Group 1 - The article discusses the disparity in compensation and responsibilities between the fundraising team and the investment team within the company, questioning why the fundraising team does not have a co-investment mechanism despite being responsible for securing LPs [2][4][6] - There is a critique of the current investment projects being pursued by the company, suggesting that the quality of projects is low, which discourages employees from participating in co-investment [4][5][6] - The author expresses a desire for the opportunity to co-invest in higher-quality projects, indicating that if the projects were more appealing, employees would willingly participate without the need for a forced co-investment policy [8][9][10] Group 2 - The article highlights the evolution of the Chinese mother fund industry towards more refined management practices, emphasizing the need for transparency and better reflection of the industry's current state [13] - A report titled "2024 China Mother Fund Panorama Report" is mentioned, which outlines the latest trends and developments in the Chinese private equity investment sector, including a comprehensive list of LPs [13][15] - The successful conclusion of the first China-Arab Investment Summit is noted, along with the announcement of the 2025 40U40 Outstanding Young Investors list, indicating ongoing engagement and recognition within the investment community [15]