Tiger Sisters - Everything we learned in 29 minutes at Goldman Sachs: the 10 commandments

Episode Date: May 12, 2025

Jean dug up the literal Day 1 handout she received as a Goldman Sachs analyst in 2010 – a yellowed sheet titled “Top 10 Tips for Success at Goldman Sachs” to share the 10 Commandments of Goldman Sachs. In this Part 1 episode we unpack the first five “commandments,” show how they still shape promotions in 2025, and remix them into actionable tactics you can deploy this week.Why hit play• Insider lore – Hear the wild onboarding mantra that had every first‑year paranoid about elevators – and why it still matters for your Slack DMs.• Career accelerators – Jean and Cherie translate each vintage tip into 2025‑ready moves (think “wins folder” + headline‑risk filter).• Pivot pathways – How one self‑assigned daily briefing launched Jean from fund‑of‑funds to consumer‑tech product exec.• Part 2 cliffhanger – Rules 6‑10 drop later in Season 4; binge‑worthiness locked in. ⏰ Timestamps 00:00  Is Goldman a cult?  Vintage “10 Commandments” sheet reveal 🕵️‍♀️ 03:13  Commandment #1 – Own Your Career (+ “wins folder” hack) 📂💪 07:14  Commandment #2 – Challenge Yourself / Defy Intellectual Boredom 🔄🧠 12:11  Commandment #3 – Build Your Network Broadly 🌐🤝 20:27  Commandment #4 – Hold Yourself to the Firm’s Highest Standard 🏆📈 25:40  Commandment #5 – Never Talk Shop in Elevators (and Saunas) 🔇🚪 28:40  Comment your craziest “elevator” moment, subscribe for Rules 6‑10 in part 2! 💖Ready to level‑up?Subscribe & tap the 🔔 so you don’t miss Commandments 6‑10. If this episode saved you even one career headache, drop a comment and rate us ⭐⭐⭐⭐⭐ on Spotify or Apple Podcasts. Know a friend in the analyst grind? Share this episode & grow together!------------------------------------------------------------🐯👯‍♀️ Tiger Sisters — Your Silicon Valley & Wall Street Big SistersDecoding Money • Power • Love✨ New episodes every Monday | Shorts all week  ✨We turn Harvard and Stanford MBA case studies and hard‑won tech & finance lessons into frameworks you can use this week.What you’ll get (and keep)• 🚀 Ivy League Cheat Sheets in 30 min – no $250 K tuition required• Recession‑Proof Personal Finance Rules – salary jumps, automated investing, psychology of money• Networking Scripts that Work – emails/DMs behind Goldman offers, $100M+ deals, & Fortune 500 partnerships• Exclusive Sit‑downs with billionaire investors, unicorn founders, & media powerhouses• Mindset & Life Design Resets – growth mindset drills minus the pricey career coach• Wellness • Fashion • Habit Hacks that survive 12‑hour workdays, travel, and fun• ⬇️ Free Templates & Worksheets linked in episodesWhy trust us?• Cherie Brooke Luo – 100 M+ views demystifying big tech, finance, entrepreneurship, & MBA life• Jean Luo – ex‑Goldman, ex‑Snapchat exec, 50+ AI patents, startup investor & advisorTogether: 4 Ivy degrees • built billion‑dollar product lines • two startups – translated into plain English so anyone can level‑up.👉 Hit Subscribe & tap the 🔔, follow and rate us 5 ⭐️ on Spotify & Apple Podcasts!Share this channel with your friends & let’s level up together.------------------------------------------------------------💛 LET'S CONNECT: ~ CHERIE ~🤳🏻 Instagram – https://www.instagram.com/cherie.brooke 📱 TikTok – https://www.tiktok.com/@cherie.brooke ✍🏻 My Substack – https://cherieluo.substack.com/ 👩🏻‍💻 LinkedIn – https://www.linkedin.com/in/cherie-luo/ ~ JEAN ~🤳🏻 Instagram – https://www.instagram.com/jeanluo_/👩🏻‍💻 LinkedIn – https://www.linkedin.com/in/jeanluo 🎵 Music produced by Sammy Signal https://open.spotify.com/artist/2HsyknHuxhT8RoZfn5rqMS🛍️ ITEMS REFERENCED:🍵 Sisters Matcha & SISTERS Merch: www.sistersmatcha.com🌀 Everything else: https://amzn.to/3z0dx5b

Is Goldman Sachs a cult? I used to work there. Today, we're going to go through the top 10 rules that Goldman Sachs employees must follow. It's basically like the 10 commandments of Goldman Sachs. And don't worry, she can't get fired for saying this stuff because she doesn't work there anymore. I escaped. I'm Sherey. I'm Gene. And where are the Tiger sisters?

