The Private Equity Podcast, by Raw Selection

Inside the Psychology of Elite Founders (What 9-Figure Exits All Share) with Greg Moran

• Alex Rawlings

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Guest: Greg Moran – Multi-exit founder, investor, and Managing Partner at Evergreen Mountain Equity Partners
Host: Alex Rawlings, Founder of Raw Selection

⏱️ Timestamps & Topics

00:00 – Introduction to Greg Moran
Alex welcomes Greg Moran, a multi-exit founder turned investor, and Managing Partner at Evergreen Mountain Equity Partners. Greg introduces his background in scaling businesses, raising $500M+ in capital, and his current focus on future-of-work technologies.

01:29 – Biggest Mistakes in Private Equity & Venture
Greg highlights two major missteps:

  1. Private Equity: Disrespecting existing leadership and stripping company culture.
  2. Venture Capital: Failing to deeply understand a founder's motivations under pressure.

03:51 – Behavioral Due Diligence: The Adaptive Innovator
Greg explains how Evergreen Mountain uses a proprietary founder archetype model based on studying 100+ founders with multiple 9-figure exits.
📘 Book: The Adaptive Innovator
🔬 Assessment Tool: theadaptiveinnovator.ai

06:11 – The Four Pillars of the Adaptive Innovator Model

  1. Creative Resilience – Performing better under pressure
  2. Balanced Risk-Taking – Small experiments lead to bold moves
  3. Humble Assertiveness – Leading without being the loudest voice
  4. Strategic Accountability – Owning failures and empowering teams

09:09 – How the Assessment Works
Greg walks through the free assessment's design—competency-based and situational judgment questions that help reveal how founders respond under real pressure.

11:37 – From Operator to Investor: The Shift
Greg discusses the personal challenge of moving from "solver" to "sounding board" and helping founders overcome small thinking and incrementalism.

15:01 – Scaling Requires Talent Transformation
Once you think bigger, the next hurdle is team capability. Greg discusses the importance of upgrading talent and how average hires dilute culture and repel A-players.

18:26 – “Hire Fire and the Walking Dead”
Greg's framework on talent management:

  • Hiring is easy
  • Firing the clearly bad is manageable
  • The real issue? Keeping the “walking dead” – the average, inoffensive underperformers who drain momentum.

20:21 – Coaching Founders Through Tough Talent Calls
Greg explains his approach as an investor: gently keeping the conversation alive, helping founders reach the inevitable realization themselves.
🗣️ Anecdote: The "5-second hesitation test" from a former board member.

31:27 – Recommended Reading & Interests
📖 The Alchemist by Paulo Coelho – a yearly re-read for Greg
🎒 Outdoor adventure and Alaska documentaries (his son is a bush pilot)

32:52 – How to Connect with Greg Moran

Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success.

🔗 Connect with Alex Rawlings on LinkedIn: https://www.linkedin.com/in/alexrawlings/
🌐 Visit Raw Selection: www.raw-selection.com

00:00
Welcome back to the Royal Selection Private Equity Podcast. Joining us today is Greg Moran, Managing Partner to Evergreen Mountain Equity Partners, a venture capital firm focused on the US investing in the future of work technologies.  We're going to dive into some interesting study that he's been doing on multi nine figure  exit entrepreneurs and what they've seen as trends with those particular individuals,  as well as

00:29
hiring, firing, running a business, running an investment firm,  and lots of other stuff. Gray's got lots of little different giveaways that he gives during this process of different testing results, things that you can go through. So uh have your ears pricked, get your pen ready, take some notes, let's dive in.  Gray, if you can share a briefing sign to you, please. Absolutely, yeah, thanks for having me, Alex. Good to  be here. Yeah, uh I'm a multi-exit founder or operator, I've built and scaled.

