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How to Balance Your Edge and Scalability in a Transaction
The first question every manager gets asked is what's their edge and how is that sustainable. I am increasingly struck by the fact that it's these little things that don't scale that maybe provide the most permanent edge but of course also limit the scalability of the strategy. So as you think about Chenmark as a business now with three portfolio companies and constantly looking at more how do you think about that balance between how big you might want this to be if you even I don't want to assume you do want it to be big?