← How I Invest with David Weisburd
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- [00:00]
Josh
Complexity to us comes in the form of these complex, unloved businesses, orphan assets that ultimately have led to the businesses being really challenged. We think about ourselves as not financial engineers, but operational engineers. How do you create value? It has to be an alpha generating kind of returns. And that to us has always come in the form of what's in your control, operational improvements.
- [00:33]
Interviewer
Josh, you're a partner at OpenGate Capital, billion dollar firm based in New York and Paris. Before we started recording, you mentioned that you guys are shifting more towards the European market. Why is that?
- [00:44]
Josh
Yeah, well, we've been investing since 2005 and originally founded back in Los Angeles, which is part of the DNA of myself and Andrew Niku, the founder of the firm, who came from Platinum Equity, which also is based there in Los Angeles. There's a little bit of history with Europe. Europe has a tremendous amount of complexity, one of which that we've navigated since 2007. We opened an office in Paris, which was a little bit of a unique place to do it. Being a Brit, it wasn't something I was that comfortable with at the time. But joined in 2012, we quickly saw the amount of opportunity in the European market. Later, we've now seen many firms move to Europe saying, oh, this is a great opportunity to be there. And with all due respect, you've seen a lot of American suitcasing back and forth there, but you need to have a local presence with locals on the ground and in Europe more so than anywhere. So for me it's been a great opportunity of what we invest in complexity. So operationally focused firm investing in industrial corporate carve outs has been one of our biggest things over the last 20 years in Europe. They're plentiful and the complexity is plentiful. So it really has become a bigger opportunity for us. So still investing in North America, but also shifting, I would say to 70, 80% of our time now in Europe. And I've now actually relocated from the North American market back to Europe as well.
- [02:05]
Interviewer
Why do you lean into complexity?
- [02:08]
Josh
Because it's a differentiator at the end of the day. I mean, if you want to step back and think holistically about how capital allocators and investors think over time, they are now looking more and more for people who can differentiate themselves. We as a firm have done a great job of doing that now, having kind of learned some lessons along the way of what are we really good at and how do we get there. We had 10 years of investing our own capital, which is a pretty unique story. And then in the 10 years of institutional capital that we've put to work, that in itself has allowed us to say who are we and what are we very good at? And ultimately the response of that has been we play into this level of complexity where others shy away from it. So complexity to us it comes in the form of these complex multi jurisdictional corporate carve outs, embedded businesses within large corporations, unloved businesses, orphan assets, whatever you want to call them, that ultimately have led to the businesses being really challenged in a market because they haven't had the ability to grow, to have the capital to be put behind them or they've gone through some market environmental shift. We've been able to come in really push on those situations, pull on those opportunities and create standalone entities for a strategic buyer down the line. So we see more of that in Europe. And I think it's also fair to say that the North American market, which I'm so grateful that I've had 13, 14 years of living here and breathing, this is such an efficient market that the inefficiency of Europe is where opportunity lies and that's created a great opportunity for open gain.
- [03:39]
Interviewer
I have this three hour dinner with one of the chairman of the largest banks in the us, multibillionaire Epic investor. And the way he looks at Alpha is he looks for things that are boring and hard and ideally both if you take a step back and if you think about where is Alpha in the private markets or in private equity specifically, it's the areas that are hard. Meaning it takes a lot of work. It's not an auction process that you just submit your bid and you know, go back to the golf range. And it's also things that are boring, things that might not be exciting, things that you might not want to talk about at a cocktail party.
- [04:15]
Josh
I think that's true. I can echo those comments. Look, I think we think about ourself as not financial engineers, but operational engineers. And the only way you create Alpha today in this market and you have to step back again, like what market are we in? Post GFC we've had a shift from a cost to capital point of view. Interest rates are changing drastically. Global macro dynamics happening politically as well. They are all kind of leaning into creating value. And how do you create value? It has to be an alpha generating kind of returns. And that to us has always come in the form of what's in your control, operational improvements. So a value creation plan. I said, well you check the bingo mark of value creation plan, but tell me what you believe that is because to me, that means a lot of different things. And there's one thing about saying it, but how do you actually execute upon it? But we believe in a value creation plan of a carve out from a stand standalone to create a standalone entity. There are multiple pitfalls, there are multiple traps that you can fall into. If you don't do things correctly. Pretty soon it doesn't just become boring, it becomes a bit of a minefield and you have to be mindful of how you work through that. So for me, the operational kind of engineering platform that we've created, we've done 37 corporate carve outs in 20 years. It's been a labor of love. Now, creating our own playbook, understanding the business and going to places where other people will shy away from, which is back to somewhat boring for some people, but for us, it's been very rewarding
- [05:41]
Interviewer
boring for some people, exciting for others. You guys have one of the most unique founding stories in terms of how you started from Platinum Equity. Talk to me about that and how that affects how you are as an organization today.
