Bain Capital

“Well, I think the first element was the idea of taking the consulting skills developed at Bain & Company and applying that to actually, actually owning the businesses.”

“I believe in the full trust model until, until prove different, until it's proved wrong, and most people are very trustworthy, but in the due diligence, you know, it's always great to meet somebody personally, but you got to get references, and so we do a lot …”

“And Bain Capital, we've always been micro economists. Take a business, and what can we do with the business, and how can we change it for the positive? And I think we've learned in the last 20 years, we've been much more looking at, okay, that's what we can do…”

“It's basically gone from a 70, I think we bought for seventy million, it's worth over twenty billion today. And I'm still on the board.”

“And so I would honestly say that we've never lost the deal because of an IC bottleneck.”

“Where let's say our last twelve billion dollar fund over a billion of capital has come from all the people in the company. And that, that is, you know, a hundred times more in terms of percentage than most of the investor firms out there.”

“In fact, most of the industry is adopting that now. They hire Bain and Company McKinsey to do what we do internally at Bain Capital.”

“I go get Kirsten green or someone from our board, Cecilia Chow from bank capital to go jump on a call. And it's like, you know, they, I can help, I can attract and retain talent better.”

“And I started a process being capital gave me a handful of search firms to go talk to. I talked to four or five of them. I didn't want, I didn't hire any of them. And I decided I'm going to go run the process myself. And bank capital was like, that is a mistak…”