Podcasts about Secondaries

Brandon Sedloff sits down with Mike Boggs of Revelation Partners and Justin Burden of Industry Ventures at the Venture Secondaries Summit to explore how venture secondaries have evolved from a tool for distressed sellers into an institutional liquidity engine for private markets. The conversation examines the specialist approach required to succeed in this opaque, relationship-driven market where transactions happen by appointment rather than on open exchanges. They discuss: - Why venture secondaries function as a third liquidity option beyond IPOs and M&A, particularly in healthcare where billion-dollar outcomes are considered large - How secondary buyers navigate competition from insider investors by serving as arm's-length pricing partners for founder share sales - The structural liquidity problem created by over $800 billion in unrealized healthcare value and trillions locked in tech, with secondary funds positioned to address this overhang - Why specialization in specific sectors or deal types is becoming essential as commoditization pressures generalist secondary funds - How the flight to quality means focusing capital on late-stage, proven companies rather than indexing across venture portfolios This episode offers private markets investors and operators a practical view of how venture secondaries create value in an environment where companies stay private longer and traditional exit paths remain constrained. Topics: (00:00:00) - Intro (00:00:29) - Guest introductions and firm backgrounds (00:04:47) - Evolution of venture secondaries as liquidity (00:07:20) - What happens if IPOs and M&A return (00:11:28) - Specialists versus generalists in secondaries (00:13:04) - Secondaries as asset class or strategy (00:17:07) - Overcoming discount buyer perceptions (00:19:47) - Building conviction and underwriting (00:22:58) - Navigating competition from top VCs (00:25:32) - Educating the market on secondary options (00:29:52) - Liquidity challenges for the messy middle (00:33:17) - Transfer rights and insider preferences (00:38:22) - LP secondaries market maturation concerns (00:40:15) - Outlooks on the next 5 to 10 years (00:44:04) - What could stop the growth trajectory (00:47:42) - Competition and differentiation challenges (00:50:49) - Closing Links: Mike Boggs on LinkedIn - https://www.linkedin.com/in/michael-boggs-7921343/ Justin Burden on LinkedIn - https://www.linkedin.com/in/justin-burden-46120a/ Brandon Sedloff on LinkedIn - https://www.linkedin.com/in/brandonsedloff/ Revelation Partners - https://revelation-partners.com/ Industry Ventures - https://www.industryventures.com/ Juniper Square - https://www.junipersquare.com/

Who has the best secondaries in college football, the ones that could change games, the ones who could swing college football playoff races? Would you rather have Ohio State's or Michigan's secondary? Texas Tech showed out last year, can Pollock & Boyd do it again? Does Notre Dame have the best player on the best secondary or can Alabama lay claim to both? Are the transfers ready to step up EVERYWHERE and where do Texas A&M, Oregon, Georgia and LSU land in the rankings? McElroy ranks the Top 10 “no fly zone” DB units in 2026.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of the InsuranceAUM.com podcast, host Stewart Foley, CFA, is joined by Josh Ufberg, Senior Managing Director at Blue Owl, to discuss the evolution of the credit secondaries market and why it is becoming an increasingly important part of the private credit landscape. As private credit continues to grow, Josh shares his perspective on how secondary transactions can provide liquidity solutions while creating opportunities for investors seeking attractive risk-adjusted returns.   Stewart and Josh explore how credit secondaries work, how value is created through discounted purchases, accrued cash flows, and transaction structuring, and why insurers may find the asset class particularly compelling. They also discuss diversification, capital efficiency, shorter-duration exposures, and the broader role credit secondaries could play in insurance portfolio construction as the market continues to mature.

Who has the best secondaries in college football, the ones that could change games, the ones who could swing college football playoff races? Would you rather have Ohio State's or Michigan's secondary? Texas Tech showed out last year, can Pollock & Boyd do it again? Does Notre Dame have the best player on the best secondary or can Alabama lay claim to both? Are the transfers ready to step up EVERYWHERE and where do Texas A&M, Oregon, Georgia and LSU land in the rankings? McElroy ranks the Top 10 “no fly zone” DB units in 2026.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

What does it look like when one of the world's most longstanding institutional investors ($120B) decides to go deeper into venture capital? And what happens when one of the most respected LP teams in the business joins forces with them?Thomas Kristensen, who is responsible for the venture capital business at LGT Capital Partners, joins hosts Nick and Beezer for a wide-ranging conversation that doubles as an announcement: the Sapphire Partners team – including Beezer, Laura and Nate – have joined LGT Capital Partners. Thomas explains why the fit made sense.LGT Capital Partners manages over $120 billion on behalf of more than 700 institutional clients and is owned by the Princely Family of Liechtenstein. That ownership brings a long-term perspective, often measured in decades rather than years, and it shapes how Thomas and his team approach venture: with patience, close partnership and a willingness to be both buyer and seller in private markets.Together with Nick and Beezer, Thomas unpacks the firm's recently published white paper on the case for increasing venture allocation, built on three pillars: lifecycle diversification, an innovation hedge against AI-driven displacement and the maturation of secondary markets as a liquidity tool. He also offers a frank assessment of the current market, noting that the pace of deployment feels reminiscent of 2020-2021, and that a valuation dip may be coming regardless of how transformative AI ultimately proves to be.From the endowment model's stress test to the temptation of clinging to a single fund-returner, this is a thoughtful conversation about long-term thinking from an investor who has spent more than two decades refining his approach.Quotes“It's not new that incumbents are challenged by new entrants. I think what's new is the speed at which this is happening. In the age of AI, it feels like there is a risk that many incumbents could be displaced quite quickly. And so including venture capital in your portfolio is a way of hedging against this.”“Are LPs gonna run out of capital? I don't know. Sometimes I wonder if the world is going to run out of capital to fund CapEx for AI right now. We always say, ‘Listen, if you come into venture capital as an asset class, if you're an allocator, you can go in when it's hot, you can go in when it's not. You will only really figure out in hindsight.' The most important thing if you start committing to venture is, make sure that you can commit at a steady pace over a long, long period of time because it's a market you cannot time. There's just no way.”Time Stamps04:13 Meet Thomas Kristensen, Head of Venture Capital at LGT Capital Partners05:52 The Princely Family of Liechtenstein and the Long-Term Mindset08:37 The White Paper: Why LGT Capital Partners Is Increasing Its Venture Allocation09:45 Three Pillars: Lifecycle Diversification, Innovation Hedge, and Secondary Markets12:35 Big News: The Sapphire Partners Team Joins LGT Capital Partners17:35 LP Consolidation: What It Means for GPs23:47 GP Advice: Keep First Things First on LP Alignment32:03 Engineering a More Liquid Private Portfolio37:07 AI Market Heat and Fundraising Pace45:44 Closing Remarks and What's NextLinksConnect with the guest and hosts on LinkedIn!• Thomas Kristensen• Beezer Clarkson• Nick ChirlsLearn more about:• LGT Capital Partners• Asylum Ventures• OpenLP• LGT Venture Capital White Paper

This week on Swimming with Allocators, Kate Simpson joins Earnest and Alexa to share her journey from starting as a history major at the UNC endowment to leading the venture strategy at multi-asset OCIO firm GEM. She explains how she learned institutional investing, specialized in private markets, and refined her craft at Parish Capital and Truebridge, including fund-of-funds due diligence, reference work, and the power of platforms and networks. The conversation dives into how to build a venture program from scratch, why alignment, patience, and resource intensity matter, and how GEM uses a barbell approach across top-tier scaled platforms and emerging managers while avoiding the “crowded middle.” Kate breaks down how LPs evaluate managers (source, pick, win), why fund math and ownership are critical, and how today's AI-driven cycle, secondary markets, and companies staying private longer are reshaping ventures. Also, don't miss Nick Cassin from Sidley as he explains the rapid growth of the private-fund secondary market, what's driving the surge in secondary and continuation vehicle (CV) transactions, and how new types of capital providers are stepping in as lead investors to provide liquidity to private-market participants. Highlights from this week's conversation include: Starting at UNC Endowment With No Finance Background (0:31)   Transitioning from TrueBridge to Gem and Taking on a Leadership Role (6:10) Advice for Building a New Venture Program and Aligning Stakeholders (10:12) Democratization of Venture Access and Barbell Strategy for Manager Selection (12:38) Sourcing and Evaluating New Venture Managers with a High-Volume Funnel (16:26) Secondaries Market Boom and Macro Dynamics Driving Liquidity Needs (21:00) Rise of Continuation Vehicles and Structural Evolution of Secondaries (23:36) How to Approach a First LP Meeting and Importance of Fund Math (26:03) Defining Early Versus Later Stages and Gem's Seed and Micro Fund Threshold (28:13) Normalization of Secondary Liquidity for Founders and Early Investors (35:24) Future Opportunities in Smaller Funds and the Dynamic Early Ecosystem (36:12) Final Thoughts and Takeaways (40:12) GEM is an independent investment management firm that provides customized solutions for long-term investors worldwide. Since 2007, we have sought to deliver superior risk-adjusted returns to our clients by combining disciplined investment research and active portfolio management with exceptional service and enduring partnership. With a global platform, broad institutional investment capabilities, and an experienced team, we design portfolios to meet the unique needs of each investor we serve. For more information, visit www.geminvestments.com. Sidley Austin LLP is a premier global law firm with a dedicated Venture Funds practice, advising top venture capital firms, institutional investors, and private equity sponsors on fund formation, investment structuring, and regulatory compliance. With deep expertise across private markets, Sidley provides strategic legal counsel to help funds scale effectively. Learn more at sidley.com. Swimming with Allocators is a podcast that dives into the intriguing world of Venture Capital from an LP (Limited Partner) perspective. Hosts Alexa Binns and Earnest Sweat are seasoned professionals who have donned various hats in the VC ecosystem. Each episode, we explore where the future opportunities lie in the VC landscape with insights from top LPs on their investment strategies and industry experts shedding light on emerging trends and technologies.  The information provided on this podcast does not, and is not intended to, constitute legal advice; instead, all information, content, and materials available on this podcast are for general informational purposes only. Learn more about your ad choices. Visit megaphone.fm/adchoices

Europe wants AI sovereignty. But can it reduce its dependence on foreign technology without sacrificing innovation, capability and competitiveness?In this episode of This Week in European Tech, Dan Bowyer and Mads Jensen of SuperSeed are joined by Matt Russell, Managing Director (Head of Secondaries) at VenCap International, to discuss Europe's growing sovereignty push, the debate around Palantir, the future of venture secondaries, enterprise AI adoption and the latest developments from Anthropic, SpaceX and OpenAI.The conversation explores why venture secondaries may be entering a new phase of growth, why some of the best-performing secondary investments are bought at premiums rather than discounts and what Europe's path to sovereign AI infrastructure could look like.Topics covered:Europe's AI and cloud sovereignty challengeThe Palantir debate and the risks of vendor lock-inWhy venture secondaries could become a much larger marketThe biggest misconceptions about secondary investingEnterprise AI adoption and the challenge of measuring ROIAnthropic, SpaceX and the next generation of AI mega-companiesOpenAI and the future of AI regulationWhether Europe can build sovereign AI infrastructureWhy AI may ultimately be a productivity and margin storyTimestamps(00:00) Introduction and the rise of venture secondaries(01:00) Why liquidity is becoming venture capital's biggest theme(05:00) Europe's sovereignty push and the Cloud & AI Development Act(12:00) Sovereign cloud, AI infrastructure and the search for European champions(18:00) The Palantir debate: dependency, lock-in and strategic control(24:00) Enterprise AI adoption, experimentation and proving ROI(31:00) Anthropic, SpaceX and the next wave of mega-cap technology companies(38:00) AI regulation, liability and the OpenAI lawsuit(42:00) Predictions: Europe's two-tier AI future(47:00) Deal of the week: defence tech, Gigaton and autonomous systems(50:00) What's next: Apple, the ECB and the SpaceX IPO(55:00) Closing remarksSubscribe to EUVC, the home of European tech, for more insights: https://www.eu.vc/subscribe

(0:00) Brad Gerstner, Gavin Baker, and Kelly Rodriques join the Besties! (0:47) Secondary Markets are Booming & Competing with IPOs (3:10) Why Companies are Staying Private So Long? (9:22) SPVs, the Forge-Schwab Deal, Democratizing Private Market Access (13:28) Secondary Markets as Exit Liquidity for VCs (27:00) The Private Market Bubble? (32:03) Hottest Secondary Companies Right Now Thanks to our partners for making this possible! EY - Agentic AI is introducing a new investment discipline. As AI shifts to consumption-based models, EY connects spend to enterprise value. https://www.ey.com/en_us/insights/ai/agentic-ai-token-costs?WT.mc_id=3501318&AA.tsrc=sponsorship NYSE - Thank you to our partner, the New York Stock Exchange - a modern marketplace and exchange for building the future. It all happens at the NYSE. https://www.nyse.com Plaud - Never miss a moment. Plaud, our official wearable AI note-taking partner at All-In Liquidity Summit, captured every insight. https://www.plaud.ai Follow Brad: https://x.com/altcap Follow Gavin: https://x.com/GavinSBaker Follow Kelly: https://www.linkedin.com/in/kelly-rodriques-9b49418 Follow the besties: https://x.com/chamath https://x.com/Jason https://x.com/DavidSacks https://x.com/friedberg Follow on X: https://x.com/theallinpod Follow on Instagram: https://www.instagram.com/theallinpod Follow on TikTok: https://www.tiktok.com/@theallinpod Follow on LinkedIn: https://www.linkedin.com/company/allinpod Intro Music Credit: https://rb.gy/tppkzl https://x.com/yung_spielburg

Greg Cosell joins the show to break down the AFC secondaries, the Myles Garrett fit in LA, and the potential of an Aaron Donald return to football.See omnystudio.com/listener for privacy information.

(0:00) Intro, *Reference to the Boardroom Governance Summit (Aug 26-27, 2026)  (2:42) About the podcast sponsor: The American College of Governance Counsel. (3:28) Start of interview. *Reference to prior episode with Greg (E136) from 2024. (5:14) Market Boom and AI Supercycle (6:14) AI Is Changing Everything (9:06) How does a VC use AI (venture business: sourcing, selection, and stewardship) (12:13) Cloud and Startup Costs, rise of seed rounds and institutional angel investors (15:13) JSV Launchpad, a 10-week, in-person summer program in SF from JSV for early-stage student AI founders  (18:50) SaaSpocalypse Debate and AI Washing (reference to the Albert Saniger / Nate Inc case) (21:33) Growth Metrics Rewritten (when Anthropic has grown 80x year over year) "the best solution for high prices is high prices" (24:20) Sorting SaaS Risks (27:30) Defensibility in the AI Era: 1) Network effects, 2) Systems of record, and 3) Regulated workflow. (29:52) AI impact to companies: 1) Are the foundation models existential? 2) How much have you incorporated AI into your platform or your product? 3) How important is AI within your product? and 4) How much have you integrated AI into your operations? "In a world where building software is easy, one of the things that we're already seeing within our portfolio, and I think we'll see more of this, is... horizontal expansion (expanding to adjacent businesses)." (32:33) AI, Jobs, and Layoffs (*reference to this FT article: What if remote working, not AI, is to blame for weak junior hiring?) (38:28) Private Markets and IPOs. Liquidity in venture ecosystem (M&A and private equity). (42:02) SpaceX, Anthropic and OpenAI IPOs (45:18) Data Centers and Backlash "It's easy to demonize" (46:16) Regulation and Global Competition "AI right now has become a great bogeyman for both sides." (50:14) Board Strategy for AI (52:12) On Kirkland & Ellis' $500m bet to develop its own AI technology Greg Gretsch is a Founding Partner and Managing Director of Jackson Square Ventures, an early-stage VC firm based in San Francisco. Greg has more than two decades of experience in VC and five of his early-stage investments have gone on to exits or valuations above $1 billion. 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

Greg Cosell joins the show to break down the AFC secondaries, the Myles Garrett fit in LA, and the potential of an Aaron Donald return to football.See omnystudio.com/listener for privacy information.

