Steve Young on Moving from NFL to Private Equity Leadership

Name: How NFL Legend Steve Young Built a $10 Billion Fund | The Deal
Uploaded: 2026-04-30T08:00:42+00:00
Duration: 24 min 2 s
Channel: Bloomberg Originals
Description: Summary and key takeaways on Steve Young on Moving from NFL to Private Equity Leadership, covering Personal Transition Leaving football behind required a

Bloomberg Originals

Apr 30, 2026

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24 min video

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2 min read

YouTube video ID: e4rTYZYRGao

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Leaving football behind required a literal run away from the sport; the game never leaves you, so you must leave the thing that is over. The day after a professional career ends, greatness from the field is gone and the new field starts at the basement. Starting in the basement means humanizing yourself, accepting that you are not a star in the new arena, and confronting imposter syndrome. Famous athletes often create their own barrier because insecurity fuels the feeling that they do not belong. Yet failure is a core component of both sports and business, giving athletes a master’s in getting back up.

Private Equity Philosophy

HGGC was founded in 2008 on the belief that private equity was broken. The firm reimagines the middle market—not as a spreadsheet‑jockey arena, but as a space defined by human relationships. Imposter syndrome becomes a driver for authenticity and growth when leaders prioritize partnership and athletic discipline. In this model the “score” in business takes care of itself because the fundamental values of partnership and athleticism are front and center.

Leadership Lessons

Great owners treat players as partners rather than chattel. Bill Walsh exemplified this by sharing his proprietary knowledge with assistant coaches, even though they might later become competitors. This “Bill Walsh” knowledge transfer created a repository of philosophy, speeches, and offensive strategies that forced Walsh to continually innovate. Empowerment means trusting team members to run ahead instead of managing them from the side. Leaders should view their positions as “highly fireable” to keep hubris at bay and to maintain humility while managing ownership.

Mechanisms in Action

The empowerment shift flips the traditional dynamic: instead of a leader taking care of the team, the leader empowers the team to take care of the leader. This accelerates performance and creates an unstoppable team dynamic. The abundance mindset turns private equity from a zero‑sum transaction model into a legacy‑building, relationship‑based platform, aligning partnership, athletic discipline, and long‑term value creation.

Takeaways

Transition from a celebrated football career requires athletes to "run" away from the sport and start in the "basement" of a new field, confronting imposter syndrome and using failure as a training ground.
HGGC was founded on the belief that private equity was broken in 2008, and it redefines the middle market by prioritizing human relationships over spreadsheet‑driven transactions.
Empowering teams means treating partners as owners, allowing them to run ahead, and viewing leadership positions as highly fireable to avoid hubris.
Bill Walsh’s practice of sharing his coaching playbook with assistants created a knowledge‑transfer system that forced continual innovation and exemplifies the "spirit of abundance."
Viewing private equity through an abundance mindset transforms it from a zero‑sum model into a legacy‑building platform that aligns partnership, athletic discipline, and long‑term value creation.

Frequently Asked Questions

How does Steve Young describe the shift from transaction‑focused private equity to a partnership model?

He says the shift means the "score" takes care of itself when fundamental values of partnership and athleticism are prioritized, and the middle market is defined by relationships rather than just spreadsheet processes. This creates a legacy‑building, relationship‑based platform.

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Does this page include the full transcript of the video?

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Helpful resources related to this video

If you want to practice or explore the concepts discussed in the video, these commonly used tools may help.

The Score Takes Care Of Itself Book Recommended

This book by Bill Walsh outlines the leadership and management philosophy discussed in the transcript, providing actionable insights on building high-performance teams.

Amazon →

Hardcover Leather Bound Professional Journal

A high-quality journal helps professionals document their 'basement' learning phase, track leadership growth, and reflect on personal development during career transitions.

Amazon →

Books On Private Equity And Finance

Provides foundational knowledge for those interested in the private equity industry and the 'middle market' investment strategies mentioned by the guest.

Amazon →

Books On Mentorship And Leadership Development

These books reinforce the theme of mentorship and the importance of empowering others, which are central to the guest's business philosophy.

Amazon →

Links may be affiliate links. We only include resources that are genuinely relevant to the topic.

