00:20:05 · Larry Aschebrook
[00:20:05] S0: honor value add to companies is helping them stay private longer, consolidating their cap table, doing a lot of tenders, one off transactions, helping with early shareholders need liquidity. The price of of of admission, so to speak, is we need the data to understand what we're doing and connectivity with management. And then the companies, they get to a stage in in scale where they need public market investors, and they just have a different, you know, goal and and thesis than us. You know, we're we're building our business still today on a north star that's a DPI number in a five to seven year period, and that's what we do. A lot of firms and a lot of institutional investors, by the way, are confused by it. But what we're trying to do is build a a business that's like the Jim Simons of the Renaissance Capital. I wanna have realized IRRs in the thirties every year, 30% plus, and and have a track record of ten, fifteen years of doing that. And and, you know, it's it's maybe a multiple that's two and a half to three x in that period. It's not chasing, you know, five, six x multiples over ten years. So it's just we're solving for something different for a different type of LP, and the companies inside of our business that we choose to participate in, for the most part, they get it, and they they want the help and consolidation of their cap table. And and today, it's a massive industry and a big business. In the beginning, it was really just me trying to change my life, liking businesses, using the smart device to change change how we consume, and trying to find an opportunity to take the little bit of money that I had and turn it into something far more.
00:21:49 · Guillaume Moubeche, Larry Aschebrook
[00:21:49] S1: And that worked. [00:21:51] S0: Well, not always. It doesn't always work. I mean, we've had some really pain... You know, and, like, when you invest in... With concentration, 10 companies will make up 80 or 90% of our risk in our funds. There's always the good stories of Spotify's and the Coursera's and and and alike and and Toast and Wiz and Anthropic and OpenAI and all these fantastic businesses. And I'm... I I hate naming logos because I'm leaving out 50 other amazing founders and businesses that we were supportive of, and and and they did great work for us and created a lot of value for our LPs. But for all of those, there's, you know, Gorillas and Getir and Pagaya. There's just... There's many scars and 23andMe, and there's the one... Yeah. So [00:22:43] S1: the How how can you walk us through maybe, like, one of the story where it didn't, like... When when, for for example, you start seeing a company that's not performing as well as it should, You're potentially heavily invested in it. I know that because what you were saying about DPI, like, I've invested in many VC funds and obviously, like for them, they love to share, you know, like, paper games. [00:23:09] S0: Everybody's got to win. Nobody ever loses a dollar. I mean, come on. Everybody's perfect. [00:23:15] S1: Yeah. Exactly. First, nobody ever lose, but also, like, they love to share, you know, their NAV and how much technically on paper, you know, they've made. But I know you also, like, balance your portfolio, so maybe we can go to that a bit
00:23:28 · Larry Aschebrook
[00:23:28] S0: later. But I think that that... Look. As a as a GP, raising money's hard. Doesn't matter what your returns are. Raising money and raising capital from LPs is is difficult. Investing it is easy. Selling it is hard. And, typically, you know, your opportunities to sell are when everybody else wants to buy. Yeah. And the herd mentality of Silicon Valley can be difficult to abstain from. And I think one of the benefits we have with being headquartered in Chicago, most of our our our team members are Midwesterners and have a different kind of risk tolerance, is it's it's less about, you know, what is in your book, so to speak, and what dinner parties you go to, and and and how much money you're managing. And it's more about what what are you doing to create real value for your LPs, True alpha. And that is a difficult, difficult item to find. It's real true alpha generation, not beta. And so as the markets are up into the right in privates, just like publics, it's not alpha. People can pat themselves on the back all they want, and we've been guilty of it too. Oh, we're so smart. We're so good. Everything's working. Look at the MOIC. But the real true real true outcome is what is the value of it when you sell it. Yep. And in some of those losses, painful ones, and I wear them every day. And my my... Oh, I have a terrific co PM in Spencer McLeod who's, I think, besides my wife, one of the smartest people that I know. He does a fantastic job of helping us build our portfolios. I think my value add to our partnership is my willingness and desire to do the hard things, and I think that's from being a former athlete. Like, the grind is... I enjoy the grind. I enjoy the the the wins, but the losses haunt me. And when I look back at the failures at our firm, even with good process, you're gonna have bad outcome. I can handle those. It's the bad process that creates a bad or good outcome. You don't reassess on the good outcome with a bad process. It's the bad outcomes that you really look in and say, hey. What did we do wrong? And how... In our business, secondary focus, 70% of our funds are secondary, try to underwrite like a primary investor. So we can't use the excuse of we didn't have enough information or we didn't have the interaction with management. It's it's truly our mistake, and it's the price we paid. Because in in in...
