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And we looked more like an industrial conglomerate than — RITHOLTZ: That’s where I was going to go. When I came up in the industry, when a company would come up for sale, we would have four or five months to research that business, and to do duediligence, and to meet the management team, to build our models.
KLINSKY: — that, you know, when we found it, it was a very messed-up conglomerate doing race track tote boards and defense electronics. And the investment bankers at that time were just — every time we went to a meeting on duediligence, is this a good company or not, all they wanted to do was talk about the fee splits.
DAMODARAN: Or it could be some unique characteristic, pensionfunds pay no taxes. DAMODARAN: We’re going to do our duediligence. We also tell them to do duediligence. This is a conglomerate in the 1970s. RITHOLTZ: Right. DAMODARAN: — subsets to the market. RITHOLTZ: Right.
officials allege: Senior executives at Quebec’s provincial pensionfund manager tried to win contracts by paying Indian officials hundreds of millions of dollars in bribes and interfered with corruption investigations in the United States, American prosecutors allege. In 2019, his company, Adani Green Energy Ltd.,
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