In today's episode, we're going to go through Golden Rules number one through five and then stay tuned for a follow-up episode. where we'll do rules six through 10. We want to split this up into two parts because there's a lot of stuff to get through and a lot of stuff to dissect. Okay, so to kick it off, Gene, how did we even come up with this episode? We noticed that you guys really love

the vintage Goldman Sachs lore that I like sprinkle into different episodes. And I remembered that I had this sheet of paper literally from my first day of Goldman Sachs training, which is called the top 10 tips for success at Goldman Sachs. They printed this out. This was part of our training packet.

This is like 2010. This is literally a piece of paper. 15 years old. And I still had it because I had it stuck up on a bulletin board that I just have been dragging around with me every time I moved. And then I remember that I had this sheet of paper. And I was like, wait. Should we frame this?

I think this belongs in a museum because it's a historical artifact actually. It kind of is. It's 15 years old. What other piece of paper is 15? You know what I mean? other than like birth certificates and journal entries. The Gutenberg Bible. Yes, yes, yes.

I think you guys are going to love this episode because looking back on it now, I'm like, these top 10 tips, these kind of, they hit. They hit. Yeah. Yeah. They're so good. So this is what it looks like. I'll see if I can do like a screenshot on screen for you guys.

He had a closer look zoomed in. But for all the people who are listening to this podcast and can't see, it's basically this like yellowing piece of like computer paper that says top 10 tips for success at Goldman Sachs and it has one through 10 and it says Goldman Sachs University on the bottom. It has the old logo. You know they changed the logo now. Oh yeah. It just says GS now. Exactly. This is like actually vintage. I like that. Neither do I. But anyways, it has the old logo and Gene says Goldman Sachs University is here because this is, you know, part of the training for first year analysts who are, you know, coming out of college, new grads. And this is pretty important for new grads because

if you're coming out of school, like you have no professional experience. You have no deal what to do. And so you're 22, you need some sort of training to be like what is okay and what is not okay. This is what it is? Eight by 11. It actually was really helpful. Yeah. Okay. So we'll dive into the first five right after this break. Hey guys, quick break to let you know that we now have merch on sisters matcha.com. We have sweatshirts and t-shirts that we designed yourselves. Go check it out. And please rate us five stars on Spotify and Apple podcasts. These ratings are so important for the distribution and survival of Tiger's sister's podcast. Thank you for your support. Okay, and we're back. And the first one is number one,

manage your own career. Just four words. I think this is really good to tell new grads because what I always say is that no one cares more about your career than you do. You know, no one's going to save you and no one's going to promote you just on a whim. Like you have to be super intentional about managing your own career, planning things out. And I have some thoughts. Like, if you're really driven and you want to get promoted and you're at a big company. Like what you need to do is take things into your own hand. Like for example, when I was a product manager, we have PM ladders. It tells you exactly the criteria that you need to get promoted. Like you can take it from that internal website and then like map yourself to that. Like do I do this now? Do I do this in the future? And you can work with your

manager if you have a supportive one who can help you map that as well. But like no one's going to do that for you unless you care and manage your own career. It's harder at a smaller company because sometimes there isn't like if you're at a startup, there isn't like HR who like kind of creates these internal guidelines for you. So you kind of have to take it into your own hands. But then in that same way, you have to be super proactive getting the visibility that you need. But like no one's going to do this stuff for you. Something that I did that I'm my manager told me to do. I'm so happy that I did this is that you need to create a folder on your computer, your work computer that has all of your wins. So whenever someone like sends you kudos in email like you did great in a presentation or something that you shared one of your deliverables, your output was really good and like you get kudos, like screenshot it and put it into a folder.

It's super important to get these testimonials from colleagues, peers and coworkers for when promotion comes up. And if you're just having a bad day, it's nice to look back into the folder and be like, oh, I did help. You know? Yeah. That's such good advice. that's so that's so directive and actionable and I I wish I had done that I never really did that throughout my career because I didn't get that like very specific piece of advice it's it's not that it's hard to do it's just annoying to do yeah you know what I mean like it's just like the small actions

of just like oh like clocking that like oh this is things that I could include in my future promotion packet saving it screenshoting it whatever and putting it aside like it's not hard it's just so annoying, but like, yeah, it's good. It's a good practice. I think like comparing myself to you, I think you have always been much better at having that more like long term view and doing things in the moment that serve like future you versus I think for me historically like because I started at Goldman Sachs and it was kind of like all about the grind. I was very much ingrained in like always just like grinding. And I think I've always been, I don't know. I think I kind of like got lost in the sauce.