- [05:54]
Josh
Obviously, I'll speak on Andrew's behalf here and he won't mind me saying so. I think Andrew joined Platinum in 2001, left in 2004. He spent time actually, ironically, in LA and in Paris. Their original office was in Paris for Europe. It later moved to London, which is when I joined them. So it was kind of a nice kind of sliding door moment between Andrew and I. We didn't work together, but we got to know each other pretty quickly. The DNA that you learn through Platinum, honestly, it's an incredible firm and you see where they are today and you have huge credit because they've gone into other strategies like credit and others that other big firms have had to do too. But at the core of that, the DNA of how they go to market was origination, execution and operations. Three distinct pillars which Andrew built at OpenGate. He took that founding principle and said, I've learned something here and I think this is replicable. So all of that led to foundation, but also an opportunity. So Andrew left in 2004, set up OpenGate in 2005, and his story is remarkable. I mean, Andrew grew up in Vancouver, moved to Los Angeles, went to USC, who basically at the age of 25, 6, basically took $30,000 out of his 401k, rolled it into a formation of a company and started trying to do a deal, found someone who wanted to back him on the deal, realized that he could actually just flip the business pretty Quickly and take out a significant portion of capital in a deal, almost in the form of a deal finder, if you will, and introducing a deal to someone, which was then the foundation of Andrew having capital to go and source deals, to go meet management teams to go due diligence. That was in 2005, 2006, 2007. He brought on my partner, Julien Legrasse. Julien's based out of Paris. He founded the European team and has done a fantastic job in Europe. And the story of that from 2005-15 was we basically invested our own capital. And for full transparency, I joined in 2012. So my story of those earlier years is I'm intimately aware of them, but they did a fantastic job of rolling all of the recycling all of the capital they had, because it's all they had 100% GP commit. Everything they had was in that business. And they put that into recycling. Any dividend, they didn't take dividends. They just went and used that capital to go and put in and make several other investments. I was there for the back end of it between 2005 and 2015. And it turned out to be an incredible story. You know, it was Europe, us. This is kind of part of the journey. It was never really, what can we do? It was always a case of, how can I take from one? If I put $1 in, how can I make five? But it wasn't really about the equity story. That's something that came a little bit later for us. We went in by doing, coming in, carving businesses outstanding, them alone, and then creating a larger enterprise by improvements of the business.
- [08:47]
Interviewer
You're in many ways making money on the buy.
- [08:49]
Josh
Yeah, it was very like, I'll be candid with value investors. To find value means you have to be willing to step into complexity and take on things that people wouldn't do. And in 2007 and 8, if you go kind of all of a cast irming back to that timeframe, the global financial crisis was on us. And the story of them buying a business in the automotive sector, and they turned that around and made a good outcome of it two and a half years later. So they sold it to a strategic. So they basically found a system that works. And then in 2012, when I joined, we then kind of accelerated that by bringing in myself and a few other individuals who I would say had more institutional background, had been at larger firms and funds. And then we really kind of accelerated that over the next three years. That was the vision to say we should go raise a fund.
- [09:35]
Interviewer
It's one of the second order effects of having a specialty is you start to be known in the market as you do this kind of thing. And the more unique it is, the more of a market position you have. Did you find that over a certain amount of time you became this complex corporate carve out firm and people would just find you for the next year?