00:26:39 · Larry Aschebrook, Guillaume Moubeche
Like, one example, QuickCommerce. We had a lot of success in Instacart and Postmates, Meituan, Diping, Alibaba. We had great success. Pandemic happens. We deploy over the course of eighteen months a lot of money into quick commerce, and we all know how that story ended. And we were not immune to it. And so as I look at the process, were there points in time that we could have exited our positions? And the reality of the answer is yes. And we didn't do the work that we should have done for our LPs on on that particular space. And those are the things that we have to make sure that we improve upon and put guardrails in place to not have happen again. And and [00:27:33] S1: So now do you have, like... Yeah. Sorry. Go ahead. [00:27:36] S0: No. Go ahead. Yeah. [00:27:37] S1: No. I was wondering now, do you have, like, a very specific rules? So for example, let's say you mentioned like companies like Anthropic, OpenAI. I mean, we've seen like the scale and how fast this valuation. I think now we're entering, you know, like an era where valuations are going through the roof, you know, like to to access Anthropic like the last round. I'm guessing they were not looking at investors below like 1,000,000,000, you know, in term of check size. So how do you... If you have a position, you know, in these companies, when do you decide to sell? What amount do you sell? Do you, like, reinvest? Like, how do you map out, like, the strategy?
00:28:19 · Larry Aschebrook
[00:28:19] S0: Yeah. I I well, so leaving... Well, first of all, in those two businesses, fantastic value creation for LPs every day and for their shareholders and their employees. You know, congratulations to both of those businesses, and and we're fortunate enough to to have exposure to both. I would say, you know, the the rules of the game are are really changing, but, you know, as we're playing the board game in valuation and growth and underwriting and cash needs of the, you know, AI native businesses. It's it's something as it LP... Or, excuse me, as GPs we... We've really not seen before, and it's very difficult to underwrite. What I would say about those two assets is is they're probably, you know, still in their their infancy. So the majority of of the people that got in at the right time are gonna have a a fantastic outcome. Just generally speaking for G Squared, what we're after is a north star of this two and a half to three x DPI in a five to seven year period. And as we start to achieve that per fund, you see us starting to to to derisk. Now in the high flying assets, they typically have an outcome that that happens on their own quickly. You know, there's there's no gravity holding some of them back. You know, Wiz showed it with their... With Google acquisition. That's a... Was a fantastic position for us. It closed recently and and really got to know the founders through trips to to Tel Aviv, and they trusted our process. And we built a very large position there, and we're fortunate to have an outcome that was generated for us by the company. But for the most part, we have to focus on selling at the right time in conjunction with the company's needs. And so I think one of the struggles of running a concentrated equity portfolio, primary or secondary, is when it comes time for you to meet the needs of your LPs, you have to do it in a way that's beneficial to the businesses. Making sure that if you are transacting, you do it with very high quality third parties that can provide value to the companies differently than you. Okay.
00:30:33 · Guillaume Moubeche
[00:30:33] S1: And Coursera So basically, you Yeah. You you go with... You go you go to the board saying like, hey, I've got, let's say, very well known, like, family office who has great connection in that specific region would like to acquire, like, let's say, a 100,000,000 of my position, I think it can be, like, a helpful partner. Like, can we make this happen? Or is