Several viewers noticed something troubling in my most recent video. I was wearing a Breitling Avenger Chronograph. A number of people reached out privately to ask if everything was alright financially. Others were more direct, suggesting that perhaps the fund was going through a period of “tight liquidity.”

Let me address this head on. The watch sells for under $5,000. I know what it looks like and I appreciate the concern. However, this is a simple misunderstanding.

This was simply a mix-up between my house butler Vincenzo and me.

We had accidentally swapped watches that morning. I saw the watch sitting on the kitchen counter (Calacatta Borghini marble) and assumed it was one of my $100,000+ pieces that I rotate through during the week.

Turns out it was Vincenzo’s. An honest mistake.

Look….when you’re used to operating in a certain tier of horology, sometimes the distinctions between pieces become a bit blurry.

Needless to say, the situation has been corrected internally and standards have been restored.

A small slap on the wrist for Vincenzo.

There’s been a lot of noise lately about private equity in healthcare. Losers love a protest, writing op-eds or think pieces. These are people who suddenly become healthcare policy experts the moment a fund acquires a hospital or specialty practice. Predictably, many of the loudest critics are the same people who will happily march in the streets every time the government makes an “oopsie”.

Not all business is painless. As PE private equity continues to tighten its firm grip around the neck of the healthcare ecosystem, there will inevitably be adjustments — integration challenges, efficiency initiatives, the occasional difficult headline. That’s the reality of bringing structure and capital to a fragmented industry.

But let’s try to keep a little perspective. Have you seen TSA lines recently? There are a LOT of people in this country. More people generally leads to… more deaths. That’s just demographics. It’s a stretch to pin every unfortunate outcome on a buyout fund trying to bring some operational rigor to regional medical practices.

In fact, I’d argue the opposite. Our most recent roll-up of gynecological clinics across the Midwest created tremendous value through scale, pricing discipline, and centralized procurement. The transaction performed so well that I was able to take delivery of a brand new Gulfstream G650, which in many ways is the real story here.

When healthcare operators finally start thinking like investors, everyone (in PE) wins.

Believe me…I SAW THE STORY! About 100 colleagues of mine sent me the story this week about the baby-faced Goldman analysts doing magazine photo shoots. I nearly choked on my espresso (incredible and sourced from Italy).

Apparently a couple of junior bankers decided it would be a good idea to pose for a fashion spread called “The Finest Boys in Finance”. Dressed up in Celine suits, Hermès ties, and talking about their nightlife in Manhattan. According to the article- Goldman’s media team was blindsided but luckily the kids are now reportedly staring down disciplinary action and could even be terminated.

If I had pulled a stunt like that when I was an analyst at Goldman, I wouldn’t be “facing disciplinary action.” I would have been escorted out of the building before the ink on the magazine dried.

Back then you didn’t run around doing fashion spreads and giving interviews about your dating life and favorite martini bars while carrying the Goldman name on your résumé. You kept your head down and you modeled until 3:00am.

Apparently the new generation of Wall Street’s finest thinks the job is content creation.

Little shits.

The reality is this: when you work at a place like Goldman, you’re not just some 24-year-old with a salary and a watch. You’re representing a franchise that spent decades building credibility with CEOs, boards, and sovereign wealth funds.

You don’t cosplay as a finance influencer in Interview Magazine.

You shut up, do the work, and maybe — if you survive long enough — you earn the right to speak publicly.