PlanB: Modeling Bitcoin’s Value with Scarcity | SALT Talks #126

“Doing nothing, you put [Bitcoin] under the mattress, that particular combination would have outperformed the S&P 500 over the last 10 years, not only in return but also in risk.”

PlanB is a Dutch institutional investor with a legal and quantitative finance background. He created the Bitcoin Stock-to-Flow (S2F) model where he uses scarcity to quantify Bitcoin value. PlanB is currently working as an investment manager in a team managing a multi-billion-dollar balance sheet.

Bitcoin has been the best performing asset of the last one, five and ten years. It represents a very asymmetrical bet, meaning the return is much higher than its volatility. The Bitcoin white paper written by the cryptocurrency’s anonymous creator Satoshi Nakamoto served as the “Aha” moment, laying out the revolutionary technology in simple terms. “I liked the white paper so much. It's a very simple description, nine pages, very elegant, not that mathematical… from there you start your journey.”

It’s common among anyone considering Bitcoin to feel like they are late in getting involved. In reality, Bitcoin is still in the early innings. The asymmetric nature of Bitcoin and its growth potential could see its price go above $300k by the end of 2021.

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SPEAKER

PlanB.jpeg

PlanB

Institutional Investor

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello everyone and welcome back to SALT Talks. My name is John Darsie. I'm the Managing Director of SALT which is a global thought leadership forum and networking platform at the intersection of finance, technology and public policy. SALT Talks are a digital interview series with leading investors, creators and thinkers that we launched during this work from home period. And what we're trying to do on the SALT Talks is replicate the experience that we provide at our global conferences, the SALT Conference, which we host twice a year in a normal environment once in the United States and once internationally, most recently in Abu Dhabi in 2019. We're looking forward to getting back to a normal event calendar hopefully in the second half of 2021.

John Darsie: (00:50)
But what we try to do at our conferences and what we're trying to do on these talks is provide our community a window into the mind of subject matter experts, as well as provide a platform for what we think are big ideas that are shaping the future. And we're breaking ground today on today's SALT Talk. It'll be a first for us here at SALT. We have an anonymous faceless speaker joining us on SALT Talks today, and that anonymous faceless speaker is PlanB.

John Darsie: (01:16)
Welcome to SALT Talks PlanB. PlanB is a Dutch institutional investor who goes by the name @100trillionUSD on Twitter. He has a legal and quantitative finance background but chooses to remain anonymous in the public sphere. He created the bitcoin stock-to-flow model for valuing the price of bitcoin where he uses scarcity to quantify what he thinks is bitcoin's real value. The stock-to-flow model is not only applicable to bitcoin but also to gold, silver, and any other type of asset. PlanB is currently working as an investment manager in a team managing a multi-billion dollar balance sheet.

John Darsie: (01:54)
So why does he call himself PlanB? PlanB refers to an alternative plan for quantitative easing, AKA printing money by central banks, negative interest rates and currency debasement in general. 100trillionUSD is a reference to the Zimbabwe 100 trillion US dollar note that came about during the 2008 period of hyperinflation.

John Darsie: (02:18)
A reminder. If you have any questions for PlanB during today's SALT Talk except questions about who his real identity is because he's not going to give that up, he's probably Satoshi and doesn't want to tell us, but if you have any other questions for PlanB during today's SALT Talk, you can enter them in the Q&A box at the bottom of your video screen on Zoom. And hosting today's talk is Anthony Scaramucci, the founder and managing partner of SkyBridge Capital, a global alternative investment firm. Anthony is also the chairman of SALT. And with that, I'll turn it over to Anthony for the interview.

Anthony Scaramucci: (02:49)
Well PlanB, thanks for joining us. Usually I ask people about their backgrounds, but because you like being anonymous, I'm going to jump right into my questions about your life and what you're doing now. John's accusing you of being Satoshi. Who do you think Satoshi is PlanB?

PlanB: (03:09)
Yeah. Well, first of all, thanks for having me Anthony. I'm really thrilled to be on your show. Let me get that out of the way immediately. I'm not Satoshi, and I don't wish I were because, yeah, what he did is remarkable. The invention of bitcoin and the invention of digital scarcity. I don't know who he is or she or they. Nobody knows. And I think the people that know, that will keep him anonymous and not dox him because the anonymity is very important to bitcoin.

Anthony Scaramucci: (03:50)
And let's take that a little further. I actually think that he or she or that group has already figured out a way to encrypt the way bitcoin is secure. I think that anonymity will stay secure. Just my personal opinion.

Anthony Scaramucci: (04:07)
But let's talk about bitcoin for the neo fight. Let's talk about, wow, I'm reading about bitcoin. I haven't read the bitcoin standard. I haven't read articles related to the blockchain or I haven't been to a symposium, but something is going on in bitcoin where it went to 20,000 or 19 or so thousand in 2017. It crashed down to earth at 3,000 a few years later and now it's back in that sort of let's call it 17 to 20,000 zone, I guess currently at around 18,000. Why should I get involved? Why should I take my intellectual curiosity and be drawn to bitcoin?

PlanB: (04:50)
Yeah, that's simple. Bitcoin is the best performing asset this year, the last five year and last 10 years. And not only on a return-only basis, but also on a risk-adjusted basis. So bitcoin is a very asymmetrical bet. It has the largest sharp ratio that I have ever seen in my entire 25-year career. So it has a sharp ratio of by 2.5. So return is much higher than its volatility. And I know it has extreme volatility, right? It can go 70% or 80% down in a year. It did that three times last 10 years. So it's extremely volatile. It's not for the weak hands like we call them, but it has enormous upside as well and the upside cancels the volatility out. The sharp ratio is very high. So yeah.

PlanB: (05:54)
I think the question for investors to ask is not why should I, not why should I be in bitcoin. It's rather why should I not be in bitcoin from my perspective.

Anthony Scaramucci: (06:07)
And is there a reason why someone shouldn't be in bitcoin PlanB?

PlanB: (06:11)
No. I don't think there is actually. I've heard a lot of reasons also within my company which manages a big pension balance sheet, a bank balance sheet and a life insurance balance sheet. And that is the most difficult decision for them to make of course because it's other people's money. We have legislators, regulators, central banks looking over our shoulder. But for a normal investor or a fund investor I don't think there is any good reason not to invest because the volatility is mentioned as a big risk. It is by definition risk. But it's always mentioned as something that is a reason for not investing in bitcoin.

PlanB: (06:58)
But we as investors know of course that you can manage volatility. You can size your investment. You can as a matter of fact, if you put 1% of your total investment in bitcoin and 99 in cash doing nothing, you put it under the mattress, that particular combination would outperform, would have outperformed the S&P500 over the last 10 years, not only in return but also in risk. So that's, yeah.

Anthony Scaramucci: (07:29)
Listen. It's very compelling. But when did you have your bitcoin aha moment? So I guess it's a two-part question. When did you discover bitcoin, start to do your research and analysis on it? And then when did you have your aha moment?

PlanB: (07:46)
Yeah. I like that question because it seems like everybody goes through a sort of process that takes some time and that journey for me started in 2013, early 2013. I read the white paper because it was mentioned in, I think Zero Hatch or some website. But bitcoin was mentioned, the white paper was mentioned, so I read it. And right there right then was my aha moment because I liked the white paper so much. It's a very simple description, nine pages, very elegant, not that mathematical, just in words what Satoshi did with bitcoin and I recommend everybody to read the white paper before anything else because it's the source. It leads you to all the other people and articles that are mentioned in that white paper. And from there you start your journey.

PlanB: (08:44)
So I started reading books, listening to podcasts. And I wasn't ready to invest until 2015, 2016. But in 2013 when I first saw it, it was $100 and then a couple months later in 2013 it was $1000. So I thought, "Wow. Okay. I missed it. I'm too late." And that feeling by the way never goes away. I still feel I'm too late.

PlanB: (09:12)
But yeah, that took me to the investing part, investing decision was mainly driven at that time, so 2015, 16 when I didn't have a model yet or hadn't quantified it. But it was mainly driven by the notion of scarcity, that the invention that Satoshi Nakamoto did is digital scarcity which is, yeah, sort of an impossible thing. Something can be digital but then it can be copied, so how can it be scarce? How does that work?

PlanB: (09:43)
So it's really a discovery process and it leads into very exotic worlds like cryptography, peer-to-peer networks, mining, proof of work, hashing, those kinds of terms are really, yeah, basic, really essential to get, to learn about. But then, once you start investing, you start feeling the effect of volatility of course but also of the enormous uptrend that's in the asset.

PlanB: (10:17)
So the scarcity, the 21 million is what got me in there. But it was not until 2019 that I really had the desire to have something more, more like a fundamental model that I use in investing professionally as well where I could say a little bit more mathematically about the price and the path for the next couple of years.

Anthony Scaramucci: (10:50)
You're saying something interesting. You're saying that you're too late. But are you too late though or is this the beginning really? Or are we still in the first innings of bitcoin? Yes, I know 2014 bitcoin traded at $154 per coin and it's now 18,000 and so that looks late. But when you think about the potential for bitcoin, are we still in the early innings?

PlanB: (11:15)
We are, definitely. We're not late. But it's more the feeling that everybody who goes in has the feeling that he's late. I had that feeling at, well, around 400 because I missed the hundred part and before me of course there were people entering at 10 or one or even below a dollar, right?

Anthony Scaramucci: (11:35)
Of course.

PlanB: (11:36)
But yeah, now we're very early. I think in the adoption terminology we would be in the innovator stage, not even the early adopter phase. There's not even 2.5% invested in bitcoin, so we're very, very early. And that's also what my models show because this upside is immense. Yeah, no. It's always scary to enter. You always have the feeling you're late, but you're not.

Anthony Scaramucci: (12:07)
All right. Well, it's a good point. The 21 million, I have to confess you I have not read the white paper but I will now go and read the white paper. But is there a reason for that number? Is that number arbitrary? Or I know they were trying to create scarcity. But why did they pick 21 million or does nobody know that answer?

PlanB: (12:25)
Nobody really knows. And I think it is ... It could be arbitrary. I think it is by the way. So like no. There's no good reason why it shouldn't be any other number.

Anthony Scaramucci: (12:36)
Okay. Your macro view, when you think about price trajectory for bitcoin over the next five years, what do you think it is and why are you so bullish?

PlanB: (12:47)
Yeah. My macro view is also a quant view because my background is very quantitative. I have to have numbers. That's why I made this stock-to-flow model that got me my name. And what that model shows it's based on scarcity on the 21 million and it compares to scarcity. It quantifies it to gold, real estate, silver, diamonds, et cetera, et cetera. If you look at that trajectory, what we had last 10 years, where it could go to the levels of gold and real estate, then I expect bitcoin to do another 10x or 20x.

PlanB: (13:31)
So it will go to well north of 100,000, maybe north of 300,000 before Christmas next year. And that sounds really bullish. That sounds maybe ridiculous to some people, but we've done that three times before and it's this very asymmetric return. Years of nothing, some big crashes and then an enormous bull year that I think that will happen next year and it's typically after halvings.

PlanB: (14:05)
I know you talked about this before in one of the other podcasts, but the supply of bitcoin is halved every four year. And imagine that the gold mining supply would halve. Imagine what that would do to price. That's what you see.

Anthony Scaramucci: (14:21)
So let's go into it. It's being had because this stuff is being taken out of supply. It's basically like a Van Gogh. It can't be replicated and so there's a finite supply of it and it's being taken out of supply which is increasing price. Is that fair to say?

PlanB: (14:38)
Yeah, that's right. Bitcoins are made every 10 minutes in a block. Every 10 minutes all the transactions are put together in a block and the miners make that block. And the miners that found the hash that make the block valid, they get the new bitcoins. It's 6.25 bitcoins at the moment every 10 minutes. That was 12.5. Four years before that it was 25, and it started in January 2009 when Satoshi mined the first block with 50 bitcoins every 10 minutes. So we're now at 6.25. And that will halve for the next 100 years. So yeah, supply will be taken out. If you want bitcoin, you will have to convince somebody else to give it up, to sell it to you. And of course that does something with the price.

PlanB: (15:34)
But fundamentally, from a first principle point of view, scarce assets are worth more than abundant assets. And bitcoin is the first absolute scarce asset. You cannot alter the supply, change the supply. Even when price rises, you cannot increase the supply because it's mathematically in the protocol. And that's very unique because even with gold, if there is a lot of demand, if the price rises and gold price goes let's say 2x, for sure, the mining will increase and miners will do everything to mine more gold, to print more gold if you will. Bitcoin, that cannot happen.

Anthony Scaramucci: (16:21)
You've talked about this stock-to-flow cross asset model for valuing bitcoin. You've invented it. How does that work? Describe it to a lay person.

PlanB: (16:33)
Yeah. So when I read the white paper and later also Saifedean's book, The Bitcoin Standard, I think you had him on the show yesterday.

Anthony Scaramucci: (16:42)
Yes.

PlanB: (16:44)
Beautiful book. Must read. He talks about stock-to-flow as a measure for scarcity. So there you have the two combined. Bitcoin is scarce. How do you measure scarcity? You can do it with stock-to-flow. I knew stock-to-flow from the gold community. Gold investors use stock-to-flow to measure the scarcity of gold and silver and platinum, et cetera. My insight was to relate that to the market values of gold and bitcoin and diamonds and real estate.

PlanB: (17:14)
So I plotted the stock-to-flow, the scarcity on the y-axis or the x-axis and the market value of the total market, bitcoin market, diamond market, real estate market on the y-axis, and also the historical path of bitcoin. And what you see is that there is almost perfect linear relationship between those assets and between bitcoin's path towards the scarcity of gold and real estate. So that's very interesting and mathematically very hard to deny. So yeah, it's a relation between scarcity and value, and you can exploit that.

Anthony Scaramucci: (18:02)
We have some pretty well known people, Stan Druckenmiller, Paul Tudor Jones, Bill Miller, all three are money managers that became billionaires due to their investment acumen. And now even Ray Dalio is starting to warm to crypto. We're starting to see legacy institutions like JP Morgan and Morgan Stanley write positively about bitcoin. The career risk factor seems to have faded away from supporting bitcoin at institutions. But when do you think that fade, if you will, will turn into an asset allocation recommendation for their investors? Obviously Paul Tudor Jones is already in there. So is Stan Druckenmiller and Bill Miller. But when do you think that crossover happens and it becomes more mainstream?

PlanB: (18:54)
I think it goes gradually and it has gone gradually of the last couple of years. Bitcoin is a bit exotic. It's new. So you can't ... Well, most people don't know it, but once you see it and once you get it, once you read the white paper, you get what bitcoin is, then you cannot go back. Once you've seen, you cannot unsee is what I say. And especially if you have a quantitative background. So I guess especially hedge fund guys who are used to spotting opportunities and using quantitative analysis and maybe algos to trade and invest, these investor groups are specifically open to recognizing asymmetric bets like bitcoin. So once they see it, they will go in. It's just too yummy not to.

PlanB: (19:50)
Yeah. So I think it will grow gradually. Also, the gold investors. Gold investors are of course very much into the bitcoin vision of sound money, scarcity. The only problem there is that it's a lot of older guys that don't have IT or programming or necessarily quant background. So you see the gold community divided in two groups, the old ones that want to touch the gold and feel it and want to have it physical, and the newer generation that believes in sound money, shares this view with bitcoin and actually understands what peer-to-peer is and elliptic curve encryption and all those things. So yeah, I think that's how it goes. It goes automatically and it's a momentum that cannot be stopped.

Anthony Scaramucci: (20:47)
You mentioned earlier in our conversation gold as a store of value, real estate as a store of value. The one slightly different thing about these two, and again, gold I think there are some commercial uses and use in jewelry and real estate obviously you can earn rent from real estate or you can get the pleasure of sitting in the home, et cetera. Why do you think bitcoin will rise to that level? Because it doesn't, and again, I'm just playing devil's advocate here for a second, because it doesn't have any of those two components that I just described. So why are you still comfortable with it?

PlanB: (21:33)
Yeah, I like the question. Bitcoin is much more like gold of course because it has no cash flow. It's a commodity. It has no cash flow. You cannot use cash flow models to value it like real estate. With the rent you can actually evaluate it the classic way. But what you see especially right now and in the micro environment with especially since 2008 which by the way is no coincidence that the bitcoin white paper was written in 2008 and published in 2008, that was the height of the global financial crisis of course. And since 2008 we have seen quantitative easing, massive amounts of money printing, stimulus of, well, first to save banks, now with COVID to save the economy. And all that money has to go somewhere. Of course, central banks buy bonds, they buy mortgages and interest rates go down, especially here in Europe where interest rates are negative even in countries that are, well, close to default or actually already over that line, even if those have negative interest rates.

PlanB: (22:54)
So a lot of people have and also companies, hedge funds, but also normal companies we've seen that recently have a big problem what to do with your cash. There is no yield to be made. And we have that too as an institutional investor, investing pension money. Where is the yield? Where can you earn money? There is not much places. So a lot of people go to real estate. Some people go to gold. So I guess a lot of this rise in prices of all these scarce assets, gold, real estate, diamond, silver, bitcoin also has to do with the quantitative easing, the debasement, the printing. You can actually see it in the models as well.

PlanB: (23:44)
So yeah. I think there is even in real estate where there's a lot of utility value of course because you can live in a house, even in real estate there is a big monetary premium at the moment because investors use it as a store of value for it. And you can see it for example in Amsterdam right now. I won't mention names but there is huge asset investors, billion, trillion dollar balance sheets that buy everything in Amsterdam, all the houses, just because there's nothing else where you can put your money in.

Anthony Scaramucci: (24:26)
Yeah. And to your point, if you're inflating the currency or creating more currency, well, those houses will be worth more in those currencies. And there's scarcity to it. I got a couple of more questions. I'm going to turn it over to John Darsie, my colleague here, who's got ... We've got a ton of audience participation today. But before we go to those questions, just two quick questions. Are you a bitcoin maximalist or do you like other digital currencies? Do you think there are other digital currencies that will rise to the level of bitcoin or perhaps compete with it? Or is that over? Obviously Michael Saylor was on, and he sort of felt that that was over. What's your opinion PlanB?

PlanB: (25:11)
Yeah. I'm absolutely a bitcoin maximalist. I think it's winner takes all game, and I think a lot of the confusion there comes from the fact that some people see bitcoin and other coins as products or companies. And you can have multiple products and some product will win and the other product will lose or multiple companies can coexist together which is a very logical view. But bitcoin in my view is not a company. It's a protocol. It's more like TCP/IP. It's more like POP IMAP or HTTP. It's a protocol. And of course you can only have one protocol, especially a money protocol. Why? In my eyes it doesn't make sense to have ... to still have in 2020 and beyond multiple currencies like we have today where it's much, much more efficient to have one monetary protocol which is bitcoin. And yeah. I'm what they call a maximalist, but I don't like the term by the way.

Anthony Scaramucci: (26:21)
Tell me why.

PlanB: (26:23)
I don't know. It was invented by Vitalik Buterin, the inventor of Ethereum coin. It was meant in a bad way. Maximalists sounds like terrorists. It doesn't sound very good. So I'm ...

Anthony Scaramucci: (26:45)
I'll have to start switching my vernacular. I appreciate you giving me some of that etymology of the name. My last question. Then I'm going to turn it over to John. Do you think there'll be a bitcoin ETF in our future?

PlanB: (27:00)
Yeah, we already have one. It's called MicroStrategy.

Anthony Scaramucci: (27:03)
Right, yeah, amen.

PlanB: (27:05)
It's defacto ETF, right? It's listed and it has a big chunk of bitcoin in there. But no. Yeah. I don't know. We should have a bitcoin ETF. It's very strange we don't have one. And once we get it, maybe in a couple of years, but they're stalling it. I don't know for what reason. So there's all kinds of other products, exchange-headed notes, exchange-traded commodities but no exchange traded fund yet. I'm sure we'll get there, but maybe it takes some years to ... Yeah, for some reason they don't allow it yet.

Anthony Scaramucci: (27:47)
John, I'm going to let you take over. I love the name. I got to get one of these hats PlanB. So when this is over, I got to send you my home address, okay? I got to be walking around my town with this hat on so people will have to ask me what that means.

PlanB: (28:03)
I'll get you one.

Anthony Scaramucci: (28:04)
All right. That's a deal. All right, go ahead John. I know you got tons of questions.

John Darsie: (28:08)
Yep. All right PlanB. So Anthony referred earlier to the fact that a lot of big names in the investment management industry are now espousing the virtues of bitcoin and in many cases buying it either in their hedge fund portfolios or in their personal portfolios. How do you think the evolution of the base of asset owners for bitcoin that now includes so many strong hands like a Paul Tudor Jones or a Bill Miller or a Stan Druckenmiller, how do you think that affects the way bitcoin will trade and ultimately could potentially suppress volatility as it experiences its next bull run?

PlanB: (28:42)
Yeah, great question. Two questions actually. I'll start with how it will progress. I think it will progress and it has progressed in a way that the easier it is for an investor to decide, the earlier he goes in. So if you're a high net worth individual that can decide over your own money and don't need some shareholders or employees or accountants to convince, you just do it with a little bit. You start small and you grow into it. And if you have a fund for participants, you can do it and you can start selling that and there's people that want to go into the fund. If it would be an exchange traded fund, you would have a huge crowd. But look at Grayscale which is a trust entity, right? It's interest structure. Huge demand, over 10 billion in cryptocurrencies under management.

PlanB: (29:44)
And lately you see for example Michael Saylor's company, MicroStrategy. I know you had him on your show. But he is a listed company, has of course a lot of accountants, legal questions and shareholders to deal with and his board. So it's very natural that he comes later into the game because he has to convince all those people.

PlanB: (30:11)
The last group of investors that will enter in my opinion will be, well, like my employer, the institutional investors that manage bank balance sheets, life insurance balance sheets, and pension balance sheets because they have the regulators, the central banks that have to okay the new type of investment. And that will be a long and very, yeah, tedious process. So yeah.

PlanB: (30:42)
And then the second part of your question, what will do that with price? Of course if adoption grows, if adoption increases and demand increases while at the same time supply decreases because of the halving and the scarcity, stock-to-flow goes up, price will go up. It has to go. So yeah, very interesting times.

John Darsie: (31:11)
You did a recent poll on Twitter about basically crowdsourcing answers on what people think are the biggest risks to bitcoin. Could you tell us the results of that poll and also what you think personally are the biggest risks to bitcoin?

PlanB: (31:26)
Yes. I like Twitter very much because especially when you have a large following, you can very easily gouge the market for questions and sentiments. So I did the poll two days ago. It was answered by more than 13,000 people. The biggest risk that people see is government ban or regulation. That's 34% of the people think that's the biggest risk to bitcoin. And I tend to agree because governments have been against bitcoin and openly, but also trying to ... especially trying to kill the predecessors of bitcoin. Bitcoin was not the first digital currency. It was the fourth or fifth of even the sixth. All the others were shut down by government because it was not peer-to-peer or the inventor was not anonymous so they just shut them down. Well, look what they did to Libra from Facebook, Facebook's coin.

PlanB: (32:37)
So in a way bitcoin was especially designed for this risk to ... It's quite impossible to ban or to kill bitcoin by a government because if a government does it, it will just go on in another country. Of course, governments can make it very, very difficult with tax laws, with know your customer and anti-money laundering laws. And that's what they're doing at the moment. It's a bit. But they do that with every invention, every technological improvement. When the cars were invented, there was this rule that if you had a car, you also had to employ a person that walked in front of the car with a red flag because otherwise there would be danger for the pedestrians and the cyclists.

PlanB: (33:25)
So every new technology brings its own suite of stupid regulation, but in the end that regulation will improve, be more reasonable, be more just better for the general population and also countries will of course be different than that. There will be countries that want to be the next Silicon Valley, crypto valley if you will. Singapore is there. Switzerland is there, et cetera, et cetera. And there's companies that are less ... Yeah, that don't have much with protecting property rights. It's more the socialists, the countries, yeah, that will have more problems with this.

John Darsie: (34:12)
As a quick follow-up to that, one of our viewers is asking and they're saying that in the past gold has been made illegal to hold by the public. In that type of scenario where a country comes out and says it's illegal for our citizens to own bitcoin, obviously there's going to be plenty of citizens that do own it, have you studied what a similar outcome would be if people declared it illegal to hold bitcoin if we went through a period of legal prohibition?

PlanB: (34:37)
Yes. Yeah. So the United States made it illegal for US citizens to have gold. That was I think in 1933, just before they did the Bretton Woods and gold was of course increased in price a lot. So yeah. Normally what you see if something is forbidden, is made illegal, there'll be black markets and the price of it will go up. So it's much better to legalize it. You see it with other things as well. It's much better to legalize it, to control it, to take a little bit of tax and profits from it than to make it illegal because it will transform into something you don't want as a government. It will be stronger because of the ban.

PlanB: (35:34)
And of course, if you ban it as a company, then the businesses will go away. In a way you see that in the Netherlands at the moment. They're making it very ... So there is a legal guy head of finance at the moment in the Netherlands, and he has no technical background. So he doesn't really get bitcoin and he's completely into anti-money laundering and know your customer. That's his thing. So he has made that so strict. And I think it's the strictest in the world where you have to even make a copy of your wallet so your own wallet where you want to receive the bitcoin. What that means is all the companies that are in a country go away. For example Daily Bid, the biggest option in exchange, and that's a Dutch company, moved to Panama with all the profit, with all the employment.

PlanB: (36:31)
So there will be a very interesting game, theoretical game there of countries that ban it and others that welcome it. That's how the new world will be shaped.

John Darsie: (36:43)
So you talked about how MicroStrategy is effectively now a bitcoin ETF and they're sort of a pioneer in terms of taking corporate treasury money and investing it into bitcoin as an alternative to cash or other corporate treasury type of investments. Do you expect to see other corporates follow suit?

John Darsie: (37:00)
I think about all these countries in the United States for example that have millions upon hundreds of millions of dollars in cash on their balance sheets that are domiciled in foreign countries that aren't really accomplishing much for the firm. Do you expect to see those types of companies especially in the tech arena where I think bitcoin has a little bit higher adoption rate? Do you expect to see more of those companies start to follow suit?

PlanB: (37:25)
Yes, absolutely. I think we're seeing it already. And it's even easier for non-listed companies. So if you're a private company, you can put your excess cash in bitcoin or whatever asset you like without dealing too much with all the things the listed company has to deal with. But even listed companies now that Michael Saylor shows the way that it can be done.

John Darsie: (37:53)
And you talk about career risk. People were scared to be the first mover, but now somebody's done it effectively and it's reduced some of the stigma around it I think.

PlanB: (38:02)
Yeah, yeah. I mean MicroStrategy is a small company, right? It was. Before they invested in bitcoin, it was 1.5 billion dollar market cap. I don't know what it is today. It will be much higher. But that's small compared to the real cash rich companies that you mentioned as well, Google, Apple, Facebook, et cetera. So yeah, they all ... We all have to put the same problem, what to do with your money in an environment that money is debased basically by quantitative easing. So yeah.

John Darsie: (38:36)
We have two questions that came in within a minute of each other and I'll combine them from JJ and from Josephine. And they're asking are you fully convinced that bitcoin supply is indeed capped at 21 million, and what stops bitcoin's core developers, the miners, the node validators from all agreeing to increase the circulated supply of bitcoin? They're questioning whether in Satoshi's white paper explicitly says that the bitcoin supply is immutable.

PlanB: (39:03)
Yes. I'm actually glad that question is asked because it's still out there. Let me first say you can only ask that question if you don't get bitcoin yet. If you have not read the white paper or did not fully understand the white paper because it's an essential thing of bitcoin that it cannot be increased, unless everybody agrees with it. But changing the monetary parameters of bitcoin protocol, the 21 million, is technically very easy. You can just copy the code. Right? It's on GitHub, it's open source like Linux and all the other open source software. So it's very easy to copy the software and change the parameter of 21 million to 42 or whatever number. But you cannot copy the network around it. So the miners, the users, the node operators, the developers, the investors, all the exchanges.

PlanB: (40:08)
So in other words, if you copy the code, change that number or make a totally ... an entirely new bitcoin. If you do that, that would be like changing the rules of chess. You can do it but you would be playing alone.

John Darsie: (40:29)
Right. Talk about quantum computing, if you will, for a second. We asked Raoul Pal who you may know and we had on a SALT Talk a few months ago about. In his view one of the real legitimate threats to bitcoin and he mentioned quantum computing. Is that a risk in your mind, and what are bitcoin developers and the bitcoin network doing to create quantum computing basically firewalls that could potentially disrupt the network?

PlanB: (40:56)
Yeah. Quantum computing was mentioned as the second risk in that poll we talked about earlier. 21% of the people think that is a big risk after government banning. So yeah, I'm not an expert on quantum computing. I know what it is. I read a lot of papers about it, so I have some view. My view is that first of all we're not there yet. So most papers quote a time range of 2025 to 2035 for the first quantum computer to do something that is useful, some small thing, let alone cracking the private keys that are used in bitcoin and a lot of other security applications of course.

PlanB: (41:49)
So yeah. I think it's ... But the risk is there of course. A lot of teams trying to build a quantum computer. We saw a lot of news lately about Chinese scientists that have made a breakthrough in quantum computing. Actually I talked to some guys that own companies that make quantum computers to get a better understanding of this, and I talked to the cryptographers that are very close to bitcoin core development about what the risks are and what I see is two worlds. It's the world of the investors in those companies that make quantum computing and the researchers that are very bullish, that are very optimistic. They'll be able to do it one day.

PlanB: (42:36)
And there's the cryptographic guys, especially the bitcoin guys that say, "Okay, it's far away." And even if they can do it, then there are all sorts of other things that they'll crack first because all the banking systems will crack before bitcoin because their security is much lower than bitcoin.

John Darsie: (42:57)
Yeah. There are a lot of issues that will arise if we reach full quantum computing capability from a national security or a global anti-proliferation standpoint as well.

PlanB: (43:08)
Yeah, exactly, exactly. So yeah. And even that, right, if it's there, you can change the algorithm. You could go to stronger encryption. It's already there.

John Darsie: (43:20)
Right.

PlanB: (43:21)
Military grade strong. But you can make it even stronger.

John Darsie: (43:26)
Well, Elon Musk will have us living on Mars by then so I'm not quite as concerned. How would you react to accusations-

Anthony Scaramucci: (43:34)
We'd be living on Mars with the Martians, you know that right, because we ... The Israeli scientists said that there are aliens living there already.

John Darsie: (43:40)
Yeah, I'll tell you a story PlanB. Anthony, he goes to work in the government. He only was there for 11 days, but on the first day what do you think Anthony Scaramucci did when he got in government? He wanted to find out about the aliens.

PlanB: (43:52)
Of course.

John Darsie: (43:53)
And there's nothing there. So does that tell you that there's no aliens?

Anthony Scaramucci: (43:57)
PlanB, that's confidential, okay? Don't listen to this nonsense.

PlanB: (44:00)
Yeah, yeah, yeah. Okay.

Anthony Scaramucci: (44:00)
Don't listen to this nonsense.

Anthony Scaramucci: (44:03)
All right. So thank you so much for joining us. You're terrific. I appreciate the opportunity to spend time with you. I'm going to take you up. I'm going to come with a PlanA hat. I'm going to meet you at an Amsterdam restaurant with your PlanB hat. This way I know who you are. You wear the PlanB hat. I'll be able to identify it, and we'll have dinner one night.

PlanB: (44:21)
Great. Thanks for having me guys.

John Darsie: (44:23)
Thanks so much for joining us PlanB.

Anthony Scaramucci: (44:25)
Terrific.

Governor Phil Murphy: Recovering From COVID-19 | SALT Talks #125

“I will forever bemoan the lack of a consistent national message that transcends politics.”

Phil Murphy is the 56th Governor of the State of New Jersey. He has signed legislation putting New Jersey on the path to a $15-an-hour minimum wage, enacted the nation’s strongest equal pay law to combat gender wage discrimination, ensured all workers have access to paid sick days, and expanded the state's Paid Family Leave provisions. From 2009-13, under President Obama, Murphy served as the U.S. Ambassador to Germany.

New Jersey was among the states, along with New York and Connecticut, hit hardest by COVID-19 early in the pandemic. This forced a series of difficult decisions around restricting indoor sports, indoor dining, concerts etc. Consistent national messaging plays a critical role getting state residents to understand the need for responsible behavior. The lack of leadership and messaging early on, when it has the most impact, continues to have negative downstream effects. This has required states like New Jersey to be aggressive in supporting small businesses hurt by the restrictions. “We have put grants, loans, capital into, I think at this point, 35,000 small businesses.”

In order to avoid a massive economic fallout, large federal stimulus is required. The moment calls for around $3 trillion in spending. State and local governments are facing budget shortfalls and federal support will allow these governments to continue employing frontline workers facing the pandemic head-on.

LISTEN AND SUBSCRIBE

SPEAKER

Governor Phil Murphy.jpeg

Phil Murphy

56th Governor of the State of New Jersey

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello, everyone. Welcome back to SALT Talks. My name is John Darsie. I'm the managing director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology and public policy.

John Darsie: (00:22)
SALT Talks are a digital interview series that we started during this work from home period with leading investors, creators and thinkers. What we're trying to do during these SALT Talks and what we're trying to do at our global conferences is provide a window into the mind of subject matter experts as well as provide a platform for what we think are big ideas that are shaping the future.

John Darsie: (00:43)
Our guest today, we're very excited to welcome him onto SALT Talks. He is someone who has had an incredible career in business and is now leading the state of New Jersey as a governor. We're very excited today to welcome Governor Phil Murphy to SALT Talks.

John Darsie: (00:57)
Governor Murphy, as he says, grew up in a family that was middle class on a good day. He was the youngest of four children with only one parent who graduated from high school. His upbringing, where religion, a strong work ethic, education and civic awareness were pillars of his family life, shaped his values, his priorities and the leader that he is today.

John Darsie: (01:18)
Since taking office, Governor Murphy has focused on building a stronger and fairer New Jersey that works for every family. He signed legislation putting New Jersey on the path to a $15.00 an hour minimum wage, enacted the nation's strongest equal pay law to combat gender wage discrimination, and he's ensured that all workers have access to paid sick days and expanded the state's paid family leave provisions.

John Darsie: (01:44)
Governor Murphy restored state funding for Planned Parenthood and other women's health programs, including family planning services. He also made New Jersey a national leader in tackling gun violence, and has expanded protects for the state's immigrant and LGBTQ communities, among others.

John Darsie: (02:02)
Nationally, he served proudly as New Jersey's sole representative on the board of the NAACP, the world's oldest civil rights organization, and as the finance chair for the Democratic National Committee.

John Darsie: (02:14)
In 2009, he answered President Obama's call to service. And following his confirmation by the US Senate, he became the US ambassador to the Federal Republic of Germany where he served until 2013.

John Darsie: (02:26)
He's a proud product of the public school system, and he also holds degrees from Harvard University and the Wharton School of Business at the University of Pennsylvania.

John Darsie: (02:35)
Just a reminder, if you have any questions for Governor Murphy during today's SALT Talk, you can enter them in the Q & A box at the bottom of your video screen.

John Darsie: (02:43)
Hosting today's Talk is Anthony Scaramucci, the founder and managing partner of SkyBridge Capital, a global alternative investment firm. Anthony is also the chairman of SALT. Anthony's tenure in government, as I like to say when we have other public officials on, not quite as long as Governor Murphy's tenure so far in government, but we're hoping that maybe Anthony one day [crosstalk 00:03:03] can build on those 11 days that he served in the Trump Administration.

Anthony Scaramucci: (03:07)
You see how he starts out, Governor. Listen, if you have a one day program where I can be the comm's director for one day, so I can have an even dozen of days in public service, is just something I'm going to throw out there.

Anthony Scaramucci: (03:19)
It's great to see you, Governor. I know you and I both don't believe in fake news, but since I'm lying about my age, I don't want to let people know how far back you and I go. Okay, so it's nice to meet you, sir, for the first time.

Anthony Scaramucci: (03:37)
But in all seriousness, Governor Murphy and I go back about 30 years. It's certainly hard to believe. But, let's take it way back, Governor. Tell us something about yourself that we couldn't find on Wikipedia or from your very august resume.

Phil Murphy: (03:53)
John Darsie, thanks for your introduction. Anthony, it's great to be with you. You and I go back, as you say, over 30 years and it's really, really good to be with you, virtually as it is.

Phil Murphy: (04:06)
Listen, John said it. When we grew up, we were in what you would call, I think, working poor circumstances. In other words, both my parents worked. We all worked. I worked under the table as a dishwasher, in what we call a coffee shop, outside of Boston when I was 13, in the summer of 13 going on 14. So it wasn't that we weren't willing to work, we just didn't make enough money. And we were living on top of each other. But I got to tell you something, I wouldn't trade that for anything.

Phil Murphy: (04:35)
Our kitchen tables were tight, but we talked about civics, politics, union leaders, Jack Kennedy, Bobby Kennedy, Martin Luther King. I'm the youngest of four. My oldest sister would debate my dad about the Civil Rights Movement, or about the Vietnam War, about the Catholic Church. It was an incredible and tight family growing up.

Phil Murphy: (05:02)
Frankly, we, now, Tammy and I, and you go back with Tammy over 30 years as well, we have four kids and we're trying to replicate that same sort of ambience, that same sort of atmosphere of the kitchen table since we've had kids. So again, it was a great family upbringing and we're trying to do our best to give the same to our kids.

Anthony Scaramucci: (05:26)
Well, and I appreciate it. I've been to your beautiful home and met your kids. They're adorable people. God bless you for that, Governor.

Anthony Scaramucci: (05:34)
I want to go right into the COVID-19 situation. You've been one of the big leaders in terms of explaining to people what they need to do from a public health and a public safety perspective. I'd like you to talk a little bit, if you don't mind, about some of the business operation restrictions and the potentiality of school closures. What factors are going into your decision making on restrictions right now?

Anthony Scaramucci: (05:58)
I know that you shut down youth sports, indoor youth sports, temporarily until January 4th. Where do you think that goes? What factors will go into the decision of potentially reopening? Just let us into the inner sanctum of your thought process and your team.

Phil Murphy: (06:15)
Yep, all good question. Just to step back is context, and people know this, but New Jersey and New York, Connecticut got clobbered early on. We've lost well over 15,000 lives. We were scrambling. I mean, there is just no two ways about it. The country was scrambling and we certainly were in this region and the state. We beat the curve down with the help of millions of New Jerseyans, and we had a relatively peaceful summer. Remember, Anthony, we were doing most of our living outdoors where the virus is a lot less lethal.

Phil Murphy: (06:51)
We'd get back to school, you get some religious holidays, the weather gets colder, pandemic fatigue goes up. You begin this one after the other holidays of Thanksgiving, Hanukkah, Advent, Kwanzaa, Christmas, New Years. The epidemiological curve, that surges again, and we are in the thick of it again. We're printing 5,000 or more cases a day. People, sadly, are dying. Our hospitalizations are up.

Phil Murphy: (07:24)
I will just say this, it's going to get worse before it gets better. The very bad news is, the next couple of month, I think are going to be lousy in all the metrics we look at and all the sacrifices we're going to have to make. The very good news is, these vaccines are real, and they're coming, and they're coming soon. So we're going to be light years in a different place by the spring.

Phil Murphy: (07:48)
When we see transmissions, we try to be surgical. In the spring, we had no choice. We were at the edge of the abyss. We didn't know if we were going to run out of hospital beds or ventilators, so we had to shut the whole place down. I don't anticipate that, Anthony, now. Is it a possibility? Yeah, it is. But, we're trying to be much more surgical.

Phil Murphy: (08:07)
So we saw, for instance, I'll give you two examples, indoor dining late at night, people got sloppy. Restaurants, not all the cases, but many cases, started to look more like clubs. Bar seating in particular was a source of transmission. We said, okay, after 10:00 you got to shut on indoor dining. Likewise, you mentioned youth sports. We're seeing transmission, not necessarily in the sport, but in the adjacent activities, whether it's locker room, convening for a pizza in the basement afterwards, whatever it might be. We put a temporary halt, December 5th to January 2nd, on indoor sports. I hope we get back and have an indoor winter season.

Phil Murphy: (08:49)
The last thing I want to do, I've got four kids, they all play sports, I don't want to be the one that doesn't allow the high school senior to have that basketball, final basketball season or whatever the sport may be. So I don't think we have to shut the whole place down, but I have to say, everything is on the table. It's going to get tough. It's going to get worse before it gets better.

Anthony Scaramucci: (09:09)
Yeah, well, I think one of the things that you've done a great job of explaining, Governor, and I just want you to address is because you mentioned the hospital beds. Some of my friends who are libertarians say, "Well, I know the risks. Why can't I just go out and do whatever I'm going to do, and if I get it, I get it, so be it?" But I point out to them, "There is only a million hospital beds in the United States. We have over 100,000 people in those beds right now that have COVID-19."

Anthony Scaramucci: (09:34)
And so, how do we get that information out there? How do we get that level of community awareness out there, so that we are saving each other and our libertarian idea of individualism is, A, I'm going to decide to stay home to protect my family and to protect my fellow citizens?

Phil Murphy: (09:54)
Yeah. It's hard, and it's gotten harder, Anthony. That person that wants to do that, God bless them. Here is the other problem, not only can they get sick, but if they're healthy, it's less likely they'll get sick, they can still get sick, but it's less likely, but they can easily transmit the virus to somebody whose older, somebody whose got underlying healthy conditions. They can even, with their own view of what a best intentions is, they can infect someone. God forbid, and that person can get hospitalized or die. I think we have to plead, continually plead with the public megaphones that we have.

Phil Murphy: (10:35)
We've been able consistently to find common ground with the Trump Administration in our hour of need on testing, on ventilators, on bed capacity. I'll forever be grateful for that. But, I will forever bemoan the lack of a consistent national message that transcends politics. This, frankly, has nothing to do with politics. You know what? This is what your behavior has to look like. You got to wear these. They matter, not just for others, but for you. Just a consistent, national talking points, consistent national themes, policies. I bemoan the lack of that, and I think we've suffered and paid a big price from that. I hope that will change.

Phil Murphy: (11:20)
I anticipate it will change. But, in some respects, the horse is out of the barn. It's much easier to have done that early on in the pandemic when everybody was rightfully unified in their fear. They just didn't know what they were facing. The passage of time has allowed too many horses to get out of the barn. I worry that it's going to be hard to pull some of that back in.

Anthony Scaramucci: (11:45)
Well, we've had public health and safety officials on. Dr. Vivek Murthy, who is now going to go on to be the surgeon general again did say, "It is easier to slow down the curve before it gets to that exponential hockey stick than it is to now bend the curve."

Phil Murphy: (12:03)
Yeah.

Anthony Scaramucci: (12:03)
But with that, you were talking about vaccines, Governor. What is New Jersey's plan for rolling out the vaccine, including the education to ensure the mass adoption of that vaccine?

Phil Murphy: (12:15)
Yeah. I mean, that last point is a big one. We've got a big anti-vax block in our state as there is in every state. We certainly have it here. They're unified and they are loud. By the way, not lately, Anthony, but the past couple of months has been pretty much politics free in our deliberations on the vaccine. But in the summer, into the early sort of into Labor Day, a little bit too much political noise around the vaccines as it relates to the election. There was some amount of noise. We probably still have some amount of folks who are recoiling from that.

Phil Murphy: (12:54)
I, personally, think it's, the vaccine development has been nothing short of miraculous. It's safe, based on everything we know. So we've started a public campaign already. Our aspiration is to get 77.0% of our state vaccinated. That's a reach, but we're going to try. We'll get our first batch within a week, if it goes well at the FDA for the emergency use authorization. We'll begin getting the Pfizer vaccine first and then Moderna. Each week, we'll get larger and larger doses. We've submitted our plan. It's now fine tuned down to literally where it's going to get drop shipped.

Phil Murphy: (13:40)
Health care workers and long term care residents and staff are the first priorities. And then we'll go from there, vulnerable communities, other essential frontline workers. I think, Anthony, by April, May, we have a wide availability to anybody in our state who wants a vaccine. And that, to me, is a complete game changer.

Anthony Scaramucci: (14:04)
So while we're rolling this out, and I appreciate your optimism, I share your optimism, Governor, tell us what New Jersey is doing to help small businesses during the pandemic. I know you as a business person who is an incredibly strong, business-minded progressive. Would that be a fair description of how you see yourself, Governor?

Phil Murphy: (14:28)
I think that's right. I mean, I call myself a pro-growth progressive, which is a different way of saying that.

Anthony Scaramucci: (14:35)
Yeah, exactly. So what are we doing for these small businesses, sir?

Phil Murphy: (14:38)
So they've been crushed. That's not news, but that's a fact, especially the restaurant hospitality sector. I think, frankly, I'm not trying to pat myself on the back because the small business experience this year has been awful, but I'd put our record up against any American State. We have put grants, loans, literally, capital into, I think at this point, 35,000 small businesses.

Phil Murphy: (15:13)
The overwhelming amount of those funds have come out of CRF, or Coronavirus Relief Funds that we have deployed into small businesses. And so we've got, as I say, the 35,000 or more. I speak to these business owners all the time. It's been a godsend, a life line. But, and the big but is, we need, not just a vaccine, but we need multiples of that. And that gives me the opportunity to get on both knees and beg for a big, federal stimulus bill.

Phil Murphy: (15:49)
You and I were texting back in the spring. I had seen you on television and you were in the, as I recall, the three trillion dollar neighborhood. I continue to think this is a three trillion dollar moment.

Anthony Scaramucci: (16:05)
Yeah.

Phil Murphy: (16:06)
It's not a $900 billion dollar moment. I'm grateful for that. I'm grateful for folks coming together. And believe me, I'll take it. But, we need more. And if you're unemployed, if you're a small business, if you're a restaurant in particular, if you're a state that's got to keep a budget and keep employment of frontline workers who are delivering services or a local budget, the local governments, at so many levels, we still need a big federal moment that meets the moment that this pandemic has presented us.

Anthony Scaramucci: (16:40)
Well, I appreciate you remembering that, Governor because John Darsie and I did the economic analysis. These stimuluses need to be way bigger. Just imagine if we had a homeland invasion of a sovereign government with its army that killed 280,000 Americans, was killing 2,000 or 1,800 Americans a day, but wounding 150 to 200,000 Americans, what type of response would we have from the government? And that gives you the sense or the scale that I think we need. I agree with you.

Anthony Scaramucci: (17:13)
I want to talk a little bit about what's afflicting, not just the State of New Jersey, I would say, the Northeast. It would also be California. It is the tax changes that took place in 2017 with the SALT tax reduction, and also now that put pressure on the states, and the new taxes that you've had to impose to try to help close the deficit there.

Anthony Scaramucci: (17:38)
We are seeing some predictions of migration. Our old employer, Goldman Sachs, as an example, where you were once a partner, considering moving the wealth management business or the asset management business to South Florida. What are your thoughts on all this? What are your predictions about the potential migration? How do you plan to keep businesses and workers in the State of New Jersey?

Phil Murphy: (18:00)
It's funny. When I heard, was listening to John Darsie in your introduction and when I see your name and I see SALT besides you, I think always, they got to come up with a different name on the cap on the state and local tax deductions. So you're hit in a drive-by shooting, innocent bystander.

Anthony Scaramucci: (18:21)
Right.

Phil Murphy: (18:22)
Listen, we're going to continue to do everything we can to get that cap lifted. Let me just say that specifically. It's damaging as heck, and it's not just New Jersey. It's crushed us. I didn't like it. I don't like it. I'll continue to do everything I can to get it lifted. And so, that's a specific answer to that. It was a huge blunder as a federal tax policy. It happened before I got here. So I got elected in November of '17. That happened in Washington in December of '17, and I was sworn in, in January of '18.

Phil Murphy: (19:07)
Having said that, we bill ourselves as the number one state in America to raise a family. It's my job to make sure that folks see the value in what they pay and what they get back for that. So we have the number one public education system in America two years running. We have the number one or two, depending on which metric you look at, health care system in America. We have the highest number of PhDs and scientists per square mile of anywhere in the world. We have a location second to none.

Phil Murphy: (19:44)
I was at a state visit in India last year. It feels like 20 years ago. When I sell New Jersey, I sell two words, talent and location. If you look at our administration, that's where our overwhelming amount of our investment has been, including in a dire fiscal budget reality that we're going through right now. We've ring-fenced education, workforce development, higher ed support as well as infrastructure.

Phil Murphy: (20:13)
Today, Anthony, I just was outside. I crossed the street at Newark Penn Station talking about the beginning, right now, of rehabilitating and bringing back to life the beautiful, what was the beautiful Newark Penn Station, seventh busiest rail station in America, which has been left to go for far too long. So we're all in on that.

Phil Murphy: (20:37)
The pandemic has had a wrinkle. I have to say this. So in other words, if you're working and you've got kids you want to get educated, we want to be either a state or the state of choice for you, quality of life, school, convenience, commuting, health care, you name it. The pandemic has added a dimension to this, which is fascinating. You've seen this. You see a lot of folks rejecting a vertical work environment, or a vertical living environment, or an urban environment period. And then not, in fact, going to South Carolina or Florida, particularly if they've got kids that they want to get education and particularly if headquarters remain in New York or Philadelphia. By the way, I do nothing but root for the success of New York City and Philadelphia, because in so many respect as they go, we go.

Phil Murphy: (21:35)
But this whole notion of, I want a backyard, of working at home, at least for another six months or a year, I want to get my kids educated, we have seen an enormous influx of people into New Jersey, particularly in the Metro New York and Metro Philadelphia counties. Houses are flying off the market. Again, is it temporary? Is it permanent? I'm not smart enough to know. And again, we wish nothing but success for the New York and Philadelphias of the world. But, that is a dimension that if you and I were talking nine months ago, we still had a lot of people coming here, but the acceleration is really, really striking over the past nine months.

Anthony Scaramucci: (22:23)
It's not going to surprise you, Governor, I don't talk to the president anymore. But, when I was talking to him and we brought up the tax situation, I don't say this as a blue state or I just want to fortify some of the things you're thinking about, what I said to President Trump is that these states are the fountain of innovation and economic growth for the entire country. And so, that tax policy depleting those states, causing a migration of intellectual capital, you're going to have a domino effect into the rest of the nation that you're not going to like, because those states are equipped to handle the influx of immigration and all the great intellectual capital that springs from immigration. Needless to say, he didn't agree with me, but I just thought I would point that out.

Phil Murphy: (23:09)
Listen, that's a well, as usual, a well reasoned argument. And I agree 100% with you.

Anthony Scaramucci: (23:15)
We got to be careful with this economic innovation, particularly with those blue states. Having the safety net is so important for those states.

Phil Murphy: (23:22)
You bet.

Anthony Scaramucci: (23:23)
I have two more questions before I turn it over to John Darsie, who is going to try to outshine the two of us, Governor. So you got to turn it up a notch, because I don't want Darsie coming in with all that millennial youth-

Phil Murphy: (23:35)
No, no.

Anthony Scaramucci: (23:35)
... and trying to power us, okay.

Phil Murphy: (23:37)
We got to channel Tom Brady and Drew Brees and Eric Rodgers and some of the older lions who are still on the field.

Anthony Scaramucci: (23:44)
Exactly. That's what I'm all about. I guess, we got 74 million people that voted for President Trump. I guess, because I voted for him in 2016 and I pad my explanation there, but I'm worried. I [inaudible 00:24:04] very candid about that. Those 74 million people are not deplorables, they're not racists. You grew up with those people, sir. I grew up with those people. My parents were not educated as well, and I grew up in a blue collar neighborhood.

Anthony Scaramucci: (24:20)
What do we say to those 74 million people? Why are they supporting him? What can more benevolent politicians do to better communicate to those voters to bring them back into the fold where they don't feel as left out, or as President Trump described this weekend, as victims in our society? What do we do?

Phil Murphy: (24:45)
Yeah. We ignore that number, Anthony, at our peril. As a nation, certainly as a Democratic Party, but as a nation, we ignore it at our peril. Those are people who are screaming out for help, in my opinion. They've been victims of probably any number of mega trends that have swept through our country and the world over the past couple of decades. On my list would be trade policy shifting somewhat, if not largely related, shifting of manufacturing in the world, technology, to pick some mega trends. These folks are screaming out. They want help. President Trump or candidate Trump in 2016 said, I'll be that guy.

Phil Murphy: (25:39)
I think it is striking in a reelection that he got more votes. We ignore that at our peril. Even if we question, as I do, whether or not his policies, in fact helped or impaired their lives, he was able to convince them, to the tune of 74 million people, that he was their guy, not just the first time, but the second time. And that, to me, is far more relevant than what he did in 2016, right. In 2020, he's running on a four year track record. And so, I think it's got to be a moment of reckoning for our country and certainly for our party.

Phil Murphy: (26:21)
I do think if we were to have from central casting a guy who is elected from our party, at least, as president who has lived that life himself, whose grown up in it like you and I did, and I think even more importantly, has led by example in now what is almost five decades of public service, I think we couldn't have, again, I'll say selfishly as a Democrat, but I think as America, a better incoming president than Joe Biden.

Phil Murphy: (26:55)
But, I think this has got to be all in on an economic program that is real, that includes workforce development, that looks around the corner and gets out ahead of the next mega trend. In other words, that not only are we dragging, being dragged by the trends that have swept through us like trade and an exodus of manufacturing, huge hurt among our farmers... By the way, I'm governor of the Garden State. We're the densest state in America. We still have a proud agricultural industry and they have suffered. I just think we need a whole new...

Phil Murphy: (27:44)
What is it right now in America like to be in a working family, particularly a working poor family? And what are the steps we can take together, parking the partisan stuff at the door, that goes directly into helping these people's lives get better? I think this has got to be an all in moment.

Anthony Scaramucci: (28:08)
Well said, Governor. My last question, from 2009 to 2013, you served with great distinction as the US ambassador to Germany. How would you describe our alliances right now in Europe and across the world? What would your recommendation be to the Biden Administration in terms of your observation, your first-hand observation of those alliances?

Phil Murphy: (28:37)
The alliances are, without question, frayed. They've been damaged, but they're not destroyed. I'd love to think there is a light switch that can be applied to getting those alliances immediately back to where they need to be, but I think that's naïve. I think it will take time. Anthony, these are both bilateral alliances, such as the US Germany, but also the multilateral organizations like NATO and the World Health Organization and the World Trade Organization, et cetera.

Phil Murphy: (29:14)
The other observation I would make is, and I know Joe Biden knows this and his team, which is an outstanding team, it's not just your father's Oldsmobile anymore. It's not 2016 anymore. You have to account for the four years that have interceded, good, bad, and otherwise.

Phil Murphy: (29:35)
By the way, I'll give you one example where I've been thematically with President Trump and that is that China can't have it both ways. I have not liked the tactics. I've not agreed with his tactics. But, the thrust of making China play by the rules was the right intention. I think the execution is where there was a challenge.

Phil Murphy: (30:03)
But, I want to see strengthening. I think you'll get the symbols as well as the substance very early on from who will be then President Biden, a strengthening in the TransAtlantic relationship, strengthening our engagement with NATO, and then strengthening the particular alliances with our best allies. Germany, high on that list, Angela Merkel. Many things in the world change. It turns out, over the past 15 years, the one thing that doesn't is Angela Merkel. That's where I would start. I'm biased. Obviously, I'm a big fan of hers. But, we got to get back at it.

Phil Murphy: (30:44)
By the way, last comment, we wouldn't do what I've just said because it's nice to do or it's good for them. What I've just suggested, strengthening those relationships and alliance, is in our cold-blooded, national, selfish interests, and that's why we should do it.

Anthony Scaramucci: (31:02)
When I travel to Germany, Governor, the joke in Germany is, school boys say all over Germany, "Is it possible for a man to become leader of this country?" That's what they ask in Germany. [crosstalk 00:31:14].

Phil Murphy: (31:16)
Time will tell.

Anthony Scaramucci: (31:17)
Yeah. Time will tell, exactly right. And so with that, I'm going to turn it over to my least favorite millennial, okay.

John Darsie: (31:24)
Thank you, Anthony.

Anthony Scaramucci: (31:24)
There are many millennials on my list that are higher than you, John. I'm just kidding.

John Darsie: (31:29)
I probably deserve that for all of the torment that I give you on these SALT Talks.

Anthony Scaramucci: (31:34)
It's all good. Okay, go ahead, fire away at the Governor.

John Darsie: (31:37)
Yeah, just a personal anecdote, Governor. My wife's family is in the real estate development business. Traditionally, invested in New York City, but they have now shifted a lot of that investment to Monmouth County, New Jersey. They're very grateful for your pro-growth leadership-

Phil Murphy: (31:50)
Wow!

John Darsie: (31:50)
... in places like Asbury Park that was once one of the great cities of the East Coast and is now back on the rise. We're seeing a lot of great towns and cities in New Jersey continue to grow. It's very exciting to see.

Phil Murphy: (32:01)
John, three quick things. I sent a note to the mayor of Asbury Park, John Moor, this morning just to check in on him. It's a great community. Secondly, I live in Monmouth County, so thank your in-laws for that. And thirdly, I think we're at long last very close to having a incentives package that's smart, forward leaning, works for everybody, not just for some. And I think that will spur further development in the state.

John Darsie: (32:26)
Yeah. I mean, they're shifting investment to places like Austin, Texas and Asbury Park, New Jersey, not necessarily Florida and Texas only. They view New Jersey as a place that has a lot of secular factors. It's close to New York City, but also provides a lot of other great benefits to residents and businesses that want to set up there.

Phil Murphy: (32:44)
Amen.

John Darsie: (32:44)
So a very exciting time to be involved with the State of New Jersey.

John Darsie: (32:48)
I want to talk about Vice President Biden, or now President-elect Biden. I view you guys in somewhat of a similar light, in that, you're dealmakers. You're very good at getting in the room and convincing people to come up with common sense solutions. What do you expect the Biden Administration to prioritize in its first 100 days? And if you were the policy czar, let's say, in the Biden Administration, what would you push the administration to focus on early on?

Phil Murphy: (33:15)
So I'll leave aside foreign policy for a second, John, in answering this because among other things, we just, Anthony and I just talked about that. But obviously, strengthening our alliances would be high on the list. But, I'll put that aside.

Phil Murphy: (33:29)
The President-elect and I had a good conversation on Saturday night, so a couple of nights ago. I think there are three big ones. It seems to me, get a hold of the pandemic with that consistent, national set of policies and talking points, "This is what we're going to do. This is what we're about values-based," so pandemic. Federal stimulus, I think no matter what happens between now and January 20. I was just on the phone with Speaker Pelosi. And again, I'll take anything right now, and I applaud the folks trying to get a deal done. But, no matter what it is, it's going to be only a fraction of what we're going to need. So if it's $900 billion, we're going to need two or three times that, so stimulus. And I think, thirdly, infrastructure.

Phil Murphy: (34:22)
President Trump or President-elect Trump when he came in, he wasn't my guy, but I said, "Listen, the one area," which he talks a really strong game, "where I can see common ground is infrastructure." Unfortunately, that has largely been just that. That's largely been a talking piece. It hasn't been a big substantive part of his agenda.

Phil Murphy: (34:46)
I am thankful that he greenlighted a very big bridge project in New Jersey, which is part of the broader Gateway project. But I think the Biden Administration will get all over infrastructure, all over the entirety of the Gateway project, which is a game changer for the Northeast Corridor, including for New Jersey. So that's my big holy trinity, putting alliances and foreign policy aside, pandemic, stimulus, infrastructure.

John Darsie: (35:17)
So you have a business background. You're a pro-growth progressive. How quickly do you expect the economy to start to normalize once the vaccine takes hold? I think, we're expecting the vaccine to be administered pretty heavily late Q1 into Q2 and into the second half of next year, potentially have a lot of the population vaccinated to the point where we can get back to some level of normalcy. From an economic perspective, what do you expect the economic recovery to look like starting in the second half of next year into the next several years?

Phil Murphy: (35:50)
I will tell you, I was going to ask Anthony this as well. I'd love yours, John, your opinion and Anthony's on this. I think you see a significant bounce slash spike if the public health trajectory goes as we're talking about. So everything from a very bad couple of months, but vials begin to be delivered next week, through broad access to a vaccine by April, May, I think you see a very significant bounce, spike up in Q2 and Q3.

Phil Murphy: (36:24)
You'll probably then stabilize at some level, which is still, I would guess, for a couple of years at least trying to get back completely on our feet. So again, a spike up and then a fairly static period of moderate finding our way that I think could be a couple of years.

John Darsie: (36:53)
Can we avoid it being K-shaped? There is a lot of talk about a K-shape recovery. How do we avoid leaving so many more people behind that are already disillusioned and might have led them to vote for someone like President Trump?

Phil Murphy: (37:03)
Yeah. I've said this many times and I'll say it again with you guys, history will not be unkind if we overshoot with federal stimulus. I think it'll be brutally unkind, not just to the historians, but to the individuals if we undershoot. And that includes millions, tens of millions of the folks who voted for President Trump who deserve a better shake, who deserve a better path forward as workers and as members of working families.

