Podcasts about Private equity

Send a text"RAISE CAPITAL LIKE A LEGEND: https://go.fundraisecapital.co/apply"DOWNLOAD: A decision matrix on Stock versus Asset Purchases at https://go.fundraisecapital.co/stock-vs-assetStop buying companies like a gambler and start engineering your private equity deals for maximum protection and predictable outcomes. In this masterclass on deal structuring, host Ryan Miller breaks down the critical differences between a Stock Purchase vs. Asset Purchase and why your choice of acquisition structure is the single most important decision in your fund management strategy for 2026. We dive deep into the mechanics of asset carve outs, the legal reality of successor liability, and how to use intentional deal design to isolate risk while preserving operational continuity. Learn from real-world case studies like Facebook's acquisition of Instagram, Bank of America's Countrywide catastrophe, and the PayPal-eBay split to see how the world's best investors navigate due diligence and risk management.If you want to master alternative asset management, learn how to raise capital, and build a high-performance investment machine that survives the future you can't see, this episode of Making Billions is your definitive guide to professional dealmaking in the new era of private markets.Subscribe on YouTube:https://www.youtube.com/channel/UCTOe79EXLDsROQ0z3YLnu1QQConnect with Ryan Miller:Linkedin: https://www.linkedin.com/in/rcmiller1/Instagram: Support the showDISCLAIMER: The information in every podcast episode “episode” is provided for general informational purposes only and may not reflect the current law in your jurisdiction. By listening or viewing our episodes, you understand that no information contained in the episodes should be construed as legal or financial advice from the individual author, hosts, or guests, nor is it intended to be a substitute for legal, financial, or tax counsel on any subject matter. No listener of the episodes should act or refrain from acting on the basis of any information included in, or accessible through, the episodes without seeking the appropriate legal or other professional advice on the particular facts and circumstances at issue from a lawyer, finance, tax, or other licensed person in the recipient's state, country, or other appropriate licensing jurisdiction. No part of the show, its guests, host, content, or otherwise should be considered a solicitation for investment in any way. All views expressed in any way by guests are their own opinions and do not necessarily reflect the opinions of the show or its host(s). The host and/or its guests may own some of the assets discussed in this or other episodes, including compensation for advertisements, sponsorships, and/or endorsements. This show is for entertainment purposes only and should not be used as financial, tax, legal, or any advice whatsoever.

In this conversation, Dr. Amir Baluch shares his unique journey from a medical career to becoming a successful fund manager in the real estate sector. He discusses the thriving DFW real estate market, his early investments, and the strategies he employs in acquisitions and development. Amir emphasizes the importance of understanding market trends, particularly in the context of inflation, and outlines his current projects and future plans for growth in the industry.   Professional Real Estate Investors - How we can help you: Investor Fuel Mastermind:  Learn more about the Investor Fuel Mastermind, including 100% deal financing, massive discounts from vendors and sponsors you're already using, our world class community of over 150 members, and SO much more here: http://www.investorfuel.com/apply   Investor Machine Marketing Partnership:  Are you looking for consistent, high quality lead generation? Investor Machine is America's #1 lead generation service professional investors. Investor Machine provides true 'white glove' support to help you build the perfect marketing plan, then we'll execute it for you…talking and working together on an ongoing basis to help you hit YOUR goals! Learn more here: http://www.investormachine.com   Coaching with Mike Hambright:  Interested in 1 on 1 coaching with Mike Hambright? Mike coaches entrepreneurs looking to level up, build coaching or service based businesses (Mike runs multiple 7 and 8 figure a year businesses), building a coaching program and more. Learn more here: https://investorfuel.com/coachingwithmike   Attend a Vacation/Mastermind Retreat with Mike Hambright: Interested in joining a "mini-mastermind" with Mike and his private clients on an upcoming "Retreat", either at locations like Cabo San Lucas, Napa, Park City ski trip, Yellowstone, or even at Mike's East Texas "Big H Ranch"? Learn more here: http://www.investorfuel.com/retreat   Property Insurance: Join the largest and most investor friendly property insurance provider in 2 minutes. Free to join, and insure all your flips and rentals within minutes! There is NO easier insurance provider on the planet (turn insurance on or off in 1 minute without talking to anyone!), and there's no 15-30% agent mark up through this platform!  Register here: https://myinvestorinsurance.com/   New Real Estate Investors - How we can work together: Investor Fuel Club (Coaching and Deal Partner Community): Looking to kickstart your real estate investing career? Join our one of a kind Coaching Community, Investor Fuel Club, where you'll get trained by some of the best real estate investors in America, and partner with them on deals! You don't need $ for deals…we'll partner with you and hold your hand along the way! Learn More here: http://www.investorfuel.com/club   —--------------------

Ruth Martín, Manager de Relación con Inversores de Crescenta, analiza las características del último producto de la compañía: la empresa lanza su primer Fondo de Inversión Libre para dar acceso a las tres principales estrategias de Private Equity. “Hemos lanzado este nuevo fondo de inversión porque nuestra base de clientes es muy amplía”, afirma el invitado. Además, añade que “los requisitos para invertir en Private Equity es de 10.000 euros, siempre y cuando tenga un patrimonio de 100.000 euros”. ¿Cuál era el objetivo de lanzar este nuevo fondo? La experta explica que “lo que querían dar era una solución con un solo ticket de 10.000 euros, el cliente pudiera tener acceso a las tres estrategias de Private Equity”. ¿Qué características tiene invertir en Private Equity? “Cuando se invierte una persona física, cuando se invierte en fondos de capital riesgo, cada vez que se hacen llamadas de capital tienes que hacer una transferencia”, destaca la Manager de Relación con Inversores de Crescenta. También apunta que “cuando se hacen las distribuciones, se hace otra transferencia al cliente y eso tiene otra tributación”. ¿Qué ventajas tienen este tipo de inversiones en FIL? La entrevistada señala que “si eres persona física, residente fiscal en España, tiene la ventaja de traspasabilidad”. Esto es importante, ya que según ella, “este vehículo lo que permite es cuando hay una llamada de capital se puede traspasar a un fondo de inversión cotizado al propio FIL”. ¿Cómo funciona este tipo de inversiones dependiendo del cliente que invierta? Ruth Martín explica que·hay clientes que tienen una cartera establecida y si tienen determinados sesgos a la hora de invertir prefieren otro tipo de inversión. Dice también que “alguien que tenga que hacer un solo ticket, tiene mucho más sentido invertir en el FIL porque tienes las tres estrategias: Buyout, Growth Capital y Venture Capital.

En el Radar Empresarial de Capital Intereconomía ponemos el foco en el sector audiovisual y del entretenimiento, con especial atención a Netflix, Warner Bros. Discovery y Paramount Global, en un contexto marcado por movimientos estratégicos, posibles operaciones corporativas y una creciente competencia en el mercado del ‘streaming'. A continuación, entrevistamos a Jacobo Noya, del equipo de Relación con Inversores de Crescenta, con quien analizamos el lanzamiento de su primer Fondo de Inversión Libre enfocado al acceso a las principales estrategias de Private Equity. Durante la conversación, se profundiza en las ventajas fiscales del producto, la posibilidad de realizar traspasos sin tributar en el momento, así como en su valor como herramienta de diversificación para inversores con carteras centradas en renta fija o renta variable. El programa se completa con el Consultorio de Herencias junto a Itziar Pernía Gómez, socia directora de Legal por Naturaleza, centrado en el fideicomiso y el trust. Se abordan sus principales características, las diferencias entre el modelo anglosajón y la sustitución fideicomisaria en España, su fiscalidad, los posibles escenarios tributarios y la titularidad de estas figuras por parte de personas jurídicas.

Mrs. P takes a deep dive into Private Equity and the evils it brings and how its tentacles touches every part of our life. From food, to dating, to music, to owning the words largest DNA database. Nothing is safe. JOIN OUR PATREON COMMUNITY -

Earn 0.75 CPD here: https://quiz.ensombl.com/ENSO-26021300-33020001 0.25 Client Care & Practice 0.25 Technical Competence 0.25 Tax (Financial) Advice As access to private markets expands beyond institutions, host Kieran Berry is joined by Adam Myers, Executive Director at Pengana Capital, to demystify private equity and its role in modern portfolios. They explore how PE works - from venture and growth to buyouts - along with the realities of capital calls, liquidity constraints, and the importance of manager selection and diversification. With allocations rising among endowments and family offices, this episode helps advisers and sophisticated investors understand when private equity makes sense - and the trade-offs required to capture its long-term return potential. Adam Myers LinkedIn: https://www.linkedin.com/in/adam-myers-7591751/ Kieran Berry LinkedIn: https://www.linkedin.com/in/kieranberry/ For investors seeking exposure to some of the world's leading private companies via a single ASX trade, learn more at https://ensombl.com/go/20260216 Pengana Disclaimer - https://ensombl.com/penganadisclaimer/ General Disclaimer – https://www.ensombl.com/disclaimer/

Private Equity : Eldorado ou piège pour votre argent ?

