Talent

“So what I see in South India, especially what Dutch companies come here for is talent, talent, talent. We have a severe Labor shortage in many sectors in the Netherlands. Immigration is not encouraged, so companies are looking for other solutions.”

“Some people understand something better than other people because it comes the way the mind works. It doesn't mean that other people can't reach there.”

“I built a company when I was 19. That was a crypto exchange platform. We allowed people to kind of incubate their own social tokens. And then be able to trade between each other for profit, and we sold that company about a year after incubating to a company ca…”

“The ingredients of call it being on the frontier are compute. CapEx, we spoke about it. Data which is sort of access accessible to everybody. We are saturated on, on, on the training data that exists. Talent. This is where the war is now.”

“The more I think about passion and talent, Neil, in my life it's starting to sound to me more as an output than as an input. I believe I'm passionate or talented at something when I do something and I'm a little bit better at it than my peer group. I was havin…”

“Overpay for talent because you can't really overpay for talent.”

“And so the big advantage is that you just have such an incredible talent base, and really, although it's very competitive, it's still a lot less competitive to get such high quality talent than it would be sitting in San Francisco, I'm sure.”

“In, in many cases, like you want to overpay for talent because if they're truly talented, it's almost impossible to overpay for talent.”

“I think personally that passion and talent are two forms of the same word. We often think passion or talent are inputs. Like if you're passionate about coffee, you get into coffee and then you realize you're talented and you have a good outcome. I feel like pa…”

“What is ultimately the number, the, probably the two limiting factor today is talent. And energy. That's it.”

“So then if, even if you don't have a hit product, if you just assemble like a plus talent, a super specialized, then as those platforms rise, your team itself becomes like a hundred million dollar asset.”

“It's nearly impossible to overpay for talent. Meaning somebody is the best in the world at what they do. Think about Steve jobs. What Steve jobs said earlier in some fields, the best person is not twice as good. There is a hundred times as good.”

“The pressure in those situations, no matter what you know or how much you've done, if you're not prepared to position properly, the pressure will overtake all the talent that you have for sure.”

“It's a hundred percent people. Look, I do think the all asset space, there's a long time between when the active management public space went from being a really people driven business to becoming a more distribution business and more commoditized. I think in …”

“The US has made like non-competes even less enforceable now. People, talent is going to jump between these places so quickly. So you discover an innovation at one place, and if weeks or months later, it's replicated everywhere else, I think.”

“Because what we are being told is because we are putting the money, we take 50%. What the end creator is being left down to is a salary. So he'll charge the highest salary and there's nothing wrong with that.”

“The very, very best in the world are, the brain structure is different. One of the things that our institutions underestimate, but we're, we have an advantage in America because we have this tech scene, is that people think that there's like, you know, they're…”

“The proliferation of AUM in the multi-strategy platform space is pretty remarkable. And the amount of talent out there, frankly, I don't think supports where we are today. There's been a lot of hiring of people who are good traders, but aren't probably the few…”

“I would say the general advice is Who is going to be best for this specific role at this specific time? Not necessarily who is the best talent in the world or in the market. Those are two very, very different questions to ask.”

“And so, you know, one of the things a founder has to kind of get good at, it's convincing really smart people to do this irrational thing, which is join you in your startup, right? And if you can't do that, if you can't make that sale, which is the most import…”

“Especially these days with, you know, a lot of big companies remote now, talent is more expensive than it used to be.”

“You no longer need proximity to venture capital to get your project funded. You don't need proximity to existing companies to be able to hire talent.”

“I believe it was Peter Drucker that said culture eats strategy for lunch. I would tell you that talent sets the table. And so without talent, you've got nothing. If I'm trying to influence an organization at the deepest level, I want to deal with talent first.”

“We charge a flat zero percent fee to the talent side, so talent can come in, set their market rate, and earn a hundred percent of that rate, and then a flat 10% fee to the clients.”

“We have over 8500 talent at Cameo today, and we believe there's over five million in the world.”

“You don't build a product without having a product roadmap, right? And so if you're going to build a company, you've got to have a, like, a roadmap on how you're going to attract the best talent and how you're going to retain the best talent.”

“About two weeks ago, I sold a company that I co-founded called Stitch Data for sixty million dollars to talent.”

“Usually what happens for making a world-class company happen is that there's one company really anywhere that creates sort of a broader geographical consensus that this is the company that all the best people should go look for, right?”

“One of the things that's happened in the last 15 years that I don't think anyone anticipated was as assets came into hedge funds and hedge funds were growing at a fixed management fee, the cost of acquiring talent went up because larger and larger hedge funds …”

“Company called Talent internet company, unified messaging started in 1994, sold in 1996. The CEO flew up, said he wanted to buy the business. I said he can't afford it. He said how much? I said twenty million. He said sounds fair.”

“And I think the one competitive point which San Francisco still leads on, and the one which only a few other hubs in the world can really charge them on, is talent.”