Phil Murphy: (37:35)
I'm a big union guy. I have to say that up front. I believe that unions, their strength and/or diminution, correlate almost 100% with the strength of our middle class in our state, in our country. So I think federal stimulus that is not just big in the here and now, but that the federal government plays the right kind of role in guiding a better future for those working families, workforce development, increase in minimum wage, a fair deal for our farmers in rural communities, those are elements of a longer set of policy agenda that I think we need to be all over.

John Darsie: (38:19)
You campaigned on the idea of creating a statewide investment bank of sorts. We actually had a SALT Talks panel a few weeks ago with some municipal investing experts who talked about the benefits, potentially, of creating a sovereign wealth fund type of apparatus at the federal level as well. Just for people who don't understand what that would mean, what would be the benefit of both a state and federal level investment institution that thought about things at a more macro level?

Phil Murphy: (38:47)
Anthony, these questions from John are really good. I just want you to know that.

John Darsie: (38:50)
This happens every time, Governor. Everyone is [crosstalk 00:38:52] very bored at the beginning, and then I get to come in and ask the intelligent questions.

Anthony Scaramucci: (38:57)
Let me tell you something, Governor. I'm trying to help the kid out, okay.

Phil Murphy: (39:00)
I know. I know.

Anthony Scaramucci: (39:01)
Look at his haircut. Look at the way he's dressed without the tie. I am trying to help the guy out.

Phil Murphy: (39:06)
You guys should [crosstalk 00:39:08] go on the road.

Anthony Scaramucci: (39:09)
I had to feed him some of the good stuff.

Phil Murphy: (39:11)
There you go.

Anthony Scaramucci: (39:12)
Keep rubbing it in, John.

Phil Murphy: (39:14)
So listen, I can't [crosstalk 00:39:16].

John Darsie: (39:15)
Let the Governor get in.

Anthony Scaramucci: (39:16)
By the way, like at Goldman, bonus season is just around the corner. The kid [crosstalk 00:39:19]. I just wanted you to know that.

Phil Murphy: (39:22)
This explains a lot.

Anthony Scaramucci: (39:23)
I'll be calling you, Governor to discuss his compensation when this is over.

Phil Murphy: (39:27)
There you go. So John, I'll speak to the state level. The public bank is an idea I still like a lot. In fact, we've had a group that's a standing commission trying to work through the, work the kinks out for over a year at this point. The pandemic has slowed us a little bit. It's more complicated than I ever would have hoped.

Phil Murphy: (39:47)
The place that's done it, and they've done it for over 100 years, is North Dakota, of all places. It doesn't look anything like New Jersey, but this is an idea that we love. It's not an anti this or that. It's not a political statement. I think it's filled with a lot of smart logic. And it's the following, when folks pay their taxes or they pay their fees, if it isn't to a local community bank, and we're all in on supporting our local community banks, it inevitably is into one of the big money center banks. The money goes. It sits there. The banks uses it like banks should and have a right to, to then build a loan book out of those deposits.

Phil Murphy: (40:34)
The problem is, the money goes out to sit in the deposits. The loan book that is built from those deposits rarely comes close to returning the favor back into lending to projects in New Jersey.

John Darsie: (40:49)
Right.

Phil Murphy: (40:49)
And so, the idea is a simple one. Yet, you have a walled off institution that's basically owned by our citizens, by our taxpayers. You load in the deposits, and then that bank makes... has a book of business that is lending into small businesses. Student loans, which is where the North Dakota experience really was the most impressive, it's small scale infrastructure, so not big Gateway projects, but small community based stuff. I did love it. I do love it. I will always love it. It's harder to get set up for reasons I won't get into, but we still are committed to doing everything we can to at least try to get that done.

John Darsie: (41:37)
My last question before we let you go. So obviously, the pandemic has created a lot of budgetary challenges at the state and local level that we're going to have to confront as part of these packages that are in Congress right now, these stimulus packages or recovery packages. But, there is also things that we can do organically that can help states shore up some of these budget shortfalls. One of them is potentially marijuana legalization.

John Darsie: (42:02)
You've been a proponent of legalization of marijuana for recreational purposes. Let's talk about recreational marijuana legalization as well as other things that you think should happen at the state and local level, obviously with federal blessing, to help shore up some of these budget shortfalls we're seeing at the state level.

Phil Murphy: (42:19)
Yeah. I'll be brief, because I know our, the clock is running overtime. It's something I campaigned on. It's something we've been trying to get done. And at long last, it's actually happening. I didn't get there though because of the budget. I got there because of social justice or social injustice.

Phil Murphy: (42:36)
I inherited a state with the widest white non-white gap of persons incarcerated in America, and the overwhelmingly biggest reason were low end drug offenses. So we tried to get it done legislatively, came close, couldn't get it done. We put it on the ballot. It passed overwhelmingly in November. Literally Friday, so four days ago, the legislative leadership and I ironed out the last details of the enabling legislation that we need. God willing that'll get done in the next couple of weeks.

Phil Murphy: (43:10)
We're beginning to set a commission up that will then oversee the beginning of the industry. We've had a very successful three year run with our medical marijuana industry. It was set up years ago, but it was left to really stagnate. We've grown that aggressively. This commission will oversee both medical and recreational. My guess is mid-summer into the fall where we'll first start to see access to this.

Phil Murphy: (43:39)
We'll address social injustices. We'll control the rules of the game, not criminal interests. And by the way, to your question, we'll raise some money, revenue for the state and create a lot of good jobs. So I think it's a win-win-win.

John Darsie: (43:55)
Well, Governor Murphy, we're very grateful for you taking time out of your day to join us on SALT Talks and get the message out about the COVID situation as well as other things you're doing in New Jersey that we think could be adopted at the national level and among other states to increase growth and keep people safe. So thank you so much.

Phil Murphy: (44:12)
John, thank you. Anthony, thank you guys very much for having me, a real treat.

Anthony Scaramucci: (44:17)
Governor, all the best. Merry Christmas to you. Happy Holidays to everybody. Thank you.

Phil Murphy: (44:21)
Likewise.

Anthony Scaramucci: (44:22)
Thanks for coming on.

Phil Murphy: (44:23)
My honor. Thanks for having me.

Strauss Zelnick: The Future of Esports | SALT Talks #124

“With interactive entertainment, you not only have great graphics, great stories, great characters, great gameplay, but you can consume the experience with your friends and with communities, both existing and new, all around the world in real time.”

Strauss Zelnick serves as Chief Executive Officer and Chairman of the Board of Directors of Take-Two Interactive Software, Inc. In addition, he recently served as Interim Chairman of The CBS Corp. Board of Directors.

Quitting a role as a film studio president in order to launch a video game company 25 years was a major risk, but this relatively new genre of entertainment showed signs similar to motion pictures in the 1920s. On top of the meteoric rise in video games and interactive entertainment of the last couple decades, the pandemic has accelerated its growth and adoption as people spend more time at home. The technological developments of video games have made human interaction central to its experience, offering a social element for many who wouldn’t have it during a stay-at-home period. “We like to consume entertainment with other people; we like to participate with other people; we like to watch with other people.”

Esports represents a new frontier in the video game space with over 250 million viewers. It even serves as the primary entertainment for 125 million. The industry will continue to grow and likely evolve into an ecosystem similar to the professional sports leagues.

LISTEN AND SUBSCRIBE

SPEAKER

Strauss Zelnick.jpeg

Strauss Zelnick

Chief Executive Officer & Chairman

Take-Two Interactive

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello everyone and welcome back to SALT Talks. My name is John Darsie. I'm the managing director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology and public policy. SALT Talks are a digital interview series that we launched during this work from home period with leading investors, creators, and thinkers. And what we're trying to do during these SALT Talks is replicate the experience that we provide in our global conference series, the SALT Conference. And at our conferences and on these SALT Talks, we're trying to provide a window into the mind of subject matter experts, as well as provide a platform for what we think are big ideas that are shaping the future. And we're very excited today to welcome Strauss Zelnick to SALT Talks. Strauss founded ZMC in 2001, he has a long history of leading media and communications enterprises, and is deeply involved in originating investments, advising executives and guiding strategic and operational initiatives across all portfolio company investments.

John Darsie: (01:07)
Strauss serves as the Chief Executive Officer and chairman of the Board of the Directors for Take-Two Interactive Software Incorporated. In addition, he recently served as interim chairman of the CBS Corp Board of Directors. Prior to forming ZMC, Strauss was president and CEO of BMG entertainment. And before joining BMG, Strauss was the president and CEO of Crystal Dynamics, a producer and distributor of interactive entertainment software. He spent four years as president and COO of 20th Century Fox, where he managed all aspects of Fox worldwide and motion picture productions and distribution business. Strauss holds a BA from Wesleyan University, as well as an MBA from Harvard Business School and a JD from Harvard Law School, which he shares with our moderator today. He is the author of Success, a concise guide to having a life you want, and Becoming Ageless, two great books.

John Darsie: (02:07)
And Strauss is also a workout fanatic. And he has a few years on me, but he's in much better shape than me. That is for sure. Reminder, if you have any questions for Strauss during today's SALT Talk, you can enter them in the Q and A box at the bottom of your video screen on Zoom. And hosting Today's talk is Anthony Scaramucci, the founder and managing partner of SkyBridge Capital, a global alternative investment firm. And with that, I'll turn it over to Anthony for the interview

Anthony Scaramucci: (02:30)
Just pointing out John, that it's like calling your aunt a woman, that Strauss Zelnick is in better shape than you. I just thought I would just mention that before we get the-

John Darsie: (02:41)
I left you out of it, Anthony, but-

Anthony Scaramucci: (02:43)
You didn't have to overstate the obvious. Okay? So Strauss, welcome to SALT Talks. Great to have you on. You got such a story background, but I always ask this question. Tell us something about you that we couldn't learn from Wikipedia or from doing a Google search.

Strauss Zelnick: (03:07)
Thank you for asking, Anthony. It's great to be here. It's great to see you, although first seeing you in person. And Anthony, among his many attributes, is also share something that I pride myself on which is if you text Anthony, you get an answer in about 30 seconds. I try to do the same. And I will say that during this political period leading up to the election, that was a great source of information and at times comfort. So it's been-

John Darsie: (03:39)
Or misinformation, Strauss. Don't give him too much credit.

Strauss Zelnick: (03:41)
[inaudible 00:03:41]. I was basically lying to you with overconfidence [inaudible 00:03:46].

John Darsie: (03:46)
You could have heard him on election night, he was yelling at me. He said, "You were too confident. You made me confident. What were you doing?"

Anthony Scaramucci: (03:52)
I won at nine o'clock. It was a little dicey. Okay? But that was the whole Trump design. He was still trying to get all those votes get counted after the fact. Okay, fine.

Strauss Zelnick: (04:01)
Anyway, so it's great to be here.

Anthony Scaramucci: (04:04)
Let's move on. We were talking about you being a fatso, Darsie. Let's move on. Okay? We got other more important things to talk about. But guys, [inaudible 00:04:09].

Strauss Zelnick: (04:09)
So let's see. Probably the thing that you wouldn't-

Anthony Scaramucci: (04:11)
You grew up in mass, right? You're from Mass.

Strauss Zelnick: (04:13)
The thing that you wouldn't be able to tell from Wikipedia is that I started off wanting to be a performer. So even though I spent my whole life in media and entertainment specifically in the movie business, television business, the music business, the video game business, the broadcast television business, but like many people who find themselves in an executive position in entertainment, I started off wanting to entertain. The only problem was that... I had a small problem, which was an utter and complete lack of talent. So that's where I started off. So I was-

Anthony Scaramucci: (04:45)
[inaudible 00:04:45] did you go on an audition? Were you-

Strauss Zelnick: (04:46)
Oh, yeah. I was actually... I was a singer songwriter. I wrote lots of songs. And that was sort of my area of great interest. I was a novelist. And in fact my thesis at Wesleyan was creative writing. When I was in high school, I made money by being a magician at kids' birthday parties. And I also did some acting. And in fact, I just nearly missed getting cast in a major motion picture when I was 17 years old. So I went through a sort of, one of those group auditions and I was second to last and ultimately didn't get it. And they ultimately didn't make that picture, made it many years later, but not that particular one. So I had a number of sort of a near success experiences, but I just didn't have the talent for it. And I had the presence of mind to understand that before it was too late to turn my attention to the business side of the equation.

Anthony Scaramucci: (05:37)
But you stayed in media. You like media entertainment, you like that whole sector of the US economy. Why? Why do you like it so much?

Strauss Zelnick: (05:47)
Well, first of all, again, having fallen in love with the all forms of entertainment from the point of view of a potential creator or performer, the closest I could get was to being the business side, because I seemed to have some story for business. And this is true. Many people who work in the entertainment industry, I have an enormous respect for creative talent, for performers and for creators, and to be able to help them bring their amazing creativity and talent to audiences all over the world, it gives me enormous satisfaction. It's also not lost to me that there are some great business opportunities. And the one that's been biggest in my career has been interactive entertainment because for some reason, I was able to identify that as an opportunity when I was still in the movie business many years ago. And I took an enormous risk and did something no one ever does, which is I voluntarily left the position of president of a major film studio, took a 95% pay cut and moved to Silicon Valley and started a video game business well before it was sexy to do so.

Anthony Scaramucci: (06:55)
And what did you see? So what the vision was, people would spend more time at a video game than they would actually even at a motion picture? Or what did you see? What was the insight?

Strauss Zelnick: (07:05)
No. I think this is not so long ago. What I saw was, this is the beginning of a burgeoning entertainment business, and this has all the earmarks. So the motion picture business in the 1920s before there were sound movies and before there were color movies, but you could see that this was going to be a huge business. And there were a bunch of entrepreneurs who saw that and built what became today's major studios. And I thought the same opportunity existed about 25 years ago and I was part of that with Crystal Dynamics. That was my first video game business. The second one was at BMG Interactive and the third was of course, Take-Two,

Anthony Scaramucci: (07:49)
But things have changed for the entire entertainment landscape as a result of COVID-19. However, in the interactive space, one could argue that it's actually gotten better in some ways. It's perhaps more robust. What are the changes that Take-Two has experienced? Where do you think things are going? Am I correct in that observation? That's not me doing anything scientific. It's just me observing my children, what they're doing in this period of time.

Strauss Zelnick: (08:19)
Well, of course this pandemic has brought terrible tragedy and privation so many, and then we need to be mindful of that, respectful of that. And it's hard to want to take a victory lap in that context. That said, there's no doubt that sheltering at home caused people to consume more entertainment of all forms that they could consume at home. So it took an enormous toll on live entertainment and sports and benefited linear entertainment, motion pictures that you can watch at home television, distribution, music, and of course, benefited interactive entertainment as well. But it disproportionately benefited interactive entertainment. And I think the question you're posing is why would we get a disproportionate benefit? And I think the answer is that people realize it with interactive entertainment, you not only have great graphics, great stories, great characters, great gameplay, but you can consume the experience with your friends and with communities, both existing and new, all around the world in real time, as you're consuming the game.

Strauss Zelnick: (09:20)
And we like to consume entertainment with other people. We like to participate with other people, we like to watch with other people. What a great thing to be able to play a multiplayer game as a character and to compete with, or cooperate with Anthony, even though Anthony is a 100 miles away or a 1000 miles away or 3000 miles away. And you can do that with interactive entertainment. You can't do with anything else. People love watching movies with other people, but I don't think during the pandemic Anthony, you're sitting at home watching a movie and you're in a group chat with friends in France who are watching the same movie. But you specifically are doing that when you're playing Grand Theft Auto online. That's exactly what you're doing.

Anthony Scaramucci: (10:02)
Yeah. No, I think it's fascinating. Amazon's obviously trying to do that now with Amazon Prime to try to link you to other people while you're watching the movie, but you're not interacting, you're not competing, there isn't a story arc like there isn't Grand Theft Auto that you can actually participate in, which makes it very sexy, particularly to younger people. But I want to ask you this question because there's constant product innovation, you have PlayStation 5 coming out, Xbox Series X. Both of them are out effectively, a shortage on both of them. How do you guys adapt your business model to the hardware component to this stuff? Do you make the stuff sexier? Has it been more appealing? The graphics, where are you from a vision perspective?

Strauss Zelnick: (10:51)
Well, what's great about these new platforms is they give our creative folks the technical ability to build better experiences. Whether they load faster, or the graphics are better, or the interactions are more realistic because memory is better. And the rate of data transmission is faster, or what you can do graphically is deeper or all of the above. Business model doesn't really change, although certainly new technology has enabled new business models most specifically, the ability to keep consumers engaged in between big releases and then to monetize that engagement. But this new array of platforms, including upgraded PC platforms, really doesn't have much of an influence if any, on the business model.

Strauss Zelnick: (11:41)
It does however, potentially increase the size of the market when people say, wow, that NBA 2K21, that looks like real basketball. Step back from the screen just a little bit, squint a little bit, I can't tell the difference between NBA 2K21 and a basketball game. This is amazing. And you're going to see even more of that in the next five or 10 years. And I don't think it'll take 10 years. We will be able to create video games with computers that look exactly like live action. I'm not saying we will, by the way. People may still... Our creative folks won't necessarily choose to do that. We'll still have titles of like Borderlands looks like a graphic novel. But you'll be able to do that if you want to do that, and that's going to be very intriguing.

Anthony Scaramucci: (12:26)
You're bringing up an NBA 2K, which... My kids wanted me to ask you this question. I'm dying to ask you this question. It's about esports. And so, you have this contract with the NBA, you have NBA 2K and then you have the introduction of this new sports franchising even where players are playing in arenas, players are playing in Las Vegas. Is this a fad in your opinion, Strauss? Or is this the next frontier in sports and entertainment?

Strauss Zelnick: (13:00)
Well, for sure, it's not a fad and for sure it's a frontier. The question of course, is always how high is up and that I can't speak to. I know the 250 million people love watching esports. 125 million people say that it's a primary entertainment activity for them, but this is still not a heavily monetized market. The entire esports business is about a billion dollars. And most of that goes to one title, incidentally, not our title. I don't think esports will be found in 50 different leagues doing 50 different things, any more than professional sports are. I think you'll have five titles in the same way we have five big, massive worldwide sports that matter, or so. And I'm hopeful that in the NBA 2K league will be one of them because it's based on something that we know people love to participate in and watch, which is the NBA.

Strauss Zelnick: (13:53)
So unlike some of our competitors, we don't believe that we can put out an array of titles in it. Any given time, we can take a new intellectual property and turn that into an esport. I think that's going to be very difficult to do, but I remain immensely hopeful that the NBA 2K League will become a very big business over time. It's going to take a while. It's still a very, very small part of our business, not a material part of our business yet.

Anthony Scaramucci: (14:16)
So I want you to put your traditional entertainment hat on and your interactive hat on at the same time. And I want you to think about where we are in terms of COVID-19. And so, my friends in the media business or traditional media business are slowed down, there're delays in production, they can't release movies because many movie theaters are closed or there's only 25% occupancy in the movie theaters. And so, the first part of this question is, what do you think happens to that side of the entertainment industry? How quickly can it recover or is it permanently changed? And then the secondary element of the question is, and so how was that overflowed and impacted you at Take-Two and what I would call the interactive media side of the business.

Strauss Zelnick: (15:05)
Look, I think with WarnerMedia's announcement that they're going to go day and day to their digital platform, along with a theatrical release. That puts a fine point on the possibility that post pandemic theatrical distribution is going to be challenged on an ongoing basis, but that really wouldn't be a big change. That would just be an acceleration of a prior trend. And I think one of the things that many people have said is that the pandemic has accelerated prior trends. It's been great for ZMC because we try to bet on trends that we expect to come to fruition in 5, 10, 15 or 20 years. Well, acceleration is fantastic for the companies that we already own and interesting for the companies that we'd like to own. So I think theatrical distribution is challenged. Motion picture business has been a challenge business for a very long time, much longer than most people acknowledge.

Strauss Zelnick: (15:57)
And I think that will continue to be the case, but of course the television business has been, if anything, benefited. By sheltering at home, people are consuming more television along with more interactive entertainment. So I don't believe that we're seeing any kind of tragic consequence for legacy traditional linear entertainment. I think we're just going to see more happening that was already happening. And I think there'll be great opportunity for great creators, largely in the television space. I think if you want to dig in to what will happen to all the various subscription platforms and television, I think there's not going to be a winner takes all, and there's going to be a whole bunch of losers. That's a separate conversation.

Strauss Zelnick: (16:40)
Now juxtapose that against our business. Look, we're booming. The average age of our consumers, 37 or 38. People consume for the rest of their lives the entertainment they fell in love with it at the age of 17, you know that. You know that the music you like most, no matter what you say, is the music you loved when you were 17. The entertainment you loved at 17, that's always been your love. That will stay your love. So when you turn 39, you don't stop playing video games, but new people are coming into the market. That cohort's going to grow for the next 20 or 25 years just naturally. Does that mean that we do well? Not necessarily. We have to execute every day. We have to make hits, but it certainly is nicer to have meaningful tailwinds than headwinds. And the interactive entertainment space has loads of tailwinds. Again, accelerated by the pandemic undoubtedly.

Anthony Scaramucci: (17:30)
See Darsie, what Strauss is saying, that means that NSYNC is going to be in your life for the rest of your life. I just thought that I would [inaudible 00:17:39].

Strauss Zelnick: (17:39)
I hope so. NSYNC was one of my acts. So [inaudible 00:17:42].

Anthony Scaramucci: (17:42)
Yeah, I remember. That's I'm bringing it up.

Strauss Zelnick: (17:43)
Yeah.

Anthony Scaramucci: (17:44)
Just to let you know, Darsie, you when you're 95 years old, you'll be listening in NSYNC. Imagine that. So, Strauss before he can-

Strauss Zelnick: (17:51)
I still listen to James Taylor. So I'm sure it's true.

Anthony Scaramucci: (17:54)
[inaudible 00:17:54] who's kidding who.

John Darsie: (17:55)
North Carolina guy.

Anthony Scaramucci: (17:57)
Before he gets to me, I'm going to interrupt to keep moving. I want to ask you about Quibi, if I'm even pronouncing it right.

Strauss Zelnick: (18:04)
Quibi.

Anthony Scaramucci: (18:04)
Quibi. I thought it was a fascinating idea. Some of the smartest people I know were involved in it and it failed. And it was a billion and a half dollar loss and it failed pretty quickly. And so my question to you is, did it fail because of the idea? Did it fail because of COVID-19? Is it an idea ahead of its time? Or is it the DeLorean where it was just never going to catch fire?

Strauss Zelnick: (18:37)
Well, it's hard to say. I mean, the first thing is it's so tempting to be critical of someone else's failures and to claim here I am, I'm so smart and I knew it all along. Innovation is really hard and I have enormous respect for what Jeffrey tried to do, what Meg tried to do. And they... In record time, they were able to aggregate extraordinary talent and they took a chance. And for an array of reasons, it didn't work out. And again, it's tempting to be critical of those reasons. I think ultimately, launching any kind of consumer proposition in a big way is really hard. And I do think launching something that didn't exist before into the pandemic is very different than what we faced.

Strauss Zelnick: (19:30)
And we already had a business. We had a very successful business. We already had numerous successful titles. NBA, Borderlands, Grand Theft Auto, Red Dead Redemption, the list goes on. And so, we had an ongoing business generating consumer engagement. We could build that business. And of course, we were benefited by sheltering in place. But I can't say to you that had we tried to launch our business from scratch with loads of investment in mid-March, that it would have gone well. Seems to me it would have been very, very difficult. So I admire what they tried to do greatly. It's terribly unfortunate that it didn't work out and I think it may be that they were ahead of their time. And that remains to be seen. Now, look, our approach to innovation tends to be smaller scale. I'm very conservative. I hate losing money, so we tend not to make big splashy moves.

Strauss Zelnick: (20:28)
So we tend to make smaller incremental moves. And the good news is that making smaller, incremental moves, it means that you're unlikely to have significant losses. And I'm very grateful for the fact that in my career I haven't had any at all. I've always created a return for shareholders, I've never failed to repay debt. But equally you may lose the opportunity to have that extraordinary, massive groundbreaking win. And to each person, to each entrepreneur, their own style and approach.

Anthony Scaramucci: (20:59)
Now we're talking.

Strauss Zelnick: (21:00)
I pursue the style and approach that works for me, but boy, took a long time to create the success that we've had with Take-Two and the success that we've had with ZMC. As I like to say, the only overnight successes are other people's successes, certainly not mine and onto the next. But is short form entertainment one of the past to the future of entertainment? Unquestionably. Will it be realized in a way that's additive to what already exists on Snapchat, TikTok, YouTube and other platforms? Unquestionably. We have not seen the full expression of short form entertainment, not even close. So it may turn out that what was tried with Quibi will really inform what's tried in the future.

Anthony Scaramucci: (21:46)
Well, I mean, it just to give you such a how little I know. I didn't get the opportunity to invest in Quibi, but I would have invested in it. I thought that that was a brilliant idea. And I have an enormous amount of respect for Meg Whitman. I think she was a classmate of yours, right? Or was she at Harvard Business School with you or-

Strauss Zelnick: (22:02)
Not with me, but I think she did go to Harvard Business School. Jeffrey and I obviously, worked together in the motion picture business sort of at the same company, but we were on the board of the MPA together. And I've always obviously, admired what he's been able to achieve.

Anthony Scaramucci: (22:18)
It's just one of these things. When I was back in college, one of my cousins worked for AT&T and it was 1981 or 82. And he was explaining to me that we were going to be able to play Atari Pong over the phone lines. And he was explaining to me how it was going to work and then AT&T disbanded it. And I remember him saying, well, they disbanded it because it was too costly. They couldn't figure out a way to make it work the way we're making it work today in terms of the innovation. So I do think it's something just slightly ahead of his time. You mentioned ZM-

Strauss Zelnick: (22:52)
By the way, I worked at AT&T. My first desk job was a summer internship at AT&T.

Anthony Scaramucci: (22:57)
Out in New Jersey by, right. Or [inaudible 00:22:59]?

Strauss Zelnick: (22:59)
Across Basking Ridge, New Jersey.

Anthony Scaramucci: (23:01)
Yeah.

Strauss Zelnick: (23:01)
Best corporate cafeteria ever. I think that was in 1979 or 1980.

Anthony Scaramucci: (23:06)
Yeah. So my cousin's name is Michael Saka, not that you would have overlapped with him, but he worked there for many years. And he always said that the breakup of AT&T... And this is something we've had monopolist and anti-monopolist on SALT Talks to talk about these things. Because the breakup of at AT&T actually unleashed a tremendous amount of technological growth. All those patents, as you know, Strauss, from Bell Labs, there were licenses that were able to be doled out. And sometimes what happens is monopoly power suppressed technological innovation because they're making such great economic rent from their existing structure. You don't go from copper wire to fiber optic if you don't need to, so to speak.

Anthony Scaramucci: (23:49)
But what I want to ask you about ZMC, which is a private equity firm that you are also the founder of. You've mentioned it a few times. And you basically take a position, correct me if I'm wrong, that you're looking for the future. The portfolio of companies there is what is the next trend? It's sort of a private equity firm that sees around corners, if you will. So what things should we be watching for in 2021 and beyond, as you manage to grow that portfolio?

Strauss Zelnick: (24:20)
The theme that... We're theme driven. So we don't get books from bankers and say, well, that's interesting and then send in a bid. We pursued 10 to 12 investment themes at the time, then we proactively try to find companies that are operating within that theme. Companies we believe have great futures ahead of them, and then try to invest in those companies or buy those companies. And that's what we've always done. And that's led us to stay away from themes that we thought we'd be challenged in the early part of the 2000s. We didn't buy consumer magazines, we didn't buy newspapers, even though they were... believe it or not, sexy at that time. We didn't buy broadcast radio or broadcast television, even though that was very sexy at the time, of course, multiples have come way down. It's pretty hard to make a great return when you have multiple dilution.

Strauss Zelnick: (25:08)
We did however, invest in online market research before that was a thing and television direct marketing before that was really a thing. And we've invested in businesses that enabled the growth of mobile communications before that became obvious into such businesses. The theme that I am most excited about is the explosion of data which I would express this way, however much data you think consumer and enterprise will need in five years, you're wrong. It'll be more. There was an explosion of data and the consumption storage and transmission of data. And so, we're investing in businesses that enable the consumption, storage and transmission of data first and foremost. So it's hard to do because we're not buying stock and Facebook.

Strauss Zelnick: (26:02)
I don't think our limits would think that that was a very good thing for us to do for them. They can do that without us, if they wish. We're typically buying businesses that are enabling enterprises or software enterprises within that space. There are numerous other areas that we like, but that's the theme that I find most exciting. Or said another way, Anthony, you know those to be true. There're a lot of people who say the most exciting parts of the media business and the entertainment business are behind us. The 50 years between 1930 and 1980, that was really exciting.

Strauss Zelnick: (26:35)
I think actually the next 40 years will be the most exciting time for media and entertainment and that'll live mostly be supercharged by technology. I also think there are people who say we have the internet, we have digital communications, we kind of know what that looks like now. It's all pretty mature. And I think the answer is no, it's just the beginning. I'm on an iPad today, it's great device. But in 10 years, I'll be on something that's way better, way cooler, way lighter, way cheaper. Take a look at this device. This is a super computer in your hand, but in 10 years it won't be this form factor, it won't be this heavy. It'll be a much smarter, much better, it'll look and feel different. And that's just two examples that are close at hand. So what we're trying to do with ZMC is think about what does the world look like in 5, 10, 15, 20 years and skate to where the puck is going, not where it is.

Anthony Scaramucci: (27:33)
So for somebody that doesn't understand the transition from say 4G to 5G, people think that that's incrementally 20 to 25% more improvement, but it's way more massive than that. So how would you describe that to a layperson, the move from 4G to 5G?

Strauss Zelnick: (27:55)
The opportunity will simply be that you'll be able to do more with wireless connections than you can do now. So what can we do now with a wireless connection? Well, I don't know. Right now I'm in Westchester County in New York and sometimes I have conference calls when I'm driving from Westchester into Manhattan. And what are the odds that I can make a high quality conference call completely uninterrupted from Westchester and Manhattan? The odds are about zero. Well, 5G will make those odds much higher. Just as an example. Once you have full 5G coverage. Or if I wanted to do right now, I'm on a Wi-Fi connection and I get pretty good connections, pretty fast and pretty [inaudible 00:28:36]. But if my Wi-Fi went down and I had to switch to my cellular connection, it wouldn't be as good.

Strauss Zelnick: (28:41)
In fact, it's possible that my video would be really choppy, while with 5G it wouldn't be. So just think about it as more data, quicker. And all of the uses that you find are currently constrained by existing cell distribution, are less likely to be constrained with 5G. It's as simple as that. It's otherwise not a game changer, but the biggest game changer is if you want to have super high quality wireless connections right now, you basically need fiber. And then you need a great short connection wirelessly. 5G can offer you much higher quality for longer distances, but I don't actually think this is how it'll be used. I still believe that the bulk of the high quality transmission will be fiber for very long distances. It's not like it would make sense to do that wireless if you don't have to.

Anthony Scaramucci: (29:32)
So before I turn it over to John Darsie and the ton of audience questions that are coming in. I've got a question about one of your books, being ageless. Basically, you wrote a terrific book. You gave a copy of it to my wife and I. And the title of it, it's called Becoming Ageless. Bill Maher, the American comedian, Strauss, he's a friend of mine, he's my nutritionist. And he basically told me three words that I should abide by as my nutritionist. And I'll tell you what he said, "Don't eat bread." That's his whole nutritional mantra. But you wrote a great book, you're living that book. You look about 15 to 25 years younger than you actually are. So I won't give up your age, but tell me something that we can share with our SALT delegates that they should be doing for their health and their wellbeing.

Strauss Zelnick: (30:32)
Well, first of all, I'm not shy about my age. I'm 63 and older than you, Anthony. And I'm not wiser, just older. And in terms of what I recommend-

Anthony Scaramucci: (30:43)
Cut Strauss's video, Darsie. You are my friend now. Can you cut his video, please?

Strauss Zelnick: (30:49)
So the first is, what is it that you want? So if you're happy with your current lifestyle, then the answer is don't do anything differently. But if you want to live as healthier life as you can, you can affect your health span. It's actually somewhat hard to do affect your lifespan. Even if you do everything right, you may not really affect your lifespan depending on your genetics or just serendipity. Terrible things can happen or good things can happen. But first and foremost, if you want to have a good health span and a good lifespan, there are a couple of things you don't do. Like, don't smoke. That is the factor most highly correlated with a short, bad life, is smoking. So don't smoke. Second factor most highly correlated with a shorter worst life is alcohol abuse, believe it or not.

Strauss Zelnick: (31:37)
So those two things, if you stop smoking, if you smoke, we can stop there. That's such a game changer. If you drink too much alcohol and you just drink less, that's a meaningful game changer. Now, beyond that, what steps can you take? And you talked about diet. We all kind of know what we should and shouldn't eat. I don't agree that don't eat bread is a whole answer. Because if you're saying, good, I'll stop eating bread, but I'm going to have 14 diet cokes a day. That's not going to go so well for you. So we know what's bad for us, we know what's good for us. And whole foods, staying away from processed foods, not drinking soda, not drinking fruit juice, which is just sugar and eating plenty of fresh fruits and vegetables, lean protein and limiting your processed carbs. That's probably a pretty good diet.

Strauss Zelnick: (32:25)
The second piece of advice is go to the doctor and do what the doctor says. Whenever people say, "Oh, I never go to the doctor. I don't need to. It's totally fine." You know what? It's not totally fine. You're making a terrible decision because there are a few illnesses for both men and women that are easily detectable. And if you happen to have them, if they're detected early easily curable, and if they're not detected early, they will kill you. For example, colon cancer. So if you don't go to the doctor and you don't have the appropriate tests, you could get that, not know you have it and it'll kill you. So go to the doctor, do what the doctor says. Another characteristic associated with a long, healthy life is actually taking the medication that is prescribed to you.

Strauss Zelnick: (33:05)
The third is move, some kind of exercise. I am a fanatic. You don't need to be a fanatic, but you should try to move five days a week. If all you do is walk for half an hour, a day, five days a week. That's great exercise. It's a great start. You want to do more than that, you're going to more than that. And finally, have some kind of spiritual life. Some kind of connection with other people, some kind of connection to the world outside of you. And whether that takes the form of religious practice, or meditation practice, or a yoga practice, or perhaps taking a walk quietly, or reading, or sitting quietly, but have some kind of spiritual life preferably that connects you to like minded people. Those things taken as a whole, I think will lead you to a healthier and better, longer life.

Strauss Zelnick: (33:53)
And when I say becoming ageless, by the way, no, I don't think I look 20 or 25 years younger, although thank you, Anthony. But I feel like I'm 25 years old. I try to operate as though I'm 25 years old. And I feel just great. And if I can continue to feel this way, it allows me to be my best self in every part of my life. My relationships, my work, my fitness, my leisure and it allows me to hold up well under stress too. So that's what I advocate [crosstalk 00:34:27], but for some people, honestly, they're just happy the way it is and God bless them. That's fine.

Anthony Scaramucci: (34:31)
I'm just letting you know the Botox stash that I have in my garage, none for you, Strauss. But I'm going to turn it over to John Darsie. And by the way, I really do want to recommend this book because it is a game changer and I will attribute a lot of my exercise regime to what I read in Becoming Ageless, just in terms of making it a priority like you would a meal, or savings, or investing, or spending time with family, you got to make yourself a priority during the day as it relates to exercise. So with that, let's turn it over to John Darsie. Who's got a ton of audience questions for you, Strauss.

John Darsie: (35:11)
The Botox is a very... it's a very important part of Anthony's mental health routine. He's very vain, and when he looks at the camera-

Anthony Scaramucci: (35:19)
It's just like Darsie reads Playboy for the articles, Strauss. I use Botox for my migraines. I just want to make sure everybody knows that. Okay? Go ahead, Darsie. Go ahead.

John Darsie: (35:30)
So we have a question about virtual reality and augmented reality. You talked about you're on an iPad, you have an iPhone, it's a super computer, but those, if you look 30 years into the future, our grandkids or our kids might look at us and say, wow, you used to use an iPhone? That seems very archaic way to access the internet or game or to interact with people. What types of forms do you think gaming and entertainment might take over that type of time period? Let's say 20 to 30 years. Are we going to see true augmented reality? We've seen some startups like Magic Leap that have gotten a lot of hype, but haven't really delivered. At least on a consumer level, we've seen some virtual reality like Oculus and others having quite delivered on their initial promise, but... And then you have people like Elon Musk who think we're going to implant chips in our brain. We're going to basically live experiences through our mind. What do you expect that form factor to look like?

Strauss Zelnick: (36:26)
So it's really hard to predict 30 years in the future. I mean, I think the only thing that is predictable is it will be very, very different than what we have today. And I wouldn't be at all surprised if we have certain devices implanted in ourselves. Virtual reality, what that conjures up today now is a vision and hearing occluding headset, where you embark in a world that is created for you and you move around that world. And no, I don't think that's the future of entertainment at all. First of all, it's solitary. We don't like to consume entertainment of solitary way. Second, it requires dedicated space. Third, it's really expensive. Fourth, it makes you not nauseated. And that's a real problem because nausea and entertainment, they don't really go together so well. So I don't really believe in the current expression of virtual reality is the future of entertainment, but I wouldn't rely on anything for 30 years from now.

Strauss Zelnick: (37:19)
Augmented reality means adding characters to the setting that you're currently in. Pokemon Go is a great example of that, it can be a lot of fun. Properly executed, I think that could be a great opportunity, but I don't think it will redefine the business any more than 3D redefine motion pictures. Or even frankly, any more than color redefined motion pictures. It was there, it was a tool. Great. It didn't give any company in particular leg up. So the end of the day, we like to tell stories and told stories and linear entertainment will always do that and will always exist in one form or another. And we like to compete and play games and interactive entertainment will exist for that purpose as well. And there'll be some merging of the two.

Strauss Zelnick: (38:05)
And I have zero doubt that the form factor for the devices on which we consume these properties will change and become lighter, quicker, cheaper, more convenient. But at the end of the day, storytelling has been around for a really, really long time. And playing games has been around for a really, really long time. And I suspect that won't really change. And music has been around for a really long time. Those core parts of the entertainment business won't change. Their expression will change greatly and our job as an enterprise is in fact to be at the forefront of that change and to try to innovate. And that's what we're trying to do with Take-Two and more broadly with ZMC. We'll see how we do.

John Darsie: (38:47)
So remote work is one of these mega trends that's been accelerated by the pandemic. You've seen stocks like Zoom, go to the moon and others who are enabling remote work. You're seeing big companies, Goldman Sachs recently indicated they're going to move some of their asset management business down from New York to Florida because of more favorable business climate down there. How do you think the gamification of work might play out in an environment where you're seeing more people work remotely? Obviously there's pluses and minuses to having people work in a decentralized setting. And one of the minuses is lack of interpersonal interaction and team building setting that you get in person. So how can we use things like virtual communities or video games or gamification to take some of the interpersonal interaction that you would normally get in an in-person setting and transfer it to a remote work environment?

Strauss Zelnick: (39:43)
Well, I mean, people are doing conference calls inside Red Dead online and inside Grand Theft Auto online, for example. That'd be I think, an example of what you're talking about, but I actually don't think the world is going to shift to total remote working. I think the companies that are saying, oh, we don't care if people work from home endlessly, that's fine. Or maybe we can pay them less if they do or we'll cut our real estate footprint. I don't think that is going to make any sense at all. I think you lose the ability for serendipitous interactions and team building. And the fact that you're able to do something when pressed to do it does not mean it's a great idea to do it all the time. What I do think will permanently change is first a willingness to understand that at times remote work can make sense.

Strauss Zelnick: (40:27)
Secondly, I think we are all going to be less likely to travel. I think we're going to say what, that trip that I thought I had to make, I can probably do those meetings via Zoom more frequently than before, but I don't think it will get rid of business travel at all. So for example, I think you'll still have a SALT Conference in Las Vegas when you can because I mean, it's to get people together and that's how you build connection and community. And I'll be there if I'm invited because I think it'll be fun. But I don't think you need to do SALT Talks in person five days a week. I think you can do this very effectively on Zoom.

Strauss Zelnick: (41:04)
So I think you'll see a move ahead where both will be true. We will be able to work remotely when necessary. We will primarily still work together in a physical setting because that allows for all kinds of unexpected and unscheduled interactions, it can yield great things. We'll still travel when necessary, but we may do so more selectively. And I think that is an acceleration of a pre-existing trend, but to believe it goes all the way to the other side, we need to ask ourselves, how do we gamify that thing that went to the other side? I'm going to beg the question and say, we're not going all the way to the other side in the first place.

John Darsie: (41:41)
So I'll leave you with one final question, it's something we like to ask CEOs. And you've led a lot of very successful companies, you invest in successful companies and you've obviously, catapulted your company during this work from home period as a result of the pandemic. What leadership qualities do you think are important when an organization is tested with a curve ball, like we saw come out of nowhere with a global pandemic that causes everyone to be basically quarantined in their homes for the better part of a year?

Strauss Zelnick: (42:10)
Well, first preparation. My prayer is not a business plan. The reason that Take-Two was so effective in this pandemic is that we have an incredible IT department run by Scott Belmont that had been totally focused at great expense on disaster preparation. And they were ready to do work from home test in early March and then guess what? Everyone had to work from home. We were able to roll out work from home in a week. We had 6,500 people, seven days after starting working effectively from home on enterprise quality computer setups. We had invested in a backbone that allowed us to do that. So it's all... it's tempting to talk about leadership thing, words, but leadership is based in actions and we were prepared and we try to be prepared for any eventuality that can occur. Then once you get into that situation, I think leadership is always being a player coach, being right there with the team, being engaged, being concerned. And the other part of leadership is making decisions that are in service of the common good.

Strauss Zelnick: (43:19)
So I have peers who said, wow, we're a very big strong company, but you know what? This tough time, a lot of companies are firing people. You know what we're going to do? We're going to do a 20% across the board pay cut because we can. We didn't cut any salaries, we didn't furlough any people, we didn't use it as an opportunity to reduce any head count, but we have a compact with our colleagues that we're going to take care of each other. And one of the reasons that we've been disciplined and careful and ultimately successful is so that we can withstand tough times.

Strauss Zelnick: (43:50)
So we didn't see this as an opportunity to take a pound of flesh from our colleagues and we'll come out of this. And as a result of that, I think have even better morale than before and maintain our incredibly low attrition rates, which is coincidence with having a high degree of success. We've seen those companies who said, yeah, we cut our footprint, we cut our costs, we cut our salaries. Well, that's great. When things come back to normal, you tell me how loyal your teams are. So at the end of the day, leadership is about actions not words. The words only matter if they reflect the actions that you take. And finally, I think leadership is about empathy and kindness. Something that forms an enormous part of our mission.

John Darsie: (44:31)
Well, Strauss, that's a great way to end it. Thank you so much for joining us on SALT Talks. Anthony, do you have a final word for Strauss before we let him go?

Anthony Scaramucci: (44:38)
Well, I just want to... well, read out the two books that Strauss is an author of. So the first one, which was literally last one, Becoming Ageless, the one I read. I [inaudible 00:44:49] recommend everybody. And I'm going to be out there, Strauss buying Success, a concise guide to having the life you want as well. So those two great books from Strauss Zelnick. Thank you for joining us. And yes, I see a SALT Talk in your future on a live stage somewhere, Strauss. You're not going to be able to get away from us. And congratulations on all the success that I'm sure that your team's looking forward to the these new gaming console. So I'm sure that they're already taking good advantage of. So all the best [inaudible 00:45:19].

Strauss Zelnick: (45:19)
They are. Thanks so much for having me.

Anthony Scaramucci: (45:20)
Happy holidays [inaudible 00:45:22].

Strauss Zelnick: (45:23)
Great to see you all.

Anthony Scaramucci: (45:23)
[inaudible 00:45:23] soon.

Strauss Zelnick: (45:23)
Thanks, Anthony. Thanks, John.

John Darsie: (45:24)
And we're very excited too. We were talking before we went live and we were actually joking about it a few weeks ago, but Strauss has agreed to do a workout session under the SALT Talks banner. So he does... he leads workouts for the Take-Two team internally that are religiously attended by I think, several hundred employees at Take-Two. And he has graciously volunteered to embarrass us by leading a workout session that none of us will be able to keep up with. So we're very excited to do that in the coming weeks.

Strauss Zelnick: (45:54)
Thanks again, guys.

Anthony Scaramucci: (45:55)
All right.

John Darsie: (45:56)
Thank you.

Anthony Scaramucci: (45:56)
All the best.

Szymon Idzikowski: ESG & Climate Related Investments | SALT Talks #123

“If I think that overall demand for equities will come down, maybe within that, the sweet spot in the context of millennials would be ESG and climate related investments.”

Szymon Idzikowski joined Abu Dhabi Commercial Bank (ADCB) in January 2015 to lead the 3rd party fund selection and co-manage discretionary client investment portfolios. He is a lead fund manager of ADCB Target Date Funds and ADCB Multi- Asset Funds.

There are three major factors driving the market and forecasts of future returns: demographics, globalization and global growth. We see aging demographics across the world which will serve as a drag on the economy. Globalization peaked around 2010 and its decline will ultimately moderate the pace of global growth. This portends lower investment yields in the coming decade. “If I look on the IMF forecast, growth is only going to continue to moderate [due to globalization and demographics] and debt that companies and governments have built.”

LISTEN AND SUBSCRIBE

SPEAKER

Szymon Idzikowski.jpeg

Szymon Idzikowski

Fund Manager

Abu Dhabi Commercial Bank (ADCB)

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

Rachel Pether: (00:08)
Hey everyone and welcome back to SALT Talks. My name's Rachel Pether and I'm a senior advisor to SkyBridge Capital based in Abu Dhabi as well as being the MC for SALT, a thought leadership forum and networking platform that encompasses business, technology and politics. SALT Talks, as many of you regular viewers know, is a series of digital interviews where we speak to some of the world's foremost investors, creators, and thinkers. And what we're really trying to do here is provide our audience a window into the minds of subject matter experts.

Rachel Pether: (00:42)
Today, we'll be discussing why investors should be bracing for lower returns. And I'm very excited to be speaking to my friend Szymon Idzikowski, fund manager at Abu Dhabi Commercial Bank. Szymon leads the third party fund selection for ADCB and co-manages discretionary client investment portfolios. He started his career with Morningstar in London, where he was involved in the rollout of Morningstar's qualitative fund research and ratings across Europe and Asia. Szymon holds a master's degree, a bachelor's degree and is a CFA charter holder. As always, if you have any questions at all during today's talk, just enter them in the Q&A section of your Zoom screen. Szymon, welcome to SALT Talks.

Szymon Idzikowski: (01:28)
Thanks for having me.

Rachel Pether: (01:30)
Now, before we begin, I've known you for about five years now, and I'm always worried that I get your name pronounced incorrectly. So for the benefit of the audience, can you just pronounce your name in the correct way?

Szymon Idzikowski: (01:43)
Sure. I actually think you've done a great job pronouncing it, but it's Szymon Idzikowski.

Rachel Pether: (01:52)
Perfect. And I also severely paraphrased your biography there. So maybe you can start just by telling me a bit more about your background and how you ended up where you are now in ADCB.

Szymon Idzikowski: (02:03)
Yeah, I think you actually summarized it very well. Well, I've been in the industry for nearly 13 years now. I've started my career in London with a company called Morningstar and that was in the beginning of 2008, so very interesting times to join financial services. But that also means that pretty much I've seen the full market cycle by now. I've joined ADCB in 2015, to lead the multi-manager capabilities for the bank and I'm responsible for idea origination both on the traditional and alternative side, portfolio management as well as client advisory.

Rachel Pether: (02:49)
Excellent. So, I'm sure we'll get into some of those ideas a little bit later during the course of today's talk as well, but the two of us have discussed before how post financial crisis returns have exceeded longterm average returns, but that investors should be bracing for lower returns going forward. So maybe you could talk me through some of the structural changes behind that reasoning.

Szymon Idzikowski: (03:16)
Sure. Look, there're three areas I think, and then there's probably a number of those areas, but the three areas I would like to talk about are demographics, globalization and global growth. But maybe before I dive into that, I would like to just spend a minute on actually, what you just said that the recent returns have exceeded the long-term averages and maybe put a few numbers behind that. I think it would be a nice place to start and you've been absolutely right. If we look on equities, US large company names S&P 500 benchmark pretty much over the last 10 years, it has returned something like 13, 14% annualized versus its long-term average closer to 8%. So if you think that at some point, those returns will mean revert to the long term average, that would simply imply quite lower returns going forward.

Szymon Idzikowski: (04:26)
And as we just discussed a few minutes before this webinar, I was earlier today looking on capital market assumptions on some of the bigger asset managers, BlackRock, JPMorgan, and GMO. And of course, all of them would go beyond just the simple mean reversion but the conclusion has been pretty much the same. So BlackRock, for example, expects that over the next 10 years, S&P 500 will return something like 5% annualized, JP Morgan thinks it's going to be 4% and GMO is the most bearish of all three and GMO doesn't think we're going to see as much as 1% from S&P 500. And again, that's after receiving 13, 14% annualized over the last 10 years, so that's one thing. Unfortunately, on the fixed income, it doesn't look any better. I guess, in the context of fixed income, you probably want to take a little bit longer horizon because I think what we've seen is the yields coming down from early 1980s, and that yield compression has provided a great tailwind for fixed income investors.

Szymon Idzikowski: (05:48)
But the reality is where we are now most of the sovereign bond funds pay close to zero. In some cases, these are negative returns and we can actually see negative returns even in credit, both investment grade and high yield. You look on an index such as Barclays global agg and 20% of that index actually is in negative yield territory. And again, if I look on those free providers, all of them are in the agreement that over the next 10 years, in the real terms, you will unlikely to make any money from government bonds. In a nominal term there has been mixed conclusion but that's not a very rosy picture as well, so that is where we are. But then if I go back to the structural drivers you've asked about, again, they don't really change the picture or they don't make the picture anymore rosy because if I start with demographics, I think it's been a quite topical area.

Szymon Idzikowski: (07:00)
There has been a lot of headline about the Japanification and aging populations and none of this is good for the market. Aging population means that the portion of population that is working versus the non-working population is shrinking. So their involvement in income generation and productivity and workforce is decreasing the [inaudible 00:07:22]. That's not good for our economy and that's not good for cashflow generation of the companies. So ultimately that's not going to be good for our returns if we invest in those companies, so that's one thing.

Szymon Idzikowski: (07:39)
The second thing is globalization. And again, I think globalization is a trend we've seen over the last few centuries. And what it has done is it's made the world much more interconnected. It has resulted in probably creating more prosperity around the world. It has introduced new products, share know how, helped to lower the costs, helped with the migrations, but a lot of those trends have been reversing. So if we look on the last few years, it seems like the globalization has peaked probably around 2010. So these tailwinds again, we've been getting in the past from globalizations are not necessarily going to help us going forward.

Szymon Idzikowski: (08:36)
And then the third driver is global growth. And again, unfortunately I don't have a good news there either. We've been already over the last few years in a slow growth environment and if I look on the IMF forecast, looks like this growth is only going to continue to moderate. And some of the drivers behind that would be actually globalization would be those demographics I just spoke about but it will be just as well things such as pile of debt that companies and governments have built to the high leverage is not going to really help going forward.

Rachel Pether: (09:21)
So firstly, thanks for such a great overview and breakdown of those three drivers. I want to pick up on the first point that you made about demographics and maybe just look at how this is impacting demand for equities as well. Just touch on that, given that it's also projected to only be one to 5% return going forward in the S&P.

Szymon Idzikowski: (09:48)
Yeah. And that's a good point because I guess when I was talking about demographics, I was referring only to this demographic support ratio for the economies, but you are absolutely right. There is probably another angle. You can look at demographics, which is propensity for risk, appetite for risk-taking. And a lot of studies suggest that it is the mid-age working population that has the highest propensity for risk-taking. So these would be those natural buyers of equities. But again, if we think that the population is aging, this appetite for equities will be decreasing, which will not be good for the prices of equities.

Szymon Idzikowski: (10:47)
But maybe second point I would make in that context is the context of millennials. Because again, some of the studies suggest that, or some of the expectations suggest that millennials will not necessarily be as eager to buy equities as baby boomers when they were at their peak potential for buying equities, so that's again also going to drive demand.

Rachel Pether: (11:19)
And I appreciate that you're more focused on the investment side versus the client focused side, but where are you seeing millennials wanting to invest if it's not in equities and I'm presuming it's not fixed income?

Szymon Idzikowski: (11:35)
Yeah, it's interesting. Well, there's probably two points I would make around that because the first point is probably what I just said that maybe the demand will come down compared to historical standards. But I guess the second point that is probably quite important in this context is what they will be buying. And I think what we've seen is that they try to align their value systems with the investment. So of course, they've attention has been much higher in all those sort of ESG related teams. So again, if I look on some of the statistics that I've seen, they would suggest that probably millennials are twice as likely to buy ESG compared to baby boomers. So if I think that overall demand for equities will come down, maybe within that, the sweet spot in the context of millennials would be ESG and climate related investments.

Rachel Pether: (12:45)
Yeah. And I guess one other thing that's kind of come up in the millennial age as it were is this, the sharing economy. And I want to link that into the point you made about global growth. Do you think that we still measure growth correctly in the context of this sharing economy?

Szymon Idzikowski: (13:04)
It's a good question. Let me maybe start explaining the concept of sharing economy, just in case some of our viewers are not familiar with that concept. And I think the easiest way to explain this is by using some of the examples which probably most of us know, and this would be the type of Ubers, Lyfts or Airbnbs. So basically what sharing economy is, is the part of economy that involves exchange of goods and services on a peer to peer basis but very often utilizing some unused goods or assets. So if you think about Uber or Lyft and basically personal cars, the reality is that we don't use our cars to the full extent.

Szymon Idzikowski: (14:02)
I mean, most of us would wake up, you drive to the office for half an hour, then you park the car. You are at the office for the next eight, nine, 10 hours, your car stay there unused, drive back, go sleep. And basically at the end of the day, you use your car for maybe an hour, right? Just imagine on top of your full-time job you become an Uber driver. You don't really need any new assets to become an Uber driver, but you are utilizing an already existed asset. It will be the same case for Airbnb. In a traditional economy, if you wanted to increase the supply of something, maybe housing or apartments, you would need to build them. But within this concept of sharing economy, instead of building a new hotel or a new apartment, you basically utilizing the existing structures and maybe renting unused rooms.

Szymon Idzikowski: (15:03)
So all those examples, in all those examples there is for sure value created by sharing economy. But that value is not necessarily captured by the GDP, because you're not buying a new car to provide a service. You're not constructing a new hotel or a new apartment, but there is some value created. It is a little bit open question. I think we are all trying to find maybe new template, maybe partially that does explain to some extent this slowing growth environment that we've just discussed.

Rachel Pether: (15:37)
That's a really good point. I also do have to add, if your day is just driving half an hour to the office, working, driving home, and sleeping, then we need to do something about priority in your life. Okay, so you've mentioned demographics, globalization, and global growth. So maybe we can now turn that over and look at maybe what is the antidote to some of them. And I know you're a big fan of Howard Marks as well. And he was making the comment that asset prices are higher than they were a year ago. Prospective returns are lower than they were a year ago. And so people are having to take more risk to get return, but it's not the really the type of an environment where you want to be taking more risk. So I guess putting all of that together, where can investors look for returns as global growth is slowing?

Szymon Idzikowski: (16:31)
Yeah, look, so if you think we are in the slow growth environment, then you basically need to look for high growth opportunities. And the way we look at this is through the lenses of new economy versus the old economy. And the new economy would be your type of sectors or industries or companies with some sort of cutting edge technologies that disrupt those traditional and old economics. So these will be maybe your FinTech versus traditional financials organizations, this may be electric cars versus the traditional cars, this could be some sort of online learning and online shopping, maybe alternative energy versus traditional energy. So we do think there is some sort of parallel shift, a paradigm shift taking place. And we do think that those new economics will be winners from this new situation.

Szymon Idzikowski: (17:37)
So that's the first thing. Well, the second comment I would make is probably around private markets. And if I think about the private markets, well, the companies right now have much more option to raise capital than they did in the past. So they are not as eager as they used to be to go for the IPO and when they do, they take much longer to get to that stage which means that much more value is created when they are still private. So if you want to utilize that value, you need to participate or buy them when they're still private.

Szymon Idzikowski: (18:21)
I appreciate you're giving up liquidity in that case, but I do think it's a very fair trade. And if I look in again in some of these capital market assumptions, BlackRock, for example, expects that over the next 10 years, you can make as much as 17% on annualized basis from private equity. And that compares to meet single digits coming from public equities so that the trade-off is I think, quite attractive and the same on the fixed income side, you will look on the direct lending where private things you can make as much as 8% annualized return versus your very low single digits from public fixed income.

Rachel Pether: (19:10)
I mean, but the private markets point you make is a great one, SpaceX just did a series in funding round, it used to be ABC stop at D but companies are staying private much longer for sure. We're both based in an emerging market. How are you seeing emerging markets within the things that you've just discussed?

Szymon Idzikowski: (19:37)
Yeah, so I think emerging markets have probably one advantage versus developed markets and that would be demographics. So when I was speaking about the aging population, most of that applies to developed market. So for sure, someone that has a long term investment horizon there are opportunities in emerging markets and they're worth considering.

Rachel Pether: (20:11)
And where are you seeing the best opportunities, when you look at emerging markets, how do you divide the world, the emerging market world?

Szymon Idzikowski: (20:19)
So we are the most excited about emerging Asia. And we think that on one hand, you do take advantage of, of course, those better demographics, but at the same time, if I go back to the comments I made about the new and old economy, a lot of the new economy sectors and companies you can find in Asia, so it ticks both of the boxes. On the other hand, probably, I would stay away from the old economy emerging markets, all those commodity producers, mainly on the back of the transition that China goes through, transitioning from more like a manufacturing base toward domestic and service oriented, which means that the demand for local commodities is coming down, which of course will not be good for the commodity-producing emerging countries.

Rachel Pether: (21:17)
Yeah. And I guess that goes back to your point about capacity as well. Maybe we don't need more things if we're using our current resources more effectively. We've had an audience question come in, which I think it's probably opportune to ask now. Someone has asked, what is ADCB doing in the ESG space, be that, in equities or fixed income?

Szymon Idzikowski: (21:42)
That's a good question. Unfortunately, I feel that ESG has not gained as much traction in the middle East as we've seen in Europe and in the US. So I think Europe is leading the way, US is probably second. In the middle East, I think that the only angle I would put in the context of ESG is probably Islamic investing, which you could argue is a form of ESG where you basically align your values with how you invest. And of course, most of the local banks will have products around that. We've got products on both equity side and the fixed income side that gives you exposure to Sharia products. And we've seen a lot of interest in those products, but if I look on the sort of broader ESG products, we've talked about it quite a lot. We write a number of thought leadership papers but we haven't seen probably as much traction as some of our colleagues outside of this region.

Rachel Pether: (22:50)
I'm quite impressed Szymon because we haven't actually really discussed the pandemic yet, which I'm very happy about. So I'm not going to dwell on it, but what we appear to be in now is more of this K shape recovery and dispersion amongst sectors that are forming well, how are you looking to take advantage of that dispersion from an investment side?

Szymon Idzikowski: (23:17)
Yes, you are right. I think we've seen a huge dispersion this year, basically all those growth related sectors leading the recovery and value related sectors lagging. But the reality is this is not only this year phenomena, we've seen this dispersion actually for quite a few years now. And I think by Q3 this year, probably the gap between the growth and value names has been the highest we've ever witnessed. And I think a lot of that goes back to what I said, that we've been in a slow growth environment for a number of years. So if I was a long-term investors and I focus on my strategic asset location given... We don't think the growth is going to pick up much really going forward, I would probably stick to those growth and new economy names.

Szymon Idzikowski: (24:21)
So that's the first comment I would make. But having said that, we probably have seen some rotation the last few weeks where those cyclical and volume names have been picking up. And I think interesting thing that COVID has created this year, it's almost rotated the beta of names and sectors and industries.

Szymon Idzikowski: (24:47)
So sectors that traditionally are associated with trading at a high beta, the type of like, let's say your IT sector actually had a very low beta this year because of all this online demand, which does explain why it has done so well. And on the other hand real estate, which is traditionally very defensive and lobbied, the sector actually has seen a huge spike of its beta because of the commercial real estate and problems related to that. So while I made the comment about your longterm and structural positioning, there's probably an opportunity for more tactical investors who would like to potentially play this beta normalization.

Szymon Idzikowski: (25:37)
Of course UK has just approved the vaccine, probably we're going to see more of that happening as we are seeing this process rolling out and economies reopening. Again, we're probably going to see some of those cyclical or some of those defensive names and sectors that have lagged playing a catch up game. So for the small tactical investors, probably, things such as airlines, auto, hotel, leisure, energy and a few other sectors and industries that have lagged could be potentially a nice tactical play.