Jason Hull, the founder and CEO of DoorGrow, discusses with Ashton Thomas the concept of marrying private equity with property management operations. Ashton Thomas is a third-generation real estate broker in Central Florida, she got her real estate license right after graduating high school and, in February 2019, opened her own brokerage. She decided to start her own brokerage and grew to about 25 agents, but she realized she preferred property management and did not like dealing with realtors and their recurring issues, and shifted her focus after property management "fell into her lap" when employees from a failing company approached her You'll Learn (00:45) Introduction and Ashton Thomas's Background  (03:46) The Audacity to Start a Brokerage at 23  (07:16) The Marriage of Private Equity and Property Management  (07:42) Benjamin Hardy's "Science of Scaling"  (12:31) Understanding Private Equity and the Roll Up Strategy  (17:58) The Advantage of Property Managers in Roll Ups  (19:10) Advice for Getting into Private Equity  (22:29) Raising Capital and How to Connect with Ashton Thomas Quotables "I've been thinking too small. That's why it's been so hard." "That's like entrepreneurs worst nightmare is to be feeling stuck and feeling like I'm not moving and I'm not getting traction and I'm not accomplishing anything." "The slowest, absolute slowest path to growth is to do it alone." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) All right, five, four, three, two, one. Hello everybody, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we've brought innovative strategies and optimization to the property management industry. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry.   eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right, so my guest today is Ashton Thomas. Welcome, Ashton. Ashton (00:43) Thank you for having me. Jason Hull (00:45) So Ashton is a client of ours, but she also is a badass. And so Ashen, I would love for people to get to know you a little bit, share a little bit of your background. How did you get into real estate and property management and all of this?   Ashton (01:02) Yeah, absolutely. So I'm actually a third generation real estate broker in central Florida. My granddad started in Orlando like way back in the 60s. ⁓ Both my dad and my granddad, a lot of my uncles, they're all builders. So just kind of grew up in that real estate world. I was on a job site from when I was very little. ⁓ And so I always just had a love for homes, real estate, just   the whole nine years. When I was wrapping up high school about to go to college, my parents suggested, I always had like an entrepreneurial spirit, and my parents suggested that I get my real estate license. And I was like, you know what, it can't hurt to have that. So I went ahead and took the class, got the licensing as soon as I graduated high school. So I was actually a licensed realtor already working before I started my freshman year of   college. ⁓ Real estate has been so fascinating because I've been able to see so many changes over the last 12 years since I got into the industry. I started with new home sales construction, actually working for my parents, ⁓ really learned about what it took to run a sales center. And then I switched to traditional real estate, like what you think of a realtor doing now. ⁓ From there, I ended up opening my own brokerage.   Jason Hull (02:03) Wow.   Ashton (02:28) ⁓ in February of 2019. And then property management really just fell into my lap. There was a company that was going out of business because the owner was embezzling funds. And their employees actually came to me and said, you know, we would like to work with you. We'd like to work for you. And we're bringing these clients. So   I had never written a lease, seen, really even put my eyes or hands on a lease, never. This was two years ago, roughly. ⁓ And like just didn't have any property management experience at all. Figured out that we needed to get some systems in place right out of the gate. And I really took the next year, year and a half.   Jason Hull (02:59) how long ago.   Okay.   Ashton (03:22) to develop those. And Jason, you've been so instrumental in helping us succeed in those systems. You helped us identify the holes in our business and really figure out what we needed to do. ⁓ So at the time that I had brought on the property management side, and when I say property management for us, we do both long-term property management and short-term vacation rental. So I two separate sister companies that operate.   Jason Hull (03:51) Yeah.   Ashton (03:51) So ⁓ at the time I had roughly about 25 realtors that worked for me under the brokerage. I had really developed that, grown that. We were one of the largest Zillow Premier agent teams in central Florida at that time.   Jason Hull (04:13) Wait, can I ask you question about that?   Not very many agents start their own brokerage. What? mean, how, do you mind me asking age here? How old were you you started your brokerage and what gave you the audacity to decide to do this big thing?   Ashton (04:19) Mm-hmm.   I was 23 when I started my brokerage and the funny part was is I actually wanted to buy a brokerage first and I had this is a wild story you'll love this so you know you look back and you say what was I thinking like I had some guts and one of those stories   Jason Hull (04:33) Okay, go ahead.   Okay.   Okay.   Yeah   Ashton (04:55) So I had initially gone to this guy's office, he had four branches, local real estate agent, or a local real estate brokerage. I'd ⁓ developed his brokerage over like 50 years, had over 200 agents working for him. And I walk in and I asked to speak with the broker. He was there, they put me in the conference room. He thought that I wanted to become an agent working for him. Yeah. And I said, no, sir, I want to buy your company.   Jason Hull (05:19) That's the default.   my god.   Ashton (05:25) And   like, this was a total cold call. Like I had never talked with him before, never met him before. I ended up negotiating a price for the company ended up getting securing SBA financing. Everything had lined up so perfectly. And then a couple of weeks before we were actually going to be making it official. He decided that he wanted to, to sell his brokerage to a family member and not go through with me. And so.   Jason Hull (05:53) Wow.   Ashton (05:55) Honestly, in hindsight, that was the best thing that could have happened. I had no business running that large of a brokerage at 23 years old with no experience. ⁓ Over 200. Yeah. And I had secured a price for 2.4 million for the company. So with an earn out and it was just, it was going to be an insane deal if I could have like actually done that. But ⁓ I was   Jason Hull (06:05) How large was it? How many Asians? Okay, yeah, I mean massive, yeah.   Ashton (06:24) You know, everything happens for a reason. coming off of like the adrenaline rush from that not happening, I was like, you know what? I'm just going to start my own. Why not? So that's how I started when I was 23.   Jason Hull (06:26) Yeah.   Yeah.   I mean,   starting your own brokerage at 23 doesn't sound as crazy if you were already trying to buy 200 agent brokerage. Like, I'll just, you know, step it back a little bit.   Ashton (06:49) Mm-hmm.   Yes,   let's like crawl before we run. Oh, so that was originally what I wanted to do was just build up a massive, brokerage with lots of agents. And I thought that in my head was the dream. No, for me, it was not. I had grown to about 25 agents, like roughly like steadily and kept that number for a while. I realized that I   Jason Hull (06:56) Yeah. ⁓   Yeah.   Mm-hmm.   Ashton (07:21) to not like dealing with realtors and their issues over and over and over again, every day in and day out. It became like kind of toxic to me at least. And I went through and slashed a lot of agents jobs here ⁓ because it was either performance issues, attitude issues, whatever it was, they just were not the right fit for us. I ended up keeping a core five. ⁓   Jason Hull (07:32) Yeah.   Ashton (07:47) and they are phenomenal people with good ethics and good business sense who care about their clients and represent me and my company very, very well.   Jason Hull (07:58) What do feel like gave you the clarity to make that transition? Like, did you just wake up one morning or like, I don't like a lot of these people? Or how did you get clarity on what you really want?   Ashton (08:09) ⁓ One of the things was I told my office manager, I was so frustrated one morning, I told her, said, if one more person asks me another stupid question, I am gonna lose my mind. So I was fed up, I just couldn't deal with it anymore.   Jason Hull (08:23) Okay, we're just fed up.   Yeah, yeah. So I know when, when did that fit with you joining DoorGrow? Because I know you had worked on culture and we'd helped you figure out kind of what mattered to you and like, that align with, was that before you came on board? Was that after? When did you let go of all the... Okay. You don't move slow on anything, it sounds like.   Ashton (08:45) I don't want the same time. Yeah.   I try not to. I try not to. Honestly, I feel like that's where things go to die is if you move slow.   Jason Hull (08:57) Got it, yeah, right. Okay, cool, quick action taker. So obviously a very driven personality type. ⁓ And I know the topic that we were planning to talk about today is the marriage of private equity and property management, capital meets operations. So let's get into that. Again, you have big goals, big crazy goals.   Ashton (09:05) Thank you.   Yes.   Jason Hull (09:27) that sound pretty insane to most people. But you know, the people that are bold, that have the audacity to go after these big things, achieve big things. So what are you up to now?   Ashton (09:39) Yeah, so there's actually a great book by Dr. Benjamin Hardy. He has he's written like several and I know you're a big fan of Dr. Hardy's as well. He talks about like those impossible goals and how you really should and actually that one of his latest books, The Science of Scaling, is ⁓ really spurred me to action and not just having like a 10 year time frame, but like a three year time frame. And I can condense these goals.   what I want to do kind of vaguely into really specifics and get it done now. ⁓ So yeah, I would highly recommend anybody listening to also read his books.   Jason Hull (10:20) Yeah, agreed. Phenomenal book. I got to hear him speak down in Mexico and he hadn't released his book yet. And I was with a bunch of entrepreneurs that spent a lot of money to be there. And he all just walked out of the room with their mind blown. We were all just like, ⁓ I've been thinking too small. That's why it's been so hard. And it actually gets easier to grow and scale your business when you start thinking outside of your current mental limitations, which means it has to be something unrealistic or impossible.   Ashton (10:36) Mm-hmm.   Jason Hull (10:49) So that's been a game changer. I've done some episodes talking about this, but same thing for us. Like we've got some big things we're doing this year that are probably a bit ridiculous. And I don't know if we can pull it off, but if we do, DoorGrow will be the dominant player in the industry. And I already feel like we're a leader or leader, but this will be a game changer, some of the stuff that we have planned. And I've talked about it on previous episodes, just a little bit, what we're thinking of doing.   But I think it's going to be some of these things are going to be game changer. and we've got so many irons in the fire right now, like we move fast and it's bit crazy, but that's where the fun is too, right? In business. So I'd rather be lit on fire with too many ideas than be stuck. And I've been that way before where I'm like, what should I do next? know, I work on.   Ashton (11:35) That's like   entrepreneurs worst nightmare is to be feeling stuck and feeling like I'm not moving and I'm not getting traction and I'm not accomplishing anything. That is like absolute hell for us, isn't it?   Jason Hull (11:45) Yeah.   Yeah, I usually joke that entrepreneurs don't care about being happy or sad. They care about whether they're in momentum or whether they're stuck. And when we're stuck, damned, blocked, frustrated, that is hell. That's like, that's hell for us. We're miserable. And yeah, and it kills our motivation, everything. But when we're in momentum, that's the drug we crave. We want to feel like we're making progress and moving forward. And so   I'm that drug dealer. That's what I give out to clients. Like I'm like, let's go. That's hopium. So got to give them some hope. And then they're excited and believe they can do it. But yeah, if you believe you can do something big and you've got a big vision, a big dream, yeah, you start to find new pathways. You start to find new ideas. And so you're working on some crazy stuff. So let's talk about capital meets operations. How do we marry private equity with property management? And could other property managers do this?   Ashton (12:21) You do.   Jason Hull (12:47) excited to hear.   Ashton (12:47) Yeah,   absolutely. So I started in the private equity world really recently. It was like January of this year. And I feel like I've just been drinking out of a fire hose, like learning and being in, I've just made sure to put myself in the right rooms where I'm just like absorbing knowledge and information and wisdom from people and family offices that have been doing this so much longer than I.   Jason Hull (13:13) You've been really focused on learning the private equity space, which a lot of people, that's like some crazy thing they don't really maybe even understand. They're like, oh, don't know how it works. And you decided, hey, want get in on this.   Ashton (13:25) Yeah. ⁓ go   ahead. What was that?   Jason Hull (13:30) You said, I want to get in on this and learn about this and started figuring it out. All right, I'm going to plug our sponsor real quick, who you use, Vendoroo. How's it going with Vendoroo?   Ashton (13:33) Yes. ⁓   And here's amazing. We love them. They they honestly they take care of everything. They're really good about communication. I think they're they're phenomenal. They've been a game changer for us for our day to day ops.   Jason Hull (13:54) Okay, cool. I mean, it's So let me read this and then we'll get back into the show. So many of you tell me that maintenance is probably the least enjoyable part of being a property manager and definitely the most time consuming. But what if you could cut that workload by up to 85 percent? That's exactly what Vendero has achieved. They've leveraged cutting edge AI technology to handle nearly all of your maintenance tasks from initiating work orders and troubleshooting to coordinating with vendors and reporting.   This AI doesn't just automate, it becomes your ideal employee, learning your preferences and executing tasks flawlessly, never needing a day off and never quitting. This frees you up to focus on the critical tasks that really move the needle for your business, whether that's refining operations, expanding your portfolio, or even just taking a well-deserved break. Don't let maintenance drag you down. Step up your property management game with Vendero. Visit vendero.ai slash door grow.   today and make this the last maintenance hire you'll ever need. All right, cool. So let's talk about this private equity stuff. Help me understand what it is. I'm fairly ignorant, so.   Ashton (14:59) Hmm   So basically, I mean, it's a very big term, private equity, and it can span over so many different asset classes. And I think that's one of, I'm sidetracking a little just a minute, but like, I think that's one of my favorite parts about the private equity and PE industry is because you can meet somebody in your same asset class and they're doing something totally different. Like for instance, you know, what you're teaching Jason with the property management and like these operators and entrepreneurs who are   owner operators really, you're teaching us the same framework and we're doing the same exact thing, which there's nothing wrong with that. That's great. That works. It's systemized. In private equity, it's all wild cards. There's a lot of structure to it, but at the same time, everybody can be doing something different. And you're not in competition truly because you all have your own unique spin on it. So it's cool. But what it means is that ⁓ if, so our firm,   we bring in investor capital, ⁓ either through debt or equity. And then our investors trust us. We let them know like what we're investing in. usually have like a it depends on the type of investment. So I try not to get too technical here. It depends on the type of investment, but we let them know, hey, we're investing in XYZ companies, or we're investing in hard assets with like purchasing real estate that meet these certain criteria. So instead of   these investors taking their money and putting it into the stock market, they are putting it with private firms because the stock market is the public equities. then private equity is these private individually owned firms ⁓ that I mean, you have really large ones like BlackRock and Blackstone and ⁓ all of those. And then you have a lot of small ones like myself who are just getting off the ground. We don't have a lot of assets under management yet.   But as we develop that investor base, we're just going to keep that ball rolling and continuing.   Jason Hull (17:04) Yeah, so there's booty   firms, there's gigantic ones, there's lots of different categories of asset classes that they might be involved or invested in. And so somebody can pick a private equity company or something to partner with or get involved with that kind of is involved with the asset classes that they feel comfortable.   Ashton (17:23) Yeah,   absolutely. like, there's some, ⁓ like for us, we're real estate based and specifically Florida based real estate. There's, have friends who own hedge funds and that's all they do is hedge funds and specifically in like just in gold or in like just in commodities. We, there's people who are running funds based on really specific short-term rentals or within a five mile radius of national parks. So it gets down really, really, really specific.   ⁓ Up until like you large firms with very large funds and they have a diversified asset class over You know, they have hedge funds. They they're doing running venture They're doing ⁓ you know Secondaries they're actually in like the private equity sphere there. So it just really depends on on the firm itself and you want to make sure as if there's any investors listening you want to make sure that ⁓ your you fit with   how that firm is treating your money and running your money, and that it aligns with your goals, obviously, not just monetarily, but also with what they're investing in.   Jason Hull (18:32) Right, got it. Okay. And so how can property managers start to get involved in this and create this marriage? What are you doing?   Ashton (18:43) Yeah, so we're kind of doing it a little bit backwards. Most private equity firms, they start with raising capital and then they're going out and buying the asset and then they're outsourcing their vendors. So one of those vendors being property management and that's really where the gains and losses are happening is in the daily management style there. Then they realize and typically restructure   that they could be making more money. They could be increasing their bottom lines and everything else with that management. Everything hinges on the management when you're talking like hard assets in real estate, whether that's multifamily commercial, you know, residence, whatever it is. ⁓ So when they bring it in-house, they are restructuring. And there's also been a huge problem with   Jason Hull (19:36) Yeah.   Ashton (19:41) And I've been hearing this lately, huge problem with investor capital really not being watched out for by these firms because they're outsourcing all their vendors. What we did instead is I had already have the acquisition engine through our brokerage. We've already got all the systems set up in place for our property management firms, both short and long. Now we added the private equity firm. I have a series 65. So we're actually a state registered   Jason Hull (19:51) Right.   Ashton (20:10) like investment advisory firm for true asset management on the back end, which a lot of private equity firms do not have that. And then we added the capital. So we literally just did it backwards. And now we're focused on acquiring not only hard assets with cash flowing tenant occupied portfolios that meet certain metrics. We have to have a certain   Jason Hull (20:12) Okay.   Okay.   .   Ashton (20:37) IRR, we have to have a certain cap rate and a certain cash on cash return to even peak our interest. The other thing that we're buying is property management businesses. So we are working on acquisitions right now. We just completed one last week and we've got two more in the hopper. So we are going in and offering these off-market portfolios, know, minimum 20 up to, you   We have no limit on how many we'll buy, like minimum 20 units and we want creative financing. So we want to structure the deal where the seller and the owner is holding the majority of that note. We're using investor capital for the down payment. We're saving some to hedge for ⁓ reserves and we're going in and buying these companies to add to our revenue and our to our bottom line.   Jason Hull (21:35) I love it.   Ashton (21:36) Roll   up. That's the name and the term that's used in the private equity space is roll up.   Jason Hull (21:42) Roll-up, got it. So I've seen some of these companies in the past. I had a client, he eventually exited and sold his business to Home River Group. He had like 2,000 doors. So then he was kind more of a partner in Home River Group, 30,000 eventually. And he became kind of a consultant that would come in and these roll-ups that were being done in some instances, because they did it the reverse way from what you did, they thought they could just throw money at the problem.   So they went and acquired a whole bunch of property management companies. Sometimes, like some companies would acquire like 10,000 doors. Then they would fire like 7,000 of them because they realized there was so much garbage and it was difficult to manage. And then they thought they could just put in or install a property manager in and then the business would just run. But no real leadership for the boots on the ground. And so they would bring him in as a consultant. He would go in, fire everybody.   Ashton (22:34) Mm.   Jason Hull (22:42) organize a team, build a business and act as an interim CEO till he got the thing healthy and running. And he would make a lot of money because they were losing a lot of money trying to make this work. And people don't realize how hard property management can be. And so I think, yes, property managers have an advantage because they have the hardest piece of this entire puzzle, it sounds like.   Ashton (23:05) Yeah, it definitely is because you're dealing with you're dealing with tenants, you're dealing with the day to day your you are the boots on the ground. So that is why it is so important before we started any of this, I wanted to make sure that we had the proper systems in place that we could scale 500 more doors without blinking an eye. That is where you have to have that mindset and like you have to know what's going on before adding because when you just add   doors and just think that exactly what you said add doors and thinking that that's just going to like solve your problem you're just multiplying your problem whatever problems you have at 20 doors is going to be 10 fold at a thousand doors or more so ⁓ and more just doesn't necessarily equal better and that is one reason like in our contracts we actually do have clawbacks so if we do end up getting rid of owners that just aren't a fit   our purchase price is reduced down from the seller. So it gives the seller an incentive to ensure that they're selling us a good.   Jason Hull (24:11) Got it, yeah, that's important to have all that's in any sort of acquisition deal. So for other property managers that are looking to get into private equity and they're looking at maybe starting to do this, because they're like, you know what, I've got a healthy property management company, we've got the systems in place, is there somebody that I can partner with on this that already knows how to do it or can I go and learn to do this?   What would you say between those two options and where would you send them?   Ashton (24:43) Really? It depends on the person. This isn't for everybody. know, you, what I would recommend, and this is honestly what I tell anybody, no matter what business they're in, if they're thinking about growing, where do you want to be in three years? And let's reverse engineer it from there. So if you want to, like for us, our, our plan is to roll up to about 5,500 doors and then exit. So   Jason Hull (24:45) Yeah.   Got it.   Ashton (25:12) I already knew where I wanted to be. And so like, I wanted to exit at a certain amount. So I was like, how do I get to this amount? And then I just backed it up from there. ⁓ but that's, everybody's going to have a different goal. So I would highly recommend just like starting with that initial goal. that's, if that goal is freedom, if it is like, you want to be able to exit, you want to have, you want to just run a massive company, whatever it is, start there and then figure it out backwards.   Jason Hull (25:21) Okay.   Ashton (25:41) As far as bringing on capital and investor capital, whether they want to partner with somebody or if they want to like bring on debt, that's also a comfort level thing. ⁓ And it also depends on like what you and that other person that's bringing in the capital agree to and what you both feel like is the optimal solution. But before doing that, definitely educate yourself and find someone ⁓ either as a consultant like   Right now I am doing a little bit of consulting work for ⁓ different ⁓ funds as well as like companies like, you know, like what we're doing ⁓ for, you know, to help them with what their goals are. Let's back it up and then let's go from there. And like just adding some advice and getting them in touch with the right people that they need as far as connections. Analysts, numbers are so important when you're talking with investors.   You can't just be like, I think it's going to make this an investor, especially a sophisticated one is not going to go for that. Maybe friends and family will what I call country club money, but ⁓ a sophisticated investor, absolutely not. They're going to want to see a pro forma. ⁓ So there's so many steps involved before you ever, ever, ever bring on a dime of investor capital. So.   Jason Hull (26:51) Yep.   Ashton (27:09) I'm sorry, that's not like a ⁓ space.   Jason Hull (27:10) So, well, it sounds like   the path is maybe this. Like if you're a property manager first, you got to get your side of the room clean. You got to get your business tight. You got to get operations working, maybe reach out to DoorGro, get a little help, but you got to get things really well dialed in because it doesn't make sense to go start playing with other people's money and be on the hook for other people's money and investors.   Ashton (27:20) Yes.   was not.   Jason Hull (27:36) if you don't really feel like you have the ability to scale, you don't really feel like you can handle stuff, because if once money starts flowing and doors start adding, then if your stuff is okay, it's going to be stress tested and probably not okay. So that's probably first. Next, they need to learn about private equity, figure out that game, and then even once you figure out how that all works, then you've got to get good at selling it, which you are already a natural, you know...   Ashton (27:51) Yeah, exactly.   Jason Hull (28:05) Salesperson, you've invested a lot towards figuring that out, but then you're going out and you have to raise the cap.   Ashton (28:11) Raising capital is literally one of the hardest jobs. It is insane because you want to build a relationship and you want someone to trust you, but you're also asking for a check. And so it's trying to balance the relationship aspect as well as the transactional aspect. And it's even harder as a woman because private equity is definitely, ⁓ there's not a lot of women in this field.   Jason Hull (28:32) Yeah.   Ashton (28:41) ⁓ so it's even harder being like of the opposite gender. ⁓ so there's a lot to balance there. so getting, getting comfortable asking, but not being pushy. It's that I've learned so much from.   Jason Hull (28:56) As a woman, you've had   to take maybe a more feminine approach or you go in hot the way most guys would.   Ashton (29:04) It depends on the person.   It depends on my audience. You have to sell the way somebody wants to buy. So I've learned not to, at the beginning, I was definitely very transactional. And I've learned ⁓ through a dear friend of mine that to be more relationship-based and then that will come a little bit later with the transaction. ⁓ But at the same time, because I'm like,   Jason Hull (29:11) Yeah.   Mm-hmm.   Ashton (29:32) I need to know now. Like, I don't want to waste my time. I don't want to waste their time. We just need to lay it out on the table right now. They need to know what I'm here for. ⁓ I've had to like roll that back a little bit. And since I have, the checks have been definitely coming in a little bit smoother. So it was a huge learning experience for me.   Jason Hull (29:51) Yeah.   Ashton, how old are you right now for those listening? All they've heard is 23.   Ashton (29:59) I'm 30 now.   Jason Hull (30:01) 30 now, okay, you're 30 years old, you're doing amazing things. What amount of capital are you raising right now? Like what's your goal?   Ashton (30:05) Yeah.   Yeah, so we do different like rounds or like tranches of raising and it right now we are raising for specific projects. So as the projects come up, then we go out to our current investors first and then to like new potential investors next. ⁓ So in the spring, we're about to start doing another raise for ⁓ one, a business and then two, a couple other. ⁓   real estate portfolios that I'm looking at. ⁓ So that is going to be around the $800,000 mark of capital. And typically we do like minimum commitments of 100 because when you get into smaller amounts, typically the investors that are, I just become a little bit more needy because they're only, they're not as sophisticated and we want to deal with the investors who are.   Jason Hull (31:06) Got it. Yeah, that makes sense. Very cool. Sounds like you're doing really cool things. So Ashton, for those that are listening and they're curious about you, they're curious about maybe getting into this, you mentioned you do some consulting, you mentioned there may be investors or maybe they want to get in on some of the investing stuff that you're doing. How can they get in touch with you?   Ashton (31:29) Yeah, so they can send us an email. That would be the best way to you can send it to info at FX to capital calm. ⁓ And we, you know, are one of our interns checks that email on the daily. ⁓ So then we can set up an investor call and go through really well what your goals are. What is your portfolio look like right now?   How are you diversifying yourself? And maybe we can talk about what we can do to help increase that, maybe rebalance you a little bit within the private space and in the private markets.   Jason Hull (32:06) Cool, well property managers, if you're listening, I think Ashton's definitely doing something that's very cool. A lot of you probably could get in on this or create some sort of alliance or relationships that could allow you to be part of something like this. Even if it's just you're getting doors from other people that are in the private equity space that are rolling up a bunch of investment properties, this would be easy doors for you to get on if you really could do a good job. And it sounds like that's the linchpin, that's the hardest piece of the puzzle.   And if you're a good property manager, you've got that down then. So you've got a competitive advantage. So Ashwin, I appreciate you coming on and sharing this here on the board.   Ashton (32:43) Thank you.   Yeah, that was so much fun. It was so great talking to you.   Jason Hull (32:48) Awesome, so we'll go ahead and wrap up. For those of you that are feeling stuck, stagnant, you want to take your property management business to the next level, reach out to us at doorgrow.com for a free training on how to get unlimited free leads. Text the word leads to 512-648-4608. Also join our free Facebook community. It's just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas to learn maybe about some of our offers,   subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe, leave us a review. Anything like that would really help us out. We would appreciate it. And until next time, remember, the slowest, absolute slowest path to growth is to do it alone. And you heard Ashton, she's leveraging a lot of people to do what she's doing to grow. So let's grow together. Bye everyone.