00:59
um A few large businesses along the way exited those businesses. Then I decided to switch to the other side during my career. I'd raised almost half a billion in capital and decided to go to the other side of the table and uh started a venture capital firm called Evergreen Mountain Equity Partners. um So recently wrote a book, got a documentary series coming out, so all kinds  of different things. I'm not sure what I am anymore, actually. So lots of spare time. Let's put it as that.

01:29
Not much going on there, What's one mistake that you see private equity venture or portfolio companies making and what would you suggest to correct them? I think  a couple of big mistakes I see made all the time. Number one, um if you look at where private equity gets involved, and I think it really depends on the different level of the company. One of the things I see a lot is,  I don't know the best way to say this, so I'm just going to

01:57
sort of say it as directly as I can, kind of a fundamental disrespect for the leadership and the management that actually built the company to that scale. I've seen this a lot at a little bit later stage, private equity, where you have a company that's had a lot of success. They've gotten to 20, 30 million in ARR, and private equity will come in with the playbook, right? Quote unquote, if you're listening to this, I'm using the quote signal with my finger.

02:26
But where they're really kind of stripping the heart and soul out of the company, and suddenly what you find is you've got this shell of a company where the culture, the institutional knowledge, and the passion within the business is really lost.  And I think when we were in the heyday of private equity, you could get away with that because you could retrade, retrade, retrade. Today, becoming  that model  doesn't work.

02:55
nearly as well. strip the culture, you strip the heart and soul out of the business. You  got a shell of a company at that point. I think that's on the later stage. Biggest mistake I see on the early stage,  venture firms. I'm a fund manager myself. I started a venture fund. run one.  Everyone talks about the importance of the founder, but it's a lack of really understanding the founder motivations, what's driving this person.

03:21
And how is this person really going to react when they get in the pressure of, of,  uh, of building that, but the pressure, that unique pressure that now when you've got institutional capital behind you, every fund talks about it, but  most funds do not do nearly the level of diligence on the, uh, on the founder that they need to.  Interesting. Well, let's dive in. What do, uh, what are you guys doing to do that? Do diligence on the founder, on the owner?

03:51
prior to investment. Yeah, so I've got this kind of unique background, where we built, the businesses I built and the companies I exited uh were all around future of work,  HR, technology.  And  a couple of those businesses were basically behavioral assessment, personality assessment. What we did at Evergreen is we actually went out and we studied uh

04:19
what at the time was about 40 founders today, it's up over a hundred or near nearing a hundred, guess, uh that had this thing in common where they had multiple nine figure exits. Right. And the reason we say multiple nine figure exits, it's, it's really ridiculous to say anybody can do that once because not anybody can do that once,  but you could get lucky once if you are repeatedly building businesses to nine figures and

04:48
and revenue and selling them, that is something truly unique. So we went out and we built essentially an uh archetype model, uh a behavioral model of what commonalities exist within those founders and also where are other founders who maybe haven't achieved that, where are they lacking? So we built this archetype model.  We actually just released a book on it. It's called The Adaptive Innovator. If you're watching this, uh

05:15
If you're watching this, you can see the book there. If you're not, it's the adaptive innovator.  And it's this archetype model that we now use for screening founders and selecting founders within our own portfolio.  know, happy to dive into what that archetype model actually is, but uh we wanted to bring science to founder selection because  there is nothing more important because you're going to pivot, right? Especially at an early stage.

05:44
You're going to have to pivot. You're going to get into the mock. And when you do, you need a founder that's going to be able to navigate your way out of there  with the right motivations, with the right behavioral characteristics. So we wanted to bring science to that process. Tell us about this archetype. Yeah, so  four pillars of the archetype model  under the adaptive innovator model. Number one is creative resilience.

06:11
There's this really interesting thing that happens  with what I would sort of deem world class founders, right? The type of founders that we studied here. They get better as the stakes get higher and adversity climbs. That's where their creativity lies, right? It's the analogy of the boxer getting sent into the corner and they get better and better and better  as they get into the corner.