Episode Summary This webinar features Jack Brennan, CIS Founding Chair & Chairman Emeritus, The Vanguard Group, and Mario Giannini, Executive Co-Chairman & Former Chief Executive Officer of Hamilton Lane, as they share their perspectives on private markets — why they matter, how they fit within a long-term institutional portfolio, and what Catholic investors should be thinking about in today's environment. The information in this Communication is provided herein is provided for informational purposes only and does not constitute an offer or a solicitation to buy, hold, or sell an interest in any CIS Fund offering. Alternative investments in private equity and hedge funds are subject to substantial risks including the potential loss of principal. Fund interests are illiquid and should be considered speculative investments. Investors are encouraged to read the offerings documents for the fund offerings discussed in this presentation carefully before investing. All data is sourced to Catholic Investment Services or other third-party sources and compiled by Catholic Investment Services. Information contained herein that has been obtained from third parties is believed to be reliable for the purposes for which it is used herein. Opinions and general information provided herein, including guest speaker(s), are current to the date of this presentation and are subject to change without notice. There can be no guarantee that the funds will achieve their investment objectives. Past performance is not indicative of future results. Financial forecasts and investment returns in this letter may significantly differ from actual results. Certain information contained in this report constitutes "forward-looking statements," which can be identified by the use of forward-looking terminology such as "may," "will," "should," "expect," "anticipate," "target," "project," "estimate," "intend," "continue" or "believe," or the negatives thereof or other variations thereon or comparable terminology. Furthermore, any projections or other estimates in this report, including estimates of returns or performance, are "forward-looking statements" and are based upon certain assumptions that may change. Due to various risks and uncertainties, actual events or results or the actual performance of the funds may differ materially from those reflected or contemplated in such forward-looking statements. Moreover, actual events are difficult to project and often depend upon factors that are beyond the control of the general partner of the relevant fund and its affiliates.   © 2026 Catholic Investment Services (CIS), a registered investment advisor, and all rights reserved. Episode Links: Home - Catholic Investment Services About Us - Catholic Investment Services CIS Institute - Catholic Investment Services CIS Symposium - Catholic Investment Services Keywords Private Equity, Private Markets, Private Credit, Institutional Investing, Asset Allocation, Portfolio Construction, Venture Capital, Growth Equity, Buyout Funds, Secondaries, Illiquidity Premium, Diversification, Long-Term Investing, Alternative Investments, Hamilton Lane, Catholic Investment Services, Endowments, Foundations, Investment Strategy, Risk Management, Liquidity, Public Markets, Private Debt, AI Investing, Venture Investing, Investment Governance Episode Highlights 00:05:25–00:08:23 – Mario explains the fundamental case for private markets and why investors receive an illiquidity premium. 00:08:47–00:10:48 – The evolution of private equity from leverage-driven transactions to governance-driven value creation. 00:10:48–00:14:05 – Why private companies increasingly remain private longer and what public market investors are missing. 00:14:40–00:16:14 – Building a successful private markets portfolio through disciplined commitment pacing. 00:16:47–00:17:55 – Persistence of manager performance in private equity and venture capital. 00:18:13–00:19:40 – The importance of relationships and access in private market investing. 00:19:40–00:23:32 – Why investors often overvalue liquidity and how liquidity can become a source of investment mistakes. 00:24:32–00:25:19 – The dangers of market timing in private equity investing. 00:26:27–00:28:27 – Current distribution trends and the growing role of secondary markets. 00:31:24–00:35:05 – Understanding recent private market performance relative to public markets and the impact of AI-driven concentration. 00:35:54–00:39:18 – The case for private credit and how the landscape is changing as banks re-enter lending markets. 00:39:46–00:42:17 – Addressing common misconceptions around private equity valuations. 00:42:34–00:43:51 – How Catholic Investment Services integrates faith-consistent investing into private market strategies. 00:44:10–00:47:22 – Venture capital, buyouts, and growth equity: understanding the differences and opportunities. 00:47:48–00:49:26 – Why Mario believes private investments in retirement plans may present significant challenges for retail investors.

Send us Fan MailLEARN THE CAPITAL RAISING STRATEGIES AND FRAMEWORKS used by alternative asset professionals: go.fundraisecapital.coThis episode of Making Billions with Ryan Miller & Aman Verjee delivers the secondary market playbook that gives managers a structural advantage over every fund ignoring this shift.How do venture secondaries solve LP liquidity problems in 2026? Former PayPal and eBay CFO Aman Verjee reveals the exact system for buying into elite VC deals at 70% below market value. Fund managers face a quiet crisis: DPI timelines stretching 10-12 years while LPs demand exits far sooner. What separates fund managers who retain LP trust from those who lose it? Verjee breaks down how to audit your fund structure today, identify liquidity gaps before they become emergencies, and build relationships with secondary buyers years before you need them. He shares the due diligence framework used to evaluate SpaceX, Anthropic, and Canva positions when information is limited and markets are opaque.[THE HOST]: Ryan Miller is a fund manager, capital strategist, and former CFO turned angel investor in technology and energy. He is the founder of Fund Raise Capital and Aequor Capital Partners, and has mentored over 1,000 fund managers across private equity, private credit, venture capital, real estate, and alternative assets globally.[THE GUEST]: Aman Verjee has more than 20 years of financial and operational experience from both private and public technology companies. He has been a member of the management teams at some of the most successful companies in the world, including PayPal, eBay, 500 Startups and Sonos. His new book, A BRIEF HISTORY OF FINANCIAL BUBBLES, comes out in December.Subscribe on YouTube:https://www.youtube.com/channel/UCTOe79EXLDsROQ0z3YLnu1QQConnect with Ryan Miller:Linkedin: https://www.linkedin.com/in/rcmiller1/Instagram: https://www.instagram.com/ryanmilleroffical/X: https://x.com/_MakingBillionsWebsite: https://making-billions.com/Support the showSupport the showDISCLAIMER: This podcast is for entertainment and general informational purposes only — not legal, financial, tax, or investment advice. Nothing herein constitutes a solicitation or offer to buy or sell any security or investment product. Past performance does not indicate future results. Always consult qualified legal, financial, and tax professionals before making any investment decision. NAME NOTICE: "Making Billions with Ryan Miller" reflects the profile and aspirations of guests featured — it is not a promise, projection, guarantee, or representation of any financial result, income, or outcome for any listener, viewer, or reader. Most individuals who consume this content do not raise any particular amount of capital, and many achieve no financial result whatsoever. "Fund Raise Capital" is a brand identifier only — it is not a promise, guarantee, or representation that any member, subscriber, or listener will raise capital, attract investors, or achieve any financial or professional outcome. This show does not constitute a business opportunity, franchise, investment program, or offer of any product or service of any kind. No part of this show should be construed as a solicitation for investment in any way. Guest views are their own and do not necessarily reflect those of the show or host. Host and/or guests may hold positions in assets discussed. This episode may contain paid sponsorships, advertisements, or endorsements. Sponsored content is identified where...

It seems that over the past few months, you could sum up the troubles facing private credit with one word: ‘illiquidity.' This is a key tenet of the asset class, and it is often cited among the reasons for private credit's premium. But it also can pose challenges, as seen through record redemption requests from non-traded BDCs and the dilemma of managing the tail end of a fund's life.Two paths to manage those challenges are to raise more money and engage in secondary transactions. So, who better to ask about this moment in private credit than Campbell Lutyen's global head of private credit Jeffrey Griffiths, whose team leads private credit fundraising and secondaries advisory.In this episode of Cloud 9fin's Private Chat series, reporter Tom Quinn checks in with Griffiths to learn about the state of the fundraising market and how secondary transactions are taking shape.Have any feedback? Send us a note at podcast@9fin.com — thanks for listening!

Echte neue Deals sind rar, und auch Secondaries lassen sich auf sich warten. Trotzdem ist der LBO-Finanzierungsmarkt recht munter – wie kann das sein? Der MidCap-Monitor von Houlihan Lokey ist unser Aufhänger für ein Gespräch über Dealflow, Portfolioarbeit und Finanzierer.

Secondary trading of private credit is on track to more than double last year’s record volume, according to HarbourVest Partners. “Through the first quarter we’re run-rating above $50 billion this year,” Greg Ciesielski, the $150 billion global private markets firm’s head of credit secondaries, tells Bloomberg News’ James Crombie and Bloomberg Intelligence’s Jean-Yves Coupin in this episode of the Credit Edge podcast. “It’s certainly a buyer’s market at the moment, which is what you generally see in dislocation,” he adds. They also discuss the impact of private credit stress on pricing, opportunities to buy assets from business development companies and how HarbourVest uses AI for valuation.See omnystudio.com/listener for privacy information.

How is market sentiment shaping secondaries fundraising and deal activity? In this episode of PEI's Data Dive podcast, PEI's senior content producer, Evie Rusman, is joined by Secondaries Investor editor Madeleine Farman and PEI head of special projects for private equity Louise Fordham to discuss the findings from PEI Group title Secondaries Investor's Global Market Survey 2026. The survey, conducted in partnership with Goodwin, polled LPs, GPs, secondaries buyers and the intermediary community about market trends, transaction processes, deployment issues, regulation and more. Download a data pack of the findings discussed in the podcast episode here. PEI's new Data Dive miniseries digs into our proprietary data, surveys and rankings, as well as recent market data sets, to understand what investors and fund managers are thinking, where capital is moving and how private markets are evolving. Stay tuned for the next episode, which will provide insight into the 2026 edition of the PEI 300 – our annual ranking measuring the five-year fundraising totals of the world's biggest private equity firms.

Welcome back to the Alt Goes Mainstream podcast.We were live from iCapital Connect's conference in Phoenix, where we sat down with some of the industry's leaders across asset management and wealth management.Hartley Rogers is a pioneer in private markets. He is the Executive Co-Chairman of Hamilton Lane, where he plays a significant role in investing and client relationship activities, as well as in strategic and organizational development. He is a Member of the Investment Committees and is the Chairman of the Board of Directors. Prior to joining Hamilton Lane in 2003, Hartley was a Managing Director in the private equity fund management areas at Morgan Stanley and at Credit Suisse. He started his career on Wall Street in 1981.This was a thoroughly fascinating conversation. Hartley's wealth of knowledge made for a nuanced discussion that married the evolution of the business of asset management with why and how product structure innovation has unfolded as it has in private markets. We also dove into an area that is Hartley's passion: venture and the innovation economy.We covered:Hamilton Lane's evolution scaling from 50 people in a single office to 800 people across 22 offices.The transformation from investment consulting into a solutions provider and asset manager for investors.The importance of data, tools, access, and portfolio construction to manage the increasing complexity of private markets.How will the wealth channel invest in private markets?The misconceptions of evergreens being “ATMs.”What is the “special sauce” in constructing an evergreen portfolio?How secondaries can help feed the evergreen fund engine.What defines a manager's edge.What private markets strategies excite Hartley.I'm really excited to share this conversation with you all, as it's equal parts invigorating and informative.Thanks Hartley for sharing your wisdom, expertise, and passion about private markets.Show Notes00:00 Hamilton Lane -Then and Now03:55 Hartley's Origin Story04:39 Hamilton Lane's Consulting Roots04:57 From Consulting to OCIO Partner05:15 Scaling Changed the Job06:53 Why Clients Still Need Help07:15 Trillions in Private Markets07:44 Mega-Managers and Complements08:56 Finding Smaller Manager Alpha09:20 Middle Market Opportunity09:47 Why Companies Stay Private10:56 Churn and New Entrants11:17 GP Skillset Has Expanded11:51 From Leverage to Operations12:02 Data Transforms Underwriting12:43 Hamilton Lane Data Advantage13:33 Secondaries and Evergreen Rise14:04 Evergreen Design and Liquidity14:40 Why The Wealth Channel Prefers Evergreens15:41 Evergreen Diversification Needs16:47 Allocating Core vs Satellite18:44 Evergreens Evolve Like ETFs34:27 ClosingA Word from Our Sponsor, UltimusThis episode of Alt Goes Mainstream is brought to you by Ultimus, the full-service fund administrator and transfer agent powering asset managers in private and public markets. As alts go mainstream, you need real expertise to handle complex fund structures, connect with key distribution partners, and handle sophisticated compliance, reporting, and transparency demands.That's Ultimus: high-tech, high-touch solutions for over 450 clients and 2,500 funds with $775B in assets under administration. Backed by an expert team of over 1,200 employees, they place client service at the core of their business, helping you navigate complexity during your fund structuring or launch and then supporting you through every stage of growth. Whether you're already in the market or thinking about entering private wealth, you can trust their team's deep expertise in retail alternatives to help you reach your goals.Learn more at ultimusfundsolutions.com or email info@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.Hamilton Lane Disclaimer: The views expressed herein are those of the speaker as of the date of recording and are subject to change. This content is for informational and educational purposes only and does not constitute investment advice, an offer to sell, or a solicitation of an offer to buy any security or investment product.

Most GPs walk into LP meetings ready to prove they have access to the best deals. Iren Reznikov, Partner at Vintage Investment Partners, barely cares. In this episode, Iren breaks down what sophisticated LPs actually underwrite, how Vintage's three-strategy flywheel creates an information edge across fund of funds, direct, and secondaries, and what the Anthropic cybersecurity move really means for investors in that sector.Vintage manages $4.5B across 23 years of venture investing across the US, Europe, and Israel. This is a masterclass in how the best capital allocators think.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comWe talk about -- Why access is table stakes — sophisticated LPs underwrite picking discipline, not just deal flow- The three-strategy flywheel — how fund of funds, direct, and secondaries compound into one information edge- AI-native teams, not just products — founders who don't rebuild their orgs for AI won't compete- Anthropic and the cybersecurity supercycle — cyber wins in up markets and down markets- Size is the enemy of returns — why a $4.5B platform still refuses to raise large vehiclesTimestamps:(00:00) - Preview(00:45) - Introduction to Iren Reznikov and Vintage Investment Partners(02:18) - What makes a fund stand out in the first 10 minutes?(03:01) - The importance of a consistent, durable strategy and a manager's "right to win"(05:38) - Biggest misconceptions GPs have about what LPs actually care about(06:21) - Why disciplined decision-making matters more than just access(08:26) - Access is table stakes; picking and winning capabilities are the real differentiators(09:48) - The evolution of VC value creation and its strategic importance(12:23) - How Vintage's three-strategy flywheel (Fund of Funds, Directs, Secondaries) creates an information edge(14:50) - The power of data and "business karma" in long-term investing(16:48) - How the investment committee handles disagreements and makes decisions(17:42) - The role of partner conviction and fundamentally proof-testing assumptions(19:30) - Balancing allocations between existing and new fund managers(22:26) - Differentiating a "double-down" manager from a solid performer(23:18) - Key indicators for doubling down: consistency, grit, and genuine founder relationships(26:30) - Where is the biggest edge today: fund investing or direct deals?(27:45) - The edge in direct investing: AI-native teams and founders willing to completely rebuild(30:45) - Leveraging an information edge in the burgeoning secondary market(31:41) - How founders and VCs should approach liquidity and secondaries today(34:45) - The impact of Anthropic's move into cybersecurity on the market(36:45) - Why cybersecurity budgets remain robust in all market conditions(38:38) - The convergence of the CIO and CISO roles driven by AI(40:35) - The market bifurcation between large multi-stage platforms and smaller specialized funds(42:05) - A founder's perspective: The importance of people over brand on a cap table(44:58) - How a Fund of Funds allocates capital when established funds raise mega-funds(46:20) - Vintage's disciplined approach to fund size and manager re-ups(49:25) - Managing the extended lifecycle and DPI in a Fund of Funds model(50:45) - Strategies for accelerating DPI: smaller fund vehicles and backing top-performing managers(54:00) - The ideal fund size for VCs that Vintage backs(55:14) - Start of the Rapid Fire Round(55:53) - Where to follow Vintage and Iren ReznikovLinks:Vintage Investment Partners - https://vintage-ip.com/Connect with Iren Reznikov - https://www.linkedin.com/in/iren-reznikov/Connect with Prashant: https://linkedin.com/in/choubeysahabSubscribe to VC10X newsletter - ⁠https://vc10x.beehiiv.com⁠Subscribe on YouTube - ⁠https://youtube.com/@VC10X ⁠VC10X website - ⁠https://vc10x.com#VentureCapital #FundOfFunds