The Trump administration plans to roll back some tariffs, Schroders agrees to a US takeover, and Americans paid 90 per cent of the cost of US President Trump's tariffs last year. Plus, Goldman Sachs' top lawyer will depart the company over Epstein ties, and how to buy a law firm when you're not really allowed to.Mentioned in this podcast:Trump plans to roll back tariffs on metal and aluminium goodsSchroders boss reassured UK Treasury ahead of £9.9bn US takeoverAlphaville's annotated thoughts on the Schroders takeoverUS businesses and consumers pay 90% of tariff costs, New York Fed saysTop Goldman Sachs lawyer Kathy Ruemmler to resign over Epstein linksHow to buy a law firm if you're not allowed to buy a law firmNote: The FT does not use generative AI to voice its podcasts Today's FT News Briefing was hosted by Victoria Craig, and produced by Fiona Symon and Sonja Hutson. Our show was mixed by Kelly Garry. Additional help from Gavin Kallmann and David da Silva. Our executive producer is Topher Forhecz. Cheryl Brumley is the FT's Global Head of Audio. The show's theme music is by Metaphor Music. Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

Get a FREE COPY of Jeff Dudan's book DISCERNMENT here: https://podcast.homefrontbrands.com/en-us/discernment Private equity is a ladder — and most operators don't know where they stand on it. In this Franchise Friday segment, Jeff Dudan and J. Patrick Galleher break down: • Why 8x EBITDA can become 18x • Platform vs. part of a platform — and why it matters • The mistake of sharing financials too early • How territory decisions quietly destroy enterprise value • Why franchisee validation drives multiples • What to fix 24–36 months before you sell If you're a franchisor, franchisee, or operator thinking about growth or exit — this is the finance language you need to understand. Get a hold of Pat: https://www.linkedin.com/in/patrickgalleher/ https://www.boxwoodpartners.com/ #FranchiseFriday #JeffDudan #PrivateEquity #Franchising #EBITDA #EnterpriseValue #FranchiseGrowth #ExitStrategy #FranchiseDevelopment #BusinessValuation #PlatformStrategy #ValidationMatters Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Get a FREE COPY of Jeff Dudan's book DISCERNMENT here: https://podcast.homefrontbrands.com/en-us/discernment Private equity is a ladder — and most operators don't know where they stand on it. In this Franchise Friday segment, Jeff Dudan and J. Patrick Galleher break down: • Why 8x EBITDA can become 18x • Platform vs. part of a platform — and why it matters • The mistake of sharing financials too early • How territory decisions quietly destroy enterprise value • Why franchisee validation drives multiples • What to fix 24–36 months before you sell If you're a franchisor, franchisee, or operator thinking about growth or exit — this is the finance language you need to understand. Get a hold of Pat: https://www.linkedin.com/in/patrickgalleher/ https://www.boxwoodpartners.com/ #FranchiseFriday #JeffDudan #PrivateEquity #Franchising #EBITDA #EnterpriseValue #FranchiseGrowth #ExitStrategy #FranchiseDevelopment #BusinessValuation #PlatformStrategy #ValidationMatters Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Interview recorded - 12th of February, 2026On this episode of the WTFinance podcast I had the pleasure of welcoming back Clive Thompson. Clive has experience in the wealth management industry & has a unique insight into central banks.During our conversation we spoke about the current economic outlook, bond market issues, precious metals boom, DOGE, physical precious metals and more. I hope you enjoy!0:00 - Introduction2:14 - Current economic outlook5:13 - Bond market issues7:40 - Precious metals boom16:35 - DOGE18:45 - Weak US employment24:03 - Employment disconnect26:12 - Universal income27:47 - Major precious metals top?34:10 - Precious metals ranging35:45 - Physical precious metals40:40 - One message to takeaway?Clive has 47 years of experience in finance & wealth management. This encompasses structuring and advice relating to quoted investments, Private Equity investments, family businesses, tax, residency, real estate, inheritance, Wills, legal, lending, Trusts, Companies and Foundations and all kinds of personal and private advice. He has been actively involved for decades in the arena of Trust structures. This often involved negotiating and discussing the contracts relating to the sale of family companies.Clive's latest position before retirement was as Managing Director in the Anglophone Private Clients Department of Union Bancaire Privée, UBP SA, based in Geneva. He was responsible for wealth management services provided to a small number of wealthy English and French speaking families.Clive continues to remain very active in the world of wealth, with a strong focus on Private Equity, and direct Equity Investing via the global stock markets. His passion is the financial analysis of Balance Sheets, P&Ls, Cash Flow and business projections. Clive loves examining business opportunities, like Private Equity, and digging into the fundamentals of quoted companies to achieve a market beating performance.Clive Thompson - YouTube - @clivethompson-jc9my LinkedIn - https://www.linkedin.com/in/clive-thompson-661997251/Video - https://www.youtube.com/watch?v=L9aye4wQ8OkWTFinance - Instagram - https://www.instagram.com/wtfinancee/Spotify - https://open.spotify.com/show/67rpmjG92PNBW0doLyPvfniTunes - https://podcasts.apple.com/us/podcast/wtfinance/id1554934665?uo=4Twitter - https://twitter.com/AnthonyFatseas

Welcome back to the Alt Goes Mainstream podcast.The Goldman Sachs Alternatives Summit “convened leaders across finance, geopolitics, technology, and culture” to discuss themes driving global markets.2025's Alternatives Summit was about “navigating a world in flux,” as the firm's recap of its event noted. The event aimed to help investors cut through the noise and put together the pieces of the puzzle in a dynamic and increasingly complex world. Alt Goes Mainstream joined the event to have unscripted conversations with Goldman Sachs Alternatives leaders to cut through the noise by unpacking key themes and trends at the intersection of private markets and private wealth.In this special series, we went behind the scenes and interviewed six Goldman Sachs Alternatives leaders about their current thinking on private markets and how the firm has built and evolved its private markets capabilities.This conversation was with Michael Bruun, Global Co-Head of Private Equity within Goldman Sachs Asset Management. He is a member of the Goldman Sachs Asset Management International Management Committee, Asset Management (AM) Private Equity Investment Committee, AM Growth Equity Investment Committee, AM Sustainable Investing Investment Committee, Asset & Wealth Management Inclusion and Diversity Council and is a member of the Goldman Sachs Firmwide Client Franchise Committee. In 2021, Michael was named Head of EMEA Private Equity within Goldman Sachs Asset Management and from 2019 to 2021, he was Head of Private Equity and Growth Equity investing for India. Michael joined the Merchant Banking Division in 2010 and worked in London and New York. Prior to that, he was a member of the Nordic Mergers & Acquisitions team in the Investment Banking Division (IBD), after initially joining IBD in 2005. Michael joined Goldman Sachs as an Analyst in the Fixed Income, Currency and Commodities Division in 2004. He was named Managing Director in 2013 and partner in 2016. Michael serves on the boards of Advania, Kahoot!, LRQA, Norgine, Synthon and Trackunit. He is a founding partner of the Human Practice Foundation in Denmark and a trustee in the UK. Michael earned a BA in Economics from the University of Copenhagen.Michael and I had a fascinating conversation about private equity, today's investing environment, the hardest part about investing today, and how product innovation is impacting private equity's market structure. We discussed:How investors can approach allocating to private equity today.The toolkit required to generate returns in private equity.The importance of network and operating partners in value creation.How new product innovation and new structures like evergreens and continuation vehicles are changing growth equity and private equity. The importance of understanding macro in a new world order of geopolitics and a new world order of investing.The skillsets that investors need to have to be a good investor in today's investing environment.The hardest part about investing today. Thanks Michael for sharing your wisdom, expertise, and passion about private equity. Show Notes00:56 Welcome to the Alt Goes Mainstream Podcast02:04 Michael Bruun's Background and Career02:31 Evolution of Private Equity03:14 Impact of Market Changes on Private Equity03:43 Operational Value Creation04:50 Importance of Value Creation Resources05:33 Driving EBITDA Growth06:04 Goldman's Value Acceleration Resources07:18 Focus on Data and AI08:27 AI in Different Sectors11:22 Goldman's Investment Strategy14:28 Scale and Capital in Private Equity15:40 Co-Investments and Evergreen Vehicles18:11 Flexibility in Private Markets23:53 Navigating Volatility24:59 Post-Investment Operations25:23 Goldman Sachs Engineering26:05 Future of Private Equity27:39 CEO AI Academy28:01 Conclusion and Final ThoughtsEditing and post-production work for this episode was provided by The Podcast Consultant.

In this episode of Private Markets 360°, we welcome Adam Cady and Klaus H. Hessberger, Global Co‑Heads of Financial Sponsors at Lazard, who discuss the current state of the global financial sponsor market, the impact of geopolitical trends and rising M&A activity. More S&P Global Content:  [Report] Private Equity Outlook 2026 [Survey] 2026 Private Equity and Venture Capital Pulse Survey Credits:  Host/Author: Chris Sparenberg and Jocelyn Lewis Guests: Adam Cady and Klaus H. Hessberger, Lazard Producer: Georgina Lee Published With Assistance From: Feranmi Adeoshun, Kimberly Olvany www.spglobal.com www.spglobal.com/market-intelligence

What is private equity and how does it work? In this episode, we give a clear, beginner-friendly introduction to private equity, explaining how firms invest in companies and generate returns. If you're new to finance or curious about private equity investing, this episode is a great place to start.Christopher Swinghttps://faithful.buzzsprout.com/https://www.linkedin.com/in/christopherswing/My Men Richard/Richard Lesperance⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠richard.lesperance@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://linkedin.com/in/richardlesperance⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/@mymenrichard

Our open discussion -- we are still working through these ideas -- on how F1 has rapidly evolved from a (mostly) European sport into a global platform with multiple massive revenue-generating ecosystems. New fortunes will be made and new personalities will shine through. It's like private equity, but in reverse. Instead of extracting every resource, today's F1 is enabling thousands of new opportunities to flourish. We also share our thoughts on a potential "F1 World" -- like Disney World, but for Formula 1. Sim race alongside a Charles Leclerc avatar. Enjoy a non-alcoholic beverage at Lewis Hamilton's bar. Drive Sao Paulo Grand in the rain. Text Brian or PatrickAnd as always, thank you for listening to everybody's most beloved father and son F1 podcast!