06:37
That's what world-class founders do. It's a really extraordinary type of resilience that requires adversity. Not only do they not navigate away from it, they lean into the adversity. Number two, it's balanced risk-taking. These world-class founders are not making bet-the-ranch decisions every single day. They're taking risk, but these are calculated risks in a way that they're running a lot of constant experiments. They're running the experiments

07:07
They're looking at it methodically, and then they're seeing of those experiments, okay, now where do I make my bigger bets? Then when they go big, they go really big, but it's based on this constant running of experiments. We call it balance risk taking. Number three uh is what  we call uh humble assertiveness. When we say humble assertiveness, there's this stereotype  of this founder, right?

07:37
that is like the Elon Musk, the whatever, right? That they're the loudest voices in the room. What we found is that these world-class founders are the opposite of that. They have a high level of confidence, a high level of certainty in the vision, in the horizon that  they're looking for.  But what they also though do,  they're the ones usually sitting in the room letting the team fight it out. They're letting the team lead.

08:07
Right? Because  they're not the smartest  person in the They don't want to be the smartest person in the room. So  that  was a really big takeaway that I think was different than what we had expected to see.  And the last is strategic accountability. They are the first person to say, I own the failures, the wins go to the team. They're the first person to say,

08:36
I screwed this up. I screwed it up badly. I own this. Here's what I learned. Here's what I'm doing differently.

08:45
Interesting. I think lots to take from that and some interesting points. How are you guys assessing  this? it sounds like you've the pillars you're now looking for, but how do you know if the person has what you want? We built an assessment. It's actually free. Anybody can take this. um If you go to theadaptiveinnovator.ai, so  THEadaptiveinnovator.ai. uh

09:09
You can take it for free. you're a fund manager and you're listening to this and you want to run founders through it, by all means, go for it. If you're  a founder or CEO building your team, you want to run your team through it, go for it. It's free. For us, our win in that is we get, we're constantly collecting data and it helps us refine our models more. So that's why we're doing it. That's what we use, right? And then we go through a process with that, with the perspective  investment, the founder of the

09:38
of the perspective investment that we're making, we'll go through, we go through a rather lengthy process to really understand,  let's sort of dig into each of these areas more. But the assessment is what really starts it for us. Okay. And so your assessment gives you points on that, it gives you results and uh highlights X, Y, and Z. What's the assessment that you actually ask if you have certain questions? Is it competency based? it  background experience?

10:07
you go into it then? Yeah, there's two components to the assessment, When somebody takes the assessment, there's a competency-based set of questions. It's a question inventory. It takes somebody maybe 15 minutes to take the assessment. It's pretty quick. uh Then there are a number of situational judgment questions, which actually ask  the participant,  puts them in a real world situation. If this were happening, how would you respond?  It's not so much it's even a right or wrong, right? It's more

10:36
What we're trying to do is understand what somebody's going to do when they get in that position that every founder and every CEO, every leader is going to find themselves in, which is this is not going the way I thought it was. This is like the wheels are running down the road wildly in the wrong direction here. I've got to change something. And that's what we want to understand is what is somebody's thought process? How are they going to think and how are they going to handle situations like that? So it's a structured assessment. It takes about 20 minutes to complete or 15 minutes to complete. It's pretty quick.

11:07
Well done. So you've done multiple roles. You've been operator, investor, docu-series, author, all sorts of different things coming through. Looking at your work with your portfolio company, either as an investor or as a chief exec operator, what is one of the bigger challenges that you've had to overcome or your portfolio companies had to overcome? And what did you do? What was the step process you did in order to overcome it?

11:37
um If you're asking  what's the biggest challenge I've personally had to overcome in kind of moving from operator to investor,  it's to fight the urge of trying to solve every problem. em As an operator, you  have to solve every problem, right? That's your job. That's what you do. As an investor, my job is to be there as a sounding board, as a coach, as a mentor, as a...

