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Connor Teskey

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99
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2026-03-17
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2026-03-17
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  1. “Absolutely. And we feel that one of the truly enduring competitive advantages of Brookfield and something we spend a lot of time focusing on is always ensuring that we have tremendous access to capital. Because again, when times are great and everyone has access to capital, that doesn't seem as important. But having access to capital when others are not all market participants do, that is incredibly valuable and has proven to be valuable to us across asset classes, geographies, cycles.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  2. “We like to prudently finance all of our businesses, but we always like to ensure that we have some excess capital for something unforeseen. And again, that unforeseen thing could be a positive or a negative. The negative maybe your business plan isn't going quite the way you expect. Having a little bit of capital to ensure that you can keep your covenants on side and give you that run rate to get your business plan back on track, hugely valuable. Similarly, having excess capital for growth, perhaps when others don't, has probably been one of the biggest differentiating factors for Brookfield over cycles and over decades.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  3. “Isn't as obvious as we are huge believers that liquidity is almost consistently undervalued. Liquidity is this funny thing, which is it's every time it's overvalued when you don't need it and it's incredibly undervalued when you do need it. And therefore”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  4. “But what it really ensures for us is if you ever run into something unforeseen, and I say something unforeseen to the downside or equally something unforeseen to the upside, everything that you have to work through is done on an individual basis. And you're never tainting, if you will, an entire portfolio with the dynamics of an individual asset. Obviously people will focus on if you have an asset goes bad, it's nice if that doesn't taint a broader, but it's the same on the upside. If you get an incredible bid for a single asset, but it's stuck in a debt facility that won't let you release it, that inflexibility is not helpful to running your business. So the first thing we do is focus across all of our platforms, non-recourse, asset level, long-duration fixed rate financing. The other thing which probably”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  5. “I like the way you said that. There's two things about how we finance our businesses around the world. One is just the approach we take. We focus on asset level, non-recourse, long-term fixed rate financing. It's sometimes not the cheapest financing, but it has some features that we really like. It takes away that market risk that we talk about about interest or financing cost changes over time. And the other thing is we like to do asset level non-recourse financing. That by choice is harder. You're doing a lot more individual financings rather than just grouping huge portfolios of assets and putting a debt facility over the top of them.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  6. “Consider buying a lower quality business at an exceptionally discounted price. What's interesting today is our business has really focused increasingly on the former. We want to buy extremely high quality businesses where you have incredible visibility into their long-term cash generating profile. And you can have a lot of conviction that that cash flow will be there one year from now, three years from now, five years from now, ten years from now. Because of that, I think there is less stress about trying to extract a bunch of cash in the near term. If you had a lower quality business where it's subject to increased competition, it's subject to perhaps some market variations that aren't in your control. Yeah, you want to de-risk that really fast. Obviously, we'll pull capital out of our businesses whenever we can. But given the types of things we focus on,”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  7. “It's an interesting comment. I would say it's very. Deal specific When we think back over the history of Brookfield, I joined Brookfield about 14 years ago. I remember back then we used to say there were really almost two different types of investments we would target. You would either want to buy high quality businesses at an attractive value or a fair value or you would”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  8. “Shows up on site and says, We're proud to be the new owner of the business. We're going to look to drive some changes as you made it understand. The first one we always focus on, health and safety. And people that get health and safety right tend to be the best operators long term.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  9. “That expertise we have doesn't actually go into the company. It sits above the company and is simply there to support the business from above. In certain cases, and depending on the extent of the turnaround or the operational improvement that we're seeking to do, sometimes we will put our own people into a business to drive change. You made the comment, what is the first 120 days look like? Very important. There are certain standards that we like to implement, you know, 100 days probably too long. Our health and safety standards, our global standards around certain processes and procedures, those are non-negotiables. Those get rolled out right away, but they're generally things everyone can buy into, you know, you acquire a business as a new equity investor. And, you know, a Brookfield representative.