In questo episodio l' intervista a Florenzo Marra, Amministratore Delegato di BTO Research, unaboutique di consulenza che trasforma strategia e tecnologia in risultati misurabili.BTO guida i leader in percorsi di evoluzione su misura, progettando esperienze innovative esostenibili che coniugano precisione operativa e visione strategica.Un lavoro che nasce da ricerca, innovazione ed esperienza sul campo e che oggi si sviluppa da Milano a Roma,Torino, Bologna, fino a Lussemburgo, Monaco e ViennaAlla fine del 2022, BTO è entrata a far parte del gruppo Relatech, rafforzando le propriecapacità di delivery internazionale. Nel 2024, il gruppo è stato acquisito da Bregal Unternehmerkapital, uno dei principali operatori di private equity a supporto di aziende mid-cap ad alta crescita nella regione DACH e nel Nord Italia. Una partnership che accelera ulteriormente l'espansione internazionale e lo sviluppo strategico di BTO sui temi Digitali, Information Technology e Operational Technology.Ed è da questo osservatorio privilegiato che entriamo nel punto che molte aziende italianecontinuano a ignorare: la tecnologia si compra, la cultura no. E senza cultura, la tecnologiadiventa solo un acceleratore di inefficienze.In questo episodio molte idee nette, zero fuffa.Perché tanti progetti “perfetti” falliscono.Perché ruoli, responsabilità e processi decisionali sono spesso disegnati per un mondo chenon esiste più.Perché la vera trasformazione non è fare le stesse cose più velocemente, è ridisegnare iprocessi.Tre passaggi ti restano addosso.Primo. Humanology First. Mettere le persone al centro e usare la tecnologia come leva, noncome sostituto.Secondo. L'elemento umano non delegabile. La responsabilità delle decisioni. L'AIsuggerisce scenari. Tu rispondi delle conseguenze.Terzo. La trasformazione digitale non finisce. Se pensi che sia un progetto con una data dichiusura, hai già iniziato a perdere terreno.Si parla anche di private equity, ma in modo utile. Numeri e cultura non pesano uguale. Inumeri dicono dove sei stato. La cultura dice se puoi replicare, scalare e reggere quando ilcontesto cambia. E oggi il contesto cambia sempre.Chiusura forte. La linea di confine non la decide la tecnologia. La decide l'uomo, con ciò chesceglie di non delegare.A guidare la conversazione di oggi è Marco Mizzau — già CEO di aziende complesse, oggiSenior Advisor per fondi di Private Equity e banche d'affari, investitore e business fixer conil fiuto per le imprese che cambiano davvero le regole del gioco.Marco ha visto cosa succede quando visione e capitale si incontrano… o si scontrano.E, come sempre, lo farà senza filtri.Qui non si fanno PR.Qui si parla di scelte vere, di tensioni strategiche, di futuro industriale — con il coraggio didire le cose come stanno.Se ti occupi di impresa, leadership, organizzazione, questa puntata ti dà un criterio pratico perleggere il presente.Buon ascolto

In this episode of the Fullerton Unfiltered Podcast, I sit down with financial advisor and wealth coach Nick Bartolo to talk private equity, long-term wealth strategy, and how business owners should think beyond just today's cash flow. We break down what private equity really is, who it's for, and how disciplined investing ties into building lasting wealth and freedom. Lawntrapreneur Academy (The #1 Resource for Starting, Growing and Scaling a Successful Lawn & Landscaping Company). - https://www.lawntrepreneuracademy.com/  Granum Academy Bootcamp Tour (use BRIAN25 to save!): https://granum.com/academy-bootcamp/  GROW 2026 - February 10-12 Dallas, TX: https://hubs.li/Q03Ybxs10 LMN & Coffee - https://us06web.zoom.us/j/89495679453?pwd=m0wKa6prJWrARKClJKolBaJjl00OYn.1 Coast Pay Fuel Card: www.CoastPay.com/Brian

In this episode, host Rick Watson is joined by Mark Rubin, CEO of Kasama, to cut through the noise of the current agency landscape. Mark brings decades of experience from his time at Lyons Consulting, Precision Design Studios, and Moku Collective to discuss why the "AI Gold Rush" might be a trap and why replatforming your e-commerce site might be a mistake in 2026.In this episode, we discuss:The PE Cycle: Mark's firsthand experience with private equity acquisitions and the "ticking clock" that begins once the checks clear.The AI Trap: Why clients are demanding AI provisions in contracts and how it's creating a "margin pressure" that forces agencies to move from deliverables to results-based models.Hiring in the AI Era: The challenges of vetting developers who use AI tools and why "hiring slow and firing fast" is more important than ever.To Replatform or Not?: Mark's controversial take on why brands should maximize their current tech stacks rather than chasing a "sexy" new platform that may result in a massive internal distraction.