12:06
guide and sometimes just as a friend, right? To  be there to help our founders and our CEOs within our portfolio think through the problems, but not be the solver, right? It's a big change to make.  And I think for me, I  still don't always get that balance right. And I think that's been the biggest struggle uh for me that I've really had to, uh that I've had to overcome.

12:37
If you're asking me what is the biggest challenge I see our founders having to overcome, it's not thinking big enough. Which is really funny when you think of a venture backed founder, private equity backed founder, you don't think of these people as not being big thinkers, right? They are. But there's always this reversion to...

13:06
incrementalism, right? This reversion to, oh okay, I did  one million in revenue this year, and next year, we really do well, we might be at two and a half or three.

13:22
It's too slow. Right. And this is something that I talked to founders about all the time. Like, look, I'm not saying that's a bad.

13:32
But I want you  to be thinking, how do I get from 1 to 10 next year? How do I take these exponential steps? How do I get, what would it look like to go from 5 to 50 next year? What would actually have to happen for that to occur? Maybe it's completely ridiculous, but I guarantee you it's not impossible.  And  the  time compression.

14:01
of scaling,  that timeline is getting more and more more  compressed because so much more is possible with AI. Where companies can move so much faster and so  much more capital efficient level,  you can start thinking in those terms. But  it's breaking that incrementalist thinking and starting to really help them unlock, but let's see.  That's fine.

14:31
Right. You could go from one to two and a half or go from five to seven and a half, whatever it is. Fine. Great. It's not super exciting. Right. But five to 50 is five to 25 is what would it look like to get there? think that's interesting in giving me some thought around, uh, scale and growth of raw selection. The, if we just think about when we talk about that scaling. So when, when we, when you've cracked the, the bigger picture thinking.

15:01
and the kind of eliminating the limiting beliefs or  just even just thinking bigger is simplicity. What are the things specifically for your businesses, future work technologies companies, what's the next thing that then needs tackling in the most part to enable the growth that you've just mentioned? Tim, I mean, I'm preaching to the choir, you're in the search business, right?  Tim,  if you've got, look, I could sit there and we could...

15:31
We could pound out ideas all day about how do you get, know, what would it look like? What would you have to do? But I guarantee you the thing that's going to be at the top of that list is you're going to have to operate your team  and you know, or you're going to have to change the thinking of your team or you're going to have to add to your team in a different way, right? That it's that that's that's the  single biggest thing.  It's you know, you and this is one of those areas. I think this is one of those areas where private equity has actually done this really well.

16:00
where, you know, that  as you get later in the process, they're really focused on, how do we bring in sort of this next level of talent? But there's no reason that earlier stage founders can't be doing the same thing.  And sometimes that even includes the founder themselves, right? Sometimes there's that awareness that has to be there  that says, look, I am an amazing zero to one entrepreneur. I'm an amazing

16:29
one to 10 million entrepreneur, but on absolutely losing interest once this kind of turns into a quote unquote real company, right? You know, when the entrepreneurship is taken out of it.  And that's,  know, that  I think having that awareness, not only of yourself, but of your team is your team actually the one who can get you there. It's a hard thing. And I'd say more often than not, I hear founders and I hear

16:58
CEOs who have started the companies  making excuses for people.  They're passengers on the plane. They're not flying the plane anymore. That's a hard thing. I mean, I've been there. I've been there many times. It's a terrible thing. It sucks the sole audio sometimes,  but it's real.  For all those in private equity that are listening going, hey, this is just the founders  newsflash. It's not. It's also you.

17:27
who's all the guys been here for 10 years. I'm scared about losing this customer and what we can't do that because of this and,  and, uh, and whatever else we S we see it obviously executive service firm. see every day of average people below average people. Um, even if you want it in private equity, above average people that hold onto roles that are absolutely sucking the earth opportunity and prevents you from hiring exceptional because people want to work with people that are better. it's.