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Full Transcript YouTube

- We started a firm basically
around what I learned in,
in football and said,
private equity can be a place
of abundance. And it makes no sense.
Because it should be just transactions.
It should be a zero sum
game. You get what you get.
I get what I get. But great business,
the greatest businesses are
the ones that have that,
that heart, that feeling that, that
there might be other ways to make some
money, that's fine with you.
But to me, that's the way to
make money and make it legacy.
- There's no one quite like
Steve Young, the NFL Hall
of Famer who won three Super Bowls
as a scrambling lefty
quarterback is now making
moves in private equity.
Alex and I caught up with
him in his office at HGGC,
that's the $10 billion firm he
created almost 20 years ago.
We talked to him about ownership, risk
and why he thinks the PE
business needs a new playbook.
All right, so Steve Young,
we, we often start this show
by asking people to introduce themselves.
How do you introduce yourself these days?
- Well, most of everything's at home.
I still have one left in high school.
My little daughter,
Laila, kids in college,
kids outta college, trying
to get people launched.
And so it's like,
I would introduce myself
as an aspirational dad right now
and see if I can, you
know, get people launched.
- So not three time Super Bowl
winner, you know, MVP, Hall
of Famer, co-founder of
a private equity firm.
Just aspirational dad.
- Well, I think if you have,
all politics are local, right?
Yeah. What, how, if
things are good at home,
then things are gonna
be good everywhere else.
And so for me, you know,
it was my old mentor,
Roger Staubach, who told
me when I transitioned,
you know, he said, I said, what?
How do you transition? He goes,
you run. And I go run where?
He goes, run anywhere.
Just get away from football
because football will never leave you,
but you need to leave it.
- Wow.
- And so I thought
that was great advice
because it's really true.
Football never left me,
but you need to leave the
thing that's not, it's over.
And I think that, I don't
wanna drag it around.
Everyone has a dream and a lot
of dreams are, you know, my,
my dream is to play football
and play professional football,
and you get the dream comes
true, but it is gonna end.
And the day it ends, the day
before it ends, you one
of the best in the world.
Great. The next day you
wake up, that's gone.
What are you great at? And
the truth is nothing. Right?
I'm not great at anything else.
- I talk about it all the
time, Steve, is this whole idea
of it's not from penthouse to penthouse.
And what I mean by that
is you played for 15,
20 years and you're in the penthouse.
That doesn't mean that you
come to the business world
and you're gonna be in the penthouse.
Now you don't start in the
third floor or the lobby.
You actually have to start in the basement
and humanize yourself
and have the humility to
start from the ground up,
just like you did in the minor leagues in
baseball or football.
And that's an interesting, I
do have a question for you,
following up on what you just said.
When you walk into an investor meeting
or a company you're trying to buy, I find
that sometimes being an
athlete, the greater you are
and even the more famous you are,
that almost works against you
How have you, have
you dealt with that at all?
- So it's funny, for the first 15 years
of this private equity journey,
I tried to avoid it.
And I almost, and if it came
up, I was fine, but I didn't.
I wouldn't, you know,
if it didn't come up,
I was fine with that too.
And I realized over time that it was,
I was the one that was
overwrought about it.
I'm the one that's thinking
about it. Like, no one else.
And and I think it was an investor,
and I'm not gonna name the investor,
but it was a big
investor in one of our funds
and it was a big deal
for us to get them in.
And we finish. He says,
we're done.
He goes, do you mind, I,
there's one last thing
I wanted to ask you.
He is like, yeah. He goes,
please throw me a ball.
Can we go out and have a catch?
And I was like, I was
thinking like, I'm like,
yeah, we go have a catch.
And that's when I was like, stop.
Let's just like- I played, it was great.
If it's helpful, if it's
useful to you in some way,
let's talk about it all day long.
But if it doesn't come
up, let's talk business.
Yeah. Because that's what's fun.
- And so let's talk business,
let's talk about private equity
because as both of you
know, I love private equity.
I, I'm fascinated by it,
but private equity is not
for the faint of heart.
I mean, I think you would agree,
Alex, that like, you know,
you and I look at this
industry together a lot.
There are a lot of easier
things you could have done.
- Yeah.
- Why, why private equity?
- I dunno. We, we, I'd go try
to give the quick answer to that.
I'd gone to law school
while I played, I went
to three Super Bowls while
I was in law school in the