Infrastructure was passé…uncool. Difficult to get dollars from Private Equity and Growth funds, and almost impossible to get a VC fund interested. Now?! Now, it's cool. Infrastructure seems to be having a Renaissance, a full on Rebirth, not just fueled by commercial interests (e.g. advent of AI), but also by industrial policy and geopolitical considerations. In this episode of Tech Deciphered, we explore what's cool in the infrastructure spaces, including mega trends in semiconductors, energy, networking & connectivity, manufacturing Navigation: Intro We're back to building things Why now: the 5 forces behind the renaissance Semiconductors: compute is the new oil Networking & connectivity: digital highways get rebuilt Energy: rebuilding the power stack (not just renewables) Manufacturing: the return of “atoms + bits” Wrap: what it means for startups, incumbents, and investors Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Gonçalves Pedro Introduction Welcome to episode 73 of Tech Deciphered, Infrastructure, the Rebirth or Renaissance. Infrastructure was passé, it wasn’t cool, but all of a sudden now everyone’s talking about network, talking about compute and semiconductors, talking about logistics, talking about energy. What gives? What’s happened? It was impossible in the past to get any funds, venture capital, even, to be honest, some private equity funds or growth funds interested in some of these areas, but now all of a sudden everyone thinks it’s cool. The infrastructure seems to be having a renaissance, a full-on rebirth. In this episode, we will explore in which cool ways the infrastructure spaces are moving and what’s leading to it. We will deep dive into the forces that are leading us to this. We will deep dive into semiconductors, networking and connectivity, energy, manufacturing, and then we’ll wrap up. Bertrand, so infrastructure is cool now. Bertrand Schmitt We're back to building things Yes. I thought software was going to eat the world. I cannot believe it was then, maybe even 15 years ago, from Andreessen, that quote about software eating the world. I guess it’s an eternal balance. Sometimes you go ahead of yourself, you build a lot of software stack, and at some point, you need the hardware to run this software stack, and there is only so much the bits can do in a world of atoms. Nuno Gonçalves Pedro Obviously, we’ve gone through some of this before. I think what we’re going through right now is AI is eating the world, and because AI is eating the world, it’s driving a lot of this infrastructure building that we need. We don’t have enough energy to be consumed by all these big data centers and hyperscalers. We need to be innovative around network as well because of the consumption in terms of network bandwidth that is linked to that consumption as well. In some ways, it’s not software eating the world, AI is eating the world. Because AI is eating the world, we need to rethink everything around infrastructure and infrastructure becoming cool again. Bertrand Schmitt There is something deeper in this. It’s that the past 10, even 15 years were all about SaaS before AI. SaaS, interestingly enough, was very energy-efficient. When I say SaaS, I mean cloud computing at large. What I mean by energy-efficient is that actually cloud computing help make energy use more efficient because instead of companies having their own separate data centers in many locations, sometimes poorly run from an industrial perspective, replace their own privately run data center with data center run by the super scalers, the hyperscalers of the world. These data centers were run much better in terms of how you manage the coolings, the energy efficiency, the rack density, all of this stuff. Actually, the cloud revolution didn’t increase the use of electricity. The cloud revolution was actually a replacement from your private data center to the hyperscaler data center, which was energy efficient. That’s why we didn’t, even if we are always talking about that growth of cloud computing, we were never feeling the pinch in term of electricity. As you say, we say it all changed because with AI, it was not a simple “Replacement” of locally run infrastructure to a hyperscaler run infrastructure. It was truly adding on top of an existing infrastructure, a new computing infrastructure in a way out of nowhere. Not just any computing infrastructure, an energy infrastructure that was really, really voracious in term of energy use. Nuno Gonçalves Pedro There was one other effect. Obviously, we’ve discussed before, we are in a bubble. We won’t go too much into that today. But the previous big bubble in tech, which is in the late ’90s, there was a lot of infrastructure built. We thought the internet was going to take over back then. It didn’t take over immediately, but there was a lot of network connectivity, bandwidth built back in the day. Companies imploded because of that as well, or had to restructure and go in their chapter 11. A lot of the big telco companies had their own issues back then, etc., but a lot of infrastructure was built back then for this advent of the internet, which would then take a long time to come. In some ways, to your point, there was a lot of latent supply that was built that was around that for a while wasn’t used, but then it was. Now it’s been used, and now we need new stuff. That’s why I feel now we’re having the new moment of infrastructure, new moment of moving forward, aligned a little bit with what you just said around cloud computing and the advent of SaaS, but also around the fact that we had a lot of buildup back in the late ’90s, early ’90s, which we’re now still reaping the benefits on in today’s world. Bertrand Schmitt Yeah, that’s actually a great point because what was built in the late ’90s, there was a lot of fibre that was built. Laying out the fibre either across countries, inside countries. This fibre, interestingly enough, you could just change the computing on both sides of the fibre, the routing, the modems, and upgrade the capacity of the fibre. But the fibre was the same in between. The big investment, CapEx investment, was really lying down that fibre, but then you could really upgrade easily. Even if both ends of the fibre were either using very old infrastructure from the ’90s or were actually dark and not being put to use, step by step, it was being put to use, equipment was replaced, and step by step, you could keep using more and more of this fibre. It was a very interesting development, as you say, because it could be expanded over the years, where if we talk about GPUs, use for AI, GPUs, the interesting part is actually it’s totally the opposite. After a few years, it’s useless. Some like Google, will argue that they can depreciate over 5, 6 years, even some GPUs. But at the end of the day, the difference in perf and energy efficiency of the GPUs means that if you are energy constrained, you just want to replace the old one even as young as three-year-old. You have to look at Nvidia increasing spec, generation after generation. It’s pretty insane. It’s usually at least 3X year over year in term of performance. Nuno Gonçalves Pedro At this moment in time, it’s very clear that it’s happening. Why now: the 5 forces behind the renaissance Maybe let’s deep dive into why it’s happening now. What are the key forces around this? We’ve identified, I think, five forces that are particularly vital that lead to the world we’re in right now. One we’ve already talked about, which is AI, the demand shock and everything that’s happened because of AI. Data centers drive power demand, drive grid upgrades, drive innovative ways of getting energy, drive chips, drive networking, drive cooling, drive manufacturing, drive all the things that we’re going to talk in just a bit. One second element that we could probably highlight in terms of the forces that are behind this is obviously where we are in terms of cost curves around technology. Obviously, a lot of things are becoming much cheaper. The simulation of physical behaviours has become a lot more cheap, which in itself, this becomes almost a vicious cycle in of itself, then drives the adoption of more and more AI and stuff. But anyway, the simulation is becoming more and more accessible, so you can do a lot of simulation with digital twins and other things off the real world before you go into the real world. Robotics itself is becoming, obviously, cheaper. Hardware, a lot of the hardware is becoming cheaper. Computer has become cheaper as well. Obviously, there’s a lot of cost curves that have aligned that, and that’s maybe the second force that I would highlight. Obviously, funds are catching up. We’ll leave that a little bit to the end. We’ll do a wrap-up and talk a little bit about the implications to investors. But there’s a lot of capital out there, some capital related to industrial policy, other capital related to private initiative, private equity, growth funds, even venture capital, to be honest, and a few other elements on that. That would be a third force that I would highlight. Bertrand Schmitt Yes. Interestingly enough, in terms of capital use, and we’ll talk more about this, but some firms, if we are talking about energy investment, it was very difficult to invest if you are not investing in green energy. Now I think more and more firms and banks are willing to invest or support different type of energy infrastructure, not just, “Green energy.” That’s an interesting development because at some point it became near impossible to invest more in gas development, in oil development in the US or in most Western countries. At least in the US, this is dramatically changing the framework. Nuno Gonçalves Pedro Maybe to add the two last forces that I think we see behind the renaissance of what’s happening in infrastructure. They go hand in hand. One is the geopolitics of the world right now. Obviously, the world was global flat, and now it’s becoming increasingly siloed, so people are playing it to their own interests. There’s a lot of replication of infrastructure as well because people want to be autonomous, and they want to drive their own ability to serve end consumers, businesses, etc., in terms of data centers and everything else. That ability has led to things like, for example, chips shortage. The fact that there are semiconductors, there are shortages across the board, like memory shortages, where everything is packed up until 2027 of 2028. A lot of the memory that was being produced is already spoken for, which is shocking. There’s obviously generation of supply chain fragilities, obviously, some of it because of policies, for example, in the US with tariffs, etc, security of energy, etc. Then the last force directly linked to the geopolitics is the opposite of it, which is the policy as an accelerant, so to speak, as something that is accelerating development, where because of those silos, individual countries, as part their industrial policy, then want to put capital behind their local ecosystems, their local companies, so that their local companies and their local systems are for sure the winners, or at least, at the very least, serve their own local markets. I think that’s true of a lot of the things we’re seeing, for example, in the US with the Chips Act, for semiconductors, with IGA, IRA, and other elements of what we’ve seen in terms of practices, policies that have been implemented even in Europe, China, and other parts of the world. Bertrand Schmitt Talking about chips shortages, it’s pretty insane what has been happening with memory. Just the past few weeks, I have seen a close to 3X increase in price in memory prices in a matter of weeks. Apparently, it started with a huge order from OpenAI. Apparently, they have tried to corner the memory market. Interestingly enough, it has flat-footed the entire industry, and that includes Google, that includes Microsoft. There are rumours of their teams now having moved to South Korea, so they are closer to the action in terms of memory factories and memory decision-making. There are rumours of execs who got fired because they didn’t prepare for this type of eventuality or didn’t lock in some of the supply chain because that memory was initially for AI, but obviously, it impacts everything because factories making memories, you have to plan years in advance to build memories. You cannot open new lines of manufacturing like this. All factories that are going to open, we know when they are going to open because they’ve been built up for years. There is no extra capacity suddenly. At the very best, you can change a bit your line of production from one type of memory to another type. But that’s probably about it. Nuno Gonçalves Pedro Just to be clear, all these transformations we’re seeing isn’t to say just hardware is back, right? It’s not just hardware. There’s physicality. The buildings are coming back, right? It’s full stack. Software is here. That’s why everything is happening. Policy is here. Finance is here. It’s a little bit like the name of the movie, right? Everything everywhere all at once. Everything’s happening. It was in some ways driven by the upper stacks, by the app layers, by the platform layers. But now we need new infrastructure. We need more infrastructure. We need it very, very quickly. We need it today. We’re already lacking in it. Semiconductors: compute is the new oil Maybe that’s a good segue into the first piece of the whole infrastructure thing that’s driving now the most valuable company in the world, NVIDIA, which is semiconductors. Semiconductors are driving compute. Semis are the foundation of infrastructure as a compute. Everyone needs it for every thing, for every activity, not just for compute, but even for sensors, for actuators, everything else. That’s the beginning of it all. Semiconductor is one of the key pieces around the infrastructure stack that’s being built at scale at this moment in time. Bertrand Schmitt Yes. What’s interesting is that if we look at the market gap of Semis versus software as a service, cloud companies, there has been a widening gap the past year. I forgot the exact numbers, but we were talking about plus 20, 25% for Semis in term of market gap and minus 5, minus 10 for SaaS companies. That’s another trend that’s happening. Why is this happening? One, because semiconductors are core to the AI build-up, you cannot go around without them. But two, it’s also raising a lot of questions about the durability of the SaaS, a software-as-a-service business model. Because if suddenly we have better AI, and that’s all everyone is talking about to justify the investment in AI, that it keeps getting better, and it keeps improving, and it’s going to replace your engineers, your software engineers. Then maybe all of this moat that software companies built up over the years or decades, sometimes, might unravel under the pressure of newly coded, newly built, cheaper alternatives built from the ground up with AI support. It’s not just that, yes, semiconductors are doing great. It’s also as a result of that AI underlying trend that software is doing worse right now. Nuno Gonçalves Pedro At the end of the day, this foundational piece of infrastructure, semiconductor, is obviously getting manifest to many things, fabrication, manufacturing, packaging, materials, equipment. Everything’s being driven, ASML, etc. There are all these different players around the world that are having skyrocket valuations now, it’s because they’re all part of the value chain. Just to be very, very clear, there’s two elements of this that I think are very important for us to remember at this point in time. One, it’s the entire value chains are being shifted. It’s not just the chips that basically lead to computing in the strict sense of it. It’s like chips, for example, that drive, for example, network switching. We’re going to talk about networking a bit, but you need chips to drive better network switching. That’s getting revolutionised as well. For example, we have an investment in that space, a company called the eridu.ai, and they’re revolutionising one of the pieces around that stack. Second part of the puzzle, so obviously, besides the holistic view of the world that’s changing in terms of value change, the second piece of the puzzle is, as we discussed before, there’s industrial policy. We already mentioned the CHIPS Act, which is something, for example, that has been done in the US, which I think is 52 billion in incentives across a variety of things, grants, loans, and other mechanisms to incentivise players to scale capacity quick and to scale capacity locally in the US. One of the effects of that now is obviously we had the TSMC, US expansion with a factory here in the US. We have other levels of expansion going on with Intel, Samsung, and others that are happening as we speak. Again, it’s this two by two. It’s market forces that drive the need for fundamental shifts in the value chain. On the other industrial policy and actual money put forward by states, by governments, by entities that want to revolutionise their own local markets. Bertrand Schmitt Yes. When you talk about networking, it makes me think about what NVIDIA did more than six years ago when they acquired Mellanox. At the time, it was largest acquisition for NVIDIA in 2019, and it was networking for the data center. Not networking across data center, but inside the data center, and basically making sure that your GPUs, the different computers, can talk as fast as possible between each of them. I think that’s one piece of the puzzle that a lot of companies are missing, by the way, about NVIDIA is that they are truly providing full systems. They are not just providing a GPU. Some of their competitors are just providing GPUs. But NVIDIA can provide you the full rack. Now, they move to liquid-cool computing as well. They design their systems with liquid cooling in mind. They have a very different approach in the industry. It’s a systematic system-level approach to how do you optimize your data center. Quite frankly, that’s a bit hard to beat. Nuno Gonçalves Pedro For those listening, you’d be like, this is all very different. Semiconductors, networking, energy, manufacturing, this is all different. Then all of a sudden, as Bertrand is saying, well, there are some players that are acting across the stack. Then you see in the same sentence, you’re talking about nuclear power in Microsoft or nuclear power in Google, and you’re like, what happened? Why are these guys in the same sentence? It’s like they’re tech companies. Why are they talking about energy? It’s the nature of that. These ecosystems need to go hand in hand. The value chains are very deep. For you to actually reap the benefits of more and more, for example, semiconductor availability, you have to have better and better networking connectivity, and you have to have more and more energy at lower and lower costs, and all of that. All these things are intrinsically linked. That’s why you see all these big tech companies working across stack, NVIDIA being a great example of that in trying to create truly a systems approach to the world, as Bertrand was mentioning. Networking & connectivity: digital highways get rebuilt On the networking and connectivity side, as we said, we had a lot of fibre that was put down, etc, but there’s still more build-out needs to be done. 5G in terms of its densification is still happening. We’re now starting to talk, obviously, about 6G. I’m not sure most telcos are very happy about that because they just have been doing all this CapEx and all this deployment into 5G, and now people already started talking about 6G and what’s next. Obviously, data center interconnect is quite important, and all the hubbing that needs to happen around data centers is very, very important. We are seeing a lot movements around connectivity that are particularly important. Network gear and the emergence of players like Broadcom in terms of the semiconductor side of the fence, obviously, Cisco, Juniper, Arista, and others that are very much present in this space. As I said, we made an investment on the semiconductor side of networking as well, realizing that there’s still a lot of bottlenecks happening there. But obviously, the networking and connectivity stack still needs to be built at all levels within the data centers, outside of the data centers in terms of last mile, across the board in terms of fibre. We’re seeing a lot of movements still around the space. It’s what connects everything. At the end of the day, if there’s too much latency in these systems, if the bandwidths are not high enough, then we’re going to have huge bottlenecks that are going to be put at the table by a networking providers. Obviously, that doesn’t help anyone. If there’s a button like anywhere, it doesn’t work. All of this doesn’t work. Bertrand Schmitt Yes. Interestingly enough, I know we said for this episode, we not talk too much about space, but when you talk about 6G, it make me think about, of course, Starlink. That’s really your last mile delivery that’s being built as well. It’s a massive investment. We’re talking about thousands of satellites that are interconnected between each other through laser system. This is changing dramatically how companies can operate, how individuals can operate. For companies, you can have great connectivity from anywhere in the world. For military, it’s the same. For individuals, suddenly, you won’t have dead space, wide zones. This is also a part of changing how we could do things. It’s quite important even in the development of AI because, yes, you can have AI at the edge, but that interconnect to the rest of the system is quite critical. Having that availability of a network link, high-quality network link from anywhere is a great combo. Nuno Gonçalves Pedro Then you start seeing regions of the world that want to differentiate to attract digital nomads by saying, “We have submarine cables that come and hub through us, and therefore, our connectivity is amazing.” I was just in Madeira, and they were talking about that in Portugal. One of the islands of Portugal. We have some Marine cables. You have great connectivity. We’re getting into that discussion where people are like, I don’t care. I mean, I don’t know. I assume I have decent connectivity. People actually care about decent connectivity. This discussion is not just happening at corporate level, at enterprise level? Etc. Even consumers, even people that want to work remotely or be based somewhere else in the world. It’s like, This is important Where is there a great connectivity for me so that I can have access to the services I need? Etc. Everyone becomes aware of everything. We had a cloud flare mishap more recently that the CEO had to jump online and explain deeply, technically and deeply, what happened. Because we’re in their heads. If Cloudflare goes down, there’s a lot of websites that don’t work. All of this, I think, is now becoming du jour rather than just an afterthought. Maybe we’ll think about that in the future. Bertrand Schmitt Totally. I think your life is being changed for network connectivity, so life of individuals, companies. I mean, everything. Look at airlines and ships and cruise ships. Now is the advent of satellite connectivity. It’s dramatically changing our experience. Nuno Gonçalves Pedro Indeed. Energy: rebuilding the power stack (not just renewables) Moving maybe to energy. We’ve talked about energy quite a bit in the past. Maybe we start with the one that we didn’t talk as much, although we did mention it, which was, let’s call it the fossil infrastructure, what’s happening around there. Everyone was saying, it’s all going to be renewables and green. We’ve had a shift of power, geopolitics. Honestly, I the writing was on the wall that we needed a lot more energy creation. It wasn’t either or. We needed other sources to be as efficient as possible. Obviously, we see a lot of work happening around there that many would have thought, Well, all this infrastructure doesn’t matter anymore. Now we’re seeing LNG terminals, pipelines, petrochemical capacity being pushed up, a lot of stuff happening around markets in terms of export, and not only around export, but also around overall distribution and increases and improvements so that there’s less leakage, distribution of energy, etc. In some ways, people say, it’s controversial, but it’s like we don’t have enough energy to spare. We’re already behind, so we need as much as we can. We need to figure out the way to really extract as much as we can from even natural resources, which In many people’s mind, it’s almost like blasphemous to talk about, but it is where we are. Obviously, there’s a lot of renaissance also happening on the fossil infrastructure basis, so to speak. Bertrand Schmitt Personally, I’m ecstatic that there is a renaissance going regarding what is called fossil infrastructure. Oil and gas, it’s critical to humanity well-being. You never had growth of countries without energy growth and nothing else can come close. Nuclear could come close, but it takes decades to deploy. I think it’s great. It’s great for developed economies so that they do better, they can expand faster. It’s great for third-world countries who have no realistic other choice. I really don’t know what happened the past 10, 15 years and why this was suddenly blasphemous. But I’m glad that, strangely, thanks to AI, we are back to a more rational mindset about energy and making sure we get efficient energy where we can. Obviously, nuclear is getting a second act. Nuno Gonçalves Pedro I know you would be. We’ve been talking about for a long time, and you’ve been talking about it in particular for a very long time. Bertrand Schmitt Yes, definitely. It’s been one area of interest of mine for 25 years. I don’t know. I’ve been shocked about what happened in Europe, that willingness destruction of energy infrastructure, especially in Germany. Just a few months ago, they keep destroying on live TV some nuclear station in perfect working condition and replacing them with coal. I’m not sure there is a better definition of insanity at this stage. It looks like it’s only the Germans going that hardcore for some reason, but at least the French have stopped their program of decommissioning. America, it seems to be doing the same, so it’s great. On top of it, there are new generations that could be put to use. The Chinese are building up a very large nuclear reactor program, more than 100 reactors in construction for the next 10 years. I think everybody has to catch up because at some point, this is the most efficient energy solution. Especially if you don’t build crazy constraints around the construction of these nuclear reactors. If we are rational about permits, about energy, about safety, there are great things we could be doing with nuclear. That might be one of the only solution if we want to be competitive, because when energy prices go down like crazy, like in China, they will do once they have reach delivery of their significant build-up of nuclear reactors, we better be ready to have similar options from a cost perspective. Nuno Gonçalves Pedro From the outside, at the very least, nuclear seems to be probably in the energy one of the areas that’s more being innovated at this moment in time. You have startups in the space, you have a lot really money going into it, not just your classic industrial development. That’s very exciting. Moving maybe to the carbonization and what’s happening. The CCUS, and for those who don’t know what it is, carbon capture, utilization, and storage. There’s a lot of stuff happening around that space. That’s the area that deals with the ability to capture CO₂ emissions from industrial sources and/or the atmosphere and preventing their release. There’s a lot of things happening in that space. There’s also a lot of things happening around hydrogen and geothermal and really creating the ability to storage or to store, rather, energy that then can be put back into the grids at the right time. There’s a lot of interesting pieces happening around this. There’s some startup movement in the space. It’s been a long time coming, the reuse of a lot of these industrial sources. Not sure it’s as much on the news as nuclear, and oil and gas, but certainly there’s a lot of exciting things happening there. Bertrand Schmitt I’m a bit more dubious here, but I think geothermal makes sense if it’s available at reasonable price. I don’t think hydrogen technology has proven its value. Concerning carbon capture, I’m not sure how much it’s really going to provide in terms of energy needs, but why not? Nuno Gonçalves Pedro Fuels niche, again, from the outside, we’re not energy experts, but certainly, there are movements in the space. We’ll see what’s happening. One area where there’s definitely a lot of movement is this notion of grid and storage. On the one hand, that transmission needs to be built out. It needs to be better. We’ve had issues of blackouts in the US. We’ve had issues of blackouts all around the world, almost. Portugal as well, for a significant part of the time. The ability to work around transmission lines, transformers, substations, the modernization of some of this infrastructure, and the move forward of it is pretty critical. But at the other end, there’s the edge. Then, on the edge, you have the ability to store. We should have, better mechanisms to store energy that are less leaky in terms of energy storage. Obviously, there’s a lot of movement around that. Some of it driven just by commercial stuff, like Tesla a lot with their storage stuff, etc. Some of it really driven at scale by energy players that have the interest that, for example, some of the storage starts happening closer to the consumption as well. But there’s a lot of exciting things happening in that space, and that is a transformative space. In some ways, the bottleneck of energy is also around transmission and then ultimately the access to energy by homes, by businesses, by industries, etc. Bertrand Schmitt I would say some of the blackout are truly man-made. If I pick on California, for instance. That’s the logical conclusion of the regulatory system in place in California. On one side, you limit price that energy supplier can sell. The utility company can sell, too. On the other side, you force them to decommission the most energy-efficient and least expensive energy source. That means you cap the revenues, you make the cost increase. What is the result? The result is you cannot invest anymore to support a grid and to support transmission. That’s 100% obvious. That’s what happened, at least in many places. The solution is stop crazy regulations that makes no economic sense whatsoever. Then, strangely enough, you can invest again in transmission, in maintenance, and all I love this stuff. Maybe another piece, if we pick in California, if you authorize building construction in areas where fires are easy, that’s also a very costly to support from utility perspective, because then you are creating more risk. You are forced buy the state to connect these new constructions to the grid. You have more maintenance. If it fails, you can create fire. If you create fire, you have to pay billions of fees. I just want to highlight that some of this is not a technological issue, is not per se an investment issue, but it’s simply the result of very bad regulations. I hope that some will learn, and some change will be made so that utilities can do their job better. Nuno Gonçalves Pedro Then last, but not the least, on the energy side, energy is becoming more and more digitally defined in some ways. It’s like the analogy to networks that they’ve become more, and more software defined, where you have, at the edge is things like smart meters. There’s a lot of things you can do around the key elements of the business model, like dynamic pricing and other elements. Demand response, one of the areas that I invested in, I invest in a company called Omconnect that’s now merged with what used to be Google Nest. Where to deploy that ability to do demand response and also pass it to consumers so that consumers can reduce their consumption at times where is the least price effective or the less green or the less good for the energy companies to produce energy. We have other things that are happening, which are interesting. Obviously, we have a lot more electric vehicles in cars, etc. These are also elements of storage. They don’t look like elements of storage, but the car has electricity in it once you charge it. Once it’s charged, what do you do with it? Could you do something else? Like the whole reverse charging piece that we also see now today in mobile devices and other edge devices, so to speak. That also changes the architecture of what we’re seeing around the space. With AI, there’s a lot of elements that change around the value chain. The ability to do forecasting, the ability to have, for example, virtual power plans because of just designated storage out there, etc. Interesting times happening. Not sure all utilities around the world, all energy providers around the world are innovating at the same pace and in the same way. But certainly just looking at the industry and talking to a lot of players that are CEOs of some of these companies. That are leading innovation for some of these companies, there’s definitely a lot more happening now in the last few years than maybe over the last few decades. Very exciting times. Bertrand Schmitt I think there are two interesting points in what you say. Talking about EVs, for instance, a Cybertruck is able to send electricity back to your home if your home is able to receive electricity from that source. Usually, you have some changes to make to the meter system, to your panel. That’s one great way to potentially use your car battery. Another piece of the puzzle is that, strangely enough, most strangely enough, there has been a big push to EV, but at the same time, there has not been a push to provide more electricity. But if you replace cars that use gasoline by electric vehicles that use electricity, you need to deliver more electricity. It doesn’t require a PhD to get that. But, strangely enough, nothing was done. Nuno Gonçalves Pedro Apparently, it does. Bertrand Schmitt I remember that study in France where they say that, if people were all to switch to EV, we will need 10 more nuclear reactors just on the way from Paris to Nice to the Côte d’Azur, the French Rivière, in order to provide electricity to the cars going there during the summer vacation. But I mean, guess what? No nuclear plant is being built along the way. Good luck charging your vehicles. I think that’s another limit that has been happening to the grid is more electric vehicles that require charging when the related infrastructure has not been upgraded to support more. Actually, it has quite the opposite. In many cases, we had situation of nuclear reactors closing down, so other facilities closing down. Obviously, the end result is an increase in price of electricity, at least in some states and countries that have not sold that fully out. Nuno Gonçalves Pedro Manufacturing: the return of “atoms + bits” Moving to manufacturing and what’s happening around manufacturing, manufacturing technology. There’s maybe the case to be made that manufacturing is getting replatformed, right? It’s getting redefined. Some of it is very obvious, and it’s already been ongoing for a couple of decades, which is the advent of and more and more either robotic augmented factories or just fully roboticized factories, where there’s very little presence of human beings. There’s elements of that. There’s the element of software definition on top of it, like simulation. A lot of automation is going on. A lot of AI has been applied to some lines in terms of vision, safety. We have an investment in a company called Sauter Analytics that is very focused on that from the perspective of employees and when they’re still humans in the loop, so to speak, and the ability to really figure out when people are at risk and other elements of what’s happening occurring from that. But there’s more than that. There’s a little bit of a renaissance in and of itself. Factories are, initially, if we go back a couple of decades ago, factories were, and manufacturing was very much defined from the setup. Now it’s difficult to innovate, it’s difficult to shift the line, it’s difficult to change how things are done in the line. With the advent of new factories that have less legacy, that have more flexible systems, not only in terms of software, but also in terms of hardware and robotics, it allows us to, for example, change and shift lines much more easily to different functions, which will hopefully, over time, not only reduce dramatically the cost of production. But also increase dramatically the yield, it increases dramatically the production itself. A lot of cool stuff happening in that space. Bertrand Schmitt It’s exciting to see that. One thing this current administration in the US has been betting on is not just hoping for construction renaissance. Especially on the factory side, up of factories, but their mindset was two things. One, should I force more companies to build locally because it would be cheaper? Two, increase output and supply of energy so that running factories here in the US would be cheaper than anywhere else. Maybe not cheaper than China, but certainly we get is cheaper than Europe. But three, it’s also the belief that thanks to AI, we will be able to have more efficient factories. There is always that question, do Americans to still keep making clothes, for instance, in factories. That used to be the case maybe 50 years ago, but this move to China, this move to Bangladesh, this move to different places. That’s not the goal. But it can make sense that indeed there is ability, thanks to robots and AI, to have more automated factories, and these factories could be run more efficiently, and as a result, it would be priced-competitive, even if run in the US. When you want to think about it, that has been, for instance, the South Korean playbook. More automated factories, robotics, all of this, because that was the only way to compete against China, which has a near infinite or used to have a near infinite supply of cheaper labour. I think that all of this combined can make a lot of sense. In a way, it’s probably creating a perfect storm. Maybe another piece of the puzzle this administration has been working on pretty hard is simplifying all the permitting process. Because a big chunk of the problem is that if your permitting is very complex, very expensive, what take two years to build become four years, five years, 10 years. The investment mass is not the same in that situation. I think that’s a very important part of the puzzle. It’s use this opportunity to reduce regulatory state, make sure that things are more efficient. Also, things are less at risk of bribery and fraud because all these regulations, there might be ways around. I think it’s quite critical to really be careful about this. Maybe last piece of the puzzle is the way accounting works. There are new rules now in 2026 in the US where you can fully depreciate your CapEx much faster than before. That’s a big win for manufacturing in the US. Suddenly, you can depreciate much faster some of your CapEx investment in manufacturing. Nuno Gonçalves Pedro Just going back to a point you made and then moving it forward, even China, with being now probably the country in the world with the highest rate of innovation and take up of industrial robots. Because of demographic issues a little bit what led Japan the first place to be one of the real big innovators around robots in general. The fact that demographics, you’re having an aging population, less and less children. How are you going to replace all these people? Moving that into big winners, who becomes a big winner in a space where manufacturing is fundamentally changing? Obviously, there’s the big four of robots, which is ABB, FANUC, KUKA, and Yaskawa. Epson, I think, is now in there, although it’s not considered one of the big four. Kawasaki, Denso, Universal Robots. There’s a really big robotics, industrial robotic companies in the space from different origins, FANUC and Yaskawa, and Epson from Japan, KUKA from Germany, ABB from Switzerland, Sweden. A lot of now emerging companies from China, and what’s happening in that space is quite interesting. On the other hand, also, other winners will include players that will be integrators that will build some of the rest of the infrastructure that goes into manufacturing, the Siemens of the world, the Schneider’s, the Rockwell’s that will lead to fundamental industrial automation. Some big winners in there that whose names are well known, so probably not a huge amount of surprises there. There’s movements. As I said, we’re still going to see the big Chinese players emerging in the world. There are startups that are innovating around a lot of the edges that are significant in this space. We’ll see if this is a space that will just be continued to be dominated by the big foreign robotics and by a couple of others and by the big integrators or not. Bertrand Schmitt I think you are right to remind about China because China has been moving very fast in robotics. Some Chinese companies are world-class in their use of robotics. You have this strange mix of some older industries where robotics might not be so much put to use and typically state-owned, versus some private companies, typically some tech companies that are reconverting into hardware in some situation. That went all in terms of robotics use and their demonstrations, an example of what’s happening in China. Definitely, the Chinese are not resting. Everyone smart enough is playing that game from the Americans, the Chinese, Japanese, the South Koreans. Nuno Gonçalves Pedro Exciting things are manufacturing, and maybe to bring it all together, what does it mean for all the big players out there? If we talk with startups and talk about startups, we didn’t mention a ton of startups today, right? Maybe incumbent wind across the board. But on a more serious note, we did mention a few. For example, in nuclear energy, there’s a lot of startups that have been, some of them, incredibly well-funded at this moment in time. Wrap: what it means for startups, incumbents, and investors There might be some big disruptions that will come out of startups, for example, in that space. On the chipset side, we talked about the big gorillas, the NVIDIAs, AMDs, Intel, etc., of the world. But we didn’t quite talk about the fact that there’s a lot of innovation, again, happening on the edges with new players going after very large niches, be it in networking and switching. Be it in compute and other areas that will need different, more specialized solutions. Potentially in terms of compute or in terms of semiconductor deployments. I think there’s still some opportunities there, maybe not to be the winner takes all thing, but certainly around a lot of very significant niches that might grow very fast. Manufacturing, we mentioned the same. Some of the incumbents seem to be in the driving seat. We’ll see what happens if some startups will come in and take some of the momentum there, probably less likely. There are spaces where the value chains are very tightly built around the OEMs and then the suppliers overall, classically the tier one suppliers across value chains. Maybe there is some startup investment play. We certainly have played in the couple of the spaces. I mentioned already some of them today, but this is maybe where the incumbents have it all to lose. It’s more for them to lose rather than for the startups to win just because of the scale of what needs to be done and what needs to be deployed. Bertrand Schmitt I know. That’s interesting point. I think some players in energy production, for instance, are moving very fast and behaving not only like startups. Usually, it’s independent energy suppliers who are not kept by too much regulations that get moved faster. Utility companies, as we just discussed, have more constraints. I would like to say that if you take semiconductor space, there has been quite a lot of startup activities way more than usual, and there have been some incredible success. Just a few weeks ago, Rock got more or less acquired. Now, you have to play games. It’s not an outright acquisition, but $20 billion for an IP licensing agreement that’s close to an acquisition. That’s an incredible success for a company. Started maybe 10 years ago. You have another Cerebras, one of the competitor valued, I believe, quite a lot in similar range. I think there is definitely some activity. It’s definitely a different game compared to your software startup in terms of investment. But as we have seen with AI in general, the need for investment might be larger these days. Yes, it might be either traditional players if they can move fast enough, to be frank, because some of them, when you have decades of being run as a slow-moving company, it’s hard to change things. At the same time, it looks like VCs are getting bigger. Wall Street is getting more ready to finance some of these companies. I think there will be opportunities for startups, but definitely different types of startups in terms of profile. Nuno Gonçalves Pedro Exactly. From an investor standpoint, I think on the VC side, at least our core belief is that it’s more niche. It’s more around big niches that need to be fundamentally disrupted or solutions that require fundamental interoperability and integration where the incumbents have no motivation to do it. Things that are a little bit more either packaging on the semiconductor side or other elements of actual interoperability. Even at the software layer side that feeds into infrastructure. If you’re a growth investor, a private equity investor, there’s other plays that are available to you. A lot of these projects need to be funded and need to be scaled. Now we’re seeing projects being funded even for a very large, we mentioned it in one of the previous episodes, for a very large tech companies. When Meta, for example, is going to the market to get funding for data centers, etc. There’s projects to be funded there because just the quantum and scale of some of these projects, either because of financial interest for specifically the tech companies or for other reasons, but they need to be funded by the market. There’s other place right now, certainly if you’re a larger private equity growth investor, and you want to come into the market and do projects. Even public-private financing is now available for a lot of things. Definitely, there’s a lot of things emanating that require a lot of funding, even for large-scale projects. Which means the advent of some of these projects and where realization is hopefully more of a given than in other circumstances, because there’s actual commercial capital behind it and private capital behind it to fuel it as well, not just industrial policy and money from governments. Bertrand Schmitt There was this quite incredible stat. I guess everyone heard about that incredible growth in GDP in Q3 in the US at 4.4%. Apparently, half of that growth, so around 2.2% point, has been coming from AI and related infrastructure investment. That’s pretty massive. Half of your GDP growth coming from something that was not there three years ago or there, but not at this intensity of investment. That’s the numbers we are talking about. I’m hearing that there is a good chance that in 2026, we’re talking about five, even potentially 6% GDP growth. Again, half of it potentially coming from AI and all the related infrastructure growth that’s coming with AI. As a conclusion for this episode on infrastructure, as we just said, it’s not just AI, it’s a whole stack, and it’s manufacturing in general as well. Definitely in the US, in China, there is a lot going on. As we have seen, computing needs connectivity, networks, need power, energy and grid, and all of this needs production capacity and manufacturing. Manufacturing can benefit from AI as well. That way the loop is fully going back on itself. Infrastructure is the next big thing. It’s an opportunity, probably more for incumbents, but certainly, as usual, with such big growth opportunities for startups as well. Thank you, Nuno. Nuno Gonçalves Pedro Thank you, Bertrand.

