A capital business

We do no due diligence. My due diligence is to look into their eyes, basically. We went into department stores—but we didn’t think of ourselves as department store guys, or we didn’t think of ourselves as steel guys, or tire guys, or anything of that sort. So we’ve thought of ourselves as having capital to allocate. If you start with a given industry focus and you spend your whole time working on a way to make a better tire, or whatever it may be, I think it’s hard to have the flexibility of mind that you have if you just think you have a large—hopefully large—and growing pile of capital, and trying to figure out what is the … best next move that you can make with that capital. And I think we do have a real advantage that way.