17:56
You know, similar to sport guys, when you hire and bring in your favorite sports team, hires a superstar, brings in a high potential guy  from the draft or whatever it is, there's excitement, there's interest, there's team steps up, everybody levels.  But when you bring in average and you retain average, your superstars become your average. They complain that your average is not happening and then you just become an  slow growing or negative growth organizer.

18:26
It's absolutely. Years ago, Alex, um, this goes back.  I probably think I wrote it 15, maybe more years ago. I wrote a book called,  um, called higher fire in the walking dead.  And the higher part is easy, right? Everybody gets super excited to go hire the next day player. The fire part can be easier. Everyone knows who liked her. Just the,  I don't know if I can swear on this podcast. They, they're crap.

18:53
The shitty players are right.  And like, know,  they know who, those are. And we're  usually pretty quick to fire the like, that really, bottom. It's the walking dead that killed the company, right? It's the people that they're not good enough. But  the perception is the pain of firing them is worse than the damage that they're doing.  And that's.

19:23
And you see this all the time. You end up seeing companies full of walking dead because you're absolutely a hundred percent red. love what you just said. Right. That becomes your average. So if you've got a bell curve and that bell curve is the walking dead, guess what? Like you're reverting to the average. Right. We always do. That's just the law of physics, right? You're going there. So if you're reverting back to, back to that average of the bell curve and your place is full of walking dead.

19:52
Guess what? That's what the team you're building and you're going to be a repellent to A players. What's the conversation? Because you've been in that seat.  I'm in that seat now. I'm building a business. It's hard  to have the  tough conversations, tough decisions. Fortunately, I'm in a human capital intensive business and it all gets shined a light with regards to numbers and figures  with it, which it should be in a private equity business, but not as easy sometimes to identify the person. Yep.

20:21
Is the conversation that you're having now, having been in that operator seat and now in that investor role with your founders when they're hesitant to make the tough calls on people who underperforming?  One thing I'm never going to do is tell our founders to go fire somebody.  There are a lot of times I want to,  but I'm not going  to. So  a lot of times  it's  maintaining the

20:51
conversation with them.  these things don't often happen in  one conversation, right? It's not like I call up a founder and say, you know, I don't like this guy. you know, I don't, this person's not performing well. They really should go. Although I'll tell you a funny story because I actually did have a board member who used to do that to me all the time. Um, and it was incredibly powerful. I'll tell you the story in second. was pretty funny. But, um, you know, what I, what I think we,

21:21
My job is to keep the pressure  gently on that founder to say, look, let's talk about so-and-so.

21:32
Talk to me about how they're performing. What are they doing? Are you really getting the best you can out of the person? And eventually what you find is that, you know, these are hard decisions. And,  you know, by keeping the sort of gentle pressure on, uh you can... It may take a little while, but that conversation will start to evolve. Because eventually they're going to start to see, yeah, look, there's...

22:01
there's nothing I can do. And also  helping them understand that  the performance of that person is actually impacting everything and it's impacting the future of what they're building. I mean, that's what founders really care intensely about. They're this legacy, personal legacy of what they've...  And if somebody's holding that back, they know it. Most of the time it's getting them to just be willing to say it out loud em because it guaranteed they've been feeling it.

22:32
It's just that queasiness and it's getting them to come out with it out loud. Once they do, it becomes a lot easier. I'll tell you a quick story though. I actually had a board member, uh my last company. If this person's listening, they know exactly who they are. This is one of my favorite human beings in the entire world. His approach was the exact opposite, but it was also super effective. He had the personality where you could do this. He would call me up, I'd get a random phone call and  he speaks in four word sentences.

23:02
call me up and say, outrawence. Good sucks. Right now, what is it?  And this is a real question, right, that he would ask me. And instantly, if I hesitated for even a second, he would say, see, that's right. You hesitated, he sucks.  This was like his approach.  I do not have that personality where I could pull that off, right? But it was a...