wintertime, but it was really around
getting ready for the transition.
And so because of that, I
thought I'd be a lawyer.
But then I was asked to be
on the board of PowerBar,
which at the time was a meal replacement
for marathoners out of
Berkeley, California.
But for me as a young single guy is like,
that's not meal
replacement, that's dinner.
And so we got famously friends
and he goes, look, join the board.
On the board was the Warren Hellman
and Larry Sonsini,
titans of Silicon Valley.
- Hellman and founder
of Hellman and Friedman.
- And, and Larry Sonsini of
Wilson Sonsini, famous law firm.
And I had a buddy who
had started a business
around an algorithm that
back in, in the mid nineties,
you could go in and fiddle around
with the URLs in the internet and you,
and he said, I figured out an algorithm
that could localize the internet.
Before everyone's time here,
you remember when it's like,
you could put in Palo Alto
or New York hammer
and you'd get a USSR sickle.
Like nothing made sense.
And so I took it to 'em and
said, look, this is not-
and they realized, Steve,
you're a businessman.
You're not a lawyer.
And so that transition,
we built a business and that's
where I met Rich Lawson,
my longtime partner, was building a
business called found.com.
- Wow.
- And we did it while
I was finishing playing,
and that's what started it.
And one of our investors
with Bain Capital and Bob Gay
and Bob saw what we were doing
and then he sponsored us,
but essentially sponsored
me and Rich together
to start a private equity firm.
And that's how it transitioned.
And so I started what
is now HGGC, fifth fund,
and you know, $10 billion later.
- Here you are.
- Here we are.
So Steve, I mean
if you think about 40 years
ago when Henry Kravis
and Steve Schwarzman,
and you start Blackstone and KKR
and Carlisle with David Rubenstein.
And, and so like the big top four,
it was a very small industry,
- Very small.
- If you look 40 years now, you
have thousands-
- 6,000 right?
- Middle market private equity firms.
- So the competition is fierce.
So when you, when it comes
to imposter syndrome, Hall
of Famer, three Super Bowls, law degree.
But now you're asking investors
and institutions to invest in you
and Rich. First time fund,
former football player.
Describe how you felt
when you were in those
boardroom asking for money.
- For early, early, early days.
- The first days.
- You know, it was interesting,
we all agreed in 2008
that private equity was broken. You know,
- Wow.
- I'd seen enough of private
equity for eight years
to say I have that opinion.
And then others have
been back in the KKR days
and the early Bain days and
late eighties, early nineties,
that like the middle market
where the people are, Alex,
it's like, across the
table is not some widget.
It's you and me. Let's work it out.
We got a business size that
is, is really around, it's,
it's not a spreadsheet,
spreadsheet jockey kind of process.
It's people. And, and we
said, we've lost that.
And so in 2008 we started
a firm basically around
what I learned in, in, in
football, which Bill Walsh used
to say, he wrote a book, my
famous Hall of Fame coach,
the score takes care of itself.
In other words, yeah, we
have to return money to you,
but that score will take care
of itself if we have those
fundamental values of partnership
and the, and the and and the,
and the athleticism to be great partners
and use our intellect and
our ability and our, and our,
and our expertise.
And so I, what I had to do,
Alex, you say, as me coming out
of a, a professional career
and the imposter syndrome, I
need to get really smart people
around me fast because I know it's not,
if it's about me, we're in trouble.
But the imposter syndrome sticks around.
- Yeah.
- I mean,
I still think about
sometimes I feel awkward
and a little out of place.
And I, and I think that's
my own weird insecurities.
And I think in a, in a weird
way, insecurities drove me
as a football player.
And in some ways I think some
of the insecurities drive me here,
just be completely authentic about it.
- Yeah, of course.
- I mean, it's hard to say
because I'd love to tell you I'm the king
and get outta my way.
- Right.
- But I think, to be honest about it,
the imposter syndrome is
something that is around,
and I don't know that
it's completely gone.
- You, you may not have
an MBA from Harvard
and neither do I, but the MBA
you got is three Super Bowls
to be in the middle of that
huddle in a pressure situation
in the Super Bowl with 150
million people watching.
It's, you're doing the same
thing in a boardroom, right?
Sending your message. Here's the play,
here's our strategy.
- And it really is about people.
And if you're, if
you're not good at that,
it does devolve, it will, you know,
football is one in relationship.
I, I go back to Bill Walsh,
he used to stand in front
of the team the first day of training camp
and say, we will, I don't
care what play we call,
I don't care what defense