Most CRE professionals have heard of the secondaries market, but few understand how it actually works, or how active it's become. In this episode of CRE Exchange, host Cole Perry sits down with Chris Muoio, Managing Director of Data and Research at Madison International Realty, to unpack the mechanics of direct real estate secondaries, why liquidity needs are accelerating across property types, and what Madison's proprietary liquidity index is signaling about where the market stands today. Key moments01:10 Madison and direct secondaries02:19 What is a secondary deal04:03 Secondaries market size06:08 Why secondaries exist06:59 Misconceptions and control rights08:17 Cycle tailwinds and sector rotation10:18 Hot sectors 13:05 Liquidity crunch and fund structures15:59 Madison Liquidity Index explained18:00 Latest reading and what's next21:27 Deal flow and typical transactions23:13 GP led secondaries and continuation24:57 Valuation gaps and NAV discounts30:34 Future of the secondaries market32:26 Global differences US vs EuropeResources mentionedChris MuoioMadison International Realty

Secondaries aren't a niche anymore — they're the main event. In 2025, the secondary market hit $233B, outpacing IPOs 5:1. This episode breaks down how we got here, why companies stay private longer, and how employees, investors, and CFOs actually navigate liquidity. From Facebook's wild west to structured tenders and continuation vehicles — this is the new playbook.—SPONSORS:Aleph is a modern FP&A platform built for teams that want more than another planning tool. By connecting your ERP, CRM, and other systems into one trusted data layer with AI workflows, Aleph helps you move faster with real-time insights. Get a personalized demo at https://www.getaleph.com/runRightRev is an automated revenue recognition platform built for teams that have outgrown spreadsheets and billing tool workarounds. It handles high-volume subscriptions, usage-based contracts, and mid-cycle upgrades, so you can scale without scrambling at month-end. For RevRec that keeps your books clean, visit https://www.rightrev.com/CJRillet is an AI-native ERP built for modern finance teams that want to close faster without fighting legacy systems. Designed to support complex revenue recognition, multi-entity operations, and real-time reporting, Rillet helps teams achieve a true zero-day close—with some customers closing in hours, not days. If you're scaling on an ERP that wasn't built in the 90s, book a demo at https://www.rillet.com/cjEY works with high-growth tech companies to navigate the messy realities of scaling—from regulatory requirements to IPO readiness. By helping teams get it right early and often, EY lets founders stay focused on building while reducing risk as they grow. Learn more at https://www.ey.com/techstartupsSpendHound is a SaaS spend management platform built for finance and procurement teams that want visibility and leverage in every deal. By tracking all your software, benchmarking pricing across thousands of vendors, and surfacing contracts and renewals, SpendHound helps you stop overpaying and negotiate with confidence. Trusted by teams at ZoomInfo and Hootsuite. Get started at https://www.spendhound.comBrex is an intelligent finance platform that combines corporate cards, built-in expense management, and AI agents to eliminate manual finance work. By automating expense reviews and reconciliations, Brex gives CFOs more time for the high-impact work that drives growth. Join 35,000+ companies like Anthropic, Coinbase, and DoorDash at https://www.brex.com/metrics—LINKS: Mostly Talent: https://mostlymetrics.typeform.com/to/cLTxtAsNCJ: https://www.linkedin.com/in/cj-gustafson-13140948/Mostly metrics: https://www.mostlymetrics.comBen on LinkedIn: https://www.linkedin.com/in/slackerstuff/Slacker Stuff: https://www.slackerstuff.com/—RELATED EPISODES:IPOs Are Being Replacedhttps://youtu.be/oGuZf83pdREThe $10T Question: Who Needs Wall Street?" | Scott Vosshttps://youtu.be/szCIZmTs3SQDriving revenue without selling | Greg Henry of 1Passwordhttps://youtu.be/f5FsNoG8A3EFinance vs. Marketing: Who's Really Right About ROI? | Brandon Sullivanhttps://youtu.be/ivcht5N7uRQDo the things spreadsheets can't do | SeatGeek's Teddy Collinshttps://youtu.be/jn0L5KkmMI4—TIMESTAMPS:0:00 The $233B market replacing IPOs2:57 What is a secondary?4:24 The dot-com hangover5:48 The wild west era8:58 Sponsors — Aleph | RightRev | Rillet12:21 Why companies stay private longer13:56 The three stakeholders18:57 When is it too early?20:42 How to run one of these things23:57 Sponsors — EY | SpendHound | Brex27:04 Not all shares are created equal31:08 The good, the bad, and the ugly34:23 GP-led continuation vehicles36:19 The whole game changed37:34 Credits#RunTheNumbersPodcast #PrivateMarkets #SecondaryMarkets #VentureCapital #CFO

This week on Swimming with Allocators, Earnest and Alexa chat with Anthony Giambrone, Partner at StepStone Group. Anthony shares his unconventional path from gas station manager and nightclub worker to leading a major global venture allocation platform. The conversation covers his break into investment banking, the scaling of GreenSpring into StepStone, and why relationships, EQ, and consistency across vintages matter more than market timing in venture. Key takeaways include the power-law nature of VC returns, how emerging managers and spinouts can stand out with a real edge and long-term relationship-building, why asset quality matters more than discounts in secondaries, and how AI, liquidity pressures, and longer private company lifecycles are reshaping the next decade of venture capital. Also, Rebecca Stuart, an employment-focused partner at Sidley, explains how she helps venture-backed companies navigate complex employment and co‑founder separations, equity and vesting pitfalls, evolving worker classification and pay transparency laws, and the fast-changing regulatory landscape around AI in hiring and employment decisions. Highlights from this week's conversation include: Anthony's Background and Humble Beginnings (0:42) Importance of Empathy and Relationships in Venture (4:16) Applying Greenspring/StepStone Experience to Today's Market (6:15) StepStone Venture Team, AUM, and Global Footprint (8:07) Why You Can't Time Early Stage Venture (9:38) Vintage Volatility and Power Law in Venture Outcomes (11:23) How Founder Ambition Affects GP and Fund Diligence (14:28) Insider Segment: Co‑Founder Divorce (18:04) Using New Investments to Clean Up Equity and IP (21:43) Employees Demanding Human Review in AI‑Driven Processes (25:43) Fund Slot Constraints and LP Down‑Selection (28:33) Advice for New LPs on Capturing Upper Quartile Returns (31:36) Is Top Quartile Performance Still Good Enough? (33:08) Secondaries Strategy and Asset Quality Over Discounts (34:31) Liquidity Pressures, DPI, and GP‑Led Solutions (38:37) StepStone's 10‑Year Lifecycle Partner Vision (40:35) StepStone Group is a global private markets firm focused on providing customized investment solutions and advisory and data services to its clients worldwide. The firm's venture capital and growth equity platform, built on the foundation of Greenspring Associates, manages $25B+ in AUM across primary fund investments, secondaries, and co-investments, as of June 30, 2025. Learn more at www.stepstonegroup.com. Sidley Austin LLP is a premier global law firm with a dedicated Venture Funds practice, advising top venture capital firms, institutional investors, and private equity sponsors on fund formation, investment structuring, and regulatory compliance. With deep expertise across private markets, Sidley provides strategic legal counsel to help funds scale effectively. Learn more at sidley.com. Swimming with Allocators is a podcast that dives into the intriguing world of Venture Capital from an LP (Limited Partner) perspective. Hosts Alexa Binns and Earnest Sweat are seasoned professionals who have donned various hats in the VC ecosystem. Each episode, we explore where the future opportunities lie in the VC landscape with insights from top LPs on their investment strategies and industry experts shedding light on emerging trends and technologies.  The information provided on this podcast does not, and is not intended to, constitute legal advice; instead, all information, content, and materials available on this podcast are for general informational purposes only. Learn more about your ad choices. Visit megaphone.fm/adchoices

Gili Raanan is the Founder of Cyberstarts, one of the best performing venture funds of the last decade. He is famed for being the seed investor in Wiz, Islands and Cyera, leading to multiple 10x+ funds. He has the only remaining monopoly in venture; cyber security in Israel. If it is good, Gili sees it, it is that simple.  AGENDA: 00:00 — Does the Venture Business Even Work Anymore? 05:58 — The Insane Rise of $150M Seed Rounds! 08:58 — Will Mega Funds Ever Actually Return Venture Economics? 11:13 — How Do You Value Companies Growing at Impossible Speeds? 14:50 — The Truth About Growth: Why Most Companies Eventually Plateau 18:50 — Do Margins Still Matter in the Age of AI? 24:32 — How To Make Mega Money in the World of Secondaries 28:11 — What Are Core Misalignments Between GPs and LPs That No One Discusses? 37:57 — Quick Fire: Best Investment, Most Memorable Founder, Investing Icon    