23:31
For some people, they can. He was looking for that moment, that moment hesitation, but I guarantee you, every single time he ever did that to me, I already knew what the answer was. The reason he was looking for that five second hesitation is I was trying to come up with an excuse. ah Just a really funny person. If he's listening, he knows exactly who he is. It's a whole layer. He just had the  best approach with this. It was great.

23:57
Big fan of the Jim Rowan quote, the average of the five people you spend the most time with. And if you've got people around you that are pushing you, driving you, making you make the tough calls, making the tough decisions. um Yeah, I've had someone in very similar nature who, uh, throw me very early in, in running my own business. And, um, she just had this conversation with me and she just went, why is this person still in your business? And I was like, oh, this is an issue. Just cut the bullshit. Get out there right now. Let this person go. Put them out of your misery in their misery.

24:27
unless we've all been growing your business. uh That's right. That's right. I've got somebody I work with today, Joe Chou all the time, like, you know what? It's just time to set them free. Yeah. That's point.  right.  Because  the person also knows it, right? mean,  you know it and they know it. It's just, you're going to do this kabuki dance for a while where nobody's going to admit the obvious, right?  Nobody wants to underperform. Nobody wants to do poorly.

24:52
are sometimes people aren't in the right things to achieve that. They're good people, mean, these are people, they're good, they're smart, they're talented people that are going to be a better fit doing something else. you know, there's nothing wrong with that. Like, look, I've been fired before. mean, I think we all have probably been fired, you know, at some point and it's so laugh, like move on, right? Absolutely. So you've got, you mentioned earlier, but you've got a, what sounds like a very exciting project of

25:20
a docuseries on investing and building in different geographies. So just give us a brief shout into that and let us know where we can find it when it does come up. Yeah. So I'm incredibly excited about this. It's very much a passion project for me. We're launching a docuseries that is called Scaling Across Borders. And as I mentioned, I've been investing in future of work technology. I'm very much to become a

25:50
kind of geek when it comes to what is the world of work going to look like in the next decade, in the next three years, five years, 10 years? And one of the things I believe passionately about is that work is becoming very decentralized, right? Remote work was only the version 0.5 of this, but decentralization of work that especially depending on where you are, I'm in the US today.

26:19
ability for a company to scale in the US today, em it's  phenomenally inexpensive. And what it does is it makes founders reliant on venture capital and things like that to try to get it  going. I'm a huge proponent of decentralization of talent.  Looking all over the world for the best talent wherever you can find it and really building an organization to scale globally. em And as we

26:48
As we started going kind of further down this path, I started to look in these different corners of the world uh that people don't necessarily know about. uh Or if they do, there's misperceptions of what these places are. so what we wanted to do  is build a docuseries that really sheds light on these lesser known or misperceived places that are extraordinary sources of talent, of ambition.

27:19
of startup companies to invest,  of governments who are in private sector who are really getting around and building a startup ecosystem. They're incredible places to visit. They have incredible cultures. They have incredible histories, but the world doesn't necessarily know about them. So  that's what we're building is the docu-series called Scaling Across Borders.

27:44
Season one, we're actually, leave tomorrow to go film season one. Season one will drop, episode to start dropping in November, in first week in November. And we're filming season one in Kosovo. Now the perception of Kosovo, you know, I think among a lot of people is somewhere between I have never heard of that place to, isn't there a war there? And the war ended 25 or 30 years ago.

28:13
What Kosovo is today is the youngest country on the planet, and it's the youngest country in Europe by two factors. Number one, it's literally the youngest country. They just celebrated their 25th anniversary as a country. Number two, they have the youngest population in Europe. Average age is something like 28. mean, it's a 27. It's crazy. Extraordinarily well-educated.

