Patient capital

I mean, C5Cs does it, CICRI does it.

We have to ensure that we have the resources and the patient capital in the Caribbean region that can work with a project owner to really make sure that their project is investable.

So like you said, Grant funding to ensure that they can do pre-visibility studies.

I mean, Caribbean Export, we offer that.

We don't really... do a lot of equity investments in the Caribbean.

We don't have a lot of venture capital funds in the region.

We don't have that patient capital.

You know, you brought up that we have the good ideas.

It's about longitudinally making transformational impact, right? Going for the root causes and sticking with it for years and being patient.

So think patient capital for later.

Oh, yeah.

Right.

This episode also features part one of our conversation with Ryan Regal, G4 chairman of the board and CEO of cookware and kitchen product company, Regal Holdings.

He talks about what patient capital actually means day to day, the internal framework he built called the Regal Way, and how one hundred and fifteen years of institutional memory shapes the way his company responds to a crisis to this day.

But first, here's part two of our conversation with Trey Travis, third generation vice president of operations at Bremen, Georgia-based Southeastern Hose, on why investing in the next generation of employees matters so much to the business, and what taking the long view really means when you don't have to answer to quarterly earnings.

A- a- and you were talking, you know, earlier about, you know, preserving that culture as you bring new folks in, and you have some...

... that doesn't cost that much per person.

In this interview, we chat with Ryan Regal, chairman of the board and CEO of cookware and kitchen product company Regal Holdings, whose roots trace back one hundred and fifteen years.

Now the fourth generation to lead the business, Regal talks about what patient capital means in practice, the internal playbook he built for the company called The Regal Way, and how decades of institutional memory, surviving world wars, pandemics, and market crashes, still shape how the company makes decisions under pressure today.

Hi, Ryan.