- [09:53]
Josh
Yeah, we never relied on that to be candidate. When I joined the firm, I came in and led the origination team. We always had a mindset of, we always had this imposter syndrome that we shouldn't be in the room for these conversations, but we are. And the reason why we were is because how we went to market. So we went and spoke to the corporates directly and we never called the corporate and said, hey Mr. Corporate, what are you selling? Because 10, 15, 20 other people were doing that. This is back in 2012. Now 50 people are trying to do that, probably all through AI. What we did at that time was we were there focused on speaking to the corporate head of M and A, the cfo, the CEO of these public companies and talking to them about their business in their sectors. So we quickly took a sector approach which also became a distraction which we should come back to because there's a fascinating lesson learned on our side as well, but predominantly in front of these larger corporations to understand what their MA activity was, not what they were selling, but what they were looking at, what they were looking to do. So we were playing the longer game. And so every single investment we have made from 2006, 07 to date, there's always been a story and a connection. We weren't just waiting for a banker to call us and go, oh you guys are the corporate carve out guys. I mean then they're obviously making 20, 30 other calls. So we were in front of the corporate ahead of time. And there's some great stories of that leading to transactions that have come to fruition where we've been the buyer. There was a story where we bought a business in 2016, 17 where we were in head of the process. We way in front of us, speaking to the corporate team, in front of the board, presenting to them what we wanted to do and buy. And it was all because this was a business. So this was a zinc chemical business. Not the most super sexy business to many people. But the parent company had sold their larger upstream part of their zinc business, their zinc mining business. So okay, so you have two distinct divisions below that. What are you doing with them? It was just a simple question that if you're an equity research analyst, you would ask as well, what are your plans to do with the downstream elements of the business you just sold. We were in front of that, we had that conversation. We presented a scenario where we could buy both. They said, no, no, we can't sell both. Okay, no problem. But they wanted to sell one. We said, okay, great, well, let us take a look. We take some information. We start to enjoy back and forth conversations. We're going back to Brussels, which is where they're based, to have these meetings. And then the CEO one day pops up and says on his public earnings, we're considering alternatives for our zinc chemical business. So then process stops. Every man and his dog picks up the phone and says, well, I just saw that you're thinking about selling that business. They hired an investment bank. They hadn't hired an investment bank. And so we're now saying to ourselves, are we going to be able to compete? And we did. So we were in front of the process and we had that connectivity. And most importantly, we had the credibility of doing so many corporate carve outs and saying to people, this is what we're going to do and we actually do it. That was a credibility that I think gave us a big step up in the European market both with the banks involved, because there were some real banks involved. And so sourcing to us was a very critical item of how do we get in front of the corporate community as quickly as possible. And then we always talk about this as a bit of a. We were just talking off camera about the Knicks and what they've done this year. But the triangle offense, right. This is kind of Chicago Bulls. The Chicago Bulls, 1990s. Exactly. And being a Brit, I got pretty clued up on this pretty quickly. But Andrew loves this, this analogy. He's a huge basketball guy. But it was very quickly the triangle offense and how do we work. So it was corporate focused, it was executives led. So working with executives in the industry who are subject matter experts. And then you have the investment banking community, which is where you triangulate all of that information to make sure the intelligence you're gathering through that process of sourcing these deals really resonates and you have a higher success rate. But it's also, and this is probably the British part of me, which I think it took Andrew a little bit of time to get used to doing that was where I was just like, we're not going to push as hard as quote, unquote, the American kind of mindset may be it was more consultative and I think that really resonated and as I said, it's put us in good stead. That's really credit to kind of the team here.
- [13:59]
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- [17:31]
Interviewer
to distill the distinction in your sourcing versus traditional sourcing. There's different variations of sourcing, but what you're talking about is a lot of private equity firms will wait until bankers reach out to them or they'll come to corporates and they'll ask them, what are you selling today? Your process was different. Maybe you could distill as a layperson why your process was different and what exactly about your process was? What led to the excellence?
- [17:56]
Josh
Great question. I think ultimately what you see for most people is they get a banker pitchbook list of opportunities. We think these guys may do this and what bankers are trying to do at the end of the day is to spark something that they can go back to their client on or a prospective client and say, we have a potential buyer. We were doing that ourself. So we are in front of the corporate, spending time with them to get an advantage in the deal. Because back to that impostor syndrome, we didn't think we should have been in the deal because there was other people who had large funds and firms who could easily do these deals. But we had to present ourselves differently, quickly and efficiently. So our biggest way that we focus our time and energy is speed uncertainty. That's how we win deals. Speed uncertainty. But if we're doing the upfront work
- [18:40]
Interviewer
of being meaning speed, meaning you act faster than your competitors or larger funds have Multiple layers of governance.
- [18:46]
Josh
Correct.
