The version I see: Military academy-> SOF/Pilot/high performer -> Top MBA -> MBB/IB/PE-> realizing they actually hate what they do and been caught on the achievement treadmill. They come to us because they miss leading people.

Last month in my newsletter for dads I wrote about teaching ownership to kids. Friend told me his twin 6 yo boys wrote out their to-do list on the newsletter. That’s why I send a paper copy and not an email. Because then the whole family can see it.

At my second of three home service conferences this fall. They are a strange mix of tattooed trades guys, PE dudes in vests, and SF tech bros selling new software.

Most PE funds I see will share something like "136 years of investing experience" Which I think lands flat. Feels bloated. Saw a group in LA post their average time together, which I like a lot more as it speaks to team strength.

Holla at me if you want an operator (Actually don’t for these businesses, please)

I don’t know who you are or what you are doing, but I hope you have a great freaking week.

Just entered the newest phase of toddler: Able to open doors and walk in on you while in the bathroom.

Dad tip when traveling away from the (young) kids: Avoid the desire to FaceTime them. I’ve only ever seen it result in meltdowns afterwards when you hang up. Across my family and others. Just send a video.

Long night with the toddler. In her room at 2 AM and slept on her chair. So not much sleep. Have a work dinner tonight and I’m gonna be hurting. I’m walking out of the door, heading to NYC for the night, and she says “I love you, daddy!” Worth it.

Find me a better PE hero section. I'll wait.

When my wife asks me why I haven't unloaded the dishwasher yet:

If I can offer one word on how to run an efficient recruiting process for a leader at your business it would be this: Tempo. I don't mean rush into hiring someone. I don't mean cut corners. I mean be active. Give prompt feedback. Make a yes/no on someone in the process. Have structure. Good talent has other people coming after them. They will get other offers. They opportunities outside of working with you. Lack of tempo is the biggest reason a search fails. Here is what that can look like: - An interview happens and the next step is undefined. "Uh, I think you need to talk to the COO. Let me check and I will get back to you." A week goes by to make that decision. Then another week to book the next round. Then a week to give feedback. Mix in the COO going on vacation or being at a conference and then the next round takes a month to get to. A lot can happen in that month. --- - Feedback is slow. A candidate comes and has a great interview. They then want to know where they stand in the process or if they are moving onto the next round. "Thanks, we will get to you about next steps." A deal partner has to get with the management team and align busy calendars. Then compare disparate notes. The decision on the person just stalls. Tempo is lost. The candidate, unsure about where they stand, pursue other opportunities. Someone else moves with more tempo and you lose them. --- - Background checks and reference checks. You should do these. But if you wait all the way until the end, they can stall out a process. For a reference check, you are now beholden to someone else who does not have any skin in your game. You are totally beholden to when it is their convenience. It takes time to do. And timed poorly, can lose tempo. --- Here is a sample process we follow. Our team follows the methodology used by the book "Who" from ghSmart. 1. Use a scorecard Before you talk to anyone, write down the mission of the role, the 3-5 outcomes you need, and the competencies that matter. This is a tempo play. If everyone agrees on what “good” looks like up front, nobody has to “get with the team” to compare disparate notes later. Yes/no gets fast. --- 2. Structure and decision A defined series of interviews, not a vibe check: - Screening interview. Short call. Are they worth more time? - "Who" interview. Chronological walk through their career. What they were hired to do, what they accomplished, low points, who they worked with, why they left. - Focused interview. Other team members dig into specific outcomes on the scorecard. - Reference interviews. You talk to former bosses, peers, and direct reports. --- 3. Sell. Recruiting is a two-way decision. Good talent has options. Focus on the 5 Fs: - Fit - Family - Freedom - Fortune - Fun. Figure out which ones matter to this candidate and sell to that, through the whole process - not just at the offer. --- Happy hunting.

I went to Costco, bought just the things on the list, and spent less than $100 in a single trip. AMA

Investors will idolize Warren Buffet and recurring revenue in the same breath. His early investments: - Berkshire Hathaway (textile mill) - American Express (high reoccurring, but not true recurring) - Associated Cotton Shops (retail) - See's Candy - Coca-Cola - Gilette - Washington Post (revenue mostly ads which are very cyclical) - Nebraska Furniture Mart - Kirby Vacuums Strong history of profitability and future potential go a long way.

Perfect fall day for a local vineyard here in the Shenandoah Valley

Crazy part of yesterday’s CFB bloodbath is how close the games were: - UGA loses by a last second field goal - ND loses on a last second pass that was clearly pass interference - Florida state gets a Hail Mary over Miami in 2 OT and it gets called back by a questionable holding call - Indiana misses the go ahead TD over OSU by inches out of bounds What a day

The SEC today:

Imagine this: You just picked up your kids from school in your Tesla Roadster. Crank the radio and launch into the air. Your kids ask you to do a barrel roll and you have nostalgic flashbacks to playing Starfox 64. The world has come full circle and life is good.

I mean, heck yeah.