we run, we will win
because we have shared
common experiences together
and an element of love for each other.
- Wow.
- Powerful.
- And I was like, we all,
like, what did he just say?
- Yeah.
- That's insane.
And so I go back to, you know,
the boardroom, the things
that you, you had hit it
right on the head, the things
that I had viscerally
experienced, the stuff that I went
through it, it's a different,
it's not a field, it's not a huddle.
It's a, but it is the same drama,
- Right.
I, I mean, I've gotten to know
you pretty well over, like,
you have an ability to go
pretty deep with people.
Where does that come from?
- Maybe it's my own vulnerability
that I feel to myself.
Like if someone says I suck,
I'm kinda like, huh, I wonder,
let me, let me, let me,
let me look into that.
You know what I mean? And I think that
that vulnerability makes me interested in
what's happening around me.
And I think I watch closely when you play,
and Alex, I don't know how
you'd think about baseball,
but football with the
field, it's, you know,
there's 80,000 witnesses.
There's a clock, there's
a score, you know,
there's a play clock that you
gotta, you gotta go, you know?
And if you pay attention on
the field, the human behavior
that that happens, and to you
and everyone else is the
truth that you cannot lie.
And so, to me, I, I think
whatever my, my vulnerability
or my interest in it just got an expert
jolt from playing all those years.
Like I, I feel like every human
behavior I see in the world
today, I can-
- You saw.
- I see the flaw.
- I mean, did you have
that-
I mean, I'm fascinated by
this idea of translation.
Football's a different
game from, from baseball.
What, what are the things,
what, what are the the
commonalities for you?
- I mean, it is total transparency, right?
Because every time you come to the plate,
you're sitting in front of
Yankee stadium in front
of 50,000 people
and all, you gotta look
at that, that scoreboard.
It's gonna tell you
what's your batting average,
what are RBIs, home runs.
Yeah. OPS, everything.
So you're either gonna get cheered or
booed and it's immediate.
And I think one of the advantages Steve
and I have being former
athletes is we have no
problem saying, Hey, that's my fault.
That's my fault. And we
get our butts kicked over
and over, over again.
In baseball, if you fail 70%
of the time you go to the Hall of Fame.
So you almost have a PhD in failing.
The key is that you have a
master's in getting back up.
And I think that's,
we were talking a little
bit about that earlier.
A lot of people in business
that all they've done is win, win, win.
We're actually perfectly made for business
because business is a sport of failure.
- What I, well, yeah, I love that.
Because in a way, if I
could get all the guys
that are out there going through that
and learning- it's intuitive, right?
It's what, it's, you
can't get into the pros
and not have that happen to you.
And if you could just be aware,
self-aware, as what's-
it's intuitive, but it's not,
you're not necessarily aware of it.
And if you could become
aware of it and watch it
and become as a, as a talent,
you could be easily hireable.
Like if you really take it
in and you notice it.
- Yeah.
And you pay attention to it.
It, it's, again, it's portable.
A hundred percent portable over
into the, you know, another
practice, another, because it's people.
- Alright, so, so I want to introduce
an on-the-fly segment
that I'm gonna call asking
for a friend, because I really
am asking for a friend.
And this isn't so like asking
for me, I'm actually asking
for a friend. Steve, asking for a friend.
If you were to say,
have just bought a couple
basketball teams in the last few
years, you're taking
on the role as an owner
for the first time. You've
been an owner of your firm.
What's the best advice you could give him?
- Fascinating. Treat
your position as highly fireable,
even though it's not, you get
inevitably a little lazy just
'cause I'm safe.
- You're in charge.
Like I can make mistakes and,
you know, and just grow up.
Well, I might get embarrassed.
Someone might write a
bad article about me,
but I'm not, I'm not in, I'm not at risk.
Like I, I just feel like
I want to, I want to,
I want to walk around without the hubris
that I own the place.
- Wow.
- Right.
What I mean, it's like, because,
and I think people will feel,
'cause you walk around with hubris,
you own the place
everyone else like you do.
So I'll, I'll bow,
but it doesn't make me
feel like I wanna go fight.
- Wow.
- And I think that's super powerful.
The other thing is, there's
a, one of the best things
that ever happened to me
when I was playing, I was,
I wasn't flailing around,
I was playing pretty well,
but Mike Shanahan was,
Kyle Shanahan, the coach
of the 49ers, his
dad, he was a great coach
of the Broncos.
And he played, coach
of the 49ers for me.
He turned to me one day
and he said, you know,
I'm a really aggressive play caller.
And I think I spend so much