- [18:47]
Interviewer
And certainty you're more likely to close or you have a reputation of closing.
- [18:50]
Josh
Correct. Especially with the corporate community, you can continue to say and we've bought businesses from multiple sellers multiple times, so we have a credibility in the market. And so we leaned into it with, specifically with the corporates by getting in front of them, positioning us off early, being a known quantity to them. So we weren't just saying, hey Mr. Corporate, what are you selling? And picking up the phone. We know the head of M and A, we know the corporate strategy team, we know the cfo and we've had a dialogue with them over the years. And so that has really compounded over time.
- [19:20]
Interviewer
Obviously these M and A professionals are always thinking about what they're selling. You are thought partner for them before they decided to sell. How are you front running that process?
- [19:28]
Josh
It's research driven. You're spending time ahead of time.
- [19:31]
Interviewer
You're looking at, are you ever telling them what they should be thinking about selling as well.
- [19:34]
Josh
You don't like to tell people what to do, but it's. You kind of plant a seed here and there and I think that's helpful. Look, I think it's kind of the investment research is critical to it without question. But you are looking at what they've done and what they're doing. You're looking at the reporting of their businesses. But you're also kind of like now. And this has evolved. So I'm talking about originally in 2012, as we have evolved as a firm, we've become more sector focused and that sectors within the industrial sphere in particular means that we can talk the language of a chemist in many deals. So on the chemistry side we can go look at chemical deals and understand all the different nuances of those businesses. So we're now having an educated conversation with the corporate M and A guy or with the divisional lead of these businesses. Sometimes we've gone to the divisional lead of the business unit that may be sold and built a relationship there, knowing that that will filter its way back up to the corporate M and A team. So it's all been intelligence led. And by the way, the investment banking community is a big part of that too. I mean friends of ours and mine that we've had now over the years, we're going to them and planting a seed with them, knowing that they're going to do the same thing. And so the triangle offense is that if people are coming together then something will start to hit at some point. The Roger Federer kind of quotes of you know, 51% of games he matches, he won. But the rest.
- [20:48]
Interviewer
Dartmouth commencement.
- [20:49]
Josh
Exactly. What an incredible speech. I mean it's still to this day, I think, but like you look at those moments, like we don't have that hit rate private equity. You don't. You typically have about a 5 to 10% hit rate on deals that you are in late stages on at certain points and that you want to increase the certainty of that over time. And for us, we've put that in a foundational way and understanding of how we know the corporate and what's important to them.
- [21:13]
Interviewer
Perhaps a dumb question, but certainty, why does that even matter? If there's a banker process, 50 firms submit their offers. Why does it matter that you have certainty? Is it that some people win the auction don't close?
- [21:23]
Josh
Yes. Happens a lot because they tell them what a lot of people will say and do. There's two points to it. First of all, speed and certainty together. A very, very powerful kind of.
- [21:33]
Interviewer
Even during an auction process.
- [21:35]
Josh
Yes. Yeah. The ability to move quickly and do the work and lean in on those things is incredibly important. Even in many ways.
- [21:41]
Interviewer
Speed is a subset of certainty.
- [21:43]
Josh
Absolutely.
- [21:43]
Interviewer
If you work really slowly, at some point the deal might die.
- [21:46]
Josh
Yeah. And they turn around and say, well, you're not credible. The amount of times we're in a situation where they're saying why have you
- [21:51]
Interviewer
not marked or you may not have capital or all these downstream consequences.
- [21:54]
Josh
Anyway, I'm going back and forth between the pre fund stage in the institutional phase of our life. You know, in the early days you had to be appear to be doing everything to move very quickly. Later life when you have, you know, the capital committed capital fund, you want to make sure you're doing that in what we do. But you know, we would pick out because of what we did in the early days, we would pick a horse pretty quickly and we go all in on it. This is what we're buying. We feel comfortable with this. The certainty point back to that. Your question is some people will say that they can do a corporate carve out, they'll hire a big four accountancy firm or someone, but the reality is that they don't. But if you look at everyone's website and what we all do today, they all say they do corporate carve outs. So again without.
- [22:34]
Interviewer
And the incentives there for them to do that is they want to show more deal forwards.
- [22:37]
Josh
They want to see these and they've
- [22:39]
Interviewer
seen that they want this optionality.
