I was honored with the Stanford Graduate Business School’s 2024 MBA Distinguished Teaching Award and shared and gave a speech about some of the life lessons teaching has taught me.

I was honored with the Stanford Graduate Business School’s 2024 MBA Distinguished Teaching Award and shared and gave a speech about some of the life lessons teaching has taught me.

Over more than two decades at Alpine, we’ve found that the three principles that yield organic growth can be summarized in just six words: Ideal Customer, Irresistible Offer, and Operation Crush.

I delivered a keynote speech at the 10th Annual Booth-Kellogg Entrepreneurship Through Acquisition Conference, about the three principles of leadership and what people typically get wrong.

I was honored to give a Last Lecture for the Stanford Graduate School of Business Class of 2023. Read on for a summary of the message I shared, or watch the entire lecture video.

As Alpine Investors closes on its ninth fund with $4.5B in capital commitments in an oversubscribed process, I reflect on this pivotal moment in Alpine history.

Here’s how our team used what we learned to build a best-in-class hiring function that supercharged our growth

I reflect on five of the best business books I’ve ever read, and what they taught me about life and work.

How shifting Alpine’s mindset in three areas allowed us to achieve results beyond anything we imagined. (Excerpted from my speech at Alpine Investors’ 2022 Growth Summit)

I frequently hear CEOs complain about the “War for Talent”, the “Great Resignation”, and “Work From Home”. There’s a simple framework to help think through these debates.

In Alpine’s 21 years, we have had over 200 firm, departmental or CEO offsites. Here are the “do’s and don’ts” I’ve learned along the way.

We asked ourselves one strategic question which would ultimately change the trajectory of Alpine as well as many of our future portfolio companies.

Learn how great managers use leading indicators to guide their teams to greatness.

We’re supposed to fire people who steal, lie, make the workplace unsafe, don’t show up to work, aren’t capable of doing their jobs, or commit any one of a number of bad acts. But what isn’t obvious about who we should fire in our organizations?

In January 2009, I also started my first-ever engagement with an executive coach named JP Flaum. It was through these coaching calls that I had the realization that changed everything and became one of the greatest turning points for Alpine.

In the twenty years since founding Alpine, I’ve experienced my fair share of ups and downs. But Alpine nearly died before it began. This is the story of my first deal.

As Alpine celebrates its 20th anniversary, I reflect on my 27 years in private equity and the history of the industry as told through five deals: a greeting card company, the deal that inspired Barbarians at the Gate, a $700 mm pig farm, Chainsaw Al, and a tow truck company bought by two young Stanford search funders.

How attributes over experience, extreme empowerment, and building lifetime relationships helps us hire—and retain—the best of the best.

Learn to say “no” and narrow your focus, then scale your bright spots to determine where best to spend your energy.

Addressing our own privilege as we listen and learn while finding our role in fighting racial injustice.