Is your portfolio company's marketing dependent on a single person—or a scalable system? In my experience with Private Equity and mid-market acquisitions, I've seen that "leverage" is often the enemy of a clean exit. If your content creation process relies on one expensive agency or a single creative director, you don't have a system; you have a bottleneck.In this video, I'm breaking down my Commoditized Creativity framework—the exact system I've used to help businesses transitioning through PE acquisitions maintain high-level brand consistency across national territories.

Join an active community of RE investors here: https://linktr.ee/gabepetersenDISCOVERING YOUR PATH TO PASSIVE REAL ESTATE INCOME

Law firms are quietly rewriting the rules on growth power and ownership as consolidation, private capital and talent pressure push the industry toward a fundamentally different future. Chris Batz and Howard Rosenberg step back from deal headlines to talk about what 2025 revealed beneath the surface of the legal market. Mergers are no longer driven by geography alone and private capital is no longer a fringe topic whispered about behind closed doors. The conversation centers on how managing partners are being forced to rethink scale strategy and long-term value in an environment where standing still is no longer an option. The episode also unpacks why enterprise value has entered the law firm vocabulary and why partners are beginning to question a model that pays well annually yet offers little on the way out. With investors circling smaller and mid-sized firms first, Chris and Howard explore what private capital really wants from law firms and what law firms may gain or risk by engaging it. Is this about cashing out or about building something durable that attracts talent and creates optionality over time? Looking ahead to 2026, the discussion widens to include boutique firms, venture-backed legal platforms and a talent market that no longer respects seasonality. New firms will launch. Others will combine. Some will struggle to adapt. The episode leaves listeners with a clear takeaway. The legal industry is no longer debating whether change is coming. The real question is who is preparing for it with intention and who is hoping yesterday's rules still apply.   Episode Breakdown: 00:00 Reflecting on 2025: A Year of Change 03:11 Mergers and Acquisitions: The New Landscape 10:30 Private Capital: A Game Changer for Law Firms 18:27 The Future of Law Firms: Trends and Predictions 25:52 Innovations in Legal Services: The Rise of Tech Companies   Connect with Howard Rosenberg: Connect with Howard on LinkedIn Howard's Company Web Profile   Connect with Chris Batz: Connect with Chris on LinkedIn  Follow Columbus Street on LinkedIn Columbus Street Website  MergerWatch Website   Podcast production and show notes provided by HiveCast.fm  

Émission du 10/02/2026 présentée par Amaury de Tonquédec avec Bertrand Lamielle, DG chez Portzamparc gestion.Vos questions en live : Quels sont les secteurs, valeurs et ETF à privilégier en France et en Europe éligibles au PEA ? Faut-il garder ses ETF US dans son PEA ? Que se passe-t-il sur les USA ? Des idées de pépites américaines éligibles au PEA ? Or, métaux précieux et matières premières : faut-il y aller ? On parle également de l'application Eclairys créée par Bertrand pour aider les investisseurs à trouver “le bon timing”. Et du média Le Switch qui met en avant des alternatives numériques européennes. Et bien sûr, les QUESTIONS CASH !

In this episode, Alex Rawlings is joined by Alex Sabel, Vice President at THL Partners, to explore how the firm is embracing AI across its operations and portfolio. Alex leads THL's research function and AI strategy, bringing a data-driven, quant mindset to private equity.He shares how THL uses AI internally to improve investment workflows, how portfolio companies are deploying AI to drive product innovation and efficiency, and what he's learned from both successes and failures. Whether you're exploring AI adoption or refining your strategy, this episode offers clear, practical insights from the front lines.⏱ Timestamps00:00 – Intro to Alex Sabel & THL's AI FocusAI at the firm, portfolio, and personal level.00:55 – Alex's BackgroundFrom public markets to PE, building THL's research and AI function.03:12 – Common Mistakes in AI AdoptionWhy firms must focus on data foundations first.04:35 – Real-Time Insight vs. Info OverloadThe value of surfacing insights at the right time.06:02 – Investing in the Global Compute EcosystemTHL's thesis: look beyond GPUs to second-order AI winners.09:19 – THL's Three-Pronged AI StrategyInvest in AI, use it internally, and support portfolio adoption.11:42 – How THL Supports Portfolio InnovationRoundtables, tech summits, and a vendor ecosystem to foster AI experimentation.13:36 – Case Studies: Binder, FourKites & SentriaExamples of AI-driven product innovation and operational efficiency.17:57 – When AI FailsWhy THL embraces “fail fast” and knows when to build vs. buy.22:12 – Deciding When to Use AIBreak problems into first principles—GenAI isn't always the answer.25:26 – What's Blown Alex's MindAI organizing and standardizing messy, fragmented enterprise data.27:45 – Daily Tools & TipsCoding assistants and using multiple LLMs (ChatGPT, Claude, Gemini, Groq) for varied insights.31:06 – What to ReadShort term: WSJ, FT, Economist.Deep dives: SemiAnalysis and top Substacks.32:31 – Connect with Alex SabelOpen to collaborating on AI, compute infrastructure, and emerging vendors.Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success.

email chris@drchrisloomdphd.com with "Podcast freebie" to book a coveted FREE guest spot on the show. To book a PREMIUM spot on the Podcast: ⁠⁠⁠⁠⁠https://www.drchrisloomdphd.com/_paylink/AZpgR_7f⁠⁠⁠⁠⁠Book a 1-on-1 coaching call: ⁠⁠⁠⁠⁠https://www.drchrisloomdphd.com/booking-calendar/introductory-session⁠⁠⁠⁠⁠ Become a member of our Podcast community: ⁠⁠⁠⁠⁠https://www.drchrisloomdphd.com/membership⁠⁠⁠⁠⁠Subscribe to our email list: ⁠⁠⁠⁠⁠⁠https://financial-freedom-podcast-with-dr-loo.kit.com/⁠⁠⁠⁠⁠⁠Click here to join PodMatch (the "AirBNB" of Podcasting): ⁠⁠⁠⁠⁠https://www.joinpodmatch.com/drchrisloomdphd⁠⁠⁠⁠⁠Click here to purchase my books on Amazon: ⁠⁠⁠⁠⁠https://amzn.to/2PaQn4p⁠⁠⁠⁠⁠Click here to purchase my audiobooks, visit: ⁠⁠⁠⁠⁠https://www.audible.com/author/Christopher-H-Loo-MD-PhD/B07WFKBG1F⁠⁠⁠⁠⁠To help support the show:CashApp- ⁠⁠⁠⁠⁠https://cash.app/$drchrisloomdphd⁠⁠⁠⁠⁠Venmo- ⁠⁠⁠⁠⁠https://account.venmo.com/u/Chris-Loo-4⁠⁠⁠⁠⁠Buy Me a Coffee- ⁠⁠⁠⁠⁠https://www.buymeacoffee.com/chrisJx⁠⁠⁠⁠⁠

"McElroy & Cubelic In The Morning" airs 7am-10am weekdays on WJOX-94.5!See omnystudio.com/listener for privacy information.