- [22:40]
Josh
They've seen that the platinum equities of the world have created a tremendous amount of value for their investors and for themselves by doing corporate carve outs. Corporate carve outs are unloved businesses where, you know, you're. If you can take that from a 30 million EBITDA to a 100 million EBITDA, which sounds a crazy leap of faith, but if you cleaned up a business to a strategic buyer who wants to buy or a private equity buyer who, there's a tremendous amount of that today. So that value you're creating is significant enough for other people to say, oh, we can do this.
- [23:09]
Interviewer
And oftentimes these corporate carve outs are orphaned assets. No one's really invested and no one show them love. So there's more upside. One of the theories I'm evolving on private equity venture capital and these top managers is that what makes them great is not necessarily one or two things. Alth that's kind of the narrative that they put into the market. It's hundreds of little optimizations every day that they do that makes them better. And that just compounds over many years. To what extent do you believe that to be true?
- [23:35]
Josh
Having been there now for 14, 15 years, I have seen the reason why they continue to be so successful is kind of what you're saying is process. It's not about one individual, it's about
- [23:46]
Interviewer
a process even less sexy than carve outs.
- [23:49]
Josh
Yeah, Honestly, what you're seeing today more than ever is private equity firms are now being consolidated into asset management companies. I mean, this has to be the theme, right? You look at LPs, we could talk for hours on this. When you look at how LPs have their money has gone into private equity firms that have then been sold in secondary markets to different private equity firms or being bought by other private equity firms, which is the they're also invested in. The whole ecosystem has been changed drastically. And when you do that once, but then you do that a hundred times and it compounds to your point, it becomes a bit of an issue. And that issue now is becoming consolidated. What I mean by that is there's a reason why LPs have gone. We don't want to write a $25 million check, we want to write a $250 million check. So we're going to write 1250 versus 10 at 25. It's not just administrative at that point. It's pretty simple. But it's also placing bigger bets in the bigger guys, the bigger big firms we all know, and that in themselves they've all now become true asset management companies. They are now buying insurance companies, they have their own bank.
- [24:54]
Interviewer
It's even happening in venture capital.
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Josh
If someone shared that General catalyst is
- [24:58]
Interviewer
literally buying healthcare companies.
- [25:01]
Josh
It's amazing when you. So they're now using their own balance sheets to go and do this as a management company which credit to them. But what's going to have to change though, what really will come out of that, in my opinion and is specialist firms will continue to exist until potentially they're ever acquired by someone who says we want that to happen. But ultimately I do truly believe that OpenGate, being a true specialist in what we do, corporate carve outs is going to continue to grow in that environment because otherwise the whole market has shifted and they've gone to 10 private equity firms, asset management companies that now are the only guys in the game. So it's either that or option B which is more the family office model, which is just kind of more patient capital, which they have a different cost of capital as well. So that can be a possible outcome. So I think your working thesis is a subject of a good title.
- [25:54]
Interviewer
What is upstream of processes, decision making and leadership? Is it culture and hiring? Is there anything else?
- [26:01]
Josh
Absolutely. I would put those into the leadership,
- [26:03]
Interviewer
maybe hiring and then culture is a subset of hiring.
- [26:07]
Josh
Yeah, a lot of people lose sight of the importance of hiring. Right. It's an incredibly important part of any business and any growth of business. Sometimes you're not trying to hire for the skill set anymore. You're trying to bring in the right person, which I think kind of gets lost in some larger organizations. Look, I'm a big fan and I'm not just speaking my own book. I just a big fan of smaller is better. And you've seen the growth of private equity now go well. We want to be 500 million, we want to be 1.5 billion, we want to be 5 billion. Like that's all good and everything. But the diminishing returns is pretty clear. I mean the facts are out there. When you have a higher AUM or a higher fund, the returns are being negatively correlated. So for me, opengate, myself, Andrew and Julian, the three of us have always had a very clear distinction of let's do what we do well and let's do it within our own kind of ecosystem. Let's not try to be something bigger than we're not. We want to grow up to here and then just do what you do well. But that now has been allowing us to really focus on what we do. I mean I've always had this mindset of like the benefit of focus is immediate. The benefit of synergy is theoretical, like you need to have something you really hone in on. And we are as focused as we've ever been because the distractions have been distraction.
- [27:22]
Interviewer
A couple different things to unpack there. I've interviewed over 10 trillion in AUM from the LP side.