You know what I mean? And I was just like always like working all the time. And I was like, oh, I don't have time to like capture my wins. Like I don't have time to like write down like what happened. Like I don't have time to like it was almost like it's also a little bit different because you're like zillennial and I'm millennial. So like we were all about like grinding and like, you know, having no life. And like that was kind of a point of pride for a lot of people.

And that's what indicated that you were like really good because they would. just like keep pile and work on you if you work good basically. So, but yours is definitely the better way. So take her advice. I guess for me, my point of view, because I've been like kind of indoctrinated in this type of like doing this stuff. Yeah. Is that like, yeah, I believe in grinding really hard, but I also believe in being recognized

for my work. And she's so Gen Z that way. But in a good way, in a good way. And so to be recognized for my work, like I need to have like examples. proof captured along the way. Like, yeah. I'm working not just because for like the satisfaction of working, at least when I was in the corporate world, but like, you know what I mean?

Yeah. So number two is challenge yourself. Defy intellectual boredom. Gene, what did this mean to you and what does that mean to you now? Yeah. So I think I'm going to give most of my examples through my time at Goldman because that's how I kind of like remember these rules best. The example that I can think of is, I guess, was I bored?

ever at Goldman? I mean, we just had like so much work, but also we had to have so much face time that sometimes you were just like sitting at your desk just to like be there at all hours and you weren't necessarily like actively working or you had to take a break. But anyway, so what I did at Goldman was I worked on an investment team and we invested in funds. So we were the internal fund of funds. So we would invest in, you know, long only funds or hedge funds or private equity, like all those sorts of alternatives. What we did was we would interview fund managers. Part of my job or actually I made up this part of my job,

which is I would every single day look at the news to see what happened. And I would like look at specific companies that I was interested in. And I would write up a little report. And then I would send it out to my entire team. And I'd be like, oh, this is what happened at Starbucks today. And like this is like major because XYZ reasons. and this affects the business in ABC ways. And the reason it was helpful is because then whenever we interviewed a manager,

if Starbucks was in their portfolio, we would bring it up. And then we would have like something really specific to ask them about so that we could see like what their investment thesis was around Starbucks and like why they invested it in like, okay, does this affect your investment thesis? It basically was a good way to like frame a conversation. So it was really helpful for all of the like VPs and empties and et cetera on the team. and I just like made it up. Like I just gave myself that little assignment and I would just do it whenever.

So that was kind of I think an example of like defy intellectual boredom. But what I will say, the reason why it ended up being helpful to me in the end is basically was a way for me to kind of like follow my own interests. And I essentially through that realized that I was like, oh, every single time I'm looking in the news, the companies that I keep looking at, are, or the ones I'm most drawn to are mostly the consumer tech companies. And so, like, it was a way for me to kind of understand consumer tech better because it was just something I never was exposed to really in undergrad because I focused, well, I went to

liberal art school, so I studied economics. It was a way for me to, like, learn more about that area. And then that's what led me to realize. I was like, oh, I actually would love to work in consumer tech after this. Like, how? I don't know. But that's what even led me to that realization. I like that you gave yourself homework.

It's like kind of what you need to do at works sometimes to get recognized. And it's definitely providing value to other people and also value to yourself. So it seems like a win-win situation. I love that. I think for the way that I interpreted this one, am I growing? Am I learning? And what do I need to get good at this company? When I looked at this rule, I was like thinking more.

about like times when I was at LinkedIn and I felt bored not learning at the same pace as I was in my first year and a half there and so I think that like really important to constantly check in with yourself like if I'm not learning as quickly and that's something I enjoy I'm not learning as quickly as I was before like what can I do what can I introduce because I am the captain of my own ship I've agency what can I introduce to make this fun again for me and it sounds like you introduced this like, yeah, project for yourself, that was helpful to people. I think that I approached that a lot more recently in the last, like, I don't know, 10 years more as a manager.