Rachel Pether: (26:22)
Yeah, absolutely. From the hedge fund perspective side, we've seen that it's the distressed corporate credit guys that have really had a great last six months, at least by picking up on some of the opportunities that you just mentioned. We've had a couple of audience questions coming in, actually both of which are brilliant questions and I wish I'd thought of them myself. One of them is related to private markets. And from Ken, has the explosion of [SPACs 00:26:52] , which offer a faster approach to private investment liquidity affected the investment decisions i.e in high growth areas such as tech?

Szymon Idzikowski: (27:04)
Has that impacted decision-making?

Rachel Pether: (27:08)
Yes. So I guess, I mean, I know SPACs haven't yet really taken off in this region yet, but obviously they're all the rage of the day in the US at the moment, are you thinking that that's affecting investment decisions with regards to the high growth areas?

Szymon Idzikowski: (27:30)
I don't have a strong view on that but clearly, if we look on overall, I mean, private markets have seen huge traction over the last year, raising a lot of assets. I think the two probably biggest trends we've seen in the last few years is the race of course, of passive investment on the public space and then potential investors going, searching for alpha in the private markets. I'm not sure if that's related to what the person from the audience has asked, but potentially it does partially explain some of that.

Rachel Pether: (28:17)
Yeah, that's great. Thanks, Szymon. And if the question wasn't answered, Ken, just do let us know in the Q&A section. A couple of other questions coming, one about hedge funds, one about emerging markets, so I'll start with the hedge funds. What is your appetite for hedge funds at the moment and which type of hedge fund do you believe is attractive at this stage in the cycle?

Szymon Idzikowski: (28:42)
So a lot of allocations we do and on the hedge fund side, most of our allocations are on the liquid alternatives. So across all our models, irrespective of risk profile, we would have a bucket for alternative assets for a lot of liquid hedge funds. Most of our allocations currently are to multi-sector hedge funds so we do see value from a strategic point of view to have those allocations but we don't necessarily have resources to spend and try to allocate within that, which is why we find fund managers that will do those calls for us.

Szymon Idzikowski: (29:29)
Having said that, some of the discussions we've been having internally has been about potentially some opportunities within the event-driven space, given where we are in the market cycle and higher MNA activity and where the interest rates are. So that's probably one area where we've seen a little bit more opportunities.

Rachel Pether: (30:00)
Yeah. That's great. Thank you. And also a question from Lindsay, who said, you mentioned your excitement on emerging Asia, what are you most excited about in emerging Asia and this could be countries or themes and has COVID accelerated any of those themes or trends that you're seeing in that area?

Szymon Idzikowski: (30:22)
Yeah. So one position we initiated this year was within the equivalent of NASDAQ within China. So again, that was a play on this sort of new technology. So I think if I think about the new technology, the two hops for that is the emerging Asia and a lot of that does happen in China and the new internet based companies are your Baidus and Alibabas, which would be probably equivalents of Fancy or [inaudible 00:30:51] in the US. So we've initiated position in the spring of this year to play that.

Rachel Pether: (31:01)
So you mentioned China, that's obviously a place where older demographic... Are there certain countries within Asia that you're looking at on a country specific level, or when you look at emerging Asia, it's really more of a broad brush approach?

Szymon Idzikowski: (31:22)
Yeah, like I said, within emerging markets, we are overweighed Asia as a whole, and again, in model portfolios, I would basically appoint an external manager that then would find opportunities within Asia. But if I look at the countries there, if we do point out one country that is China, but within the China, we do like only that sort of segment of the new technology, which we would then have a dedicated product to play that.

Rachel Pether: (31:59)
Yeah. And that sounds great. We've just got a couple more minutes left here, maybe you could just finish on an optimistic note. I know you're going back home for Christmas, you'll be coming back to the UAE in the new year. What are you most looking forward to as an investment professional in 2021?

Szymon Idzikowski: (32:29)
It's an interesting question, because in a way, from investment point of view, if you look at how market has done in 2020, it's even hard to believe that something such as pandemic has happened, but the reality is economy have struggled. A lot of people have lost jobs. So in a way, if I think about 2021, I'm happy to have a little bit more moderate returns. And in a way I do think, as I've been arguing, they might be a little bit more moderate. And I do think a lot of good news is priced in, but I would like for economies now to start opening and people being able to go back to work and maybe us having this discussion in a studio or being able to rebuild some of the social relationships. So that's one thing I'm hoping for, for 2021.

Rachel Pether: (33:31)
All right. That's a great thing to hope for. And I definitely hope that next time we meet it will be in person as well. But I just wanted to thank you. Thank you so much for your time today and thank you as well to the audience. Later in the day in December, we had some really great questions. So thank you so much for the audience participation. Thank you so much, Szymon, for sharing your thoughts and insights today as well.

Szymon Idzikowski: (33:56)
Thanks for having me.

Pandemic Venture Investment Series - Episode 5 | SALT Talks #122

“AI will not replace radiologists; radiologists that use AI will replace radiologists that don't.”

In the latest installment of SALT Talks: Pandemic Venture Investment Series, presented in partnership with OurCrowd, leading digital health start-ups provide a unique view into the revolution in artificial intelligence and how it’s shaping MedTech trends, and where investment opportunity lies. Zebra Medical provides automated, accurate AI imaging diagnosis, Diagnostic Robotics’ AI offers a triage and clinical-predictions platform, and BrainQ is developing an AI-powered electromagnetic field therapy to reduce neuro-disorder related disabilities.

AI technology can read scans and identify potential diagnoses before the radiologist reviews them. The introduction of AI to radiology will help address the problem of volume control in healthcare. This issue has been exacerbated during the pandemic where increased resources dedicated to managing COVID diverts time and attention away from other patients. “I kind of liken it to shining a flashlight in a dark room. We can see what's in the spotlight, but you're missing things around the edges.”

AI can process billions of data points to provide medical providers key insights to increase positive patient outcomes. This modeling is custom to each population and its history of chronic health problems. The pandemic has accelerated the adoption of digital health practices like telehealth, and has given faster rise to the need for AI population health technology.

LISTEN AND SUBSCRIBE

SPEAKERS

Ohad Arazi.jpeg

Ohad Arazi

Chief Executive Officer

Zebra Medical Vision

Yotam Drechsler.jpeg

Yotam Drechsler

Chief Executive Officer

BrainQ

Maya Orlicky.png

Maya Orlicky

Vice President, Strategy

Diagnostic Robotics

EPISODE TRANSCRIPT

John Darsie: (00:12)
Hello, everyone, and welcome back to SALT Talks. My name is John Darsie. I'm the Managing Director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology, and public policy. SALT Talks are a digital interview series with leading investors, creators, and thinkers. What we're trying to do during these SALT Talks is replicate the experience that we provide in our global conferences, the SALT Conference, which is to provide a window into the mind of subject matter experts as well as provide a platform for what we think are big ideas that are shaping the future.

John Darsie: (00:47)
We're very excited today to welcome you to the fifth installment of our Pandemic Venture Investment Series, where top entrepreneurs, investors, and business leaders dive deep into the challenges and opportunities arising from the pandemic crisis and discuss breakthrough technologies that are addressing issues ranging from coronavirus prevention and cure, to social distancing and food supply. This series is presented in partnership with OurCrowd, which is a leading global venture investment platform.

John Darsie: (01:17)
Today's episode is called Artificial Intelligence: Digital Health's Secret Weapon, and it features Ohad Arazi, the chief executive officer of Zebra Medical Vision, Maya Orlicky, the vice president of strategy for Diagnostic Robotics, and Yotam Drechsler, the chief executive officer for BrainQ. And the talk today will be moderated by OurCrowd Qure's managing partner Allen Kamer. If you have any questions for any of our panelists during today's talk, you can enter them in the Q&A box at the bottom of your video screen on Zoom. And with that, I'll turn it over to Allen for the interview.

Allen Kamer: (01:54)
Thank you very much John. This is Allen Kamer, managing partner of OurCrowd Qure, Israel's first digital health fund focused exclusively on digital health investments. I'm really excited to have this esteemed group with me today. As John mentioned, we're here to talk about artificial intelligence, digital health's secret weapon, and we have some really prominent companies and prominent people from those companies here to describe their weaponry, and how they're approaching the market, and how they're disrupting healthcare in a positive way.

Allen Kamer: (02:31)
And how we're going to start is I'm going to turn it over to each of the representatives on the panel to describe themselves, give a little bit of background about who they are, and then a little bit of background about their company. And then we'll go from there. So let's start with Yotam from BrainQ.

Yotam Drechsler: (02:51)
Hello everyone. Thank you for the intro. My name is Yotam, and I'm the cofounder and CEO of BrainQ. My background is in math, computer science, and cognitive science. I've actually worked for several years at the Boston Consulting Group here with Maya. So I'm very happy to see her with me again on this panel. And since 2016, I'm cofounder and CEO of BrainQ. BrainQ is developing a medical device that aims to reduce disability following stroke and other neuro-disorders. We do so with a wearable electromagnetic treatment, which is frequency tuned. And our novelty lies in the data science way that we retrieve the frequencies for the treatment. And this is where the AI comes in for us. That's in a very short.

Allen Kamer: (03:46)
Thanks, Yotam. Maya, tell us about yourself and Diagnostic Robotics.

Maya Orlicky: (03:51)
Sure, thank you so much Allen for the introduction. So hi everyone, very happy to be here. I'm Maya Orlicky, I'm the VP strategy and operations of Diagnostic Robotics. My background is biotechnology and biomedical engineering. I spent a few years, as Yotam mentioned, at BCG. Some time at fintech, travel tech, and then back to the digital health space. And what we're doing here at Diagnostic Robotics is we're developing medical grade AI products, for predicting both patient medical conditions, and guiding patients through their most appropriate medical journey. Our system was built using databases of tens of millions of EMRs, medical records, as well as tens of billions of claims data. And we support both healthcare providers, payers, and employers, by creating seamless data driven interactions, automate and optimize the patient journey through AI.

Allen Kamer: (04:50)
Super, I can't wait to get into this. Ohad from Zebra Medical, tell us about yourself and what Zebra Medical does.

Ohad Arazi: (04:58)
Hello everyone, my name is Ohad Arazi. I have the privilege of serving as the chief executive officer of Zebra Medical Vision. I've been in the medical imaging and health IT space for the past 14 years. I'm absolutely passionate about transforming healthcare with AI and medical imaging. Our company, Zebra Medical, was founded in 2014, and really since then we've been on a mission to transform patient care by teaching computers to automatically read and diagnose medical imaging studies. I'm sure you know medical imaging is already established as one of the most critical and influential domains in healthcare. Over 3.6 billion exams are taken across the globe every year, dealing with almost every type of medical condition. And the challenge with that is, with the continuous growth in medical imaging volumes and complexity, we're quickly reaching a human limit for effective interpretation of these images. So at Zebra Med, we're looking to empower healthcare providers to manage this ever increasing workload without compromising quality of care through the use of AI and machine learning.

Ohad Arazi: (05:57)
I think what's really unique about our approach is that we're the first company to use imaging AI to take on the challenge of population health, which is core to the triple aim framework and to value based healthcare at large. And our platform is proven to help assess and stratify risks for guiding clinical decisions, for interventions, for reimbursements, and most importantly, we're using images that have already been taken. You can imagine that dealing with population health has become even more critical since the outbreak of COVID, as the entire healthcare system has been really required to develop tunnel vision to deal with only what matters most. And as a result, many conditions that are non-acute are not getting diagnosed or treated. And I kind of liken it to shining a flashlight in a dark room. We can see what's in the spotlight, but you're missing things around the edges. And that's a very significant role that we'll talk about today, that I think AI can play.

Allen Kamer: (06:48)
Well thank you, all of you. I'm going to jump in and keep it with you, Ohad. We talk, the panel is titled AI: Digital Health's Secret Weapon. What's so special about your AI? What makes your AI really stand out, and how does it make an impact?

Ohad Arazi: (07:07)
First of all, we're looking to complement what radiologists do. When this industry broke out, there was a lot of conversation around, will AI replace radiologists? And I always like to say, AI will not replace radiologists, radiologists that use AI will replace radiologists that don't. And the reason for that is that the math is pretty simple, right? With this exploding volume in growth and complexity, if you just do very basic math, one radiologist on average reads 50 CT studies a day. Each study has at least 500 images. That's 25,000 images per day, which means that the radiologist spends roughly 1.2 seconds reviewing every image. So our AI solutions help radiologists by automating the interpretation of medical images for certain types of conditions.

Ohad Arazi: (07:53)
And the way that it works, very simply, is we receive a copy of all the scans that are taken at a particular hospital, and our software reviews the images and provides an initial diagnosis even before the radiologist has ever looked at the exam. And I think that complementary approach, the one that's really deeply embedded and truly seamless with a clinician's workflow, is the way to go. Because from my experience in health IT, it's as much a technology challenge as a change management challenge, right? And winning over the hearts and minds of our users, helping them bring AI and technology to standard of care, to the point of care, is often tied to really nailing the workflow and making it seamless for them to consume. And that's really one of the differentiators we put forward with Zebra Medical.

Allen Kamer: (08:38)
Thanks, Ohad. Now Maya, maybe you can tell us a little bit about your AI, and how is it used with physicians, how is it used in the field and in the real world?

Maya Orlicky: (08:51)
Sure, happy to. So I think our competitive advantage really relies on the fact that we have a very strong data sense capability, but it's also coupled with a very strong in house team of clinicians. So from a data science perspective, we really built our model based on tens of billions of data points in order to get the most accurate predictions, and improving our models at all times. In addition to that, we've also partnered with some of the world's leading medical institutions in order to make sure that we are really clinically validating our results. And we've started our work actually in the emergency department, where we think we were able to get the most clinical and rich data from a medical perspective.

Allen Kamer: (09:40)
That's great. And in terms of how that medical science, that medical practice, that knowledge base that you have in house comes into play in the product, can you tell us a little bit about what that entails?

Maya Orlicky: (09:56)
Definitely. So our work is essentially optimizing the user journey, and providing insights, both a decision support system for the physicians, and the medical setting navigation for the patients. So that's sort of one part where it really comes into play. And the other is all our work around population health management, where based on the data, we provide better risk stratification and interventions matching for different chronic populations.

Allen Kamer: (10:25)
Thank you. So Yotam, you talked about how your company is working with a specific patient subset and group. And tell us a little bit about, what is first of all electromagnetic field therapy, and how can AI be applied to that?

Yotam Drechsler: (10:48)
Right. So BrainQ is targeting the neuro-disorders world, an unmet need. Stroke, our leading indication, affects 15 million patients every single year. It's the number one cause of long-term disability. We are a therapy company, and maybe unlike Ohad and Maya, they use AI for diagnostics, which is I would say 95, 98% of usage of AI in the world is used for diagnostics. BrainQ is a therapeutic company. We use AI in order to distill biological insight that could not have been shown or revealed otherwise. It's often a matter of trust. So Ohad has mentioned before, it's a question about, would radiologists be replaced by AI yes or not? And I believe that we are getting more and more trust with AI. And BrainQ has taken it one step further. We have used AI in order to distill therapeutic insight from electrophysiology patterns, from a patient's brain waves compared to healthy individuals' brain waves, to find this kind of anomaly in patterns, and use it to direct the electromagnetic field toward the right systems.

Yotam Drechsler: (12:05)
To do so, we have accumulated a massive amount of electrophysiology, which we had to tailor ourselves, because this is virtually nonexistent data. And collecting this data in a very dedicated way allowed us then to use what's called explanatory machine learning tools. So without going into all the details, the first step is very similar to what typical machine learning does. We use supervised learning. We try to classify between different states. So it can be a patient that does a grip versus a patient that does a non-grip. And then we ask the algorithm, well why did you make something become a grip? Why do you think it is a grip? What features made you believe it is a grip? So we don't care about the classification, we care about the rationale behind the classification. And based on this rationale, we are able to inform then our treatment.

Allen Kamer: (12:59)
So that's very interesting. So it's a high touch point with patients. You work closely, you need to understand what's going on in each specific patient in order to make sure you can treat them appropriately. So how has your business been impacted during the pandemic? How has that really impacted your ability to connect with patients, to do research, to really progress as a business?

Yotam Drechsler: (13:33)
Is this addressed to me?

Allen Kamer: (13:35)
Yes, please. Please [crosstalk 00:13:36].

Yotam Drechsler: (13:38)
So I think that the first impact is not an AI impact, it's actually an interpersonal impact. As the CEO of a company, when the COVID-19 started, the world is shaken. And I needed to make sure that our speedboat is making it through this storm. It wasn't an easy one, to be honest. So I had clinical trials running in US and Asia. And the first thing that happened, and we realized is going to happen very soon, is a pause or a slowdown of all clinical trials. For a life science company, this is a very problematic situation. Second is you have your entire team under a lockdown here in Israel, and also abroad. And a lot of un-clarity from your stakeholders and so forth. So I think the first thing to realize, this is a lot about communication, a lot about making sure you are making the right judgment and the right calls in a relatively short time, and in very critical days.

Yotam Drechsler: (14:47)
Once we did get a good grasp of where we stand and how to take it forward, we also realized where the opportunities are, and they are. So in our case for example, BrainQ has developed a treatment for quite a while already, with the notion of what's called remote therapy. So the patients that we treat, actually have a very fragmented treatment pathway. A stroke patient in the US spends about four days in acute hospital, and then often he goes to a rehab center, and he spends another two weeks, and then he goes home, and so forth and so on. Several locations, several doctors, one patient. Every single treatment that's ever tried to kind of capture it by taking the patient, dragging him back and forth to hospital, always failed. We have had this notion for a while in our head, and we have been working on this IoT medical device. Again, a therapeutic medical device. Very easy to say when it comes to diagnostics, but not heard of when it comes to therapeutics.

Yotam Drechsler: (15:51)
And regulators and clinical and such were actually very cautious of making this move with us. They said, "Let's try it in clinic, and then let's realize if it works, and then we're going to go on." All of a sudden, now that the COVID is out, it's no longer a question of visibility of treatment. It's a matter of safety of the patient. Stroke patients are a risk group to COVID, as well as any other neuro-disorder other. They cannot be treated in hospitals. So having a remote therapy solution actually helps them engage into a treatment. So it's becoming an imminent need. Being able to leverage on this opportunity, accelerating the development of this product, and engaging with the right regulatory bodies is something that we have managed to do in a very short time.

Allen Kamer: (16:44)
That's amazing. That's amazing, and certainly good to hear that the remote capabilities are being accelerated by regulators. Ohad, over to you. The data about hospitals and some of their elective procedures, some of the other parts of their business that are non COVID-related are staggering in the sense of they're down significantly, as much as 60, 70% in terms of activities in some cases. How has that impacted you Ohad, and the Zebra team, in terms of the market's ability to work with you and to work with your products?

Ohad Arazi: (17:27)
Yeah, much like Yotam, we had to overcome initial challenges of kind of figuring out how to work in the new world, right? How to engage with hospitals, how to create mind share for them. They're very, very focused on one thing, and so a big learning exercise I think for our team culturally and professionally, but maybe to double click on what you talked on Allen, is the fact that especially as COVID broke out, many elective procedures were postponed or canceled. And we tend to think of elective procedures as something that's not needed. When I mean elective procedures, I mean mammography screening, I mean cancer screening that is deferred, right? So very, very substantial procedure types were deferred, and that really created a kind of a peak and valley environment, where we see now, especially across the US, where volume substantially dropped, massive pent up demand got built up and then that had to be dealt with in a very short timeframe.

Ohad Arazi: (18:20)
And to me, that really creates a very robust opportunity for AI to help normalize that curve, because of what I talked about upfront, of the increased volume and complexity that radiology has to deal with. Let's take the example of mammography. The outbreak of coronavirus, annual mammography tests during lockdown were postponed or canceled. I saw an amazing data point that every day from mid-March to mid-May, an average of 94,000 mammograms were deferred daily in the US alone. That means that over that period, almost six million patients experiencing increasing anxiety to be tested, and ran the risk of missing early detection as part of their annual screening during that period. And AI can solve that.

Ohad Arazi: (19:00)
And that same phenomenon is happening again now with the second wave, as the health systems need to refocus on COVID yet again. And so I think that the role of AI in being that aid inside the radiology cockpit, to help deal with peaks and valleys, with pent up demand that can build all of a sudden, and to allow the radiologist to focus at times on what matters most while AI can complete the picture and run routine mammo-scans, can do detection of chronic conditions and stratify the risk for them. I believe that's been a very important lesson, and I really encourage the health system, and we're trying to promote this with our vision, to make sure that the new normal is truly a different one, that the role of technology as an aid inside a clinical setting really does become different due to this compelling event that we're all experiencing.

Allen Kamer: (19:48)
And so does that mean that, Ohad, that the utilization of AI in radiology will likely build on this momentum, and that providers who historically may have been resistant or reluctant to change rapidly, now as they've gotten used to the new world order and gotten an understanding that the spike in demand may be coming in the short while post COVID, that it'll be more routine in their use of AI and the integration of tools into packs, or into other places in their workflow than they have been historically.

Ohad Arazi: (20:37)
I certainly believe so. I think it's causing health systems to retool, and they're needing to retool financially, because their volume, their inpatient volume has grown, which is a lower margin business. So their financial, the bottom lines are strapped, right? So that in and of itself is causing change. The workflow has changed, the peaks and valleys have changed. I think a good example of that is actually the role that AI imaging has played with COVID specifically. Because when COVID first broke out, most of the efforts to fight the pandemic were on testing, were on vaccinations or building immunity for it. There was very little to help the health system understand the potential for disease progression in patients, and really therefore help to create the best care plan.

Ohad Arazi: (21:17)
We know that one of the greatest drivers of coronavirus related mortality in the early days was the inability to detect early potential severe cases and provide critical care to those that needed it most. So healthcare providers need automated tools to support triage, and to determine how to best allocate ER capacity, ICU beds, ventilators, based on disease progression. And so the very first wave that challenged Italy or New York City truly served as a cautionary tale, where frontline workers had to make very difficult decisions on who they think had the greatest need to receive treatment. And then AI started to come in to play a role there, by analyzing CT scans. And our solution for this automatically detects and quantifies suspected COVID-19 findings, but more importantly, it provides a lung burden score, which really calculates the percentage of the affected lung volume, and enables better prediction of the trajectory of a patient with COVID as a decision support for the allocation of valuable ER or ICU resources.

Ohad Arazi: (22:21)
So to me, that's an example where a new need, which is understanding progression, not necessarily understanding classification, drove adoption behavior that we hadn't seen before. And to your point, I think that that new normal is going to look a little different in terms of the role that AI plays now, pre and post-pandemic.

Allen Kamer: (22:41)
Thanks, Ohad. Maya, talk to us about the emergency rooms, and talk to us about how, what you're seeing in the market, what you're hearing, and how that's impacted Diagnostic Robotics.

Maya Orlicky: (22:54)
Yeah, definitely. So I think we're seeing a lot of different changes, right? COVID had made a lot of impact on the entire healthcare space. I think on the one hand, it really was a huge accelerator for digital healthcare space, and really brought adoption of phenomenons that we thought would take decades in a matter of months, right? We're seeing telehealth is booming, and we're seeing really the need for remote monitoring. So I think that's sort of one thing that had a really huge impact for us, whereas the having the ability to really leverage AI in order to have the physicians focus only on what's most important, right? Only the life saving treatments, really the core of the physicians' work, I think that became very clear right? Whereas before, it seemed as maybe an added value, now it really became a necessity with the situation and everything that's been going on with the physicians. And we were seeing that both in the emergency department as well, right? In emergency department, optimizing the user's flow, making sure we identified those high risk patients and optimized the process, was really just, had a much bigger impact at this point.

Maya Orlicky: (24:16)
Another thing that we were seeing, so I think with the pandemic, there was an overall evolution. And we're seeing sort of the market react. So in the beginning, everyone was really interested in digital health with the focus on COVID, right? And we've collaborated initially with the Ministry of Healthcare in Israel, and with several states in the US and in India, to really try and provide risk assessments for COVID. However, as it progressed, we really understood that what's more important is thinking about the broader picture, looking at population health management, at the chronic populations, whereas you really need to find a solution to this new normal and make sure that they're monitored as well.

Allen Kamer: (25:01)
And so with these macro drivers you identified Maya, how does that change or alter your business plan moving forward? Do you have new-

Maya Orlicky: (25:12)
I think honestly... yeah.

Allen Kamer: (25:14)
Sorry, do you have new parameters of success, do you have new focus areas, do you expect things will return to normal post vaccine?

Maya Orlicky: (25:26)
First of all, I think that's the million dollar question, right? No one really knows what's going to be the new normal, but I think it will definitely not be as it was before. I think we don't see anywhere of this going back, the need for sort of digital elements and remote monitoring is going to increase. And I think we don't know if it's going to be exactly where we're at right now, but it's definitely going to increase dramatically from where it was pre-COVID, right? And so for us, what we're seeing is just everything is expedited in a sense, right? And some of the sort of chronic conditions, we're seeing an increase in those populations, right? So in our population health management, we're looking at behavioral health, which is really important right now. And [inaudible 00:26:18], and additional patient which are also in risk for COVID, so that has another sort of parameter which has an impact, and it just increase the need and the demand for that such monitoring.

Allen Kamer: (26:30)
Great, that's really interesting. And Yotam, on the clinical trials side, you mentioned that you had to pause some trials as a result of COVID. You mentioned some of the regulators' willingness to do some remote care. What changes in a post-COVID world for all of you?

Yotam Drechsler: (26:51)
Right. So COVID did change our plan, and honestly, I wouldn't expect this change in the plot originally. So we had too many indications we were running [inaudible 00:27:06]. One was in chronic tetraplegic spinal cord injury population, and the other one was on subacute ischemic stroke patients. And if you were to ask me a year ago, what is my first indication to market, I actually believed I'm going to do well on both. But my entire plan was develop based on the notion that spinal cord most likely going to make it faster to market. It's a niche market, it's a much kind of a slimmer penetration, and then go to the mass market of stroke. And this was my plan to the board, this was my presentation, the pitch that was there. And what happened is that spinal cord injury for patients is an elective procedure, as Ohad has mentioned before. Again, these are some of the most severe patients out there. They are paralyzed from their neck and down. Do they need help? They definitely need help.

Yotam Drechsler: (28:06)
But when it comes to hospitals' ability to treat them, even enroll them into a clinical trial right now, it just wasn't there. So things did slow down, and whenever there was kind of a slowdown in numbers of COVIDs in different states, okay, we had some more recruitment. And then it went down again. So things did slow down on that process. At the same time, we actually managed to complete our stroke study. And not just that, kind of get a two, three years jump, because our plan was to have a pivotal study in the US based on a clinic product just as a way to get to our ultimate product of one that could have a remote therapy. And all of a sudden, I don't need it anymore. So our plans have now changed to already engage with this remote therapeutics setting, and the doctors we work with, the sites, and also the regulators are much more adapted to it.

Yotam Drechsler: (29:10)
And we have already been experiencing this, kind of a move to remote therapeutics in the US, and it turns out highly successful. Again, things that were inconceivable just a few months ago, during the COVID we have taken our spinal cord injury patients and moved them home. And regardless of the efficacy side, which I cannot discuss that point, but patients were thrilled. They do not want to go back to clinic to receive the same treatment. Who wants to go in an ambulance back and forth three times a week if you can receive the same treatment at home? So these are, again, concepts that would've taken several years to mature, and now did mature.

Yotam Drechsler: (29:53)
I do want to make one more point. I think one of the challenges for a startup company in crisis times like COVID is also to make sure you don't de-focus. And you do, you adhere to your core values, and you make sure you stick to it. Because COVID will eventually, ultimately in a matter of months, maybe a year, maybe two, but we will overcome it most likely. And the startups, many of the startups I see around me and also us, we're established for a reason, and we develop often unmet needs, we develop therapies for unmet needs or diagnostics for unmet needs. Spreading around and placing too many times the COVID word in our value proposition also has the risk of losing the true value we're after.

Yotam Drechsler: (30:52)
So we do have to acknowledge it's COVID, we do have to take into account how do we speak to our stakeholders in times of COVID, but we also have to remember right, that whatever we target out there, most likely is still going to be a need. And not just that, it's most likely where we believe we have the best chances in order to I would say differentiate ourselves and maintain our competitive advantage. So for me, this was also an important lesson, not to go and develop my own COVID vaccine as well.

Allen Kamer: (31:26)
Right. Well there's certain some positive news on the vaccine side, so it's good that you've stayed focused on what's important, and it's really interesting to hear how you see an evolution in terms of the patients, in terms of what they want and how that's going to impact your strategy and your ability to progress post-COVID. Ohad, let me hear from you in terms of what you're projecting and forecasting as vaccinations start to spread hopefully in 2021, and the market begins to get back to potentially a new normal as Maya said. But tell me what you're thinking from a Zebra perspective.

Ohad Arazi: (32:21)
My view Allen is that this will drive a significant push, primarily in the US, from a fee for service model to a population health based model, or a value based model. Because one of the things that COVID really underscored is that kind of the cost and complexity to care for a patient needs to be viewed in its totality. And in the US historically, in a fee for service world, you're often looking at per procedure basis, right? And all of a sudden when you had to deal with very complex comorbidities that are tied to COVID or had to deal with a big influx of inpatients, it really stretched the finances of the health system, in particular because of the fact that we noted earlier, that the higher margin procedures were deferred. And all of a sudden, the hospitals lost a lot of their top line revenue. They were still doing the same number of procedures, even had more patients in house, but their revenue basis had substantially decreased.

Ohad Arazi: (33:13)
And so I think that's part of a broader trend that we're seeing in the US, of the move more towards population health. And I think it's also a theme in what Maya and Yotam talked about, because population health is often going to lead us towards a path where we can have early intervention, and that we can really link diagnostics and therapeutics, which I think is one of the key things that's emerging from each of the discussions we're having across our companies. And so I really think that this is a trend that we at Zebra Med have to understand how to capitalize on. It's been a big part of our strategy actually, moving from just dealing with acute care situations much more to population health.

Ohad Arazi: (33:50)
And I'll bring that to light for a moment of what that means. If I step off of a long international flight when I fly from Israel to the west coast of North America, which I often do, if I have chest pain and I've come off a long flight, I'll go to the ER and the physicians will want to rule out pulmonary embolism. So the radiologist will interpret a chest CT, and they'll look to either rule out or confirm PE. But what if it that same time that the radiologist is looking at the scan, an AI algorithm can run in the background, can identify additional findings that will have significant downstream impact on the patient's overall health like the fact that I might have subtle vertebral compression fractures, which are a leading indicator for osteoporosis, or I might have a buildup of plaque, of coronary calcium that is a risk factor for cardiovascular disease.

Ohad Arazi: (34:40)
And so the ability for AI to stratify the risks and to deal with my end to end health, even if it's not immediately, high degree of acuity, is I think where healthcare is going at large, again principally in the US, where it's been much more focused on treatment and less focused on prevention. And again, that's one of the main roles that I think AI can play, and maybe also Diagnostic Robotics and many other companies that are now looking at diagnostics with a broader lens of the complete picture, the complete comorbidities, the risks, that these patients bear, recognizing that even things that don't manifest right away can often have prophylactic treatments that we can deal with preventatively, and we can drive better outcomes as a health system in this post-COVID environment with greater adoption of technology and AI.

Allen Kamer: (35:31)
That's great. And do you see those population health trends emerging in other markets globally in short order? Are they advanced in certain markets before the US? What's the forecast there?

Ohad Arazi: (35:50)
Yeah, they're certainly more advanced in single payer markets. A really good example of that is [inaudible 00:35:55] Healthcare. [inaudible 00:35:56] Healthcare already works with us, with our both coronary calcium and our compression fracture product, because it's a payer provider. It holds both ends of the stick, right? It owns the provider and it owns the payer, the overall responsibility for the expense and the accountability for dealing with the outcome for that patient. We see that in many single payer systems. I'd say the UK and Australia for example have very progressive bone health programs. And bone health is just another disease. It's the most preventable cause of fractures, osteoporosis is. It impacts nearly half of women over the age of 50, and costs $52 billion to treat. And so it causes, just in the US, more than two million cases of broken bones annually.

Ohad Arazi: (36:35)
But it's also highly treatable if detected early, so if you can increase the detection rates for osteoporotic fractures, then you can get much better outcomes. And single payer systems have recognized that for years. The UK, the NHS is really outstanding in adopting this. They have a network of fracture liaison services, basically bone health clinics, that help support the older population with fracture prevention, and that's catching on rapidly in Australia. So certainly single payer jurisdictions I think are further along, but they're still working within the confines of cost saving.

Ohad Arazi: (37:08)
I think in the US, the shift from volume to value will also change some of the top line projections for the providers, because they realize that actually if they're intervening early and owning the end to end care for that patient, they can get not only better clinical outcomes, but also better financial outcomes. And those financial drivers I believe will drive adoption substantially of population health solutions.

Allen Kamer: (37:31)
That's great. So here's a question that came in from one of our participants, and it's for each of the companies, and Maya, we'll start with you. The participant wants to know, what are specific milestones that you're aiming to achieve, either in terms of revenue or clinical milestones, or even AI milestones, that need to be reached for a sustainable success over the next year or two?

Maya Orlicky: (38:00)
Sure. So I think I can respond to each of those sort of fields, right? So I think from a clinical perspective, that's where we've started, right? We've really started with validating our predictions clinically. However, there's always this sort of a specific milestone on a per-modal basis to really prove that we have better results, right? And I can share an example in the population health space, which is we started with the risk stratification score, and then from there we really saw that in order to make an impact, we need to also look at the type of intervention provided by the care management teams, right? In order to really impact the bottom lines. And so what we're doing now is we're also incorporating interventions matching for specific populations. So that's just one example, to show how we keep on adding sort of more specific detailed milestones, in order to show that we're improving clinically.

Maya Orlicky: (39:00)
With respect to the other components, I think there's always the matter of adoption which is really key I think in our field, right? And there we have sort of metrics in order to make sure that we're working both with payers and providers, with the care management teams, and with the users themselves, just to make sure that we're increasing adoption.

Allen Kamer: (39:22)
Great. Yotam?

Yotam Drechsler: (39:24)
Right. So if I have to summarize it to one key milestone in the coming year, then it is launching our [inaudible 00:39:33] study, the equivalent for phase three for stroke in the US. Most likely Europe as well with some of the top sites out there. This is a very unique study. So it comprises this, our therapy that has been already evaluated in previous studies, but it blends in the remote therapeutics, a very unique setup that I don't think anyone has ever tried before us on a large scale study for an unmet need. So making it right, making sure that we launch it with the right technology on our end, with the right design, with the right doctors, it's kind of a once in a lifetime opportunity to really make a dramatic change into this world. So kicking it off in the right way is the number one milestone for us in the coming year.

Allen Kamer: (40:32)
Right. Ohad?

Ohad Arazi: (40:38)
Allen, for us it's really scale. Our company was founded in 2014, we've been in this business for a while. We're I think really we're the trendsetters, and kind of pave the way for much of the imaging AI industry. And now as we continue to mature, our focus is scale. I think I shared with you upfront that we're on a mission to transform patient care by teaching computers to automatically read and diagnose medical imaging studies at scale. And to us that scale, today we have to the order of hundreds of thousands of patients that go through our system every month, and our goal is by 2022 to have millions of patients go through our systems per month. And so we're really looking to build that scale by first, continuing to sell directly to providers.

Ohad Arazi: (41:20)
We've also substantially increased our resale network, and have really been working on OEMs, meaning embedding our software into assets that are being used by radiologists or by imaging users, like the imaging modalities or the pack systems, the systems that are used to interpret the exams. Because we know that that will drive adoption, that will drive scale. So really for our mission to be meaningful, we need to touch millions of patient lives every month, and that's really what our team is working towards. We measure that metric, we talk about it all the time. We have a dashboard that shows how many lives we're touching on a daily basis, and so we're continuing to galvanize the team around that. And that's really our biggest goal in 2021, is to continue to really scale up this company, increase our presence in North America and globally, and touch more and more patient lives every day.

Allen Kamer: (42:06)
That's terrific. So last question for everyone as we're pushing up against time, it's a general question, but as we talked at the outset, this is about AI as being digital health's secret weapon. I'd like to hear from each of you what needs to happen overall for AI not to be so secret, for patients to feel comfortable, for physicians to feel comfortable, for overall AI to become widely adopted and understood as being beneficial in the delivery of healthcare. And we'll start with you, Maya.

Maya Orlicky: (42:46)
So I think one of the things is really around, and we've touched on it briefly before right? But around market education. So I think we're working with a very traditional market, and I think it's a gradual process to really understand first of all the impact, and sort of the goal of AI within [inaudible 00:43:05], I think Ohad said it as well, right? We're not trying to replace the physicians, we're trying to supplement them, optimize whatever we can in order to support them, so they can really focus on the essence of their job. So I think that's sort of one thing which, it's a gradual process to really get the entire healthcare community to really understand that.

Maya Orlicky: (43:29)
And then there is just the area of just AI explainability, right? Which is really sharing as much of the results as we can in order to have the physicians and the healthcare staff informed, and to be able to make the right decisions based on AI, but really have the data that they need in order to make the right treatment decision.

Allen Kamer: (43:54)
Great. Yotam?

Yotam Drechsler: (43:56)
Right. So as Maya said, and I think the overall notion is all about trust. And when there are [inaudible 00:44:07] partners, you don't want to go too fast. You want to take it kind of step by step, and build up this trust. For me, the partners are, just to make sure our technology companies that penetrate healthcare system, and there is the healthcare stakeholders, whether it is doctors, whether it is the medical centers and so forth. I do believe that this is where you build trust. AI, in essence it's also a buzzword. To some extent, I often believe that we kind of use it too much. I mean, AI is a tool to achieve a goal, and it's a way to use data science in order to interpret something that you maybe could not have been doing, could not done differently.

Yotam Drechsler: (44:57)
So when you go in AI and you use it for your pitch to investors, I think it's very important to realize the differentiations of what you have. And by the way, AI has been democratized by its tools, so almost everybody can do an AI today, so this is not really the differentiation today. It's really something that we use in order to help technology solve problems in a more traditional system.

Yotam Drechsler: (45:29)
So for us, I'm seeing two things. A, create this trust between startups, and I would say entrepreneurs with this medical system, and do it with communication and transparency in the most profound way. Second, maybe consider not to use too much of the word AI. Rather focus on the value you can bring and the kind of tools that you use, because some of it is just about... this is the downside of a buzzword. And thirdly, I think that time is often the most critical factor, and time, between when AI was introduced several years ago, I think a lot of time has passed. A lot of these values that we are talking about right now are almost taken for granted. I mean, our radiologists today know what AI is. There is no more... it's not scary anymore, okay? It used to be scary, a few years ago. And the boundaries can just extend and extend, so this is why we kind of use it these days for explanatory tools for therapeutic insight, but this is just the very beginning of the journey.

Allen Kamer: (46:48)
Thank you. Ohad?

Ohad Arazi: (46:52)
I'd really like to echo what Yotam and Maya talked about. To me, AI is still kind of going through its cycle of moving from hype to reality. And our role collectively as innovators in this space is to move from being experts to being partners. We have to be partners to the health system, AI is a partnership tool. And again, to me, the ultimate partner is about also changing our view on AI from the inside out to the outside in. I think historically when it started, it was driven by innovators that had a vision, and they were telling the market that vision, and it felt a little bit like a solution looking for a problem. And now when you hear about each of our companies, we're very, very focused on finding solutions that are valuable, and pain points that the health system has, and real needs that when users leverage AI to solve them, they can't live without them.

Ohad Arazi: (47:40)
And I think that's our role, is to continue to evolve as partners, build that trust like Yotam said, and really switch our focus from thinking about kind of the solution, the glitter of AI and what it can do, to really getting into the trenches and understanding, where is pain in the system? Where are needs that are unmet by existing technologies, existing workflows, and making sure that we tailor our AI solutions to solve those problems. That is really what creates stickiness, that's what creates adoption, and that's what will allow our broader sector I think to mature, and unlock the promise that it has, and the value that each of these companies can bring to the world.

Allen Kamer: (48:18)
Well thanks Ohad. So Ohad Arazi, CEO of Zebra Medical, Yotam Drechsler, CEO of BrainQ, and Maya Orlicky, VP of strategy and operations at Diagnostic Robotics. I'd like to thank all of you for your insights and comments, and educating us about the market, about AI, what you do and how you're impacting patients and patient care. I'd like to thank all of you for joining us, and remind everyone that the recording and more information is available at the SALT website, and hope to see you again sometime soon. Thank you for your time, and thank you for participating to our panelists.

Julia Collins: Combating Climate Change | SALT Talks #121

“Regenerative farming has the capability not only to create healthy soil, healthy plants, and healthy people, but also to sequester carbon and address the legacy load, which is part of the solution to climate change.”

Julia Collins is CEO of Planet FWD, a company on a mission to tackle climate change by expanding regenerative agriculture adoption. The company is building a software platform for regenerative agriculture alongside a climate-smart snack brand.

Climate change is the most important and pressing issue facing our planet and the food we eat plays a significant role. Regenerative agriculture represents an environmentally thoughtful approach central to combatting climate change. Between the 1940s and 1970s, the Green revolution introduced new nitrogen-based farming practices that helped boost crop yields, but simultaneously destroyed soil. “Regenerative farming has the capability not only to create healthy soil, healthy plants, healthy people, but also to sequester carbon and address the legacy load, which is part of the solution to climate change.”

Moonshot snack brand is the first explicitly climate-friendly snack brand. On top of launching crackers as its first snack product, Moonshot helps other companies shift their operations towards a more planet-forward approach. This includes offering data and tactical recommendations other companies can use and implement in their production.

LISTEN AND SUBSCRIBE

SPEAKER

Julia Collins.jpeg

Julia Collins

Founder & Chief Executive Officer

Planet FWD

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello, everyone, and welcome back to SALT Talks. My name is John Darsie. I'm the managing director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology, and public policy. SALT Talks are a digital interview series that we launched during this work from home period with leading investors, creators, and thinkers. And what we're trying to do on these SALT Talks is replicate the experience that we provide at our global SALT conferences, which we host annually in the United States and abroad. What we're trying to do on the talks and at our conferences is provide a window into the mind of subject matter experts, as well as provide a platform for what we think are big ideas that are shaping the future.

John Darsie: (00:51)
And we're very excited today to welcome Julia Collins to SALT Talks. Julia is a serial entrepreneur who realized that food was her calling as a young girl in San Francisco, where it was the epicenter of her community. She spent her career building food companies, having launched brands such as Mexicue, Murray's Cheese Bar, love Murray's Harlem Jazz Enterprises, which is the company responsible for the award-winning restaurant The Cecil. She later went on to co-found Zume Pizza, where she became the first black woman to co-found a unicorn company. When she became a mother, she knew she needed to find a way to bring delicious food to people in a way that helped heal the planet for everyone, including her son.

John Darsie: (01:35)
Today, Julia leads Planet Forward, which is a company on a mission to tackle climate change by expanding regenerative agriculture adoption. The company is building a software platform for regenerative agriculture, alongside a climate smart snack brand that will be bringing its first product, a cracker, to market later this year. I look forward to feeding that cracker ... We were talking before we went live. I have young children as well, Julia, so looking forward to that. In addition, Julia serves on the board of Black Girls Code and sits on the advisory council for Launch With GS, serves on the all-rays operating committee, and is an EIR for Cleo Capital, which our host Sarah Koontz founded today. She's an active angel investor focused on funding female entrepreneurs and BIPOC founders.

John Darsie: (02:25)
A reminder, if you have any questions for Julia during today's SALT Talk, you can enter them in the Q and a box at the bottom of your video screen on Zoom. And hosting today's talk, as I mentioned, is Sarah Koontz, the managing director and founder of Cleo Capital. And with that, I'll turn it over to Sarah for the interview.

Sarah Koontz: (02:42)
Thank you. Awesome. I'm so excited to have you here today, Julia. And I know you well, but as we jump in, I'm going to start with having me tell everybody who doesn't know you as well, how'd you get here? How did you discover regenerative agriculture? How did you discover food as a career? Tell us everything.

Julia Collins: (03:04)
Yeah. Well, it's also nice to see you, Sarah. So my journey here really begins with my grandparents. They migrated from the Deep South to the Bay area during the Great Migration to create a dental practice, actually, serving the black community during segregation. But the thing about my grandpa is he was so good as a dentist, and frankly, he was such a sweetheart, that everybody came to the practice, everybody from every race and every walk of life. And so I really grew up in this context in this family where we believe that not only was everyone equal, but everyone was worth serving.

Julia Collins: (03:43)
And as you could imagine, this kind of vibe, we were really a come one, come all kind of a family. And so say if you came to my house after high school, you would just walk right in the door. We didn't lock the door. And before you could get two feet, someone would offer you something to eat. So food has always been central to me as a medium for connecting with other people, as a medium for talking about important things, understanding of other cultures, I've always been obsessed with food. So it was very clear as a kid that I would be here, but the journey in between Korean was a bit circuitous. And I at one point thought that I would be a scientist, went off to study biomedical engineering.

Julia Collins: (04:22)
When it all actually came to a really perfect point for me in terms of clarity was, post business school, having a chance to be an intern for Danny Meyer when he was just building Shake Shack and understanding that I could actually merge my love of food with my love of technology to create a career for myself.

Sarah Koontz: (04:41)
That's amazing. That's amazing. So tell us a little bit about kind of what is regenerative agriculture, right? We'll start there just to sort of set the scene for a lot of the fun stuff we're going to get to talk about today.

Julia Collins: (04:56)
Yeah. So, so I'm going to get there, but I'm going to frame this really within the context of climate change, because I think it's such an important connection. And so I would argue, and I think many would agree, that climate change is the most pressing issue facing humanity. Social justice, racial justice, economic justice, everything is mixed into this idea that we have to take action on climate change. And so the reason why I got really excited about this field that we now call regenerative agriculture is that there's actually a relationship between the kinds of farming practices that we can use under this regenerative system and our ability to decarbonize and also draw down carbon.

Julia Collins: (05:41)
So what is regenerative agriculture? This is the term that we use for an approach to farming that helps to rebuild the health of soil, soil that's been degraded because of decades of dependence on heavy machinery and nitrogen-based inputs. And these were some of the technologies that were put forth during what we call the Green Revolution, this period between the forties and seventies, when we attempted to significantly boost yields, crop yields, and we did, to feed the planet, but we did so at the cost of our soil. So this approach to farming helps to rebuild the health of the soil, and as it does so, it helps to rebuild soil organic matter, which means that in the process of making the soil healthier, we're also drawing down carbon.

Julia Collins: (06:26)
And this is why folks get so excited about this kind of farming, this regenerative farming, because it has the capability not only to create healthy soil, healthy plants, healthy people, but also to sequester carbon and address the legacy load, which is part of the solution to climate change.

Sarah Koontz: (06:44)
And talk a little bit about .... really kind of geek out with me for a second and talk a little bit about carbon draw down, what is this? What does this mean and why does that matter?

Julia Collins: (06:56)
Yeah. So when we think about sort of the magnitude of the problem, 25 to 30% of global greenhouse gas emissions are coming from our food system; we've talked a little bit about why: heavy machinery, over-reliance on nitrogen-based inputs. Nitrogen is-

Sarah Koontz: (07:14)
Is it because the cows fart? I heard that. I read it on the internet.

Julia Collins: (07:19)
Yeah, absolutely. Livestock is absolutely part of it, but soil-based agriculture actually emits twice as much greenhouse gases as even livestock, the way we're currently farming, nitrogen as a soil amendment, fertilizer, pesticide, herbicide, fungicide. This nitrogen, when it's overused, starts to create nitrous oxide, and nitrous oxide is actually almost 300 times more potent than carbon dioxide. And so we absolutely have to address the issue with livestock through regenerative grazing or lessening our dependence on meat as a source of calories. But we also absolutely have to make huge changes to the way that we approach soil-based agriculture so that we can decarbonize.

Julia Collins: (08:07)
So the idea behind this is so powerful because not only does it create a framework where we can use our food systems to actually be agents for positive climate impact, but in rebuilding the health of the soil, we're also making the soil more resilient. So it isn't the case that we can completely stop climate change, nor can we undo everything that's happened. We will have to adjust. We will have to adapt as a society. But healthy soil, for every 1% increase in soil organic matter, you actually increase the holding capacity of the soil by 20 gallons per acre. So the soil becomes more spongy and resilient to the kind of extreme weather that we're seeing as a result of climate change.

Sarah Koontz: (08:53)
That's amazing.

Julia Collins: (08:54)
Was that nerdy enough?

Sarah Koontz: (08:56)
I love it. I love it. No, this is so helpful. And it's interesting because regenerative agriculture is something that we can't really see necessarily in our food, but Whole Foods last year said that one of their top trends for 2020, they did not weirdly have pandemics in there, but they said that one of their top trends was going to be regenerative agriculture. So talk a little bit about kind of how and why the broader sort of food world has gotten on board with this. Like, this isn't just a fringe idea of like crazy farmers.

Julia Collins: (09:34)
No, it absolutely isn't. I mean, when you ... I've looked at some recent surveys, including one that was co-sponsored with the Nature Conservancy, and when executives of top food companies are surveyed, they cite climate change as the single biggest threat, not only to their own health and their customers' health, but to their supply chains. And so most of the large food companies understand that they need to take action. What's exciting about what I see happening in the market, for example, General Mills making a million acre commitment to regenerative agriculture, Whole Foods naming regenerative agriculture is one of their top trends for 2020. And the examples go on. What's so exciting about this is we actually need the power of these very large companies modifying their supply chains to accelerate the kind of work that we're doing at Planet Forward, which is to also help smaller companies be able to create climate friendly products.

Sarah Koontz: (10:30)
I love that. So one more question about regenerative agriculture, and then we're going to talk about Planet Forward. So what do people do at home? Obviously this is an issue that primarily is about huge farmers and food companies. But if you have a backyard garden and you are like, "Oh no, I use fertilizer, that's bad," what do you do instead?

Julia Collins: (10:54)
Yeah. The mindset or the way to think about this is really to ... or if one wanted to do some research, really researching indigenous principles of land management, the kind of farming practices that have been used by indigenous populations around the world for centuries, that's a really good place to start. If one wanted to take a more academic approach, and in my world, we actually do soil testing in our backyards to see what's the best thing to grow. Growing food at home is really important. Another super important thing to do at home is to reduce food waste. Food waste, a friend of mine, Christine Mosley at Full Harvest, says food waste is the stupidest problem that we have on the planet, right?

Sarah Koontz: (11:37)
It's so American.

Julia Collins: (11:37)
It's wild. And something like 40% of all the food that's grown gets wasted. And you can imagine the carbon impact of all of that wasted food. So trying to reduce your food waste, growing a little garden at home, and really making plants the foundation of your diet, those are some of my best sort of climatarian tips.

Sarah Koontz: (11:58)
Yeah. I love that word. Wait, tell us about climatarian. The first time you told me that I died laughing, but I love it.

Julia Collins: (12:04)
Yeah. Well, when I gave birth to my son, I wanted to update my relationship to food and think about how food could be not only healthy for my body, but actually create a healthy climate. And I used to think of myself as a plant-forward eater. I started to think of myself as a Planet Forward eater, and that's where the name Planet Forward came from. But a climatarian is a lifestyle choice. It's someone who makes their consumption choices in alignment with the kind of climate that they want to live in.

Sarah Koontz: (12:31)
I love it. Climatarian. That's awesome. So, so Planet Forward, you kind of, walk us through ... Like, when did you start learning all of these things and how did ... Tell us about what Planet Forward is and how all of the stuff that you were learning in your journey there kind of led you to say, "Hey, this is a solution"?

Julia Collins: (12:53)
Yeah, there was something ... And I know a lot of people have experienced this, not just as a result of becoming a parent, but any major inflection point in your life where you just decide I actually really need to rethink my relationship to just about everything. Like, why am I on the planet? What am I doing? Why am I here? And for me-

Sarah Koontz: (13:14)
The small questions.

Julia Collins: (13:14)
The small questions, right? And for me, it became very clear that I needed to take action on climate change in order to be even just a moderately responsible parent. How could I leave a world to my son that was not as healthy as the one that I grew up in? That seemed crazy. So the first thing is I just became obsessed with climate change. The second thing is my obsession led to a tremendous amount of research and listening. And then I started to actually design action maps to climate action. That seemed like a good idea. So it was first that, Sarah. I just thought, yeah, I'll create a climate-friendly food movement. And then as I researched the problem, I realized that there were big opportunities around engaging consumers and then creating reliable data. And so that's where the company has begun to build from.

Sarah Koontz: (14:02)
I love it. So tell us about the snacks.

Julia Collins: (14:05)
Oh yeah. So we're launching a brand called Moonshot. This is a snack brand. It is the first explicitly climate-friendly snack brand, meaning on the front of the pack it says climate-friendly crackers. And the reason why we're hitting it so squarely on the nose is we really want to get consumers excited about this idea that they can be climatarians, that their food choices can help tackle climate change. So we're beginning with the line of crackers that are just delicious, but they're all sourced. They're sourced from ingredients that are grown using these regenerative practices that we've been chatting about.

Julia Collins: (14:43)
We also measure the scope one, two, and three emissions associated with producing the product, offset anything that we couldn't sequester, and the product is carbon neutral. So this is a carbon-neutral food product. And what's nice for the consumer is they now get to enjoy something that's delightful and delicious while also taking action on climate change and beginning to awaken into this more climatarian kind of living.

Sarah Koontz: (15:07)
That's awesome. And I mean, I think that's so important. It's awesome. We're both investors in a company called Zero that does something similar around sort of zero waste and grocery shopping, and by something similar, I mean, it makes it easy, right? We can all ... I was road tripping the other week across some of the US and I was struck by ... It's impossible to drink water on a road trip and not buy plastic bottles of water. You can buy glass bottles, but usually they're the wrong size to actually fit in your car, right? And a car accident, seems like it's probably not great for the climate either.

Sarah Koontz: (15:47)
And so it's just crazy how hard it is to make some of these better decisions. And the thing I love about Planet Forward's crackers is that it's going to make it easy. I can buy crackers and snacks literally all day long. And if that is fighting climate change and it is now my sacred duty to snack all day long, and I'm happy to do that. So that's what I love about it is most people want to help reverse climate change, but we need the support of companies to sell us products that do that because most of us, we don't have a green thumb. We can't go back to an agrarian society where we grow our own wheat with regenerative agriculture methods and then mill ourselves, and then turn it into crackers. Maybe we'll do that during season two of COVID this winter, but most of us don't have the time.

Julia Collins: (16:44)
Yeah, no, it does need to be easy and it does need to be accessible. And that's why we started with snacks. Snacks are a $605 billion global market. Something like 94% of consumers in the United States report snacking every single day and snacks often make up the bulk of our calories. So we started with something that was so accessible. But this idea of making it easy is so important. And this is why we actually decided to create software. So the initial idea was something very simple that I would have funded myself, which is let's create a climate-friendly snack brand. But I realized it was so hard, Sarah. It was so hard even for an entrepreneur who was very focused on it. And I thought, if it's this hard for me, how is anybody going to create climate-friendly food? And what was missing was this data. And so that's why we decided to actually create a tool that makes it easy for other brands to create climate-friendly products by giving them access to data and by giving them recommendations and tactical recommendations, actionable recommendations for how to improve.

Sarah Koontz: (17:47)
So if you're watching this and you are building a food brand you're distributed in a few different ... your local sort of Whole Foods or your local specialty grocers, what does this mean for you? Right? Where our food brands are vegan, we try to be climate friendly, but hey, we don't actually know. Right? What will the platform mean for those people in terms of actually being able to figure this out?

Julia Collins: (18:17)
Yeah. I mean, the question that you asked is really important, which is how am I doing in the first place? What's my baseline. And so the first tool that we're launching with the platform is this carbon assessment tool where you can actually get, at the menu item level or the product level, a very clear understanding of your current greenhouse gas impact and some other sustainability metrics. And then the next step is to say, okay, here's how I'm doing. How do I improve? And that's where we actually connect brands to ingredients that are lower carbon to packaging materials that are lower carbon to ingredients that are also grown using better sustainability practices and just really creating a playbook so that folks can move the ball forward.

Sarah Koontz: (18:59)
That's amazing. So we had a great question come in that my might refer to farming practices that predate even indigenous, and they mentioned, are some of these practices sort of on the micro scale, especially let's say similar to sort of some of the kind of biblical edicts around plant a field every seven years. Like, was Jesus the original climatarian?

Julia Collins: (19:25)
I mean, all of this wisdom is the wisdom that existed on the planet before the Anthropocene, you know? And much of the damage that's been done from the perspective of agriculture has really been done between 1940 and today. It isn't that since the beginning of time, humans didn't know how to farm. We did and we forgot, and now we need to relearn it. So whoever answered that [crosstalk 00:19:54]-

Sarah Koontz: (19:52)
... between that and plastic, maybe World War II should have just ended the planet because we have just ... like, the innovations that followed, while totally understandable in the moment, right? Because when you think about it, and I forget, and I'm sure you know, there was for a long time, a very real fear that by this point in time, there would be mass deaths from starvation because there just wasn't enough food. And so now I think sometimes it's easy to sort of go to a big box retailer and say all these big brands are what's wrong with the world, but your GMO's, they were created because there was a real fear that we were all going to starve to death.

Julia Collins: (20:36)
That is true. The wisdom of the day said that we needed to boost yields in order to feed the world, and that if we didn't, we would have massive, massive, massive extinction from starvation. That is absolutely the wisdom of the day. But now we have new wisdom and we have to act on it. Just as swiftly and decisively as we acted during the green revolution, we need to act now. And we absolutely can.

Sarah Koontz: (20:59)
So talk about that a little bit. Like, are we all going to starve to death if we start doing regenerative agriculture?

Julia Collins: (21:06)
Absolutely not. Even with a billion more people on the planet by 2030, absolutely not. The thing that we all worry about is that if we don't implement these kinds of agricultural practices, that we will starve because of desertification. If we continue to deplete the soils beyond the point that they're farmable, then where will the food come from? And vertical farming is a solution for some segment of some populations, but will not feed the entire world in the time that we need to get it done.

Julia Collins: (21:37)
What is so beautiful about this method of farming is that healthier soil is often more productive. And the reason why I say that is a healthy soil system creates a healthy crop, which is more nutrient-dense. What's the names we see these GMO, nitrogen-riddled crops that are huge and they look beautiful and they're very big, but they're nutrient-poor and so they're actually not giving as much nutrition to the humans that are eating them.

Sarah Koontz: (22:02)
It's like the giant strawberries and the giant blue ... I am a sucker for a giant piece of produce, and then you taste them and you're like, this kind of tastes like literally nothing. But it looks good on Instagram.

Julia Collins: (22:16)
Yeah. And sometimes you might even have the experience that you're still hungry after eating something that should have been so nutritious and filling. And it's because it's nutrient-poor and it's not grown in healthy soil. So all these things are solvable. I think they're sometimes so obviously solvable that people wonder, why hasn't this already been done yet? Yeah.

Sarah Koontz: (22:36)
I love that. I'm also going to use that as an opportunity to switch gears a little bit. So you're building an amazing company, an amazing space, but you're building it also in the tech industry with venture capital. And so let's start talking a little bit about that. So what was it like to raise money for a company like this? Were you spending a lot of time ... Some investors like me tracked you down at breakfast and said, "I don't care what you're doing next, take my money." But was everyone that smart? Or how did you explain regenerative agriculture to Silicon Valley?

Julia Collins: (23:17)
Yeah, it is very much the case that most of the folks that I talked to during my seed raise, and this is back in October, really this time last year, were not as aware of regenerative agriculture as a term or the field of climate tech that was related to agriculture. A lot of folks were focused on impossible foods and some direct air carbon capture and even some aforestation and reforestation companies, but not ...

Sarah Koontz: (23:46)
Yeah. We're going to colonize Mars. We don't even need this planet anymore. It's fine.

Julia Collins: (23:50)
Right. I actually just finished raising again, and this time almost everyone that I spoke to had heard of this. And so I think there's been a huge increase in awareness around the field. For many of us, that it is often the case that when you're pitching an investor, their evaluation or their framework might not include some things that are really important to you. So if someone doesn't have a pattern to match or a framework to work with to say it makes sense to make a bet on climate tech, then that often is a pretty tough pitch.

Sarah Koontz: (24:31)
There were a lot of kind of memes that went around earlier this year during COVID season one about all these people who were like, "Oh, I buy guns to protect my country." And it's like, "No, just wear a mask. We don't actually need your guns. You just need a mask." Sometimes the most impactful thing doesn't feel as dramatic, right? Like, asteroid mining to save climate feels really important. Bombing the ecosystem to create more range feels like very, wow, Iron Man. And then you're like, "Great. I just need you to eat these crackers." So is there sometimes a cognitive dissonance for people when you're like, "No, it actually just is as simple as this?"

Julia Collins: (25:09)
Yeah. It is wild. And one of the framings that I sometimes use in meetings is to imagine that the plants are robots. You say that carbon sequestration is related to plant photosynthesis, people just sometimes fall asleep. But if you say, imagine that there's a robot, that's commercially scalable, low cost, can adapt to any environment, that can actually suck carbon out of the air and bury it in the ground. They're like, "Really? What's that robot?" And you're like, "It's a plant."