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  10. “Investment around the world today, where part of our return bridge, if you will, doesn't come from operational improvement. And then the third thing as a function of our history where we used to be a hundred sense of every dollar we invested today, the largest investor in Brookfield products is still Brookfield's balance sheet. So your question, what does that look like? We've built a platform where we like to think we have best class industry and geographical expertise in the asset classes we invest in. Take power, for example. We have people in every region around the world that we operate that are experienced in operating technical development, power marketing, tax, legal, regulatory compliance. And when we buy a business, we bring that expertise to bear. Most of the time,”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  11. “It's funny Brookfield is a unique in the alternative asset management space. We come from a background of being direct owner operators of businesses. I don't know if everyone knows this. Brookfield and its predecessor companies were founded around 1900. And for the first hundred years of our history, we were not an asset manager. We were essentially an industrial conglomerate directly owning and operating businesses ourselves. And that history really informs our approach today. We like high quality businesses that would be comfortable owning directly over the long term. We tend to be slightly longer term holders of assets. We take a very hands-on direct owner operator approach to our investments. I would say this. There's not an”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  12. “A complete revitalization of the nuclear power generation sector around the world. And Westinghouse was absolutely at the forefront of that. So we focused on the downside. We made sure our downside was protected. Our base case of an attractive return was delivered by things within our control, but there was asymmetric upside if some uncontrollable things that we thought or hoped would happen did, but we didn't need them to to have a good outcome. In that case, we had a very, very good outcome.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  13. “By any means, but it was a market leader, it was critical to the global supply chain of nuclear power, which at the time was not growing, but had a very, very long life tail to it, of which Westinghouse was a critical supplier. And we felt it was an industrial operating business that could be run better using some of our operational expertise in other industrial businesses that could be brought to bear. And I can tell you we spent all of our time focused on the downside. And what was interesting is that proved out to be right. You know, Westinghouse is a market leader. It is absolutely critical to the supply chain. We were able to drive significant operating efficiency within that business. All of that would have led to a very good outcome. And then we got the upside, which is there was.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  14. “Westinghouse is probably a good example of sometimes we get asked what's an investment committee process or what's that iterative process like? We focus a huge amount of time. The vast majority of the discussion will be focused on the downside. We like to believe that if you buy high quality businesses in good markets that have strong downside protection, if you underrate the worst case scenario really, really well, the base case or the expected case will end up being very attractive. And Westinghouse was a great example of that.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  15. “Sure, but even if they aren't, you would pull their expertise in. I think one of the unique things about our Our approach is there really are no walls at Brookfield. And we really intone from the top in how we develop people, even in how we compensate people. We really encourage collaboration such that when the firm has an opportunity. It doesn't matter what someone's title is or what region they work in or what investment strategy they spend the majority of their time on if there is an individual within the organization that can be additive to an investment we're trying to do or an initiative within the company, we pull them in, even if it's a private equity investment, if there's someone within our infrastructure business that can bring value, they get looped in. It doesn't matter what the job description on their business card is.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  16. “Verticals from almost a product perspective. It's incredibly collaborative with almost immense effort put in to consciously ensuring that we're always sharing information and perspectives.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  17. “Still have time to take that feedback away, maybe do a little bit more diligence, maybe tweak the deal a little bit well before you go for a final investment committee approval. Shane, the other thing you mentioned there, I always give this example is Brookfield really runs like a partnership. And I've been fortunate to have helped build the power business over the last 10 years and led it for the last five. I'll give this example on a day-to-day basis when I was just starting to lead the power business. I didn't necessarily have a whole lot to do day-to-day with our real estate business. But if I hadn't talked to Brian Kingston, who's one of the senior guys in our firm who was leading our real estate business at the time, one of us would phone at each other every two or three weeks. What are you seeing? What's working in your business? What isn't working? Where are you seeing demand? Where are you seeing capital flows? There is that constant interaction. The business does not operate in silos. Despite operating in four variables,”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  18. “Our investment teams around the world through the life cycle of the investment, they are constantly iterating with not only the members of the investment committee, but the leaders of that platform to get feedback along the way, make sure they're building consensus. No deal is perfect. There's always unique dynamics or nuances. They're making the appropriate men and women aware of those, getting feedback. A lot of our businesses have a process where there is a very, very detailed review. Three to four weeks ahead of the final investment committee with very senior individuals. And the goal of that almost preliminary meeting, whether sometimes it's called a capital committee or something like that, is that's where you can get really good feedback on an opportunity. You can draw on the experience of the whole business, but you”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  19. “There's two things there. We obviously have an investment committee process that's important because it substantiates approvals and things like that. And it's a process that's communicated to our LP partners. And of course, adhere very closely to that. The one thing I would stress is we don't treat our investment committee like a single discrete one-time event where an opportunity is going to be presented for the first time and then ruled upon, you know, all in a one-hour meeting. Right.