University of Notre Dame

“Some people, Scott Malpass, will never leave Notre Dame. He's in his dream job.”

“We're not willing to have 10 years where values out of favor and we've got 90% value managers. That we just can't, we have too much to do here. I mean, sure, you say it's perpetual, but it's perpetual in many ways, but it's also, we got to spend every year, an…”

“My peers, you know, I'm not afraid to go call another CIO if I hear they might be looking at the same thing, and we'll share due diligence and confirm. You know, I think people are doing that more today, to be honest, than they used to. I don't think there was…”

“We're talking with managers now that we won't use until the next collapse. But when that happens, we'll be ready, they'll be ready, and we'll be able to put a lot of capital to work.”

“So we, we're seeing more of that in different sectors, whether it's consumer goods, healthcare, energy, you know, definitely seeing more opportunities for To partner with people in those ways. And that, that wasn't the case before. They'd show up with a pitch …”

“You're going to get ideas from smart, experienced people who've been around, not from looking online. Online can affirm things. You can develop some of the thesis. It could give you research, put the framework around it, but the best ideas, I haven't gotten on…”

“We've had long-time partners, some of the best people ever in the business, they're clearly not putting the time in they used to.”

“Now we're, you know, one of the largest investors with Sequoia in the country, and it's been a fabulous friendship and partnership.”

“So in April of 89, I became CIO at age 26.”

“So our public equity bucket, which includes long short equity, is about 40%. But long short's about 10%, so a quarter of that.”

“We do more co-investing in real estate and private equity than we've ever done, you know.”

“At one point, it was very fashionable to want to buy a part of the GP. Or want to, you know, have an ownership stake, or buy some of the cash flow of a hedge fund. We did one of those, and it's been fine. It's worked out. There's still a partner. It's been fin…”

“See, I think that's a mistake. We do not have that. We never had it, and our board will, I don't think they'd ever do that. That, that, we don't, Honestly, at the end of the day, we don't really care that much what other people are doing. We, we've got our own…”

“In our size, look, we're not going to have 10 of those in our portfolio, and Chicago's a great market for us. We wouldn't probably do that anywhere else, or it'd be very limited because it's so close to us.”

“It's very unusual and probably most people would say it's probably not the best governance practice, but actually it really has worked for us.”

“Like I said, I was, it was four hundred million dollars when I started. Now we're, our pool's over twelve billion.”

“He's a former professor at Notre Dame, really well known in the industry because he and another professor there named Tim Loughran actually created the bag of words approach for sentiment analysis.”