Sarah Koontz: (25:40)
I love it. It's like the memes of like, "There's a miracle drug to fight COVID. Just kidding. It's a mask. Wear it." Right. I mean, it's Ockham's razor or whatever, right? Sometimes the best solution does not necessarily involve bombing the atmosphere to cause thunderstorms.

Julia Collins: (26:01)
It is sometimes the case that an investor invests based on your idea. In my experience, it's often the case that there are so many other factors that lead to the investment decision. And so even if somebody has to come along with you on the journey toward more climate awareness, if they believe that you're a founder that can get the job done, attract capital, build a team, that your timing's right, that your solution makes sense, then sometimes you can still get those deals. And I often still get those deals.

Sarah Koontz: (26:26)
Yes, you do. That's amazing. And so somebody else asked a really interesting question. How do we get multi-billion dollar corporations, who ... I'm a Baked Wheat Thins and Cheez-It person. This isn't sponsored content, I just have trash tastes in food. How do we get those big snack companies to pay attention to this? Are they paying attention to this? Because Planet Forward, Moonshot, your snack brand is going to be amazing, but it won't be the only crackers people eat. So how do we get other people to pay attention? How do we get big pretzel to care?

Julia Collins: (27:01)
Absolutely. So the consumer piece is really huge in this area and getting consumers just as excited about climate-friendly food as they are about organic food. So that's one. The other huge forcing factor or ... If I could wave a magic wand, I'd love for every major retailer in the country, from Target, to Walmart, to Kroger, to Amazon, and everyone in between to make commitments to a certain percentage of all of their inventory being certified climate-friendly or a climate-friendly buy. When we see those two kinds of things happening in the market, then I absolutely believe that even the legacy food companies will catch up. We do see [inaudible 00:27:42] at General Mills and Known and Unilever, so I don't mean to say that there isn't already a groundswell happening, but we need for everyone to get on board.

Sarah Koontz: (27:51)
Yeah. Yeah. I mean, if you've looked at the variety, the mind-blowing variety of Doritos lately, it is clear that if consumers will buy it, they will make it for us. So I agree. That's awesome. So talk to me a little bit about fundraising in general. You are a black woman who's raised more money than any other black woman almost combined for your last company, and then now you're doing it again with this company. And so obviously the fundraising landscape for women, for people of color in our industry is not what it should be. But what are you seeing? How has this year kind of made you more hopeful, less hopeful? Is it all the same? What's going on?

Julia Collins: (28:46)
So when I put my investor hat on, I'm much more hopeful. I have the privilege of being a scout for Cleo Capital, as you know. Before I joined your program, I did a little bit of angel investing on my side. When I look at the incredible founders that are coming up right now, the deals that come across my desk ... my laptop, I don't have a desk. The ecosystem of BIPOC founders, female founders, intersectional founders is I think stronger than it has ever been. There's so many more venture-backable, highly scalable companies coming up right now. So with my investor hat on, I'm highly optimistic.

Julia Collins: (29:32)
Then I put my founder hat on and I heard so much talk around funds making big commitment commitments to wiring and hiring, but I'm not sure as we close the end of 2020 that many funds have made that commitment. I think there are many that have, but many more still that need to catch up or should catch up, or I hope will catch up. I haven't seen the data from this year, but coming into the year, it was something like less than 0.2% of all venture activity was related to founders who identify as black and female. 0.2, so almost zero. And so I just continue to beat the drum of asking the venture community to do the same thing that you're doing with your fund and so many of my investors are doing, which is to actually support BIPOC and female founders by investing in them, not create [inaudible 00:30:33] for them, but by actually investing in them.

Sarah Koontz: (30:34)
Yeah. Yeah. I was sitting with a very well-known female billionaire once who does stuff in this space. And she was like, "Do you need mentorship?" I was like, "No, I need money." And she's like, "Do you need education?" I was like, "No, I need money. I need money." You'd be shocked at how hard it is to pay your rent with mentorship. It's that? So make the wires, then the hire is our friend, Tiffany Bell says. That's awesome. So tell me a little bit about some of the companies you've invested in. I mean, I know, but tell everybody else.

Julia Collins: (31:03)
Well, we talked a little bit about Zero, this incredible online plastic-free grocery store. Just imagine as a result of the success of this company what impact will be able to have if everyone in the world had access to their groceries with zero plastic. [Asaleka Strazia 00:31:24], the founder, she is an absolute force of nature and just incredibly gifted. And so that is one of the companies that I'm tremendously excited about.

Julia Collins: (31:37)
There's another incredible company called Hamama, which is all about growing food at home. And the novel approach that Hamama took was actually to create technology and IP around a home garden. This is this genius team coming out of MIT led by Camille Richmond, who actually created a patented technology for a seed quilt, something that you could put in your house and you water it once, and all of the sudden, micro greens pop up and now they're expanding into scallions. And I love ... I mean, first of all, the business is growing like crazy and it's so well run, but the idea that we could engage consumers in this idea of growing food, health food at home, I think is incredibly powerful.

Sarah Koontz: (32:18)
Yeah, I am so bad at growing my own things, even though I'm obsessed with the idea. My mom's an amazing gardener and Hamama sent me some of their seed quilts and even I managed to do it. And the joke I always make about that is it really is kind of like a Chia Pet. You just put the seeds on and water it and it grows. And so if you had a Chia Pet growing up, you've already practiced in-home gardening.

Julia Collins: (32:48)
Yeah. I think it's actually impossible to not grow food using their system. So-

Sarah Koontz: (32:56)
One time it didn't grow, but it was because I didn't follow the directions and I didn't add the right amount of water. Another time I let it grow too long and it just kept growing and growing because I was traveling. But those are user errors because I'm really, really bad at it, but I still got some great micro greens to go on my salads. And it was so easy, and it's sort of a gateway drug where now I'm moving outside of the city of San Francisco, and I'm looking at my little backyard and I'm like on Next Door trying to find a gardener who can grow me kale. We'll see how it goes. Yeah.

Julia Collins: (33:30)
Well, let me know if you need help.

Sarah Koontz: (33:32)
Regeneratively. Thank you so much for joining us today with Julia Collins for our SALT Talk. We're here pretty frequently, and we're super excited to have you come hear from some of the top thinkers, investors, and people around the world. Special thank you to John, Anthony, and the team at SkyBridge. And we'll see you soon.

Amal Dokhan: The Importance of Resilience | SALT Talks #120

“Human behavior gives you the right information that will actually create the solution.”

Amal Dokhan is CEO of Global Entrepreneurship Network (GEN) Saudi Arabia. Dokhan is one of the early innovation and entrepreneurship educators and facilitators in the MENA region.

A Stanford course in design thinking offered a simple yet profound lesson for marketers and entrepreneurs: by focusing on the underlying human motivations, one can determine the solution. It requires a methodology to process and ultimately apply, but human behavior provides the most powerful data points for any business. “[Design thinking] will change something in the way you actually address problems, in the way you address strategies and the way you understand designing anything in life, even within a small organization.”

LISTEN AND SUBSCRIBE

SPEAKER

Amal Dokhan.jpeg

Amal Dokhan

Chief Executive Officer

GEN Saudi

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

Rachel Pether: (00:08)
Hi, everyone, and welcome back to SALT Talks. My name is Rachel Pether, and I'm a senior advisor to Skybridge Capital based in Abu Dhabi, as well as being the MC for SALT, a thought leadership forum and networking platform that encompasses finance, technology and politics. SALT Talks, as many of you know, is a series of digital interviews with some of the world's foremost investors, creators and thinkers. And just as we do at our global SALT conference series, we aim to empower really big important ideas and provide our audience a window into the mind of subject matter experts.

Rachel Pether: (00:45)
Today, we'll be focusing on innovation and entrepreneurship in the MENA region. And I'm very excited to be joined by Amal Dokhan, the CEO of Global Entrepreneurship Saudi Arabia. Amal is one of the early innovation and entrepreneurship educators in the Middle East. She's managed multiple startup and corporate accelerators in Saudi, leading thousands of entrepreneurs to commercialize their ideas and access the market. Amal has studied at both MIT and the University of California Berkeley, and she is a frequent speaker at conferences around the globe. So Amal, thanks so much for joining us today.

Amal Dokhan: (01:24)
Thank you so much for the invitation. I'm very pleased to be here today.

Rachel Pether: (01:29)
No, we're really excited to have you on and we've had a discussion previously, and you have such an interesting background. So maybe you can tell me a bit about your personal story and your upbringing.

Amal Dokhan: (01:41)
Sure. I mean I started obviously, not in the place where I am today, and not completely connected to it. So I started in the education field for about 10 years. And maybe starting in the education would give you a lot of skills that nobody would actually think it may relate to entrepreneurship or innovation at some point in life, but to me, everything is connected. I think after that period of time, I moved to study business in 2009 in Dubai. And I think through doing that master's degree, it started to open something different and I started the first company, and then the second company. And then so I moved actually to seed funding at King Abdullah University of Science and Technology. And I think from that, it was the platform moving forward to what I do today.

Amal Dokhan: (02:34)
But I mean, at the early childhood, that's part of something that I said in one of the TED Talks. I was diagnosed with a thyroid cancer at that age, and living through that over the years made me want to do so many stuff and made me want to achieve so many stuff. And maybe that's where that problem kind of solutions type of thinking, it's like that there's always a way out of any situation, but years passed by and today, all I do is basically work with startups, with entrepreneurs in the MENA region, and to do programs with, around VCs and around angel investors, and all of that. So I know sometimes things don't look really connected, but maybe somehow they are.

Rachel Pether: (03:26)
No, I love those points that you made about everything being connected. And also thank you for sharing that personal story of yours. Now, I know that you did a really interesting course at Stanford on design thinking. So maybe tell me a bit more about that, and some of the key learnings and then we can look at the applications of those and how you've incorporated them now.

Amal Dokhan: (03:46)
Sure. So in the early 2013 or 14, I actually joined a course in design thinking. I think what was interesting about that course is I went there really not expecting anything in particular. It just excited me because my master's was in strategic marketing. And I actually recommended that this is a great course for marketers. So at that time, I just started working at the Entrepreneurship Center. And I think what fascinated me is how simple is the idea of focusing on the main reasons of why everything happens, and how it could derive solutions that could basically change communities and it could change societies and it could create these solutions that we all look for.

Amal Dokhan: (04:31)
And there is really no mystery about it, because it is all about the data collection that you get. And I think the methodology of design thinking could change anybody if they understood it the right way, understanding that human behavior is the source of it all. Human behavior gives you the right information that will actually create the solution. It will help you to figure out what they need, what are their pains, what is the source of the reasons of why they act and behave in a particular way, and it will become your compass of identifying the needs of these people.

Amal Dokhan: (05:08)
And it's like when people receive the solutions, like, "Oh my God, that's it. It feels like it was meant for me." They just made it because they realize why I do this. And it's not just the statement. Actually, most of the big companies and the successful startups, they understand the value of understanding the social part, the behavioral part, the emotional part of why people do it. So that was the initial exposure to the methodology. And what actually shocked me a lot is when I went there, and I saw that in the same course, we were 72 people that I've seen companies for, like Google, for example and 3M. And I was like, "These are companies that we look at like idols." They're the source of innovation, and why would they send their people to get such a course?

Amal Dokhan: (05:57)
And my coach was actually from General Electric. So it was interesting to understand, it just changed so much that this innovation piece and design thinking in particular, is something that anybody can use at any place at any phase of life. And it will change something in the way you actually address problems, in the way you address strategies and the way you understand designing anything in life, even within a small organization. And it will certainly get you to better results in a shorter amount of time, with much more efficient budget, and producing simply very feasible and viable solutions.

Amal Dokhan: (06:39)
And I think that's what I brought back with me when I came back to Saudi was not just the methodology. It was just a shift in the mindset, that when I came back, I would remember I was still jet lagged. And I arrived to my team, and they said, "Why did you come to the office?" I said, "I just got something amazing. We're going to start working on new programs now. We're going to turn things around." And I think that's how things have served later on, when we started working in KAUST, together towards creating different solutions for the community, and for corporates, and even for university students as well.

Rachel Pether: (07:19)
That's great. And I completely agree, you don't need to be an official entrepreneur to have this entrepreneurial mindset. And I do want to dive a bit deeper into what the Saudi market looks like now. And it's grabbed a lot of headlines with the PIF and the SoftBank Vision Fund, and some of the other mega funds, but you went back to KAUST in I believe, like 2013, and it was very progressive back then for the them to be thinking in this way. So what kind of drove that approach seven years ago, before it had really taken off in Saudi Arabia?

Amal Dokhan: (07:54)
Well, I think Abdullah University's built on science and research. So it's progressive in the way it was built basically. And it was an ultimate dream to change the norms and everything we do in Saudi Arabia and the region, and to reflect that image about Saudi Arabia and about the efforts that are being done as well. And I think what's interesting about KAUST is it contained all and it ticked probably all the right boxes at that time, because, first of all, you've got multiple nationalities that are studying there. So you don't have really an overcapacity of a certain country over the other. You've got everyone, you've got the Far East, you've got U.S., you've got Europe, and all these students in one place, something must happen with diversity.

Amal Dokhan: (08:42)
And that's probably one of the major things that we really need when it comes to innovation and getting these ideas. I think the second point is the fact that these people are trying to change the norms and push the frontiers in certain matters in research that are progressive again, like in terms of agriculture, in terms of biotechnology and water solutions. You're talking of solar and clean tech.

Amal Dokhan: (09:10)
So I think it's built on innovation by nature and by design. And that kind of diversity started to produce a lot of research and a lot of intellectual properties. And maybe at that time when I came to KAUST, there was an Entrepreneurship Center, but we had no accelerator at that time. And it was a very good time where I actually came there because there was a lot of talks. It's like, how do we commercialize the ideas? There's great solutions that are being developed in the labs. There is wonderful minds and brains that are working together. How do we bring this to the market?

Amal Dokhan: (09:49)
And the solution came as through finding a mechanism of commercialization and the vehicle was the Entrepreneurship Center and basically, the accelerator programs which didn't start like that, it started with a program and a course, the ones who came at the beginning, they used to apply for the Seed Fund department. And I think that's a great thing, because they used to provide that seed funding for these companies.

Amal Dokhan: (10:14)
This whole thing evolved over time to create the accelerators that formerly actually is working and operating until today. But KAUST has a unique face that it was unique by design, people looked at it as an inspiring beacon in the kingdom as a new way of doing education, coed at that time, we didn't have coed in other places as well. And then it's a different way of managing it. And it was in a beautiful space over the sea, like the classrooms would have a view over the shore, the Red Sea. And you're doing research on the Red Sea. So you're doing the marine research, you're actually doing the water desalination. So you've got the sources, you're not really doing something that's not practical. It's pure practicality.

Amal Dokhan: (11:02)
And then you've got Jeddah is the closest city and maybe other cities where you can experiment. So I think it's just about ticking some of the red boxes that have created this kind of vibrant place that simply inspired people by nature, and it became a destination as people came to Saudi, it could be politicians, it could be even scholars. Any kind of guest would come and visit KAUST at that time.

Amal Dokhan: (11:28)
So it was by design something inspiring to people, and we just filled the blocks by the programs, by the things that we've designed later on. And one interesting thing, everyone used to say, "How are you going to let people dry for one hour and a half to come to this university, which is so far away, and then are they going to travel?", but it was interesting, the minute we opened it for the community, people came and they don't want to leave. They started to hang out in the space. And that made us actually make a bigger space afterwards where we can have the classrooms and the spaces for the startups. So everything that's formerly done in other places, I think it came organically. And then basically, we started to have all these structured programs that so many have followed later on in the rest of the kingdom.

Rachel Pether: (12:21)
Yeah, I think it's fascinating what you said about KAUST. I've seen, unfortunately, I've only seen pictures of it. But it really does look like an incredible sort of ecosystem. Maybe firstly, give me an overview of what you currently see in the entrepreneurship market in Saudi, and what excites you most given that you've been working in this space for a number of years now.

Amal Dokhan: (12:43)
Right before I come to the, actually the Zoom call, I was at the Ministry of Investment, and it was, we've had the best discussion ever, because we were just reflecting on the future and the things that have happened. And I think in simple words, it's one of the best things that are happening in Saudi is how the entrepreneurial scene is evolving in a massive way. I think when we look at Saudi years and years ago, we used to have so many traditional businesses, the family businesses and all of these stuff, but we haven't seen a lot of tendencies from the youth to look into starting a company and not go to a certain job, for example, all of that.

Amal Dokhan: (13:24)
Today, it's becoming the talk of the town. Everybody is considering an entrepreneurial route or an entrepreneurial exit from their job, for example. So it's becoming very normal that you see somebody who's working on a particular job. And then on the side, they're building a company. So they're just waiting for that company to reach a stage where they can do that job. And that we haven't seen from executives before. We haven't seen that in people that work in the government, for example, but it's happening now.

Amal Dokhan: (13:56)
And the reasons for this is that Saudi is becoming like a heart of transformation, like that machine that's transforming and evolving in a speedy manner. And that only happened because of the support of the government to make this a reality. When the vision started in 2016, it kicked that new dream of 2030, where people got inspired by the idea itself, and then it took years for people to understand and in the past two years, started to witness that huge jump, and it actually materializes in results because you see it in the number of startups that are entering the market, the number of startups that are receiving investments, the number of venture capital funds that are emerging and not just Saudi venture capitals, actually the foreign VCs that are coming to Saudi Arabia and they're establishing their headquarters here.

Amal Dokhan: (14:51)
So I've seen a Chinese fund. We've seen other U.S. based and all of these are coming and looking at establishing whether a regional HQ or basically, a branch in Saudi Arabia. Why this is happening again? It's yes, we've mentioned the government. But at the same time, we've actually witnessed transformation and the mindset of addressing a startup as a proper career path. It's becoming more acceptable by families, it's becoming more acceptable by people that maybe never looked at it. And I mentioned the story before, I said when we used to go in public places, people would talk about maybe different topics that are social topics. Today, everywhere, it just turned into, it looks like a startup co-working space, even in the malls, even in the coffee shops, in the restaurants.

Amal Dokhan: (15:43)
Everyone just moves around, and you hear and due to the nature of customer discovery, we've got used to listening, listening to the voice of the youth, listening to the voice of like people that are looking into starting businesses, and you just see excitement and hope, and there is withdrawal models that started to materialize today. But there is also more to be done. And we understand that we're still at the beginning of building that ecosystem. It took years for us to establish the right programs, to establish that change in the mindset, to include entrepreneurship as a course in the universities, for example, to have it in some of the schools.

Amal Dokhan: (16:25)
And that's already happening. We think that this is going to pick up and change over time. But currently, we can say it's in a healthy situation where it's also attracting startups from outside Saudi to come and set up in Saudi. And there is a lot of incentive programs that are created for both investors and entrepreneurs to come and set up in Saudi. So there is a lot of tax waivers, there's a lot of incentives for visas and easy licensing and reduced fees, all of these stuff and programs that receive these people, plus the Ministry of Investment is also looking ahead and have more to be released in the next FII, which is that Future Investment Forum, that's going to happen hopefully, when everything is fine, by next January, here in [inaudible 00:17:20].

Rachel Pether: (17:21)
And I think it's obviously great to have that government support. And one thing that I've noticed here in the UAE is that all it really took was a couple of quite successful exits. And we had Uber and Careem and Amazon and Souk. And I think that also helped shift the mindset of people to oh, this could be a really successful business. So have you seen that people, as you say that becoming more accepting of this as a proper job as it were, and actually wanting to do this as a career.

Amal Dokhan: (17:57)
It's happening a lot. And when you talk about exits, I mean, there's a couple of companies that have been acquired. There's a couple of mergers that happened. There is a couple of exits through the capital markets, which is another piece of the ecosystem as well, which is easing the process for companies to apply and to exist either in the parallel market or in preparation to be listed as well. So there is, I think what we're looking at is that kind of a journey that starts by the change of the mindsets at the beginning. And that's through awareness programs, which Monshaat, the small and medium enterprise authority is playing a huge role with the events, the programs, the connectivity, the hubs that are scattered around the kingdom, just to create that kind of inspiration.

Amal Dokhan: (18:45)
And people can go and talk to anybody if they have an idea. So these are like the jobs of the hubs that are existant in Saudi and then later on, it's just we need more programs. And we know we have accelerator programs, but we need more. So at least if I took that career choice, I know if I cannot do it on my own, there is someone who can support me. There is a group that I can join. There is a network that I can be part of. And sometimes you need the six months or the three months journey of an accelerator, and sometimes you don't. You're just able to pick it up yourself. You have the right people around you, you can build the right team and carry on with it.

Amal Dokhan: (19:23)
But the only thing that you can never, let go of is just the right network. Because at the end of the day, you will need to access markets, you will need to lobby for your idea, you will need to make sure that you're being visible in the right way so investors can take notice of you as well. And moving after that, it's just the creation of the venture funds that we have witnessed kind of and I don't think it's precedented in that short time. It's really very impressive to see that. But that created another push that we still need to work on, increasing the number of startups whether from Saudi or outside Saudi Arabia, because now the amount of investment money or venture capital money still needs more in the pipeline, so we can witness more investments and hopefully more exits in the near future.

Amal Dokhan: (20:20)
Part of that is recently, like two weeks ago, almost a week ago, we were looking into what are the pieces that are needed at that early stage. So we obviously need more accelerators, maybe we need grants for MVPs, for minimum viable products at the pre-seed stage, which is one of the most crucial ones that could stop a startup from continuing, if I'm not able or I cannot rebuild that product to the beginning.

Amal Dokhan: (20:45)
So we started to look at the angel investing scene. And although that existed, we've got one of the oldest angel groups here, seven years old, Oqal. And we still need more, there's a lot of members in it and they're doing their job into looking and screening and doing the diligence, and then presenting these companies to basically to the community and the members. But I believe we need more of these angels that look into a different diversified approach into the top of startups that they look at, and would love to see people that could invest in a pitch deck maybe, because they know that these people are willing to do it. And we always say that angel investing is about believing in the people, believing that they can actually bring it to the market, that no matter what happens throughout that journey, they're going to pivot and change. And that's the essence of angel investing.

Amal Dokhan: (21:38)
And I did an interview with Brad Feld. And he said it's all about empathy. You got to empathize, you got to feel what they're going through. And then you know is it in need of a network? Is it in need of an introduction? Is it in need of injecting more cash here and there? So it becomes not like the VC relationship to the startup, which is more on a board level, more structured, and all of that. It's a very friendly/mentorship, sort of like relationship, we want more of that. And that's why we're doing a lot of activities to train angel investors to network, angels with entrepreneurs, and to also tell a lot that this could be a choice, even if you haven't done it, you can do it with someone else, you can try to be part of that network and see if this is something exciting.

Amal Dokhan: (22:27)
But to get more, we need to create more success stories, obviously and excerpts to show that people have gotten something out of it, but there is a lot that's happening also in that scene in particular, because we know that this is how most of the ecosystems were supported at the earliest stage level, like even most of the research based companies that were pure scientific, maybe hard to commercialize, were actually funded by people that were fans of that type of research where they cared about the cause. So we're trying to ignite that and connect it and convey it to the startups and hopefully, they can both speak the same language. And that connectivity becomes easier to bid on. So there's a lot of plans that we're actually working on in the coming two months to also incentivize that part.

Rachel Pether: (23:22)
Fabulous. And we've had a number of audience questions coming in already about the entrepreneurship system and also on mentorship. But I would just like to ask a question on the mega funds that you talked about. I listened to a really interesting podcast a couple of weeks ago now, and it was talking about the risk and the downside of mega VC funds, taking WeWork as just one example of kind of too much capital going into one company. Do you see that as a risk given the sort of stage of the evolution currently in the Saudi market? Or are they allocating fewer, smaller amounts of capital into more companies?

Amal Dokhan: (24:04)
Yeah, so most of what we see today is in the pre seed and the seed stage, because this is like an emerging market. So most of it is in the early stage, and the average size ticket of a fund is about $5 million. So we're not really hitting harder than the number of or the size of investment yet. We don't see that much of like the companies requiring that amount of capital yet in Saudi, but we do expect that this is going to change in the coming few years as we start to witness more growth stage. We do have growth stage companies that obviously require more injections of cash, but they're not as many as the seed stage ones.

Amal Dokhan: (24:48)
So if you look at the total amount of investments that have been done so far, it's according to the Venture Capital Association that tracks most of these activities is about $67 million for most of these companies, so it's mostly not very big tickets. And I think that's the right approach, actually to do it at this stage, and especially that most of these companies are really, really early stage.

Amal Dokhan: (25:15)
Now, could we reach that problem of the WeWork and what happened? I think we still need a couple of years to start saying that this could be a problem. At the moment, our focus is just to increase that number of startups. So hopefully, we can see more exits at this stage, although we do have a big number of companies at the early stage, but their survival rate, as we know globally, is not always high. So I still need to increase that number so we can have the ones that survived the series A and the series B and C stage, which we started to see a bit off, but it's not very common yet over here. So the majority is just early stage at the moment

Rachel Pether: (26:01)
Yeah, and I think when you mentioned the mega funds at $1 billion, if you're looking at $5 million ticket sizes, that's 200 startups that you can make investments in so it's important to have that strong pipeline as well.

Amal Dokhan: (26:14)
Yeah, at the moment. Actually, if you look at the sizes of or the investments, so 92%, so all the investments that are being done now in the Saudi market are actually early stage. So we're still really, we still need some time for these companies, two to three years to start seeing them in the growth stage. And then the ticket size is going to grow a little bit bigger. And even the venture capitals maybe start, so the majority of VCs nowadays are all seed stage. Very few do invest in the growth because there isn't enough of that pipeline. So that's where the work that we need to do, so maybe these VCs later on will structure other funds so they can invest in the growth stage that they can start targeting.

Rachel Pether: (27:03)
Yeah, that makes sense. And I think in some of these answers, you've touched on some of the questions that I want to get to, but we've had an audience question saying do you see the local capital sources, and maybe x-government, trying to replicate what's been accomplished in Silicon Valley over the last few decades, and more recently, China as providing risk capital themselves? So is that capital coming from local startups or local VCs and international? What's that kind of mix like there?

Amal Dokhan: (27:37)
All right, so there is one of the entities that the government have created to spin off the small and medium enterprises called the Saudi Venture Capital company. So SVC is basically an incentives fund. It's a co-matching vehicle. So what they do, they incentivize venture capitals to set up or to start their funds in Saudi, and they do help them in the co-match or even in closing the ticket that they're looking for. Now, why are they doing that? Yes, because we do need that to minimize the risk somehow over these funds, to incentivize them to be present, to do the work, to reach out to the entrepreneurs, and all of that.

Amal Dokhan: (28:18)
So this has played a huge role in the increasing number of the venture capital funds that have been created in the past two years, because SVC was created two years ago. So we've seen a number of those in those reports about how many of these funds have been created. And on the other hand, of course, we see the other funds, the funds so you have the Jada that funds down venture capital funds that comes from outside Saudi Arabia mostly, so like their investment in 500 and MSA and many other of those.

Amal Dokhan: (28:52)
So there is some of these funds that are supporting everyone trying to minimize the risk of it. But the majority of the investments that we're talking about are coming from venture capitals, just private VCs. And this is the right way to do it, honestly. And these VCs have got the support from the government, but at the end of the day, they're investing and that government money is like an LP money at the end of the day, so they become just a limited partner. So it does not really instruct the startups that they invest in, they don't really interfere in the process. They only advise and help if needed. So this is how they're trying to minimize the risk, which supported a lot of the venture capitals that have been created in the kingdom recently.

Rachel Pether: (29:42)
Yeah, that's a great point. And I think that co-investment model is becoming much more popular in the region as well. So we have a few more questions. I'm going to ask you a general question, a political question and an advice question. So I'll start with the general question first. We have another audience question from Ken, thank you, who's asked how can entrepreneurship in Saudi and the broader MENA region be increased by 10 times, or let's say even 100 times? And I know you've touched on some of these things already, but maybe summarize those points.

Amal Dokhan: (30:19)
I like that question, because that's what I sleep dreaming on. That's what I wake up trying to do. It's just figuring out every possible way of how do we increase that. There's still yet more to be done. Ecosystem building is not just about creations of funds and creation of accelerators. So there is more. In order to have these accelerators filled, we still need to work a lot on the early stage education. I'm a believer in the education system. I'm a believer that this is a process that can be touched upon earlier at the growing stage of every human being, to be exposed to the possibilities, to the problem solving mindset, to the entrepreneurial mindset.

Amal Dokhan: (31:02)
And that's going to create that generation that comes all about problem solving, all about creating these solutions to where it's companies that become successful, impactful changes the lives of the communities. So that's one way to look at it. Now, how do we have the hundreds and the thousands and all of that? It's, basically we need to triple and do 100 times of what we do and increase the agents that incentivize these university students, that shows a different way. We need to do a better job in the media and publicity of the little stories that happens.

Amal Dokhan: (31:38)
I think there is, yep, there's some, it started in Saudi, but there is more to be done. We get all impacted by what we see. If we see that the idols of the corporates and the government positions as we grow up, that's what we see and that's what we want to be. And then sometimes we grow up on the startups that we started to see now in Saudi and the companies and people with mission and nothing is more beautiful than someone who believes in a certain or she believes in a certain solution, and then they lobby for it. So I think there is a piece of education piece of like enhancing ecosystems, increasing numbers of VCs and mentors, and all of that and all come together, we're definitely going to see it. And by the way, month over month, we're increasing. If we want to turn the ecosystem into a startup, I think we're going to have a very good GMV in Saudi for the number of startups increasing over the month.

Rachel Pether: (32:38)
It sounds like really, all we need need to do is clone you, like 1,000 times, and then we'll be fine. One point on the education, you actually recommended a TED Talk to me, which was fabulous. It was Ken Robinson on Do Schools Kill Creativity? And he said all these kids have tremendous talents. I think he said, "All kids have tremendous talents, and we squander them ruthlessly." So knowing what you know now having been out in the market, how would you teach kids differently?

Amal Dokhan: (33:14)
So, I started as an educator, and I think I was a rebel in the way I was teaching the kids and all of that. I probably wanted to, like I reflected on how I actually got my education. I was one of those people who wanted to study and get straight As and no matter what, at any cost, I've got to do this right. And reflecting back, I don't have regrets. Obviously, I caught up late on what I wanted to do. But I do believe in the power of a young mind, and Sir Ken Robinson's statement is amazing in a way because he reflects on that research that says that the human mind, by the age of four starts to become more smart and sensitive towards social signals.

Amal Dokhan: (34:02)
So I start to feel who's upset, I start to be a pleaser, I start to be depending on the society and the community that I actually grew up with. Or I become a person that basically looks at what's right and I want to do it, or what I believe in doing and that becomes my thing.

Amal Dokhan: (34:19)
So how do we do it differently? I think we started, we have something called the Entrepreneurial University in Saudi where universities are competing to see who's going to bring the entrepreneurship education in a different way, who's going to incentivize students to go through the entrepreneurial journey. During the Global Entrepreneurship Week, it was nothing but talking to universities and students and hearing what they're saying, answering their questions, directing them to different places.

Amal Dokhan: (34:46)
So the different way and the different approaches like less structured approach and more of like the free thinking of understanding and analyzing the personalities of the young people and see where they can shine. It's all right if I am super great, at mathematics, because obviously one day I'm going to be creating wonderful deep learning and AI solutions with my talent.

Amal Dokhan: (35:14)
I think if we understand these transitions, and what are we building, what is the value of building these skills, of turning the theory into practice at an early stage, showing them what is that going to mean in the real life, and making them do it in an early stage, that's going to change so much. We're not going to struggle at universities to teach innovation and entrepreneurship at that stage. It's going to be just being bombarded with the amount of people that are change makers. And those models are going to change others. And here, we need to reflect on the educators themselves, so they can believe and enable the change, the whole education model will change.

Amal Dokhan: (35:54)
And through COVID, who would have anticipated that students will sit behind a screen and the teacher will be teaching over distance? And if that was said to them before that, no one would have believed that this is possible. But when people are faced with change, they find solutions and they cope.

Amal Dokhan: (36:11)
So we need to make them cope earlier with the possibilities that might come and face them in their life, but definitely less structure but more chaos is needed to allow that innovation and creativity to spur and to teach them fear. I'm a big believer in that. I'm a big believer that it's all right to fail and it's all right to encourage experimentation. And it's all right to actually accept it. And we don't say don't get upset, you can get upset a little bit but understand why it happened and let's get over it so it doesn't become a showstopper for us. So bit of skills, bit of thinking. Obviously, design thinking has to be part of this whole process so they can create these simple solutions. And I was part of many experiments in schools, by the way. So I've seen the results at different ages as well.

Rachel Pether: (37:02)
Now, that's fantastic advice. And that actually leads quite nicely into a comment that's come through about mentorship. So I'll quickly read that out and then a question off the bat. Oh, Stephen said, "I've been blessed to have a fantastic mentor at the University of Colorado in Boulder, has a long and positive relationship with students from Saudi Arabia. I hope we can have a bright future with Saudi Arabia. Thank you for a fantastic conversation." So thank you for that comment. And then a follow on question from that. And I'm starting to get political, but it's the only political question, what will the new administration of President Joe Biden be doing to improve relations with the noble people of Saudi Arabia?

Amal Dokhan: (37:42)
So you're getting political, but I'm not very political. See, that's the thing. I'm not into politics, honestly. But all I say that our relationship with U.S. is a very, very old relationship that I believe will continue in the best way possible that serves both, so both U.S. and Saudi Arabia. And I think we've got a lot of ties that puts us together in many situations, and maybe the part that I look at is the economic part, mainly because we see a lot of initiatives and a lot of companies that are working hand in hand with U.S. and Saudi Arabia, as well.

Amal Dokhan: (38:24)
So with my entrepreneurial mind, I can only hope for the best, and for a much more prosperous relationship to be flourished. And as you mentioned, there's a lot of Stephen here mentioned that, that there's a lot of ties with Saudi. A lot of Saudis lived in U.S., Her Royal Highness, Princess Reema, our ambassador who's actually there, and is always building and supporting and building very successful and healthy relationship between the two countries.

Amal Dokhan: (38:55)
And it comes in so many cultural programs, in so many economical ties. So I'm an optimist. And I do see a lot of good that should come in the coming period, and our relationship with the people will also prosper. I love that statement on Boulder, Colorado, because every time I talk with Brad, he talks about the Boulder experience that I always like to learn from. So it's great that this is happening. And maybe Stephen, we catch up later, and we see if we can connect you with more Saudis and more entrepreneurs as well.

Rachel Pether: (39:30)
I'm sure he'd love that. And thank you so much for that offer Amal and you've answered so many difficult questions today. So I'd like to end on a nice, easy one. What would be your advice for a fresh graduate going out into the real world?

Amal Dokhan: (39:46)
Don't deny yourself trying anything new and anything exciting. Life will go by, and one day you'll look back and you're going to appreciate all the goods and the bads and what you thought it was really hard experiences actually create us as human beings. We always look back and remember these things that shapes our mind and it shapes our heart. It shapes who we are. And the richer we are in terms of experiences, the more likely that we're going to become more entrepreneurial and more courageous in taking new steps in life.

Amal Dokhan: (40:21)
Just focus on empathy, it's a change maker. Understand where the other comes from, and empathize with yourself as well. And we'll want to stay away from any judgments or any type of thing because it actually shadows the way we think. And we're by nature humans. We get impacted by what people say, by what's around us and all of that, but then we need to have our own internal alert that tells us, this is how we should think about it, let's go back and reset and look into it. So lots of empathy, lots of experimentation, don't be afraid of failing, no one will remember that later on. When years pass us by, just get up right away, shake it off, learn from it, and just be better, and never stop learning. We don't stop learning by finishing college. Learning is something beautiful, that keeps us alive. It's going to make you young the whole time because you're always learning something new. So I think those are like a bunch of things that I believe I try to remind myself with it. And I think it helps anyone who's in a university to just look into life with less fear, more courage to try new things. And if it didn't work out, that's absolutely okay. You can always flourish somewhere else. But yeah, keep learning obviously.

Rachel Pether: (41:45)
They are fabulous pieces of life advice. There's no way I can add anything to that. So I just want to say Amal, thank you so much for your time today and sharing your insights and wisdom and empathy. It's been such a pleasure speaking to you.

Amal Dokhan: (42:01)
Thank you so much, Rachel. It's been a pleasure. And I'm really honored. And thank you so much for everyone who attended and asked those questions as well. And I think there's a lot of beautiful things coming in Saudi Arabia. So stay tuned, because more announcements are going to happen in the coming few months, especially when it comes to innovation and entrepreneurship and attracting a lot of startups, VCs as well to the region. So pleased to be here. I'm very humbled to actually have been here today at Salt. So thank you, Rachel. Appreciate it.

Rachel Pether: (42:33)
Thanks so much. Thanks so much, Amal. It's always great to end on a really positive note.

Women's Wellness | SALT Talks #119

“Our mission and vision is to build a brand that makes women's health a lot less lonely and a lot less confusing.”

Jordan Gaspar is the Managing Partner of AF Ventures, a venture capital firm investing in high-growth consumer product companies. Jordana Kier is the co-founder of LOLA, the first lifelong brand for her body. Created for women, by women who have been there too, LOLA aims to address every reproductive life stage with a commitment to product transparency and a community built on candid dialogue about all of the things we don’t openly talk about.

The female monthly reproductive cycle has been very reactive and left women vulnerable. There simply was not a space for women to talk and engage with one another around this major part of their lives. This led to a holistic company that provided not only a supportive and open community, but a full suite of products to service those needs. This has sparked greater engagement among women who are becoming more conscious about their consumer choices when it comes to their body. “You're talking about products that a woman may use for up to 40 years of her life, why aren't there long-term studies about the different ingredients that might go into these products?”

LISTEN AND SUBSCRIBE

SPEAKER

Jordan Gaspar.jpeg

Jordana Kier

Co-Founder

LOLA

MODERATOR

Jordan Gaspar2.jpeg

Jordan Gaspar

President & Managing Partner

AF Ventures

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello everyone and welcome back to SALT Talks. My name is John Darsie, I'm the managing director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology, and public policy. SALT Talks are a digital interview series that we started during this work from home period with leading investors, creators, and thinkers. What we're trying to do on SALT Talks is replicate the experience that we provide at our global conferences, the SALT Conference, which we host twice annually, one in the United States and one internationally, most recently in Abu Dhabi in 2019.

John Darsie: (00:43)
What we're trying to do at those conferences and on these talks is provide a window into the mind of subject matter experts as well as provide a platform for what we think are big ideas that are shaping the future. We're very excited today to welcome Jordan Gaspar and Jordana Kier to SALT Talks.

John Darsie: (01:01)
Jordan Gaspar is the managing partner of AF Ventures, which is a venture capital firm investing in high growth consumer product companies. Launched in 2014, AF Ventures manages 35 plus portfolio brands across a wide array of consumer brands in food and beverage, beauty and personal care, health and wellness, and pets. Hopefully we don't have any pets interrupting our broadcast here today, but if they do we'll embrace it and keep rolling. Prior to founding AF Ventures, Jordan was an attorney at Morrison Cohen LLP, where she advised venture and private equity firms and their portfolio companies on acquisitions, sales, mergers, and financings. Jordan graduated from Columbia College and received her JD from Fordham Law School in New York.

John Darsie: (01:49)
Jordana Kier is the co-founder of LOLA, which is the first lifelong brand for her body. Before co-founding LOLA, Jordana received her MBA from Columbia Business School, during which she worked at Rent The Runway and Quidsi, not to be confused with Quibi, which is the media company that failed miserably. She graduated from Dartmouth College in 2008 and was named to Forbes 30 Under 30 in 2016 and Crain's 40 Under 40 in 2019. Jordana also serves on the Dartmouth Entrepreneurial Network advisory board.

John Darsie: (02:24)
Just a reminder, if you have any questions during today's talk for Jordan or Jordana you can enter them in the Q&A box at the bottom of your video screen on Zoom, and now I'm going to turn it over to Jordan to host the interview.

Jordan Gaspar: (02:37)
Thank you, John. Really appreciate you and SALT having us today. I'm looking forward to speaking with everyone.

John Darsie: (02:43)
Great to have you. Absolutely.

Jordan Gaspar: (02:44)
So hi everybody. Excuse me in advance if I have any kids kind of bump into the picture. We'll do our best in this sort of new medium. I'm Jordan Gaspar, a managing partner of AF Ventures. As John explained, we're a venture fund that invests in high growth consumer brands. We see ourselves as having a unique model in that we offer a proprietary set of resources and a real hands-on approach to working with our teams across domain experience, in financial construction, marketing techniques, distribution and supply chain. Within that we, unlike your typical venture fund where it's a wide model, we do have a wide portfolio but it does involve taking an active approach to offer change and help support our founders and advocate for them in particular in ways such as this.

Jordan Gaspar: (03:36)
With over 100 million under management we've got over 35 brands in the portfolio that really do span primarily food and beverage, which was our bread and butter, no pun intended. Of the 39 active portfolio companies, 36 of them are food and beverage, but we recently expanded right before COVID in February into the new verticals of personal care, pet, beauty and wellness, and we are super excited because Jordana and LOLA are our pilot investment in personal care.

Jordan Gaspar: (04:06)
So with that, I'll have Jordana introduce herself and tell you a little bit about LOLA, which we're really excited to support.

Jordana Kier: (04:13)
Thank you Jordan, and thank you John and SALT for having us here. It's wonderful to share our stories. As Jordan mentioned and John too, LOLA is the first lifelong brand for a woman's body for reproductive health. Our aim is to provide the transparent products, the transparent content and a supportive community that we think women deserve for their entire reproductive life cycle. Initially when we launched the business it was really about changing the way women thought about, purchased, and received, and also talked about their feminine care products.

Jordana Kier: (04:54)
So the first three years of the business it was really about reinventing that experience, finding a lot of opportunity to improve this very reactive, very vulnerable journey that many women go through on a monthly basis. That let us to eventually developing our own IP, building our own manufacturing machine, developing our own content conversation as well as a platform for women to really engage and feel very informed as they go through their reproductive journeys.

Jordana Kier: (05:27)
We then set our sites on category expansion into sexual wellness to continue to deliver this very holistic approach to the resources that we believe women deserve for their reproductive journey. So obviously products but also expert advice, and eventually also expanded into brick-and-mortar retail with our launch into Walmart, full chain, in March of this year. So sort of tapping into that, the offerings that we provide, also making sure that this omnichannel access is something that she knows she can rely on LOLA for.

Jordana Kier: (06:06)
Our mission and vision is really just to build a brand that makes women's health a lot less lonely and a lot less confusing. We just continued a plan to expand our product portfolio, both physical and digital, with women's needs in mind, made by women, and ensuring that again, these products are available, however she wants to shop. So whether that's online, whether that's on shelf, especially in this moment in time when a lot of our purchasing behaviors are changing by the day. Really also in addition to that, and well, I think we'll get into this a little later, but wanting to make sure that we are sparking conversation that drives also policy change and really systemic change to ensure that we are improving women's lives for the better.

Jordan Gaspar: (07:01)
Thank you for that introduction. As longstanding investors in food and beverage, we see COVID as a big marker of change in the consumer landscape across the board. I'd say that we've seen the common notion that we've been investing in, that food is health, where we were investing in functional products, functional beverages, grain free foods, natural stress relievers like adaptogens. That's really evolved into more broadly products as health, and so with a blurring of the categories between food and personal care, and beauty, and the emergence of categories like ingestible beauty for the first time. There really is almost this convergence of multiple categories that used to operate in their silos that are really focused on general wellbeing, and people taking care of their bodies from within.

Jordan Gaspar: (07:53)
So I'd love if you wouldn't mind sharing a little bit about your perspective on how the natural personal care space is evolving and the rapid category growth that's been undergoing in the past couple of years, but even particularly this past year.

Jordana Kier: (08:05)
Yeah, I mean, even when we started the business in 2015 we, myself, my co-founder, we never thought about feminine care, personal care as part of an overall wellness routine, right? You think of wellness, you think of beauty, you think of pampering, right? But there's also these categories, food, personal care, that are sort of almost the foundations upon which we build great habits, and good hygiene, and yet these are things that are typically or historically have been very reactive categories.

Jordana Kier: (08:43)
When you think about the fact that a woman uses over 11,000 tampons in her lifetime but the FDA doesn't require companies to provide a comprehensive list of ingredients on the back of the box, and then sort of layer on top of that the historical stigma around these topics in general and how they're not really spoken about. That gave us an enormous opportunity to drive a conversation and to marry these categories with proactive wellness care, because I mean, even for myself it felt kind of almost like an awakening, where I was like, "Why aren't I thinking about these things?" I know I'm going to get my period every month, I know I'm going to need these products. I've been relying on my historical knowledge or my mom, my sister, my older cousin who I trust, so I just use what is put in front of me because as a 12, 13-year-old girl you're very impressionable and it's a vulnerable moment. To step back from that and say, "Wait a minute, we actually think it's important to know what we're putting in and around our bodies, particularly in this category." That was a really important moment for us and for every one of our customers.

Jordana Kier: (10:07)
The way we see it, there's really three main issues in our space. Is one, this lack of consumer awareness. It's a lack of incentive by brands to be fully transparent. Then a lack of public support to study these categories and keep companies accountable. I mean, when you're talking about products that a woman may use for up to 40 years of her life, why aren't there long-term studies about the different ingredients that might go into these products? So luckily, and especially in this year, all of the trends are pointing to a really positive change in all of these three issues that we've identified. We're seeing that in the naturals category. It's significantly outpacing synthetics in the feminine care space and significantly outpacing the options.

Jordana Kier: (11:04)
So you have kind of both a real growth of emerging brands, which is wonderful, it drives a broader conversation and helps to validate our hypothesis back in 2015, but then you also have the actual interest from consumers really putting their money where their mouth is. So we're just super excited and thrilled that the conversation is really changing at all angles, whether it's consumer behavior or it's policy, or even just the way that big businesses are thinking about changing their models.

Jordana Kier: (11:47)
When we launched in Walmart in March we have over time done a lot of really wonderful surveys to understand the changing in behaviors, particularly in this year when all of our lives have sort of been thrown upside down. A really interesting nugget is that 29% of Walmart feminine care shoppers told us that they're more likely to use natural feminine care products than they were pre-COVID, and 51% of women wish retailers would offer a better selection of natural feminine care. So we're not just seeing this in, again, the new brands that are coming online, but also the fact that purchasers and shoppers are actively looking for a change in this category.

Jordan Gaspar: (12:35)
We couldn't agree more, and I think that COVID itself is going to be a big marker for what the consumer's expectations are going to be of the brands that they start to consume. When we look at scaling consumer brands, we've always said that part of the rise of them is about money, manufacturing, and manpower. Through COVID I'd say that it's definitely been exacerbated by what our supply chain challenges, and financial challenges. So we see a post-COVID world that really does prioritize first and foremost supply chain, right? It's been something that the consumer has become extremely aware of, is where are the products coming from, how do they get to my door, what are they made of, and sort of this widespread technology adoption is going to be something that really does improve our industry. But beyond that, I think a lot of consumers are now becoming even more open-minded to sustainable practices, because you think about how much garbage we're all consuming in our homes that we weren't as aware of before. So sustainability, transparency, these are things that people are now living with on a day-to-day basis.

Jordan Gaspar: (13:40)
Then obviously making sure that there's just basic organization on the supply chain. I think that the consumer has become aware that a supply chain does exist that brings their products to their home. From a venture perspective we did see a shift in the space through COVID in terms of the financial construction of growth stage companies. Whereas there were certainly a lot of unprofitable businesses going into COVID. COVID definitely raised the awareness of founders in our space of profitability and how important it was to be self-sustaining and not relying on capital markets, and not expect that there's going to be the next raise ahead of them.

Jordan Gaspar: (14:18)
Early on in COVID I'd say almost our entire portfolio recut their budgets in March and April and really thought through what are our union economics, how can we optimize our partnerships, our supplier relationships, but how also can we build a more scalable, profitable business. So we've been saying that for the past eight, nine months that we're going to see a lot more profitable businesses come through COVID, and I think that that's certainly come to fruition.

Jordan Gaspar: (14:44)
Then beyond that, LOLA is also a perfect example of what is now an increasing prioritization of the omnichannel distribution strategy. As historical food and beverage investors, I'd say that we've seen that D2C and sort of digitally native brands were something that was really difficult and challenging for refrigerated and frozen foods and something that would probably be much easier in the personal care space, but it's now all of a sudden the food and beverage space has realized that it's really important to be omni and to offer an ability for consumers to be able to acquire products at their doorstep. So a lot of the concepts that the digitally native brands have thinking through their super fans, and marketing online and through social media channels are something that a lot of food businesses are rethinking, and vice versa, a lot of digitally native brands like LOLA have now had the ability to launch into brick-and-mortar retail. So there's a convergence really of the construction of a lot of consumer companies.

Jordan Gaspar: (15:45)
So, I'd love to hear a little bit, if you wouldn't mind telling us, about your D2C business and then of course the amazing expansion into Walmart this year.

Jordana Kier: (15:54)
I think for us, I mean, D2C can be such an important channel for a brand to build and grow business, but we see D2C as a channel, it's not a business. It is one way that you can reach our customers. For us it's been a vital channel because we've been able to allow her to feel seen and heard, particularly in these categories because reproductive care can be such an isolating and vulnerable journey, and allowing women the opportunity to connect with a brand directly and share what they're thinking, what they're feeling, what they think is missing in these categories. That's new, that's empowering in a way that we haven't seen historically in this category. But again, it's channel, it's not a business, and that's where I think this sort of cutting out the middle man type of approach and just sort of having that be the foundation upon which your business is built, that's a harder message I think to continue to have ... It's a harder message to have staying power as you expand into new channels because what we want to do, what we want to build is a household brand. If we want to be there for her every step of the way however she needs us, we can't just be available in one place. We have to be available in any place she wants to shop.

Jordana Kier: (17:28)
It's definitely been exciting to see this wave of brands really challenging the old guard and bringing new innovative products and services to light, to market, but I think some will be grappling with the challenges of building a brand that can last for the next 50 to 100 years. We feel very confident that by starting with D2C and by enabling that one-to-one connection and building that trust and authenticity, that just gives us a real leg up on some of these big incumbents who say they may know exactly what women want, but I think when you actually are connecting and having these very intimate one-to-one conversations, whether it's through email, whether it's through phone, whether it's through direct messages on social platforms, that's really how you get to the crux of what it is that's missing in these categories, whether it's product, whether it's experience.

Jordana Kier: (18:32)
I think COVID obviously has changed a lot of the way that we thought about our business and building it. Certainly thinking a lot more about growth in the right ways, and really being prudent about that. As a basically subscription business, because your period is basically the one thing you can't cancel every month, we're in a fairly inelastic category. So we're not one that would see a real major impact as a result of a pandemic. We're high growth, we're healthy in this environment, and frankly in any environment because we're providing customers with a long-term solution in a product category where they previously just didn't have that option. I think that goes for so many of your portfolio companies as well, where people aren't necessarily making a temporal change because they're home, they're making these structural changes to their lives and what they want to consume because they're sort of more awakened to the elements around them.

Jordana Kier: (19:42)
Obviously our customers' routines have dramatically shifted, so our focus has really been on maintaining that high touch customer experience and adapting to needs in real time. So whether that's flexibility around shipping, whether that's also partnering with Walmart to drive more digital resources. If they're shopping in the aisle we have QR codes in our fixtures in the aisle where you can actually obviously be interacting with the product in the store but also then get access to content on your phone. We're pivoting a lot of our community engagement strategy to be fully digital, including posting a weekly parent support group at home and then providing also a lot of really wonderful digital resources via our online hub, The Spot.

Jordana Kier: (20:30)
We've also introduced the LOLA Collective, which is a new hub for women's health and really bringing together a forward-thinking group of trusted reproductive health experts, advocates, educators, really making sure that people can find answers even easier than ever. I think we all I think are in this moment in time where the casual conversations that you may have in passing, whether with a friend, whether at the office, that's lacking now. So those moments where it might be an opportune time to ask or share a personal story, it's harder now, it's more difficult. So we are living more isolating, more vulnerable lives. Again, reproductive health is already an isolating or can already be an isolating journey. So our mission is to continue to build on what we had been building pre-COVID to ensure that she just continues to feel really supported.

Jordana Kier: (21:37)
As I mentioned, this March we launched full chain with Walmart, which was just really thrilling. I mean, we had been working on the launch for over a year at that point, and just have felt so supported and thrilled to find a retail partner who really shares in our mission, and making periods better through tested products, through reliable resources, with a really convenient and innovative shopping experience. I mean, when you think about kind of the footprint of Walmart maybe feminine care is not the first thing that comes to mind, but the fact is that the majority of US women shop at Walmart and half of whom are shopping exclusively for their feminine care products at the retailer. So that was really such an important data point for us because if we want to be driving transparent products, candid content, and also omnichannel access, what better initial retailer partner to launch with to really ensure that, especially in this moment in time, we're there for her when she needs us.

Jordana Kier: (22:46)
I also think it's important to look back at our D2C heritage and say there really is value in that channel and there's insight that we could bring to the retailer. That is something that Walmart has been so wonderful in terms of just being receptive to hearing us out and hearing the types of insights that we have on her behavior in this category. So a really exciting data point that we brought to them was 72% of our customers on our D2C channel don't just buy a single absorbency of product, and there's really no common, there's not a most common pack. In fact, most women are kind of going off of the default on our site. So we really worked with them to come up with an innovative solution to ensure that what we brought to the shelf still had some of that customization, that convenience magic. We were the first brand to cross merchandise tampons, pads, and liners, which with a partner like Walmart is really no small feat when it comes to execution.

Jordana Kier: (23:56)
As we look ahead too we're obviously prioritizing multiple shopping channels, being very ... What's the word? Sorry. Really making sure that we're looking into the data and understanding how her shopping behaviors are changing, what she's looking for on the shelf. So whether that's through our collaboration with Walmart, whether that's through maintaining and innovating on our D2C channel among others, we just want to continue to drive better solutions across the entire reproductive health category.

Jordana Kier: (24:30)
We did actually also launch family planning, which is what Walmart calls our sexual and intimate wellness business in September, so it's been kind of an incredible year for us as far as really trying to solidify our presence on the shelf in not just one but now two categories. Really through our omnichannel approach the goal is again just to provide customers with that accessibility so they're never caught unprepared, or we're there for her wherever she is, again, regardless of the channel. We're really laser focused on making sure that especially in this moment in time too where, again, shopping behaviors are changing, we're showing up where she needs us and where she's most comfortable.

Jordan Gaspar: (25:16)
It's been an unbelievable year watching not one, but two line extension launches for you guys. So a congratulations on that. I think that it's important for people to also understand how unprecedented this past year was in terms of for founders to even navigate this climate.

Jordan Gaspar: (25:32)
We ourselves are, we joke we're a startup fund for startups, and so we launched our business in January 2014 and really grew from what was a $4 million fund into where we are now. I look at this past eight or nine months, and we felt a lot of conviction around getting back to our own roots with our COVID response. So in this period of time, launching into retail is in itself always challenging on the scale that you did, but to do it during the surge is something that people have to really give you guys credit for. To give everyone context for that, back in March the retailers, as you guys all remember from a consumer perspective, got wiped out. All the products got pulled off the shelves. So all of these businesses that are coming to the market had to very quickly adapt.

Jordan Gaspar: (26:20)
So, if you look at we always want to invest in founders who are resilient and resourceful and relentless. We also now want them to be adaptive, and nimble, and be able to make very strong executional changes every quickly. That's something that was a big part of a hallmark of sort of launching in Walmart, is how did LOLA have to quickly pivot and respond to what was basically a complete overhaul of how consumers were shopping and all the expectations they had going in. So you guys did an amazing job with that.

Jordan Gaspar: (26:50)
For us, we had the privilege of seeing 39 companies navigate that, and that's been an amazing thing to see all the founders across categories, different verticals, different areas in the consumer space, some that are digitally native, some that are in brick-and-mortar, almost all nationwide, for the exception the ones that are just sort of D2C. What we did during COVID was starting in early March. We started having programming, where every day we would have town halls across the different areas that we could support our brands. If you think about things like, obviously I've spoken about the supply chain, but also what's happening real time at Walmart. Can we get the distributors in our spaces to host a seminar? Having prominent redistributors kind of post a seminar of logistics challenges and how to navigate working with organizations like Tag Logistics or with Dot Foods. Beyond that, the founders in our portfolio all had such an amazing community in that they got to work together. So on these daily town halls we'd have over 30 of our founders sharing notes and swapping ideas and discussing very real time distribution challenges and opportunities.

Jordan Gaspar: (28:04)
So one thing that we did encourage our brands to do is to work with the retail buyers in the way that LOLA does, and say, "Hey, you have product that just got wiped off your shelf, well, we have plenty of inventory for you. Please come to us as a first opportunity when you're thinking about how to fill your shelf space." There really was an amazing amount of distribution that came out of kind of generating that conviction and confidence from the buyers that a brand was able to deliver. To deliver on 4,600 Walmart stores during a pandemic as a launch was pretty impressive. So a big credit to the team and all the work they did.

Jordan Gaspar: (28:41)
I think that beyond that, there were a couple of other things that during COVID people have spoken a lot about but that behind the scenes we were all working very closely, how to navigate PPP, and that's obviously something that there's been a lot of emphasis on with everybody but in the sort of venture community in particular.

Jordan Gaspar: (29:02)
Then we've started to really see on the other side of kind of what is now eight or nine sustained months of people working from home. What is the EQ side of this? How can we support our teams differently than what we used to? So if the boardrooms were historically primarily going through the numbers, going through the manufacturing, going through marketing opportunities. We're actually starting to spend a lot of time with the boards that we work with our companies, talking to our founders about how can we support our entrepreneurs and how can they support their teams. It's not just about products as wellness, but it's also about taking care of the people who are building the companies.

Jordan Gaspar: (29:39)
So I think it's become a very comfortable place that a lot of natural products companies are starting to feel very comfortable saying what are the practices we're going to do to support our team during this time? What are the conversations we're going to have? How is it that we can be mindful of being a good employer? Because I think that coming out of this beyond just the products that we're ingesting and putting in our bodies is going to be a focus on people as a whole, and thinking through how can we be more human, how can we have more intention, how can we be thinking not just about sort of business fundamentals, but that if we have teams that are operating and working well together, how we can support them to grow and ultimately become better quality businesses to invest in.

Jordan Gaspar: (30:22)
So I'd love to hear you talk a little bit about kind of being ... We're a women-owned fund, so we share that, and I think that obviously as a women-owned company, a women run company, there's sort of specific challenges. I think that LOLA has such a unique culture in terms of how you encourage your team and how you work with your team, but even how you think about family planning and things like that. So I'd love to hear a little bit more about kind of how you guys view building your internal community.

Jordana Kier: (30:49)
Yeah. It's such a good question. I mean, when we started the business and through today, I mean, it continues to be an incredibly mission-driven organization. So when you have a year like we've had, that commitment to that mission doesn't waiver, but I think it's just so much more important to reinforce, and particularly too when you're not in the office, when you're not sort of having those casual conversations again and sort of consistently reinforcing kind of why we're all here and what we're all doing, and why it's important to continue to work incredibly hard. You lose some of that when you're home and all separated.

Jordana Kier: (31:40)
I think my co-founder Alex and I have both now got through our own reproductive journeys, had kids, et cetera. So, I think sort of to set that example as two founders and really sort of having women at the forefront of companies, and having them be the decision makers that address our reproductive and sexual health, leading the product innovation for such incredibly personal and intimate products. That is something that I think we're very proud of in terms of infusing our own stories, our own happy stories, painful stories. Just ensuring that our customers and our team see us as openly and authentically as we see ourselves and sort of just two women who found a problem that they wanted to solve. We both shared our own first period stories with the world it seems to spark a very candid dialogue. I think it starts from the top and then it sort of goes through the entire organization. It's infused in our values in terms of speaking up, and showing up, and being the voice for ourselves, for our company, for our peers, for our customers, and really never kind of settling on an answer that doesn't get to the root of a problem. I think that goes for both the subject matters that we work with, and work on, and work to improve, as well as just how we operate our business on a daily basis.

Jordana Kier: (33:23)
I think raising money has obviously been a really interesting journey for us. I think it's mostly been pitching to male investors, and I think that really opened our eyes to this information gap that truly does exist around women's reproductive health. We found ourselves kind of walking male investors through I think it was called a vagina's 101, like [inaudible 00:33:49] of just you get your period and then you're thinking about becoming sexually active, and maybe you run into the drugstore and you don't really know what you need, or you're embarrassed and you text your partner because they're going to be on their way home and you need something that they can pick up, and what is that conversation like. Just sort of [crosstalk 00:34:10].

Jordan Gaspar: (34:09)
They don't know where to buy tampons.

Jordana Kier: (34:11)
Exactly, right.