Who dares to make predictions in the current landscape? We do!  Our Predictions are back. Will our track-record continue on a high or will we be fundamentally wrong? Listen in to our Predictions for 2026 Navigation: Intro What will 2026 be all about? AI, AI and … more AI The big Hardware movements Of Start-ups and VCs Regulatory & Geopolitical Headwinds… and the Wars Fintech, Crypto and Frontier Tech 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 Bertrand Schmitt Introduction Welcome to Tech Deciphered Episode 74. That would be an episode about some predictions about 2026. What will be 2026 all about? I guess this year is probably starting with a bang. We saw the acquisition of xAI by SpaceX. We saw an acquisition from Grok by NVIDIA. What’s your take about what would be the big themes in 2026? I guess it would be for sure about AI and space. Nuno Goncalves Pedro What will 2026 be all about? Yeah. I predict a year that will be a little bit more of a year of reckoning in some way. There will be a lot of things that I think we’ll start seeing through. The fact that we are in the midst of an amazing transformational era for technology, the use of AI, but at the same time, obviously, a ridiculous bubble that is going alongside it as we’ve discussed in previous episodes. I think that we’ll start seeing some early reckonings of that, companies that might start failing, floundering, maybe a couple of frauds along the way, etc. I’ll tell you what I will not make many predictions about today, which is geopolitics. Geopolitics, I will not make predictions at all. Who the hell knows what’s going to happen to the world this year in 2026? I don’t dare making any predictions on that. Back to things where I would make predictions. I think on AI, we’ll have a little bit of reckoning. We’ll talk about it a little bit more in detail during this episode. Interesting elements around the hardware and physical space. Physical space, we just dedicated a full episode to it. We won’t go into a lot of details on that, but definitely on the hardware side, we’ll talk a little bit more about it. The VC landscape is going through an incredible transformation. We’ll talk about it today as well and some of our predictions for this year. What will happen to the asset class? It seems to be transforming itself dramatically. Obviously, that has a very direct impact on startups, so we’ll talk about that as well. And then to close a little bit the chapter on this, we will address some regulatory and geopolitical, let’s call it, headwinds without making maybe too many complex predictions. We shall see. Maybe by that time of the episode, we will be making some predictions. You guys should stay and listen to us, and maybe we will actually make some predictions about the geopolitical transformations that we will see this year in the world. Then last but not the least, we’ll talk about fintech, crypto, frontier tech, and a couple of other areas before concluding the episode. A classic predictions’ episode. We normally have a pretty good track record on some of these, but right now, the world is going a bit interesting, not to say insane. Bertrand Schmitt Yes, and going back to some news, Groq technically was not acquired, but, practically, it’s as if it got acquired. I’m talking about Groq, G-R-O-Q. The AI semiconductor company focused on inference AI, and it was late December. It was a way to end the year. This year, we started again with an acquisition of xAI by its sister company, SpaceX. I guess that’s where we are starting. AI, AI and … more AI We are going to start on AI. That’s definitely the big stuff. Everything these days, I guess, is about AI or has to have some connection with AI, or it doesn’t matter. I think every company in the world has seen that. You have to have the absolute minimum on AI strategy. You better execute on this strategy and show results, I would say. For the companies that were not AI native, you truly have to have a way to transform yourself. I guess at some point, the stretch might be too much, and it’s not really reasonable. Then you maybe better stay on what you are doing, especially if you’re in tech, you better be moving faster to AI. Nuno Goncalves Pedro Just to highlight, and I think throughout the episode, you’ll see that there’re obviously a lot of implications that would manifest themselves into capital markets. I mean, we’ll specifically talk about VCs and startups later on. But the fact that everything needs to be AI, the fact that there’s so much innovation happening right now, in my opinion, and this is maybe the first pre-topic to AI, is we’ll see a tremendous increase in M&A activity this year across the board. I mean, we’ve seen already some big acquihires we mentioned in some of our previous episodes, but we’ll see a lot more activity on M&A this year. Normally, that’s a precursor to the opening of capital markets. I predict also that there will be a reopening of the IPO market that never really reopened last year, to be honest. M&A, a lot more, reopening of the IPO market. Normally, it happens in the second or third quarter of the year. That’s what my M&A friends tell me. First quarter of year, everyone’s figuring out stuff. Then last quarter of the year, things should be more or less closed. Maybe the third quarter is the big quarter. We shall see. But definitely, as a precursor to our conversation today, I think we’ll see a lot of M&A, and we’ll see reopening of the IPO mark. Bertrand Schmitt I guess last year was not as big as you could expect on M&A given the tariff situation announced in April and May. I mean, it became quite tough to do IPO in such market conditions. Definitely, we can hope for something dramatically different in 2026. I guess talking about public markets and IPO, I guess the big one everyone is waiting for is SpaceX. SpaceX getting even more interesting with its xAI acquisition. Nuno Goncalves Pedro Do you think that because of the acquisition, it’s more likely that it will happen this year, or because of the acquisition, it’s less likely that it will happen this year? Bertrand Schmitt That’s a good question. My guess is the acquisition of xAI is all about xAI needing more financing and cheaper financing. This acquisition is a pathway to that. SpaceX being a much bigger company, a company that is also making much more revenues. I could bet that there is higher probability that, actually, SpaceX will go public in order to finance itself. At the same time, will it have enough time to prepare itself for the IPO given this acquisition just happened? Can they do that in 6 months? I mean, if anyone can do it, I guess it’s Elon Musk. It’s a strategy to present an even more attractive company with an even more interesting story, a story of vertical integration from AI to space. I guess the story as it’s presented itself right now, it’s one about having your AI data centers in space. Because in space, you have much better solar energy production with solar panels. You have a perfect cooling situation because you are in space. Thanks to Starlink, you have the mean to communicate between the satellites and with Earth itself. I think if someone can pull up a story like AI data center in space, I guess Elon Musk can. There is, of course, a lot of questions about is it practical? Is it economical? Yes. I certainly agree. I’m not clear on the mass, and can you make it work? Again, I mean, Elon Musk single-handedly, with SpaceX, managed to transform the space market on its head. I mean, they are the biggest satellite launching company in the world. They have the most satellites in the world. I mean, I’m not sure I would bet against him, and I guess I would probably believe that he could pull up something. Time frames, different story. The 2-3 years data center in space for AI as cheap as on Earth, I have more trouble with that one. I mean, it’s a usual suspect with Elon Musk. You promise something unachievable in a few years, but, ultimately, you still manage to reach it in 5 or 10. Again, I would not bet against the strategy. Nuno Goncalves Pedro Yeah. I’ve talked to a couple of space experts, people that have launched rockets, and have worked JPL, NASA, and a couple of other places, etc. For what it’s worth, their feedback is, “No way in hell, and we’re decades away.” We’ll see. I mean, to your point, Elon has pulled very dramatic stuff. Not as fast as he normally says he’s going to pull it, but within a time span that we all see it. Difficult to bet against him. In terms of actually the prediction, maybe to respond to the prediction as well, will SpaceX IPO? I’m going to make a prediction that has a very high likelihood of missing the mark, but I think Tesla’s going to buy and merge them both into it. It’s going to become a public company through Tesla. That’s my hypothesis. Bertrand Schmitt No. That’s supposed to be it. That’s how you solve that. Nuno Goncalves Pedro And Elon controls the whole universe. X, xAI, Tesla, SpaceX, all under one umbrella beautifully run. And SolarCity is well in there, of course, so wonderful. Bertrand Schmitt That’s possible. Certainly, you are not the only one thinking Tesla will acquire or merge with SpaceX. To remind everyone, Tesla is around 1.3, 1.5 trillion market cap. Depending on the day, SpaceX seems to be valued at similar range, 1.2, 1.3 trillion. It looks like it’s the most valued private company at this stage. These are companies of similar size, so that’s one piece of the puzzle. When you think about the combined company, we could be talking about a 3 trillion entity. Playing right here with the biggest companies in the marketplace today. Nuno Goncalves Pedro With a couple of tweets from Elon, it will rapidly get to 4 to 5 trillion. Bertrand Schmitt That’s so tricky. Nuno Goncalves Pedro Yes. On AI and back to AI, one thing I think that we’re about to see is this will probably be the year of agentic AI. Obviously, we predict a lot of growth on that side of the fence, in particular on the enterprise B2B side. We see a lot of opportunities coming through. From our perspective, at least at Chamaeleon, we generally believe that there’s going to be a lot of movements on agentic AI. It’s also going to be probably the year of the first big fails of agentic AI that will be newsworthy. There will be some elements about that loop and how it gets closed that will happen. I think we might see some scandals already. We’re already seeing the social network of bots talking to bots. We will see other scandals going on this year even in the consumer space and in the bot to bot space, which we now can talk about or in the AI agent to AI agent space. My prediction is we will see some move forwards. There’ll be some dramatic funding rounds along the way. We’ll see a couple of really cool things out of the gates coming out that are really impressive, but we’ll also see the first big misses of the technology stack. I don’t think we’ll go fully mainstream yet this year, so it’s probably maybe something more for 2027 along the way. That would be my prediction again. I think enterprise will lead the way. We’ll definitely see a lot of stuff on consumer as well that is cool. Then we’ll all have our own personal assistance in our hands, basically, literally in our phones. Bertrand Schmitt Going back to agentic AI, we also started the year with some pretty dramatic move. I mean, the launch of Clawdbot, renamed OpenClaw. I mean, this stuff took fire in like a week or 2. It was coded by just one person who actually didn’t even code the product but used AI to build the product, 100% used AI, proposing some new ways also to leverage AI to do coding. He has a pretty unique approach. It’s not vibe coding. I would say it’s a better way to do that. Then the surprising evolution with the launch of a social network for AI agents, Moltbook. I mean, this stuff, probably there is some fake in it. But at the same time, I think it’s quite impressive because it’s the first time we see truly 100,000 plus agents communicating directly to each other. Yeah. I mean, that’s the first time we see surfacing the possibility of some sort of hive mind on the Internet. It’s pretty surprising. Right now, all of this is a hack done in a few days. By end of year, by 2 years, 3 years, we might discover that, actually, the best approach to AI might not be the AI assistant like we are doing today, but a combination of hundreds of thousands of AI working closely together. We might be witnessing the first sign of new intelligence in a way. Nuno Goncalves Pedro Things like this social network might either be Skynet, the beginning of Skynet. They might be the beginning of Her, or they might just be a fad and nothing really happens. It’s just interesting to see what these agents are doing. Bertrand Schmitt Totally. Nuno Goncalves Pedro Obviously, there are real and clear and present dangers of some of the integrations of AI we’re seeing in the market. Interesting enough, and I’ll ask you for your prediction a bit, Bertrand. I think we’ll probably see the first big mishap of AI being used in some infrastructural decision in the age of AI. I mean, we’ve seen AI issues in the past and software issues in the past. We talked in previous episodes about that as well. Mishaps of software that have led to people dying. But I think probably the first big mishap will happen this year as well. Very public mishap of the use of AI and serve its interactions with infrastructure or something that’s very platform related, etc, that will have big impact that everyone will notice. That’s my prediction for the year as well. We’ll have the first big oops moment, as I would call it, for AI in this new age of full on AI. Bertrand Schmitt I would say first some perspective. I think today, people are not using AI directly for life and death decision, at least not that I’m aware. We’re not going to let AI fly a plane, for instance, tomorrow so you can be, reassured. At the same time, given there is such a race to AI, there definitely might be some mistakes. We were talking about the social network for AI agents, Moltbook. Apparently, all the keys used to secure the AI were shared by mistake because it was not properly locked down. We can see that indirectly, mistakes will be made for sure. Two, it’s highly probable that some people will trust AI too much to do some stuff, and this stuff might not work and might have some grave consequence. Hopefully, there is not so much of this. Hopefully, it’s mostly AI used for the good. But you’re right. I mean, at some point, the more we use the technology, the more there would be issue. I mean, it’s highly probable. Nuno Goncalves Pedro That will lead me to another prediction, which is, and we’ll talk about more of it later, but it probably will lead to the first significant movement in terms of regulatory environment certainly in the US at some point if it happens in the US in particular, where there will be some movement that will be like, “Hey, you guys can’t do this anymore.” Because this will probably emerge from mismanaged interfaces. From systems having access to stuff that they shouldn’t have access to in the first place. Talking a little bit more about what’s happening in AI. You’ve already mentioned some of the issues that relate actually to security and cybersecurity. We keep talking about AI. We keep talking about all these infrastructure pieces and platforms that are being built. I think we’ll have a lot more incidents like the one you just mentioned where things will be shared that shouldn’t have been shared, where people will break systems and get into it, etc. Let’s see where that takes us, which is a little bit ironic because, obviously, with AI, the promise is that cybersecurity becomes more robust as well because there’re agents working on our behalf on the cybersecurity side. There’s also agents working on the other side. Bertrand Schmitt It’s a constant race. It’s the attackers, defenders. Each time you have new technology, you have a new race to who is going to attack or defend the best. Each new wave of technology, it’s an opportunity to challenge the status quo. Nuno Goncalves Pedro The attackers have been winning, and I feel they’ll continue winning in 2026. I think it’s going to still be a year of attack. We’ll see more and more breaches, more and more stuff that will happen. Bertrand Schmitt I don’t know if they will win. I mean, it’s normal that they win once in a while. For sure, some infrastructure is not updated as it should. Some stuff are not managed as it should, so there will always be breaches. I don’t know if things are dramatically going to change because, again, everyone who cares who is going to update his infrastructure with AI for defense. There is no question that you have no choice. We will see. That I don’t know. For sure, AI will be used to attack directly with AI. Maybe you’re able to do bigger, larger scale attack. Or thanks to AI, you are simply able to create new type of attacks more easily. AI can be used behind the scene as a way to prepare and organise new type of attacks, even if it’s not used directly live in the battle. Nuno Goncalves Pedro One topic that we’ll come back to later is the geopolitics of everything, but maybe more broadly. On the geopolitics of AI, it’s very clear that we have an arms race going on. Obviously, the US on the one hand, China on the other hand is the two extremes, putting tremendous amount of capital into data centers just at the base of that infrastructure. Chipset development, chipset access, a huge theme in terms of the export restrictions, etc, that are being forced by the US. I think it will continue. From a European standpoint, obviously, they’re stuck between a rock and a hard place, to be very honest. Let’s see what happens on that side of the fence. My view of the world is that certainly from a US and China perspective, we’re going to see a lot more movements in 2026, like big movements. The Chinese movements we always see in delay.  It takes us a couple of months, sometimes even more than that to understand exactly what’s going on. I think we’re going to see some huge moves this year in terms of the States, the United States of America, and China really pouring capital into the creation of the next big winners around AI. I think the US is obviously more visible. We see a lot of these companies. We’ve just discussed xAI and its acquisition by SpaceX or merger. I don’t know what they’re calling it exactly. Effectively, on the China side, the movements I think are already very big. As I said, it will take a while to figure out exactly what those moves are. One thing that I propose is that at some point, China will have very little dependency on chipsets from the US. I’m not sure it’s going to happen this year, but I think the writing is on the wall. Irrespective of any other geopolitical issues that is coming to the fore at this moment in time. That’s one of the key areas or in arenas of fight. Bertrand Schmitt It makes sense. If you are China, you will look at what happened. You would think that you cannot just depend on the largest of one country. It makes rational sense, the same way it makes rational sense for the US to limit exports to China because there is value to delay some peer pressure that could use these technologies for good but also for bad. If you were an ally of the US, that would be one thing. But when you are not an ally of the US, that certainly should be a different perspective. Maybe one last point concerning agents, I think there will be a lot that will revolve around coding. We can see OpenAI with Codex. We can see Cloud with code. There was, of course, [inaudible 00:18:28] that was trying to be big on agentic coding. I think agentic coding was one of the big transformation in 2025 and is going to get bigger in 2026. I think for a lot of people who do coding, there was a radical transformation in terms of what you can achieve, what you can do, how much you can trust AI to help you code. I start to think we might see this year, the replacement of not just one AI replace one coder, but one AI replace a full team because of the new ability to manage that at scale. Coding might be a common activity where you are going to think about outcomes, think about objective, think about how you organise, but not really coding by itself anymore. A big change, like you used to code, directly your hand on the stuff, but step by step, everyone is going to become a manager of agent. I think in one year, we saw enough transformation to think that in the coming year, the transformation can be even more dramatic. Nuno Goncalves Pedro The big Hardware movements Now switching gears to hardware. Obviously, a lot of movements in 2025 and over the last few years. One piece of thesis that we’ve had long-standing at Chamaeleon is that we will see the emergence of AI devices. Some of them have been tremendous failures as we discussed in the past. I predict that we’ll have a couple of really interesting full stack AI devices in the market this year. Why does that matter? Because, as many of you know, obviously, there’s compute that can happen in data centers and cloud infrastructure all over the world, but also there’s compute that can happen at the edges. The more you can move to the edges and the more you can create devices that actually allow you to have user experiences that are very distinctive at the edge, the more powerful some of these devices might become. I predict Apple will not be the first to launch anything on this. I predict probably OpenAI, after the acquisition of IO, will maybe not launch something this year, but will announce something this year. I’ll step back on that prediction. They’ll announce something this year, but maybe not launch. But we’ll start seeing some devices that have some interesting value in the market, probably devices that are AI devices, but they are very focused on very specific user flows, and so very much adequate to specific activities. I won’t make a prediction on that, but I think areas that would make sense for that to happen would be obviously around fitness, health, et cetera, et cetera, where we already have the ascendancy of products like Oura Ring and others out there. Definitely, that’s one area that might have quite a lot of developments. I think AI-first devices, devices that are very focused on compute at the edges, providing user flows that are AI-enabled to end users, we’ll see a lot more of that and a lot more activity this year. Again, I don’t think Apple will be necessarily ahead of the game. Again, maybe OpenAI will give us something to at least think about and look forward to. Bertrand Schmitt First, I’m not sure it will be that transformational because if it’s not in your phone, in your pocket, there is only so much you can do with it, and there is only so much computing power you will have. I’m doubtful it would be really impactful this year. Nuno Goncalves Pedro I feel we’ve been discussing this shift of paradigm in input and output. For me, some of these devices could lead to that shift. Because, again, a mobile phone is not a great long-term paradigm for the usage that we have because it’s really constrained by the screen. The screen is really what takes most of the battery life away. If we didn’t have that screen, what could we do? If we have the block that is as big as a mobile phone, and it didn’t have a screen, it was just compute, that’s a mini computer, a microcomputer. Bertrand Schmitt That’s a fair point, but I don’t see that transformation this year. That’s really more my point. I can see that you can have AI-enabled smart glasses, and it’s clear there is a race to AI-enabled smart glasses. My point is more to go beyond the gadget, it would take quite a while. It would need to have cameras. It would need to analyse what you see. It would need to hear what you hear. Again, it might come, but then at some point, it would be okay, what do you do with it? We have the example of the movie Her. That’s showing Her what it could be. There are definitely possibilities. It’s clear that if you take the big VR headset like the Apple Vision Pro, there is a failure from that perspective in the sense that I think it’s a great, amazing device. The big problem is that it’s doing way more that makes sense. I think there will be a clearer separation between your smart AR glasses that has to be light, that has to be always unconnected, and that’s primarily there to help you make sense of the world around you. The true VR headset that doesn’t really require much in terms of AI, and it’s just there to immerse you in a different world. For this, we know, unfortunately, in some ways, that there is not a lot of demand for it. Maybe there is little demand because you are too hidden in your own world. The technology is not working well enough yet. There are a lot of reasons. But I think Apple trying to do both at the same time, AR and VR, with the Vision Pro, was a pretty grave structural mistake. I think we would see a clearer line of separation between the two. There is bigger market opportunity for AR glasses. That, I certainly agree. There is opportunity to connect that to a computing device. As you talk about, your glasses are your screen, your phone becomes something in your pocket connected to your glasses. Nuno Goncalves Pedro For me, Apple has their way of doing things. From the perspective of what you said, they normally really plan their devices. Even if it’s a big shift in terms of a new area, like they tried with the Vision Pro, and we criticised them for launching it as a device that should have been more of a dev device that they really launched as a full-on device, but that’s their playbook, classically. I think Apple needs to change how they put products out and how they experiment with those products, et cetera. I think they have enough money to be doing everything all the time and figuring it out. If they don’t want to put it out, then they need to do a lot more hell of testing internally with their silos, but they should be playing across all these arenas, VR, AR, everything. They just should put devices out that are either ready for prime time, or they should call it something else. They should call it like this is a dev device or whatever it is. Bertrand Schmitt I agree with you. My complaint is more that it was marketed as a consumer device when it was not. It was a true developer device. Two, they tried to mix the two at once, and it made no sense. No one is going to walk in their home or in the street with their Vision Pro on their head. You have to be deranged, quite frankly, to have use cases like this. I think that for me is a crazy mistake from a company like Apple that prides itself in pure UI, pure user interface, very well-designed device for one specific use case, not mixing the two use cases. We still don’t have Macs with a touchscreen, you know?  We still don’t have an iPad with a good OS that makes use of this great hardware. For some strange reason, they decided to mix everything in the Vision Pro with a device that weighs a ton on your head and is so uncomfortable. That’s why, for me, I’m like, “Guys, what is wrong? Why did you let this team run crazy?” I hope at some point, Apple will go back to the drawing board. My understanding is that that’s what they are doing. They are going to have two devices, one smart glasses, an evolution of the Vision Pro, just focus on VR. They might actually abandon the concept of the pure VR-oriented headset. Because, from a market size perspective, it might not be big enough for Apple, quite frankly. Nuno Goncalves Pedro I read on all of the above, and people at this point was like, “Why are then players like Samsung and others not doing it. LG, et cetera?” Because those players historically have not invented new categories. They’re amazing at catching up once the category is invented, and then they scale the hell out of it, and that’s what these companies have been exceptional at. I wouldn’t see a dramatic innovation, I think, in terms of devices coming from any of the big ones on that side of the fence. Not to disrespect them in any way, but I think that’s not been their playbook ever. Again, if the origination doesn’t come from a start-up or from an Apple, I don’t see those guys going after it. My bet is that we’ll see some start-up activity and, again, hopefully, some announcement from IO now within the OpenAI world. Bertrand Schmitt I would slightly disagree with you. I see where you are coming from. But take the Samsung Galaxy Note, that sudden much bigger headphone that no one was doing that was launched by Samsung, at some point, it forced Apple to launch an iPhone Max. Let’s look at the Z Fold that Samsung launched 7 years ago, copied by everyone. Now Samsung launching a trifold. Apple has still not launched their foldable phone. I think there is a mix, actually, of sometimes- Nuno Goncalves Pedro For me, that’s not a proper new category. It’s still a mobile phone. It just happens to have a screen that folds in half. Bertrand Schmitt The iPhone was still a mobile phone, you could argue.  