time trying to make sure
that I don't put you in a bad spot.
But you know what, I start
to feel like I'm holding you back.
So I'm gonna flip the script
and instead of holding you
back, I'm gonna empower you.
You take care of me instead
of me coach, take care of you,
you player, take care of me.
I'm gonna call as hard and
fast as I possibly can.
And if you, you know,
if there's a problem, you deal with it.
- Wow.
And I remember
feeling like this empowerment,
this feeling like I, I, I mean,
I can still feel in the
back of my neck right now.
It's like, let's go do it, let's do that.
And then what came out of
it was this acceleration.
And so I guess my point is trust,
like empower people to
run ahead, not by the side
and not from behind, but to go,
and I've done this in business
and especially in our firm, you're young,
you haven't done it before,
well you're about to
and you know what it might
cost us in the short run,
but running out and forcing
you to kind of do hard things
that are ahead of your
time, you're gonna find out
and we're gonna find out really
fast and then we'll iterate.
- Yeah.
- And it doesn't mean that you fail.
It's just like, let's
iterate, let's get fast.
And, and that's how you empower people.
You have to empower that.
My coach empowered me.
That's what it felt like. And
then I was like, unstoppable.
And if you can get a team
full of empowered people,
you, you can't stop 'em.
- I love that, thank you for that advice
and that, that, that
really means a lot to me.
And I think it's, it's funny
how much alike we, we think
- No, I, we had, we talked
for a few minutes before.
I'm like, we just, I know we
turn, we're gonna turn to butter soon.
We keep going around the
circle.
- Yeah. I try to take
you to dinner and like
actually like keep going.
Because I, you know, it was so good.
- No, but what I've loved
what you, I watch on,
on, on baseball.
I watch you in, you know, a
lot of interviews and stuff.
I know you're, this is
rattling around your,
you're chewing on what I'm chewing
on and that's what I appreciate
- Trying to figure it out.
Yeah. Every day. Que question
for you is, I played for
several amazing owners.
Two of 'em are George Steinbrenner
and Hal Steinbrenner.
They were both great but very different
and both had big impacts in
my life and my business life.
- Talk a little bit about
DeBartolo and also Bill Walsh.
What did they mean to you
and what made them so good?
- Eddie DeBartolo is in
the Pro Football Hall
of Fame as an owner.
He's in there for a lot of reasons,
but to me, the main reason is
he was the first equity owner
of a professional football team for sure.
That looked at the players as partners.
- Mm.
- Everything else, all I'd ever known was,
and I'm gonna, I'm gonna
conflate it, but it was chattel.
And so I think he saw us
like, you're my partner
and we're in this together.
And I think that's the empowerment, right?
It's like, I own the team
and I could, it's in a drawer somewhere.
I got a piece of paper
that says I own it.
- Right.
But I don't pull it. I put in the drawer
and I don't really pull it out.
And you know what, don't
make me pull it out
because I want you to know that.
And his question was always,
I want you to be champions.
What do you need? And so whatever it was,
we'd list it and then we know what he did.
He held us accountable. Like,
I gave you everything
you needed, where is it?
And if we came up short, there's
like, we didn't get it done.
And so we'd have a little, you know,
- There'd be a discussion,
- There'd be a discussion,
but it was like, you talk about
empowerment, I always felt
like we were in it together.
And I think that's a super
powerful feeling from an owner.
- Yeah.
- That's unusual.
And then Bill only accentuated
that he was somebody
that was worried in 1987, 1992.
He was worried about
hydration and nutrition
and sleep and mental health.
And, and not only was the
West Coast offense ahead of,
he was ahead of time in everything.
- Wow.
- They're both one of one.
- Yeah.
- And I, and I ran into both of 'em
and it's a, it's a miracle.
It's how many athletes that
I know, amazing athletes
that never ran into someone like that.
Either a coach or an owner.
And really toiled in general anonymity
because they never got to a
place that could be like that.
- And, and just to chew on that,
'cause I'm obsessed with like great coach
and a great leadership
Bill Walsh I've admired
for a long time.
Yeah. You know, should back
when you played-
- He's all of that.
- Was it that he was
just a great visionary,
a great offensive mind,
great connector, EQ, what,
what was his greatness?
- Okay, all of that.
But I'm gonna give you,
I joined the team first meeting.
He's talking about love and everything.
Someone's over in the corner
with a big camera filming it
and walking around, following
him down the hall, out
to the practice field.
And I'm like, what is this?
You know, are they doing a
museum or what, you know, what is this?
