Aug 20, 2026 · 58 min · 12 segments
Bill Stone, Founder and CEO of SS&C How do you keep buying companies without eventually losing control of the company you built? SS&C…
Bill StoneGuestKison PatelHost[laughs] Bill, the one thing I honestly wanted to... just to be blunt, what I wanna learn from you today, take as aspiration, 'cause I wanna, like, work towards being like you when I grow up, one of the things that I noticed is that you did an incredibly jo- good job of, like, preserving your wealth.
We've all seen the fable exits where founder gets, like, multi-billion-dollar exit, but they really don't get much out of it because they end up raising more than what they sold for.
And the common thread I was trying to pull on that was you built a business in the beginning that was organic and built it to a certain point.
But when you then introduced acquisitions and then you're able to continue growing and really protect that ownership as you went through all these different events, whether it was debt, equity raises, and so forth, but what's your key to doing that? How do you sort of get that level of protection?

Now, what you have to realize is if you end up diluting yourself with equity raises or other things, ultimately is you're not an owner anymore, you're an employee.

So you need to make sure that you understand that part of your power, part of your ability to lead is that you also have the biggest stake in the company, and it's very important to you.

They always wanna do a deal, and you gotta be careful that you don't get diluted when you do deals to the point where you don't own anything.

I was always very cognizant of making sure that my equity position, even when I went private with Carlyle, they bought seventy percent of us, but I own thirty.

And then when we went public again in two thousand and ten, they started selling off their shares.

You get to learn a lot of things when you work with people that are as smart as the Carlyle people are.

And same thing when General Atlantic Partners invested in SS&C in nineteen ninety-four.

Oh, a good friend of mine is Bill Ford, who's the CEO at General Atlantic Partners, and you learn a lot from those guys.
[laughs] Bill, the one thing I honestly wanted to... just to be blunt, what I wanna learn from you today, take as aspiration, 'cause I wanna, like, work towards being like you when I grow up, one of the things that I noticed is that you did an incredibly jo- good job of, like, preserving your wealth.
We've all seen the fable exits where founder gets, like, multi-billion-dollar exit, but they really don't get much out of it because they end up raising more than what they sold for.
And the common thread I was trying to pull on that was you built a business in the beginning that was organic and built it to a certain point.
But when you then introduced acquisitions and then you're able to continue growing and really protect that ownership as you went through all these different events, whether it was debt, equity raises, and so forth, but what's your key to doing that? How do you sort of get that level of protection?

Now, what you have to realize is if you end up diluting yourself with equity raises or other things, ultimately is you're not an owner anymore, you're an employee.

So you need to make sure that you understand that part of your power, part of your ability to lead is that you also have the biggest stake in the company, and it's very important to you.

They always wanna do a deal, and you gotta be careful that you don't get diluted when you do deals to the point where you don't own anything.

I was always very cognizant of making sure that my equity position, even when I went private with Carlyle, they bought seventy percent of us, but I own thirty.

And then when we went public again in two thousand and ten, they started selling off their shares.

You get to learn a lot of things when you work with people that are as smart as the Carlyle people are.

And same thing when General Atlantic Partners invested in SS&C in nineteen ninety-four.

Oh, a good friend of mine is Bill Ford, who's the CEO at General Atlantic Partners, and you learn a lot from those guys.
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