Jordan Gaspar: (34:14)
I mean, I like that-

Jordana Kier: (34:14)
[inaudible 00:34:14] is really where it, it's where it's at.

Jordan Gaspar: (34:17)
Where are consumers even buying these products?

Jordana Kier: (34:20)
Exactly. But I think it really started with telling kind of that whole story and doing it in a way that also invited conversation again. Our brand has never been about being scare tactiquy or sort of pointing fingers and saying, "You're putting poison in your body." Because that doesn't drive a productive and positive relationship, and that's something that we want to have with each of our customers, each of our teammates, et cetera. So really shaping that story and also finding opportunities too to where are there analogies where men could understand sort of what using a tampon might translate for them. So food is actually a really great analogy that we consistently used to tell the story and really present ourselves as domain experts. We were so encouraged to find that a real diverse group of investors were extremely receptive to the business, to the opportunity at hand. They understood the market potential, they understood the need for greater transparency because whether they were close with their sister growing up, whether they had a daughter, or whether the food analogy and story stuck with them. It really just took kind of every single approach to ensure that the story could really resonate.

Jordana Kier: (35:53)
We're just very proud to have a group of people around us who actively want to play a role in destigmatizing these aspects of reproductive health and educating women, educating men, having those open conversations and all of the things we don't openly talk about because these are not topics that should be only talked about with one subset of a population. That's not where we will get to the root of driving change.

Jordana Kier: (36:24)
I think there has been a real sort of exposing of kind of taking a step back and saying, "How are women's topics and how are women sort of playing a role in the purchasing decisions for their household, and are those brands actually speaking to that consumer?" I think globally to see that women were making up 80% of purchasing decisions in the household.

Jordan Gaspar: (37:01)
Trillions of dollars.

Jordana Kier: (37:03)
Trillions of dollars, right? Last I saw it was like somewhere almost in $32 trillion in consumer spending per year, right? The idea that it may not be women either behind those brands or helping to shape the strategy of those brands, or helping to fund those brands, that's a real opportunity to ensure that when I go into a store or when somebody else goes into a store I'm looking at a shelf and I'm feeling like I'm being heard. I think there's really, this again goes back to our D2C roots, I think because we were able to foster this really candid conversation with a grassroots community and really sourcing that honest feedback from customers, sourcing honest feedback from our team about the pain points that they experience in the category, infusing our own personal stories. It really helps to deliver on that competitive advantage and delivering that product improvement, that innovation that we want, that customers want, and really also offering that peace of mind too with sort of ensuring that we'll always be transparent with ingredients, we're always going to make sure we're kind of going above and beyond in terms of quality testing.

Jordana Kier: (38:22)
Not just saying like, "Our in-house people did it." But actually putting it to the test with third parties. It's not cheap, but it's really important that we do that and we go the extra mile and we put the ingredients on our box because we know that as our own consumers we would expect the same thing. So that has really been I think a really proud moment for us to just continue to know that they way that we developed our brand and our ethos five years ago still remains really strong and really resonant with our growing community.

Jordana Kier: (39:00)
I think specifically too with COVID, making sure that we can continue to provide access to resources and support across our digital platforms, support in store remains more crucial than ever. Over half of women surveyed by us said they turn to Google first to find answers to their questions, but only 4% felt supported and only 8% felt informed when reflecting on their menstrual cycle. So to me it's where can we play a role and continue to play a role and really step in as that expert, as that ally as she is going through her whole journey at whatever point she might be in, right? Whether it's a young girl figuring out kind of what's happening to her body, which we developed a first period kit, which we're very proud of, or a sexual wellness kit.

Jordan Gaspar: (39:55)
You guys have us the opportunity in our house to talk about periods for the first time, right?

Jordana Kier: (40:00)
Exactly, I mean.

Jordan Gaspar: (40:00)
So I say all the time, and I've said this to you, that being a venture investors one of the things that I really do love is as a working mother, and you're one as well, we unfortunately travel a lot, or we did before the pandemic, and you don't always get to have this sort of direct experience that you want to in terms of ... Just it's harder. It's a balancing act that we all are doing. So for me, investing in young brands gives me the opportunity to talk about things in my home that I normally wouldn't. So I joke that we invested in a sustainable water business, and so it gave my household many, many months to talk about sustainability and packaging. So with you, I don't know if you remember, but it was the first time that I actually had conversations with my daughter about her period, and I really thought and relived the experience of when we were young your whole education came through your mother of through books, and then you became a consumer of a brand of Tampax, or tampons I should say, or sanitary napkins because somebody handed you the box and you became a lifelong consumer. So you were really the first person who encouraged and taught me about how you can build community and really evolve the conversation.

Jordan Gaspar: (41:16)
So I've been so impressed with how you guys have done that more broadly, and I'm sure during COVID in a time when access to information has been really challenged, your community has definitely benefited from all of those I'd say educational resources that you guys really had instilled in the brand from day one.

Jordana Kier: (41:33)
Thank you. I think when we first started the brand we did a lot of focus groups. The first five minutes, I've told you this story probably millions of times, but the first five minutes people showed up and they're like, "Why am I here? What am I doing at this weird thing where I'm going to talk about something that I've never talked about openly with a bunch of strangers?" And cut to like three, four hours later when we're trying to kick everybody out, but if somebody wants to tell that one other story about this really embarrassing moment that they couldn't imagine anybody else having gone through, but three other people in the room, they're like, "Of course I've gone through that same thing." And to be able to be that conduit to connection and being able to say like, "These are topics that we should be talking about." We shouldn't feel embarrassed. We shouldn't feel like we have to shove a tampon up our sleeve when we walk to the bathroom in an office, and when 50% of the people there are probably either on their period in that moment or get their period more generally.

Jordana Kier: (42:41)
How can we start to break some of these barriers? I think it does start at home, it starts with an open conversation. It starts with not just a mother having a conversation with her daughter, but including her son, or having the father figure there, right? So really making sure that it does continue to grow and remain kind of more as inclusive as we possibly can be, because that's the only way we'll actually kind of chip away at some of the stigma that does exist in these categories.

Jordan Gaspar: (43:13)
100%. Yeah, I'm looking at the Q&A, and so I want to encourage anybody that if you guys have questions, definitely feel free to jump in them. I see one though that's asking about how men can be more supportive in general periods, and I can't speak for you, but I would say that first and foremost it's about not weaponizing your period. It's about understanding that there is a culture where there was to be an open discussion, as Jordana just spoke about in terms of educating not just our daughters but our sons, and reprogramming in some cases generations of men that there is no shame in taking care of your body as a woman. This is a reality that's every month part of our lives. So I think that where historical brands have definitely been made available to the female consumer, what LOLA's done, which has been to normalize the experience for young women. It's now going to carry through beyond period care but into sexual wellness.

Jordan Gaspar: (44:11)
We've seen a huge I say surge in companies that are launching and in platforms in the sexual wellness space, and we spoke to Jordana and said, "You guys have an amazing platform already, we're excited to see you continue to get behind that as an extension of period care." Just because there is so much opportunity in also having conversations about sexual education for young women, right? And that this isn't something that women should be ashamed about protecting themselves. So I'd love to hear a little bit also your perception of how your brand is extending beyond period care and kind of how you see advocacy across the board in terms of all the various sort of experiences that a woman can have.

Jordana Kier: (44:53)
Yeah. I think again, the real insight that we tapped into was that we were all going through individually these journeys when there's so much power and so much positivity and potential for change if you're talking about these things openly and inviting new folks in for their perspective, and that's how you get to innovation. That's how you get to improvement, that's how you get to policy change, institutional change.

Jordana Kier: (45:31)
I think sex is ... I mean, periods I think is definitely we want to invite kind of everybody into the conversation. Sex is generally already kind of where there are more folks in the conversation, and when we decided we wanted to continue to expand and extend the brand into building for this reproductive journey from what we say from her first period to her last hot flash and beyond. Sex is really that category where you're not just talking to one person, you're talking to more than one person. From a packaging perspective, from a information and content perspective, from even a kind of overall umbrella branding perspective it was really that moment when we said, "We have to change, we have to grow up."

Jordana Kier: (46:25)
We have to change a little bit of the way that we've been talking about these topics, even the palette should become a little more mature in terms of how we want to present ourselves to the world because we're no longer talking to just the subset of people who get their periods, but actually we're talking of the whole population and we want to be a brand that is not just a sexual wellness brand for women, but also for men. So that was really an exciting moment for us, and I think particularly too with content. There's so much, there's misinformation out there, there's not a lot of kind of empowerment toward women. There's just a lot of assumptions I think that these particularly young people have around sexual wellness, kind of intimate wellness. So we see it as an amazing opportunity to start to change that tone of the conversation again but through very similar tactics that we've always employed, which is inviting that conversation, inviting questions that you may have about sex and making it a totally non-judgemental supportive atmosphere. Only then when you are kind of really opening up and listening to sort of anybody who's coming into the room can you actually start to change the way that people may think about these categories and approach conversations with their partners as well.

Jordan Gaspar: (48:06)
This was a pretty interesting week that you and I were texting about a big policy change overseas in terms of period care and women's health. Do you want to maybe ... We talk about policy as part of this whole community, it would be an interesting thing to kind of maybe raise awareness about it here if people hadn't seen the news.

Jordana Kier: (48:27)
Yeah. I mean, Scotland just became, for those not up to date on their period news, Scotland became the first country to make period products free for all, particularly for people who can't afford them, which is such a promising step forward for menstrual equity and a practice we really do hope to see adopted more widely. Fighting for menstrual equity, increasing access to period products are issues that are at the center of our mission and are so critical to lifting that very detrimental stigma against women's health that still exists in this country.

Jordana Kier: (49:02)
I mean, we've been very fortunate to work with a number of amazing nonprofits. One of our kind of longest standing partnerships has been with an organization called I Support the Girls, which has seen a enormous surge in requests for period products starting in March of this year. I mean, with many homeless shelters, with many domestic violence shelters, tampons, pads, bras are often the most request items but the least often donated.

Jordana Kier: (49:38)
So back in 2016 when we launched our LOLA Gives Back program we were very lucky and fortunate to partner with I Support the Girls and have expanded our charitable partnerships over time and have been able to donate upwards of five, six million tampons, period products to women in need across the country.

Jordana Kier: (50:00)
The Scotland news has been incredible. I think, again, for us it really starts with let's change the conversation, let's open it up. Even myself, right? I hadn't even thought about the fact that these products may be in desperate need right here at home. So really again, raising awareness to the ingredients that you're putting in your body. The fact that for many of us it's a sad privilege that we have that we can afford this products every single month. What can we do about it? So again, just continuing to engage and raise these issues, raise these opportunities because at least for myself, and I know for so many of our customers, when they're made aware of things like that you can't buy tampons with food stamps, they want to help.

Jordan Gaspar: (50:58)
We only have a couple more minutes, so I think we should kind of think through some parting thoughts. I'd say that on our side it's going to be kind of, for our founders when we talked to them a lot about kind of navigating COVID, there was a couple different areas of the frame, right? There was the first sort of immediate response of reforecasting your plan, resetting your marketing strategies, resetting your team, thinking through financially how you're going to come out at the other side stable and sound. Entering into 2021 that's evolved, because what we've all learned through this period is that it's going to take a lot longer than we thought. So we've all been thinking as an industry creatively about how is marketing going to change, right? And how are we going to market to people now from their couches is what we've been saying for the past couple of months, and how will you continue to foster this community when people leave their couches again, and then they get out. So as we go into sort of a new climate for 2021 and we have more profitable companies that have learned to navigate marketing very different, we've seen adoption of our conventional and our mass retailers to really sort of think through wellness more broadly and to embrace it through the pandemic. On the other side of this, where would we be?

Jordan Gaspar: (52:20)
So for 2021, not predicting kind of when things end and the impact of that, if you could answer for me where do you want to see LOLA at the end of next year? What would be an amazing marker of not just kind of getting through this, but kind of how LOLA has ascended as an omni brand and gone into retail successfully, and built out their community, what would be sort of the goalpost there?

Jordana Kier: (52:47)
It's a great question. Would say that a few things. I think first from a business and brand perspective just continuing to invest and build in the areas in which we know have the most staying power. So whether that's brand building, whether that's community building, whether that's retail expansion, whether that's continuing to hone and refine our D2C channel and building up more digital products, whether that's things that are more virtual, or different ways that we can support customers to feel very supported by our products as they go through their reproductive journeys.

Jordana Kier: (53:40)
I would say ensuring that our team feels supported. I think yes, my hope, right? All of our hope is that next year at some point there is going to be a moment when we can go back to the office, or go back to be working in person. And sort of what does that look like, how do we ensure that we're building an environment where we're taking into account the last let's call it 12 to 16 months where things have really changed? People have moved, things have changed at home, right? So how do we ensure that we're sort of listening to our team and building the right infrastructure operationally where it's going to work for people who want to come back to the office versus people who sort of have made life changes but still care very much and want to work with the company and feel very passionate about the mission still?

Jordana Kier: (54:41)
Again, our biggest asset, best asset is our people. We feel really so proud of the team that we've built over the last five years and this year has been incredibly challenging and certainly nothing that any of us could've seen coming. How do you ensure that you're building an environment where you still can maintain through all of this different change and transitional moments an environment where people are still kind of feeling really inspired and motivated on a day-to-day basis?

Jordana Kier: (55:21)
So, a lot of growth from a business perspective, bottom line health as well as really making sure that the team is feeling like every day they're waking up and they're really excited to show up for the company.

Jordan Gaspar: (55:39)
Well, we're very excited to be part of the journey, so. I'm trying to think of if there's anything we didn't cover on. It's funny, we said during this that there were sort of topics that I feel like we had an opportunity to cover most of them. I'd say from our perspective, obviously it's going to see you guys continue to succeed, building your community, building brand awareness, building your distribution, but also launching innovative products that really meet a need in the market.

Jordan Gaspar: (56:08)
So we've seen a lot of commitment from Walmart through this, which has been amazing, and it's exciting to see them commit again to now the sexual wellness platform. But I think what our hope for you is to continue to see sort of the work and the building blocks you've put in place during this period, right? Because I feel like if you were able to navigate a launch like this and during this time, I suspect next year will feel like a breeze.

Jordana Kier: (56:35)
I mean, that's the hope, right? My [inaudible 00:56:38] too that, I mean, Jordan, it's been such a pleasure partnering with you. I mean, I think it's obviously been a very challenging year on so many fronts for so many businesses, and to have the network sort of being opened up to us, the connecting with the other portfolio brands, having just kind of those very spur-of-the-moment calls on how can I help. I mean, that's really where it's not in the good times obviously when you really want to base a relationship on, it's really about kind of the challenging times. I would say we've just been so lucky to obviously have an existing investor base that's very supportive but also now working even more closely with you and the AF team.

Jordan Gaspar: (57:32)
Thank you.

Jordana Kier: (57:34)
This is this moment too, where companies who are looking for active investors who say they want to support, right? And say they have value add platforms, it really did come to life working with the AF team this year, and I know it'll continue to be a really fruitful relationship. So just really grateful for the partnership. Thank you.

Jordan Gaspar: (57:58)
Thank you. You made our pilot investment into personal care easy. So as you know, we were excited about the transition, but I think our conviction around you guys made it feel like an easy adjustment, so thank you for that. We've loved working with you guys.

Jordan Gaspar: (58:15)
So with that, no kids interrupted us, no dogs. We made it.

Jordana Kier: (58:22)
I know.

John Darsie: (58:22)
Well, that was fantastic. Thank you both for joining us. I come from a place of ignorance. I'm one of four brothers, and probably when I started dating and all that stuff I probably thought you got tampons at Lululemon, but I've become a little bit more educated now.

Jordan Gaspar: (58:35)
That's actually a good idea.

John Darsie: (58:36)
And I have a four-year-old daughter and I'm thankful-

Jordan Gaspar: (58:39)
[crosstalk 00:58:39].

Jordana Kier: (58:39)
Really great idea.

John Darsie: (58:39)
... that we have women like Jordan and Jordana in the world that will help her along with her mother through the journey of health throughout her entire life. So thank you guys for doing this, and we're very proud to host conversations like this on the SALT platform.

Jordan Gaspar: (58:54)
Thank you for having us.

Jordana Kier: (58:56)
Thanks, John.

Cameron & Tyler Winklevoss: Why Bitcoin Is Superior to Gold | SALT Talks #118

“Bitcoin is the only asset in the galaxy that actually has a fixed supply and no technological breakthrough will change that.”

Cameron and Tyler Winklevoss co-founded Gemini, a cryptocurrency exchange and custodian, to empower the individual through crypto. Gemini is a New York Trust company that allows customers to buy, sell, and store cryptocurrency such as Bitcoin, Bitcoin cash, Ether, Zcash, and Litecoin.

While being identical twins, Cameron is left-handed and Tyler is right-handed. This seemingly creates a complementary skillset between the two. Utilizing the unique partnership has led to a life full of start-ups that always seek to solve for a problem. This started with the creation of the high school rowing team, then with roles coming up with the idea for Facebook, and ultimately forays in the crypto asset space. Predicting global currency inflation caused by money printing and stimulus spending, investors will need to find protection. Gold was historically the best way to guard against inflation, but Bitcoin offers an even better solution. “Bitcoin is basically the expression of gold in that digital sense. When you line up all the properties, it's not really a fair fight. Bitcoin is far superior to gold across the board.”

The growth of Bitcoin is inevitable as it lives on the Internet and is accessible wherever someone has a connection. Bitcoin will be able to coexist alongside existing government-backed currencies and will ultimately see its mainstream acceptance. Gemini serves as a crypto platform where individuals can more easily access this new alternative asset class.

LISTEN AND SUBSCRIBE

SPEAKERS

Joint+Headshot+-+Winklevoss,+Cameron+&+Tyler.jpeg

Cameron Winklevoss

Co-Founder

Gemini

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Tyler Winklevoss

Co-Founder

Gemini

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello everyone, and welcome back to SALT Talks. My name is John Darsie. I'm the Managing Director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology, and public policy. SALT Talks are a digital interview series that we launched during this work-from-home period with leading investors, creators, and thinkers.

John Darsie: (00:29)
What we're trying to do during these SALT Talks is replicate the experience that we provide at our Global SALT Conferences, which we host annually, one in the United States and one abroad. Obviously, this year has been a little bit challenging for the conference industry, so we've been doing these SALT Talks instead. They've been a lot of fun and a massive success. Thank you, for everybody who's been tuning into the talks. What we're trying to do on these talks and at our conferences is to provide a window into the mind of subject matter experts as well as provide a platform for what we think are big ideas that are shaping the future. And perhaps there's no idea bigger right now that's sweeping into the mainstream than Bitcoin and cryptocurrencies.

John Darsie: (01:08)
So we're very excited today, on a day when Bitcoin is crossing its previous all-time high, to welcome Cameron and Tyler Winklevoss onto SALT Talks. Cameron and Tyler Winklevoss co-founded Gemini, which is cryptocurrency exchange and custodian to empower the individual through crypto. Gemini is a New York Trust company that allows customers to buy, sell, and store crypto such as Bitcoin, Bitcoin Cash, Ether, Zcash, and Litecoin.

John Darsie: (01:36)
They graduated from Harvard University with degrees in economics in 2004, and earned their MBAs from Oxford University in 2010. Together, they represented the United States at the 2008 Olympic Games in Beijing, in China, placing sixth in men's pair events. Cameron and Tyler have been angel investors and entrepreneurs in emerging technologies since 2003. Most of you probably know the backstory about their involvement in the founding of Facebook, which we maybe will get into a little bit during today's talk as well. They began investing in Bitcoin in 2012, and launched Gemini in 2015. So they were early on in this Bitcoin wave that we're seeing today.

John Darsie: (02:18)
Just a reminder, if you have any questions for Cameron or Tyler during today's SALT Talk, you can enter them in the Q and A box at the bottom of your video screen on Zoom. Hosting today's talk is Anthony Scaramucci, the founder and managing partner of SkyBridge Capital, a global alternative investment firm. Anthony is also the chairman of SALT. And with that, I will turn it over to Anthony for the interview.

Anthony Scaramucci: (02:39)
Guys, I appreciate you greatly being on. It's fun to get to know the two of you. I can tell you have our combined sense of humor, which is very dangerous, I might add.

Anthony Scaramucci: (02:50)
I usually ask the question of, what do we need to know about you guys that's not on the internet, what do we find about you on Wikipedia? What's something that your mom would tell us about you that she hasn't told anybody? You want to start, Tyler?

Tyler Winklevoss: (03:13)
Sure. You might be able to find this on the internet, but I'll start with this anyway. I am a righty, Cameron's a lefty. We're mirror image twins, we use different sides of our brains. I think that's why we've been such a good team for a long time. We grew up playing piano. Cameron now plays electric guitar. I continue to play piano, so that's sort of a difference. For better or worse, a lot about us and our life is actually out there on the internet. It's very public.

Anthony Scaramucci: (03:45)
That's interesting. You're identical twins, but you're powered up on different sides of the brains. Pretty interesting, I haven't heard that before about twins. But that obviously gives you complementary skillsets.

Anthony Scaramucci: (03:58)
If you had to describe... Let's say this was a job interview, Tyler, not that you guys need real job, God forbid. You've had two of the more amazing careers in America. But let's say this was a job interview and you are both coming in at the same time. What are your skillsets? What's Tyler Winklevoss's skillset as opposed to Cameron's?

Tyler Winklevoss: (04:19)
I probably gravitate to more strategy vision type stuff, so a little bit more higher altitude. And Cameron sort of gravitates towards more operational stuff, a little bit lower altitude. But to be frank, we definitely go back and forth and trade place on where we're flying. But I would say I'm a little bit more, I guess left-brained, because I'm right-handed. I tend to maybe be a little bit more organized, a little bit more OCD, like shirt tucked in. And Cameron traditionally has been a little bit more of the goofier twin and a little less shirt tucked in.

Anthony Scaramucci: (05:02)
I can tell that just by the way the bed is made behind you. I know that's a hotel room, but Cameron told me off-air that you made the bed yourself without the maid.

Tyler Winklevoss: (05:10)
I wish. If I could, I would. Yeah.

Cameron Winklevoss: (05:14)
I categorically disagree with all of that. No, I'm kidding. I think Tyler captured it pretty well. We're both flying at slightly different altitudes, but relatively pretty close. If Tyler's at 30, I'm at 25, and vice-versa. But I think we, because of the differences, we do tend to complement each other pretty well. So we don't find ourselves just ratifying each other and coming to the same conclusion. If we do come to the same conclusion, it's maybe from different angles or different paths. It makes it pretty interesting and a good sort of discourse in debate, and keeps things lively, for sure.

Anthony Scaramucci: (05:55)
Well, you've been in two pretty famous books and one reasonably famous movie. Ben Mezrich, who I think you guys know, has spoken at the SALT Conference. A few years ago, he handed me his book, Bitcoin Billionaires and insisted that I read it. You guys were kind enough to come to the SALT Conference. I like Bitcoin Billionaires better than the first book. I think all of us would probably agree on that. What is it about the two of you that you were able to see the future, both in terms of Facebook and where we are right now with the cryptocurrencies?

Cameron Winklevoss: (06:33)
I think it often comes down to looking at something and then being dissatisfied with the answer, or frustrated. We actually sort of joke. Our first startup was in high school. We wanted to try the sport of rowing, but there was no rowing team at our high school. So we looked around and found a club. We grew up in Greenwich, Connecticut, but we found a rowing club in Westport, Connecticut about 45 minutes away. We just started to learn how to row there. And then we went to the headmaster and asked if we could start the rowing team, and we did. Today, I think there's probably at least 500 or more kids in that area who row every afternoon. Every high school in the area has a rowing team. We simply asked this question, "Hey, why isn't there a rowing team?" There wasn't really a good answer for it. There's a lot of rowers in Greenwich, or former rowers. But I think a lot of times people just went to boarding school or did whatever, and just assumed the status quo, that was it. We sort of didn't accept that answer.

Cameron Winklevoss: (07:37)
Fast forward to when we got to Harvard. We were juniors and basically found ourselves almost done with college and barely scratching the surface in terms of meeting people and all the amazing things that you set out to when you first get to an amazing place like Harvard, and then you find it's almost already done. Harvard is in Cambridge. There's many schools and all these people, but you never really cross paths. You sort of get stuck in your lane. So we said, "Is there a way to create a technical solution where our fingers can do the walking and we can basically solve for time and geography and create a social network?" That really came out of an authentic frustration or problem local to us or true to us, that then had scale well beyond.

Anthony Scaramucci: (08:34)
I'm an old-timer, unfortunately. We've had two or three Bitcoin maximalists on the air with us, and I'm starting to believe in Bitcoin. But I have still levels of skepticism that I think old-timers have with Bitcoin. I'm not the Ray Dalio level of skepticism, but I'm not a Bitcoin maximalist because I don't understand it. I want you to explain it to me because you've got incredible audience participation. I might add that this could be the highest rated SALT Talk that we've had, so congratulations to both of you.

Cameron Winklevoss: (09:11)
Cool.

Tyler Winklevoss: (09:11)
Wow.

Anthony Scaramucci: (09:11)
You've got a ton of people on. Some of them know about Bitcoin, some of them don't know, and some of them are not sure. Take it from the top, guys. Why is it such an important asset, and why is it the asset or one of the big assets of the future?

Tyler Winklevoss: (09:29)
Sure. Well, we think of Bitcoin as gold 2.0. If you look at the characteristics that make gold valuable, the fact that it's scarce, that it's portable, divisible, all of the money characteristics of gold... and then you place Bitcoin against it side by side, Bitcoin either matches or does better. The supply is actually known and it's fixed. You can send it around the world. You can send an email. It's the first form of money that was purposely built for the internet, so it's internet gold. We think that that's a super big idea. And in the backdrop of all the money printing, the stimulus spending, the debt accumulation of governments in fiat regimes around the world, inflation's coming. I think everyone agrees with that, very high inflation. And so, what is your best protection? If it was the 1970s, like Paul Tudor Jones said, he would buy and did buy gold. That was before the invention of the personal computer and the internet.

Tyler Winklevoss: (10:34)
Today, we have Bitcoin. It's actually better than gold. The supply of gold is actually increasing. Two-thirds of gold has been mined since the 1950s. As technology increases, similar to what fracking did for oil and natural gas, the same can actually happen to gold. It's still precious, but it's not fixed. Bitcoin is the only asset in the galaxy that actually has a fixed supply and no technological breakthrough will change that, and it works on the internet like your email. When we came across that, we're like, "That's a really big deal." Money is the greatest social network of all time. The idea of a gold 2.0, Bitcoin being gold 2.0, seemed like a huge idea.

Anthony Scaramucci: (11:23)
The skeptics would say that it's a code on the internet, it's a blockchain, it's a mathematical code. It's not backed by a government. It's not backed by an army. It's not tied to somebody's sovereign nation. And obviously, I know all the travails and potential tragedies of fiat currency. So then why is it valuable as a device? Is it the ledger aspect of it? What creates the value in your mind?

Cameron Winklevoss: (12:00)
Well, that's an interesting point. Bitcoin is not actually forced upon anybody. There's no legal requirement, unlike fiat currencies which I think makes Bitcoin's growth over the past decade even more impressive. Because there's nobody saying, "Hey, you need to pay your taxes in Bitcoin. You need to use Bitcoin in commerce." People are buying it for the properties that Tyler outlined.

Cameron Winklevoss: (12:27)
In terms of backing the currency, the Bitcoin mining network is the strongest computer network in the world. And they basically audit and verify transactions, and act as sort of the referees in the Bitcoin ecosystem. So it's a very powerful computer group or army, if you will, that's not to be underestimated. But if you look at the ability, it's basically programmable money, and everything's going digital and streaming. The idea that people would want a piece of hardware like gold today or even in the future, seems really antiquated. Everybody's looking to get software and money that moves like email. Bitcoin is basically the expression of gold in that digital sense. When you line up all the properties, it's not really a fair fight. Bitcoin is far superior to gold just across the board.

John Darsie: (13:27)
It's the Netflix to gold blockbuster.

Cameron Winklevoss: (13:30)
Exactly.

Tyler Winklevoss: (13:30)
There you go.

Anthony Scaramucci: (13:31)
No, no. I like that. I want to keep going on this if you guys don't mind, because I'm hoping that by the end of this conversation, we're going to convert more people to where you guys are. I think I need to confess to you that I'm probably less of a skeptic on Bitcoin than I'm leading on right now, but I just want to play devil's advocate for the purposes of the beginning part of our conversation.

Anthony Scaramucci: (13:54)
Let's talk about regulation and the potential specter of regulation for Bitcoin. Some countries have said, "Okay, no Bitcoin in our country." Other countries are worried about Bitcoin taking over their ability to... let's use the word manipulate their currency. Or in the case of fiat currencies and the production of money and money supply, Bitcoin coming up against that could disrupt governmental policy in certain countries. And so, are you worried about any of that? Are you worried that somebody could say be decree, "We ban Bitcoin in our country."?

Cameron Winklevoss: (14:35)
I think some regimes are definitely going to try and stop Bitcoin. But to stop Bitcoin, you really have to stop the internet. I think that's a losing proposition. I think that it's really an alternative. Bitcoin's not trying to really disrupt, it's just offering this other system. Bitcoin didn't force the federal government to run deficits over the past decade, or run a debt to GDP ratio of 135%. That's the US mismanagement, our own doing. At least now we have a hard money alternative like Bitcoin. Previously it was of course, gold. Bitcoin's different because it has the emerging properties and it could overtake gold which gives it just a much bigger asymmetric payoff over the next decade than gold. Gold wouldn't be a bad investment, it's just not going to be anything close to what Bitcoin is.

Cameron Winklevoss: (15:31)
A lot of people, at least the early days, there's a lot of rhetoric around disrupt the banksters and all that stuff. At Gemini, we're a New York Trust company. We're regulated by the New York State Department of Financial Services. We also have licenses and approvals in all the other states. So we work actively with the government and regulators. We're a financial institution and we're engaging. We also partner with banks like JPMorgan. We really want to work with banks. We're not trying to be a bank, we're just a crypto platform. That's kind of our viewpoint, but sometimes the rhetoric makes it like us versus them and this fight that I don't think is there.

Tyler Winklevoss: (16:14)
The risk of trying to clamp or quash Bitcoin is too great, as Cameron mentioned. You have to become like North Korea and basically cut yourself off from the internet. Bitcoin even can permeate the great firewall of China. Because it's so decentralized, it works on the internet. And to shut the internet off, you'd shut so many drivers of the economy like big tech, that it's just to risky. So regulators decided, at least in the US and a lot of other jurisdictions, it's better to work with it and work with companies who want to get compliant like Gemini, and do things the right way.

Anthony Scaramucci: (16:51)
My product development team wanted me to tell you that at SkyBridge, we're operating Node. Apparently, that makes us very cool. So I just thought I would mention that to you guys.

Cameron Winklevoss: (17:03)
That's awesome.

Anthony Scaramucci: (17:04)
I'm not exactly sure what it means.

John Darsie: (17:07)
We're part of that army defending the network that Tyler was talking about.

Cameron Winklevoss: (17:11)
You guys are contributing to the Bitcoin ecosystem by running a node. That's really cool.

Anthony Scaramucci: (17:17)
All right. We're out there with our Node. I want to keep going on this line of thought for a second. Peter Thiel... there was a book I read 25 years ago called The Sovereign Individual. It was written by James Davidson and Walter Rees-Mogg. Peter Thiel repurposed the book recently. It's in paperback, you can buy it on Amazon. He wrote in the preface that AI to him is about hegemony and it's about totalitarianism and control, where you can actually see the facial cues of your citizens and then you can socially score them... and Bitcoin is about liberty and libertarianism and decentralization. Do you agree with that? What are your thoughts on that?

Cameron Winklevoss: (18:06)
I agree. Bitcoin, the technology, is obviously apolitical. But we believe that it empowers individuals and gives them greater independence, choice and opportunity. That's a big part of Gemini's mission, is helping people get into crypto so they have more opportunity.

Cameron Winklevoss: (18:24)
There's a place in crypto called decentralized finance, which is trying to build permissionless pieces of the financial system like lending, borrowing, trading. It's really exciting. It's obviously quite new. But it's really about decentralizing and creating permissionless and trustless financial services, unlike the current system which is centralized and you basically are dealing with a lot of gatekeepers and there's access problems. If you want to invest, you have to be an accredited investor to invest in a lot of interesting deals. There's plenty of people who are sophisticated who don't have $1 million to their name that I'm sure would like to invest, but they don't have access to capital markets in that way, whereas crypto doesn't have that access problem.

Cameron Winklevoss: (19:12)
It's very liberating and it's very much a movement as much as a technology. Obviously, there's elements of it that appeal to libertarians. There's elements I'm sure that appeal to other groups. But in general, this is a movement about the individual and decentralizing what are traditionally centralized stacks in the financial sector.

Anthony Scaramucci: (19:39)
People, as of right now... I mean, some people would say, "Well, gold, you can make into jewelry." Or there are some manufacturing aspects to gold. It doesn't seem to be the case for Bitcoin. I'm not sure if that's a big deal one way or another, you could address that.

Anthony Scaramucci: (19:57)
But the secondary issue in addition to that, that I think people are worried about is it's not really accepted yet. Maybe you can buy a Tesla with Bitcoin, but I can't pay my utility bill with Bitcoin, at least not here in New York right now. One is, the usability of the currency as another alternative. Maybe you can pushback and say, "Well, dollars can't be used for anything else." And then secondarily, when do you think it becomes more available to be used as a tradable mechanism, which is ideally what currency's about?

Tyler Winklevoss: (20:42)
I don't think it necessarily needs to be. If it's gold 2.0 and it's going to disrupt the gold, right? The market cap of above ground gold is nine trillion. Right now, Bitcoin's market cap is somewhere above 300 billion. So if it just disrupts gold alone, there's a 25 to 30 X from here conservatively appreciation.

Tyler Winklevoss: (21:06)
Gold's not really being used as a currency right now. It basically sits under vaults under the Thames River in mostly ETFs. I think even if it disrupts gold, it doesn't have to be spent to have a lot of value and to appreciate from here from now. Because I don't buy a cup of coffee or go to McDonald's with a bar of gold. You can, but you don't. It's a sort of value. You want to spend things that are more like currencies that lose their value over time. The dollar has lost a lot of purchasing power since the '70s, like 90% of its purchasing power. You want to spend dollars because they're becoming less valuable. You don't necessarily want to sell your share of Amazon stock because it probably will go up, or Google. And the same is true with Bitcoin.

Tyler Winklevoss: (21:57)
It's an emergent sort of value, so it's appreciating or holding value. So you want to preserve your wealth in stores of value, and you want to spend things like currencies that lose their value. It's very hard to be both ends of the spectrum with money. It's sort of like LeBron James is an amazing athlete, Nadia Comaneci is an amazing gymnast. They both would be pretty terrible at each other's sports. I think if you pick one part of the problem space and you really excel, I think that's enough. And the Bitcoin gold 2.0 story is definitely enough, I think.

Cameron Winklevoss: (22:37)
Nothing highlights that better than the Bitcoin pizza, which was the... I think it was two Bitcoin pizzas. Basically, it's the first Bitcoin transaction where somebody traded two Papa John's pizzas for 10,000 Bitcoin. At today's prices, I think those are $200 million pizzas, if I'm doing my math correctly. They must have been really good slices of pizza. But that really underscores why you don't really want to use Bitcoin as a currency and spend it. You want to hold it, or hodle is the parlance that Bitcoiners use and people in crypto to say, "Hey, I'm hodling my Bitcoin."

Anthony Scaramucci: (23:15)
Well first off, I want to compliment both of you on you decorum and your gentlemanliness. If I was on a SALT Talk with my brother, I'd be karate chopping him at the Adam's apple and interrupting him every five seconds, but you guys are in perfect syncopation. I feel like I'm in the rowing boat with the two of you. You don't even interrupt each other, which is-

Tyler Winklevoss: (23:35)
You're like the coxswain.

Anthony Scaramucci: (23:37)
Yeah, exactly.

Cameron Winklevoss: (23:37)
Yeah.

Anthony Scaramucci: (23:39)
I say that as an Italian who interrupts everybody. All right, so you're winning me over. You're winning me over now. I'm now thinking I need to own some of this, and so now I want you to tell me about Gemini. I want you to tell me about the value proposition at Gemini. And you've got many thousands of people that are listening to you. So tell us how we do business with Gemini. Who are your clients? Who should be your clients? Let's say that I'm a potential prospect. Pitch me as a prospect.

Cameron Winklevoss: (24:11)
Okay. The easiest way to get to Gemini is gemini.com. We have a mobile app as well as a web interface. We really cater to the entire spectrum of customers. We're trying to make it simple, reliable, and safe to buy Bitcoin and other cryptocurrencies as well as store. We're a platform where you can buy, sell, as well as store. That's sort of the essence of it.

Cameron Winklevoss: (24:36)
We've been operational for about five-plus years, and we're a New York Trust company. Most of our staff is located in Manhattan, or was pre-COVID. Obviously, we're a little more remote posture now. We're also open in Europe, the UK, Singapore and other parts of Asia. That's the core of the business, is building this sort of regulated on-ramp into Bitcoin and cryptocurrency. Because I think a lot of people, they sort of learn about Bitcoin and say, "Hey, look. I get it. I believe in this. I understand what's happening to the dollar. I understand the mismanagement. There is going to be a debt reckoning. I want to protect my value, but I don't know how to do it."

Cameron Winklevoss: (25:17)
There's no Bitcoin ETF yet. And we're trying to create basically a very easy experience like opening up a bank account online or a brokerage account. It's just that simple. You come, you onboard, and you're ready to go. We also have a lot of audits, SOC 2 and SOC 1, so that we can have conversations with institutions and get them comfortable with the necessary compliance requirements and things like that.

Anthony Scaramucci: (25:46)
Okay. So it's an easy solution for somebody to plug into your website, figure out a way to get a long Bitcoin, and they can store it with you guys very safely. Is that fair to say?

Cameron Winklevoss: (25:58)
That's right. It's as easy as going to your brokerage account. You sign up, you place your trade. We also have an execution desk, so we can execute the trade for you, give you that kind of experience. And then we have a cold storage system. If you say, "Hey, I want to go long $10 million worth of Bitcoin and I'm not going to really touch it for a couple of years, I want it in offline storage so it's not internet connected." Literally, a hacker can't even access it. These computer are called HSMs, hardware security modules. They literally never touch the internet. Those store the private keys, which is like your password to your Bitcoin. We have a custodial service where you can basically put your Bitcoin into cold storage and hold it there very securely.

Anthony Scaramucci: (26:50)
Let's say I want to send my Bitcoins to John Darsie. This is obviously a ridiculous hypothetical. Because I just want you to know, John Darsie, I would never send you my Bitcoins.

John Darsie: (27:01)
I'm looking forward to Cameron and Tyler expounding on the idea of you being the coxswain in the back of their rowboat. I want them to explain what that person does and what that person generally looks like.

Anthony Scaramucci: (27:13)
Let me tell you, at my weight after Thanksgiving, we'd be hydroplaning. These poor guys, despite their arms, they wouldn't be able to reach with the level of hydroplaning we'd be doing. But let's get back to the conversation, Darsie. Okay, put yourself back on mute for one more second, okay?

Anthony Scaramucci: (27:29)
Is it traceable? I'm sending my Bitcoin out. I want to pay somebody in Bitcoin. Let's say I want to pay somebody and I don't want people to know about it, is it something that's traceable?

Cameron Winklevoss: (27:40)
The Bitcoin blockchain is an open ledger, and it's very much traceable. We do have to follow the blockchain for compliance requirements and stuff. There was a false narrative for a while around Bitcoin being truly anonymous and only used for illicit activity. I think that scared a lot of people off, but it was really not true at all. That is potentially one of the things about Bitcoin is it's actually very open. It's not a good place if you're trying to squirrel away money or commit bad activity. I mean, there are privacy coins like Zcash that offer commercial privacy and things like that. Bitcoin is very much an open ledger system.

Tyler Winklevoss: (28:26)
Right, but there is one detail there that... let's say you had a Gemini account and you sent it to John, the world would see it leaving Gemini because they know addresses associated with Gemini. But they may not know John's address, so it would just see Bitcoin moving from one address to the other. That's why we call it pseudonymous. Everyone sees the flow of funds, but people don't necessarily whose names are associated with which Bitcoin addresses.

Anthony Scaramucci: (28:52)
It's an important thing to bring up to everybody, because I want to dispel that notion that this is just a funky way for charlatans and money launderers to transact around the world.

Cameron Winklevoss: (29:08)
Yeah. Another point... sorry.

Tyler Winklevoss: (29:11)
Paul Tudor Jones, Stan Druckenmiller, they obviously see something in Bitcoin beyond the illicit activity narrative.

Cameron Winklevoss: (29:18)
I think it's really important to note that the legal classification of Bitcoin, there was an order in 2015 called the Coinflip Order. It was an enforcement order that the CFTC filed against a company called Coinflip. A judge in the Southern District... Eastern or Southern, one of the two in New York, confirmed that order that Bitcoin is legally a commodity under the CEA Commodities Exchange Act. That is the federal legal characterization of Bitcoin, and that was established five years ago. A lot of people still don't know that.

Cameron Winklevoss: (29:57)
I recently read a Twitter stream by Ray Dalio where he listed out a couple of the things that he had issues with, with Bitcoin. One of which that he didn't think it would make a very good currency, which we've addressed a few minutes ago. We don't think it actually needs to be, just like gold doesn't need to be a good currency. He also worried about the legal classification. And as I mentioned, Bitcoin has been legal in the US on a federal level and it's treated as money transmission on the state level, for many years now. We legally operate in all 50 states, as well as many other major Western places in Europe and jurisdictions in Asia. But a lot of people I think just don't know that.

Cameron Winklevoss: (30:43)
So one of the biggest challenges we face is simply, education. When I saw that, I tweeted back at him. I was like, "Hey, here's... Let me address these points here." Because people like Ray Dalio, he understands gold. He understands inflation far better than most people on the planet. If you listen to his talking points, he basically stops just short of Bitcoin. Hopefully, we can get him over the hump if anybody listening, let's just tweet at Ray and get him excited about Bitcoin.

Anthony Scaramucci: (31:17)
That's going to be my last question, and then I'm going to turn it over to John because we've got an amazing stack of audience participation questions here. What do we say to the guys? You mentioned a little bit on Ray Dalio, Nouriel Roubini. What do you say to the people who can't get their arms around this at this moment? And by the way, there were probably people like that guys, related to Facebook or Amazon. I was there when Apple was on the verge of bankruptcy and Gil Amelio was trying to recruit a gentleman by the name of Steve Jobs back to Apple Computer. What do you say to the doubters? What's the overarching thing that you would say?

Cameron Winklevoss: (32:02)
There are some doubters like Nouriel who we call no-coiners. They don't have any Bitcoin, and I think that's what sort of biases them against it. The same with Peter Schiff, he is obviously long gold. They're just very stubborn and not really willing to hear the merits. But for everybody else who's willing and open to have that conversation, I think a lot of the talking points really are what we've laid out in this conversation, which is that Bitcoin is gold 2.0. If you believe in gold and you like gold, you're long gold, you invest in gold, then you should have Bitcoin in your portfolio because it is gold for the internet.

Cameron Winklevoss: (32:43)
I think we have literally be saying these talking points since 2012. We gave a presentation at the Value Investors Congress or Conference. Was that in 2013, Tyler, or 2014? All I know is the price was $132 when we gave the presentation that day. That room was filled with buy-side experts, some of the greatest investing minds in the world. Obviously, we know what the price today is. It hit $20,000. It's the same thesis, the same talking points. We just keep kind of repeating them in different ways, and that really hasn't changed. I think people just sort of have to...

Cameron Winklevoss: (33:31)
I think the aha moment for a lot of people was the pandemic. They saw the stimulus spending. They saw the money printing. And they see the deficit and they're like, "This is going down a path and it's now accelerated down a path. How do we get back out?" The election, it doesn't matter with respect to money printing because both parties can agree that they're addicted to the money printer and they're both going to try and print their way out of the next problem. We've basically used and abused all of the tools at our disposal, and I think that has been a big aha moment for a lot of people.

Tyler Winklevoss: (34:11)
I have yet to hear a convincing criticism that's credible. It's always ad hominems. It's like, "Oh, it's too lapsed, it's rat poison. It's a fraud. It's a Ponzi scheme." But that's not really convincing to me. If I hear an argument that's convincing, I'll let you know. But we've been at this for eight years-

Anthony Scaramucci: (34:31)
Cameron, what's the most convincing argument that you've heard, and what's your dispelling of it? What's the most convincing?

Cameron Winklevoss: (34:39)
The easy criticism to lobby against Bitcoin is that it's volatile. And it's volatile because it's an emerging store of value. It's literally 10, 11 years old. When you put it side by side with gold, which is basically 3,000 plus multi-millennia track record, it obviously doesn't have that track record and it obviously is going to have volatility because it is a nascent store of value. However, it's gone from literally white paper in 2008, to close to $400 billion in market cap in that short period of time.

Cameron Winklevoss: (35:18)
Technology adoption curves are only accelerating. If you look at the number of smartphones and devices, there's more of those on this planet than people. And so if you don't think that Bitcoin adoption is going to continue and accelerate, you're probably mistaken. If you talk to any Gen Zer, they don't want gold. They don't say, "Oh, it's shiny. It's this cool object that I saw in movies and I grew up with and I'm familiar with." They're not familiar with that. They live online.

Anthony Scaramucci: (35:48)
Don't pick on us old people, okay? Don't pick on us old people. It's harder to change the old habits.

John Darsie: (35:56)
It's Anthony's nap time. Anthony, you can go have your dinner and then take your nap.

Anthony Scaramucci: (36:01)
The dude's relentless. You know why he's so relentless? I have buried this guy on about 50 other SALT Talk. Okay, go ahead, Darsie. I know you'll finally ask these questions. Now Darsie, I know you're trying to shine with all your Bitcoin acumen and everything. Go ahead, you got the stage.

John Darsie: (36:19)
Yeah, I just wish they'd had called me in 2014 when Bitcoin was at $132 and evangelized it to me then. But I guess at $20,000, it's still in the early stages. I'll forgive you guys for that.

Tyler Winklevoss: (36:31)
Yeah. Our prediction is that Bitcoin conservatively will be worth $500,000 a Bitcoin. At $20,000, it's still super early.

Anthony Scaramucci: (36:42)
Your timeframe on something like that is what, over the next decade?

Tyler Winklevoss: (36:46)
Yeah. It could be sooner, next five years. Like Cameron said, the technology adoption curves are just so fast. What Bitcoin's achieved in ten years, the next five years. We say that Bitcoin or crypto is like dog years. A day is like a week, a week's a month. It moves so fast.

Anthony Scaramucci: (37:07)
Both Michael Saylor and Ron Paul, who we've interviewed them both, said those numbers. That would get you to the market cap of gold more or less, right? Is that what you're thinking about?

Tyler Winklevoss: (37:19)
That's how we back into it, yeah.

Anthony Scaramucci: (37:20)
Go ahead, John. I know you got-

John Darsie: (37:23)
Yeah. Would you guys consider yourselves... I think I know the answer, but I'd like you talk about it a little bit more. Bitcoin maximalist, meaning that you think there's going to be a winner takes all type of environment in the world of cryptocurrencies. Just like you see gold as the dominant player as a store of value among other precious metals, although silver obviously has a large market cap as well. Do you think Bitcoin is going to be the dominant player? Do you think there's other currencies, digital assets out there that could potentially usurp Bitcoin or at least live alongside Bitcoin as these dominant store of values?

Cameron Winklevoss: (37:59)
I think for the store of value piece of the puzzle, I think if Bitcoin's to lose, there may be a silver to Bitcoin's gold. But I don't think that there's generally multiple stores of value. But we're definitely not maximalist in the sense that we only believe in and love Bitcoin. Obviously, we hold a lot of Bitcoin, we want Bitcoin to work, we hope it works.

Cameron Winklevoss: (38:24)
We also hold Ether and other cryptocurrencies. And we're very bullish on Ethereum and the DeFi projects that have been built on top of Ethereum and much of what's going on there. We're long to space. Obviously, there are some projects that don't have a lot of merit, but there's definitely a few that have already shown a tremendous amount of promise. Bitcoin being one of them, Ethereum being another. Sort of like the world's digital computer, Ethereum or Ether, the currency. Think of it as digital oil that powers this super computer where you can run applications and all kinds of cool programming, smart contracts. And then Filecoin's a new coin that just launched and it's a decentralized data storage network. Think of Amazon S3 centralized storage bucket or Microsoft Azure. Filecoin is basically unbundling, decentralizing that. Just like Ethereum is a decentralized operating system in the cloud and Bitcoin's obviously decentralized digital gold.

John Darsie: (39:32)
Right. You guys have a stable coin called the Gemini coin. I want to talk about stable coins for a second for people who are less informed about it. What's the purpose of the existence of stable coins? How is your coin unique to other stable coins that are out there, including something like the Libra project that Facebook is working on?

Tyler Winklevoss: (39:51)
Yeah. The idea with the stable coin is to bring dollars under the blockchain. If you open a Gemini account, wire cash in, you can withdraw that cash to the Ethereum blockchain to any address, we wrap it. It's called the Gemini dollar, and it gives you a way to spend dollars on the blockchain. We're regulated by the New York Department of Financial Services. We issue it through them, we're licensed to do that. But it's a centralized stable coin, and that's kind of the one on one. We bank the cap, the dollars, are held at State Street in Goldman Sachs. We've gotten security audits. We built a constellation of trust around this. There are definitely other stable coins like Tether that are apparently not fully backed by dollars or are not regulated.

Tyler Winklevoss: (40:41)
Gemini dollar is basically the institutional grade version of the stable coin that's regulated, that's compliant, that's issued by Gemini. But essentially, we want to bring dollars onto the blockchain, or give dollars cryptocurrency characteristics. Right now, your dollars work on banking hours. So if you want to send money to London on a Friday night from New York, you've got to wait til Monday. If it's a bank holiday, it gets there Tuesday. The fastest way to do that is actually to take a bag of cash, hop on a plane at JFK and take the red-eye. That's kind of crazy because we know money is basically information.

Tyler Winklevoss: (41:19)
We know how email works 24/7/365, yet your dollars don't work like that. And that's trying to get from New York to London. Try and get from New York to Sri Lanka. When's it getting there? What's it cost? What's the friction? Maybe it's a 10% fee. Money really doesn't work. We kind of wish it worked like email worked like our money because we'd get some more free time back. But that's the essence of the Gemini dollar.

John Darsie: (41:50)
You guys have said that you think every major tech company will eventually launch their own crypto-like offering. What purpose would that serve, and what exactly would that look like?

Cameron Winklevoss: (42:02)
I think if you look at airline miles, those are effectively closed loop currency systems. You have American miles, you sort of have a currency on their platform. I don't believe you can trade those miles for other miles, but I think that there's ways where you can build incentives and loyalty.

Cameron Winklevoss: (42:24)
Another interesting place is eGaming. A lot of the items that you win or own in the virtual world are in walled gardens, if you will. You can't take that shield or item that you've worked really hard and side one game to another. We think there will be interoperability between gaming. You have communities like Fortnite where there's like 200 million people around the world playing against each other. They are going to want to interact at some point. How do you collect funds from all these different people, and what is that digital native currency that powers those worlds? We think cryptocurrency is really technology, the only technology that can do that in the current system. We think there's intersections in a couple of different areas.

John Darsie: (43:15)
Tyler, do you have anything to add? Or we'll move onto the next question.

Tyler Winklevoss: (43:18)
Yeah. No, we can move on.

John Darsie: (43:20)
All right. In terms of security, going back to devil's advocate type of questions... People talk about the security issue, that Mt. Gox was a famous case of millions of dollars of Bitcoins being stolen. How far have we come in five years in terms of institutional grade custody and also, institutional grade security around owning Bitcoins on a major exchange like a Gemini or a Coinbase?

Tyler Winklevoss: (43:48)
I think we've come really far. And ultimately, we actually built Gemini because of our experience at Mt. Gox. To be clear, Mt. Gox is a company problem, right? It's not a Bitcoin problem. There's never been a Bitcoin hack, but the companies that hold your Bitcoins, similar to a bank that holds your dollars, can have issues. Gemini has never had an issue. Coinbase has never had an issue. Kraken has never had an issue as far as I know. There's a lot of great names and players that have been around for years that have never had any incidence of merit.

Tyler Winklevoss: (44:23)
There are Wild West operations and some people can try their hands there, but I think no one's surprised when those go under. There's no regulation, there's not best practice of security. They don't do the SOC 1, the SOC 2 audits. They don't do security pen testing. All the things that our regulators make sure we do when we say we do it. They come into our office for a month, five or six examiners. They sit there and they kick the tires and they make sure we're actually doing what we say we do. We do it anyway, but it's great to have them doing it. And you can hear from them, not just take it from us. I think we've come a long way, but there are the Wild West operations. You've just got to be aware of who you're dealing with.

John Darsie: (45:09)
Are you guys Satoshi?

Cameron Winklevoss: (45:12)
No comment.

John Darsie: (45:14)
All right. We have a question from an audience member though about your opinion on whether we'll ever know who created Bitcoin and whether doing so would add any level of confidence to mainstream investors who are looking to invest in the space.

Tyler Winklevoss: (45:29)
I know-

Cameron Winklevoss: (45:29)
I think that's-

Tyler Winklevoss: (45:29)
Go ahead.

Cameron Winklevoss: (45:29)
Go ahead.

Tyler Winklevoss: (45:29)
You first.

Cameron Winklevoss: (45:35)
All right. I think that's really the beauty and the strength of Bitcoin. When you first learn that we don't know who the trader is, you're like, "That doesn't make any sense. That's kind of crazy." And then you realize it's all about the source code. There's no inside baseball. Anybody in the world can look at the source code or the ledger and understand what Bitcoin is and what it does and how it transacts.

Cameron Winklevoss: (45:59)
Therefore, you don't have this founder or person that people are looking towards or this Jesus-like figure. You don't have the Fed chairman or a group of people making decisions behind closed doors and then presenting it to the public. It is not that kind of system, and that is really I think the elegance in what attracts so many people to it. It's this open system. Everybody knows the rule set. You know where the goalposts are, and you can opt in or you can opt out.

John Darsie: (46:31)
I ask this question, Tyler, of everybody who comes on to talk about cryptocurrencies, but about the idea of central bank digital currencies. You guys are not Bitcoin maximalists. You believe distributed finance is a movement that's here to stay.

John Darsie: (46:50)
What do you think the impact of central bank digital currencies is going to be on an asset like Bitcoin? Do you think it's additive or do you think if government starts stepping in and launching their own digital currencies, that it might detract from something like Bitcoin which is fully independent?

Tyler Winklevoss: (47:06)
I think it's additive, because it's still fiat currency as far as I understand it. The money printing that's going on is basically turning cash into toilet paper. Right? Cash is trash. Whether it's digital or it's paper, it's still the same thing. It's the perfect foil for Bitcoin because Bitcoin's hard money, the supply is fixed. The more fiat regimes print or whatever, whether or not they make it digital or paper or whatever, I think it's semantics. Maybe it's a little bit more functional toilet paper that works like your email. But ultimately at the end of the day, it's still toilet paper and Bitcoin's digital gold.

Cameron Winklevoss: (47:46)
The real question is, when a central bank is going to buy Bitcoin. We're already seeing it with corporate treasuries. You guys, I think you had Michael Saylor on. He's obviously brilliant. I think he's made one of the brilliant trade of the next decade. That trade still exists, it's out in the open for others to take at $20,000 Bitcoin. We saw this three years ago and we're back here again with so much more maturity in the ecosystem. And now we're seeing treasuries, corporate treasuries, putting money towards Bitcoin to protect the value. It soon will be irresponsible not to have some of your treasury out of dollars or out of fiat, into something like Bitcoin.

Cameron Winklevoss: (48:29)
And then the question is, when is the first central bank going to take that lead? If you look at the gold buying among central banks, I think they bought more in the last two years than they have since the '60s. They see what's going on, they know what's going on. Don't listen to them. Watch what they do. And they're buying gold, because that's all they know how to do. That's what they've been doing since inception. Right? That's their muscle memory. But somebody is going to dip their toe into Bitcoin. Some really smart central banker and group is going to say, "Well gee, if we accumulate our position before every other country, we're in a really good spot." They're going to quietly silently build their position and then talk their book. You just want to make sure you're not the person when the music turns off and you don't have a seat on the Bitcoin network, and the way you buy a seat is by buying Bitcoin.

John Darsie: (49:24)
For people out there who are kicking themselves for not buying Bitcoin at $5,000 per coin when it dipped a few years ago after its initial basic rise into the mainstream, it's not too late.

Cameron Winklevoss: (49:38)
Do you know, that's-

Anthony Scaramucci: (49:39)
Ask why it dipped, though. Because I think it's important, guys. Why did it dip?

John Darsie: (49:42)
Yeah, why is it different now? Why did it have such a... It lost 80% of its value then.

Cameron Winklevoss: (49:47)
Right.

John Darsie: (49:48)
Thanksgiving this year, it lost 10%. But it seems like the dip is being bought and it's much more durable.

Cameron Winklevoss: (49:54)
I think that this time it's different, it's a different fact set. In 2017, it was very much a retail phenomenon. People got super excited, and a lot of people ploughed in. But the institutions really weren't there in a big way yet. Some were, and partners and founders at hedge funds and things were quietly getting in. This time around, you have people like Paul Tudor Jones and people like Michael Saylor who are buying. And they're not buying millions, they're buying tens and hundreds of millions. This has been happening quietly at least over the past six months during the pandemic.

Cameron Winklevoss: (50:32)
We anecdotally have these conversations all day long, conversations that even two years ago wouldn't happen. Or the person would like to learn about Bitcoin, but wasn't really sincere about putting on that position quite yet. So you have stronger hands right now, that's a big part of it. You have a much more mature ecosystem. Regulations are a little bit clearer. And the macro picture has gotten so much worse. It's horrible. I think Mnuchin's saying that, "Oh, we think that the deficit at whatever, 20-plus, 28 trillion, is manageable." What's manageable about that? How do you manage that? The math... the interest payments just will compound and it just won't work.

John Darsie: (51:19)
Well, Cameron and Tyler, we could go on for a lot longer I'm sure, but we'll leave it there for today. We hope to have on hopefully in the next few months. You were actually at our SALT Conference as Anthony mentioned, what, five or so years ago. Again, very early in the Bitcoin story. People had chances to jump on, and as you allude to it, could still be early.

Cameron Winklevoss: (51:39)
Yeah. Just to point a further point on it in closing... When we spoke at SALT, I believe the market cap for Ethereum was $1 billion. And today I think it's, I don't know, it's 50 X. I don't know. It would be interesting to see, to time stamp this conversation and see where the prices are next time we talk.

Anthony Scaramucci: (52:03)
I'm hoping that we're a good luck charm for you guys. I hope that's what that implies.

Tyler Winklevoss: (52:07)
You really are.

Cameron Winklevoss: (52:07)
I think, absolutely. I mean, we went on Squawk earlier today and Bitcoin was at $18.5, and an hour or two later it hit an all-time high. So let's see what happens in the next hour.

Anthony Scaramucci: (52:22)
As long as it's going up, guys, we're taking full credit. If it's going down, I'm blaming it on Joe Curran. I just want to make sure everybody knows that.

Cameron Winklevoss: (52:29)
Deal. Deal.

Anthony Scaramucci: (52:30)
I did learn something from my old boss, by the way. Just so you know, about where you put the blame on thing on things. Just kidding. But in all seriousness guys, thanks so much for joining us. We'd love to get you back on. And I'm looking forward to the opportunity for SkyBridge to do business with you guys sometime in the near future.

Cameron Winklevoss: (52:50)
Great, really looking forward to it.

Tyler Winklevoss: (52:52)
Likewise. Thanks for having us on, guys.

Joe Scarborough: Knowing How Washington Works | SALT Talks #117

“With Joe Biden, you have somebody like Harry Truman who knows how Washington works.”

Former Congressman Joe Scarborough (R-Fla.) is co-host of MSNBC’s "Morning Joe" alongside Mika Brzezinski. "Morning Joe" starts each weekday conducting interviews with top newsmakers and discussing the day's headlines. In 2016, Joe, joined by co-host Mika, was inducted into the Cable Hall of Fame.

President Franklin Roosevelt met with his vice president, Harry Truman, only two times while in office. Upon FDR’s death with World War II still ongoing, Truman faced some of the biggest decisions in American history. He made the fateful decision to drop two Atomic bombs on Japan in an effort to prevent a prolonged war. In the years following, as the world was reshaping, he introduced The Truman Doctrine which stated that the US would intervene on behalf of any country under the threat of communism. Truman and his advisors also played central roles in establishing the global multilateral institutions like NATO that remain vital to this day. “They put together a structure, an analytical construct for foreign policy that we have followed for 75 years.”