Nuno Goncalves Pedro No. I think the iPhone was…  I could actually agree with you on that point. Maybe Apple is not as innovative in that case. I think what Steve Jobs was exceptionally good at in terms of his ability as this master product manager was to be an exceptional curator of user flows and user experiences, and creating incredible experiences from devices based on that. That was his secret sauce. Could you say, “Wasn’t all of this stuff already around?” It was. You just put it all together very neatly and very nicely. But if you’re talking about significant shifts in how a category is done, the iPhone was a significant shift in how the category was done. The Fold is still an interesting device. I actually have a Fold right now in front of me. The 7 that you highly recommended to me that we both got, the Z Fold 7. I think they do amazing devices. I don’t think they normally are the most innovative players. Then, when they come to innovation, it comes from technology edges. Obviously, they have Samsung Display, there’s a bunch of other things. They had the ability to do foldable screens in-house themselves. Bertrand Schmitt I don’t disagree with you. I think there is an interesting situation where some companies have some strengths, another one has some strengths. My worry with Apple is that this was not demonstrated with the Vision Pro. The Vision Pro was a hot pot of technologies barely integrated together, with use cases absolutely not well-defined and certainly not something that makes sense for most of us. There is a question of has Apple lost it? While Samsung actually keeps doing their own stuff, that, yes, might be more minor improvements, but at least they are doing it. Because it looks like Apple is missing the train on even the minor improvements. By the way, you might not be aware, but Samsung launched its Vision Pro competitor. Interestingly enough, it might be a better product in some ways, being much lighter and much more comfortable. Nuno Goncalves Pedro We should play around with that and report back to our listeners. Of Start-ups and VCs Moving to venture capital and the startup ecosystem and what’s happening there, I think it is very much a bifurcated environment, and it’s bifurcated for both VCs and for startups. If you’re a startup in the AI space, and you have the hottest team since sliced bread, and you can create FOMO at the speed of light, you can raise ridiculous rounds. Five hundred million at the $3 billion, or $4 billion, or $5 billion valuation, and you still haven’t really even started. First round, you can raise 500 million. That’s back to the whole discussion on Bubble and where are we, et cetera. Some of these companies might actually become huge, some of them might not. But definitely, we are seeing really the haves and have-nots on the startup ecosystem with incredible teams raising a lot of money very, very early on or mid-stage if they’ve already existed for a while, and then the rest not being able to raise. We see a lot of non-necessarily AI sectors, some of the areas of SaaS that don’t necessarily have AI in it, or fintech, or the consumer space that are really, really struggling. If you don’t have an AI story for your startup right now, it’s extremely difficult to raise money unless your numbers are just the best numbers ever. That’s, I think, the first part of the element of bifurcation that we’re seeing today. The second element of bifurcation that we’re seeing today in terms of fundraising is for VCs themselves, and really propelled by the large VC firms raising more and more capital in recent orbits, announcing 15 billion across funds raised. Lightspeed, I think, had made an announcement a couple of weeks ago as well. They’ve raised a bunch of money as well. The big guys are all raising a lot of money. At some point in time, the question some of you might ask is, “These VCs are redeploying more and more money if they have a couple of billion for a VC fund. How does that look like? Is that still VC?” My perspective, I’ve shared before in some of our previous episodes, is that that’s no longer venture capital. At that point in time, we’re talking about something else. Private equity hedge funds, if you want to call them, maybe funds that are really driven by growth investment or late-stage investment. If you have a couple of billion under management, you’re not going to make your returns by writing a $3 million check in a series seed and leading that round.  That has implications for everyone in the ecosystem. It has implications for smaller funds that obviously have a lot more difficulty in raising capital. It’s difficult to differentiate. Last but not least, also for startups that really continue searching for that capital that is out there. Andreessen Horowitz, for example, runs Speedrun, which is a great program for companies around consumer in particular. Initially, it was a lot for gaming. But at some point in time, Andreessen Horowitz could decide that they don’t want to invest more in you. They just put money from Speedrun, which is obviously a very small check compared to the very large checks they could write mid to late stage and that will have an effect on you as a startup. What happens at that point in time if Andreessen Horowitz is not backing you up in later stages? More than that, what happens if I can’t get these big funds interested in me? Are the small funds still valuable to me? Punchline, my view is yes. Obviously, we’re a smaller fund, so there’s parochial interest in what I’m saying. Small funds can still create a ton of value for you, also in terms of credibility, ability to accompany you in those first stages of investment, and the ability to bring other larger investors later down the road as well. There’s definitely a big movement happening in terms of the fundraising for VC funds, which we shouldn’t neglect, which is the big guys are raising a lot more capital and are therefore emptying the market to smaller funds that are having more and more difficult raising at this point in time. We had discussed that there would be a need for concentration in the industry, that micro funds would need to concentrate, and we didn’t have the space for so many micro funds as we had around. But the way it’s happening is extremely dramatic at this moment in time. I think it will continue through 2026. Bertrand Schmitt Remember a few years ago, with the rise of AI, there was more and more of the question about, “What’s the point of SaaS at this stage?” Because SaaS was around for 15 years. Basically, how do you come up with something new that was not already tested, validated by the market? How do you bring something new? We say this was reinforced to the power of 10. If your product is not clearly built from the ground up for a new use case enabled by AI, anyone could then might have built your product 5, 10 years ago, and therefore, why now has no clear answer, and it’s a big problem. I’m still surprised myself to still see some entrepreneurs where you talk to them about AI because you don’t see them in the deck, and they explain to you, “It’s not yet there,” and you’re like, “What’s wrong with you guys?” Fine. Do whatever you want. Do a small business and whatever, but don’t think you can come up pitch and raise without an AI story. The second category is people who come with an AI story, but you can feel very quickly, I guess you saw that many times, Nuno, where just a story layered on top with little credibility. It’s not better. It’s not enough to just have a story. Your business needs to be radically built differently or radically proposing some brand-new use cases that were impossible to solve 5 years ago. Nuno Goncalves Pedro To stack up on that, absolutely in agreement. If you’re just adding to the story, and it’s an afterthought, and you’re just trying to make the story somehow gel, once you go into one or two layers of due diligence, your investors will very quickly realise that you’re not really AI-first or dramatically AI-enabled or whatever. It’s just you’re sort of stacking something on top of another thesis. It needs to make sense from the product onwards. It’s not just, let’s just put it together with chewing gum, and magically, people will give you money. It was true also if we remember the good old crypto blockchain days, where everyone’s investing in crypto. A lot of stories that didn’t make much sense. In that sense, it’s not very different. I would go one step further. I think in the world of the VC winter that we’re a little bit in, where it’s more and more difficult if you’re a smaller fund to raise your fund at this moment in time, there’s a lot of sources of distinctiveness still talked about, like proprietary networks, access to deal flow, fast track record, all that stuff that really, really matters. But our bet continues at Chamaeleon continues being that you need to be AI-first as a VC fund yourself. You need to have core advantages in using not only readily-available AI tools or third-party available AI tools, data sources, technology stacks, but actually building your own stack over time, which is what we did with Mantis at Chamaeleon. Again, just to reinforce that, I think we’re at the beginning of that stage. We, Chamaeleon, are ahead of the game, but we think that the rest of the market will have to move towards that as well. Still, to be honest, very surprising to me to see that many significant large players are doing very little still around some of these spaces. They have data scientists. They’re running some tools. They’re running some analysis and all that stuff, but it’s still, again, back to the point I was making for startups, all glued up with chewing gum. It doesn’t all come together nicely, which it does need to from a platform standpoint. Bertrand Schmitt It’s quite surprising. I agree with you that some VC funds might think that they can do business as usual in that brand-new world. It’s difficult to believe. Nuno Goncalves Pedro Maybe moving a little bit toward the capital formation piece. We already discussed the M&A space really accelerating. We’ve also discussed the IPO market and some predictions on that. Secondaries, there’s obviously a lot of liquidity coming from secondaries from mid to late stage. I think it will continue throughout the rest of 2026. A lot of activity in buying, selling in secondaries as some asset managers are becoming more distressed, as some very high net worth individuals and family offices are becoming more distressed as well, at the same time, where there’s a lot of opportunities to potentially arbitrage around some investments. I believe a lot of money will be made and lost this year by decisions made this year, just to be very, very clear in terms of equity, purchases, et cetera. Exciting year ahead of us. Definitely a very, very interesting market ahead of us. Secondaries, M&A, growth, and late-stage investing, also, early-stage investing will continue just for those that were wondering. Last but not least, the public markets, the IPO market as well. Bertrand Schmitt One of the big questions for the IPO market would be, will SpaceX go public? Would it be good for the startup ecosystem? Because suddenly that they go public, it would be to raise money. If they raise money, will there be any money left for anybody else? That would be an interesting test of the market. For sure, it would be proof that market are risk on financing a new IPO like this one. Or as you said, maybe there is no IPO, and it’s a merger with Tesla. Time will tell. Nuno Goncalves Pedro Regulatory & Geopolitical Headwinds… and the Wars Moving maybe to our topic of regulation and geopolitical headwinds, as we’re seeing … definitely not tailwinds. The Google antitrust verdict and, obviously, the remedies are expected to come forward now, and a lot of people are saying, “There are some risks of structural separation.” What do you think? Is it cool, but nothing will happen in the end dramatically? Alphabet or Google? I’m not sure, actually. It’s Google LLC. I think that’s the case. It’s The United States versus Google LLC. Bertrand Schmitt I’m not sure. Personally, I’m not a big fan. I think there needs to be a better way to manage some anticompetitive behavior. I’m not a big fan. There was this temptation to do that for Microsoft 25 years ago. Look at what happened. No one needed to buy Microsoft to leave space for others. I see the same with Google, and I guess they are happy to not be the number 1 in AI today, but to have an open AI in front of them. Even if they are doing a great job, by the way, to move forward and go faster and faster. Personally, quite impressed now with some of what they have released. Gemini 3 is doing great from my perspective. I’m not a big fan of this. I think to be clear, it’s important that bigger companies don’t behave anticompetitively, but at the same time, we need to find the right approach where it’s not about breaking these companies, and it’s also not about forbidding them to do acquisitions. Because then you end up with what NVIDIA just did with a $20 billion acquihire IP licensing type of acquisition, because they didn’t want to have the uncertainties. They didn’t want to wait 1–2 years in order to acquire the people and the technology, so they organised it in a different way. But I don’t like that. I think they should be able to acquire companies without facing so much uncertainty. To be clear, it’s not new. Uncertainty when you are Google, NVIDIA, or others, it happens. It has happened for a decade plus, 2 decades. I think there needs to be, for sure, some safety valves. At the same time, we want an efficient capital market. An efficient capital market need companies that can acquire other companies. If you don’t do that efficiently, it will be worse for the entrepreneurs, it will be worse for the investors, it will be worse for everybody. I think we have not reached a good equilibrium from my perspective. We need more efficient acquisition process. And at the same time, we need to also enforce faster anticompetitive behavior. Because what you talk about concerning Google, this is a case that was what? That is 10 years old. You see what I mean? This is way too long. If you’re a startup, you are dead by then. It’s like the story of Netscape facing Microsoft. They were dead long after the fact. I think we need a different approach. I’m not sure the best answer. I’m not sure we’ll get a better approach. There are probably too many vested interest. My hope is that it will get better with this current administration because, certainly, the past administration was very anti acquisition and efficient markets. Nuno Goncalves Pedro We’ve talked about the European Union AI Act a bunch of times, so I don’t want to spend too many cycles on that. The only effect that I would say is we are seeing in very slow motion the splitting of the Internet. I once had Tim Berners-Lee, by the way, shouting at me that we were going to break the Internet when we were applying for the .mobi top-level domain. I was part of that consortium that eventually did get the .mobi top-level domain, and I had him shouting at us. But, apparently, this is going to split the Internet, Tim. So in case you’re listening. Because it will create all these different rules. If your data is relating to consumers there, then it’s treated in a different way, and The US is… Well, obviously, we have the case of California with its own rules and laws. I don’t know. I feel we’re having a moment of siloing that goes beyond economic and geopolitical siloing. It will also apply to the digital world, and we’ll start having different landscapes around it. We’ll see how this affects global expansion of services, for example, around AI, particularly for consumer, but I don’t foresee anything dramatically positive. Recently, we had the whole deal around TikTok finally having a solution for their US problem where there’s now a US conglomerate magically that owns it. The conglomerate doesn’t magically own it, they just straight up own it for the US. But it was driven by many of these concerns around data ownership. Where’s the data? Where is it based? I think a lot of other concerns that have to do with the geopolitics of China, obviously, being the basis of ByteDance, the owner of TikTok, that still is a significant owner, by the way, in TikTok in US. Then also the interest in the economics of making money out of something as powerful as TikTok, to be honest, in The US. Just to be clear, I don’t think this was all about the best interests of consumers. It was also about money. Just follow the money. Bertrand Schmitt There are for sure, some powerful interest at play. But let’s be clear. I think one is data, as you rightfully said, but the other one is algorithm. It’s not as if China is authorising any competitor on its territory. They have blocked access to most of the Internet platforms from the US, either finding new rules or just trade blocking them. So I don’t think it’s fair competition. You don’t want some of that data in China about the US or European consumer. Three, it’s about the algorithm. If suddenly, you are a foreign power, and you can as we know in China, you better follow what’s required of you from the Chinese Communist Party. You cannot take a chance with influencing other stuff like elections in other countries. It’s fair from the US perspective. One could even argue it’s fair from a Chinese perspective to want that. I think the only one in the middle who doesn’t really know what they want is Europe because on one side, they want to benefit from American platforms, on the other end, they want to have some controls. On the other end, they don’t create the environment for startups to flourish. So in that weird situation where they have to accept some control by the big US providers and either provider of underlying infrastructure or provider of consumer business facing services. Then they try to regulate them. But I think they are misunderstanding the power relationship, and I think some of this regulation would get some blowback, at least by the current administration. Just, I believe, this morning, there was some news around X being under a criminal investigation in France. This is not going to end well for the French startup and VC ecosystem. This is not going to end well for France and Europe when you depend so much from your American friends. Nuno Goncalves Pedro Regulation will be weaponised. Regulation constraints around exports, all of this will be weaponised geopolitically, and the bigger guys will normally win. I think that’s normally what we’ve seen. Just on TikTok just to… And you guys, if you’re listening to us, just see if you see a pattern here, but obviously, 19.9% still owned by ByteDance of the TikTok entity in the US. It was initially said that 80% of the TikTok entity is owned by non-Chinese investors. Initially, people were saying US investors, and then they changed it to non-Chinese because MGX, I think, has 15% of it. MGX is based in the UAE, connected obviously to Mubadala, the Abu Dhabi sovereign wealth fund. Silver Lake is in there, I think, with 15% as well. Oracle as well with 15%. Those three are the big bucket owners together, 45%. Silver Lake having collaborated with MGX before, and I’m sure a lot of connectivity there. Then you still see a pattern in this in terms of shareholders. If you don’t, then just Google it. Dell Family Office, Vastmir Strategic Investments, which is owned by billionaire Jeff Yass, Alpha Wave Partners, obviously involved with a bunch of things like SpaceX and Klarna, Virgoli, Revolution, which is Steve Case’s, a former founder of AOL, is also in there. Meritway, which is managed by partners, I think, of Dragonair. Vinova from General Atlantic, an affiliate of General Atlantic. Also, NJJ Capital, which I believe is Xavier Nil, the French billionaire that founded Iliad. Mostly American, I think, if the math is correct. 80% non-Chinese, which was what mattered, I think, in many cases. But do see if you saw a pattern in most of those investors. I won’t say anything more than that. Maybe moving to other topics, maybe just to finalise on regulation and geopolitics. In geopolitics, we should talk about wars if we predict anything. Not that we are nasty and one want to be negative, but what the hell is going on? Will we have ending to the wars we already have ongoing or not? But before that, the struggles on the App Stores, I think, will continue both for Apple and for Google Play Store. The writing’s on the wall, the EU keeps pushing it dramatically and Apple keeps just doing stuff. I’m on the board of an App Store company. Apple just creates all these things that basically make you not really… It doesn’t work. You can’t provision then an App Store on Apple devices. On iPhones, et cetera. We’ll see how that will continue going, but I feel the writing’s on the wall. Both Apple and Google will have to open up a bit more of their platforms. I’m not sure it will have a huge impact in the medium to long term, but definitely we need to see more openness in access to apps as given by the two big platform owners, Apple and Google, out there. Bertrand Schmitt Let’s be clear. Google is way more open than Apple. We both have Android devices. You can install alternative app stores. It’s a different ballgame by very far. Nuno Goncalves Pedro Google does other nasty stuff. It’s public. You can check which board I’m a part of. You can see what that company has done towards Google over time. But to your point, yes. It is true that Google has been more open than Apple, but Google has done their own things. Just to be very clear, so I’ll just leave that caveat bracketed there for people to think about it and maybe read a little bit about it as well. Bertrand Schmitt I can say that, me, from my perspective, that path of total control that Apple has been going through on all their devices, that includes macOS, pushed me to, over the past 2, 3 years, to completely live and abandon the Apple ecosystem. I just couldn’t accept that level of control, that golden handcuff approach of the Apple ecosystem, each their own obviously, they are golden, their handcuffs, but they are still handcuffs. Personally, that pushed me way more to Linux, Android, Windows, back to Windows after all these years. I just couldn’t stand it anymore. I want to pick my devices. I want to pick what I install on them, and I don’t want to be controlled like this by just one entity for all my tech devices. For me, at some point, it was just not acceptable anymore. It’s still very warm, very golden handcuffs, but for me, they were just handcuffs at this stage. Yes, what they are doing with the App Store is very typical of that mindset. I think it’s quite sad because I think it started with good intention in some ways. “We need a new computing paradigm, we need to make things smoother and safer,” but it has really become a way to control your clients. For me, it has reached a point where it’s just way too much. Nuno Goncalves Pedro There’s obviously the great power comes great responsibility that uncle Ben told Spider-Man or Peter Parker. But there’s also with great power comes shitload of money, and control. So it’s like, “Yeah. Should we open the server? Do we want to delay opening it up?” “Yeah.” Anyway, it is what it is. Maybe let’s end on the more difficult note of the episode, which is going to be around wars. What’s our prediction? Will we have an end to the Gaza situation with Israel? Will we have an end to Ukraine and, obviously, Russia? What will happen in Iran? Those are the three big, big conflicts right now. Then, obviously, if we want to add just bonus points, what’s going to happen to Greenland, and what’s going to happen to Taiwan, and what’s going to happen to Venezuela? Let’s throw the whole basket in there. We’ve never had like… Let’s talk about all these territories and all these countries. At some point in time, I’m saying this in a light manner, but it’s obviously more tragic than it should be light, and people are dying, and there’s a lot of implications of all of that that is happening right now. Do you have any predictions, Bertrand, for this year? Bertrand Schmitt No. It’s tough to predict on an individual basis. I think on a more bigger picture basis is on one side, obviously, the rise of China on one side. You have also the rise of other countries like India, while very indirectly connected to some of these conflicts are still part of the game, buying oil from Russia, for instance. At the same time, I think overall, the US is more clear about with the sheriff in town. I think it’s good because in some ways, you cannot pay for the goods, you cannot have such a massive advantage versus nearly every other country on earth and just not be clear about who is the boss in some ways. As a result, what are the rules of the game and how it should be played? The US is not alone, obviously, you have China, you have Russia, you have India, you have Europe. You have different other countries. But at some point, it’s not good when countries are not rational and are not clear. I think I prefer the current situation where things are more clear and where you have to assume responsibilities about what you are doing. It’s time to be rational again about how the world behave. Yes, the concept of power and balance of power. I think there has been that dream, maybe mostly coming from Europe, about the end of history. I think that’s simply not the case. It’s not the end of history. It’s still about the balance of power. It has always been about the balance of power. If you are dumb enough to think it was not about that anymore, I just have a bridge to nowhere to sell you. I don’t have specific prediction, but I think it’s clear there is a new sheriff in town. There is a new doctrine about the Western Hemisphere that has been in some ways resurrected on the [inaudible 00:51:35] train, and I think we’ll see more of it. I think at this point, the biggest question is for the Europeans. What do they want to do? Because right now, their position of being a dwarf militarily while being a pretty big giant economically, I don’t think it works. Nuno Goncalves Pedro I agreed on everything that you said. I do have predictions. I’ll stick a flag on the ground just with my predictions. Bertrand Schmitt Good luck. Nuno Goncalves Pedro They are mostly positive. I do think we’ll see an end or, for the most, end to the two big conflicts, the one in Gaza and the one in Ukraine. I think Ukraine will end up in readjustment of territory and splitting between Russia and the Ukraine, but the end of hostilities, I think that we will see an end to the conflict in Gaza also with a readjustment on what that will mean for the Palestinian territories and the Palestinians in general. That I’m not sure, but I feel that there will be an end to those two big conflicts. Iran, I have no clue. I will not put a stick on the ground that I have no clue. There are so many things that could go wrong there. I’ve been reading some really interesting thoughts about even some aggressive thoughts that this might be the time to really change regimes in Iran and for the US to have a bit more of an aggressive stance. I really don’t have a perspective. Obviously, there’s a lot at stake there. Then, if we talk about the other parts, Greenland, I will not opine too much on. Maybe we’re done for now. Maybe there’ll be some other concessions to the US that weren’t already there in the ’50s. Taiwan, I won’t bet either. I’m sad to say I think it might happen at some point in time, but I’m not sure when and what would drive it. Last but not the least, Venezuela is my only really negative prediction. I feel it will continue to be a significant dictatorship as it was before managed enough by other people with the difference now that it has a tax to be paid to the US in the form of oil of some sort, etcetera, and maybe gas, maybe other things as well that it didn’t have before. That’s probably my most negative prediction for the coming year on the geopolitical side. Bertrand Schmitt Without going into detail, I would mostly agree with what you shared. At least that makes sense. But as we know, it’s not always what makes sense, but what might happen. I can tell you 100% I would not have guessed this operation against Maduro. This was so well done, well executed, and shocking at the same time that it’s… I think it shows that it’s hard to guess some of this stuff because there are certainly some new ways to wage limited war, for instance. So it’s certainly interesting, and we certainly need to get used to pretty bombastic statements. But for Venezuela, I don’t think it can be worse than what it was before. I’m probably more optimistic that gradually it can get better. Nuno Goncalves Pedro Just to put perspective on why we’re not making predictions on some of these elements, I think this is a funny story, but I was in Madeira. Actually, first time I was in Madeira, although I’m originally from Portugal. I’ve never been to the islands. Obviously, as you guys know, or some of you might know, there’s a lot of connection between Madeira and Venezuela. There’s a lot of immigration from Madeira Islands to Venezuela. One of my Uber or Bolt drivers there in Madeira was Venezuelan. Was born in Venezuela, but Portuguese descent, et cetera. He was telling me this was still last year. Late last year. Because I told him I lived in US, et cetera, and he was like, “Oh, hopefully, Trump will get Maduro out of there.” In my mind, I was like, “Dude.” No disrespect to the gentleman, but it’s like, “Okay. Mike, your perspective on geopolitics is maybe a little bit exaggerated.” And a couple of days later, we know what happened. When geopolitical decisions are better predicted by some probably very astute Uber drivers, you’re like, “Maybe I shouldn’t make a bet. I have no clue what’s going to happen, no clue what’s going to happen in Greenland, et cetera.” Anyway, a couple of predictions on that element. Bertrand Schmitt That’s why it’s so right. You have to be careful with the prediction, but it doesn’t remove the fact that I think nations and companies that have to play a global game have to understand in some ways what is the game, what are the powers in place, what could happen potentially, but also be realistic. Not be about wish and dreams, but more about, what’s the power relationship? Who has the money? Who has the means? Who has the capacity to do this or that? Because if you start that way, at least the scope of what’s possible, what’s reasonable is more and more clear more quickly. Some stuff like happened with Maduro, I would never have predicted, but for sure, if there’s one country that can do this sort of stuff, it’s the US. I’m not sure anyone has a technology and the means in terms of support infrastructure to do something like this. It’s tough to predict what will happen a year from now for any specific country, but I think that even trying to get a better understanding about the forces in play and their capacity and understanding and accepting that at some point, it’s all about real politic and relationship of power, the more your eyes would be wide open about what’s possible versus simple, wishful thinking. Nuno Goncalves Pedro Fintech, Crypto and Frontier Tech Moving maybe to our last section around fintech, crypto, and frontier tech. For me, just two very quick predictions, views of the world. I think on the frontier tech side, I won’t make a prediction. I will just tell you all to go and listen to our episodes, the one on infrastructure, which is immediately prior to this one, and the episodes that we’ve had around a couple of other topics including AI, what’s the future of your children, because I think they illustrate a lot of the points that we’re seeing and manifesting themselves over the next year and over the next 2 or 3 years as well beyond that. I feel those tomes are complete in and out of themselves, so you can just go and listen to them. Then my second comment is on crypto. I feel crypto has become of the essence, particularly under the current administration in the US, very favored. Obviously, we are now in a world where crypto is just part of the economic system, and I think we’ll see more and more of that emerging, and in some ways, crypto is becoming mainstream. Question is what blockchains will be the blockchains of the future? Obviously, there’s a bunch of bets put out there. We, ourselves, as Chamaeleon, have one investment in one of the significant bets in the space. But besides that, who’s going to win or not, we feel that we’re past the crypto winter. It’s now mainstream days, and we’ll see a lot more activity in there. Bertrand Schmitt I must say with crypto, I’m a bit confused. As you say, we are past the crypto winter. There is much less uncertainty in regul