So like when you're a manager, you have all these different sort of personalities on your team and people are driven by different things. And some people are really driven by the intellectual pursuit. That is what they care about, like continual learning and being challenged and coming up with something novel that hopefully can be applied to help the business. But it does remind me of like a data scientist. And I came up with this like massively kind of complex hypothesis for him to like chase down and do all this analysis around. And I think we ended up getting a patent around it, actually. It was very groundbreaking. But the reason I did it wasn't so much for myself, but I was more like,

this is what we need to do to retain him, actually, because I could tell that he was getting bored of doing the same thing over and over. I was like, he needs something that will, like, massively challenge him, but also it'll contribute to the business. So how do we come up with that? Okay, so the third rule of Goldman Sachs is build your network and relationships broadly. I think the word broadly needs to be double underlined here because we all know that relationships are important to have, especially in the workplace. But I see, people fall into a trap where they build relationships in a very narrow manner in one of two ways. The first way is people only build relationship with their peers. People who are the same age,

you know, at the same level, maybe in the same cohort, and they're good friends with them and they don't branch out and talk to people in different departments, in different roles and in, you know, different seniority levels. And that really comes to bite them in the butt later on. And I'll get into that. The second bucket that people usually fall into, not as common, but I've seen it happen, is that they kind of ignore their peers and they actually go straight to the top and then they kind of like brown nose with executives and senior leaders. And while that's important for your career, it's not going to make your career. And honestly, I think people can kind of see through that and also dislike that because it gets very political in the workplace. and then your peers may judge you for that and may not be as supportive or helpful in the work environment as they could or would be.

So I think those are the two common buckets. And the reason why the word broadly is double underlined is because you need to get into both buckets. You need to do a mix of both in order to, I think, have the most vibrant and healthy, like relationship building philosophy at work. It can't be one or the other because it will bite you in the butt later on. When it comes to promotions, you need executives to or like senior people to vouch for you. But also when you like leave a company and you really like the people that you work with,

they'll go on to do incredible things and they'll need to vouch for you in a different way, not in a promotion, but if you want to work at a friend's startup or you want to, you know, get into business school or something like that, the community is pretty small and you don't want to ostracize yourself by like alienating yourself from your peers. Very well said. I actually have a good example of this from my Goldman Sachs days specifically. Was this the guy who kicked you under the desk? No. Why would you bring that out?

Sorry. That's my villain origin story. I have just a few, but that is one of them. So just so you guys know, there was another analyst in Gene's year. We talked about this on a previous episode. He wasn't really my year. But anyway, go ahead. But this man kicked Gene repeatedly under her desk.

and it caused a lot of emotional and psychological and I guess physical trauma as well. Sorry to bring that up. Why she bringing this up? Because it's related to the Goldman Sachs lore. Okay. My personal lore, I guess. Yes. Okay, the example.

Just wait until the memoir. That name will not be changed in the memoir. Just one letter. Okay, so my example of this is actually because I had built my network and relationships broadly, that is how I got my next job out of Goldman. I'll tell you how. So non-specifically, like, what I did once I decided I didn't want to work in finance anymore, I wanted to transition to becoming a product manager is I basically just like talk to a million people and try to get as much information as I could about what do you even do at a consumer tech company. Like what could I possibly

do? What am I, you know, qualified to do? And what are the different roles there? So generally, It helped that I had different, like, connections at Goldman or had a lot of friends who could introduce me to other people, either within the company or outside of a company in their own networks, that I could learn from and have coffee chats with. So that's the non-specific one. But then more specifically, Zinga, the company that I later went to, was one of the very few companies that would hire people who didn't have a computer science degree. And the reason was, because the CEO and founder, Mark Pinkus, he came from the finance world. He went to HBS.

And his whole theory was like, hey, like Goldman Sachs and Bain and McKinsey have basically done all this hard work of interviewing and finding the most driven and smart and hardworking people and train them up to be consummate professionals. I can teach them how to be product managers. Like I can teach them these skills that they need to learn. So let me just go and basically poach from these different companies. And they were like, hey, can we talk to your second year analysts who are not going to stay at Goldman and see if anyone wants to come and be a product manager? Wow, that is lucky.

I didn't realize that's how it happened. You didn't know that? No. Oh, so you were recruited out of Goldman to go to Zinka? Yeah. I didn't realize that. Okay, no, but specifically, they only said this to the banking group, right? Because the people that they knew was the TMT banking group.

Right. Oh, TMT. That makes sense, too. Exactly. So tech media and telecom is what it stands for. So they went to the like VPMD of the TMT group and was like, hey, can we talk to your second year analysts? And the only reason that I heard about it is because I had a bunch of peer friends who were all over the company. So like in the TMT group, in the West Coast group and the consumer group, this was banking. So like I had friends on all these different groups. And like I had told them basically that I was interested in working in consumer tech. So then they came to me and they were like, hey, Gene, like, like this company is coming to talk to us. It's like a tech company. Do you want to come to the info session? And then the rest is history.