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  20. “Risk adjusted returns, we can get in a similar opportunity in another region. We have that central perspective to say, you know what, we're going to allocate our capital to where we're seeing the best opportunities globally and across asset classes.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  21. “When it comes to capital deployment, all capital deployment decisions get brought centrally to a fairly tight group for approval. And it's through that function that a small group at Brookfield can have visibility of everything that's happening around the world, which is just good for perspective and controls and things like that. But it allows us to get the growth of having local boots on the ground, but also the ability to manage and oversee everything. The underappreciated benefit of that model is it gives us incredible global perspective. If one of the teams in one of our regions around the world is bringing forward an opportunity, it might be the best opportunity we've seen in that region in 12 or 18 or 24 months. But if it's not holding a candle to the...”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  22. “And the obvious question is how do you manage that if you're in all these different regions and asset classes around the world? We've pursued a model where those local teams are given the responsibility and the autonomy and the accountability to source, execute, and operate very independently. And we want those teams to know those markets inside and out, see all the local dynamics hopefully before others, see the dynamics that our value creation opportunities and position our businesses to capture that value, see the risks that are coming and position our businesses to mitigate those risks. And while we give those local teams lots of independence and autonomy to source, execute, and operate.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  23. “We're very fortunate to have an extremely large platform that is very global in nature. And what's been built over a number of years now is a unique business where everywhere we either seek to invest or we own, operate, and manage assets, we like to have”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  24. “The other point that's perhaps interesting is sometimes we get asked, why do things get turned down during an investment process at Brookfield? And of course, there's a pretty wide range of things, but I would say of deals that we choose to pursue, but then in diligence or in structuring, decide to walk away, there's two reasons that are most common. One, we don't like the revenue construct or the corporate credit counterparty that backstops that revenue construct. That would be reason one. Or reason two, it's too much construction or development risk relative to the return that the opportunity generates. I would say those across our infrastructure business, across our real estate business, across our power business, those are absolutely the two most common reasons we choose. Not to do a deal after initially reviewing it.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  25. “What if it changes? So, two things that are interesting there. One, the amazing thing about, we'll call it AI infrastructure today is who are your counterparties Are literally the greatest companies in the world, the highest credit quality counterparties in the world, the large tech companies. They're the greatest companies in the world today. They're almost undoubtedly the greatest companies of all time. That is the corporate credit counterparty risk you are taking, which is as good as we've ever seen.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  26. “Long term offtake typically with an extremely high credit quality counterparty, either one of the big global hyperscalers or a sovereign offtake.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  27. “Six, seven years ago, when an investor was investing in a data center, they were really funding the rack in the shell against a long-term offtake, typically with a hyperscaler, long-term taker pay inflation-linked offtake. There's three things happening in the space that are expanding that opportunity very rapidly today, and they're all compounding on each other. There's more data centers being built, the data centers that are being built are bigger than the ones that used to get built. And then the third thing is where historically the investor would fund the rack and the shell. Increasingly now that investor is funding the rack, the shell, the chips, the servers, the power supply, the grid connection, the substation, the redundancy, they're funding that whole data center plus the energy supply chain, but it's still all wrapped in that.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  28. “It's very similar. You've got your construction cost, you've got your power supply, and you've got your long-term compute contract. Data centers are fascinating today because it's not that long ago, maybe only”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  29. “You price. It doesn't matter if inflation goes up or down, you've locked in your CapEx. And we do that in our power business. We take a very similar approach to our real estate business, building new real estate on behalf of long-term tenants. We're now doing it in data centers, building gigafactories on the back of long-term contracts with hyperscalers or sovereign offtakes. It's a very repeatable business model where we're comfortable taking operating and development risk. We feel we have an expertise in that, but we work very hard to structure and de-risk out market risk.