28:43
It's phenomenal uh intellectual capital, both in hard sciences, as well as  engineering  and uh other areas. uh the government is extremely proactive, and the private sector is extremely proactive about building an ecosystem there. There's a couple really phenomenal companies who are coming out of there now.  And  it's a place that if you're uh

29:12
an investor or you're a founder. If you're a founder, you should be looking at, you know, could be looking at setting up an operation there, em you know, to really, you're going to get, you you think of like, you know, arbitrage, labor arbitrage in terms of cost, but this is truly like intellectual arbitrage, right? It's, it's extremely cost effective,  but the level of talent is equivalent to what you're going to find anywhere in Europe, anywhere in EMEA, anywhere in the United States.  So

29:40
It's a place, if you're a founder, you should be thinking about how do I start to access this incredible talent pool? And if you're an investor, you should be thinking about how do I start to deploy capital into some of these companies that really can start to build uh globally? So season one is in Kosovo, season two is in Albania. Albania is another wildly interesting place. Literally, it was the North Korea of the  1980s and 90s. em They were the most closed off country in the world.

30:10
uh Today, they're one of the most progressive about starting and building their uh startup ecosystem. It's incredible what they're doing. uh And the companies that are starting to build there and the intellectual capital that's there, but on a extremely capital efficient level.  So uh we film in Albania, the end of October, that season will drop uh in January, but Kosovo is season one. uh

30:39
And,  uh, and then the episodes will start being released  on, um, the episodes will start being released, uh, in first week of November. Somebody wants to follow the journey of  me being,  uh, I'm an investor. I'm an operator. I build companies. What I have never done  is been the host of a docu series. So if you want to see kind of behind the scenes look of like,

31:06
what somebody looks like when they have absolutely no clue what they're doing, trying to build a global talk series. Follow me on any of my social media channels and you'll get a look. We'll be dropping em every day  as we start filming.  What  do you read, watch, listen to that you recommend that others check out?

31:27
Oh man, reading, you know, I tend to read the same books over and over again every year. I mean, I read a lot, obviously of other stuff too, but I just finished reading The Alchemist by Pablo Coelho for the Pablo Coelho. think I literally have read it probably at least once a year, if not twice for 15 years. So probably since it came out, you know, I tend to, you know, so I do tend to read the same stuff

31:57
um Over and over again, I'm a big fan  of documentaries. a big outdoor... I live in the mountains  in Colorado in the US. I'm way up in the mountains.  I'm a big outdoor guy, big hiker, big adventurer, things like that. And I tend to always gravitate toward anything that has to do with outdoor adventure. um I'm generally all over it. My son is... uh

32:26
My son is actually a bush pilot in Alaska, so has probably one of the craziest careers of anybody you will ever meet. I tend to watch a lot of Alaska related documentaries these days, although they usually scare the shit out of me because I'm not going to do these things. But yeah, it's pretty wild. If somebody wishes to reach out, Greg, how best do they get in touch, please? Hit me on my website.

32:52
em If you want to, it's gregmoran.me.  .me. em gregmoran.me. That's the easiest way and that'll kind of connect you to all the different social channels. em Got a newsletter  called Scaling Across Borders that's there. You can subscribe to it. Kind of follow the journey of  as we build this documentary, plus a lot of other growth-oriented stuff. If you want information on the fund itself, em on my fund, it's E-M-E-P. That stands for Evergreen Mountain Equity Partners.

33:22
E-M-E-P dot I-O. Find it there. if you want to take the assessment, I already gave the link for that. It's theadaptiveinnovator.ai. So lots of different ways. I'm pretty active on, real active on LinkedIn. I'm real active on X. Got a YouTube channel that's going to get super active with everything coming out. So I'm not hard to find.

33:50
Thank you very much for coming on, Greg. us an insight into venture, private equity, operating, investing, and all sorts of different other bits as well. Really appreciate you coming onto the podcast. Thank you very much. Yeah, thank you, Alex. Appreciate it. As always, thank you very much for all our listeners for yet again tuning into the Private Equity podcast. Until the next time, keep smashing it, and thank you very much for listening.