In this episode of the Planet MicroCap Podcast, I'm joined by Chris Marlett, Co-Founder and CEO of MDB Capital Holdings (NASDAQ: MDBH), to unpack the firm's differentiated “public venture” model and why he believes the traditional venture capital and private equity ecosystem is breaking down. Chris explains how MDB operates as a hands-on merchant bank—building and taking early-stage, big-idea companies public as an alternative to VC—while addressing the shrinking U.S. microcap universe, the misperceptions around the cost of being public, and the opportunity created by a severe shortage of high-quality public companies. We also discuss MDB's focus on category leaders with billion-dollar potential, its equity-aligned business model, and why public markets can offer founders a more attractive path to scale, liquidity, and long-term value creation. We mention a number of companies and sectors during this conversation, and I'm not a shareholder in any of them. Chapters 00:00 Introduction to MDB Capital Holdings 01:40 Chris Marlett's Journey in Microcap Financing 03:19 Founding MDB Capital Holdings 08:22 Understanding Public Venture vs. Big Ideas 10:55 The Cost of Going Public 15:31 The Shift in Private Equity and Venture Capital 20:26 Why Now is the Time for MDB Capital 26:42 Identifying the Sweet Spot for IPOs 27:18 The Importance of Unique IP in Deep Tech 28:34 Navigating the Public Venture Ecosystem 29:51 Differentiating in a Competitive Market 30:50 The Challenges of Investment Banking 33:16 The Future of Microcap Investment 36:28 Sourcing Profitable Companies 39:19 Expanding Focus Beyond Deep Tech 41:09 Engaging with Institutional Investors 43:24 The Need for Follow-On Financing 46:02 Upcoming Opportunities in the Pipeline 50:11 Determining Ideal IPO Sizes For more information about MDB Capital Holdings, please visit: https://www.mdb.com/ Planet Microcap hosts the highest quality in-person microcap events in North America. The mission is to bring the best microcap investors, companies, and allocators together to gather, connect, and grow.; visit https://planetmicrocap.com/ to learn more about our Las Vegas and Toronto events. The purpose of this conversation is for informational and educational purposes only and should not be construed as a recommendation to purchase or sell any security. Planet MicroCap Holdings LLC and MicroCapClub LLC are not registered investment advisors. Planet MicroCap Holdings LLC, MicroCapClub LLC, its partners, contractors, members, subscribers, guests, and affiliates may or may not hold positions in one or more of the securities mentioned on this program and may trade in such securities at any time. Do your own due diligence and seek counsel from a registered investment advisor before trading in any security.

An 8% preferred return is not an 8% yield. It is not a coupon you clip, and it is certainly not a guarantee. In this episode of Mechanics of Money, Sam Silverman demystifies the most misunderstood number in private equity: the Preferred Return.We break down the critical difference between "Priority" and "Promise", explaining why being first in line for cash flow doesn't matter if the cash flow doesn't exist. Sam dissects the two most common Waterfall Structures, revealing how some sponsors structure deals to take profits before your capital is returned, leaving you at risk while they realize upside.We also explore the "High Pref Trap," explaining why a higher headline number (like 12%) often signals a riskier deal rather than a better investment.In this episode, we cover:The Yield Myth: Why a "Pref" is simply a mechanism to determine who gets paid first, not a floor for your returns.Current vs. Accrued: The massive difference between getting quarterly checks from a stabilized asset versus "paper money" accumulating on a development deal.Waterfall Mechanics: How to spot "Structure B" deals where sponsors participate in profits before your original capital is returned.Risk Pricing: Why sponsors offer high preferred returns (11-12%+) and what it tells you about the asset's risk profile.Due Diligence: The 5 specific questions you need to ask to uncover the true incentives and clawback provisions in any deal.Links & Resources:Newsletter: Join the Mechanics of Money weekly deep dive: https://www.mechanicsofmoney.coInvest: Invest with Silverman Capital: https://silvermancapital.coAbout the Host: Sam Silverman is the Founder of Silverman Capital, a private equity and real estate investment firm. Mechanics of Money is the audio playbook for high-net-worth individuals moving from "High Earner" to "Sophisticated Allocator."

This week we break down the brutal de-leveraging across markets, why AI CapEx is flipping the old buyback playbook and what it means for Mag7, crypto's bloodbath, the next moves from the Fed and bond market. We also dig into credit risk, factor rotations, the Epstein list, and why gold is sending a louder signal than Bitcoin. Enjoy! — Follow Tyler: https://x.com/Tyler_Neville_ Follow Quinn: https://x.com/qthomp Follow Felix: https://twitter.com/fejau_inc Follow Forward Guidance: https://twitter.com/ForwardGuidance Follow Blockworks: https://twitter.com/Blockworks_ Forward Guidance Telegram: https://t.me/+CAoZQpC-i6BjYTEx Join us at Digital Asset Summit 2026 in NYC March 24-26th! Use code FORWARD200 for $200 OFF! https://blockworks.co/event/digital-asset-summit-nyc-2026 __ Weekly Roundup Charts: https://drive.google.com/file/d/1RPRDTwLzPJR9ggBsFnZ7jGUYUJUl-idb/view?usp=sharing — Grayscale offers more than 30 different crypto investment products. Explore the full suite at grayscale.com. Invest in your share of the future. Investing involves risk and possible loss of principal. https://www.grayscale.com/?utm_source=blockworks&utm_medium=paid-other&utm_campaign=brand&utm_id=&utm_term=&utm_content=audio-forwardguidance Coinbase crypto-backed loans, powered by Morpho, enable you to take out loans at competitive rates using crypto as collateral. Rates are typically 4% to 8%. Borrow up to $5M using BTC as collateral and up to $1M using ETH as collateral. Manage crypto-backed loans directly in the Coinbase app with ease. Learn more here: https://www.coinbase.com/onchain/borrow/get-started?utm_campaign=0126_defi-borrow_blockworks_FG&marketId=0x9103c3b4e834476c9a62ea009ba2c884ee42e94e6e314a26f04d312434191836&utm_source=FG — Timestamps: 00:00 Intro 02:16 De-Leveraging and Market Stress 05:20 AI CapEx vs Buybacks and Mag7 14:04 Crypto Bloodbath and Risk Assets 18:47 Ads (Grayscale) 21:42 Credit Risk, Factors, and Fed Path 32:52 Epstein Fallout 35:47 Ads (Grayscale, Coinbase) 37:19 Market Structure, Bond Market 46:18 Private Equity and AI CapEx 59:27 Final Thoughts — Disclaimer: Nothing said on Forward Guidance is a recommendation to buy or sell securities or tokens. This podcast is for informational purposes only, and any views expressed by anyone on the show are opinions, not financial advice. Hosts and guests may hold positions in the companies, funds, or projects discussed. #Macro #Investing #Markets #ForwardGuidance

Hour 1 of Jake & Ben on February 6, 2026 Super Bowl Preview: Who is the better storyline this weekend between Sam Darnold & Drake Maye?  Top 3 Stories of the Day; Let the tank commence for the Utah Jazz, final thoughts on the NBA Trade Deadline, Winter Olympic Opening Ceremonies are today.  When will we see the impact of Private Equity at the University of Utah? 

Jake & Ben Full Show from February 6, 2026 Hour 1 Super Bowl Preview: Who is the better storyline this weekend between Sam Darnold & Drake Maye?  Top 3 Stories of the Day; Let the tank commence for the Utah Jazz, final thoughts on the NBA Trade Deadline, Winter Olympic Opening Ceremonies are today.  When will we see the impact of Private Equity at the University of Utah?  Hour 2 University of Utah Insider Steve Bartle joined the show to talk about the state of University of Utah Athletics and when to expect news from the Private Equity Deal.  Do you always cheer for Team USA in The Olympics?  Remember that story about Samson Nacua stealing an NBA Player's Car? Apparently he thought it was his brother's. Do we believe that? 

Katherine Van Dyck (@capitalKVD) is an experienced antitrust lawyer and founder of KVD Strategies PLLC, with senior fellowships at the American Economic Liberties Project and UC Berkeley's Civil Justice Research Initiative. During the Biden Administration, she served as an Attorney-Advisor at the Federal Trade Commission. Katie's work focuses on how concentrated economic power harms consumers, workers, and small businesses. She has been involved in numerous instances of litigation, including a multimillion dollar judgement against Varsity Brands Cheerleading and their monopoly of the competitive cheer market, as well as arguing against the SCORE Act in congress, which would grant the NCAA monopoly status to control college sports. Katie and John testified to the US House of Representatives in December 2025, discussing the massive effect of private equity involvement, an dhow vertical ownership of sports clubs, leagues, facilities and governing bodies is detrimental to children and raises prices for families.  Connect with Katie at www.KVDStrategies.com Check out some of her articles here: The Shadowy Puppet Masters Who Control College Athletics, Organized Money, December 2025 The SCORE Act: A gift to the NCAA that betrays college athletes, The Hill, August 2025 Playing by the Rules: Bringing Law and Order to the NCAA, AELP, November 2023 The NCAA, Antitrust and the Future of College Sports, NPR On Point, October 2023 BOOK A SPEAKER: Interested in having John or one of our speaking team come to your school, club or coaching event? We are booking November and December 2025 and Winter/Spring 2026 events, please email us to set up an introductory call John@ChangingTheGameProject.com PUT IN YOUR BULK BOOK ORDERS FOR OUR BESTSELLING BOOKS, AND JOIN 2025 CHAMPIONSHIP TEAMS FROM SYRACUSE MENS LAX, UNC AND NAVY WOMENS LAX, AND MCLAREN F1! These are just the most recent championship teams using THE CHAMPION TEAMMATE book with their athletes and support teams. Many of these coaches are also getting THE CHAMPION SPORTS PARENT so their team parents can be part of a successful culture. Schools and clubs are using EVERY MOMENT MATTERS for staff development and book clubs. Are you?  We have been fulfilling numerous bulk orders for some of the top high school and collegiate sports programs in the country, will your team be next? Click here to visit John's author page on Amazon Click here to visit Jerry's author page on Amazon Please email John@ChangingTheGameProject.com if you want discounted pricing on 10 or more books on any of our books. Thanks everyone. This week's podcast is brought to you by our friends at Sprocket Sports.  Sprocket Sports is a new software platform for youth sports clubs.  Yeah, there are a lot of these systems out there, but Sprocket provides the full enchilada. They give you all the cool front-end stuff to make your club look good– like websites and marketing tools – AND all the back-end transactions and services to run your business better so you can focus on what really matters – your players and your teams. Sprocket is built for those clubs looking to thrive, not just survive, in the competitive world of youth sports clubs.  So if you've been looking for a true business partner – not just another app – check them out today at https://sprocketsports.me/CTG. BECOME A PREMIUM MEMBER OF CHANGING THE GAME PROJECT TO SUPPORT THE PODCAST If you or your club/school is looking for all of our best content, from online courses to blog posts to interviews organized for coaches, parents and athletes, then become a premium member of Changing the Game Project today. For over a decade we have been creating materials to help change the game. and it has become a bit overwhelming to find old podcasts, blog posts and more. Now, we have organized it all for you, with areas for coaches, parents and even athletes to find materials to help compete better, and put some more play back in playing ball. Clubs please email John@ChangingTheGameProject.com for pricing.  Become a Podcast Champion! This weeks podcast is also sponsored by our Patreon Podcast Champions. Help Support the Podcast and get FREE access to our Premium Membership, with well over $1000 of courses and materials. If you love the podcast, we would love for you to become a Podcast Champion, (https://www.patreon.com/wayofchampions) for as little as a cup of coffee per month (OK, its a Venti Mocha), to help us up the ante and provide even better interviews, better sound, and an overall enhanced experience. Plus, as a $10 per month Podcast Super-Champion, you will be granted a Premium Changing the Game Project Membership, where you will have access to every course, interview and blog post we have created organized by topic from coaches to parents to athletes. Thank you for all your support these past eight years, and a special big thank you to all of you who become part of our inner circle, our patrons, who will enable us to take our podcast to the next level. https://www.patreon.com/wayofchampions

The Double Pivot has introduced a term into the football vernacular and we talk through the set pieces story, Caley's study, and Jonathan Northcroft's column in the Times. And then we talk transfers including Marc Guehi, Antoine Semenyo and Ademola Lookman, which leads naturally into a discussion of private equity in football. The Northcroft column: https://www.thetimes.com/sport/football/article/premier-league-goalkeepers-set-pieces-ft66m8hn5Set pieces study: https://www.expectinggoals.com/p/the-set-piece-revolutionSupport the show

With buyout and exit values climbing, GPs are leaning in — despite shifting U.S. trade policy, European political stasis and geopolitical uncertainty. On Dechert's Committed Capital, Everstone Group's Sujoy Bose, Investcorp's Daniel Lopez-Cruz and Ridgemont Equity Partners' Dan Harknett join Dechert's Markus Bolsinger, Sabina Comis, Maria Tan Pedersen and Nick Tomlinson to discuss 2026 opportunities and the legal issues shaping PE dealmaking.Show NotesDechert's 2026 Global Private Equity Outlook

LISTEN and SUBSCRIBE on:Apple Podcasts: https://podcasts.apple.com/us/podcast/watchdog-on-wall-street-with-chris-markowski/id570687608 Spotify: https://open.spotify.com/show/2PtgPvJvqc2gkpGIkNMR5i WATCH and SUBSCRIBE on:https://www.youtube.com/@WatchdogOnWallstreet/featured  Private equity's easy-money era is ending. Bloated fees, fake valuations, and years of underperformance are catching up as firms struggle to sell assets and raise new capital—while still collecting their 2%.Now they want liquidity, even pushing private equity into 401(k)s as an exit. Don't fall for it.As this model breaks down, real opportunity emerges: mismanaged businesses, distressed assets, and the chance for competent operators to step in and rebuild. The private equity bubble is deflating—and the fallout is just beginning.