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  30. “So much of what we do at Brookfield is de-risking different business activities in such a way that we can turn the construction of a project or the operations of a project into a long-term inflation When you build a renewable power plant, let's just say a solar farm, there's really four key drivers of what your end return is going to be. It's your construction cost, it's your revenue offtake, your power purchase agreement, it's your EPC and your financing. We are very fortunate to have built one of the largest renewable power operating and development platforms around the world. Whenever we build a new project, we do not like to put capital in the ground unless we lock in our CapEx contract, our off-take contract, our EPC contract, and our financing contract all at once. Because if you lock in those four things and you execute, it doesn't matter if interest rates go up or down. You've locked in long-term financing. It doesn't matter if power prices go up or down. You've locked in a long-term contracted revenue.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  31. “It put me in a tailspin. I was crushed. I thought that was the end of my career. And then, you know, you wake up the next day with a fresh perspective and you go, it was tough to hear that, that people don't understand what I'm talking about, but so great to learn that now and focus on it. And then you realize that it's not just the ability to do the work, but explain the work. And if you can't do both, it's kind of irrelevant.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  32. “For sure, there's always deals that didn't go well, or let me almost put it as a different way. I remember very early in my career, again, another great mentor. This was very shortly after I joined Brookfield. They made a comment to me, Connor, you're doing really well. I had a bit of a unique background before I joined Brookfield. I didn't really have a financial modeling background or evaluation background. And then I joined a private equity group in an investment position. So I had a pretty steep learning curve at the beginning. And I remember maybe 12 or 14 months in, someone said, you're doing really well. You know, you're picking up the skills, you're producing great work. But when you go to present it, nobody knows what you're talking about. You're trying to explain too much. Your explanations are too complicated. I remember when I got that advice initially.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  33. “Comment or dynamic that I think is sometimes underappreciated is just being available for other people on the team. And there's always people both junior and senior to you that have questions, want to bounce an idea off you want career advice, deal specific advice, and just being available for people and always being willing to make time. And yeah, maybe that means you're taking calls while you're walking through an airport or late at night. But I think it's funny, I don't know that when people think I work hard, it's, you know, I was crunching more Excel models or building more PowerPoint. I almost think it's the availability that People perceive as or represent as working hard.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  34. “There's a lot of people that work really, really hard. I've always felt that that's something within your control that can be a differentiating factor. And it's really two things. One, yes, if you work hard, you have a bigger capacity to do more stuff. That's the obvious one.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  35. “So, this was in 2016. And when I was asked to move to London, concurrent with that move, I switched teams. And people always say, oh, did you want to join renewables? The honest answer is, no, I didn't have some weird desire to or some strong, specific desire to go to renewables. But Bruce and Cyrus Madden, who built our private equity business, asked if I would. And I, of course, said yes. And if they'd asked me to go into infrastructure or real estate, I'd probably have a different business card today. I love the firm and I do whatever they ask me to. Again, I was very fortunate that I joined the Renewables team in the... Early innings of what has been one of the largest and fastest growing industry builds in history”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  36. “When you begin to take the initiative and do those things on your own prerogative, you think you're going to have a really low shooting percentage. And then almost shockingly, positive to the upside, you actually have a much higher shooting percentage than you expect. And that's fun. You start getting stuff done. You start making progress. You start building things with the team around you. And you get some momentum in that almost spirit and excitement just snowballs from there.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  37. “One of the things that was very formative, I would say, in my career was after joining Brookfield, I did four and a half, five years initially in the private equity group in Toronto. And in 2016, I moved to London. And concurrent with that move, I switched to the Renewable Power Team at Brookfield and was part of a small group that was focused on building out a European platform. That was amazing. There is an incredible forcing function of not working in the same office as your boss, if I could say it that way. You're not going to send an email to ask to send an email. You're not going to wait five hours for the time zone to catch up to check something. If you're pretty sure it's right and maybe this is personal to me.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  38. “So, when something feels 90% right, you do that transaction or you do that deal. And the most important thing is you do 10 of them. And you're going to be right nine times out of 10. And that's really, really good. If you wait to try and de-risk everything to the absolute nth degree, amazing. You'll de-risk your transactions. You'll also do none of them. Other things that I think were, you know, maybe just going a little bit further on that point is”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  39. “I do think one thing that perhaps junior investment professionals spend a lot of time focusing on is trying to get the model or the analysis perfect. There's almost a false degree of precision in today's world of Excel. The reality is So many times you just have to overlay good judgment and you have to recognize there are certain things outside of your control that, you know, your Excel model will seem like a certainty but aren't. And then another thing I really attribute to that first mentor and boss I had at Brookfield is, and I might get the exact words wrong, but something along the lines of there's no absolute certainties in this business.