- [27:28]
Josh
Yeah.
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Interviewer
So once you've done that many interviews and talked to that many people, a lot of things become extremely obvious. And this whole trend of putting more capital behind fewer managers is one of the persistence trend in the private markets. And there's two reasons why that's happening. The first is that LPs are no longer fetishizing diversification as they once did. It's no longer seen as this infinitely free lunch and people understand the declining value of diversification. And the second one is fees. If you could write larger checks, you could write smaller, smaller fees. That being said, paradoxically, the returns are probably going to actually even accelerate for smaller funds, specifically in private equity. Here's why. Intuitively, if you have more capital to deploy, you're going to get into the incrementally worse deals, you're going to go up market. All these things that hurt returns has helped the lower mill market has outperformed large buyouts.
- [28:21]
Josh
Yep.
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Interviewer
That's actually only going to increase. And the reason for that is retail. 95% of retail capital today is in five firms.
- [28:28]
Josh
Yeah.
- [28:29]
Interviewer
Five buyout firms. Yeah. What does that mean? That means trillions and trillions of dollars are going into the large buyout firms. Where are they going to deploy that capital? They're not going to go into the public markets. They have to go into the private markets. And what is downstream of large buyout? It's the lower middle market and smaller buyouts. So those assets are going to get $1 trillion in in supply, waiting on the sidelines, trying to pick off those assets. So not only are we going to see declining returns in the large buyouts, we're also going to see this almost infinite supply of institutional capital going after the same smaller buyout assets.
- [29:08]
Josh
This is where it kind of gets a little dystopian. You have to step back and realize what's happening. But it's the broader ecosystem of the capital allocators, the LPs. I mean they again, I mentioned it briefly earlier, but you see the amount of capital that goes into primaries today versus secondaries is huge. And the pocket of secondaries has now grown tremendously because secondary capital isn't just where they did secondaries, it's now where they do Co investments, direct investments. It's where the majority of them pull their capital from. And as we've seen, co investments is a way to do everything you just said, from lowering fees to have less diversification, to have direct exposure to, and so a better understanding of the risk tolerance. So the blind pool concept has also taken a bit of a turn as well. It'd be very interesting to see what happens. I still think that I agree with your comment. The large five firms in particular have to invest that capital. By virtue of that they have to go somewhere. So it's going to come downstream and
- [30:00]
Interviewer
it has to go into the private markets.
- [30:01]
Josh
And it has to go into private markets, absolutely. But then unfortunately, that will water down returns at the higher ends of the markets or they're going to be overpaying the things in to put capital to work, which we've all seen that movie before. So I think it's, to me, very much so a difficult to see. But there is definitely a change happening. There is something happening in private equity today where, if that continues, or now to retail capital, to your point, which is a fascinating point to pull on, it's only going to be impacting the private equity ecosystem in a broader way. You also have to go back to like, who are the investors? Insurance companies in particular, and public pensions. And some of those public pensions go into teachers and the like. I mean, it's something that we consciously thought of. And so in 2015, when we raised our first fund, we were one of the largest LPs in our own fund1 because we wanted to have the ability to make these decisions and know that the impact wasn't just to investors. We've never met, you know, kind of individuals who are getting the benefit or not.
- [31:03]
Interviewer
The best way to show alignment is
- [31:04]
Josh
to be aligned, be aligned, write a check. And it was a meaningful check. But we've continued to do it in every fund. If you're going to have a bad investment, you need to feel the pain of it, because it doesn't work if it's someone else's money. And that's been a conscious approach to this. And I think that's where at the higher ends of the market, the larger groups, what I've just described as the asset management companies, do they feel that pinch? No, they don't feel it at all. But for us, it hurts. And I think that's important where to have that realization, to have that.
- [31:35]
Interviewer
And if you're really honest, it also changes behavior. It makes you take that incremental meeting, it makes you Stay up when your kids might be. Have a school play. But you know, you have to close this deal because it's existential. Your money, your. Your family's money's on the line. And it's a great razor to not only incentivize associates, analysts, vice presidents, but also to incentivize yourself.