Scott Neuberger, Co-Founder and Managing Partner at Karmel Capital, shares how later-stage secondaries can provide access to high-quality technology companies. Learn how to assess capital efficiency, management quality and growth durability using data and market signals, and get a repeatable lens for evaluating technology businesses.The conversation also sharpens how to think about AI investing over a realistic time horizon. Hear how to identify where value is likely to accrue over the next few years, why infrastructure matters in periods of rapid change and what concrete indicators suggest a credible path to liquidity in uncertain exit markets.   

CJ sits down with Mike Jung, Co-Founder and Managing Partner of Founders Circle Capital. They unpack the rise of structured liquidity, how secondaries went mainstream, and what CFOs should know before running a tender. Mike shares lessons from the dot-com era, AI's “super cycle,” and what separates durable growth companies from hype.—SPONSORS:RightRev is an automated revenue recognition platform built for modern pricing models like usage-based pricing, bundles, and mid-cycle upgrades. RightRev lets companies scale monetization without slowing down close or compliance. For RevRec that keeps growth moving, visit https://www.rightrev.comRillet is an AI-native ERP built for modern finance teams that want to close faster without fighting legacy systems. Designed to support complex revenue recognition, multi-entity operations, and real-time reporting, Rillet helps teams achieve a true zero-day close—with some customers closing in hours, not days. If you're scaling on an ERP that wasn't built in the 90s, book a demo at https://www.rillet.com/cjTabs is an AI-native revenue platform that unifies billing, collections, and revenue recognition for companies running usage-based or complex contracts. By bringing together ERP, CRM, and real product usage data into a single system of record, Tabs eliminates manual reconciliations and speeds up close and cash collection. Companies like Cortex, Statsig, and Cursor trust Tabs to scale revenue efficiently. Learn more at https://www.tabs.com/runAbacum is a modern FP&A platform built by former CFOs to replace slow, consultant-heavy planning tools. With self-service integrations and AI-powered workflows for forecasting, variance analysis, and scenario modeling, Abacum helps finance teams scale without becoming software admins. Trusted by teams at Strava, Replit, and JG Wentworth—learn more at https://www.abacum.aiBrex is an intelligent finance platform that combines corporate cards, built-in expense management, and AI agents to eliminate manual finance work. By automating expense reviews and reconciliations, Brex gives CFOs more time for the high-impact work that drives growth. Join 35,000+ companies like Anthropic, Coinbase, and DoorDash at https://www.brex.com/metricsMetronome is real-time billing built for modern software companies. Metronome turns raw usage events into accurate invoices, gives customers bills they actually understand, and keeps finance, product, and engineering perfectly in sync. That's why category-defining companies like OpenAI and Anthropic trust Metronome to power usage-based pricing and enterprise contracts at scale. Focus on your product — not your billing. Learn more and get started at https://www.metronome.com—LINKS: Mostly Talent: https://mostlymetrics.typeform.com/to/cLTxtAsNMike: https://www.linkedin.com/in/mikjunghttps://www.founderscircle.com/CJ: https://www.linkedin.com/in/cj-gustafson-13140948/https://www.mostlymetrics.com—TIMESTAMPS:1:08 Founder Circle origin3:15 The founder liquidity insight5:16 Staying private longer problem6:04 Secondary market control vs chaos8:44 Secondaries over IPOs10:12 Liquidity keeps VC alive11:27 Ask Jeeves dot-com lesson12:26 $190 to $1 + AMT reality13:10 Sponsors — RightRev | Rillet | Tabs16:39 Private share opacity risk20:25 Founder + employee liquidity playbooks21:55 Early investors need liquidity too22:31 Cap table math actually matters24:17 SPV fee stacking insanity25:37 Sponsors — Abacum | Brex | Metronome28:54 Tender offer guardrails30:09 Minimum vs maximum liquidity balance33:01 Growth stage sweet spot + IPO bar rising34:17 AI Cambrian explosion34:58 Buying fear vs buying hype36:29 AI growth sustainability37:19 Founder-led advantage + product velocity38:47 TAM is created, not measured41:06 Anti-portfolio lessons43:01 What is a supercycle44:34 Do supercycles end in crashes?46:16 AI's unprecedented adoption curve48:31 Community as a moat52:50 Earning the right to be on the cap table

Startup employees are encouraged to believe in the mission. But IPO timelines now stretch well past a decade — and many never happen at all. In this episode, Ben Black, co-founder and managing director of Akkadian Ventures, explains how tech workers can think more strategically about the equity they've helped create. Drawing on more than 750 secondary transactions, Ben walks through how employees can evaluate a company's liquidity posture before accepting an offer, exercise options intelligently, understand the real value of their shares, and access secondary buyers — whether through structured programs or more proactive approaches. We also dig into the psychological side of selling: when to take money off the table, how to avoid overestimating future upside, and why “loyalty” shouldn't mean ignoring your own financial reality. Ben shares real-world examples of employees using secondaries to fund major life events — and even to bootstrap their own companies so they can retain more ownership and control from day one. Founders and VCs get a lot of attention for the risks they take. This episode is about the people who often take just as much risk with far less margin for error. * Information offered is for educational purposes and should not be considered financial advice. RUNTIME 52:37    BREAKDOWN (2:12) How Ben got into the secondary market and founded Akkadian (5:33) “The vast majority of really good companies now have secondary programs.” (8:39) Secondaries generate “a very significant part of the return of the large funds.” (9:57) Why are most companies still on a four-year vesting cliff? (12:55) Things to consider when you're 25% vested (15:22) Why so many tech workers never exercise their vested options (16:49) A framework for identifying the *right* time to sell (21:26) How to access the secondary market if your company doesn't offer a structured program (30:09) “I do see a lot of bad behavior among employees… using information that they're not supposed to use.” (32:06) Startup employees: cultivate a strong relationship with your CFO (34:08) The #1 reason why employees sell secondaries (and a few edge cases) (38:44) “You have to be really skeptical, and you need to take a lot of shots on goal.” (45:11) How many founders are bootstrapping startups using the secondary market? (48:44) How long does it take to get liquid? LINKS Ben Black Akkadian Venture Capital IPO markets look primed to accelerate in 2026, pwc, 12/12/2025 SUBSCRIBE

In this episode of Mission Matters, Adam Torres welcomes back Neil O'Donnell and Mehak Rashid, Managing Partners at Legal Scale. They discuss Legal Scale's growth, how their corporate boutique supports milestone financings, and what they're seeing across fund formation, secondaries, private credit, and AI-enabled infrastructure deals. The conversation highlights why deal structure and early legal involvement can drive better outcomes for both companies and investors. Follow Adam on Instagram at https://www.instagram.com/askadamtorres/ for up to date information on book releases and tour schedule. Apply to be a guest on our podcast: https://missionmatters.lpages.co/podcastguest/ Visit our website: https://missionmatters.com/ More FREE content from Mission Matters here: https://linktr.ee/missionmattersmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

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.