Truman and his advisors like General George Marshall and Dean Acheson knew they needed to learn from the mistakes of post-WWI US foreign policy. They understood that its move towards isolationism ultimately produced disastrous results. “[The US] refused to get involved in the League of Nations, refused to stay engaged in Europe which created a void, which allowed for the rise of Adolf Hitler.”

LISTEN AND SUBSCRIBE

SPEAKER

Joe Scarborough.jpeg

Joe Scarborough

Co-Host

MSNBC’s Morning Joe

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:06)
Hello everyone and welcome back to SALT Talks on a rainy day here in New York. Our guest today is sitting in sunny Florida, he's figured something out that the rest of us haven't.

John Darsie: (00:16)
But I'm John Darsie I'm the managing director of SALT which is a global thought leadership forum at the intersection of finance, technology, and public policy. SALT Talks are a digital interview series that we launched during the pandemic with leading investors, creators, and thinkers.

John Darsie: (00:32)
Really what our goal is during these SALT Talks is to replicate the experience that we provide at our global conference, the Salt Conference. And that's to provide a window into the mind of subject matter experts as well as provide a platform for what we think are big ideas that are shaping the future.

John Darsie: (00:48)
And we're very excited today to welcome Joe Scarborough to SALT Talks. A former congressman, Joe Scarborough is today the co-host of MSNBC's Morning Joe, alongside his wife Mika Brzezinski.

John Darsie: (01:00)
Morning Joe starts each day conducting interviews with top newsmakers and discussing the day's headlines. In 2016 Joe was joined by co-host Mika and they were both inducted into the Cable Hall of Fame.

John Darsie: (01:14)
Joe was named to the prestigious TIME 100, the list of the world's most influential people and Vanity Fair named both Joe and Mika to their 2012 list of top media power players, and their influence in the media has only grown since then.

John Darsie: (01:29)
In addition to his television career, Joe is a two-time New York Times best-selling author. His work Rome Wasn't Burnt in a Day predicted the collapse of the Republican majority and the U.S. economy due to his party's reckless spending.

John Darsie: (01:43)
His second work, The Last Best Hope: Restoring Conservatism and America's Promise draws on the forgotten genius of conservatism to offer a roadmap for the movement and the country.

John Darsie: (01:55)
Joe's most recent book, Saving Freedom: Truman, the Cold War and the Fight for Western Civilization recounts the historic forces that moved Truman toward his country's long twilight struggle against Soviet communism.

John Darsie: (02:08)
Truman's triumph over personal and political struggles that confronted him following his ascension to the presidency is an inspiring tale of American leadership, of fierce determination, bi-partisan unity, and courage in the face of the rising Soviet threat.

John Darsie: (02:24)
A reminder that Joe served as a member of Congress from 1994 to 2001 and while in office he was a member of the Judiciary, Armed Services, Oversight, and National Security committees.

John Darsie: (02:35)
A reminder for everybody tuning in today if you have any question for Joe during today's SALT Talk you can enter them in the Q&A box at the bottom of your video screen on Zoom and hosting today's talk is Anthony Scaramucci the founder and managing partner of SkyBridge Capital, a global alternative investment firm.

John Darsie: (02:52)
Anthony is also the chairman of Salt and he did also serve in government but for only 11 days as opposed to the seven years that Joe spent in Congress.

Anthony Scaramucci: (03:00)
Had to bring it up. I'm telling you, I mean Joe it's bonus season and he knows he could get fired and we're in a pandemic. He knows he could get his bonus cut. He's got to bring up the fact that I got fired after 11 days right?

Joe Scarborough: (03:14)
Yeah, I'll tell you I almost re-tweeted it but I decided not to. When somebody said we are only two Scaramucci's away.

Anthony Scaramucci: (03:23)
I think you do. I got the whole Scaramucci shot clock going right now. We're 51 days away Joseph so you know we'll see what happens here. We'll talk about him as well but I really want to talk about the book and I want to hold it up for everybody.

Anthony Scaramucci: (03:40)
Saving Freedom by Joe Scarborough. I read the book over the weekend, it is a pretty quick read by the way. It took me about five and a half hours to read it. I did listen to some of the audiotape by Joe Scarborough as well and Joe I love the book for a number of different reasons but the main one is it draws a lot about where we were as a society 80 or so years ago, 75 years ago and where we are today as a society.

Anthony Scaramucci: (04:11)
And basically my summation, there was a lot of very, very good human beings that were willing to work together that understood that a bi-partisan commitment to peace would lead to global prosperity not just for the United States but for the world.

Anthony Scaramucci: (04:26)
So there were a lot of bold decisions made and so my first question to you though before we get into the book is tell us something that we can't find on Wikipedia about Joe Scarborough. You know you're a pretty well-researched guy so what would we learn today about you that nobody really knows?

Joe Scarborough: (04:49)
Oh, man. It's a tough question. I'll say this just so you can laugh, it's the truth but nobody would believe it so I've never even bothered saying it publicly. I hate being on TV. Mika loves it. See you're laughing. I see him laughing at me.

Joe Scarborough: (05:11)
Mika got into TV news when she was 22, 23, and absolutely loves it. If she weren't on TV it would be like she was missing her right arm. I do it bluntly because it pays pretty well and also people seem to think they still want to hear what I have to say but I hate being on TV.

Joe Scarborough: (05:40)
I've never once and this is so unlike me because I'm sure you guys are all this way, when I do something I go back and I look at it. I examine it. I see where I make mistakes, I see how I can be better and I really am my toughest critic.

Joe Scarborough: (05:55)
I've never done that with television because I can't stand to see myself on TV because the few times I have I go, "Why does anybody watch me?" So that's one thing.

Joe Scarborough: (06:07)
The other thing is favorite show, television show remains Peaky Blinders on Netflix. If you haven't seen Peaky Blinders make sure you see it.

Anthony Scaramucci: (06:20)
Yeah, that is a sensational mini-series. It's about the U.K. mob, right? Is that it?

Joe Scarborough: (06:28)
Yeah.

Anthony Scaramucci: (06:28)
Yeah, U.K. mob.

Joe Scarborough: (06:30)
Yeah, guys post World War I that left the war shell shocked and started a gang in Birmingham. But Anthony you don't believe that I don't like being on television do you?

Anthony Scaramucci: (06:40)
No, I get it but look you know the most dangerous place in the world Joe is between me and a television camera. So I would be racing Mika for the camera, right? We all know that right? I mean there's Fallujah and there's that zone between me and the camera, so I get it.

Joe Scarborough: (06:56)
Exactly.

Anthony Scaramucci: (06:57)
Tell Mika I can totally identify with her. Let's go to the Truman Doctrine though because what's fascinating about the book is it's a bubbling up process right? It's not like we look back through history, it was oh the Truman Doctrine, these guys sat around in a room and they came up with the Truman Doctrine, but that's not really how it happened right? It happened through a bubbling up process, a little bit of George Kennan, some of Dean Acheson, some of Harry Truman himself. Tell us how the Truman Doctrine evolved before President Truman made his speech to the joint session of the Congress.

Joe Scarborough: (07:35)
So the Truman Doctrine first of all for those who obviously haven't read the book yet, the Truman Doctrine was when Harry Truman made it clear, it was sort of a follow-up on the Monroe Doctrine where President Monroe said anybody that comes into our hemisphere, you're basically asking for war. Stay out of our hemisphere.

Joe Scarborough: (07:58)
But the Truman Doctrine, it was Harry Truman and the rest of the United States declaring that we would get involved for any democratic country who was under threat from the Soviet Union even though we didn't use the Soviet's name specifically it was very clear what they were talking about.

Joe Scarborough: (08:20)
It came out of a time where Harry Truman had an extraordinary few years. He has been selected in 1944 as FDR's vice president. FDR knew he was going to die. Truman knew FDR was going to die. In fact, FDR famously said to Harry Truman, "Hey don't fly on planes during the campaign because one of us has to stay alive."

Joe Scarborough: (08:45)
Truman also his friends told him FDR was dying and he said he knew it and was scared as hell to be president but knew he'd have to be. After his first cabinet meeting as president of the United States Stimson took him aside and said, "Hey listen I've got something to tell you." And actually revealed to Harry Truman for the first time details about the Manhattan Project.

Joe Scarborough: (09:11)
FDR had been... There's no other way to put it, he'd been extremely reckless. He only met with Harry Truman two times when Truman was vice president. Didn't have him read in on anything. So when we have people obviously in the Democratic party, some of the Republican Party have been in the press worried about this transition process, we've seen a transition process even worse than the one we're going through right now.

Joe Scarborough: (09:38)
And that was when FDR passed the presidency through death onto Harry Truman. But Truman was an extraordinarily quick learner and made the right decisions to help end the war against Hitler in Europe. Then win the war in the Pacific and though the decision was controversial, dropping the atomic bombs, I think most historians recognize he saved one to two million lives. American and Japanese lives by doing it and shortened the war by about a year and a half.

Joe Scarborough: (10:09)
But soon after that, Winston Churchill went to Westminster College in Missouri and made his proclamation about the iron curtain that was descending across central and eastern Europe. And in February of 1947, the British alerted the United States that they were a spent empire, they were exhausted.

Joe Scarborough: (10:37)
Yes, they may have saved western civilization in 1940 in the Battle of Britain but by '45 they were completely exhausted and had no money to continue supporting Greece and Turkey and other countries that were under threat from Stalin and the Soviet Union.

Joe Scarborough: (10:56)
So Truman had a decision to make and he acted very quickly and he got his people together, the best and the brightest people. General George Marshall who was his secretary of state but also was really the architect of winning World War II.

Joe Scarborough: (11:13)
You had Dean Acheson who you brought up. Dean Acheson was the undersecretary of state who really was the architect of not only the Truman Doctrine but also of NATO and also of all the things Truman did over the next few years to contain the Soviet Union.

Joe Scarborough: (11:27)
George Kennan who wrote the Long Telegram on containment. Averell Herriman who was ambassador to the Soviet Union who knew so much about the Soviet Union because he had actually first been to Russia in 1899 when Nicholas II was Czar. So Truman was wise enough to surround himself with the wise men as Walter Issacson and Evan Thomas called his advisors.

Joe Scarborough: (11:55)
And then together your right they put together a structure. An analytical construct for foreign policy that we have followed for 75 years. Through nine presidents, both Republican and Democrat alike. The first president to divert from that is the current occupant of the White House. A guy that you and I know pretty darn well, Donald Trump.

Anthony Scaramucci: (12:20)
You know it's fascinating. There's some great stories in here. One of the stories is Truman not wanting to come to the phone when he's being told he's going to be the vice president. We're dropping Henry Wallace from the ticket. He was more left-leaning than Harry Truman.

Anthony Scaramucci: (12:36)
Harry was told he was told he was the second Missouri compromise, which you write about. You also put in the back of the book which I would encourage people to read, the top-secret memorandum from the state department discussing what happened with the United Kingdom and the fact that the United Kingdom was running out of money and the U.S. needed to step up.

Anthony Scaramucci: (12:57)
But I think the thing that really moved me, Joe, about the book was Arthur Vandenberg who's not well known to contemporary Americans and I'm wondering if you could talk a little bit about the great Republican Senator from Michigan and his relationship with Harry Truman and how important that was to the origination of the Truman Doctrine.

Joe Scarborough: (13:20)
Yeah. You know I'm so glad you brought up Arthur Vandenberg because the Truman Doctrine was a success but it was a bi-partisan success. And I know it's en vogue to be pessimistic. We've heard time and again that our institutions were not going to hold up to whatever threats that they were under.

Joe Scarborough: (13:43)
I always knew the institutions would hold up. I always said the institutions would hold up. I remember back when Ronald Regan was president, the head of the history department at the University of Alabama, I was a huge Regan fan. I said, "What do you think about Ronald Regan?" And he was quiet for a second and he said, "Well I think America's strong enough to even survive eight years of Ronald Regan."

Joe Scarborough: (14:06)
And I sat there horrified because I loved Regan but it was the first time I thought hey wait a second, people who respect each other, who like each other can have completely different views about this country and the best way to move forward.

Joe Scarborough: (14:24)
So I always knew the institutions would hold and I also am optimistic now. People are saying that there's no way Washington can ever work. There's no way Washington can ever be fixed. Listen, I think with Joe Biden you have somebody like Harry Truman who knows how Washington works.

Joe Scarborough: (14:48)
Who built up friendships and relationships in the United States Senate and have built the relationships with Democrats and Republicans alike and with Arthur Vandenberg you actually had a Republican from Michigan who had opposed FDR and Harry Truman every step of the way on domestic matters.

Joe Scarborough: (15:09)
He was a dyed in the wool isolationist for most of his political career. But he and Harry Truman built a great relationship and both of them understood that the United States couldn't make the same mistake that it made after World War I.

Joe Scarborough: (15:28)
And after World War I three million Americans were in uniform. 114,000 were killed in combat and yet the Americans came back home and once again reverted to isolationism. Refused to get involved in the League of Nations, refused to stay engaged in Europe which created a void, which allowed for the rise of Adolf Hitler.

Joe Scarborough: (15:53)
Arthur Vandenberg understood that they couldn't repeat the same mistake after World War II. So Truman and Vandenberg built this great relationship but here's the thing about building bipartisan relationships in Washington D.C. they actually take work.

Joe Scarborough: (16:14)
I mean there was a reason when I was in Congress and I was considered one of the most conservative members of Congress. I was a small-government conservative. People in my own party thought I was too rad when it came to balancing the budget.

Joe Scarborough: (16:31)
But when I came to the chamber I always went to the democratic side of the chamber and I sat down with Democrats, I sat down with Liberals. I worked with them because I knew I had to figure out a way to forge compromises on house bills.

Joe Scarborough: (16:45)
Harry Truman and Vandenberg understood that as well and they had a great relationship and it wasn't just between those to. It was also their staff members. At the end of every day, Walter Isaacson recounted in the wise men how Dean Acheson's staff members and Harry Truman's staff members at the end of the day would go and drive-by Vandenberg's townhouse in Washington D.C and sit around and have drinks.

Joe Scarborough: (17:13)
And they would keep Vandenberg updated with what Harry Truman and the White House had been doing that day. They were in constant communication and they got them engaged in the Truman Doctrine so they felt like they actually had ownership of it.

Joe Scarborough: (17:30)
That's why at the end when the votes were counted most Republicans sided with Harry Truman including Robert Taft, Mr. Republican who as you know was one of the most hardcore isolationists in the United States Senate at the time.

Anthony Scaramucci: (17:47)
Well yeah, I was going to bring up Robert Taft, obviously the son of President Taft. But he moved all of these people, so I guess one of the questions that I have is actually coming from someone who I'm very close to in Washington asking who is the Vandenberg? If Joe Biden is the Harry Truman, Joe who is the Vandenberg of the Republican Party? Or is there not a Vandenberg?

Joe Scarborough: (18:14)
Well, I think we are actually seeing more of a centrist coalition starting to form in the Senate. The media love to talk about how conservative had gotten when conservative members of the Republican Party were getting elected to Senate.

Joe Scarborough: (18:32)
The story they didn't tell was how liberal, how progressive Democratic senators had become. There was a hollowing out of the center when you started having Democrats from red states lose their races and suddenly you had progressives on the left, you had conservatives on the right.

Joe Scarborough: (18:50)
But what we see now after the 2020 election is... Well first of all we saw the American people deliver a very clear message to Washington and that message was we don't trust either of you. We're going to elect a Democratic president because we're just exhausted by Donald Trump but we're not going to turn the keys over to the Democratic congress.

Joe Scarborough: (19:16)
So we're going to actually have a system of checks and balances. So that's what you're having and you also see it in the Senate where you now have in Arizona, two Democratic senators who are going to be more moderate because they're in a Republican state.

Joe Scarborough: (19:36)
You have a former governor of Colorado, Governor Hickenlooper who's also going to be a more moderate, pro-market Democrat. You have out of West Virginia, you have Joe Manchin who maybe basically the bane of progressive's existence in the United States Senate but there's another guy that's going to hold the middle ground in the Senate.

Joe Scarborough: (20:01)
Look on the Republican's side. You have Susan Collins in Maine who won her state by nine points, which was really incredible when you think about the fact Joe Biden won the state of Maine by nine points as well. So Susan Collins has every reason to sit down and make a deal with Joe Biden.

Joe Scarborough: (20:23)
Lisa Murkowski has already said she's going to do that. Has already said she's going to support Joe Biden's selections to the cabinet as long as they're not too extreme. Mitt Romney, you have Mitt there, a guy that you know very well and I know very well.

Joe Scarborough: (20:39)
So you've got six, seven, eight people that are going to be centrists who regardless of which candidates win in Georgia, who are going to find a middle ground. So you may not just have one Vandenberg you may have a series of Vandenbergs and also I have a prediction. It may be a long shot but I've known this guy since 1994. I think Lindsey Graham is actually going to be looking for opportunities to strike deals with Joe Biden as well.

Joe Scarborough: (21:18)
He's safe for another six years in South Carolina. He's a guy that was one of John McCain's closest allies and I think he's a guy who will do deals with Joe Biden so long as they're moderate.

Anthony Scaramucci: (21:38)
There's a passage in the book toward the end in the House Divided chapter which I actually highlighted and it talks about the press and it's President Truman, Joe talking about the press and I'm just going to read the first sentence and take you there. "I want to commend the press." He's saying. He's complimenting them on the manner in which they explain the program.

Anthony Scaramucci: (22:03)
The program to help Turkey and Greece which was the original concepts around the Truman Doctrine and basically say that he wanted to emphasize that it was important for the press to explain this type of legislation to the citizens.

Anthony Scaramucci: (22:19)
So now I want to fast forward to where we are now with President Trump's relationship with the press. Do you think that that's repairable? Do you think that we can get back to that sort of symphony between the government and the press and the press holding the government accountable without the government being so upset about that level of accountability?

Joe Scarborough: (22:41)
I think so. I think there have been elections where you look and you see where the media has been much tougher on one candidate than another candidate. You have a lot of Democrats that are still kicking me around because they think that we were too tough on Hillary and her emails.

Joe Scarborough: (23:01)
Obviously, Trump supporters can look at the press coverage and see that obviously Donald Trump was treated much more tough than Joe Biden was. I've had friends calling me up and saying, "Well why aren't you talking about Joe Biden's position on minimum wage?" Or something like that.

Joe Scarborough: (23:17)
I say, "Well its kind of hard to get there when Donald Trump is telling his attorney general to arrest Joe Biden two weeks before the election." There was always so much being thrown at the wall and Donald Trump wanted us talking about him. That's why he was always, you know it was shock and awe 24/7.

Joe Scarborough: (23:38)
I think you're going to have Joe Biden who is sort of that from the old school being much more respectful of the media. One thing though that he needs to understand that I think sometimes Democrats don't understand as well as I say we Republicans, I used to be a Republican. Is Republicans never go into the White House expecting to get a fair shot from the press because they're never going to get a fair shot from the press.

Joe Scarborough: (24:07)
I'm watching a documentary on Showtime right now on the Regans and I found out that because I support small-government I'm for trillionaires and I'm a racist. It's always biased against small government conservatives. The media is always... They don't understand. Most members of the media don't culturally understand what makes people conservatives.

Joe Scarborough: (24:31)
That said, I think the Clintons, I think the Obama's were always shocked when they got easier treatments during the campaigns but then they got into the White House and found out that the White House press corps was going to tough on them too. So I think the Bidens and the Biden team is going to see that press is going to hold them accountable, going to be very tough.

Joe Scarborough: (24:58)
But again, Joe Biden's old school and so he's going to be respectful to the press and his view toward the media reminds me of Alan Simpson who used to be Wyoming's Republican senator and I remember Simpson early on in my career, we were flying back to Washington together on the plane and he said, "Boy here's the deal. You may not like them but when the media calls, always return their damn call. Do it the same day and just put up with it. Let them know that you're there."

Joe Scarborough: (25:36)
And I followed that advice and it was great advice. I mean there's a natural tension between the press and the presidency. Harry Truman understood that. Joe Biden understands that. Ronald Regan understood that. But you got to deal with them and hopefully, you don't resort to using terms that Joseph Stalin used against his political opponents. You don't call them enemies of the people.

Anthony Scaramucci: (26:04)
You mentioned that you're a former Republican, what do you think the future is for the Republican Party in the aftermath? Let's start on January 21st. Where do you think the Republican Party's going Joe?

Joe Scarborough: (26:18)
Well, I'm far more pessimistic about the Republican Party than most. I think a lot of people think the Republican Party can bounce right back. When I say demographics is destiny, whenever I say that people get shocked and stunned and greatly saddened by it.

Joe Scarborough: (26:33)
It's just the reality. Demographics is destiny. I used to say that as it related to social security and Medicare because I was worried about the explosive growth of entitlement programs where you said, "Have 15 people working in their 50s for every one person on social security." Then we had three people working for every one person on social security and Medicare because of demographics.

Joe Scarborough: (26:54)
Soon it's going to be two people working for every one person on social security and Medicare. Those numbers don't add up. So that's how I used to talk about demographics is destiny. Now, when I look at the electoral map I started saying four or five years ago, look at the electoral map, look at the demographic changes and expect states in the sun belt like Georgia, Texas, and Arizona to start going blue.

Joe Scarborough: (27:17)
I didn't expect that to happen in 2020. I expected that to really start happening in 2024 but I think because of some of the extreme things that have been going on over the past several years we've already seen Georgia and Arizona go blue. I don't think they're going to go back, go red again for quite some time.

Joe Scarborough: (27:40)
Florida's actually become more solidly red which has been a real surprise but Texas let's just talk about demographics. In Texas, John Kornan said nine Hispanic babies are being born for every white, Caucasian baby that's being born in the state of Texas right now.

Joe Scarborough: (28:01)
You look at the numbers, compare, I brought up Regan my God I think 75, 80% of Americans were white when Ronald Regan was president. It's 60% now. Those demographic numbers change and Donald Trump okay great, Donald Trump got 12% of the black vote. Big deal, he still lost 88% of the black vote.

Joe Scarborough: (28:24)
If Republicans keep running around cheering about losing nine out of 10 votes that shows you why the bad situation they're in. And as far as Hispanics go, Republicans are bragging about getting 33% of the Hispanic vote. Anthony, you remember what George W. Bush got of the Hispanic vote in 2004, 45%.

Joe Scarborough: (28:42)
So the numbers are going to keep breaking the Democrat's way and I think unfortunately Republicans didn't listen to the voters after 2012. I remember going to a national review post mortem and everyone was talking about what needed to be done to get the Republican Party's arms around the demographic changes.

Joe Scarborough: (29:11)
I remember George W. Bush telling us in Congress in 1999 and Carl Rowe saying, "Hey y'all need to get right with Hispanics." And he was right. We did and instead Republicans spent the past four years doing whatever they could to offend people of color and even if Trump picked up one or two percentage points there, overall the demographic wave is going to overtake them unless they completely change their approach to voter outreach.

Anthony Scaramucci: (29:45)
So I want you to channel the wise men in this book, wise men and women, and I want you to be the policy wonk of 2020 and 2021. What does the world need from the United States in terms of engagement? What does the world need from the United States in terms of a reset? If there were a Biden Doctrine as an example, that could help re-engineer the world and set it on a course.

Anthony Scaramucci: (30:16)
Frankly, the Truman Doctrine set the world on a course of great peace and great global prosperity. It was uncertain at the time and it took 40 years before we brought down the Berlin wall but what would we need right now Joe?

Joe Scarborough: (30:31)
Well, the first thing we have to do is re-engage with our democratic allies. That's priority number one. We have to re-engage in a positive way with Canada. We have to reengage yes with Mexico an extraordinarily important trading partner. But we have to reengage with Germany, with France, with Britain.

Joe Scarborough: (30:54)
Rebuild that special relationship. I think we can do it. Reengage with NATO in an aggressive way. I'm optimistic that that's going to be the easiest part of what lies ahead for Joe Biden because I think these are countries, these democratic countries need the United States.

Joe Scarborough: (31:18)
And I will say too there's a part of me that is glad that over the past four years some of our allies that said that the United States needed to back off a little bit understand what an indispensable country we are. We still are the indispensable power. The indispensable country in this world.

Joe Scarborough: (31:39)
So the first thing we need to do is we need to reconnect in a strong, positive way with our allies. The second thing we need to do is we need to look at what is for better or worse going to be the most important relationship for this country over the next 40 years. We have got to have a sane, rational approach to our relationship with China and yes, Barack Obama in his biography said that perhaps he was a little too easy on China in some areas but that said, we do not want to get locked into a second cold war.

Joe Scarborough: (32:24)
You figure out the issue. Whether you want to talk about the economy, whether you want to talk about the environment, whether you want to talk about human rights, whether you want to talk about global stability. The United States and China are whether we like it or not, we're going to be the two global powers dominating the world stage for the next 30, next 40 years.

Joe Scarborough: (32:49)
So we're going to have to figure out a way to yes be tough with China but at the same time, be engaged with China. Have a rational relationship and not one that keeps them guessing and keeps the rest of the world guessing. So that's the second thing we need to do.

Joe Scarborough: (33:04)
The third thing we need to do is we've got to figure out exactly how we're going to address Russia in the coming years. We've had three presidents now that have miscalculated badly when it came to Vladimir Putin. Of course George W. Bush saying that he'd looked into the eyes of Vladimir Putin and seen his soul and gave his endorsement.

Joe Scarborough: (33:32)
Then with Barack Obama we obviously had him talking about having Hillary Clinton talking about the reset. Then with Donald Trump well it's hard to say exactly what Donald Trump's relationship was with Vladimir Putin but it is Russia's best interest and it is in the United State's best interest for Russia to get themselves out of the corner.

Joe Scarborough: (33:59)
We're not going to be able to do it with carrots. I don't know that sticks alone are going to help but this is a guy who invaded Georgia under George W. Bush. Invaded Ukraine under Barack Obama and we need to figure out a way forward with Russia and I think again it's not going to be easy, it's going to take diplomacy a lot of hard work but I think we can get there.

Joe Scarborough: (34:30)
And finally, we've got to figure out what we want to be when we grow up regarding trade. What kind of trading partner do we want to be with not only Europe but the rest of the world and for God's sake, we need to reexamine TPP and get re-engaged there.

Anthony Scaramucci: (34:47)
Yeah, obviously I was a big fan of TPP even when I was on the campaign with then Mr. Trump. He would go ballistic on you if you tried to explain to him the benefits of TPP and why that was going to help us contain China and make us more competitive and more powerful in the Pacific but that's for another day. I want to turn it over to John Darsie who's got a ton of questions. We've got great audience engagement, Joe. I'm on that self-promotional as you know right, so I'm not going to promote the book by putting it in front of everybody's face see. Look at that.

Joe Scarborough: (35:21)
I love it. Thank you so much.

Anthony Scaramucci: (35:23)
You know it's a phenomenal book. I really enjoyed reading it and it's a time in our country where we should really look back and think about these men and women that brought themselves together despite whatever their policy differences were, philosophical or otherwise they knew how important it was to progress the United States and put it in a position in the world where it couldn't be isolationists and it had to engage. But with that, John I'm going to leave it over to you.

John Darsie: (35:51)
Joe if you have a communications director at Morning Joe and they go on vacation for 10 days or two weeks and you need Anthony to fill in he's doing a great job of promoting your book. So just keep that in mind.

Joe Scarborough: (36:02)
I love it.

Anthony Scaramucci: (36:04)
Joe, I got to tell you my contract has to be for 12 days, Joe. I got to beat my last record. I just want to make sure you know that, okay.

Joe Scarborough: (36:10)
Much longer than that my friend. Much longer.

John Darsie: (36:14)
Exactly. But we have a question about, you know Trump is obviously still going through the motions of fighting the election results and we have an audience member who's curious about your opinion as somebody who knows him and has spoken with him a lot over the years about whether he legitimately believes that he was robbed of this election or this is all just part of his shtick to maintain some level of enthusiasm for whether it be Trump TV or a future political run.

Joe Scarborough: (36:37)
You know and I call him Donald just because that's what I've known him as for so many years. But Donald knows what he's doing. He always knows what he's doing. I remember one time calling him up during the Judge Curiel controversy back in 2016 and I said, "Donnie, you can't say that about a judge who is an American."

Joe Scarborough: (37:08)
He goes, "He's Mexican. He's Mexican." I said, "No, no, no. He was born in Indiana." He goes, "No, no, Joe you're wrong." And Anthony knows, I go, "Donald, Donald, Donald. Who are you talking to here? Okay, I'm not blanking stupid. Who are you talking to." And he got quiet for a second and he started chuckling, and he goes, "Okay he's American but still."

Joe Scarborough: (37:31)
So first of all he doesn't want to be seen as a loser. He's always worried about what's next and you think about this guy, I've always called him a day trader but I think Maggie Haberman with the New York Times has it best, where Donald Trump has spent his entire life just trying to survive the next 10 minutes. That's how he lives, that's how he thinks and so right now he's just trying to survive the next 10 minutes and trying to get past the embarrassment as he said of being one of the few Republicans on the national stage to lose.

Joe Scarborough: (38:08)
And I also, listen, I don't think he's going to do Trump TV because it's too much work. I think he's going to try to figure out how to make quick money, fast money, easy money by trading on his name and whatever else he can trade-in. But I think he'll talk about running in 2024, I'm very skeptical that he'd actually do that.

John Darsie: (38:34)
So that's sort of a good segue to the next question that I want to ask you is how large do you think he'll loom within the Republican Party over the next four years? There's different theories about whether he's going to continue to be the kingmaker in the party or whether his influence is going to wane and you're going to see new leaders emerge in the party and less of an emphasis on Trumpism and demographics being destiny you're going to find voices that embrace the idea of broadening the tent rather than the last gasp of some white grievance that helped push him to victory.

Joe Scarborough: (39:05)
Yeah, I mean it's a white grievance party right now. I can't believe I'm saying that about my former Republican Party because I was so resentful and felt grievance when people would say that about the Republican Party but that's where Donald Trump took the Republican Party over the past four years and my God, four years from now he's going to be even further away.

Joe Scarborough: (39:23)
They're going to be even further away from majority if they move in that direction. I think that's something that most Republicans will understand. I do think he's going to have an impact over the next few years in the same way that Sarah Palin had an impact in 2010. Sarah Palin of course had her own television show after she and John McCain lost their race in 2008 and there was a time when Sarah Palin could show up in 2010 and a great example of it, South Carolina.

Joe Scarborough: (39:56)
Nikki Hailey was trailing in her race for governor there, Sarah Palin went, endorsed Nikki Hailey. Nikki Hailey won and there were several states in 2010, several races in 2010 where Sarah Palin had that impact but it faded by 2012. I think we're going to find the same thing with Donald Trump.

Joe Scarborough: (40:16)
Donald Trump will be a force in the Republican Party if things continue to play out as they are right now over the next couple of years. But as we move to 2024 and as it becomes more obviously, that Donald Trump is not going to be the nominee in 2024 you're going to find a Republican Party that's going to be scrambling to catch up to the realities of the electorate that they are going to find themselves facing in the 2024 election.

Anthony Scaramucci: (40:45)
Joe, are you going to be the nominee in 2024?

Joe Scarborough: (40:49)
Not for the Republican Party, that's for sure. I don't think I could even get invited to a Regan dinner these days.

Anthony Scaramucci: (40:57)
Trust me I'm persona non grata as well. So whatever party you're going into I could use an invitation, Joe. All right, keep going, Darsie.

Joe Scarborough: (41:05)
Let's figure that out because we're both men without parties, men without countries right now.

Anthony Scaramucci: (41:10)
There's no question about that. It's lonely out here on the frontier Scarborough.

Joe Scarborough: (41:14)
Exactly.

John Darsie: (41:15)
And where you are on Jupiter that's literally and figuratively becoming Trump country down there. You see him renovating his suite in Mara Lago so maybe you guys will bump into each other at lunch down there.

Joe Scarborough: (41:28)
Let me tell you something, we have Trump flags all over my neighborhood. Anytime I go out on a boat there are Trump flags all over the place. I was thinking about putting up a flag that said Biden bitches. They're like "F your feelings. Trump 2020. No more BS. Trump 2020."

Joe Scarborough: (41:50)
Everywhere we went there were Trump flags but you know almost all of my childhood friends voted for Donald Trump. I think all of my family members voted for him. A couple of people lied and said they weren't voting but I know they voted for him.

Joe Scarborough: (42:05)
99% of the people I see every day voted for Donald Trump. So I don't quite understand why. It's not what I fought for as a conservative for 25 years as a Regan and Thatcher conservative for 25 years but you know, they voted for him so we'll see what happens four years from now.

John Darsie: (42:31)
The last question, you can provide a quick answer here. Do you think Biden's up for the job? You talked earlier about how you see some Republican senators that are likely to push for compromise, obviously, you have other Republican senators who are already laying the groundwork for the type of instructionism that you saw in parts of the Obama presidency. Do you think Biden, you know he's talked a lot about wanting to compromise and wanting to bring things back to the center, do you think he's going to be successful in healing these divisions that are in our society and healing our credibility on the world stage? Or do you think we're on an inevitable spiral toward more division and more isolationism?

Joe Scarborough: (43:12)
I think Joe Biden... I have believed for a very long time that this country has been blessed and that the right leaders have come along at the right time. I think after Richard Nixon somebody by the way that my family, my father loved, my family loved.

Joe Scarborough: (43:29)
But after Richard Nixon I think we were blessed as a nation to have Gerald Ford and then yes, Jimmy Carter come along and heal this country. You had two leaders that Americans trusted even if they thought Jimmy Carter wasn't up to the job by the end of it.

Joe Scarborough: (43:46)
You had two fundamentally decent men in the White House and I think Joe Biden is going to fill that role as we move forward. He will be able to talk to Republicans, bring Republicans to the table. Of course, at the end of the day, it's going to be up to Mitch McConnell on whether he wants to make a deal and get things done but Joe Biden understands he can't listen to the progressives in his party. He can't listen to the left-wingers in this party and get things done.

Joe Scarborough: (44:18)
I know that makes a lot of people on Twitter and a lot of people at my network and a lot of progressives in Washington angry, it's just the reality. As Bismark said, "Politics is the art of the possible." Joe Biden understands that. Also, is Joe Biden up to the job? I know I heard from a lot of my friends, "Oh I can't vote for Joe Biden because he's not all there mentally."

Joe Scarborough: (44:42)
I'll just say I heard that quietly from Democrats at the beginning of this process and yet Joe Biden outperformed all expectations every step of the way and shocked the progressives. Shocked the progressive Twitter. Was almost run out of the race, won in South Carolina, won on Super Tuesday, and got better as he went along.

Joe Scarborough: (45:10)
And by the way, it's not Joe Biden who made a disaster of the debate. It was Donald Trump who acted miserably in the first debate and I think most Republican strategists, the smartest Republicans I know say that Donald Trump lost the presidency because of the first debate. That if he'd acted in the first debate like he did in the second debate he probably would have beaten Joe Biden.

Joe Scarborough: (45:40)
So Biden has done what he's needed to do to win and I think he'll do what he needs to do to govern. He's been there since he was 29 years old. He knows Washington D.C., he knows it's players. He knows what's possible, he knows what's not possible and so I'm optimistic that we actually may get some things done for the first time in a long time.

John Darsie: (46:03)
Well Joe it's been a pleasure to have you. Anthony do you have a final word before we let Mr. Scarborough go?

Anthony Scaramucci: (46:08)
We're going to let Joe have the final word but I'm going to hold up the book again. Saving Freedom, Joe congratulations on the book. It's a best seller on Amazon and across the United States and I'm already getting messages into my phone that people are buying it for Christmas Joe, so God bless you with the book, and hopefully we can see you soon in a non-virtual setting. Maybe we'll get you to one of our SALT conferences one day when we can get out of the pandemic.

Joe Scarborough: (46:35)
I'm looking forward to it and let me ask you this because when I give speeches I spend time before the speeches the non-virtual speeches and I'll talk to everybody around the table. How's it going? What's happening with your business? And it's amazing what you learn by doing that.

Joe Scarborough: (46:53)
So if you don't mind, if you'll indulge me here to ask you about 2021 because it's very interesting, when I talk to business owners around Florida, and I'm talking about people that own 30 restaurants and own shopping malls and own strip malls and own commercial real estate up and down the food chain.

Joe Scarborough: (47:20)
Or somebody that just owns one or two restaurants or one or two small businesses. They have a very grim outlook on 2021 and they say they see bad times coming and their advice to me unsolicited advice is hold onto your cash because cash is going to be king in 2021 because we're going to start seeing the dominoes falling from everything that's happened this year.

Joe Scarborough: (47:48)
It's a pretty pessimistic take. When I talk to top bankers, that are running the big Wall Street banks they'll go, "Oh no we're going to do fine." I'm wondering, what are your thoughts, Anthony?

Anthony Scaramucci: (48:03)
So Joe I'm in an interesting position because I own a business in New York City, a restaurant called The Hunt and Fish Club, maybe someday we'll get you there.

Joe Scarborough: (48:10)
Oh, I'd love to be there.

Anthony Scaramucci: (48:12)
And we've got it closed right now and we own this business where we've got about eight billion dollars in capital under management which we've been running for 15 years so what you're referring to is a K what's going on. So the bankers and the Wall Streeters are going up and the small business owners and the small proprietors and the people in the middle income are going down. So that's a K shape of recovery but I'm a little bit more optimistic for the small business people.

Anthony Scaramucci: (48:41)
I would have loved to have seen an Andrew Yang style massive stimulus. I wrote about this in March. They were talking about a one to two trillion-dollar stimulus. I said it had to at least be three or four, John actually helped me co-author that editorial and we need another big stimulus right now.

Anthony Scaramucci: (49:00)
And what I would say to you is that we're at war. We just happened to be at war with an invisible molecule. Imagine if I said to you there was a sovereign nation that killed 250 plus thousand Americans and had killed 1,200 Americans a day. They're on, they've made a land invasion into the United States. They kill a quarter of a million Americans. They're wounding 100 or so, 150,000 a day, killing an additional 1,200. How much money would we spend, how much of our nation's resources would we put together to fight that war if it was a homeland invasion?

Anthony Scaramucci: (49:35)
So for me, I'm really just strongly encouraging people in government to think bigger, think bolder, go back to the second world war. We were borrowing 20 to 25% of the GDP back then and yes we have huge deficits, I've heard you talk about it on Morning Joe. The irony that the Republicans are going to be constrained on deficit spending now even though they were drunken sailors over the last four years.

Anthony Scaramucci: (50:03)
But we need a massive stimulus, Joe. If you get that stimulus, my opinion is going to be more like the bankers and less like the small business people because as the economy recovers I'll take you back to the 1920s, right after the global pandemic in 1918, 1919 we had the roaring 20s. Well, we can get back there. There's a tremendous amount of pent-up consumption.

Anthony Scaramucci: (50:30)
So long term I'm optimistic but I really do think we need a massive stimulus right now and I'm a long term conservative but when you're at war you've got to throw that playbook out the window and you've got to use the government for what it's supposed to be there for is to defend the health and prosperity and safety of its citizens.

Joe Scarborough: (50:52)
All right.

Anthony Scaramucci: (50:52)
All right. So how's that?

Joe Scarborough: (50:53)
That's fantastic. I appreciate it.

Anthony Scaramucci: (50:56)
And there's no distance between me and this camera Scarborough. That's why I'm able to-

John Darsie: (51:00)
That was Anthony's stump speech for 2024 Joe if you want to be a surrogate on the campaign trail we'll sign you up.

Anthony Scaramucci: (51:07)
I'll be the Manhasset dog catcher in 2024 Joe.

Joe Scarborough: (51:11)
I love it. I'm on that campaign. Let me know where to send the check.

Anthony Scaramucci: (51:15)
Just let me know if you need a comm director I need to get at least 12 days in my contract okay?

Joe Scarborough: (51:20)
I can do it. All right, thank you so much. Great seeing you John.

John Darsie: (51:22)
All right, thanks so much, Joe.

Anthony Scaramucci: (51:23)
Great seeing you, God bless on the book, and Merry Christmas to you and your family.

Joe Scarborough: (51:28)
Merry Christmas to you guys. Thank you.

Understanding the Municipal Markets | SALT Talks #116

“The municipal market funded the Erie Canal, the Golden Gate Bridge during the depression, the Hudson Dam and a host of other major infrastructure projects around the country.”

Hector Negroni is the Founder and CEO of Foundation Credit. Hector has been a pioneer in the municipal market over the last 3 decades, leading innovation in investing and proprietary trading, public/private financing, derivatives, securitized products and a broad range of structured solutions.

Gary Hall is a Partner with Siebert Williams Shank & Co., LLC (the nation's largest minority-owned investment bank) and a Partner with American Triple I Partners (an infrastructure private-equity firm). He formerly was an investment banker with JPMorgan, an attorney with

Municipal markets are at the center of how infrastructure and essential services are delivered, but it is very fragmented. The market is very local and decisions reflect the specific nature of the city/region, geographically and culturally. The need for infrastructure projects in the United States has been made even more urgent due to the pandemic. Municipal bonds have been responsible for many of the biggest and most iconic infrastructure projects in American history. “We have this sort of disparate view about government and its ability to operate and manage assets, but these are really important investments that we need to make in our country.”

In addition to the urgency of need, municipal markets have proven significantly less risky as an investment. There have been only 700 municipal bankruptcies in 100 years (90% from the notional value from four issuers). There were 119 corporate bankruptcies in 2019 alone. “In 2008, high yield corporate bonds lost 30% of its value, municipal bonds in that same market held steady.”

LISTEN AND SUBSCRIBE

SPEAKERS

Gary Hall.jpeg

Gary Hall

Partner

Siebert Williams Shank & Co.

Hector Negroni.jpeg

Hector Negroni

Founder & Chief Executive Officer

Foundation Credit

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello, everyone. And welcome back to SALT Talks. My name is John Darsie. I'm the Managing Director of SALT, which is a global thought leadership forum at the intersection of finance technology and public policy. SALT Talks are a digital interview series that we started during this work-from-home period with leading investors, creators, and thinkers. And what we're trying to do on these SALT Talks is the same thing we try to do at our global SALT conferences, which has provided a window into the mind of subject matter experts, as well as provide a platform for what we think are big ideas that are shaping the future.

John Darsie: (00:42)
And we're very excited today to welcome Gary Hall and Hector Negroni to SALT Talks. Gary Hall is a partner with Siebert William Shank and Company, which is the nation's largest minority owned investment bank. And he's also a partner with American Triple I Partners, which is an infrastructure private equity firm. He formerly was an investment banker with JP Morgan and attorney with Gardner, Carton and Douglas, a White House fellow assigned to the US Department of Treasury. And he worked in Chicago, Mayor Richard M Daley's administration. Gary serves on the advisory board at the University of Chicago, Harris Public Policy School's Center for municipal finance and the Board of Directors of the Bay Area Council. He's a Chicago native, but currently lives in the Bay Area. He's a trustee with the National Recreation Foundation and Las Trampas, an organization that supports adults with developmental disabilities.

John Darsie: (01:36)
Hector Negroni is the co-founder and Co-Chief Executive Officer and a Chief Investment Officer of Fundamental Credit Opportunities or FCO. Hector has been a pioneer in proprietary trading in the municipal market for over 20 years, leading innovation and public private financing, military housing privatization, basis arbitrage, tender option bond securitization, municipal derivatives, and a host of other structured solutions. Prior to forming FCO, he was the head of municipal trading at Goldman Sachs overseeing all capital commitments, flow trading, money markets, collateralized lending, and issuer derivatives. Hector joined Goldman Sachs as a managing director in 2005 to build and lead the municipal proprietary trading and structured products businesses.

John Darsie: (02:24)
Just reminder, if you have a question for Gary or Hector during today's SALT Talk, you can enter them in the Q and A box at the bottom of your video screen on Zoom. And hosting today's talk is Anthony Scaramucci, the founder and managing partner of SkyBridge Capital, a global alternative investment firm. And with that, I'll turn it over to Anthony for the talk.

Anthony Scaramucci: (02:42)
Well, John, thank you. It's great to be on with you guys. I was looking forward to this. I've got so many different things I want to talk to you guys about. I wanted to be free form. So, Hector, Gary, I'm not going to, Hector, Gary. Let's take it around the horn. And then of course, John's going to come on at the end. He's going to try to big photo us with his Southern charm and try to impress people, but our job right now is to just block him from the conversation.

Gary Hall: (03:13)
Anthony, it takes Hector 45 minutes to say hello. So, I hope you have electric shock around him.

Anthony Scaramucci: (03:18)
Okay. All right. Well, Darsie turned that on high voltage. Okay, I want to see Hector's hair stand straight up. All right. So, now, listen, let's go to the municipal markets, credit market, investment grade, high yield, structured credit. What the hell is going on? And where do you see things over the next three to six months? Let's start with Hector. And I got the buzzer on Hector. Let's go.

Hector Negroni: (03:45)
Thanks for having us, Anthony. We really appreciate it. We look forward to highlighting this marketplace. Listen, one of the things that's the hardest thing to understand about municipals is how fragmented it is. The world, isn't one broad brush here. What happening in steady California or New York City is far different than what might be having in Indianapolis or Santa Fe. And that's why this foot market matters so much. This market is the core center piece of how we deliver essential services and public infrastructure across the United States. But we do it in a very and uniform fashion.

Hector Negroni: (04:16)
The decisions are all very local. They all reflect preferences and differences, geographic and cultural. And so, as a result, it's a really, really unique and layered marketplace that has extraordinary opportunities around it. And importantly, at this time, and this juncture, especially with COVID, the pandemics had very different effects and has created different needs and different opportunities. So, we think it's a very exciting, but really nuanced place. And it takes subject matter experts like myself and Gary to be able to address it. I'm sure you're going to want to dig into a lot of the questions, but let me leave you with this.

Hector Negroni: (04:52)
For the most part, the municipal marketplace is sound, not over levered and not struggling with a wave of prospective defaults, but it's certainly challenged. The needs of infrastructure and the needs to provide essential services, both previous to the pandemic. And as a result of the pandemic are accelerated and attention to this marketplace is worth all of our time.

Anthony Scaramucci: (05:17)
Gary.

Gary Hall: (05:17)
The only thing I typically like to start off with the little cherry pie and patriotism. The municipal market funded, the Erie Canal, it funded the Golden Gate Bridge during the depression, I would say, the Hudson Dam and a host of other major infrastructure projects around the country. And all of these projects were built with taxpayers at the time paying back that debt that we all benefit from today. So, from time to time, I know we have this sort of disparate view about government and its ability to operate and manage assets, but these are really important investments that we need to make in our country. The other thing I would add is that, we had a 119 corporate bankruptcies in 2019.

Gary Hall: (06:00)
There have been 700 municipal bankruptcies in a 100 years and 90% of the notional value of all bankruptcy are with four issuers, Jefferson County, Washington Power, Puerto Rico and Detroit. And so, it's extremely safe and riskless market. And it's one that has weathered the storm. In 2008, high yield corporate bonds lost 30% of its value, municipal bonds in that same marker held steady. So, it's one of those things that, as we go through economic cycles and you're looking for some steady risk-weighted returns, it's the place to go.

Anthony Scaramucci: (06:36)
So, why though? Why is it safe?

Hector Negroni: (06:40)
Well, I... Go ahead, Gary.

Anthony Scaramucci: (06:42)
No, you go ahead. Go ahead.

Hector Negroni: (06:43)
So, for me, it's a little... Gary, and this is a great place to draw a distinction between the way Gary and I might look at the marketplace. I largely serve investors who aren't the traditional investors in the space, large pensions, endowments and foundations, people who don't even pay taxes in the United States. When you think about municipals, you largely think about the exemption. The reason is all this unusual fragmentation creates really different return profiles that aren't just along only taxes and marketplace, meaning we think that there's a lot of ways of playing credits against each other betting on credits to have a particular upside or downside.

Hector Negroni: (07:22)
And so, we would focus on the absolute return profile of the marketplace. So, it's less about it being safe and more about it being a really rich pool of opportunities for absolute return. That's our focus. I do think it's largely got good upside relative to downside from a credit perspective, but we're much more focused on absolute return. Gary, your perspective, probably.

Gary Hall: (07:43)
We've got to remind folks that it's a 72% retail oriented market with most of it being buy and hold. And that means that folks have a long view. And so, what we're starting to see now, Anthony, is that investors are really being inquisitive, about the broader context and operating metrics of governments. So, as opposed to just looking at the objective financial metrics, they're asking themselves the tough questions who has the political will to make the tough decisions as we go through COVID and as expenses go up and revenues go down? What are their decision powers with respect to opening up government? And how does that impact the triggers of the economic centers?

Gary Hall: (08:24)
All of these sort of subjective factors that quite frankly, we have not really examined in the way that the corporate market has. We're now treating our municipal issues to be a little bit more savvy about making forward looking statements that talk about where the pack is going. So, from that standpoint, there is a little bit more credit differentiation going on post COVID.

Hector Negroni: (08:42)
Think about it, Anthony, from your perspective, when's the last time you sat around and talked to a bunch of people about the municipal marketplace? It's what's happening in the world right now that is changing the dynamics that make it interesting. Whether it be because of policy or changes in credit, that's the real difference now. This marketplace has now very interesting and very compelling and should be compared to global large scale market, but it's like corporate IG in high yield.

Gary Hall: (09:06)
That's right. And we've got 150 billion mark of taxable bonds in our market. This market has never seen this sort of volume of taxable issuance. And as we have tenure immunity to tenure treasuries hovering at 100%, 200% and 300%, on a relative value basis, folks are failing and freaking out that it's a cost-effective market to be in and you can get some upside.

Anthony Scaramucci: (09:30)
Are there any COVID-19 innovations? And what I mean by that is we have a lot of small businesses in the cities that are suffering, the restaurant industry in particular. Is it possible to have a war bond like strategy where you go out to the public and say, "We're going to raise it through the municipality and the municipality is going to feed the small businesses," or is this all infrastructure and bridges and roads tunnels and subways?

Gary Hall: (09:59)
No, no, you raise a very interesting point. I mean, one of the things we have to think about with these vaccines is going to take these really intricate refrigeration type of storage facilities in order to store this vaccines. And who's going to build these? Who's going to store these all over the country? Most of urban America 62%, are health deserts. And so, you're not going to have a pharmacy there where you can get your vaccine. You're going to have to build out infrastructure in order to get access to these vaccines. I think that's an opportunity, where a war bond type structure can really help some of these local state, local governments really get these vaccines out in the marketplace.

Hector Negroni: (10:41)
And in addition to our normal practices in municipal credit, both Gary and I have separate strategies focused on infrastructure alone. And when we think about that, we don't think about them in the traditional avenue of bridges and roads. So, he offered up an example around testing and vaccination, the logistics of that super interesting as a public safety matter. And frankly, as a confidence reinstatement matter to get people back to work and back to school. And on the point of getting back to school, think about it. I have two kids, teenagers, they school from home. I'm working from home on occasion. The infrastructure of broadband, the infrastructure of telecommunications access is now a new essential services that local government have to think about how they play a role in.

Hector Negroni: (11:23)
And that's a hard thing. Governments are good at a lot of things. They're really good at operations risk. They're not very comfortable with technology. And so, there's an excellent opportunity for the pandemic to have created new evolutions of how technology and governments can work together. And that kind of glue that brings together private capital and private expertise.

Gary Hall: (11:43)
I couldn't agree with you more Hector. And in fact, the cooperation between these pharmaceutical companies and government, it can set a predicate for how the private sector can work with governments to optimize, and bringing technology and innovation to some traditional services that we provide. Whether it's parking, whether it's airports, things of that sort. I mean, I think we are on the cutting edge, a real sort of gateway to a lot of innovation taking place in traditional public services.

Hector Negroni: (12:10)
And I wouldn't want to dismiss, I mean, Anthony, I know you're curious probably around the federal intersection, let's say roughly three quarters out of every dollar spent on some version of infrastructure is spent at the local level, procured by decisions made all locally, but the federal government will have a role here. Frankly, the new administration has already stood up a clear initiative with its co-chairs of infrastructure to think about how they're going to aid the development. It'll happen at the local level, but the federal government's likely add a nice tailwind. So, we're excited about that as another dimension of opportunity in our space.

Anthony Scaramucci: (12:43)
You mentioned the Biden administration, and we know that many states, particularly the ones that were hit hardest with COVID, and municipalities, states and cities are underfunded right now. And there are shortfalls in New York State, I think it's close to $30 billion. So, do you expect the Biden administration in a potential stimulus to help those states or if they don't help those states, what happens to those states strategically? What do you think the permutation of outcomes may be?

Gary Hall: (13:16)
I think it largely depends on what happens in Georgia. If the Senate is controlled by the Democrats, I think you see probably a larger probability of a heavy stimulus package that is going to aid the local governments. If not, I think you even see a fight on your hands, as to where those resources go. I think they are badly needed. Going back to the Biden administration, I know there are some high aims to have zero emissions by 2050 and total clean energy by 2035. And so, there's a huge ambition in that administration, in order to really fund infrastructure projects, especially smart cities and things of that sort, but the cooperation in a bicameral way from Congress is going to be extremely important.

Hector Negroni: (14:01)
I think, I'm unfortunately a little skeptical about the likelihood of a meaningful stimulus bill from the federal government, largely for a lot of the reasons Gary has pointed out. Divided government is probably going to be a bit of a headwind to that, but it doesn't mean it's not needed. I mean, the shortfall of revenues for next year is estimated to be about a trillion dollars, a little bit less than half that states. And then the other half of that is cities and counties, and that's not even going into the shortfall for the public agencies. So, there's a lot of revenue shortfalls that are going to happen.

Hector Negroni: (14:34)
Now, importantly, that doesn't mean the car is racing into the wall at 80 miles an hour, it's very different in all jurisdictions. In some large states, you identified New York, New Jersey and Florida and Texas and California, they're all hovering in a 15% to 20% revenue decline. Those are big shocks, there'll be meaningful, but big states have a lot of resources to be able to address it. They can do a lot of different things. They have more diversified economies who'll be able to absorb those shocks. I'm worried further downstream. My bigger concern is the more marginal and smaller communities that were weak going into the pandemic are going to probably be worse off if there's not a meaningful distribution of federal support here.

Hector Negroni: (15:13)
Unfortunately, the federal government likes to think of it like a circulatory system. They push blood out, they push money out the door and it goes down to this furthest capillary down the system. It doesn't really work like that in the real world. And so, we really going to need a really dedicated effort that probably goes beyond just block grants to states. I think you're going to have to see something really detailed. And I'm just skeptical, the government really can pull that off. And so, I do think the downside of it is while I think that there's some really great opportunities in our space, I do think there's going to be a great dispersion in credit and probably a downward migration. Like I said, if you entered the pandemic in pretty good shape, you might be slightly worse off, but you'll be okay. If you entered weak shape, I'm a little more pessimistic on credit.

Gary Hall: (15:55)
I couldn't agree with you more, Hector. And the other thing I'm concerned about is a bait and switch. So, those states that are suffering for some systemic budgetary issues, driven by pension liability and post retirement medical liability, you can't use your stimulus to fix that problem. Ironically, the state with the least funded pension fund is Kentucky. And so, it's not just a blue state issue, it's bipartisan with those sort of systemic issues. But this whole notion of realigning benefits with the economic realities of the tax base that currently exists is something that government needs to address. And this whole notion of giving out these very, very generous benefit packages to really, really tie future taxpayers hands is something that definitely has to be ameliorated and cannot be addressed in my view, with a stimulus package.

Anthony Scaramucci: (16:44)
If you could be the municipal bonds' czar or the infrastructure's czar and you're putting together a list of priorities, let's say that every mayor or every governor had to answer to both of you, what would the things that you would be thinking about?

Gary Hall: (17:05)
Number one, through the tax reform that Trump instituted, the elimination of advanced refundings for taxes and debt was taxes and debt was taken away. Say it differently, if you have a mortgage and you could not refinance, that's an extremely tool that's being taken away from you to stabilize your budgetary situation. So, I would get that back. Number two, the expansion of private activity bonds. So, allow innovation back into the marketplace like we've seen before that Hector was speaking up before we actually invite, ingenuity and innovation from private entities coming in and helping to optimize governments.

Gary Hall: (17:44)
Number three, which I think is really critically important, is this whole notion of making sure that we get some Build America Bond aspect back to it. In 2010 and 2011, we had about $180 billion of Build American Bonds, deepening investor base, making foreign sovereigns and others attracted to the municipal market, that allowed for a tremendous amount of efficiency at cost-effective bond during that time.

Hector Negroni: (18:08)
I'm pretty much really aligned with Gary on this, our specific list very simply kind of is organized around a common principle of creating scalable funding vehicles. One of the problems the federal government does, they practice a little bit of laboratory experimentation on the municipal marketplace occasionally. "Hey, let's come up with this random tax credit chatchki that can only be attracted as one little sliver of the world because I want to have some directed impact." And rather than create a uniformity, what they should do is create a single permanent taxable bond, direct dubs subsidy. Like Gary said, we call it the Build Back America Bonds, going back to Biden's notion.

Gary Hall: (18:48)
I love it.

Hector Negroni: (18:50)
Create a single universal tax credit. So, whether it be solar, wind or lower income, create the tax credit that's uniform and transferable. We need to create scalability for these funding tools that will draw the amounts of global capital that can make a big, meaningful difference. We keep resting our hopes on financing on the backs of a primary retail tax paying audience in the United States. It's incredibly limiting, the market's pretty under-capitalized relative to our needs. If we have a trillion dollar need or a multi-trillion dollar need, borrowing it all from the US taxpayer, probably isn't the deepest pool of capital, it's that the flexible pool of capital.

Hector Negroni: (19:25)
So, creating a uniform bond structure that can be broader, not necessarily to the detriment of tax exemption, but in competition with tax exemption to create efficiency, creating a single universal tax credit, streamlining the federal guarantee program. So, you also have at-risk capital and development capital. And so, with that, you have to have a spirit of encouraging participation with private capital. Somehow it'd be great if there was a central solutions desk at the federal government. I generally, never expected to happen, but that's aspirationally what you'd want to have.

Hector Negroni: (19:58)
You don't want to create a uniformity around how the subsidies of governments are delivered to local governments. They're going to make the decisions on where the projects are and how the project should be built and what the scope should be and the procurement. But the money could come in a uniform fashion from the federal government, if it followed those paths. The last thing I'd say is, I want to focus on encouraging the adoption of new technologies and new revenue streams. I go back to broadband, how are we going to create a comfort level for governments to get involved in the broadband business?

Hector Negroni: (20:31)
It's not straightforward, but it's important that they do. How do they get comfortable with embracing 5G technology and all the other issues that I'm not as fluent on so that they can partner with private capital to solve our problems?

Gary Hall: (20:44)
One thing that we did mention at the outset of Anthony is how heterogeneous the municipal market is. We've got 50,000 issuers, a million CUSIPs in the municipal market. I mean, that's extremely fragmented market. And you've got the issuers in a muni market of a hundred thousand dollars to multi-billions. And trying to serve an investor base, but that sort of fragmentation is very, very difficult. And so, being able to expand it, get access to foreign sovereigns and deepen that buyer base is going to be critical to be able to fund these infrastructure needs going forward.

Hector Negroni: (21:22)
It's funny, the municipal marketplace and infrastructure financing largely in United States, the way we do it, the market it's an accident. It's an accident born out of 150 years of history with 50 different jurisdictions and different projects and different tolerances for risk and different tolerances for credit quality. And so, we can't eliminate that with a wand. It's not like we're going to turn this into some national agency market with 50 infrastructure state banks. But the best thing we can do is when the dollars are going to come and when the support is going to come from the federal government have it as homogenized as possible, because as Gary said, it's a very heterogeneous universe you're applying it to. So, let them have as homogeneous a building block as possible. And that's how you really make the difference.

Hector Negroni: (22:05)
One of the things I left out is what I call leveling the playing field, which is, we always talk about wanting to have the best people operate assets. So, a common topic is an airport. Maybe it's good that we partner with private capital to do that, but private capital should be able to avail itself of the same tools that a municipal issuer has. For example, a pension fund should be able to acquire, a US pension fund should have an interest in facilitating the development of a local assets, but doesn't do so because they can't borrow against that asset as efficiently as a city or county can.

Gary Hall: (22:39)
That's right.

Hector Negroni: (22:39)
So, on tapping that, cracking that open so that US public pensions can be a bigger part of the engagement of public assets and stewardship of public assets is a really big focus of our fund.

Gary Hall: (22:52)
And not only that, I mean, one of the huge bottlenecks in projects getting done is the Byzantine procurement process that are involved in governments. So, first of all, in government contracting, they can go out and locked in the cost of construction, whether it be pricing of raw materials, unless they have dollars in hand, that limits them exponentially. Since 2010, the cost of construction on a PPI basis has gone up 20% to 30%. These projects are getting more and more expensive. And so, being able to escape the Byzantine process and taking the length of time to get these projects done from start to finish is going to be critically important in things getting done, not only cost-effectively, but actually be to serve the infrastructure needs of the country.

Anthony Scaramucci: (23:35)
You both know a lot about the SALT income tax deductions and the cap. You probably are going to be surprised by this, but I don't talk to President Trump that often anymore. I know you're both shocked by that. So, don't be overly alone, but one of the last times-

Gary Hall: (23:52)
Is it the language, Anthony?

