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And so, as advisors look to leave these big enterprises and go independent, one of the biggest things we need to train them on is the distinction between compliance, legal, and risk. RITHOLTZ: Compliance, legal, and risk. With us, the law firm is basically a customer of MarketCounsel for a lot of our startup work.
Really a, a fascinating combination of legal insight and technology. So we got into Y Combinator the summer of 2016 just off of this legal analytics idea. Okay, I don’t think this legal analytics thing is gonna work out for you. He sounds more like a, a computer science geek than a a, a legal geek.
And I would do legal work for their clients, or give tax advice or do planning or investments. We never used hedge funds, but we used private equity, you know, private lending, you know, very early on for an RIA, we were doing legal tax investments, trust services, planning, all under one roof.
RITHOLTZ: And — and to — for a little context, maybe for some of the audience in America who may not be that familiar with Man Group, this isn’t like a startup. Yes, I did some legal stuff and rank stuff but I, you know, I went in on the weekends when we did the stock certificate count. And it is slightly surreal.
Barry Ritholtz : 00:06:24 So how do you, how do you shift from m and a legal work to structuring derivatives at Goldman? But a component of it was also like thinking through all these like legal and regulatory and quasi legal regimes. You know, it was all this like structuring and like tax and legal and accounting stuff.
You’re working with the legal group doing ERISA work when an opportunity comes up on the Fidelity job board for digital marketing. And so I left a OL for a startup in music. Now, you don’t mention in the book if you were incentivized with stock, but I assume you’re joining a startup. It wasn’t far.
I work for a really senior guy in the investmentbank. We should be like, 00:06:58 [Speaker Changed] It’s 00:06:58 [Speaker Changed] A startup. It was very much a brokerage house with a growing, expanding investmentbank. It wasn’t really a proprietary investing trading culture. In those years.
So I did my thesis on how leveraged buyouts work from the legal and the business side. It was between corporate law and investmentbanking. RITHOLTZ: So even back then, when it was the size that you could take a Christmas picture with everybody in one room at Goldman, they’re still doing investmentbanking.
They combine AI capabilities with deep functional knowledge to address high-volume use cases like Relevance for GTM, Harvey and Flank for Legal, and Sierra for customer service. Executive reporting and knowledge retrieval (Production): A second investmentbank leverages AI Agents to produce monthly executive briefing reports.
HOFFMAN: I moved to New York in 2010, working for a legal trade pub, a competitor of “Bloomberg Law”, “Law 360”, where I was hired, you know, your career is just a series of lucky breaks. At that point, I’d been covering, as you mentioned, investmentbanking, Goldman Sachs for a couple years. RITHOLTZ: Right.
What are the advantages to being an individual making single decision investments into a startup? How, how different is the UK finance from the US and start the startup mentality? 00:19:00 [Speaker Changed] I mean, that’s a well established mature, if you could say mature startup region, correct.
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