In this special deep dive episode, Peter is joined by his Carta Insights colleague Hamza Shad to unpack the operational reality of running a venture fund. They leave behind portfolio performance metrics to focus entirely on the business of the fund itself.Peter and Hamza break down the data from Carta's inaugural Fund Economics report. They analyze how much capital GPs are actually committing to their own funds, why anchor LPs are taking larger stakes, and whether the industry standard "2 and 20" fee structure is actually holding up.They also discuss the hidden costs of fund operations, from legal fees to audits, and why the 2022 vintage is deploying capital slower than its predecessors. Plus, they answer audience questions on recycling capital, managing lines of credit, and why marking up SAFEs on SAFEs is a red flag for LPs.Subscribe to Carta's weekly Data Minute newsletter: https://carta.com/subscribe/data-newsletter-sign-up/Explore interactive startup and VC data, with Carta's Data Desk: https://carta.com/data-desk/Chapters:00:00 – Intro: The business of the fund02:30 – GP Commit: How much skin in the game?04:40 – Why PE managers commit more than VCs05:58 – The rise of the Anchor LP10:38 – Capital Calls: Timelines and delays15:30 – Why the 2022 vintage is deploying slowly19:53 – Is "2 and 20" still the standard for fees?23:00 – Carry benchmarks across fund sizes25:40 – The rarity of preferred returns in VC27:00 – Operating Expenses: Legal vs. Tax costs28:58 – Why audits are becoming mandatory31:33 – The danger of marking up SAFEs33:22 – Managing Manco expenses35:24 – Q&A: When to call capital41:35 – Q&A: Valuation methodology and stale marks44:18 – Q&A: Secondaries and recycling capital47:58 – Q&A: Thesis drift49:28 – OutroThis presentation contains general information only and eShares, Inc. dba Carta, Inc. (“Carta”) is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services, and is for informational purposes only.  This presentation is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business or interests. © 2026 eShares, Inc., dba Carta, Inc. All rights reserved.

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 Harold Hope, Partner, Global Head of Vintage Strategies, one of the world's largest secondary fund managers, in the External Investing Group (XIG) within Goldman Sachs Asset Management. He is also Chair of the XIG Vintage Funds Committee and a member of the XIG Real Estate Strategies Investment Committee and the XIG GP Strategies Investment Committee. Harold joined Goldman Sachs in 1999 as an Associate in Leveraged Finance and Corporate Finance within the Investment Banking Division and moved to the Alternative Investments & Manager Selection (now XIG) private equity business in 2001. He was named Managing Director in 2006 and Partner in 2016. Prior to joining the firm, Harold worked as a financial analyst at the investment banking boutique Bowles Hollowell Conner & Co. Harold earned a BA in Economics and Political Science from the University of North Carolina. Harold and I had a fascinating and timely conversation about the growth and evolution of the secondaries market. We discussed:Perspectives from Harold's early days in secondaries 25 years ago, when Goldman had raised its first $400M fund in secondaries and when the secondaries industry was doing around $2B per year in transaction volume.How the secondaries market is vastly different from five years ago. The evolution of innovation in the secondaries market.Why problem-solving is a defining feature of secondaries. What is the right skillset required to be a great secondaries investor?Why secondaries is fundamentally a valuation oriented business.Are secondaries returns driven by buying high-quality assets or by buying at steep discounts?Misconceptions about continuation vehicles and how the trend of private companies staying private longer impacts CVs.The how and the why behind Goldman's recent acquisition of Industry Ventures and why Goldman is excited about the opportunity set in venture and growth secondaries.Why scale matters in secondaries.Why secondaries might not become a traded market like the bank loan market and why secondaries may not fully achieve standardization because managers may not want completely uniform standardization.Why secondaries can be an on-ramp to private markets for private wealth investors.Thanks Harold for sharing your wisdom, expertise, and passion about secondaries and private markets. Show Notes00:35 Welcome to the Alt Goes Mainstream Podcast01:26 Harold Hope's Background and Entry into Secondaries02:13 Evolution of the Secondaries Market02:30 Drivers of Change in the Market02:43 Innovations in the Secondary Market04:45 Skill Sets Required in Secondaries05:42 Valuation and Investment Strategies07:14 Continuation Vehicles (CVs) Explained09:27 Impact of Private Companies Staying Private Longer10:47 Acquisition of Industry Ventures12:01 Specialized Teams in Secondaries13:14 Goldman's Unique Position in Secondaries14:28 Leveraging Data and AI in Secondaries15:47 Recent Trends and Market Dynamics16:42 Future Growth of the Secondaries Market17:10 Secondaries as an On-Ramp for Retail Investors18:15 Closing Thoughts and Future OutlookEditing and post-production work for this episode was provided by The Podcast Consultant.

Aman Verjee, Founder and General Partner at Practical Venture Capital, shares his view of how venture capital has evolved over the past two decades and why secondary markets now play a critical role in the ecosystem. Drawing from his time at PayPal, eBay, and Sonos, Aman explains how companies today stay private far longer than they used to, what that means for early investors and employees, and how thoughtfully structured secondary transactions can reduce friction and misalignment on the cap table. He also challenges popular narratives around tech bubbles, walking through historical examples to explain why today's AI-driven market looks fundamentally different.In this episode, you'll learn:[01:11] Aman's journey from Wall Street to Practical VC[03:40] What made the early PayPal team exceptional[06:32] Follow the customer, not the original plan[10:44] Why are startups staying private longer today?[11:17] What secondary transactions actually are[18:41] How founders should handle secondary requests[26:11] Are we in a tech bubble today?The nonprofit organization Aman is passionate about: AYSO (American Youth Soccer Organization)About Aman VerjeeAman Verjee is the Founder and General Partner of Practical Venture Capital, a secondary-focused fund providing liquidity to early investors in late-stage private companies. Before launching Practical VC, Aman spent over a decade in finance and operations roles at PayPal and eBay, joining PayPal in 2001 before its IPO and witnessing its transformation from a money-beaming mobile app to the dominant payment platform for eBay. Earlier, he worked in investment banking in New York after studying economics at Stanford and constitutional law at Harvard Law School. Aman was recruited to PayPal by Peter Thiel and worked directly for David Sachs during the company's pivotal early years. Now partnering with Dave McClure, he focuses on Series C and D investments in SaaS and FinTech companies with $200M+ in revenue and clear paths to liquidity within 5-7 years. He's also writing a book on the history of financial bubbles and co-hosts the Trading Places podcast, analyzing private company valuations.About Practical Venture CapitalPractical Venture Capital is a secondary-focused venture firm that provides liquidity solutions for early investors, employees, and funds. Operating with a 7-year fund structure instead of the traditional 10-15 years, Practical VC targets 20-40% discounts to last-round valuations in Series C and D companies with $200M+ in revenue and clear paths to exit. The firm specializes in SaaS and FinTech but has made exceptions for exceptional opportunities like SpaceX, now their biggest winner despite violating their typical investment criteria. Founded by Aman Verjee and Dave McClure, Practical VC evaluates roughly 50 companies at any given time, making 5-10 investments annually. The firm also offers SPVs for deals that don't fit their main fund and covers LATAM opportunities through an operating partner in Argentina. Their approach recognizes that modern venture capital requires new liquidity solutions as companies like SpaceX (23 years private), Airbnb (17 years), and Palantir (20 years) redefine what "patient capital" means.Subscribe to our podcast and stay tuned for our next episode.

Welcome back to the Alt Goes Mainstream podcast.Today's episode dives into the rapidly expanding world of secondaries with a senior leader at one of the pioneering firms in the secondaries space.We sat down at Franklin Templeton's New York office with Taylor Robinson, a Partner on the Secondary team at Lexington Partners, which has over $77B in total capitalization and is part of Franklin Templeton's family of private markets funds and strategies.Taylor, who joined the firm in 2008, is primarily focused on the origination, evaluation, and execution of secondary opportunities, including partnership and GP-led transactions. He's also a member of Lexington's ESG Steering Committee.Taylor and I had a fascinating conversation about the current state of the secondaries market. We covered many of the hot button topics and trends that are shaping the secondaries market, including:Why secondaries have become an integral part of many LPs portfolios.How secondaries have become a portfolio management tool for LPs.The rise of GP-led secondaries.Why not all CVs are created equal.Why secondaries can be a good on-ramp to private markets for wealth channel investors.What the future holds for secondaries.Thanks Taylor for coming on the show to share your expertise and wisdom about private markets and secondaries.Show Notes00:00 A Different Way of Thinking About Private Equity00:43 Welcome to the Alt Goes Mainstream Podcast01:20 Introduction to Taylor Robinson02:35 Taylor Robinson's Background and Career04:25 The Evolution of the Secondaries Market05:20 Impact of the Financial Crisis on Secondaries06:34 Growth and Liquidity in Private Markets07:13 Current State of the Secondaries Market07:29 Traditional vs. GP-Led Secondary Deals09:18 Challenges and Opportunities for Institutional LPs11:22 Active Portfolio Management Strategies13:06 Driving Returns and Gaining Edge14:46 Evaluating and Partnering with GPs16:30 Nuances of the Secondary Market17:22 Market Dynamics and Investment Strategies18:04 The Role of Data and Technology19:35 Regulation and Standardization in Private Markets20:08 Evolving Focus of Secondaries Firms20:51 Investment Horizons and Return Expectations22:17 Primary vs. Secondary Fund Investing27:07 Specialization and Diversification in Private Equity28:41 Managing Favorite Assets28:49 Diversified Portfolio Nuances29:37 Generating Alpha in Secondaries30:22 Asset Selection and Value Drivers31:09 Consistent Investor Experience33:53 Comparing Secondaries and Primaries35:51 Evaluating Secondaries Over Time37:18 Evergreen Funds and New Structures38:11 Benefits of Locked-Up Capital40:34 Challenges in Evergreen Space41:39 Wealth Channel and Scale43:04 Skillset for Secondaries Investors45:16 Intellectual Curiosity and Success47:45 Industry Trends and GP Consolidation49:16 Understanding Market Dynamics50:18 Training and Retention at Lexington50:41 Future of Secondary Markets52:54 Misconceptions About Secondaries54:31 Shifting Mindsets on Discounts54:54 Consistent Returns Through Cycles55:42 Secondaries as a Real Asset Class56:16 Excitement for Future Growth56:22 Conclusion and FarewellEditing and post-production work for this episode was provided by The Podcast Consultant.

On this episode, Amyn Hassanally, Partner and Global Head of Private Equity Secondaries at Pantheon, explains the role secondaries play as a core portfolio management tool, rather than a source of distressed liquidity, and offers practical insight into how investors can use secondaries to manage timing, concentration and cash flow as exits slow.Learn how experienced investors diligence and assess value in secondaries, how motivation and repeatability are underwritten in practice, and why portfolio management and alignment are so essential in these types of deals.The information contained in this podcast is not intended to constitute, and should not be construed as, investment advice.

Hans Swildens is a partner and Head of Industry Ventures at Goldman Sachs. Industry Ventures is one of the pioneers in the secondary market for venture capital, managing several billion in assets across LP stakes, direct secondaries, and primary fund investments. In October of 2025, Goldman Sachs announced they were acquiring Industry Ventures in a deal worth over $900 million dollars. In this episode of World of DaaS, Hans and Auren discuss:The evolution of secondaries from distressed deals to 70% of VC exits Why Goldman Sachs paid almost $1 billion to acquire Industry Ventures How Industry Ventures uses data from 700+ fund LP positions as a competitive edge The future of venture fund structures and permanent capital vehiclesYou can find Auren Hoffman on X at @auren and Hans Swildens on X at @hansswildens.Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com)

Send us a textEpisode 2 of Inside the Family Office: Live Investor PanelReal family office practitioners and allocators share how they structure deals, protect families, and think about wealth: Isaac, a former Morgan Stanley advisor who now runs a multi-family office and investment bank in L.A., walks through how his team allocates across public and private markets. He explains why secondaries and “cleaning up cap tables” are attractive right now, how he thinks about SPVs and fee layers, and why infrastructure and process matter more than chasing the latest hot sector. Isaac also pushes back on “country-club investing” and urges families to only back deals that truly fit their objectives, liquidity, and decision-making capacity. Dr. Cook reinforces the critical – and often neglected – role of back-office infrastructure in family office success.

Simon Schmincke, General Partner bei Creandum, spricht über die radikalen Veränderungen im Venture Capital der letzten Jahre. Er erklärt, warum Wachstum und Wettbewerb auf einem neuen Level angekommen sind, wie sich Gründerprofile und Teamstrukturen verändern und was das für Startups, Investoren und den europäischen Tech-Standort bedeutet. Außerdem gibt er Einblicke in die aktuelle IPO-Landschaft, den Secondary-Markt und die Herausforderungen, die mit immer größeren Fonds und globalem Wettbewerb einhergehen. Was du lernst: - Wie sich die VC- und Startup-Welt in Rekordzeit verändert - Warum Geschwindigkeit, technisches Know-how und globale Perspektive entscheidend sind - Wie du als Gründer heute Product-Market-Fit und Defensibility wirklich aufbaust - Welche Rolle IPOs, Secondaries und Fondsgröße für den Erfolg spielen - Warum jetzt die spannendste Zeit für Tech und Innovation ist ALLES ZU UNICORN BAKERY: https://stan.store/fabiantausch Mehr zu Simon: LinkedIn: https://www.linkedin.com/in/simonschmincke/ CREANDUM: https://www.creandum.com/ Join our Founder Tactics Newsletter: 2x die Woche bekommst du die Taktiken der besten Gründer der Welt direkt ins Postfach: https://www.tactics.unicornbakery.de/ Kapitel: (00:00:00) Einstieg & Status Quo im VC (00:03:09) Ständiger Wandel & Lernkurve im VC (00:06:38) Neue Gründerprofile & Teamstrukturen (00:12:50) Go-to-Market & Sales-Strategien (00:16:05) Sourcing, Auswahl & Investment-Entscheidungen (00:19:46) Wettbewerbsfähigkeit & Marktpositionierung (00:21:58) Product-Market-Fit heute (00:29:38) Defensibility & Burggraben (00:32:36) Teamgrößen, Effizienz & neue Organisationsmodelle (00:37:14) Flight to Quality & Fonds-Konzentration (00:47:37) IPOs, Secondaries & Exits (00:55:17) Europa vs. USA & Kapitalmärkte (00:56:44) Portfolio-Highlights & Fund-Returner

Michelle Creed, Partner and Co-Head of Real Estate Secondaries, and Min Zhou, Managing Director in the Ares Secondaries Group, join host Stewart Foley, CFA, on the InsuranceAUM.com Podcast for an in-depth discussion on real estate secondaries and how the market has evolved.   The conversation explores the growth of GP-led transactions and continuation vehicles, the impact of valuation resets and liquidity dynamics, and how real estate secondaries can be used as a portfolio management tool. Michelle and Min also address common misconceptions around discounts, asset quality, and the motivations behind secondary transactions.   The episode concludes with insights into portfolio construction considerations, diversification, and capital efficiency, particularly as institutional investors navigate shifting real estate and private market environments.