Seth Price returns from the National Trial Lawyers (NTL) summit to discuss the "coronation" of the BluShark transaction and the massive buzz surrounding private equity's arrival in personal injury . The hosts break down the Managed Service Organization (MSO) model, explaining how investors are now targeting the "back office" of law firms—including intake, finance, and marketing—to bypass traditional ownership restrictions . The conversation pivots to the "messy" side of management: Jay shares a real-time dilemma regarding inflation-driven raise requests from international staff in South America and the shifting market for global talent. Is your firm's EBITDA ready for a platform play? Listen now to stay ahead of the private equity curve.#PrivateEquity #LawFirmMSO #LegalMarketing #GlobalTalent #LawFirmGrowth

In this episode, Holly Buckley, Chair of Healthcare at McGuireWoods LLP, shares how private equity investing in healthcare is evolving, from increased selectivity and creative deal structures to operational value creation and execution risk.

Season 2 Episode 1 of Wall Street Diaries is here! It features @KevinYangImpact went from valedictorian at Michigan Ross to investment banking at Guggenheim TMT, private equity at Vector Capital, and ultimately into global impact investing and founding his own firm. His path blends prestige, finance, and purpose in a way few careers do. Kevin talks about breaking into banking from a non-target or semi-target background, how he became a top performer in Guggenheim's analyst program, what surprised him about private equity, and why he stepped off the traditional finance track to work on climate and poverty alleviation across the world. He also shares how he now helps build early-stage social enterprises and what he has learned about combining analytical rigor with mission-driven work. In this episode, Kevin shares ◼️ How he broke into Guggenheim TMT without Ivy League access ◼️ What helped him succeed as a top analyst and later in PE ◼️ The tradeoffs between banking, private equity, and impact ◼️ How impact investing actually works behind the scenes ◼️ Why he founded Advancing Impact and what he hopes to build ✉️ Connect with me Instagram: https://tinyurl.com/3dv9ff3b LinkedIn: https://tinyurl.com/mrxd9fvu Book a call ☎️ https://tinyurl.com/2rvxtjmn Website https://tinyurl.com/c3advtcv

What if your accredited clients could tap into institutional-quality private deals without locking up their money for a decade?   In this episode of the Registered Investment Advisor Podcast, Seth Greene interviews Joseph DaGrosa Jr., Founder and Chairman of DaGrosa Capital Partners LLC, who explains how his career evolved from auditing at a wirehouse to partnering with an early leveraged buyout pioneer and ultimately building Access Capital to open private equity and private credit to the mass affluent accredited investor market. He also shares why interval funds, rigorous sub-advisor due diligence, and his new educational resource, The Financial Advisor's Guide to Private Investments, are helping RIAs bring institutional-style private allocations to a broader client base.   Key Takeaways: → Why the accredited investor segment represents a massive, historically underserved opportunity for private investments. → How the rules of the Investment Company Act of 1940 limit traditional private equity vehicles. → How Access Capital structures registered vehicles to bring private equity and private credit access to mass affluent accredited investors. → What interval funds are, how their semi-liquid structure works, and why they may be a fit for long-term investors who want private exposure with periodic liquidity. → Why RIAs and RIA aggregators are turning to outsourced CIO relationships to help them evaluate and implement private investments at scale.   Joseph DaGrosa Jr. is the Founder and Chairman of DaGrosa Capital Partners (DCP) and a veteran investor with over 30 years of experience across sports, entertainment, real estate, hospitality, aviation, retail, and more. He has led more than $2 billion in capitalized transactions and oversees several DCP portfolio companies, including Axxes Capital, Kapital Football Group, and Soccerex, the world's largest organizer of soccer business conferences. DaGrosa previously co-founded Quinn Residences, a $900 million single-family rental platform, and played key leadership roles in major turnarounds and acquisitions, including Heartland Food Corp., Jet Support Services Inc., and F.C. Girondins de Bordeaux. Earlier in his career, he was a partner at Maplewood Partners and began in capital markets at Paine Webber.   Connect With Joe: Website: https://dagrosacp.com/ X: https://x.com/joe_dagrosa LinkedIn: https://www.linkedin.com/in/joseph-dagrosa-jr-59415934/ Learn more about your ad choices. Visit megaphone.fm/adchoices

We dive deep into digital privacy enforcement, the exploding intersection of litigation finance and law firm operations, and how alternative business structures (ABS) and managed service organizations (MSOs) are reshaping legal services. Hosts Brandon Schuh and Nick Hartmann talk with Nick Rowles-Davies, CEO at Lexolent, dissect the FTC's landmark General Motors and OnStar settlement, which finalized in January 2026, revealing how millions of consumers unknowingly had their precise driving data collected, sold, and monetized without consent. The conversation explores the regulatory response, the growing complexity of fee-sharing arrangements in contingency-based litigation, and the philosophical debate between UK and US approaches to nonlawyer investment in law firms. Woven throughout are lighter moments, including a "two truths and a lie" game testing movie trivia knowledge about Back to the Future, Die Hard, and The Breakfast Club.The episode reflects broader industry shifts like private equity capital flooding into legal services, litigation funders gaining unprecedented control over case strategy, and regulators tightening scrutiny on data-driven business models that exploit consumer blind spots. For legal professionals, insurance industry participants, and policy advocates, this episode maps the emerging terrain of consumer protection in connected vehicles, the ethical fault lines of litigation finance, and the practical mechanics of MSO structures designed to attract venture and private equity backing while skirting prohibitions on nonlawyer ownership.Key Takeaways:GM/OnStar Settlement (January 2026): FTC finalized a major enforcement action banning GM from sharing geolocation and driving behavior data with consumer reporting agencies for five years and requiring explicit opt-in consent for all future data collection, a landmark win for privacy advocates concerned about insurance rate impacts.Alternative Business Structures (ABS): Limited to Arizona, Utah, and DC in the US, ABS allows nonlawyers to hold equity in law firms directly. This contrasts sharply with UK structures, where ABS has been legal for over a decade and shows more tolerance for mixed ownership models.Managed Service Organizations (MSOs) as Workaround: Since ABS remains rare in most US states, law firms partner with investor-backed MSOs that handle back-office, marketing, and technology functions, siphoning off overhead costs while keeping lawyer-owned firms appearing compliant with Rule 5.4 prohibitions.Episode Chapters05:30 Privacy & Digital Surveillance08:30 GM/OnStar FTC Settlement Details & Data Monetization10:00 AI Liability & Regulatory Uncertainty Discussion15:00 Settlement Negotiations & Litigation Strategy18:00 Insurance Industry Corporate Raids & Fictional Premise24:30 GM Truck Insurance Quote & Data Sharing Consent27:00 Litigation Prediction & Case Strategy28:00 Administrative Duties & Managed Services Models31:40 Guest Introduction & UK Legal System Background32:00 Alternative Business Structures & Private Equity in Law35:00 Ethical Concerns in MSO Models37:00 Margin Analysis & Contingency Fee Economics41:00 Litigation Finance Benefits & Structural Risks43:00 UK vs US Bar Ethics & Jury Trial Impact45:00 Fee-Sharing Regulations & Risk Assessment49:00 Regulatory Credibility & Litigation Finance Critique55:00 AI Asymmetry in Litigation StrategyConnect with RiskCellar:Website: https://www.riskcellar.com/Guest: Nick Rowles-DaviesLinkedin: https://www.linkedin.com/in/nick-rowles-davies/ Portfolio: http://www.legalfinance.expert/Substack: https://nickrowlesdavies.substack.com/Company Website: http://www.lexolent.com/ Brandon Schuh:Facebook: https://www.facebook.com/profile.php?id=61552710523314LinkedIn: https://www.linkedin.com/in/brandon-stephen-schuh/Instagram: https://www.instagram.com/schuhpapa/Nick Hartmann:LinkedIn: https://www.linkedin.com/in/nickjhartmann/ 

Terry Savage, nationally syndicated money columnist, joins Wendy Snyder, in for Lisa Dent, to discuss the latest money news. She explains that private equity stocks plummeted today as a result of improvements in AI. And, as always, she answers questions from listeners.

In this episode, Holly Buckley, Chair of Healthcare at McGuireWoods LLP, shares how private equity investing in healthcare is evolving, from increased selectivity and creative deal structures to operational value creation and execution risk.

In this episode, Scott Becker reflects on his personal experience investing in private equity and venture capital, comparing expectations with reality and exploring the idea of being the dog who caught the car.

In this episode of The Distribution, Brandon Sedloff sits down with Lara Banks to explore her investing career and her long tenure at Makena Capital. Lara shares how her early background in energy, quantitative trading, and project finance shaped her perspective as an allocator, and how her role evolved as Makena expanded its private equity and venture platform. The conversation dives into Makena's origins, its approach to serving endowments, foundations, and families, and how the firm balances innovation, customization, and disciplined portfolio construction in private markets. Together, they also discuss how talent, alignment, and long-term thinking drive Makena's approach to manager selection and capital deployment across cycles. They discuss: Lara's career path from energy and quantitative trading to leading private equity and venture investing at Makena Makena Capital's evolution from a Stanford endowment model to evergreen private equity and venture vehicles The firm's focus on emerging managers, independent sponsors, and people-driven investing How Makena manages liquidity, pacing, and secondaries within evergreen private market portfolios Current themes in private equity and venture, including AI, energy infrastructure, and biotech inflection points Links: Lara on LinkedIn - https://www.linkedin.com/in/lara-banks-4216a69/ Makena Capital - https://www.makenacap.com/ Brandon on LinkedIn - ⁠https://www.linkedin.com/in/bsedloff/⁠ Juniper Square - ⁠https://www.junipersquare.com/⁠ Topics: (00:00:00) - Intro (00:02:21) - Lara's career journey (00:08:06) - Leadership evolution at Makena Capital (00:12:34) - Makena Capital's structure and customization (00:17:48) - Role of an OCIO and client interaction (00:20:39) - Focus on emerging managers and investment strategies (00:27:49) - Private equity and venture capital insights (00:34:51) - Managing liquidity in private markets (00:40:37) - Trends and opportunities in venture capital (00:47:06) - Conclusion and final thoughts

In this episode, Tony Davidow sits down with Matt Katz, Managing Director at Fiduciary Trust International, to explore why middle market private equity offers compelling opportunities in today's environment. Matt shares his journey into private markets, explains why the middle market presents a structural advantage with less competition and more operational value-add potential, and provides practical guidance on evaluating private equity funds through the lens of people, process, performance, and references. The conversation also covers the current exit environment, the growing role of secondaries in portfolio construction, the importance of due diligence in evaluating funds, and actionable advice for financial advisors looking to navigate the expanding universe of private market investments. Matt Katz, CFA, Managing Director, Investment Director - Private Markets: As head of the Advisor Solutions Group private markets research team, Matt focuses on private equity and real estate investments and is responsible for sourcing, due diligence and monitoring investments across each asset class.  He determines strategic and tactical allocations within ASG's Model Portfolio, while monitoring existing and prospective investment opportunities.  With over 18 years of experience, Matt serves as a key contributor to the analysis of current macroeconomic conditions through participation in daily market updates, Investment Committee meetings, and quarterly market overviews. In addition, Matt has also worked with impact-focused clients to source and analyze appropriate private investments, serving both financial and social purposes. Prior to joining Fiduciary Trust International, Matt was an associate director at Segal Rogerscasey, an investment consulting firm, as a member of their Alpha Research team focused on private equity manager research and due diligence. While at Segal Rogerscasey, he participated in the portfolio planning, underwriting and execution of private investments for the firm's discretionary clients. Matt received his Bachelor of Science degree in finance from the University of Connecticut. Matt is a Chartered Financial Analyst (CFA) charterholder; Member, CFA Society Boston; and a Member of the RAISE Global Summit LP Selection Committee.   Resources: Matthew Katz, CFA | LinkedInFranklin Templeton Private MarketsTony Davidow, CIMA® | LinkedIn

(0:00) Intro(1:19) About the podcast sponsor: The American College of Governance Counsel(2:05) Start of interview (2:48) Michael's origin story. Academic Journey and Early Influences. *reference to Correlation Ventures(8:55) About his paper Board Dynamics over the Startup Life Cycle (2020) with Nadia Malenko. (11:30) Role of independent directors in VC-backed companies.(16:05) Control Dynamics in Startup Boards(17:21) The Evolution of Founder Control *Reference to E187 with Brad Feld (Oct 2025)(28:11) The Future of Private Markets(29:21) The Future of IPOs “What's been missing from the IPO market since 1996 is the small- to mid-cap company. In my view, the solution for public markets is to restore their uniqueness by shutting down private secondary markets and making public-market liquidity distinctive again.”(33:40) The Role of Private Equity in Governance(39:47) Distinctions Between VC and PE Boards(42:24) Insights from Private Equity for Public Companies “A PE firm is really an investment bank with a consulting arm, where the partners sit on both sides and have equity in the whole game.” "What PE solves is expertise alignment, and a clear investment horizon for an exit."(47:36) The Impact of AI on Board Governance(50:20) Books that have greatly influenced his life:One Hundred Years of Solitude by Gabriel Garcia Marquez (1967)Culture Series by Ian Banks (1987-2012)A Brief History of Intelligence by Max Bennett (2023)(53:14) His mentors (54:24) Quotes that he thinks of often or lives his life by: "All models are wrong, but some are useful" by George Box(53:15) An unusual habit or an absurd thing that he loves. Watching the Big Lebowski.(55:53) The living person he most admires: Derek Thomson.(57:26) Moving from VC to PE Research in New YorkMichael Ewens is the David L. and Elsie M. Dodd Professor of Finance and co-director of the Private Equity Program at Columbia Business School. You can follow Evan on social media at:X: @evanepsteinLinkedIn: https://www.linkedin.com/in/epsteinevan/ Substack: https://evanepstein.substack.com/__To support this podcast you can join as a subscriber of the Boardroom Governance Newsletter at https://evanepstein.substack.com/__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

Émission du 03/02/2026 présentée par Amaury de Tonquédec avec Santolina Savannet, Coach Financière. On peut passer des années à s'informer sur l'investissement… sans jamais réussir à passer à l'action.Dans cet épisode d'Allô la Martingale, on revient aux décisions financières fondamentales : celles qui font vraiment la différence, quand on veut investir simplement, sans stress et sans se tromper de combat.Comment passer à l'action quand on s'informe depuis longtemps mais qu'on n'arrive pas à se lancer ? Comment investir en bourse sur le long terme sans y passer du temps ni tomber dans le piège du boursicotage ? J'ai une somme importante à investir et déjà de l'immobilier : comment construire une stratégie simple et efficace pour diversifier ? Acheter sa résidence principale est-il vraiment un passage obligé, ou existe-t-il de meilleures options selon sa situation ? Pourquoi ne rien faire avec son épargne peut-il coûter beaucoup plus cher que d'investir imparfaitement ?Et bien sûr, les QUESTIONS CASH !

On this episode of the Jim's Podcast, we interview Jason Jaap from Jim's Scratch and Dent.Jason clears up the long-running “supermarket” myth and takes us right back to 1990, when he bought a Jim's Mowing franchise at 22 years old. From there, it's a proper Jim's story. Master franchise days, building support systems, launching new divisions, and then heading to the UK before coming back to Australia and eventually building a scratch and dent business that grew big enough to sell to private equity.We also get into what Jim's Scratch and Dent looks like today. Mobile repairs in customers' driveways, what the work actually involves, the type of people they're looking for, training, support, and what franchisees can realistically earn (including the “good week” numbers). Jason also explains the fees, the territory setup, and the new membership program “Jim's Scratch and Dent Protect” designed for new car owners.If you've ever wondered how this division works, or you're a qualified spray painter thinking about running your own business, this one's worth a listen.

In this episode, Craig Castelli, Founder and CEO of Caber Hill Advisors and host of The Close M&A Podcast, shares findings from the firm's annual private equity survey and reflects on a volatile 2025.