Yeah. That's how I even got the job. That's how I even knew about it at all is because I had friends who then thought of me and like told me about it and I went. Yeah. Isn't that crazy? I mean, that's why people say like there's like two philosophies. Like they're kind of just like you should, you know, hustle in private.

Like don't let everyone know what you're doing. Yeah. I mean grind. The grind is private. Yeah. Like just show up with your, you know, major round of funding or something after the fact. But on the other hand, there's a lot of people who, like you and I, what we've been doing is building it public and like sharing our ups and downs. Yeah. And like kind of telling people what our goals are, like stating our goals publicly. So that people know about it.

And when they know about it, we're top of mind for people. And you were top of mind in this case. so that your friend could be like pulling you into this. Right. And what's interesting in this case is that these were all my peers. These were like my actual friends who told me about it and had heard about it. It wasn't someone like super senior. Yeah.

And also at the time, that was back when I was a lot more intimidated by senior people. So like I didn't make as many like senior connections, I feel like as Shuri did, like close ones. I think it's also different too because when I worked in tech, the people who are more senior to me are not that much older than me. Whereas the people senior to you are much older than you. Like the people who hold the decision making power. And also, I think the like, they could be your grandparents. Mine could not. I also think the like tenor of the company and the vibe was very different.

Yeah. It's so traditionalist at a financial institution. Yes. And we'll get into that. with the upcoming rules. Did you like my example? Again, very long. Sorry, it was like so long-winded guys, but I need to like give the context.

Can you like, you want to like know the lore, you have to like sit through the context. Oh, God. Okay. Or just read my memoir. Which is unpublished. There's no memoir. There's zero words I've been written.

I'm joking, but I'm not joking. But we want to. We want to write a book. We do want to write a book. Actually, we want to write two books. At least two books. At least two books. Yeah, at least two books. One nonfiction and one fiction. Well, maybe three books then. A children's book. Yeah. I would love that. Okay. Rule number four is hold yourself to the highest standard. This one I think is pretty straightforward. I don't know. No, no. You didn't finish. Oh, what? It goes, hold yourself to the highest standards. The firm. does. Dun, done. A lot about the firm. I don't like that. Oh, oh my God.

We were all about the firm. And then the company, I mean, the building was called campus. It's giving suits. It's giving the TV show suits, the firm. Oh, my God. We were all about the firm. I can't even, I can't, I can't stress it more. That's sickening.

I'm sick. I'm ill. All right. Okay. this is one that was very deeply felt by all of the analysts. I think this is the one where, because one, it's like very easy to grok and they just kind of kept saying it over and over again. And what they used to say all the time is you are an emissary of Goldman Sachs.

You are a representative of Goldman Sachs in anything that you do. Anything that you do, whether it's at work or outside of work, think about, podcast. They used to be like, think about if it was written. as the front page of the New York Times or Financial Times or Wall Street Journal, would you feel comfortable with doing what you're doing, knowing that it would be published on the front page? And they call that headline risk.

I think that's like a common term now. But they used to drill that into us all the time. And I think like we were so freaking paranoid that we were going to do something that was going to somehow be on the cover of the New York Times or the Wall Street Journal. But in a way, it was kind of... Analyst gets crunk at the club at two weeks. am. I guess the negative part of it is that like you're just so afraid of like doing something wrong. But I do see for the company it's very good because you're just so conscious of doing what's

right for the company at all times and like seeing yourself as really like a representative of the firm. But I feel like it kind of hold you back sometimes because like in a very clear example, whenever Gene and I send emails, the amount of time Gene spends like proof of reading her email. And of course, like, it's different depending on you're emailing, whatever. But like, in general, the average amount of time Gene spends versus the average time I spend. I spend way less time. And I'm like, okay, proofread, send. And Jean might read hers more, more thoroughly. Yes, that is a great point. But, okay, I'll get into this a little bit more. The way that it came out in your work is that everything you did had to be immaculate. Like, to the, the reason I'm so careful with my emails is because I was trained that way. Like every single slide you made had to be exactly the right color, exactly the right formatting. Like they would make you change commas, periods, like move things over like one tenth of a millimeter. Like everything you did was truly to the highest standard.

Like that was kind of what we were like known for, right? At like Goldman Sachs is just like being perfect, kind of like being the best of the best. and that was very much ingrained in everything we did, even if it was literally like printing out the packet that was used for the investment team, you know, yeah, committee, investment committee.