Hub Headlines features audio versions of the best commentaries and analysis published daily in The Hub. Enjoy listening to original and provocative takes on the issues that matter while you are on the go.   0:18 - Canada's post-secondaries need a major wake-up call, by Jack M. Mintz   10:41 - Stop appealing to international law—there's no such thing, by Stephen Staley   16:47 - The global policeman is becoming the global rent-seeker, by Rudyard Griffiths and Sean Speer   This program is narrated by automated voices. To get full-length editions of popular Hub podcasts and other great perks, subscribe to the Hub for only $2 a week: https://thehub.ca/join/hero/   Subscribe to The Hub's podcast feed to get all our best content: https://tinyurl.com/3a7zpd7e (Apple) https://tinyurl.com/y8akmfn7 (Spotify) Watch The Hub on YouTube: https://www.youtube.com/@TheHubCanada The Hub on X: https://x.com/thehubcanada?lang=en   CREDITS: Alisha Rao – Producer & Sound Editor   To contact us, sign up for updates, and access transcripts, email support@thehub.ca

In this episode, Evercore's Nigel Dawn, David Markson, Ryan Rohloff, and Micki Haber of the firm's Private Capital Advisory (PCA) group sit down to discuss the state of the secondaries market and key insights from their newly released 2025 Secondary Market Report.Nigel Dawn – Senior Managing Director and Head of Evercore's PCA groupDavid Markson – Senior Managing Director, EvercoreRyan Rohloff – Senior Managing Director, EvercoreMicki Haber – COO of Evercore's PCA group© Evercore Inc. 2026 All rights reserved.The material contained herein is intended as a general market and/or economic commentary and is not intended to constitute financial, legal, tax, accounting or investment advice. The information contained in this podcast does not constitute an offer to buy or sell securities from any Evercore entity to the listener and should not be relied upon to evaluate any potential transaction. The information contained in this recording was obtained from publicly available sources, has not been independently verified by Evercore, may not be current, and Evercore has no obligation to provide any updates or changes. This podcast is not a product of Evercore Investment Research and the information contained in this podcast is not financial research. The views and opinions expressed in this podcast are not necessarily those of Evercore and may differ from the views and opinions of other departments or divisions of Evercore and its affiliates. In addition, the receipt of this podcast by any listener is not to be taken to constitute such person a client of any Evercore entity. Neither Evercore nor any of its affiliates makes any representation or warranty, express or implied, as to the accuracy or completeness of the statements or any information contained in this podcast and any liability therefore (including in respect of direct, indirect or consequential loss or damage) is expressly disclaimed.

In the constantly shifting landscape of private credit secondaries, diversification and strategic alignment play crucial roles as navigational aides.In this episode of Cloud 9fin, Josie Shillito, head of private credit at 9fin, delves into the burgeoning market of private credit secondaries with experts Daniel Roddick and Francois Bouillon from Ely Place Partners.They set the scene by highlighting the explosive growth in GP-led secondaries. This has been driven by a pressing need for liquidity amidst subdued M&A and IPO activity. The conversation explores how investors can strategically position themselves to capitalize on this market, emphasizing the importance of understanding the nuances of both LP-led and GP-led transactions.Have any feedback for us? Send us a note at podcast@9fin.com.

In this episode, we sit down with Maxim and Pavel from FinSight Ventures to explore their unique "secondary-first" investment strategy, which allows them to capture equity in giants like Anthropic, SpaceX, Stripe, and Palantir. We dive deep into their newly launched $50M Generative AI Index Fund, a novel product bringing index investing logic to private markets. Maxim and Pavel also break down their distinct approaches for different geographies—operating as a "fund of funds" in India while pursuing "local monopolies" and super-apps in emerging markets like Uzbekistan. Tune in to understand why they believe AI-native startups will beat incumbents and how they find alpha in inefficient markets globally.⭐ Sponsored by Podcast10x - Podcasting agency for VCs - https://podcast10x.comIn this episode, we cover:- Why the "middle" is missing in private market investing.- How to buy secondaries from early employees and liquidity-seeking funds.- The "Fund of Funds" strategy for penetrating the Indian market.- Why AI-native startups have a long-term advantage over incumbents.Companies & Concepts Mentioned:Portfolio Highlights: Zoom, SpaceX, Anthropic, Palantir, Stripe, Razorpay, Medibuddy.Concepts: Secondary Markets, Index Funds, Super Apps, Fund of Funds, DPI (Distributed to Paid-In Capital).Links -FinSight Ventures - https://www.finsightvc.com/Maxim - https://www.linkedin.com/in/nazarovmaxim/Pavel - https://www.linkedin.com/in/pavelgurianov/Website: https://VC10X.comLinkedIn: https://linkedin.com/in/choubeysahabTimestamps:(00:00) - Finsight's unique value proposition in securing competitive deals.(00:23) - Finsight's secondary-first strategy for its growth stage portfolio.(00:41) - Adapting investment strategies to find alpha in different markets.(01:30) - Episode introduction and sponsor message.(03:12) - Finsight's core investment thesis across diverse global markets.(04:46) - The logic behind Finsight's $50 million generative AI index fund.(06:10) - How the growth of secondary markets enables an index fund strategy.(07:28) - Securing allocations in category-defining companies like Anthropic and SpaceX.(09:09) - Who sells in the secondary market: employees vs. VCs.(10:15) - How Finsight sources secondary deals from individual employees.(12:00) - Finsight's specific investment angle and focus in the Indian market.(15:05) - Comparing the US secondary approach vs. the India fund-of-funds model.(16:49) - The philosophy of finding alpha by understanding a fund's strengths and weaknesses.(18:10) - Key trends in enterprise AI adoption and the shift to sustainable revenue.(22:09) - How to judge the stickiness and sustainability of an AI startup's revenue.(24:03) - Using gross margin as an indicator of a product's ROI.(25:17) - The conviction behind investing in Uzum, Uzbekistan's first unicorn.(27:40) - Insights into building a global VC firm with diverse strategies.(30:59) - Evaluating Anthropic in the competitive landscape of large language models.(34:36) - The biggest misconceptions about Finsight's global investment strategy.(38:21) - Start of the Rapid Fire Round.For sponsorship or guest appearance requests, write to prashantchoubey3@gmail.comSubscribe to VC10X on Youtube, Spotify, Apple Podcasts.#VentureCapital #GenerativeAI #SecondaryMarket #Investing #SpaceX #Anthropic #IndiaStartupEcosystem #PrivateEquity #TechInvesting

This episode is sponsored by Lexington Partners, LGT Capital Partners and Davis Polk and first appeared on Secondaries Investor's Second Thoughts podcast. In 2024, GP-led deals hit a record of $71 billion in transaction volume, accounting for 44 percent of the total secondaries market volume of $160 billion, according to Evercore's FY 2024 Secondary Market Review. This is significant and marks the increasing popularity of continuation vehicles as an exit route. In this episode, Secondaries Investor senior editor Adam Le is joined by Lexington Partners' Jeffrey Bloom, LGT Capital Partners' Brooke Zhou and Davis Polk's Leor Landa. The trio explore how GP-led transactions have rapidly grown into a mainstream liquidity and portfolio-management tool, against a backdrop of constrained exit markets, rising LP demand for liquidity and increasing GP comfort with continuation vehicles. They also examine market dynamics across deal sizes, noting the challenges of scaling mega single-asset vehicles and the significant untapped opportunity in the mid-market, where many GPs are still early in their GP-led journeys. Brooke Zhou is a partner at LGT Capital Partners in Hong Kong, an investment committee member, and is responsible for origination, due diligence, execution and monitoring of Asian primary and secondary investments Jeffrey Bloom is a partner on the secondaries team at Lexington Partners focused on the origination, evaluation and execution of continuation vehicle transactions Leor Landa is a partner and head of investment management at Davis Polk Adam Le is senior editor, EMEA, Private Equity Group, at PEI Group

Welcome back to another episode of the EUVC Podcast. Today, we're thrilled to feature Leyla Holterud, partner at Vintage Investment Partners. Many know Leyla from her years at StepStone, where she led venture growth across EMEA. Now, at Vintage, she's helping deploy $4.3 billion from their global platform to double down on Europe, anchored by the firm's new London office. With a strategy spanning fund-of-funds, growth, and secondaries, Leyla offers a rare vantage point on the European VC landscape.

Corporate venture capital isn't just having “a bit of VC on the side.” Done well, it's a strategic lens on the future. Done badly, it's a short-lived pet project with a half-life of 3.7 years and a trail of confused founders and annoyed co-investors.In this episode, we sit down with Martin Scherrer, Partner & Head of Managed Funds at Redstone, alongside our own CVC lead Jeppe Høier, to unpack what really happens when corporates leave venture — and how to do it without destroying value or reputation.Redstone runs a dual model: classic VC funds + “VC-as-a-Service” for corporates and family offices. Martin himself has lived three lives:Inside Swiss Re's CVC (later shut down)As a founder of an insurtech in SwitzerlandNow as VC & fund manager at Redstone across multiple corporate mandates.

This week on The Data Minute, Peter sits down with Vivek Ladsariya, Managing Director at Pioneer Square Labs, for a deep dive into the Seattle startup ecosystem and the evolving world of venture studios.Vivek breaks down why Seattle has become the quiet giant of AI infrastructure, holding the second-highest concentration of AI talent in the US, and explains why the "locked up" talent at Amazon and Microsoft is finally breaking free. He also gives a candid assessment of the venture studio model, why many studios are "zombies," how AI is forcing them to pivot to a holding company structure, and why he actually encourages his Seattle founders to move to San Francisco.They also discuss the economics of small funds vs. mega funds, why signaling risk is real for follow-on rounds, and the "unscalable" things emerging managers must do to compete. Plus: a look at an investment fighting the loneliness epidemic and a rare story of a VC voluntarily taking dilution to save a cap table.Subscribe to Carta's weekly Data Minute newsletter: https://carta.com/subscribe/data-newsletter-sign-up/Explore interactive startup and VC data, with Carta's Data Desk: https://carta.com/data-desk/Chapters:00:00 – Intro: Seattle, Studios, and AI01:10 – Welcome Vivek Ladsariya02:22 – How mega funds warped the SF market05:08 – Inside Pioneer Square Labs06:40 – The "Bar Test": Speed of funding in SF vs. Seattle09:23 – Is Seattle talent trapped in Big Tech?11:46 – The "Cracked Kid" vs. The Seasoned Exec15:50 – Why Seattle is the #2 AI hub in the US17:02 – Why Vivek wants Seattle founders to move to SF20:10 – The case against remote work for startups21:53 – Why Seattle is the infrastructure capital of AI24:11 – The Venture Studio model: Why do VCs hate it?27:10 – How AI is disrupting the studio model29:00 – The HoldCo future: Hims & Hers and Liquid Death31:22 – Using a studio to compete with mega-fund platforms33:45 – Why PSL will never raise a mega fund36:16 – The psychology of follow-on reserves38:56 – Signaling risk: "Why didn't Andreessen invest?"41:30 – Secondaries vs. holding onto winners45:28 – Are LPs tired of mega funds?46:31 – Why you can't be a solo GP forever48:56 – Investing in the loneliness epidemic (Tin Can)50:43 – The most value-add thing a VC can do52:07 – OutroThis presentation contains general information only and eShares, Inc. dba Carta, Inc. (“Carta”) is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services, and is for informational purposes only.  This presentation is not a substitute for such professional advice or services nor should it be used as a basis for any decision or action that may affect your business or interests. © 2025 eShares, Inc., dba Carta, Inc. All rights reserved.

On this week's episode of Multifamily Mastery, John Casmon interviews Christine Healey. Christine explains how accredited investors can access late-stage private tech companies like SpaceX, Stripe, and OpenAI, drawing parallels to real estate syndication while outlining critical differences around illiquidity, pricing, and structures. She shares how a licensed pre-IPO broker sources sellers, compares offer structures, and protects buyers from red flags in a fragmented market. The conversation also touches on where risk really shows up and why today's mega-unicorns are staying private longer, concentrating who participates in the upside. Securities offered through Old City Securities, LLC. This discussion is for informational purposes only and does not constitute an affiliation with or endorsement of any company, and does not constitute a recommendation, offer to sell, or solicitation of an offer to buy, any securities. Investments in private companies are offered only through appropriate offering materials and accreditation requirements apply as defined under SEC Regulation D. Investments in private companies involve high risk, including the risk of complete loss of capital. These investments are illiquid, through a variety of structures including SPVs, may be difficult or impossible to resell, and may not ever result in an IPO or other liquidity event. Past performance is not indicative of future results. The speaker may receive compensation in connection with certain transactions discussed. There is no guarantee these private companies will achieve any specific valuation, and returns can vary widely and may underperform public markets. They may also involve additional risks not present in public market investments. Christine HealeyCurrent role: Founder, HEALEY PRE-IPO Based in: Austin, Texas Say hi to them at: https://healeypreipo.com/ | LinkedIn Get 50% Off Monarch Money, the all-in-one financial tool at www.monarchmoney.com with code BESTEVER Join the Best Ever Community  The Best Ever Community is live and growing - and we want serious commercial real estate investors like you inside. It's free to join, but you must apply and meet the criteria.  Connect with top operators, LPs, GPs, and more, get real insights, and be part of a curated network built to help you grow. Apply now at ⁠www.bestevercommunity.com⁠ Podcast production done by ⁠Outlier Audio⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Once a niche segment, the private equity secondaries market has seen substantial growth and is reshaping the broader alternative asset landscape. In this episode, Goldman Sachs' Harold Hope and Alex Blostein discuss the evolution of the private equity secondaries market. This episode was recorded on September 29, 2025. The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html. © 2025 Goldman Sachs. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

What's next for private equity? We continue our Private Markets Outlook series with a discussion featuring Jorge Rossello, Managing Director, LP Secondaries. He joins Research team members Andrew Korz and Alan Flannigan to explore how private equity investors are navigating a shifting landscape. The Private Markets Outlook podcast series from Future Standard features special guests and portfolio managers from across our firm, each bringing unique perspectives on private equity, private credit and real estate. Subscribe and stay tuned for more.  Related:Follow the value, not the herd: The new private markets imperative U.S. exceptionalism: At a crossroadsHave a question for our experts? Text us for a chance to have your questions answered on the next episode.To watch the video version, go to https://www.youtube.com/@futurestandard_fs For more research insights go to https://futurestandard.com/insights