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  40. “Least part of the answer has to be good fortune, of course, and good fortune in that was fortunate to work on some transactions and initiatives that were very successful. Good fortune to in a few different places be right place. That gentleman was as much boss as mentor and friend to me and really helped me develop. And while it was early in my career, I think a lot of the things he taught me paid huge dividends down the line.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  41. “Now we look to have a flagship strategy, a mezzanine debt strategy, a super core strategy, a strategy focused on the retail wealth channel. And that's led to using that same consistent and approach and focus of investing, but distributing, packaging it across a wider spectrum of products such that it can be used to service a wider spectrum of partner and clients.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  42. “The global economy has been very consistent. A big part of our business over the last really 10 years has been taking that approach and either packaging it different to meet the needs of a different and growing and increasingly diverse spectrum of LP partners and clients and also distributing those products in different ways. I'll give the example that 10 years ago, I think we had four products. Today we have 60. And what has happened over those four years is we've been very consistent in the verticals we focus on. We focus on infrastructure and real estate and private equity. But within each of those verticals, we used to just have a flagship strategy.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  43. “Assets and services that make up the backbone of the global economy are constantly evolving. We give the example that probably two-thirds, maybe even 70% of what we invest in today was not an investable asset class 15 or 20 years ago. 20 years ago, we invested in hydro dams. Today we invest in solar and nuclear and batteries. 20 years ago, we invested in ports and railroads. We, of course, still invest in ports and railroads, but we also invest in data centers and fiber and telecom towers. So while we've been very consistent and focused on the backbone of the global economy, that, of course, changes over time. The other thing that changes is while our downside focused approach to investing, targeting that backbone of”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  44. “Don't know that the nature of how we invest has changed. There are some things that have changed, but one of the things we love about our business and our approach is we've been very consistent over an exceptionally long period of time. We focus on high quality assets that make up the backbone of the global economy, you know, critical assets or services that really drive the growth and productivity of the communities and countries within which they exist. Now, it's easy to say that we've been very disciplined and focused on that approach and that theme, but there are things that have obviously changed.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  45. “And been very fortunate to watch how Bruce excels in all of that. And hopefully absorb some of it over the last 12 plus years of working together.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  46. “There's no question he's been doing it for 20 years longer than I have. In a lot of ways, I think we've found each other to be very complementary. The job is, of course, we run a very large investment organization. And therefore, the most important thing we do is deploy capital at exceptional returns. That is the bedrock. That is the foundation of our business. That is always what we're going to be known for. But in order to do that at an increasing scale and over a long duration of time, you have to be better at so many other things as well. You have to be very good at building teams. You have to be very good at communicating strategy, communicating and interacting with your clients, your LP partners, your counterparties. It's that breadth beyond just the investment.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  47. “Secondly, I would say very forward looking. We learn a lot from the past, but we don't spend a lot of time dwelling on it, if I can say it that way. And then, you know, that importance of culture, the scale of what has been built and often why I feel it's so underappreciated is because one of the big cultural aspects of Brookfield is almost worry about putting others in a position to succeed more than yourself. And Bruce certainly embodies that, as do others. And therefore, I don't think they always get the credit for what they've built, but we're very fortunate now to have this exceptional platform that is on the absolute front of some of the largest, most enduring and most attractive investment themes that have been running for three or four or five years. Going to continue to run for one or two decades going forward.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  48. “That's a pretty high bar to exceed. I think what Bruce has built. Amazing and quite frankly, underappreciated. In particular, not only the investment platform and the asset base, but equally the culture. And I think it's that culture that will ensure that we can keep growing and keep building the way Bruce and other members of senior management have built up the firm for the last two plus decades. In terms of some of the things that Bruce has done and not just Bruce, but Bruce and other members of senior management is they're incredibly balanced. When there are big moves in the market, they're very measured in terms of how they respond and how they think through changing dynamics”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source

  49. “So our business today is really built around raising capital from the largest pools of money around the world and then turning around and deploying that capital into the largest and most attractive investment themes around the world. As a result, we are a very global business. We raise money all over the world. And then equally, we deploy it into 60 of the biggest countries and markets. Undoubtedly, our biggest markets continue to be the United States and Western Europe, but we are truly a global business today with operations across Asia Pac, India, the Middle East, and South America as well.”

    2026-03-17 · The Knowledge Project with Shane Parrish · Beating the Market: Connor Teskey, CEO Brookfield Asset Management · IDENTIFIED FROM THE TRANSCRIPT · source