For an investing organization, it's always made up of what I always call the holy trinity of deals—that's addressable market, whatever strategy you choose—people, and money to support it. They have to be consistent. You have a choice. The more money you want to give it, the more ambitious the people you hire, and the larger you set the addressable market, the more you can do.
It's probably wise to start reasonably cautiously and see how it goes. For a new team, it's quite daunting to have investment pressure, if I can put it that way. No one in a high-quality investment organization wants to sit around their investment committee table and feel that they have to do something because they don't have a strong enough pipeline and enough choices. You want to have all those things in balance.
Very simply, the more capital over time you give it, the more you can do, and the more impact you can have.