Anthony Scaramucci: (23:55)
Well, listen, when I used to talk to him, he used to talk over me anyway. So, I'm not really sure. It doesn't matter. But when the SALT tax came up and he had a conversation with me and obviously I was already fired out of the government, I said, "Well, what do you think of it?" I said, "Well, listen, I'm not talking as a blue state. Or I think it's a mistake because what happens is these blue states, primarily these port cities in the Northeast, and obviously the West coast are the bridges for the immigrants and their bridges for great technological innovation." And these teaming cities, usually some of the best product ideas, the best economic innovations come out of these parts of the country.

Anthony Scaramucci: (24:38)
And it acts like an electrification or domino effect around the country. And if you're depleting their resources, of course, there's going to be poor people in those areas and they need a safety net. And so, if you're going to be depleting their resources, and we all know that New York is putting more into the federal government that is taking out as is California, and some of the other states you're going to harm the entire economic system. And so, he talked over me, I guess, he wasn't really paying attention. Am I right about that? Am I wrong about that? And what are your thoughts on SALT and will the Democrats, if they retake the Senate re-install SALT?

Gary Hall: (25:17)
I think they will. And I think it's a critical need. In 2020, just on income practice alone, we're going to see a reduction of about 32 billion in income taxes for state and local governments, in 2021 that rises up to about 41 billion, in 2022, 50 billion. So, somebody is going to have to, that funding gap has got to be thrown somewhere. And so, I think you're going to see a huge lobbying by these governors both blue and red states to get that reinstated.

Hector Negroni: (25:53)
I'm an old school states' rights guy. My view is, generally speaking, when the federal government forgets about how much is done at the local level and mandates downstream, whether it be through unfunded mandates or trying to take more of the tax dollars share by disallowing the SALT deductions, it's just federal tyranny. And really, I'm just generally against it as a policy matter. And so, I think it'd be nice if it came back. Truth be told, we have lots of problems, the SALT deduction isn't at the top of my list, but yeah, I don't think it's anything... It should be restored. It's a reasonable thing, if you're honest with yourself about how the trade-off of the equilibrium is between dollar flows and between the federal government and the local governments.

Anthony Scaramucci: (26:41)
Well, I've got to turn it over to Mr. Darsie, who unfortunately is younger than the three of us. Thinks he's better.

Hector Negroni: (26:51)
Barely.

Anthony Scaramucci: (26:52)
He thinks he's better looking than the three of us and I'm talking to you and Negroni, pay attention. And so, I'm turning it over to him. He's got a ton of questions coming in. We've got great audience participation today. So, with that ladies and gentlemen, John Darsie.

John Darsie: (27:09)
Thank you, Anthony, for the kind introduction. ESG investing is a trend that's sweeping the asset management universe. And I'm curious whether that's an exception for the municipal market or how ESG is invading your work in terms of trying to drive good outcomes that fit with ESG mandates.

Gary Hall: (27:29)
This is a big issue for Hector. So, I'm going to give him a majority of time on this one, but I just gave you a couple of stats. We're up from 2017 to 2019, 200% in ESG issuance in the bond market and municipal bond market. We're hovering close to 18 billion or so we expect there are 20 billion this year, which is sizable. And we're seeing this is an investor base that is growing. I will tell you that we can't quantify a pricing difference in the market today, but from time to time, when deals need an anchor investor that can get in and enrich the amount of orders that they will provide on a particular deal, if it's ESG eligible, you'll find they'll do so. One failure I'll admit, because Anthony mentioned about being the czar of the municipal industry. I actually was at one point I was the chair of the MSRB.

Gary Hall: (28:19)
And one failure that I did not do on my watch was having a centralized platform to make sure that, especially for secondary trading, that investors can go in and see if projects are still compliant. So, there's no way after the original issue, there's some vetting going on to verify that it's ESG eligible. Once that's done, there's no way to check to see if that project is continually to be compliant with that. And so, if you've got debt outstanding for 30 years, you traded in a year 15, and you originally had an ESG project. You don't know when you're 15, whether or not it's still ESG eligible. And so, there has to be a way of having some centralized way to make governments stay on top of that and making sure that they keep in these projects within that round. And so, we don't have a large secondary trading market at ESG space today. And that's something that we have to improve upon. Hector, what are your thoughts?

Hector Negroni: (29:11)
Listen, I like to call us the original ESG market. I mean, if you think about it, virtually all of our issuers are in the primary purpose of doing something for the community, doing some social good, developing some public purpose. And so, their very essence is to do something that contributes to E S or G. And so, as a result, it's an incredibly target rich area to find that. And so, from the issuer standpoint, it's what they do. Municipal issuers are in the operations risk business, whether it be curtailing the demographic shifts as a result of managing their business fully. If you don't have clean water, if you're not insulating people from the risks of climate change, if you're worrying about demographics from social inequity, all those issues are going to contribute to long-term downside effects to your jurisdiction.

Hector Negroni: (29:56)
As an investor, it's about resilient returns. If I'm going to invest in water projects, the ones that do their job the best, not just cost-effectively, but actually produce long-term results and are pro-cyclical to good outcomes are going to be the best long-term investments. So, when it comes to infrastructure investing, especially resilient infrastructure is profoundly dependent upon the ESG metrics of sorts. And so, we think it's really important. We think it's integral to our marketplace, and frankly, it's pretty familiar to us and all of us it's within our DNA. The problem is, it's a really fragmented marketplace. And so, the data set is weak. The issuers really scratch their head around it. They don't understand this language. It's mostly coming from another country.

Gary Hall: (30:37)
That's right.

Hector Negroni: (30:38)
And so, I go to no shortage of meetings where someone from some other country tells us how well they do it there and why can't we do it in the US? And I have to lie to them, "Well, we have 60,000 to 90,000 unique caps." I mean, there's so many different jurisdictions. And unlike, a European country where it's a very top-down jurisdiction, these are the government letter or a regulator, every school district in Texas thinks they're a separate country. They're not looking to be dictated to. In hurting those caps to be able to put forth good metrics, common metrics can be put together uniformly to create some measurements is definitely an aspirational goal that we try and advocate for. Gary and I both work in a variety of different advocacy groups trying to try to make that happen.

Hector Negroni: (31:21)
But the other reason it's terribly important is because there's just huge walls of money that care. And what Gary says, and it's really important, this analysis, we haven't noticed a distinction in the price, it's almost less about the price and about the depth, the depth of capital that becomes available once you're able to make this a scalable, independently verifiable, credible pool for ESG factors is extraordinary.

Hector Negroni: (31:50)
I mean, it starts with a T not a B, trillions of dollars of care. And that means you're now able to really draw from large pools of capital to attend to very specific problems. And sometimes maybe with capital that's very flexible. That's where we come in. The difference is a lot of our investors who are very sophisticated investors care deeply about this, but if I can't evidence to them, the specific scoring or the specific metric, it's hard for them to really look at this as an ESG qualifying investment that might have a lot of capital available to it.

Hector Negroni: (32:21)
And then the last thing I'd say about that is from the issuer side, I always have to remind issuers, it's not about getting paid more because you do your job, it's your job. Your job is to produce good societal results. It's in my way right now, I think the investors are going to start penalizing those who do it poorly, those who are not addressing the issues well, whether it be from simple disclosure or actually what they do functionally, that's going to start costing them over time.

Gary Hall: (32:49)
I think that's a great point. The other point I would raise, Hector, is that the S and ESG is starting to get a little bit more resonance. And so, you see the Ford Foundation, the Mellon Foundation, Rockefeller, Bush Foundation issuing huge large bond deals so that they can leverage their dollars to be able to have a multiplier effect of the good that they're doing. And so, to the extent that we can really open up this marketplace and deepen it as Hector said, to access these huge pockets of doe, is only going to not be a good thing for the marketplace, but also for society.

John Darsie: (33:22)
So, you talked earlier about the need to create a framework that attracts a larger demographic of investors. So, how was investor participation in the municipal market evolving i.e are there more foreign investors and other non US taxable investors that are growing more interested in this space? And is this just a new version of non traditional interlopers or a more seminal development in the space?

Gary Hall: (33:48)
My view right now, is that the foreign money that you see is basically using just their American money, as opposed to really get into deeper international dollars. And so, I think it's more interloping at this particular point. I think the Build America Bond program or something, Build Back America, it would allow for deep and access, but in candor there's more to do on the disclosure side or municipal issues. We still have a stale financial disclosure system whereby annual financial statements are sometimes years in delay. And so, there needs to be a little bit more transparency. There needs to be more investor-friendly websites to give folks real-time information about the financial metrics of these issuers. I am working very, very hard with my issuer clients to make sure they understand how to contextualize their credit hurdles and credit challenges and open themselves up to actively engage with investors.

Gary Hall: (34:48)
And this is important, not only when they're issuing deals, but when they're not in the market, because these bonds are being traded in PMC to know that they don't have any sort of risks, they wake up on in their portfolio and they see a huge pricing differential. So, I think there's more work to be done in the municipal market on disclosure. I know that the SEC chair is working hard to get that, the MSRB is trying to provide those repositories and portals to get investors information, but I think it's more of something to calm weather it is, today. What are your thoughts there, Hector?

Hector Negroni: (35:18)
I think a little bit of a different tact, although I generally agree a disclosure should, Gary is uniquely expertized given his experience at the MSRB on that matter. And what is the art of the possible, but what I think, I think we're starting to see a little more of a permanent residence in our marketplace. We're starting to see people come into our marketplace, now, there's a tailwind. There's a weak tail that makes it attractive from a hedging standpoint, but we've seen now a large amount of index eligible securities get into our marketplace. So, when Build America Bonds got into marketplace, one of the things they did is they fall into the Barclays agg. And so, now we have another universe of securities that are suddenly doing that, and it's cutting across more and more sectors of the space.

Hector Negroni: (36:04)
And so, I do think that it's starting to become attractive to the universal investors, but I also think that in a world where you're seeing investors who want more absolute return profiles, more asymmetric return profiles, more uncorrelated return profiles. As an alternative manager, we're starting to stick out. We're getting a lot more interesting calls from a large, large global investors who normally would have thought of discarded municipals. "It's too small. I don't pay taxes. The information's scratchy. Everything's going to... The Meredith Whitney, everything's going to default moment." And we've done a lot of education to really turn that around, to get people to realize it's a scalable opportunity set with a lot of a really rich uncorrelated and efficient opportunity set to capitalize on. And I think that we're starting to see a much broader participation.

Hector Negroni: (37:06)
My professional goal in life is to move the municipal marketplace from the children's table to the adult table of the capital markets. And I starting to see we're getting invited to the adult table. And I'm seeing... I saw the NASDAQ and life are setting up networks to be able to list their stuff also starting about listing bonds that are sustainable purposes, more and more people are trying to galvanize their thinking around how to create repeatable, successful, broader participation in this marketplace. I'm excited about that.

Gary Hall: (37:36)
We had an SFPUC bond, a San Francisco Public Utility Bond is actually listed on the London Stock Exchange. And so, you starting to get a little bit... Hector, I do have a question, how are you working with your investors to overcome some of the traditional sort of muni structuring issues to you in par calls, serial bonds, those sorts of things. How are you getting your folks comfortable?

Hector Negroni: (37:55)
Well, generally speaking, we see those as opportunities. They create an inefficiency of sorts. And so, generally speaking, if we see that negative convexity detracts people from a certain structure and attract people to something else, we capitalize on that relative cheapness. So, we'll buy the things that's a little off market because we figure we can manage that risk because we're not long only. And that's the big difference, the bias in most investors in this space... Gary, thank you for the commercial. The bias for most investors in the space is very simply that they are long only and collect tax exemption. And if you can be more than that, if you're unbiased with respect to the tax exemption, and if you can be focused on hedging and creating asymmetry and return profiles, we think it's a really, really attractive position to take advantage.

Hector Negroni: (38:39)
That said, Gary, it would be nice if issuers appealed more to the non-traditional audience, if they weren't so self interested in wanting just to call all the time and they're willing to be more open about different structures to drive broader participation. Again, beating the drum on that point, we need to be a little bit less parochial in our experience in the marketplace and kind of open ourselves up to what other markets and other asset classes are doing.

Gary Hall: (39:04)
So, if we're having a beer and we're talking about this, Hector, I would say to you, "My issuers are telling me, 'Yeah, that's great, but show me the pricing differential.'" And so, what's happening in our market now is price discovery is more art than science. And you don't know in today of where are you going to end up and whether or not pricing leverage is going to be swung your way. And so, it's very hard to move the needle in that way to do these new innovative ways of marketing yourself if we can't quantify it. And then, my issuer clients are not paid to take risks.

Hector Negroni: (39:32)
I grew up as a guy who's developed a lot of structure in our marketplace. And so, I've lived with that for a long time. You're right, it's difficult to create real transparency on that difference, but it's not helped by the legions of people who are uninterested in it. There's a lot of people-

Gary Hall: (39:52)
Factor nos.

Hector Negroni: (39:53)
I don't know, maybe some of the financial advisors who are really particularly uninterested in that being an outcome. They'd rather just lather, rinse, repeat.

Gary Hall: (40:05)
Yeah, I think that's absolutely the case.

Hector Negroni: (40:05)
But I want to play this a little balanced so it's also a little unfair to ask the issuers to take too much risk. I mean, municipal issuers aren't in the business of taking financial risks. That's not their job. Their job is to make sure the roads are paved and toilets flushed. They're an operations risk business, we don't hire and elect these people to kind of pick where rates are going and whether they should or shouldn't sell calls. So, I don't want to take away from the fact that it's a challenge for them, it's definitely hard. When I look at a room full of issuers, when I see me in a lot of your issuing clients, I listen, I'm pretty sympathetic. They have really hard jobs.

Gary Hall: (40:36)
But the pack is going in a different way and we're going to have more credit differentiation than we've had in our market. For the last five years, Hector, we had low supply, tremendous amount of demand and low interest rate environment. And so, getting my municipal issuers to understand that that is not the norm, is really difficult that you're not going to have 3% money forever. And that you're going to pay some pricing differential, when you have these sort of credit hiccups. I tell folks a story, State of Illinois had a big disclosure to that credit about having delays in their financials for some time. They did a competitive deal right after that and it was a tighter spread than years prior. And so, there's really no penalty for any sort of disclosure issues and credit differentiation has not been as penalized, as it's going to be in the future, I believe.

Hector Negroni: (41:21)
I think it's really important, Gary. We are at the precipice of a reversal in... Upgrades, downgrades have been two to one for the last couple of years. It's to be one to two, the ratio is going to go the other way. And then, we're going to have a downward migration in credit quality and this real increase diversion. For us, that's a tremendous opportunity. For the traditional, sleep well at night client, it's going to get a little bumpier. I'm not going to say it's a train wreck, it's just going to get a little less easy.

Gary Hall: (41:53)
And investors are not relying on credit ratings just to make binding pricing decisions. So, their key concerns are those into a lot of credit work themselves and it's not uniform. And that's going to require our issuer clients to be a little more nimble in marketing themselves.

John Darsie: (42:07)
I'll start with Hector on this, do you think the municipal lending facility could get extended past December 31st? And if so, do you think there's a possibility that President-elect Biden's administration may advocate for using that program as a financing source for municipalities in order to bypass a potentially Republican controlled Senate?

Hector Negroni: (42:28)
It's a thorny policy question. I mean, I think the fed did what they could do given some really big challenges. A, administering this really diverse universe means you can only do it to a number of people there. They just don't have, I mean, they brought over two experts that we both know John Bagley and then Ken [inaudible 00:42:46] over there. Guys with real experience, but it's a really hard thing to administer to this real diverse marketplace with a limited staff and frankly unlimited mandate. Two is, they're very uncomfortable about being at any credit risk. And so, they really, really just wanted to really narrow how they would focus on particular sectors in particular credit entities. But the other thing that was a challenge was they didn't want to be caught facilitating financing to bad political risks, and they didn't want to get in the middle of that political discussion.

Hector Negroni: (43:22)
So, the MLF was a reasonable... It was nice. It was nice to see them try to do something. I think there's been a little bit of misrepresentation about how impactful it was. The truth was low rates, staggering amounts of inflows and an enormous amount of issuance moved from the tax and marketplace to the taxable marketplace. Created an equilibrium, so that too much supply didn't overwhelm the increasing amount of cash that was coming in at the low rate environment. And that's why we sailed through okay.

Gary Hall: (43:51)
That's right.

Hector Negroni: (43:52)
But we're not done. I wish the government would acknowledge one problem is the real problem in the municipal marketplace is for that more run in the muni issuer or in times of crisis, the marketplace doesn't have a great liquidity profile to it. That's the bigger challenge, the challenge is most muni issuers don't need to borrow for a revenue shock overnight. It's not like they're going to sell a division tomorrow or issue some stock. They don't have the tools corporations have, they have to amortize losses. They have to grow their way from shocks. And so, there's generally a longer duration to the borrowing needs and in our marketplace, if there's not a bid and the long end as we saw in March, it can be very, very disruptive.

Hector Negroni: (44:30)
So, if the fed really, really wanted to cushion liquidity shocks to the marketplace and they really wanted to manage investor concern, they would be buying in the secondary, not unlike they did in the corporate marketplace. Of course, the corporate marketplace is a lot easier, they're familiar with it, they're ETFs. They could set up some index profile and it's all much shorter dated duration. In the municipal marketplace, they're just as familiar with it but the real solution for a federal government intervention profile is to deal with liquidity because our problem is much more acute around liquidity directions. It's like a herd of elephants, they all like they are all buying and, or they're all running a lot of times.

Hector Negroni: (45:11)
And so, that volatility and direction can be very, very noisy in our space. And so, I'd rather see them do that than pretend that they're going to be... a three-year loan to like a municipality. And by the way, if you're only lending the 250 of them, it's not filtering through the marketplace that effectively. Gary, your thoughts.

Gary Hall: (45:31)
I agree. I think, I mean, at the end of the day, Hector as you know municipal bonds trade the most frequently 90 days after the original issuance market. We hover around 12.5 billion dollars of trades, 35,000 trades a day. So, having some stability in our secondary market, as we saw with the exponential rise in bids and wants during the pandemic is where we need the most amount of help. The MMR program is primarily was the lender of last resort and what it afforded New York MTA, State of Illinois was more flexibility than actual true cost savings. And so, I think a little bit more have to end a secondary market and we do wonders for our market. Good point.

Hector Negroni: (46:14)
It's really important, also, you say this because it's happening at a time, here you've heard us talking about a couple of things. We've talked about the risks around credit dispersion. We're obviously in an era where the need for capital is only growing. The infrastructure shortfall is only yawning wider every day, and we're doing so in an environment where the secondary trading activity and the dealer capital is actually thinner than ever.

Gary Hall: (46:39)
Absolutely.

Hector Negroni: (46:41)
I've been doing this for a little over for about 30 years, the little over, I'm going to pretend it was less than so I'd look younger, but the truth is I've never seen the proportion of the market size relative to the liquidity providing capital more upside down. The liquidity capital that intervenes or intermediates risk in this marketplace has never been thinner relative to the size of the marketplace. And we're doing this when we're talking Gary and I both about the prospects of maybe a $100 billion or $200 billion of additional calendar next year. It's an issue still, we're not out of the woods around liquidity shocks and credit shocks.

Gary Hall: (47:14)
And [crosstalk 00:47:15], will be more comprised of new money issuance than in years past when we just doing traditional refundings. So, there is definitely a need for more capital positives.

Hector Negroni: (47:25)
I mean, we like it because of volatility creates opportunity for us, but if you want to deal with concerns around stability, like people should know, it's going to be more adult swim next year than it was in the last couple of years.

John Darsie: (47:38)
So, really quickly, how do you expect some of these major an unfunded liabilities like pensions and healthcare schemes in the places we're seeing in the headlines like Illinois, Chicago, the MTA? How do you expect those to play out?

Hector Negroni: (47:52)
I mean, listen, I think there's a much bigger salient political story around that topic than there is an imminent credit concern. The truth of it is while the balance sheets in many of these cases are off sides. And it's really concentrated on a handful of people, it's not imminent to fiscal matters next week. I mean, I can't say that uniformly, but you name the big three. There's 60,000 others that are perfectly fine. And so, I don't think that it is a uniform statement and you can make, but the ones that are big are out there are big and they're problems. And I'm not really sure what Chicago is going to do and what Illinois are going to do if they don't open themselves up to pension reform. I really don't know how they can just tax themselves out or worse yet this is one of the reasons we need to think about federal support is, if they have to reduce services, which means firing people and doing less, that's a headwind for growth.

Hector Negroni: (48:51)
There was a statistic the other day about the payroll numbers about how payroll numbers are over 50% return in the private, but from the lows of this year, they're only up 10% from the low. So, we're still down 90%. I mean, we're still down a staggering amount, it's still over payrolls. And we haven't even begun to incorporate the consequences of fiscal shortfalls. So, there's probably more negative job issues in that environment. So, we all that, there's certainly helps the needed, but there's a difference between deterioration in credit and some imminent, like shock born out of the balance sheets rolling over.

Hector Negroni: (49:25)
And I don't think that that's very likely broadly. I'm not going to ignore the Illinois and Chicago are more front and center around this. I feel bad for Mayor Lightfoot in a lot of ways. She's at really difficult position because she's so wedded to what the state does and the state didn't pass a progressive tax. They don't want to do a pension reform structure. And that leaves her with very few options and she's got a whole host of issues to contend with. So, listen, they have a particular set of issues. It's not my favorite credit to talk about because I think, I don't have a lot of the answers. And frankly, I think the answers would come out of some boundary restructuring, but I'm not interested in it effecting credit. It's really a balance sheet for their liability side.

Gary Hall: (50:07)
But to that point, you're absolutely right. I mean, but one of the things I do applaud Mayor Lightfoot and the administration is the transparency. They offer investors a tremendous amount of access to the information. And giving them forward thinking on what their plans are and whether it's a scoop and toss strategy on a deck or whether it is deferring some of the contributions they have to make into their pinch and liability. There is an open discussion with investors so they know where the pack is going and make an active decision when they're making buying and pricing determinations, which I appreciate.

Hector Negroni: (50:41)
You know what, that's a really good point, Gary, because as much as they're maligned for their conditions, Carol Brown and Jeannie who are the previous CFO and the current CFO have done a tremendous amount to be available, they put themselves front and center, they run into the fire and it's burning hot.

John Darsie: (50:59)
Well, we're going to leave it there. We need to give you guys a weekly municipal market show and just let you guys go because we can talk about stuff for days. And it's such an important market. People think about the municipal market is a boring market in a lot of ways, but there's so much good that could be done with pension reform, municipal market reform in a more energetic approach to municipal investing. So, thanks so much for joining us. I think Anthony hopped off, but thanks for beginning the conversation.

Hector Negroni: (51:28)
What is the price?

John Darsie: (51:29)
We'll have to have you guys back maybe once the President Biden is in office and we start to see some of the gears of reform taking place in terms of how we approach some of these problems related to both municipal investing and infrastructure as well. So, thank you, Gary and Hector so much for joining us.

Gary Hall: (51:44)
All right, John. Thanks so much.

Hector Negroni: (51:45)
Thank you for the time, appreciate it.

Gary Hall: (51:46)
All right, appreciate it.

Josh Giegel: Making High-Speed Travel a Reality With Hyperloop | SALT Talks #115

“The mission of the engineer is to let people live the way they want to live without destroying the world around them.”

Josh Giegel is the CTO and Co-Founder of Virgin Hyperloop where he is leading a world-class team of engineers making the hyperloop a reality. Josh founded the company in 2014, when hyperloop was an idea drawn on a whiteboard in a garage. A little over two years later, VH built a full-scale prototype capturing the attention of governments worldwide. Today, Josh is leading the development of paradigm shifting electromagnetic, high power, autonomous technology, bridging the engineering work with unparalleled passenger experience, and working at the highest levels of government to develop a regulatory framework for hyperloop technology.

Growing up in a family of engineers opened Giegel’s eyes to a world of possibility. He learned from his dad early on to tackle any project by simply understanding the problem-solving process. An early role with SpaceX building rockets eventually led to a shift towards more earth-based interests. “We're going to do make life interplanetary, that's awesome as well, but I really started to focus on the responsibility of the engineer here on earth.”

Hyperloop aims to completely revolutionize the way we travel. “What we're trying to do is move people at airline speeds, but here on the ground.” This more environmentally-friendly technology will allow someone to live in NYC and commute daily to Washington DC with the ease of a commuter driving into the city from the suburbs.

LISTEN AND SUBSCRIBE

SPEAKER

Josh Giegel.jpeg

Josh Giegel

Chief Technical Officer & Co-Founder

Virgin Hyperloop

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello everyone, and welcome back to SALT Talks. My name is John Darsie. I'm the managing director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology, and public policy. SALT Talks are a digital interview series that we started during this work-from-home period with leading investors, creators, and thinkers, and our goal during these SALT Talks is the same as our global conference series of SALT Conference, which you may have heard of if you're participating in these webinars, which are conferences that we hold in the US and internationally every year.

John Darsie: (00:40)
What we try to do at those conferences and on these talks is provide a window into the mind of subject matter experts as well as provide a platform for what we think are big ideas that are shaping the future. We're very excited today to feature one of those big ideas, and we're very excited to welcome Josh Giegel to SALT Talks. Josh is the chief technical officer and the co-founder of Virgin Hyperloop, where he's leading a world-class team of engineers making the Hyperloop a reality.

John Darsie: (01:07)
Josh founded the company in 2014 when Hyperloop was an idea drawn on a whiteboard in a garage. A little over two years later, Virgin Hyperloop built a full-scale prototype capturing the attention of governments around the world. Previously at SpaceX, Josh developed the world's first reusable rockets and led the successful testing of six different rocket engines. From the final frontier to horizon right on the ground. Josh shifted his focus to the power of the earth with revolutionary waste heat to power, energy technology, leading research activities at Echogen Power Systems.

John Darsie: (01:44)
Josh is passionate about the power of engineering to create solutions that enable people to live their lives how they want, where they want in a way that is sustainable. This led him to leverage his expertise in high-performance rocket engines with his grasp of clean energy generation to develop the world's first autonomous high performance electric mode of mass transportation. Josh received his MS in mechanical engineering from Stanford University, where he was a graduate engineering fellow. He holds his BSME from Penn State University, where he graduated with honors and was first in his class. I know from talking before we went live, he's a proud Pittsburgh native.

John Darsie: (02:22)
If you have any questions for Josh during today's SALT Talk, you can enter them in the Q&A box at the bottom of your video screen on Zoom, and I'm going to be hosting today's talk. Normally, I would kick it over to Anthony Scaramucci or another guest host, but today you're stuck with me. So Josh, thanks so much for joining us. We'd like to start every talk with the discussion of the guests background and sort of their personal journey, their professional journey. So how did you grow up? How did you get into the career you did starting at SpaceX, moving into renewable energies? Now, what caused you to want to start working on the Hyperloop?

Josh Giegel: (02:54)
Thanks for having me, John. I appreciate the invitation. So yeah. The part that I think it was pretty exciting but also maybe a part of a punchline to a joke is everyone in my family is an engineer. So my mom, dad, sister, sister's husband, my wife, we're all engineers. So that really gave me one of many options as you could possibly imagine, growing up to [crosstalk 00:03:22].

John Darsie: (03:21)
A lot of pressure.

Josh Giegel: (03:23)
A lot of pressure. A lot of pressure. Our vacations would be going to National Laboratories or the Air and Space Museum or the like. But the part that really got me excited about engineering was spending time with my dad, building things, working on cars and the like, and the power of being an engineer, which is I used to think like, how does my dad know all the answers to all of these different things?

Josh Giegel: (03:47)
The answer was he did it. He just knew how to problem-solve. He knew how to go through the processes. To me, it was exciting that as an engineer, I didn't know what I was going to be doing in five or 10 years, but I knew I'd be excited by it, and I could sit, and I could basically predict the future from sort of the imagination space that you have in your head through being able to calculate it, compute it on the computer as you go forward. So then it was a pretty easy pick for me to want to do engineering in school and then went to Penn State for undergrad, which it was exciting time.

Josh Giegel: (04:25)
I mean, I think Penn State does well with sort of people that grow up within the state and really giving them a good kind of technical education. My eyes really got open going to grad school at Stanford about what the power of being an engineer could be, which is to imagine the future you want to live in and then go create it. You started to feel this energy, this vibe, this buzz, and I had got from a former colleague as a before who said, "You should go check out this company called SpaceX." This is when I was about ready to do some qualifications for the PhD and the like, and I went down to SpaceX. This is right before they had their first successful flight in 2008, and there was just an energy. There's just the buzz. It was a small company, interviewed with Elon, and it was kind of that transformational moment. I remember talking to my advisor, and he described what my PhD would look like. I said, "There is nothing I'd rather do less than what you just described."

Josh Giegel: (05:24)
So then ended up going over to, to SpaceX, building rockets, getting the chance to build something brand new and have more responsibility than a 23-year-old should have and successfully did that and then started to realize rockets are great. What we're going to do make life interplanetary, that's like awesome as well. But I really started to focus on the responsibility of the engineer here on earth. Started to go to some new ways to make power, some using carbon dioxide and things like that. Built some really successful things there and then really started to look at this transportation space and think like, wow, A, no one's built anything like Hyperloop before when Elon put out the white paper. B, it's going to be around long after we're gone, it can change. You can reduce emissions. It can make the environment more sustainable. More poorly, the mission of the engineer is to let people live the way they want to live without destroying the world around them.

Josh Giegel: (06:19)
This is big enough and hard enough to be fun. It's of a scale that's going to be around long after I'm gone and we're gone, and that's the part that is just truly exciting about it.

John Darsie: (06:29)
So before we dive deeper into the Hyperloop, I want to talk about SpaceX and space for a minute. You were obviously fascinated by rocketry and exploring space. What do you think the future for the human civilization is in space, and what timeline do you think it's going to be for us to really start launching mass space tourism and colonies within space?

Josh Giegel: (06:50)
Yeah, that's a good one. I think the part that we landed on the moon like 50 years ago, and we have been stuck in like low earth orbit ever since, it's not the technology. I think the technology when pushed can actually do what we want to do. I mean, we probably could have gone to Mars in the '80s if we really put our mind to it. I think the aspect of this becoming privatized though is really exciting. You see what SpaceX has been able to do. You see [inaudible 00:07:18] a dozen small rocket companies now that are popping up. A lot of them are former people I worked with that are starting them. You're seeing this kind of proliferation because people are able, the technology is there, the cost of access is reducing.

Josh Giegel: (07:33)
I think we're just tapping the surface. But I do truly believe it's going to be the private companies that are going to do it. I interned at NASA. I met my wife at NASA that I think the days of kind of this big government piece are over because there's profit to be made, there's money to be made, whether it's mining asteroids or doing something else. I mean, I think the opportunity is going to be private. I would suspect by the end of this decade, so like 2030, you're going to start to see some of the advances. You're going to start to see things move away from chemical rockets, which is really kind of keeping us parked here into some more exotic technologies that I think will take us to mars and to the stars.

John Darsie: (08:16)
Well, between SpaceX, Blue Origin, and Virgin Galactic, you have some well capitalized individuals that are pursuing these goals in space. So hopefully, that'll lead us to a more rapid development than we would if it was a public sector government project. Well, I want to jump into Hyperloop. So your ambitions went from space to, what can I do here on the ground on earth? You started a Hyperloop company. Could you explain for people who are less familiar with Hyperloop first what it is?

Josh Giegel: (08:46)
So what we're trying to do is move people at airline speeds, but here on the ground. So if we just dive that a little bit more, we want to move at the speed of an aircraft. We want to have fully electric propulsion direct to your destination. So unlike a train, you're going direct to where you want to go. You're not stopping at every place along the way. Then doing that again in a on-demand sense. So you're not waiting for a timetable. You're showing up when you want to show up. So it's sort of taking the advantages of air, which is speed, the advantages of rail, which is capacity, the advantages of like ride sharing, which is this on demand. It's trying to put them all together. So what we do is we create a tube and that too, we take out most of the air, not all of the air, like flying at 50 kilometers of altitude or 200,000 feet of altitude.

Josh Giegel: (09:36)
So you can go those speeds with really little drag, and so very low energy consumption. So you can go these feeds. Then we use electromagnetic propulsion and levitation that gives us contact lists, high speed, basically the ability to move it a those speeds without touching anything on the sides of the track, all things that we've developed and invented here at Virgin Hyperloop over the last really two to three years as we've progressed the technology. Then the goal really is to let people move at these speeds for a cost that's not any different than a bus ticket or a train ticket, but you get this much wilder, much more inventive space where you can live in one city. You can work in another. You could live in New York. You could work in Washington DC, and you could take this in a daily type of setting. But to do that, we have to do it at scale. We have to do that at speed, and then more importantly, we have to do it safely.

John Darsie: (10:32)
So you talked about how you started this company back when the concept of a Hyperloop was just something on a whiteboard. Elon Musk basically sketched it out and said, "We need to build this. I'm going to make this open source. I want to allow anyone to work on this technology." From when you started the company to today, what are some challenges that you've faced that you either expected and some that you might have not expected as you've been on this journey, and what do you think the opportunity is in terms of how widely we can adopt Hyperloop going forward?

Josh Giegel: (11:01)
Yeah. Every now and then, I think back in those garage days, and the garage days were filled with technology development, right, which is like, "Oh, we're going to do this. It's going to look like this. This is how we're going to achieve that." The white paper talked about a particular way that you could make a Hyperloop. Unfortunately, that way is not as energy efficient, economical as it needs to be. So we had to develop a brand new way of operating them. But I think the biggest challenges were it's one thing to build a technology. It's something completely different to build a company, something completely different to build a team, something completely different to build an industry.

Josh Giegel: (11:39)
We're trying to do all of those in addition to building a technology. That piece I think in a way has actually made the fact that the technology has worked, and we've done all that more rewarding because you had to do all of these things as we've gone through. But at the same time, it's not the first thing that comes to mind as an engineer when you're thinking about a new technology.

Josh Giegel: (12:04)
Those days in the garage, really, I think were some of the best days of my life, some of the most exciting days of my life, where you have infinite possibilities. You're unconstrained in terms of vision. Sometimes you could be paralyzed without constraints. But that view of in its raw form like, what is the future that we want, and how can technology get us there? That was what I signed up for. Then the part that's been actually fun is... So the thing that sets sort of the research scientists or the physicists from the engineers is the engineers make things practical. I want to build things. I love building things. That's ultimately what's setting us apart from some of the other people in the space and ultimately from just this idea is that without actually building it, without actually getting in it, without actually showing the technology works, no one's going to believe you.

Josh Giegel: (13:01)
Over the last six years, we've had plenty and plenty of [inaudible 00:13:03]. Each time, each new milestone is just like another kind of arrow in the quiver of like, "Hey, we know how to build technology. We know how to do it." This is not decades away. This is going to happen in the next decade.

John Darsie: (13:18)
So when we talk about the future of Hyperloop and how it can transform public transit around the world, is this something where we're going to be traveling from San Francisco to Los Angeles or from New York to Philadelphia, or is this something that can be built such that we can travel between continents, and it's going to be the primary source of on-ground public transportation?

Josh Giegel: (13:40)
My goal is that this turns into the primary source of ground transportation. I'll be even more specific. I hope my little two-year-old comes to me in 20 years and says, "Dad, how did you get around before Hyperloop?" That's the level of ambition that I'm trying to-

John Darsie: (13:57)
What? You rode an Amtrak train that averages 30 miles an hour and takes longer than it would take to drive to go between major cities?

Josh Giegel: (14:04)
Yeah. You're going to pay like $300 to ride that train or something like that. Yeah. That's not the future I want for him nor myself. So what we view is, if you look kind of throughout history, you could say every time we've connected with each other faster, there's been a massive economic growth and massive GDP growth. You could say Roman roads. You can say Spanish ships. You can say the transport at the road, the airplane, even the internet, all forms of connectivity. But we haven't seen the same level of innovation, same level of developments on the mass transportation space, as we've seen with some of these other areas. So we want to keep growing, want be more connected, but yet our infrastructure, the speed of our infrastructure is actually restraining us.

John Darsie: (14:52)
We've gone backwards actually. We had supersonic airplanes, and for a variety of reasons, those were shelves, and we've actually gone backwards, especially in the United States.

Josh Giegel: (15:01)
Yeah. The transatlantic time by flights has actually gone down because the energy consumption needs to be lower. So they're slowing the speeds down. So when you look at what this could be, if you sort of taking people off of the road and started connecting, we'll call it just the US for right now, imagine you had a couple of basically Hyperloop highway systems that maybe two or three routes that went East to West, and you had a couple that went North to South sort of crisscrossing the grid, you could have same day connectivity for goods, for people and then do it in a way that's actually environmentally sustainable.

Josh Giegel: (15:39)
So you could take all of the pollution that comes from transit of air of road of that. You can move it to electric, which could be powered by renewables, and you could do that in a way that's actually satisfying the needs. Right now, it takes four or five days to go from Los Angeles to Chicago on a train. So you can't really ship too many things in that case. But if you look at the package you buy from Amazon, you want same day. But what if I could do same day from a central place and just make it up Nebraska, four corners of the US, and I can do that at the speed of flight at the energy efficiency. You can combine that with autonomous last mile solutions. You have a huge amount of opportunity. Then you could start to say in the US it's big enough that we could do that. Our cities are farther apart. You want that speed. You want that benefit. In Europe and India and China, all of these places are doing it.

Josh Giegel: (16:31)
You can see the massive potential because The Silk Road in China being invested something on the order of about $100 billion right now to increase the average speed on that route from about 30 miles an hour to about 60 miles an hour. We're talking 10 X that. They're willing to put that kind of money in for that type of connectivity. So I do think you can, again, let people live the way they want to live but not destroy the environment. You can get them the speeds that on demand without having a massive energy [inaudible 00:17:07].

John Darsie: (17:07)
So what type of speeds are we talking here at the upper end of what you think we can achieve?

Josh Giegel: (17:12)
So we could go 1,000, 2,000 miles an hour in theory. You don't want to do that in practice because the tube would need to be too straight. So in reality, between big runs between, say Denver and Chicago or something like that, your top speed would be something on the order about 500 to 600 miles an hour.

John Darsie: (17:32)
Earlier this month, you were the first ever human to travel in a Hyperloop. So like you said, in theory, and in practice, this is a little bit different because in theory, it would demand perfection of the construction, every element of the project. What did it feel like to be in the Hyperloop? Do you think it's something that everyone is going to feel comfortable doing?

Josh Giegel: (17:51)
So I do think it'll be something that everybody feels comfortable in. One of the reasons I wanted to be the first passenger in it is I subscribe to a leadership philosophy of this kind of the adage of the Roman architect, right? The Roman architect, when you took the scaffolding out, how to stand under the arch to measure his worth as an architect. For me, if it wasn't safe enough for me, it wasn't going to be safe enough for everybody. Safe enough for me is I've got a wife and a kid who, by all accounts still enjoy my presence and wanted me... As much as they wanted me to get in, they wanted me to get out even more.

Josh Giegel: (18:30)
So the goal of what we were trying to do is also show that this is not for astronauts. This is not for risk-takers or adventure-seekers or whatever you want to do. This is for normal everyday people. So typically, if you're in an environment like in that tube, which is low pressure, you're in a space suit in case something goes wrong. But Sara, my co-passenger and I, Sara is our director of passenger experience, we were just in normal clothes because we designed the system to be safe enough to deal with whatever could go wrong and do that in a way that allowed us to just be in normal everyday clothing.

Josh Giegel: (19:06)
So that was a huge piece for us is that we wanted to show that we can build great technology. We can build great products, but we have to build safe products. The goal here was to show that like, "Hey, this is safe enough for two people to get in. I'm an engineer. Sara's not." She didn't need to know all of the things that could go wrong or that we made to make the system safe because she's trusted in the process, and that's the same thing we have to do to get something eventually certified.

John Darsie: (19:35)
So what did it feel like? You went what, a hundred miles an hour? Did it feel like you were on a rollercoaster? Did it feel like you were in a very low stress type of environment? What was the sensation when you were in the tube?

Josh Giegel: (19:47)
Aside from I would describe myself not as excited but giddy. So I was giddy getting into. Sarah and I were both giddy. Sensation-wise, it was kind of overwhelming to have the history of building the company, getting to a spot where we were sitting in something that used to be an idea. That was profound before you even went down the track. But once you're sitting in, you felt it was a little bit harder than our... It was faster than our normal acceleration would have been. So you feel a little bit of force back in your seat, like you would on an aircraft taking off. But once the Maglev is on, you're not being jostled about. You're not being shaken in the same way like you feel on a rail. It's almost floating in a pool of water or something like that.

Josh Giegel: (20:33)
I mean, I think the only bummer was that it was only about 400 yards lon. So it was about a 22nd test. It was kind of like, can we go again, guys? Can we go again?

John Darsie: (20:45)
As we get into winter here, I'm yearning a Hyperloop that can take me from New York to where you are in California for a little better weather. So hopefully, you can get speeding up on your development. But you talked about the fact that you wanted to be the first one to step into the tube. It's the same thing, Richard Branson, who we know well has spoken at our SALT Conference several times, he wants to be the first one with Virgin Galactic. He's going to be the first one to go into space as part of their space tourism.

John Darsie: (21:11)
So it's certainly a noble stance to take in terms of safety, and it's one of those things where... As soon as Tesla has an accident with one of its self-driving cars, it's splashed all over the newspaper, but they don't write about all the different accidents and the dangers that exist inherently with our current infrastructure, whether it be cars or their current technology behind trains. So hopefully, this becomes a zero-risk proposition, which I think it has a much better chance of doing than traditional forms of transportation.

Josh Giegel: (21:41)
Yeah. Certainly, we don't have people that can run across our street chasing a ball. We don't have weather. We're autonomous. But we're also actually an easier form of autonomous, right? Because we're in a confined environment, and I couldn't agree with you more. I mean, progress requires mistakes, and we have grown rightfully so very risk-averse to those types of mistakes, essentially when people can get injured or worse. So we have this ability to learn how to do these things faster in this kind of confined environment, which is actually a lot easier than the autonomous car companies have at these days.

John Darsie: (22:18)
So what's it like raising capital for a company that has such a moonshot type of mission? We've talked about some of the space travel companies. They're obviously well capitalized by their founders. But when you're raising capital for a business that's financial strength is going to be long down the road, soometimes it can be a little bit challenging, and you have to get people to buy into that story. What's been the reaction from the Genesis of your Hyperloop company to today and how investors reacted to the recent developments that have taken place with your first test ride in the tube?

Josh Giegel: (22:55)
So it's been quite a journey with that. I mean, I've been called a lot of things, and I've been caught a lot of things in those type of investor meetings. I'll keep most of them to myself. But at the beginning, we really had kind of these, as you said, moonshot believers like, "Hey, this could be a truly transformative technology." We raised over $400 million today. That really funded kind of the first a hundred million or so. But we all knew that this is not a software company. We're not building apps and things like that. This is a company building hardware, and that requires a lot of capital.

Josh Giegel: (23:29)
So we moved from some of those moonshot investors, some of those big guys, which huge risk-takers, but smaller checkbooks, and started moving into more of the strategic partners side of the fence. So the strategic partner where people who are looking to diversify some of their business interests or diversify some of their manufacturing capabilities. So started looking at a different type of investor. The biggest one that we've had to date is a group called DP World, which is Dubai Ports, and they wanted to move up. They typically move shipping containers. They own about 75 ports around the world. But they wanted to move up into logistics chain.

Josh Giegel: (24:07)
The chairman Sultan bin Sulayem, who's our chairman as well, he saw the opportunity that like, "Hey, this is going to transform the way goods can move." I want to get in on that earlier. I want to use some of the automation technology, the magnetic levitation technology and some of these other areas that can do that, certifying these strategic partners. We've had ups and downs on the fundraising piece, and the part that's been challenging has been they want to see, does the technology work? Can it be made safe? Do you have a regulatory pathway? Do you have a customer?

Josh Giegel: (24:41)
So about three years ago, we didn't have very many of those things. We had the path, the technology, but did not working yet. In the last three, we've shown that the technology works. Here in the US, we've done a lot of work with the Department of Transportation over the last two years. About four months ago, they issued like, this is how a Hyperloop would be regulated. This is the agency. So that was great, kind of clarified that. The third is we made it safe with a test that we did two weeks ago. The last piece is finding that customer, and the part that's been really exciting is since that test, people are saying like, "Oh, I thought that was 10, 20 years away that you would be able to get into a vehicle."

Josh Giegel: (25:23)
Now, I don't want to say my phone's been ringing off the hook, but the excitement from regulators, the excitement from people that are like, "Hey, I can use this for my project that's happening in the next five years, in the next 10 years, not a project in 2035 or 2040. This is something I should look at now." So I think we're just starting to scratch the surface of the aftermath of that test, really incentivizing, accelerating the idea that we can change the way that people are moving today and in the next decade, as opposed to 15 or 20 years from now.

John Darsie: (25:54)
So California is an example. They had a high-speed rail project that's now sort of been scrapped or at least postponed for the time being, because the thought is they're going to spend billions of dollars, and the technology potentially would be obsolete by the time the project is done. How close are we to whether it's California or Dubai or China or other places? What has been the reaction from governments? You talked about how it's been very positive since you did the test run. How close are we to getting to the point where governments, whether it's in the US or internationally are to actually appropriating funds to diligently build out a Hyperloop infrastructure?

Josh Giegel: (26:31)
So in the US, we're targeting passenger certification of our commercial system. We did a two-person test that's growing, pods getting bigger to about 28-person pod. We're targeting that certification around 2025. But the big key that came from the announcement four months ago from the department of transportation is that by saying that we're officially a mode of transportation that's subject to regulation, but also subject to public funding and the like is a huge kind of leap for us. So now we have access to things like RRIF loans and TIFIA loans to develop projects.

Josh Giegel: (27:08)
But you also look at where some of the incentives lie. So in the US, the Department of Defense basically funds technology development, right? Department of Energy funds technology development slightly differently. But the Department of Transportation really doesn't. But for every dollar spent on better forms of connectivity, you get $3 or $4 worth of GDP growth that comes out of it. But I think that view of high-speed rail is accurate, right?

Josh Giegel: (27:36)
We're potentially spending billions of dollars on something that goes slower than a plane, costs more than a plane, and is a technology that's derived from stuff that's a hundred years old. That's what we're trying to sell something different is like, instead of doing that, you can build a 21st century solution to 21st century problem. With that, I think you're starting to see the government's move. You're starting to see some of those applicability get there, and now we're laying out those steps to certifications. So really, that first person that's going the same way at the very beginning of the company, investors, those moonshot investors looked across the table, and they said, "This is a great idea, but I'm believing in you and the team that you're going to build to actually execute on it."

Josh Giegel: (28:19)
I think we're moving away from it being a moonshot idea to something that's actually... It's about execution. That I think is actually fairly exciting and actually part of the purpose of doing the test that we did two weeks ago.

John Darsie: (28:35)
Yeah. I mean, a lot of people have just learned about something like SpaceX in the last several years because the rockets have been taking people to the space station, and it's gotten more public attention. But as you talked about, that effort goes all the way back to 2008, and it feels like the Hyperloop project is on a similar type of trajectory.

Josh Giegel: (28:52)
Yeah. Couldn't agree more.

John Darsie: (28:53)
So you talked about your two-year-old son. I have a two-year-old. I have a couple more as well in that similar age category. Let's say 30 years down the road, you want to build this for our children. So that, like you said, in the future, they look back at regular cars and these slow trains, and they say, "Dad, how the hell did you ever ride in that?" In 30 years, when this is fully mature, just create a vision or an image for our audience about what does that going to look like? Is it going to be, I have my smart, my smartphone, and there's an app, there's a version of Hyperloop app that acts like Uber, and I say, "You know what, bring me a car. I want to go to Chicago," and then two hours later on-demand I'm delivered onto a street corner in Chicago? When it's fully mature, what is it going to look like?

Josh Giegel: (29:36)
I think that an ethos that I've been really going for and really trying to understand is like my personal mission statement is I will change the world to the technology I build. But the vision for this company is really to be the fastest mode of transportation, not from when you leave your door but when you think about leaving your door, when you think about where you want to go to your ultimate final destination. So I think in 30 years, you're going to have something that is going to kind of look something like this. I don't think there'll be smartphones anymore. I think there'll be something implanted somewhere deep seated into your brainstem somewhere. You'll have this notion of, "I want to go." Let's just say, I'm living in New York. "I want to go to DC."

Josh Giegel: (30:20)
So you're going to go to DC, and then you're going to get basically this information of where you need to go. It's going to be seamless. It's going to be basically you step outside of your house. There'll be something, your last mile solution, whether that's an autonomous vehicle, whether it's a scooter or something like that that takes you to the Hyperloop station. The whole time it's basically telling you when you're walking in the station, turn left, turn right. Here's your pod.

Josh Giegel: (30:47)
You get on your pod, you sit down, you can pull out whatever entertainment work, whatever it might be. It's taking you again directly to this destination. You're getting out. You have that final vehicle or your last mile at the destination side waiting for you because it knew and tracked you through the whole journey. There's no key because that's tied into basically your personal identity as you go through, securely obviously. When it comes to actual physical security, I think you're starting to see less intrusive, less bulky types of security measures. You're not going to be taking bags out and things like that. There'll be ways for that to be seamless as you walk through and really this idea that Washington is no longer a city that... It's not 200, 300 miles away. It's four hours away.

Josh Giegel: (31:36)
The thought is Washington becomes a suburb of New York, and really anywhere becomes accessible as a suburb of where you're at. So this thing you talked about coming to Los Angeles for the weather, growing up in Pittsburgh, there were two things that you'd need to do if you want to do activity. What's the activity, and what's the weather going to be. Here in Los Angeles, it's, what's the activity? Weather is always the same. When you're going somewhere, you always think like, "How do I get there?" That's what I think will actually no longer be a piece. I don't think, how do I get there when I go downstairs? Right? That type of thought process is going to be now extended to hundreds of miles in further destinations than we ever thought possible before.

John Darsie: (32:20)
It's a COVID friendly way to travel where you're not having to potentially intermingle with quite as many people. I want to talk about the pandemic and the impact it's had both on your business and your vision for what Hyperloop can do. There's a lot of data out there, recent stories about how many people have left San Francisco and New York City and other big cities around the country and moved to more remote areas. Remote work is becoming more popular. Secondary cities are expected to get a boost from this. Steve Case is someone who's been at our conferences and been on SALT Talk and hit one of his big theses is the rise of the rest. You're going to see these secondary US cities and areas around the country see a boom in entrepreneurship.

John Darsie: (33:00)
So you talked about how improving the speed of physical infrastructure, as well as the speed of internet infrastructure helps create economic growth in different areas. What do you expect to be first the impact of the pandemic on your business and the growth of Hyperloop in general? Two, what do you think the impacts of a more proliferation of Hyperloop technology, bringing people more quickly to different areas of the country, what do you think that has in terms of its impact on the economy and the future of work?

Josh Giegel: (33:34)
So it's certainly been an interesting time, and we build hardware. We are a company that's kind of company all working in a spot. We didn't have anybody really working remotely before the pandemic hit. It's certainly been an adjustment to my leadership style. I really liked being in there. I like building things. I like being out in the shop seeing what's going on. So it's been a challenge to do in this remote setting. So we've changed the way that we've worked some things. We have our test facility in Nevada. It's been getting okay, but there's going to be a... It's okay in kind of the short-term sense. If this lasts for another year, we're really going to have to start considering how do we adjust kind of long-term because our goal is to get back to each other.

Josh Giegel: (34:20)
At the end of the day, what we're doing, we might be engineers, but it's a creative endeavor. Instead of paint, our canvas is technology, and our paintbrush is science and math and this idea of how we actually work, a musician works really well with other musicians. With all the conversations being forced, it becomes a bit challenging. So we're trying some new ways. We're getting smaller groups together outside of some of our facilities to do that. Obviously, the latest surge is probably going to put that on hold again. But I think it's going to continue to be challenging for companies like ours building hardware, as opposed to doing software, to keep it together.

Josh Giegel: (35:05)
It is becoming interesting, right? Especially, I've got a big software team doing controls and the like, and now they can get pulled from anywhere to work anywhere, and they can move to these rural areas, lower cost of living's, and they can get to work on pretty much any place in the world that they'd want. So maybe we start looking at what we can do in a competitive space from the software team versus some of the hardware team that needs to be there to build things. That's a challenge for us as a business. But then long term, the effects of the pandemic, the one thing I always heard is like, "Well, travel is never going to be the same afterwards."

Josh Giegel: (35:43)
But they said that when the dot com-bubble burst, when 9/11 happened, when the financial crash in 2008 happened, and it was at its highest levels before this. It's going to come back. There's a growing middle-class and a large parts of the world that want to experience the world, want to see the world. I think the biggest thing about a Hyperloop is that when you connect these places, for example, in Missouri. You have Kansas City. You have St. Louis. They're about three and a half hours apart right now. You can connect those in 30 minutes. Now, all of a sudden, you have basically a seven or eight million population center in the Midwest connected fast, and you can get across Uptown New York.

Josh Giegel: (36:26)
So you could create the dynamic that exists on the population centers on the East and West Coast. You can click that in Heartland. Then you could more importantly... There's lots of things I like about Los Angeles, but there's lots of things I love about Colorado too. That ability to have this kind of quick on demand type of setup back and forth I think is going to allow people to work in some of these more remote settings, and maybe when they have to come into the office two or three days a week, not five days anymore, they're going to be able to do that from a more disparate or more distant place, and I think that's only going to be enabled if the transportation mode is fast, and it's economical, and that's what we're trying to do.

John Darsie: (37:05)
Right. So we have a question from a member of our audience about the ability to use existing infrastructure. So existing rail lines, existing highway routes. Is that going to be something that we can do to accelerate the build-out of mass infrastructure for Hyperloop, or is it going to be a heavier lift where we're having to dig or build new areas where we run the Hyperloop tubes through?

Josh Giegel: (37:28)
I think in the cities, you're probably going to have to start... The benefits of the cities are getting to the city centers, right, or connecting to the existing infrastructure that might be there. So that's probably going to be where you do some tunneling. Our tunnels are a lot smaller than high-speed rail tunnels with a much higher level of service. But the other thing is really interesting, that route I talked about in Missouri on that highway corridor is basically along the I-70 Highway, right?

Josh Giegel: (37:55)
The majority of what we're doing, because we're inside of a tube, we need a much smaller width, much smaller right of way, and you could actually put it in a highway meeting. The fact that we can bank an aircraft instead of a train means we can go higher speeds on tighter right of ways. We're looking at one between Chicago, Columbus, and Pittsburgh, and you can use existing right of ways as much as possible. So you won't necessarily be able to build on the infrastructure that's there. You do need new infrastructure. But you could build on the existing right of way, which would mean this would actually be quite a bit faster to get in and having to go not in my backyard type of setup.

John Darsie: (38:35)
We have another question from our audience about what it's like working with Elon Musk. So is he as smart as everybody thinks he is? Tesla, after a brief dip in terms of its market value is now trading back at all time highs. He helped lay the groundwork for Hyperloop technology. He's building one of the preeminent space exploration companies in addition to the work that he's doing with Tesla. So what's it like working with him, and is he the genius that we all think he is?

Josh Giegel: (39:03)
I mean, I certainly learned a lot from him and then certainly watching him do his thing. The thing I think is really profound that I've really tried to adopt is I'll say the steadfastness of his vision. So when I first interviewed with him in 2008, he told me in the interview process like, "I want to make a rocket that can land 10 times." Right? That was-

John Darsie: (39:31)
What did you think when he said that? Did you think he was crazy?

Josh Giegel: (39:34)
I like the idea. I just never heard anybody say it. Right?

John Darsie: (39:38)
Right.

Josh Giegel: (39:39)
So 10 years later it did. There is a reason. The way he set out both the vision kind of for Tesla and for there and the way he stuck to it, I think has been remarkable. I think Tesla's probably the most interesting one is that you see the struggle that some of the other big OEMs are having right now, because they have the supply chain that's based on internal combustion engines, they're trying to move it over to electric. That same thing that made them so successful for the last a hundred years is also the same thing that's making it really hard for them to shift the next piece. You look at Tesla. Tesla's been building electric cars for like 15, almost 20 years now. The other car companies have really only been doing it for maybe three, four, five.

Josh Giegel: (40:24)
So the way they've picked a certain technologies to invest in first, like the battery technology, I think, has been really, really exciting. So when you look at what we're trying to do, a Tesla can always pull over if something goes wrong. A Hyperloop can't. So when you start to say, where does the future look? When we want to electrify aircraft, when we want to electrify these things in aircraft, can't pull over. So the systems that we're building for Hyperloop are going to be some of those first type of fully electric, safety critical type of systems.

Josh Giegel: (40:57)
So I think we're starting now. We started that a couple of years ago, and we're going to be at the forefront of that for the next like five or 10, and that's going to give us a huge opportunity. But the thing I really appreciate is the grandness, the boldness of his vision. But there's lots of people that you see that have vision. There's much fee, like maybe two orders of magnitude less that actually are able to execute, and I think that's a testament to his ability to find the right teams that can actually execute that vision, and that's what set him apart.

John Darsie: (41:27)
So let's talk about the future for Virgin Hyperloop. So you had the test track that was a smashing success. Your phone's ringing off the hook with people that are interested in investing. What are the next immediate goals, and what are the next milestones that you're looking to achieve?

Josh Giegel: (41:42)
So we're looking to move from this two-passenger vehicle to this 28-passenger vehicle. Basically, as we do that, that's going to require kind of a scaling of infrastructure, scaling of the safety, the safety features to make sure we can do this. The biggest thing is we showed two weeks ago that we can make a vehicle or a vehicle can work, and now we need to show that a fleet of vehicles must work. That's really kind of the biggest difference that we need to move. So we need more capital to do that. So we'll probably be at some point out in the fundraising space. I think I've been keeping an eye on this backspace. That's been pretty fascinating to me to see how that... Compared to two years ago with the ice coin offerings versus what specs are doing and how companies with long runways, with big ambitions, how they're bridging some of their Valley of death gaps to get to where they need to go.

Josh Giegel: (42:38)
So I think that that's actually fairly interesting. But really right now, it's about finding that person that's going to look across the table and say, "I like the value of this technology. I like what it could bring." Because that last question those investors were asking us was, "Show me a project." I think we've checked off all these other boxes and really, how can we get in the next really year, two years? How can we sign up for that first project? Because once we get operating, once we get all of the learnings that come from that, it's going to transform our analytics team, our machine intelligence team with all the data that we could get.

Josh Giegel: (43:16)
So it's projects. It's the regulatory piece. Then probably soon, it's about how do we scale? We're about a 300-person company now. We're building the airport, the airplane, the air traffic control, and the sky all at the same time with less than about 230 engineers. So I think we [crosstalk 00:43:33]-

John Darsie: (43:33)
Well, they're trying to fly their plane, as they say. So Josh, it's been a pleasure to have you on. Hopefully, we can be helpful from a SALT perspective in terms of connecting you with those people who understand the power of this vision. It's a pleasure to have you on SALT Talks. Maybe next time we have our SALT Conference in Las Vegas, which is our traditional home for our annual conference, we can bring some people over and do a test track ride on the system you guys have built out there [crosstalk 00:44:01].

Josh Giegel: (44:00)
I think we would definitely love to have you guys inside that. It's magical. You can touch, feel, lick whatever you want to do. It's a visceral experience.

John Darsie: (44:10)
All right. Hopefully, the licking can be safe after the pandemic is over, but all the other stuff sounds good. Josh, thanks again for joining us.

Josh Giegel: (44:17)
Thanks, John.

John Darsie: (44:17)
It was a pleasure having you on.

Josh Giegel: (44:19)
Thank you.

Pandemic Venture Investment Series - Episode 3 | SALT Talks #114

“Never in the history of medicine has a vaccine been developed so fast and so quickly.”

In the third episode of SALT Talks: Pandemic Venture Investment Series, presented in partnership with OurCrowd, hear from company leaders developing a COVID-19 vaccine (Eyal Desheh of MigVax), early virus intervention via nasal spray (Dr. Gilly Regev of SaNOtize), and AI technology that catches human error in helping prevent unnecessary patient deaths (Dr. Gidi Stein of Medaware). Moderated by Matthew Kalman, OurCrowd, Chief Content Officer.

MigVax’s potential vaccine offers an added benefit as it can be taken orally and can be stored in a normal commercial refrigerator. Schools could store the vaccine and nurses could easily administer. SaNOtize is tackling COVID from another angle through the development of a nasal spray. This can act as an early intervention in eliminating the virus if exposed and can work on many other types of viruses as well. “The idea is a little bit like a hand sanitizer... You go outside, and then you just come back and you spray [the SaNOtize nasal spray] in your nose and you can get rid of the virus.”

Typos when writing prescriptions is not an uncommon problem that can arise from overworked, tired doctors. These can and have resulted in unnecessary patient deaths. We see the introduction of technology across different areas of medicine to assist and improve medical professionals.