- [31:58]
Josh
Wasn't it Charlie Munger who said, show me the incentive, I'll show you the outcome? I mean, it's just a very specific way of saying exactly that. If you know, you know what the outcome is going to be, then. And I'll incentivize you to get there. To me, it's a fascinating place to be where you are building something. And I feel very fortunate because I think we've. We. Not only have we built something, but we're still learning. And if we're not learning, then why are we doing this right? Because it's. We have made some strategic changes in our firm to make sure we're going in the right direction. And really believing in that directional shift, which is, as we touched on, is Europe for us, which has been a fascinating shift. And we're kind of going very heavily into that market. That, to me, is us leaning into what we do well. And none of us will sleep until we've been successful at that. Just because you've been successful in the past doesn't mean you will going forward. So I think that's kind of where today we are very focused as a firm and will continue to be.
- [32:48]
Interviewer
If you go back to when you had just started at Platinum Equity and you can give yourself one piece of timeless advice, what would that be?
- [32:55]
Josh
It's funny when we say the word compounding, everyone goes through financial compounding. But to me, what I've had tremendous success in personally, has been the relationship side of things. If I knew the impact of the relationships I built in 2007, 2008, to where they are today, I would go all in on that because I know the impact it's had. I have gone all in on it, but I'm so grateful for the relationships I built.
- [33:16]
Interviewer
You would have even gone more.
- [33:17]
Josh
I would have gone all in because we're at a different point in our life at that point point. And it's hindsight. But between that and the one thing I've always done, and this is my personal approach, is of course, back it by the understanding and analysis. But I trust my gut and my judgment. I would tell myself, always trust your judgment. Don't second guess it. We have a pretty unique way of Our investment committee. There's four members of the investment committee, and we all have an individual vote, and we kind of go down that path. But I want to hear how the analyst, the intern, the associate, the vp, anyone who's worked on that deal, I want to hear their take on it. But I have my own opinion on it, but I want to hear everyone else's. I want to look through a different lens. I wish I was given that opportunity back in 2008 because I wanted to have a voice, and I knew that pretty early on. And I realized that was just kind of my maybe personality type. So for me, it was very much. I would want to encourage finding my voice as early as possible, trusting my guts and investing in the relationships.
- [34:15]
Interviewer
That's the Karl Popper technique. Karl Popper was his philosopher and he talked about this epistemological search for truth. So how do you actually learn what is true? And the most effective way to do that is to go around, have conversations, and have people correct you with new information, update your priors, and essentially improve your LLM until you get closer and closer to ground truth. This is the exact reason why I do this podcast. I say my theory, I have the smartest people in the world correct me, and then I get closer and closer to ground truth. And a lot of people, they want to be around people that just agree with everything that they say. Yes men, yes women. And that is extremely dangerous thing to put yourself into because then you become further and further from ground truth. You start to make mistakes, and there's all sorts of downstream consequences.
- [35:02]
Josh
I would agree with that. And it's actually one of the benefits benefits we have. Andrew, Julian and I have worked together since 2007. Andrew and I have known each other since 2010. And Julian, ironically, we bumped into each other on a deal in 2010. We met each other at the airport. Do you remember when there was that Icelandic.
- [35:20]
Interviewer
The volcano.
- [35:20]
Josh
The volcano ash. I was stuck in Finland, so trying to get home from there wasn't easy. And who do I bump into? Andrew and Julian on this deal that they later acquired credit to them. So I've known Andrew and Julian since 2010, but the three of us in particular, as the three partners, we agree on a lot, but we have some very healthy debates about to him, and all three of us don't. I don't want someone to tell me yes for the sake of saying yes. I want someone to challenge. And fortunately, Andrew and truly both see the same side of that too. It's been a. It's been a fun kind of journey in that regard.
- [35:51]
Interviewer
So my wife Jessica commented one time when me and my business partner Curtis, she said, why do you guys argue like that? I'm like, what do you mean? She basically said you keep on leaving off where the other person ends and improving upon. It's not a real like, why do you argue like that? I'm like, I guess that is a form of argument, which is non zero sum talking, which is you say something, somebody else improves upon it, you improve on themselves. That's just how we talk.
- [36:14]
Josh
Yeah. And so those are the best relationships, by the way. Right. Isn't that the case of wanting to get better and understand that about each other?
- [36:21]
Interviewer
Absolutely. Well, Josh, thanks so much for jumping on the podcast. Looking forward to doing this again soon.
- [36:27]
Josh
I'd love to. Thank you again. Appreciate it.