Because he was, he was
already won Super Bowls.
He's like, maybe there's, I
don't know, a documentary.
And no, he was, it took me
some time to figure it out.
But he was developing
what was a repository,
like a physical box of
everything that he was to EQ
to EQ all those speeches,
all the installation,
all the offense, all the,
you know, any, you know,
anything that he'd ever done.
I want it to be in a place
where I could hand it
to my assistant coaches because
my assistant coaches aren't
getting head coaching jobs
and I want him to thrive.
And so he handed to Mike
Holmgren as he went to Green Bay.
- Wow.
- He handed it to Mike Shanahan as he went
to the Denver Broncos and
he handed it to many others.
And he's basically saying
at the height of his career,
here's everything that I am,
here's all my proprietary knowledge.
It's two, three
generations ahead of everybody.
We had a tactical advantage
for 20 years. Right?
And he's handing it out. And it,
and both those guys
told me that as he left,
as they were leaving with this
box of stuff, he said
to them, I'll see you in the championship
game. And we did.
- Yeah. Wow.
- And then sometimes they beat us.
Like, what, what are we doing?
He goes, Steve, if we, I knew
I had a tactical advantage,
but I knew it was gonna be like
a, it's like a glide slope.
It's not gonna stay the same.
It's going to, it's gonna wane.
So as it as it settles, if
I don't reinvent myself off
of the same off of me,
and I knew if I handed
it to 'em, I'd be out,
They'd sharpen my saw.
- Right.
- I was like,
- Mm,
- That's, that's abundance.
- And so, you know,
I know you think a lot
about this Steve and,
and Alex does too.
What, what's the version of that
that you use in your current life?
You know, what is the spirit of abundance?
What is the, okay, it's easy
focusing on the transition.
It's actually really easy.
What does it look like?
- Think about transaction,
think about the roots
of private equity are
we're gonna make a deal.
Right? And if the, and if the deal sits
as a spreadsheet in front of you,
but there is a way to now take
that as a base of transaction
and create a space where we start
to look at the full measure
of what you'd like to do.
And the full measure of what
we, the, the restrictions
and the abundance of what we can do.
And let's see if we
can find ways together.
And you have, it has, it's aspirational.
You have to do it every day. You have
to talk about it every day.
You have to believe it every day.
You have to go into the
relationship that way.
When things get tough, you gotta remind
yourself that that's what it is.
And so I've taken from my previous life
and said, private equity can be a place
of abundance. It makes no sense.
because it should be just transactions.
It should be a zero sum
game. You get what you get.
I get what I get. But great business,
the greatest businesses are
the ones that have that,
that heart, that feeling that, that
there might be other ways to make some
money, that's fine with you.
But to me that's the way to
make money and make it legacy.
- As we wrap up, Steve,
I did wanna ask you, and,
and this is very much of a piece of
what we're talking about, your dad,
who I think just recently turned
- 90, 90.
- Grit.
Grit Young.
One line that you, that
you've talked about many times
that I never forget is you told
him you wanted to play in the NFL.
And he said, that's the
dream.
- That's a nice dream. That's
a wonderful dream son.
Less than 1% chance, but
everyone needs a dream.
Hold on to it. But what's the plan?
- What's the plan? So I'll,
I'll, I'll turn this on you now,
as you think about this point
in your career, you know,
you, you've got multiple
partners now in, in this firm.
As you think about this
moment for you in this firm,
in in in private equity,
what's your dream and what's the plan?
- My dream goes back
to my children.
I think it's like, like I
really do wanna pay it forward.
My dream is, and I think it, you know,
I asked my dad the other day 'cause he is
like, you bothered me all my life.
What's your dream? He told me one 110.
So I guess my dream is 110.
- I'm sorry, what is 110?
- 110 years old.
- Oh. Oh, I believe I like
that. I like that. I love that.
- Sorry about that.
You're not old enough to
think about that.
- Yeah, exactly.
- I love it. In about 10 years you'll
be like, I know what 110 is.
- Exactly. He's like 110%. I love
that. I'll always give 110%.
No, no. 110 years old.
- Yeah. Yeah. All right.
Steve Young, this has been a treat
- I've been looking for to this, you guys.
I can't wait. This is a, I mean, I,
I feel like you guys came to talk to me.
I can't, I want more conversation
with you guys really.
- Anytime.
- I wanna, I wanna stay
connected. You, Alex.
- Please.
- I think you and I are chewing
on a lot of the same stuff.
- I love what you're doing.
I have a tremendous amount of
respect and admiration for you.
- Yeah. Me too.

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