| 1 | credentialed portfolio managers bring | | | | | | | 5 | 0.30% |
| 2 | and asset classes in | | | | | | | 5 | 0.30% |
| 3 | classes as well as | | | | | | | 5 | 0.30% |
| 4 | as well as the | | | | | | | 5 | 0.30% |
| 5 | well as the old | | | | | | | 5 | 0.30% |
| 6 | as the old offering | | | | | | | 5 | 0.30% |
| 7 | the old offering investors | | | | | | | 5 | 0.30% |
| 8 | old offering investors a | | | | | | | 5 | 0.30% |
| 9 | offering investors a favorable | | | | | | | 5 | 0.30% |
| 10 | investors a favorable environment | | | | | | | 5 | 0.30% |
| 11 | to quickly evolving industries | | | | | | | 5 | 0.30% |
| 12 | the new hypergrowth asset | | | | | | | 5 | 0.30% |
| 13 | react to quickly evolving | | | | | | | 5 | 0.30% |
| 14 | in which to pursue | | | | | | | 5 | 0.30% |
| 15 | which to pursue capital | | | | | | | 5 | 0.30% |
| 16 | to pursue capital appreciation | | | | | | | 5 | 0.30% |
| 17 | pursue capital appreciation the | | | | | | | 5 | 0.30% |
| 18 | capital appreciation the combination | | | | | | | 5 | 0.30% |
| 19 | appreciation the combination of | | | | | | | 5 | 0.30% |
| 20 | and react to quickly | | | | | | | 5 | 0.30% |
| 21 | asset classes in realtime | | | | | | | 5 | 0.30% |
| 22 | both the new hypergrowth | | | | | | | 5 | 0.30% |
| 23 | to understand and react | | | | | | | 5 | 0.30% |
| 24 | it massive paradigm shifts | | | | | | | 5 | 0.30% |
| 25 | practical industry expertise and | | | | | | | 5 | 0.30% |
| 26 | the new economy has | | | | | | | 5 | 0.30% |
| 27 | new economy has arrived | | | | | | | 5 | 0.30% |
| 28 | economy has arrived bringing | | | | | | | 5 | 0.30% |
| 29 | has arrived bringing with | | | | | | | 5 | 0.30% |
| 30 | arrived bringing with it | | | | | | | 5 | 0.30% |
| 31 | bringing with it massive | | | | | | | 5 | 0.30% |
| 32 | with it massive paradigm | | | | | | | 5 | 0.30% |
| 33 | and disrupting traditional economic | | | | | | | 5 | 0.30% |
| 34 | in both the new | | | | | | | 5 | 0.30% |
| 35 | disrupting traditional economic hierarchies | | | | | | | 5 | 0.30% |
| 36 | traditional economic hierarchies we | | | | | | | 5 | 0.30% |
| 37 | economic hierarchies we feel | | | | | | | 5 | 0.30% |
| 38 | hierarchies we feel that | | | | | | | 5 | 0.30% |
| 39 | we feel that this | | | | | | | 5 | 0.30% |
| 40 | disruption has created opportunity | | | | | | | 5 | 0.30% |