executive officer of C3 Industries Inc. Under his leadership, the company has raised over $100 million of capital and currently employs almost 400 people. Ankur and his team have overseen the development of six award-winning cannabis production facilities as well as twenty-one retail stores in Michigan, Massachusetts, Missouri and Oregon.Ankur is also a co-founder and board member of Nickel City Pictures, a film and television production company based in Los Angeles and New York City that has produced such box-office hits as “John Wick 2,” “November Man,” and “Mother's Day,” among others. Prior to launching these companies, Ankur worked as an investment banker at Moelis & Company in New York and as a corporate attorney at Sullivan & Cromwell in New York, advising clients on capital markets and M&A transactions. Ankur earned a Bachelor of Business Administration from Stephen M. Ross School of Business at the University of Michigan in 2004. He earned a Juris Doctor from the University of Michigan Law school in 2008, when he graduated Magna Cum Laude and Order of the Coif. In 2014, he was nominated to the Michigan Opera Theatre Board of Directors. He has taken an active role in the arts organization – where he serves as Vice Chairman of the Board and leads the Nominating and Governance Committee, the youngest person to hold those roles.Ankur is also a dedicated family man. He and his wife reside in Ann Arbor, Michigan, with their two children. He enjoys traveling, spending time with his family, playing basketball, watching college and professional sports, and keeping up with current events and politics. Ankur was born in Columbus, Ohio, and grew up in Buffalo, New York.

Strategic advice in the cannabis space with Brian Callaci. Brian is a Managing Director at Moelis & Company where he is responsible for advisory efforts in the food, beverage and consumer product sectors. Mr. Callaci has over 26 years of investment banking experience advising corporate clients, private equity firms and family owners on a wide range of transactions including M&A, divestitures, defense, joint ventures, leveraged buyouts, initial public offerings, common equity, preferred stock, and debt financings. Prior to joining Moelis & Company, he was Co-Head of the Consumer Investment Banking Group at Bank of America Merrill Lynch.