A common mistake for emerging managers is pitching LPs solely on the potential for huge returns. Institutional LPs are often more concerned with how a fund's specific strategy, size, and focus align with their overall portfolio construction. Demonstrating a clear, disciplined strategy is more compelling than promising an 8x return.

Leaders often conflate seeing a risk with understanding it. In 2020, officials saw COVID-19 but didn't understand its airborne spread. Conversely, society understands the risk of drunk driving but fails to see it most of the time. Truly managing risk requires addressing both visibility and comprehension.

The SVB crisis wasn't a traditional bank run caused by bad loans. It was the first instance where the speed of the internet and digital fund transfers outpaced regulatory reaction, turning a manageable asset-liability mismatch into a systemic crisis. This highlights a new type of technological 'tail risk' for modern banking.

Silicon Valley Bank was already a member of deposit networks that could have prevented its collapse. However, 94% of its deposits remained uninsured because the bank failed to actually use the tools at its disposal. This reveals that the mere existence of a solution is worthless without proper implementation, integration, and incentives for adoption within an organization.

The primary decision-makers for mass-market 401(k) plans are often HR or finance teams, not investors. To shield their companies from employee lawsuits, they have historically prioritized funds with the lowest fees, creating a massive structural barrier for higher-fee alternative investments to gain traction.

Conventional definitions of risk, like volatility, are flawed. True risk is an event you did not anticipate that forces you to abandon your strategy at a bad time. Foreseeable events, like a 50% market crash, are not risks but rather expected parts of the market cycle that a robust strategy should be built to withstand.

Unlike startups, institutions like CPPIB that must endure for 75+ years need to be the "exact opposite of a founder culture." The focus is on institutionalizing processes so the organization operates independently of any single individual, ensuring stability and succession over many generations of leadership.

CEO Sim Shabalala argues that a bank's largest risk factor is "country risk." By promoting societal growth and inclusion, the bank creates a more stable operating environment, which directly reduces its cost of capital and debt.

A fund manager's fiduciary duty incentivizes them to trade potentially higher, more volatile returns for guaranteed, quicker multiples (e.g., a 3.5x over a 7x). Unlike a personal investor who can accept high dispersion (big winners, total losses), a GP must prioritize returning capital to LPs like pensions and endowments.