Like everything we did, we tried to do to perfection, which I do think like Cherie says, like I still have some remnants of it in everything that I do. But I will say it's something that I think is, this is so like millennial of me or like boomer, but it really is missing in a lot of younger people or like other people today. Like people who have not gone through some sort of like corporate work environment, I'm like,

it's good. Yeah. But like don't you have pride in your work? No, it's about it's for sure a balance. It's I think, well, I think for context, like the VP that I worked for would have like typos in his emails to us all the time. And it would always be like sent from my iPhone. Like he would work so fast because he came from the startup.

world. Yeah. Like if there was something wrong, he would like screenshot it on his phone, like, draw a circle and then send him be like blah, blah, blah. He would just like do things so quickly so that people would also respond quite quickly as well over text or email. It has to be a quick speed of iteration. But I think there's also something to be said about like putting out things that you're proud of. You have to have pride in your work. And maybe that's missing now. But I think about this as operational excellence. Yeah. Like no matter what you put out, it has to clear a bar of like greatness that you have. I think people just have different bars these days.

Like I think the way that I was raised in the corporate world was just like consummate professional like excellence at all times. Anything you do has to be, has to reach the Goldman Sachs bar of excellence, right? Like fucking or else. Or else you get fired. But then what's the big deal? You'll go to Morgan Stanley. it'll be fine.

I know. I was so sad. No, that was not fine with me. I'm just kidding. I mean, at the time. So I think that also brings us to rule number five, our last rule, never talk business in the elevator slash lift. I don't know who calls it a lift.

People in the UK. Yeah. I think this one's interesting. I actually didn't ever hear about this one except from you. And when. Did I like tell you this rule? You did. When you entered the workforce or something?

Exactly. Stop. Yeah. Well, I don't know if you told it to me. right when I entered, but like you maybe told me when I was like in high school or something and I never forgot it. I was so brainwashed guys. Yeah. Well, yeah. I mean, it just kind of reminded me like, just be careful what you say in an elevator because it's super small and like people can't not listen. You know what I mean? Like people are not trying to listen maybe, but they're going to listen.

So then whenever I was in the elevator in LinkedIn, not that I had like trade secrets about the LinkedIn network algorithm or anything, like it just just you don't, you have to be careful what you say. Yeah. And I guess related to like you guys. were always on your toes like at Goldman like this is kind of related to it like you don't want to be the person who ends up on the front page of a newspaper for like outing something about Goldman yeah or just also a lot of things that we did were they were secrets and like if a secret got out you could blow up a deal yeah like a deal that's like worth hundreds of millions of dollars yeah this one's actually such an important rule yeah and also like they used to say like you never know who's in

the elevator, right? People come all the time. Reporters, people who are from like companies that might be on the other side of the deal that you're like talking about of who your client is. Other people who could trade on your information that they shouldn't be trading on. This was just really hammered into us. I love, I don't know why, but this is kind of my favorite rule. Yeah. Just because it's the one that I didn't really know. It's not like super intuitive, you know? Yeah. Because I'm like, la la la, la, la, but now I'm like, anyone can be listening. Like, you know what I mean? This one I just really like. Yeah. It's like you don't know this rule unless someone teaches it to you for a very specific reason. So for everyone out there,

never talk business in the lift. Don't talk shop in the elevator. You don't know who is listening. Also, never talk shop in a sauna. It's very small. I was at a cold punch sauna earlier this week. This is the L.A. version. Yes, this is L.A. Shri lore. And I was talking to my friend and, you know, we're talking about just things between there's other, it's a shared sauna with multiple people. And we like mentioned a name. And as soon as we left the sauna, like someone came up to us and they're like, oh, you know so and so. Were you talking about her? And we're like, oh, yeah, but we didn't say anything bad. We're just saying that like she was having a party and it was great and all this stuff. But then he's just like,

oh, I was there too. But like, you never know who's listening. And we probably should not have said the full name of this person. You know what I mean? But we're like, it's. such a small world, so you have to be like pretty careful. Rees Witherspoon. We were just at her party. It was great. Thank you guys so much for tuning in to this episode of the Tiger Sisters. This is just part one of the 10 commandments of Goldman Sachs. Stay tuned for part two, which is coming up next. Please remember to like, comment, and subscribe. And if you're listening to this on Apple podcast or Spotify, please rate us five stars. It's so important to the survival of Tiger Thanks guys. Bye.

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