LISTEN AND SUBSCRIBE

SPEAKERS

Eyal Desheh.jpeg

Eyal Desheh

Chairman

MigVax

Dr. Gidi Stein.jpeg

Gidi Stein

Co-Founder & Chief Executive Officer

Medaware

Dr. Gilly Regev.jpg

Gilly Regev

Chief Executive Officer

SaNOtize

EPISODE TRANSCRIPT

John Darsie: (00:09)
Hello everyone, and welcome back to SALT Talks. What we're trying to do on these SALT Talks and our conferences is provide a window into the minds of subject matter experts, as well as provide a platform for what we think are big ideas that are shaping the future. And we are thrilled today to welcome you to the third installment of our pandemic venture investment series, where top entrepreneurs, investors, and business leaders dive deep into the challenges and opportunities arising from the pandemic crisis, and discuss breakthrough technologies that address issues from the coronavirus prevention and cure to social distancing and food supply.

John Darsie: (00:46)
The series is presented in partnership with OurCrowd, which is a leading global venture investment platform, and today's episode is titled, "Startups Tackling COVID and Other Global Health Challenges," and it features Eyal Desheh, a chairman of MigVax, Dr. Gilly Regev, chief executive of SaNOtize, and Dr. Gidi Stein, the co founder and chief executive officer of MedAware. Today's episode will be moderated by OurCrowd chief content officer Matthew Kalman. Just a reminder, if you have any questions during today's talk, you can enter them in the Q&A box at the bottom of your video screen on Zoom. Now I'll kick it over to Matthew to host today's talk.

Matthew Kalman: (01:24)
Thank you John, and welcome to this, the third episode in the pandemic venture investment series of SALT Talks presented with OurCrowd, where we showcase the latest advances in startup technology that's helping to address this worldwide crisis. I'm Mathew Kalman, the chief content officer at OurCrowd, which is a global venture investing platform based here in Jerusalem. Today, we're going straight to the heart of the crisis to talk to three CEOs of medical startups at the cutting edge of the battle against COVID-19, helping us to overcome the challenges of safer and more efficient healthcare.

Matthew Kalman: (02:04)
Joining us today is Dr. Gilly Regev, the CEO of SaNOtize. They're based in Canada, and they've been conducting clinical trials of what I think is the world's first and only proven therapy against the coronavirus. We also have Eyal Desheh, the chairman of the board of MigVax, an Israeli company developing what will be an oral vaccine against COVID-19. And we have Dr. Gidi Stein, the CEO of MedAware, which uses artificial intelligence to prevent errors in medication that are a leading cause of unnecessary deaths among patients. So we have lots to discuss. Let's start with the search for a vaccine against the coronavirus.

Matthew Kalman: (02:46)
There's been big news this past week about the success of trials of a vaccine being developed by Pfizer. And let's begin with the chairman of MigVax, Eyal Desheh. Now Eyal, you have many years of experience of drug and therapy development in your previous role as executive vice president and chief financial officer of Tether Pharmaceuticals. So from your experience, does the news from Pfizer this week mean that it's game over, they have the solution, and you and your team at MigVax can just pack your bags and shut up shop? Do we still need an oral vaccine.

Eyal Desheh: (03:25)
First of all, good morning and good afternoon everyone that is listening to us. Happy to be here and share some of my thoughts and our thoughts at MigVax, how we address this challenging pandemic and what's our approach and the view from our window, how it looks like. First of all, I think the announcement by Pfizer that they believe that their vaccine is safe and effective is great news. I am convinced that there will be others that will follow. Different mechanism of actions, there will be vaccine for COVID-19. It is challenging, but it seems to be possible. And by the way, let's not forget it was developed in record time. Never in the history of medicine a vaccine was developed so fast and so quickly. But nobody really started from zero.

Eyal Desheh: (04:40)
That said, I would cautious from declaring victory. I think that if we learn something important and major about the coronavirus since it was introduced early this year, the beginning of this year, is that we don't know what we don't know and we don't know enough. There are so many researchers and studies conducted all over the world. Think I read somewhere that there's an article or a paper on the subject which is issued every three seconds. So a lot of people are really diving very deeply into how to solve this virus and possible other viruses that might follow. We might be at the beginning of an era that's not a race for the vaccine, it's a race after the virus. But I think to start with, it's great news. For me, and you mentioned I spent 17 years in Teva. I didn't do drug development myself, but I did fund it and looked at results and how the process works.

Eyal Desheh: (06:05)
The idea that a vaccine for such a major disease or virus is approved based on a sample of a hundred people that were diagnosed, especially those people that were not diagnosed and were in the trial, it's a little difficult for me to digest. I think that over time we'll have more data. There'll be more people, and I think we need much, much more data and experience in order to be convinced that this is it. There'll be other vaccines no question. Let's say something about what we do at MigVax. We're developing oral vaccine, which is simple to use, easy to administer, doesn't need -70 degrees freezing, can be kept in the refrigerator of the school, and the school nurse can give a small [inaudible 00:07:06] to the students to drink and then come again three weeks later, give them the second dose and hopefully they are immune, they are vaccinated.

Eyal Desheh: (07:22)
So it's very very simple to operate. It's also simple to produce once we cracked, and we believe we cracked, the construct of the materials, which was not easy to develop. That's why it's taking us time. But as I said before, nobody really started from zero or from scratch. We're based on many many many years of our research in chicken, and vaccine that was developed in [inaudible 00:07:57] Academic Institute in the north part of Israel by very experienced and capable scientists. It's a construct of three proteins and [inaudible 00:08:11] that leads them to the right immune system antibiotic. It's [inaudible 00:08:16], go through the throat and then through our digestion system where it activates the immune systems in the body. And it has experience in millions and millions of chickens that were vaccinated successfully with this technology.

Eyal Desheh: (08:36)
Now we validated this with mice, and we're ready to for the final trial with animals before we move into our phase one to humans. And we hope that everything works right. A little less than a year from now, we'll have an oral, a safe, easy to use vaccine that will be available. So let's keep our fingers crossed, because it still is extremely challenging, and as I said, there will be room for a number of vaccines around the world, and at the end of the day, there should be enough to really vaccinate everybody if we want to get rid of this thing.

Matthew Kalman: (09:20)
So you're looking maybe at by the end of next year, this might be ready to be on the market.

Eyal Desheh: (09:28)
Yeah, with the disclaimer that we need to go through the phases successfully, and everybody that was involved in development of vaccines or drugs knows how many things might go wrong. But we're hopeful because we look at the success of this technology with hundreds of millions of birds, of chickens that were vaccinated against a virus from the same SARS family. Very very similar in its structure to the COVID-19. So we know it works. We absolutely know it works, but development is a process with many hurdles.

Matthew Kalman: (10:19)
Let's bring in some other people from our panel, because until we have a vaccine, we need protection from the coronavirus. We have masks, we have sanitizer, we have social distancing, but a Canadian company called SaNOtize believes it can go one step further, and with a simple nasal spray, it can actually kill the virus after we've inhaled it, but before it spreads to the lungs. And Dr. Gilly Regev who's the CEO of SaNOtize is with us. Dr. Regev, so what's the difference between a therapy and a vaccine?

Gilly Regev: (10:56)
Thank you Matthew. Thank you all for being here. First of all, I would like to say I agree with Eyal. There won't be one treatment. It will be a combination of a few different treatment, and vaccines will be some of them, but it's not necessarily just a vaccine. I think the big difference that they're both were talking about prevention. The vaccine will prevent you from getting sick from the disease. It's not that far from what SaNOtize is doing. SaNOtize has, I think we were the first company that actually came out with a nasal spray back in April with the idea that the virus multiply in the nose. And if the virus multiply in the nose and we can kill the virus at that point before it becomes a full blown infection, then we cured the disease.

Gilly Regev: (11:52)
The big advantage of what SaNOtize has I think is it's not specific to this specific virus, or if the virus mutates or change, then this will still work. So our treatment or nasal spray is based on the delivery of nitric oxide. Nitric oxide is a natural molecule that we all produce in our body. It is our body's first line of defense against infection. So it's not something new to the body, and when we deliver it, we deliver it topically through a liquid that delivers the nitric oxide. Nitric oxide, there was a publication that came out last month that was from a university from [inaudible 00:12:42] Sweden that the researcher actually said that nitric oxide is the only compound so far that have shown a direct effect on the SARS-CoV-2 virus. So we know nitric oxide kill the virus. We know that if you get the right dose to the right place, you will get rid of the virus.

Gilly Regev: (13:03)
What we have done so far, we have already done [inaudible 00:13:08], so we took our liquid formulation, we show that it can get rid of the virus very quickly in the lab, and then we've done recently, I don't think I even updated you Matthew, but recently we have done some animal testing in hamsters and have shown that the day post infection, we got a few log reductions of the virus in the nose of hamsters, which is a very strong model because they have receptors similar to human. So we know that this has a huge efficacy potential. We have completed over a hundred people in a phase two clinical trial in Canada. We've shown very strong safety of this nasal spray, and all that's left for us is to complete a phase two of efficacy trial showing that this is actually working in human and can prevent you from getting infected.

Gilly Regev: (14:06)
The idea is a little bit like a hand sanitizer, where you use a hand sanitizer when you go outside and you need to clean your hands. It's the same thing. You go outside, and then you just come back and you spray it in your nose and you can get rid of the virus. So it could be prevention. It could also be an early treatment, so early on in the disease, and this is the trial we're doing right now.

Matthew Kalman: (14:32)
What are the kind of challenges that you're facing actually doing clinical trials for an anti-COVID therapy? Because in order to test this, you have to find people who might have been exposed to the virus, they might be sick. There's been polls taken in the last week about whether people are going to be prepared to actually take the vaccine if the Pfizer vaccine is proven to be successful. Are you finding people are willing to join the trials?

Gilly Regev: (14:59)
There are lots of challenges. I think there are always challenges with doing clinical trials. We've been in this field for many years and we've done clinical trials and other indications, and there are always challenges in clinical trials. But with COVID, it is so much more. First of all, because as Eyal said, we still don't know more than we know. This is changing all the time, and if you design a clinical trial two months ago, the design may be different today. The endpoints, what you're looking for is different. The outbreak centers are shifting. So our biggest internal joke is all we have is to start a clinical trial in one location and we cure COVID, because then the cases come down and then it's hard to recruit. So you have to shift into a decentralized clinical trial, which is a new term coming out now with doing trials that are not in one location, one center, so you can recruit in different places.

Gilly Regev: (16:02)
As for prevention, I think the big challenge is prevention needs very large numbers to show prevention. It's even a little bit more challenging for us than for the vaccines because we need a control arm, and we need to show that people in the control arm got infected versus people in the treatment arm that do not get infected. So you need a really large sample size. And in the treatment, if you want to look at people very early on in the disease, then first of all, it's hard to find them and you need to identify the people right when they're tested positive. And a lot of people when they're tested positive, they're already sick for a week. So it's not necessarily early. Finding those people early on in the disease is challenging, and looking at what's your endpoint.

Gilly Regev: (16:50)
Most of these studies are done in treatment later in the disease, when people are at hospital, very sick. If we want to show it early, then one of the endpoint could be, okay, let's look at hospitalization and how many people get eventually to the hospital, and we want to reduce this. But hospitalization is coming down because there are more young people getting sick. So this shifts as well. So all the shift during this disease and the progression and everything we learn makes it very very challenging in a clinical trial world. And we keep learning all the time.

Matthew Kalman: (17:28)
So Eyal said with all the caveats and all the challenges that need to be overcome, they might have the MigVax vaccine by the end of next year. Are you prepared to tell us when we might have SaNOtize to protect us in the meantime?

Gilly Regev: (17:46)
We just had a good meeting with Health Canada. We believe from what we heard from them that once we show an efficacy in a phase two, they will consider releasing this to the market. So they will not require phase three due to the very strong safety profile of our treatment. So I would hope that by Q2 2021 this will have an approval. That's the goal.

Matthew Kalman: (18:14)
Okay. I'll be speaking to you in about six month's time to check that out. As we know, this crisis has thrown the world's health systems into turmoil. But even before the current crisis, the normal pressures of patient care were contributing to mistakes involving giving patients the wrong drugs and leading to unnecessary deaths. And that's exactly the purpose of MedAware, which is a company that was founded by Dr. Gidi Stein to address that issue. So Dr. Stein, before we come on to talk about your particular technology, I wonder how, as someone who knows the healthcare world well and up close, how much would you say has the COVID crisis changed the way that we deliver healthcare?

Gidi Stein: (19:07)
So hi, and really thank you for giving me the opportunity to talk with you. COVID is a terrible disease. Millions of patients are dying, but it also presents an opportunity, because it takes the extreme trends that were already brewing in the recent years. And today, we understand that being in the hospital could be one of the worst things that could happen to a patient. Hospitals are not safe. If patients get infected, physicians, nurses also get infected. So we have to change the paradigm by which we provide health and not hurting our patients in the meantime. And there's a lot of turmoil around that, and I think the trend is going into a distributed hospital, decentralized hospital.

Gidi Stein: (20:04)
So think of the possibility that an elderly person can be hospitalized at home. They don't have to go to the ER, they don't have to go through all the crowded spaces, all the nursing facilities. You can just stay at home and get your care at home. Now certainly, healthcare is not bounded by walls and by buildings. The same staff can provide health to a much wider audience and much safer health. Now obviously, there are a lot of workflow issues and technological issues that prevent us from doing so, but today, more and more emphasis is going on on telehealth, on remote monitoring, and I think COVID brings us a wonderful opportunity to really change the paradigms of which we provide health to our patients by really treating them at home and shifting the center from the hospital to the patient home.

Matthew Kalman: (21:07)
So Gidi, if we take that to its logical conclusion, and we've heard similar thoughts from Johns Hopkins and from Sheba Hospital here in Israel on previous OurCrowd events dealing with healthcare, so it does seem to be a move in this direction away from centralized hospitals, but MedAware deals with mistakes in prescribing and the giving of drugs and medications. Don't you think that those kinds of mistakes and problems will be multiplied even more if you decentralize the care so people are taking things in their own homes?

Gidi Stein: (21:51)
So last week, there was a new article published in the Journal of [inaudible 00:21:57] Medical Informatics Association in which MedAware did, in partnership with Sheba, in which we have shown that overworked, tired, sleep deprived physicians [inaudible 00:22:11] have a two to eight times likelihood of erroneous prescribing. Obviously even taking those hospitals and driving them to the extreme, and even in normal circumstances, the likelihood of erroneous prescribing and medication risk is quite substantial, especially in the middle of the night after a too long shift. And I agree that taking the distribution of patients to the home [inaudible 00:22:43] obviously a lot of room for mistakes and error, and this is where I think a technology similar to ours can be of benefit.

Gidi Stein: (22:54)
We can provide the real time monitoring of the sensor data, of the clinical data, and merging them and extracting only those rare events that can actually harm the patient and surfacing them to the providers or the nurses or to the care coordinators. Because one of the challenges in treating patients today, and especially in a distributed manner, is that there is so much information. We are flooded with information as clinicians. [inaudible 00:23:25] to know our left from our right, and within five minutes that we have to see the patient, really understand the the longitudinal patient record. So if there is a sophisticated AI system that can really pick up the specific risk in the mean time and send them directly to the right providers and caregivers, this could facilitate a reducing of the overall patient risk, and drive to more distributed healthcare and patients treated at home.

Matthew Kalman: (23:56)
So just talk us through the MedAware system. How exactly does it intervene in the process in order to try and stop these mistakes occurring?

Gidi Stein: (24:07)
So what we do is basically listen to all the data that comes from the electronic medical record and from the sensors and the [inaudible 00:24:15] data on a continuous, and using our AI technology, we "understand" and learn the behavior patterns of clinicians, and identify outlier situations as potential errors and flag them in the right time. So if a physician will prescribe a medication that is a complete anomaly to the patient characteristics or if suddenly a patient has a new lab test or vital sign which usually is an outlier to the patient medication list, then we would provide the right alert and say hey, we may have a mismatch here. If a patient is bleeding and he's [inaudible 00:24:57], doesn't make sense. And this is where AI platforms identify these risks and alert the clinicians at the right time.

Matthew Kalman: (25:07)
Right. Let's go back to Eyal Desheh, because I wanted to talk to you about the question that Gidi has raised about the fact that this pandemic is not just a terrible disaster, but it also presents a kind of business challenge and maybe even a business opportunity. How do you see the whole business model here has changed because of the pandemic? Because you say these vaccines are being produced in record time, you think you might be able to get your vaccine out by next year. This is not the way that you were used to doing things at Teva I'm sure.

Eyal Desheh: (25:49)
First of all, we learned that options are not just something that high tech companies grant to their employees, but a tool that government use to try to secure the healthcare of their population and willing to spend hundreds of millions of dollars on buying those options. Many of them are going to be thrown away to the garbage. So yeah, there are significant financial implication and business implication behind this. We don't know the prices. We don't know the prices. We know that if we take the analogy from the price of a regular vaccines, they range between a handful of dollars to hundreds depending on what kind of disease. So the price has yet to be determined, and I think companies are pretty silent about how much they're going to charge.

Eyal Desheh: (27:10)
I want to talk about the other half of this equation. No question that the wealthy world is going to be vaccinated once the vaccine is approved, FDA approved or EMA approved. Any regulatory authority, the Minister of Health here in Israel and so on. But I think it opens a series of moral questions regarding who can afford it, who's going to get it free of charge, or are we going to pay, who's going to fund it, and who's going to finance it. No question, Pfizer is a reputable, respected pharmaceutical company with a high level of ethics, and I'm happy that they were the first to announce success, because they will set the moral tone. But they're not a charitable organization, and they spend money, they got money from the US government, a lot of it. We don't know what kind of agreements they had behind the scenes on that.

Eyal Desheh: (28:35)
But hey, there's seven billion people on this planet. If we want to get rid of this disease and make sure that we can try and prevent other mutations and other viruses that might develop, we will have to really vaccinate the majority of the population on the planet. And at least 65% of the people that live here can't afford it. So I think the question is not financial. I think the question is of morals and ethics.

Matthew Kalman: (29:18)
Let me throw that to Gilly Regev at SaNOtize. You are a small company. You're developing a therapy that could help to save the lives of millions, if not billions of people until we have a vaccine. How can you scale from testing a hundred or 200 or 300 people in Canada to providing billions of doses of your SaNOtize spray overnight?

Gilly Regev: (29:48)
This is definitely a challenge. What we have started from the beginning, and in parallel, started to develop a new device for example that can help easily administer the drug. The drug in our case is very inexpensive, which helps to be able to eventually allow this to reach regions in the world that could afford it as well. I think what we are working in parallel is identifying manufacturing facilities, identifying drug production and distribution and partners that have the capabilities and can help us move this forward once we get the approval. So we want everything to be ready.

Gilly Regev: (30:41)
As you know, before you release a drug to the market, there's lots of testing and there's stability data that you need, and there is a lot of safety data that you have to collect before. So making sure that once we get to this point of approval, we're ready to give this to distributors and have the right partners at that point to help us reach as many people as possible. I think the biggest thing in our case may be that even if COVID is solved, I don't know if it will ever be, but in some way, and even if there is a vaccine, our treatment could be a flu preventation. So it's not just specific to COVID or the next pandemic that we're going to see at some point. So I think that everything we do is not just going to get lost if this is not needed in this amount, but at least we'll go into a flu prevention development further.

Matthew Kalman: (31:43)
And Gidi Stein, I want to come back to you. Eyal just raised this question that when it comes to the vaccine and who's going to get it, that's kind of a moral question. But we also see with the application of different medical solutions that you have to take the human factor into account. The whole basis of MedAware is that doctors have been making mistakes. And I just wonder, that's not just a moral question, that's a human question as well. What kind of take up are you getting from practitioners who are prepared to admit to their mistakes and want to use your technology?

Gidi Stein: (32:29)
When we tried to frame our technology, we try to be modest. We're not trying to teach physicians their work, we're not trying to teach their medicine, but you can do an analogy of spell checker. You can be the best poet in the world, write the most wonderful songs, but still have typos. We have a spellchecker. It doesn't make you less of a poet. And we look at our system as a spellchecker for clinicians. You can be the best doctor in the world, but you're human. You make typos in prescribing and not looking up in the right time, all kinds of slip ups. So we can just catch that and surface that. So it doesn't make you less of a doctor. Just shows that we're all human.

Gidi Stein: (33:11)
We have shown that taking this strategy, there's a huge uptake of our system by the clinicians because they are aware of their own mistakes. Although patients are the first to be influenced by the mistakes, but there is a second wave. The second wave is the clinicians, nurses, physicians, and others, and pharmacies suddenly understand that due to their mistakes, some life was taken or a patient was harmed, and this causes depression and even post traumatic stress disorder. Nobody wants to be there. It's not bad judgment. It's a typo. Who wants to kill someone just because of a typo? We're just making sure this doesn't happen. So framing it that way, physicians are accepting our system quite nicely.

Matthew Kalman: (34:02)
Let's go back to Eyal Desheh, because you mentioned something very interesting. Before, you mentioned the funding that various governments have given for the research into this vaccine. There's been a lot of national pride from different governments. I'm British. We heard day after day about the Oxford vaccine and how that was going. I know in different countries, different people want to be first in the race. Do you think that that politicization, if it's occurred, of the funding of this vaccine, has that been helpful? Has it been detrimental? Is it something that you've been able to latch onto, or are you ignoring that nationalistic side of things?

Eyal Desheh: (34:50)
Yeah, there is a new terminology about the nationalization of the vaccine. We're going to hear a lot about this argument in the next few months. If you ask me, I think if the world will learn to be a little less competitive and a little more humble and collaborative, we will all live in a better world. But a few leaders will have to be replaced before that happens. But this is not the political discussion. This is discussion about our health, about the world health.

Matthew Kalman: (35:30)
I just wondered how the politics, if its impacted the business at all [crosstalk 00:35:35]

Eyal Desheh: (35:35)
I'll tell you what I think. I think that the politics of the vaccine is bad politics. Throughout the past 10 or 11 months, we've seen a lot of money poured... And yeah, I can understand. I am an economist by education. I can understand that it's cheaper to throw money to the hands of pharmaceutical companies and research institutes to come up with the vaccine than to throw it on economy and fund the employed. It's much [inaudible 00:36:15], more economically efficient and effective. I can understand that. But what I haven't seen is global collaboration. I've seen China doing their own and Russia doing their own and the US doing their own and Israel is trying to do their own with our limited resources. And you're British, so the UK takes a lot of pride at the Oxford development, which is brought to market by AstraZeneca with all the complications. It's British pride.

Eyal Desheh: (36:53)
We'll have to forget about it. We're talking about a global pandemic, which has been delivered from country to country by iron birds that were invented a hundred years ago. There's no way to stop it. And anybody that believes that they will or make sure that their country's immune and the problem will be solved, it will not be solved because there will be other diseases. I think that calls for some global collaboration. Unfortunately we haven't seen that. We have seen that in wars that countries create treaties in order to fight a joint enemy. This is an enemy which is now worse than some of the worse enemies of mankind in history, and there's no collaboration between countries. So if you ask me, the vaccine politics is bad politics. I hope it will change. Excuse me, and apologize for being a bit blunt.

Matthew Kalman: (38:02)
That's what we're here for. Gilly Regev, I want to ask you a slightly different question. Here we are in something that's become known as impact investing. We're looking at commercial companies, but we're also trying to do good and help people. When you approach your science and your business, are you looking at this in a straightforward business manner, or are you also thinking, yes, I'm also helping to do good here?

Gilly Regev: (38:37)
I'm personally in this to do good. That's why I'm doing this. I don't think anyone would be able to work the way we work these days if there wasn't anything besides just to be successful. This is to change the world. This is to do good. We started this to help people with diabetic ulcers, to help people that are suffering from chronic sinusitis and from pain all their lives and trying to do good here. So I think part of our... And a bunch of our investors are impact investors because part of the reason we're doing this is because nitric oxide can kill drug resistant bacteria, and I think this is the big problem that we started the company from, is the reality that antibiotic is not going to work forever.

Gilly Regev: (39:30)
Who knows, the next pandemic could be due to antibiotic resistance and not due to a virus. The options are getting lower and lower. Large countries do not develop new antibiotic because it isn't worth it for them because they get resistance very quickly. So there must be a way to address the problem, and the only way is to get this impact investors and people that really care about what they put their money in and trying to not just make a successful business, but also a business that would change the world, that would help people. And I think that's a very important point.

Matthew Kalman: (40:11)
Gidi Stein from MedAware, what was your motivation for founding the company? Was it because it looked like a good business, or was it because you saw this problem up close?

Gidi Stein: (40:26)
Before I started this company, I was a full time physician on the way to professorship in Tel Aviv University. I teach students and residents, and I thought this would be the trajectory of my life, and I definitely never thought I would do startups. I thought a completely crazy idea. But then I was encountered with a case of a nine year old boy that here in Israel died simply because his physicians clicked on the wrong entry on the medication list and gave him the wrong drug by mistake. The ease by which physicians can kill a patient just by clicking on the wrong button without any really safety mechanism was haunting. I thought it could happen to me as a prescriber, it could happen to one of my kids, god forbid, if they go to the doctor. And I thought we should do something about that. And here we are today.

Matthew Kalman: (41:22)
Okay. Well we've reached the end of our time. Today, we've heard from just three of the 200 companies in the OurCrowd portfolio, and you can see more technology and startups and investment opportunities in both med tech and many other sectors on the OurCrowd platform. That's all we have time for. I want to thank our speakers, Dr. Gilly Regev from SaNOtize, Eyal Desheh from MigVax, and Dr. Gidi Stein from MedAware. Make sure to join us for the next installment next Thursday. Thank you to John Darsie and our partners at SALT, and we'll see you next time. Thank you very much.

Pandemic Venture Investment Series - Episode 4 | SALT Talks #113

“Your endpoint workstation is a major door for every cyber-attack. That's the main door for any sophisticated attack.”

In the fourth episode of SALT Talks: Pandemic Venture Investment Series, presented in partnership with OurCrowd, Ron Moritz, serial cybersecurity entrepreneur and sector expert, discusses with top CEOs from start-ups Morphisec, ITsMine and ThetaRay some of the consequences of COVID in the cybersecurity world.

The pandemic has seen a rapid transition to work-from-home setups for entire companies and their employees. With it has come the transition of company data and workflows to the cloud, creating a whole new set of cybersecurity vulnerabilities. A company’s IT team could more easily monitor and protect the company’s endpoints when they’re centrally located in an office, and now each individual employee at home must assume a certain level of awareness of their own cybersecurity. “The attack vector is becoming larger… from external attackers that now can attack the employee's router at home because they haven't changed the password.”

Companies have had to suddenly set up remote work operations for their employees. We’ve seen virtual private networks (VPNs) and virtual desktop infrastructure (VDIs) increase in popularity. As a result, we are likely to see the long-term adoption of more hybrid work environments, even after the pandemic, where employees regularly work part of the week from home.

LISTEN AND SUBSCRIBE

SPEAKERS

Ronen Yehoshua.jpeg

Ronen Yehoshua

Chief Executive Officer

Morphisec

Kfir Kimhi.jpeg

Kfir Kimhi

Chief Executive Officer

ItsMine

Mark Gazit.jpeg

Mark Gazit

Chief Executive Officer

ThetaRay

EPISODE TRANSCRIPT

John Darsie: (00:12)
Hello everyone. And welcome back to Salt Talks. My name is John Darsie. I'm the Managing Director of Salt, which is a global thought leadership forum at the intersection of finance, technology, and public policy. Salt Talks are digital interview series with leading investors, creators, and thinkers. And what we're trying to do during the Salt Talks is replicate the experience that we provide at our global conferences, which we host twice a year in the United States and internationally, and what we do at those conferences. And what we're trying to do on these talks is provide a window into the mind of subject matter experts, as well as provide a platform for what we think are big ideas that are shaping the future. And we are thrilled today to welcome you to the fourth installment of our pandemic venture investment series, where top entrepreneurs, investors, and business leaders dive deep into the challenges and opportunities arising from the pandemic crisis and discuss breakthrough technologies to address issues from Coronavirus prevention and cure to social distancing and food supply.

John Darsie: (01:15)
This series is presented in partnership with OurCrowd, which is a leading global venture investment platform. Today's episode is titled Cybersecurity and Pandemic Accelerated Digital Transformations. It features Ronen Yehoshua, the Chief Executive Officer of Morphisec, Mark Gazit, the Chief Executive Officer of ThetaRay, and Kfir Kimhi, the Chief Executive Officer of ITsMine. Today's episode will be moderated by OurCrowd, a venture partner for cybersecurity, Ron Moritz.

John Darsie: (01:45)
Just a reminder, if you have any questions today for any of our panelists or our moderator, please enter them in the Q&A box at the bottom of your video screen on Zoom. And now I'll turn it over to Ron to conduct the interview.

Ron Moritz: (01:58)
Thank you, John, and welcome everybody to the fourth episode of the pandemic venture investment series, where we will dig into business challenges and technology solutions in the shadow of COVID-19. As John said, I'm Ron Moritz, I'm the cybersecurity venture partner with equity crowdfunding from OurCrowd, and I'm thrilled to be moderating today's panel discussion with a focus on cybersecurity. OurCrowd is a global venture investing platform that provides both institutions and individuals with an opportunity to invest in and engage in emerging technology companies. In fact, with over $1.4 billion in committed funds and 200 portfolio companies, three of which are joining us today, OurCrowd is the most active venture firm in Israel.

Ron Moritz: (02:45)
I'm joined today by the founding CEOs of three important cybersecurity companies whose solutions are being used by organizations to prevent and defend against always evolving innovative attacks that challenge our business operations and service delivery. Like nearly every company, each of our guests has been forced to adjust strategies, plans, and forecast this year. And each CEO has had to navigate through this disruptive economic cycle with little to no academic or business press compass. I've been looking forward to this opportunity to talk to my colleagues here all week and dig into their own experiences, observations with respect to the cybersecurity market, and leadership response. So let's get this panel started.

Ron Moritz: (03:29)
Kfir Kimhi is the founder and CEO of ITsMine, whose mission is enabling organizations to meet their responsibility as caretakers of sensitive information by preventing data leaks. Even before COVID-19 organizations have been pushing through yet another technology refresh cycle with cloud migration being a leading driver. And at the center of many of these digital transformation efforts is, of course, data. Data protection is a requirement for every organization and daily challenges range from ransomware where data is locked through breaches where sensitive data is released. There's been much written and said about how this year's pandemic has changed so many aspects of what was previously thought to be the normal in both our personal work lives. Kfir, what are some of the challenges you've observed the impact data protection?

Kfir Kimhi: (04:21)
Thank you very much for having me and it's great to be here. I think one of the things that we see is companies, first of all, needed to move to the cloud faster as they wanted. We see companies that their employees didn't have a computer at home or internet connection. And now because 100% of employees working from home, they first of all, needed to give them the equipment, they needed to connect them to the internet. And they also needed to move to the cloud in much fast away. So we have one of the customers, a healthcare in the U.S. that needed to move to the cloud in less than three weeks. They were expecting to have one year of movement to the cloud and just doing it in three weeks was first of all, making our employees capable to do the same works that they did at the office now to do it at home. What happened with our company data, where it is living, what people are doing with it? That's one of the major challenges that they see where data is scattered everywhere.

Ron Moritz: (05:34)
I think it's actually remarkable the changes we have seen. In some cases you mentioned acceleration beyond what was planned. And I think many of us actually do connect on a personal level to many of these changes, whether it's having children at home on Zoom or having our interaction with our colleagues over Zoom. It seems like the whole world is around Zoom these days, but what about the attacker? Are they also getting together over Zoom [crosstalk 00:06:01] these changes and adjusted their strategies and response? Have they discovered and pursued new ways to overcome the data protection defenses? What have you seen?

Kfir Kimhi: (06:12)
So first of all, of course, the attack vector is becoming larger, both from external attackers that now can attack the employee's router at home that they haven't changed the password, and even don't know how to do it, or to use other devices or even other people, the people that are not necessarily the traditional hackers that have long history in IT. It could be kids that are playing around with Darknet solutions that can provide them capabilities to encrypt data and taking ransomware for companies. And we see that in numbers of ransomware attacks that are not very sophisticated running all over the world. So, yes, the ways to attack companies are becoming, I don't know if saying it's easier, I'm not sure is it easier, but it's definitely more widespread and creating much more vectors of attack that when we sat in the office and have control on each and every device that we had, it looked completely different from the cybersecurity people.

Kfir Kimhi: (07:28)
I think that not only that is expectation from the company not to create downtime. To allow the people to work, to be careful with how much blocking the companies are doing. That balance become even more critical when we have 100% of employees working from home.

Ron Moritz: (07:53)
And I think you're right. I'm going to shift over to Ronen Yehoshua. Ronen, of course, the founder CEO of Morphisec. I've actually known Ronen for many years. And I know what gets him fired up. All you have to do is ask him who prevents the most dangerous cyberattacks, and he'll jump up and down and tell you that he does. So we'll start off a little bit more slowly with Ronen today and continue talking about this remote employee issue that Kfir actually raised. Working remotely, of course, is not new. And my own personal motto has been for many years, a good day is one where I don't see the inside of my car. Anybody who's talked to me over the last decade or so has heard me say that. Ronen with fast network connections and more workers, contractors, customers, partners, all of them leveraging personal computers to access the company's applications from anywhere from everywhere. How are organizations reacting and what are they doing? What have they done to ensure controls are in place to prevent these attacks?

Ronen Yehoshua: (08:53)
So, of course, everyone, I think what we've seen all over the place is that in the early days, everyone got actually into a big shock. Why shock? Because imagine your endpoint workstation is a major door for every cyber attack. That's the main door for any sophisticated attack. And for years, customer where used to build a certain architecture of defense over those endpoints. Actually, assuming that those endpoints are within a certain perimeter. So imagine that you are building ... you have a medical camp and you need all kinds of fences and other fence and other fence and other fence, and you're feeling safe and great. And suddenly one day everything goes out of this camp, outside of fences, everyone is out of the property [inaudible 00:09:49] for many years. How do you cope with that? It's a nightmare, just a nightmare.

Ronen Yehoshua: (09:56)
So at first, we've seen everyone trying to understand actually how to allow them to work? How do you think the PCs is the workstation out of the office into the home? And for some, how you allow them to work from their home PCs and then moving to cloud application Kfir mentioned, a huge movement there. But still, there's an endpoint, there's a station. Someone work on that, he gets emails, he browses, he is connected to the network at the end of the day of the organization, and he's totally exposed. So that was a big shock for everyone.

Ronen Yehoshua: (10:37)
So what you've seen, that some is taking immediate actions like VPN, the old known VPN which was almost neglected through the recent years has become a hero again. And everyone jumped on that. But VPN has its own issues from operation perspective and from a security perspective. It's not perfect. It's there but it's not perfect.

Ronen Yehoshua: (11:03)
We've seen customers which used to be VDI, Virtual Desktop enhance the usage of it, hoping it would give you more security we're able to manage centrally the virtual endpoint now inside the pyramid kind of. And understand whether the endpoint protection tools they had are manageable? [inaudible 00:11:33] really manage them when they're outside of the perimeter because those tools are so complex. And there are so many operational complexities that they got to use to manage them when they were in the perimeter, but now on the outside, it's a hassle, for example, updates. Every security tool needs continuous updates of knowledge about new attacks, new variation of attack. So when you are in the perimeter, it's easier to push them into endpoint. But what do you do when everyone are outside, you have less control on the endpoint. You don't know what's going on there? Maybe it's a home computer, what do you do with that?

Ronen Yehoshua: (12:12)
So a big mess. Until today only partial solutions, nothing is perfect and people are coping with that. But I think the interesting point though that everyone understand that this situation will be with us from now on post-COVID, and that's the big change. That's what's so fascinating because it's not that the situation changed for a short duration of one year, two year duration. It's probably going to be with us onwards not because of necessity, just because we all understood that a hybrid work for home office is the right way probably to do.

Ron Moritz: (12:54)
Right. I think this is a kind of a consistent feeling that I have when I'm moving around the cybersecurity industry as well. We kind of look back at the last 40 years and there's some who believe and they may be right that cybercrime and cyber terrorism, cyber warfare all originated with the technology cycle that began 40 years ago when we introduced personal computers and that the root of all evil stems from allowing people to have personalized computing experiences. So you can imagine what that means. It means that we're living in a world of stupid human errors. And I think cybersecurity recognizes that. Kfir in fact, suggested there's a relationship between the growth in such errors of working from home and creating more errors and more problems and stupid things that we do, whether it's allowing our children to use the same equipment that we use, and then introducing a certain malware or certain problems because of that.

Ron Moritz: (13:54)
There's been a lot of talk that in order to stem this growth and control such problems, organizations should embrace this idea of Virtual Desktop Infrastructure or VDI and some of the metrics actually suggest that more organizations are doing so in response to COVID-19 in fact. Do you have any insights around this VDI move as a cybersecurity strategy and maybe some of the things you've seen in the market? And what is, in fact, the security impact of VDI on a positive or negative and challenges you've seen from those who've already adopted it?

Ronen Yehoshua: (14:32)
VDI is, of course, a known infrastructure that was introduced ago with the two main targets. One is to simplify operations, manage everything centrally and all that, updates and things like that. And also from security perspective, the notion that if you have a more centralized control over your endpoints, you can secure them better. And that within the perimeter, the user can connect them from the outside and all that. So we had that in the past, and now it was to an extent a market that was slowly growing, but many used it partially. Now when Corona came and everyone went [inaudible 00:15:19], it was obvious that VDI is one of those elements that dramatically improve coping with the situation, both from operational perspective and also security perspective.

Ronen Yehoshua: (15:30)
So we've seen a customer who already used VDI expanded dramatically the usage of that. And we've seen customers who did not use VDI rushing to implement it, but it's not easy. Implementing VDI in organization it's a whole project. It can take a year to do that. But they had to do it fast. One of the elements we've seen is that recent years and the last two years, I think we've seen a new way of delivery of VDI through the cloud. We've seen VMware, we've seen Citrix, we've seen Microsoft investing a lot in delivering VDI system through the cloud for the public cloud. So if you do that, you can implement it in a quite fast way. So we've seen a lot of movement into VDI and people thought, yeah, that's going to secure us. But that is obviously not enough.

Ronen Yehoshua: (16:33)
In using VDI helps you that much and a lot of exposure for the VDI use case itself. And also for the person who is working with the VDI on the edge, on the other side. For example, if you're using your laptop to connect into a VDI system, you may think that nothing can happen on the endpoint because everything you do is done on there, the machine in the organization. But guess what? If for some reason someone was able to put a key logger on your machine, he can think everything, everything that you type that goes into the organization, including passwords. So what do you do then? You still need a protection on the edge machine. And again, the VDI itself it's a data [inaudible 00:17:30] and endpoint. It needs to be protected like any other endpoints. And not only that, it has a certain operational complexities that regular security system dramatically reduce the productivity.

Ronen Yehoshua: (17:45)
So VDI to summarize was heavily used during Corona. And I believe that it will continue to be used, but it represent new kind of needs in terms of security to make sure that it's a secure infrastructure.

Ron Moritz: (18:05)
Sounds good. I want to shift a little bit and in a way talk about some ideas that we just talk about seemingly every day, this concept of AI, and of course, Mark Gazit is the founder and CEO of ThetaRay which is a AI deep tech company that is very actively helping expose a variety of financial cyber risks that include money laundering, fraud, and bad loans. Which of course, I think we all understand what those issues are. Those are serious crimes. Everybody knows that the bad guys are attracted to money, and it's kind of like flies to manure, which means that Mark and his team are either cybercrime action junkies, or they love playing with manure. It's not unusual to find a correlation between economic down cycles and increased criminal activity.

Ron Moritz: (18:55)
And in fact, when times are tough, a criminal inner self is empowered to sprout what we might call chutzpah, which seems like inappropriate word to use given that I have three Israeli cybersecurity companies here. But even before COVID, neobanks, digital banking, all of that was attracting criminally motivated innovation and real innovation. We're not talking about lightweight attacks. We're talking about sophisticated innovative attackers that challenge our best cyber defenses, crawling through the action on the front lines between the good guys and the bad guys. Mark, can you tell us a little bit about some of the things that you've seen, the new changes, the challenges in this COVID year in this pandemic year?

Mark Gazit: (19:40)
Absolutely. And you're absolutely right. Even before COVID-19 the bad guys what attracted to money naturally. And you also mentioned the fact that the original sin was given everybody ability to have computer on the desk and then connecting those computers. So everything is connected and probably banks was the last type of organizations that try to keep their branches and try to ask people to come to branches of banks and field forms, etc. And, of course, even before COVID-19 digital banking became available, bad guys definitely wanted to use it. The sums are huge, we're talking about billions if not trillions of dollars. So it's attracted not under the most chutzpah out of the bad guys, as you said, but also, it created a hunt after the talents. So the most talented criminals today will do what they call financial cybercrime because the payoff is very high and the risk is very low.

Mark Gazit: (20:52)
The days of people trying to come to a branch of a bank and threaten the clerks or shoot them up are over, it still happens in Hollywood movies. It's okay. But in reality, it's so much easier to put a server in some remote country. And the server will save 25 cents from your bank account, but will use AI and do it hundreds of millions of times. And then they will disconnect the link, still maybe 20 or $30 million. And if you want to catch those guys, be my guest. Governments do it. We know that North Korea they stole $1 million from Bank of Bangladesh using cyberattack on Swift network. It's happening all the time. You would like to launder money. Again, it's so easy these days to open accounts. Now COVID-19 definitely accelerated this process. Because if historically bank had an opportunity to tell you maybe to come to the branch of a bank to identify yourself, today it's much more difficult if not impossible. You can be in Israel, but you have a bank account in the United States. What do you do? You cannot travel. So banks have to create some level of trust.

Mark Gazit: (22:05)
By the way, "poor bad guys", also suffer from the same phenomenon. Historically, you could put some cash in your suitcase and travel if you wanted to finance terrorist activities or human trafficking. If you're not a big fan of cash, you could put some diamonds in a suitcase, travel. Again, today it's impossible. So we have this huge problem of fantastic amounts of money moving between countries. It's a $20 trillion in 2020, it will be $35 trillion in 2022. And the ability of banks to analyze this data, to understand what's going on based on existing technologies that they used before, which were created for the traditional banking systems, whether it's rules, threshold, or signatures becomes almost impossible.

Mark Gazit: (22:58)
So the only way we see that now it's possible to deal with these type of attacks is by using artificial intelligence that mimics human intuition. And basically makes computers to think more or less like human beings, because we all know that through the real attacks comes from the places that you least expect them to come. And because everything now is connected. And as you said, everybody has access to computers. It's so easy today to conduct cybersecurity attacks and steal real money. And the last but not least on that regard, if you mentioned AI, one thing that people don't appreciate is the bad guys have access to artificial intelligence. They're amazing scientists. They don't follow any rules. "Sometimes they take professors and give them proposals they can't refuse." And so they have access to technology. And we assume we as good guys have to use the best technology possible to protect ourselves.

Ron Moritz: (23:56)
You mentioned some numbers that are simply just too big to put my head around. When you talk about market opportunities that are in the trillions, certainly that is an incentive to build a corporation. So the bad guys are certainly building some of these corporations, but you yourself are working with some of the most technologically advanced global banks, some of the biggest banks in the world, and they're counting on you to help them stay ahead of these financial losses, the embarrassment that comes from the financial and cybercrime that they experience. You must have a lot of sleepless nights, but also probably some tremendous highs from the work that you and your team have done stopping the bad guys. I'm wondering if you could actually get into a story or two and share that with us because I think that'll be fascinating.

Mark Gazit: (24:49)
Well, absolutely. These bad guys become bolder and because it's cybersecurity and because it's all remote, they also know that the price of failure is much lower. They can be physically arrested. And it's this specific work to work with those banks. Some of them went public about the work they do with us, like [Santander 00:25:09], but some of them, of course, keep it more confidential. So we're not mentioning names. But yeah, sometimes we work very hard. And then for example, we identify networks of tens of thousands of people financing ISIS. Now, when you look at those transactions that were different accounts, every transactions were very small. $10, 15 Swiss Francs, €8. And they all look different. They're all coming from different places, but when you take artificial intelligence that combines all those transactions, suddenly you see tens of millions of dollars flowing to finance terrorist organizations.

Mark Gazit: (25:49)
And obviously our system help banks to identify it and then law enforcement agencies went in and luckily for us totally stopped this type of activity. And I think each and every one of us especially Israelis, but all around the world could be influenced by this ability to finance financial organizations. And it was almost impossible to identify those transactions because they were really different.

Mark Gazit: (26:22)
Another one is a human trafficking. One of the banks that we worked, we found very, when I say we, artificial intuition system found different set of transactions again in the hundreds. And we found that actually all were about human trafficking, poor girls that were sold from one of the Eastern European countries. So yeah, it's true. We catch bad guys, by the way, in this case, Interpol went in and that took care of it. And we know for sure that we did it before the girls were transported. I know there's a better way to describe it. So definitely there's a huge excitement and the understanding that we make a world a much better place. And you're absolutely right, when there's a downtown, there are more people that join those bad guys when everything is connected, the way to transfer money is easier. And we just need to remember that behind those scientific worlds, cybersecurity, financial cybercrime, etc. sometimes there are real lives that are being affected. And it's great to make those lives better.

Ron Moritz: (27:40)
Absolutely. Sounds truly fascinating. And this talk of cybercrime makes me think about the different roles that are played by both police and military. In both organizations we find the offensive and defensive activities, and they range from protect and serve, which of course is the logo of the police and peacekeeping and active defense and proactive strikes. And these are terms that we sometimes hear in the cybersecurity industry as well. There's probably a fine line sometimes not so fine line between many of the roles played by police, a civilian service, military national security service. Different times we've talked about having offensive cybersecurity. As a pandemic has played out this year, we saw many different ways in which the political leadership, in fact, attempted to leverage these services in our international battle against Coronavirus. Some have been more successful than others.

Ron Moritz: (28:31)
I'm going to start with Kfir. I want to understand this role that police and military have, the metaphors that we've using over the many years to explain cybersecurity. Maybe you can help us understand the differences between these approaches? And looking backwards, which approach do you think was more successful in response to this year's pandemic related cybersecurity threats?

Kfir Kimhi: (28:55)
I think again, that it all depends about the attack factors. So if we are talking about the necessarily to protect our boundaries from extended attackers? Naturally, we need to wear the hat to of a military person. We need to be able to use tools that will allow us to put the attackers as far as we can. When we are looking about the insider threat, when we are talking about the attackers that is already inside the network and might harm one of our major systems or file storages where we keep all our crown jewels. Or if we are talking about one of our employees that is using the data, either in not a careful way or even about to leave the company, doesn't know what's going to happen with him because of COVID-19, maybe he's confused because about something that happened in his house and he's deciding to take massive amount of data before he leaves the company, needs a completely different approach. And military tools will not help. You cannot shoot with a tank on a school even though there might be some big exposure happening inside.

Kfir Kimhi: (30:26)
So the approach need to be different when we are talking about different attack factors. And when we are talking about insiders, we need to wear a policemen hat. We need to explain, we need to present what would be the punishment. We need to train and give also some good sign or a warning if it's needed. But it need to be with education, with bringing the people in and understand what is our expectation of them? And the capability to put the security cameras as well, to understand that if something bad is happening, that we need to be involved, we need to explain, we need to warn. And sometimes we need to take action.

Ron Moritz: (31:18)
So, Ronen and Mark, same questions. Are you aligned with Kfir, or do you see things differently?

Mark Gazit: (31:25)
So shall I jump first? Just because I'm not muted and Ronen is. It's always a challenge in those [inaudible 00:31:34]. So I am very much aligned with Kfir. I think that the role of law enforcement agencies is changing. Ron, of course, you know about my history and past with those agencies. I think again, before COVID-19 they all understood that the world is changing. They all understood that one of my good friends who is head of one of the European top security agencies told me, "We have dedicated people that come 7:00 AM, they drink coffee all day, and then maybe they will work till 7:00, 8:00, maybe 9:00 PM. And then they go to sleep. And he said that our clients would wake up at 3:00, 4:00 PM, will go to the closest internet cafe. They will take Vodka Red Bull and they would start their work. That was before COVID-19. Now, they're doing it from home and everything is connected, and that technology is there. The encryption is there and the know-how is there.

Mark Gazit: (32:38)
So I think the government agencies understand more and more they should be able to build tools and legislation that would allow them to identify this type of activities. They should count more on technology. And more and more people are becoming computer savvy in law enforcement agencies. I have to say there is a caveat here though, and that will give you again, an example, you asked me to give real examples. So I gave you an example, we found that our system in use [inaudible 00:33:14] artificial intelligence, in many cases, identifies a money laundering 70 days before the actual attempt to withdraw money from a bank and conduct the crime happens.

Mark Gazit: (33:23)
Now, on the other hand, we don't want to be in a world that is the minority report for those of you have seen the movie. So Police departments and security agencies, they can't just count on computers to indict people. No, none of us would like to be in a situation that suddenly some algorithm decided that somebody is guilty and then this person goes to jail. So I think that it creates a challenge for law enforcement agencies and we see with many regulators, how to use technology, but make technology full explainable and transparent. For example, AI is an area where you don't necessarily know how decisions been made. For example, you say, Alexa, turn on the lights. You don't care why Alexa understood you? You just knew they use was what they called neural networks and deep learning, etc. But when it comes to law enforcement agencies, you have to be able to explain each and every step. And usually when we start this type of discussion and with regulators, with government agencies, first, we say, "Look, we understand that black box is not good for you. Let's talk about glass boxes, let's talk about transparency.

Mark Gazit: (34:37)
And so to summarize what I said, I very much agree with Kfir that, like anybody else, law enforcement agencies are going through transformation. That's been extremely accelerated by COVID-19. And I think that there will be more and more scrutiny to see that those technologies that we use in day-to-day life will be explainable. We'll be transparent. We'll be able to also withhold the scrutiny of judges and courts, which I think is the right direction.

Ron Moritz: (35:13)
Yeah. In fact, just to add a quick comment there, I've been excited to see that in the area that you serve, the financial services, the regulators are finally coming up to speed when it comes to some of the deep tech technology that innovative companies like ThetaRay are introducing. Ronen, did you have anything you wanted to add to that thought?

Ronen Yehoshua: (35:35)
Yeah, I would add from a bit different direction. Even before COVID we always discuss that one of the major challenges defenders in cybersecurity have is that ... if you think about military? It's how to be on a defense posture. We've been taught in the army that the best defense you have to quickly move to attack. You cannot stay on the defense side because you always lose. But the challenge in the business world is how can you attack? You cannot attack, even if you knew, who would you attack? We don't know who to attack. So it got to the discussion, a different term, which is a reactive and proactive. So if you cannot attack, then the best you can do, you should be proactive rather than reactive. You cannot allow ourselves just sitting like a duck waiting for the attack coming onto you and build the defenses and wait for something to happen and react. You need to be proactive, but the challenge is how can you be ... what's the meaning of being proactive in cyber security?

Ronen Yehoshua: (36:49)
That's one of the things that Morphisec, actually was built upon on the idea of being proactive with moving down defense technologies and all that. So and I think now with COVID that even become even worse because we all understood that, again, with all this parameters, those defenses being reactive all the time, and suddenly, poof everyone is outside. There is no perimeter anymore. You don't know what to protect. Your employees are at home and moving around with the computers and your other applications are moving to the cloud. We had that before, but now everything is very intensive. So that brought many to think that we have to change a mindset from a defensive reactive to a more proactive approach.

Ronen Yehoshua: (37:40)
And I think one of the interesting subject that came up, or became more intensive is the zero trust architecture discussion which is a kind of a method, I would say that can cope with this new environment, new reality, where everything is dispersed. Everything is outside. You cannot think about any parameters. You don't have this military camp that you're protecting. Everyone is outside. And now you have to think differently how you protect. So zero trust is an interesting architecture, lots of vendors moving there. And I think that's something that we'll see evolving strongly because of that.

Ron Moritz: (38:27)
So that's interesting. You're starting to touch on some of these direct and long-term changes in cybersecurity that COVID-19 has brought about. And you've been engaged in the industry across many verticals for a long time. I'm just wondering, on the basis of this direct changes that you've talked about, has COVID driven other changes in cybersecurity consistently across all verticals, or if not, which sectors are actually experiencing the greatest impact and why do you think that's the case?

Ronen Yehoshua: (39:02)
Yeah. I think that we've seen two interesting segments which we didn't think about before that they become highly attacked. One of them is healthcare. Healthcare always was a target but I think it's tripped now, very, very intensive. And we see lots of successful attacks coming there and we get a lot of calls from customers that are in panic. We've been in a never-ending sales cycles with them and suddenly, "Hey, we buy now? Because shit we heard about the other hospital in the other County that was just hit." And so that segment is dramatically raising interest in the area of cyber attack. I don't have an exact answer why? I think those organization traditionally were not sophisticated, very exposed and suddenly have become a very easy attack and especially they're in turmoil, why? They're working so hard, there's so much load on those organization today. And I can assume that their IT and systems and security's collapsing, just collapsing from the load, from the diversity they have to deal with. So that's become an interesting a segment.

Ronen Yehoshua: (40:27)
And the second one, again, very surprising especially the U.S. is the education system, the K-12 and all that, attack tripped. And most probably the reason is the remote learning. All student now are connecting into the schools, organizations remotely and no one is prepared. This movement outside opens many, many doors and are just jumping on that. And this organization they're not sophisticated, it would take them time. And if you ask them for ransom, well, they would probably give you the ransom.

Ron Moritz: (41:09)
There's certain irony to hear you call out the healthcare industry in a pandemic year. Do you think that the response in the healthcare industry and maybe education as well has been adequate, or is there a lot left to do? I'm a healthcare CISO, Chief Information Security Officer, what do I need to include in my 2021 resolutions, where at the end of the year, we're all making resolutions. What are those guys going to be thinking about?

Ronen Yehoshua: (41:37)
Of course, they have to stress in what they have, and they have to do that not in the traditional way. They first action someone will do when he's under stress, he will try to build the defenses he knew in the past or he heard in the past, but as we just spoke, they are less relevant today. And they need to think about more innovative ways and approaches again, being proactive, applying prevention methods and things like that. And the challenge is also ... Again, many of those, such as healthcare security is not a business. Financial and bank and insurance. This is part of the day-to-day. They have lots of teams heavily invested. They have SOC analyst and all that. Healthcare will never have that, education will never have that. So they have the challenge of finding effective systems which are easy to operate. And as you know in security, it's a magic formula.

Ron Moritz: (42:47)
Sounds like making security simple is a way forward for all the cybersecurity companies.

Ronen Yehoshua: (42:55)
Exactly.

Ron Moritz: (42:55)
I want to get a little bit more personal before we begin wrapping up. All of you are of course, are responsible for important category, leading cybersecurity companies. MBA101 teaches us that you all have responsibilities to your employees, your investors, and of course your customers. That's the first thing you learn in business school. But there's no MBA course, or at least there hasn't been in the past. There might be in the future which, of course, we'll have to do over Zoom, but there's no MBA course to really prepare anybody for a pandemic and let alone CEO.

Ron Moritz: (43:26)
So I'm really interested in hearing your own experiences, how each of you might've read the economic signals, the business tea leaves in the first quarter of 2020, and then how you actually led your companies through the pandemic, and did COVID-19 effect your business models? Where you're forced to scramble to create new business plans? Did they impact some of your product roadmaps? And did COVID-19 provide new opportunities that you wouldn't have had had the pandemic not happen? So I'm really interested in hearing from all of you guys. So round robin it, whoever wants to go first, feel free.

Ronen Yehoshua: (44:06)
I can jump in. [crosstalk 00:44:07]-

Kfir Kimhi: (44:07)
Yeah, go ahead.

Ronen Yehoshua: (44:09)
No, Kfir, I was just speaking. Please.

Kfir Kimhi: (44:12)
Okay. I think that it's related to three things. First of all, when it's coming to customers, we look at the opportunity. And luckily for us, we are creating the next generation of the DLP, and traditional DLP was so hard and so complex and so expensive. So companies that even started a DLP project, and just in the beginning stages of the classification and look how bad and how long it's going to happen? As they're coming to us and know that they couldn't do it in a much faster way with a much lower budget, make it much more appealing to them to work with a startup company. And that's created a very big opportunity for us. And we see 600% in the last quarter coming because of that.

Kfir Kimhi: (45:16)
From the other perspective, we are talking about investment. And luckily for us, we did a short investment right before COVID started, but we are definitely looking now to do another round, to make sure that we are safe for the next 24 months and can grow faster. So we are definitely looking at that if weren't expecting to do finance year-round during 2021. Now we are working on that intensively to start doing it in Q1, 2021. And for the third parties, of course, our employees, which brings two different things to the stage. First of all, the workforce. We see a lot of opportunities in bringing more people in, very good people that can join in both from the technical perspective and also from the sales perspective. We see an increase in the amount of potential employees and employees that would like also to work on success fee, which we haven't seen in the past in such large numbers.

Kfir Kimhi: (46:36)
So I think that those are the three major changes that we see that we are trying to work with. And we hope that we build something that is strong enough to keep growing in this Covid time.

Ron Moritz: (46:53)
Mark or Ronen, any thought?

Ronen Yehoshua: (46:58)
[inaudible 00:46:58].

Mark Gazit: (46:59)
Okay. Thanks, Ronen. So definitely when COVID-19 started, and as you said, they don't teach you in Harvard Business School about COVID-19, but you always have this sort of two tendencies. And as CIO, I found that the always need to deal with the short-term, long-term growth versus profitability, etc. And here, a new crisis comes. So first, we braced for impact, we reduced cost significantly. We said, let's make sure that we have enough financing. Started financing round immediately. And evaluated all our current customers. And then when the fog went down a little bit, and we understood that COVID-19 is with us to stay. It's not something that will disappear in a month or two. It was back in April. I actually took another quote by Winston Churchill that said, "Never waste a good crisis."

Mark Gazit: (48:06)
So we said, "This is a crisis, so let's see what we can do?" And then we just started to listen to our customers and ask them and look at them and to see what's going on there? And we found something very interesting. On the other hand, their business model is changing. For example, when we install our system, it is usually a big project, long deployment cycle, a lot of integration with internal systems, they just cannot do it anymore because people are at home. And banking system is not something that you can do and replace remotely. So it was a surprise for them. On the other hand, we found that although some of the projects going slower, actually everything that comes to international transactions is growing. And in some cases, banks told us, "Look, let's slow down the project a little bit." But when it came to correspondent banking, they told us, "Look, we want it yesterday. We need it now."

Mark Gazit: (49:01)
And we said, "Look, if something good is happening to them, then let's focus on that particular area." I can tell you that we did more deployments during the COVID time than we did for the entire 2019, because they really needed solutions that are working, deployed and active. And, of course, we also had to change our sales model. We love meeting people. We sell trust. So building trust relationship is extremely important, but how can you do it when you can't even travel and meet with people? So we definitely created more events, virtual dinners, and we can talk a lot about it. Also, ability to take the company, to build the company, to keep it together every week. We always had what we call, [foreign language 00:49:57], it's religious. We do it, and people connecting from all around the world...

Mark Gazit: (50:06)
So in a nutshell, I would say that we do look at it as an opportunity. It's not a secret. Again, I mentioned something there because they made it public that their digital banking business grew by 40% during COVID-19 and we are lucky to be in heart of it. So we look what's working, we try to invest more in those areas. We try to find constantly things that are not working and try to not invest in those areas. And the most important is to keep in touch, to keep in touch with our customers, without shareholders, with other stakeholders. And of course, to make sure that all the employees keep in touch constantly.

Ronen Yehoshua: (50:50)
Yeah. So from an operational perspective more of the same as Mark as just mentioned, can add do that, that with all those actions that you mentioned internally, we also ... How you use [inaudible 00:51:07] every crisis is an opportunity. What do we take out of it post-COVID? Because we quickly understood that the way we work will change. So let's start now or get organized for the day after.

Ronen Yehoshua: (51:23)
For example, R&D, everyone they're using a desktop, we moved everyone to a laptop. It's a big project that gave a lot of flexibility about how we work with them. And we started planning how the office will look like, how we do the shifts with new people the day after, and start implementing it now. So looking from an operational perspective, look at the opportunities that Covid brings in. From a customer perspective, of course, every crisis is an opportunity as well. So we try seeing where the opportunities there? Work from home, of course, is an opportunity, we understood quickly that going out is a major issue. So we came out, of course, quickly, like everyone does, by the way, in our now market. Quickly with all kinds of offerings around that, all kinds of promotion around that. And of course, we were happy to see that works.

Ronen Yehoshua: (52:18)
And we also, from a product perspective, we, for example, that was the trigger for us to move to cloud delivery. Our product traditionally it's an architecture of a management system that is hosted usually on the on-premise because customer wasn't worried about security and all that, but now everyone wants to move to the cloud. So that was an opportunity for us to do that. We want to do that before, but they needed the trigger. And that was the trigger, and guess what? Now, almost every deal that we do is cloud-delivered.

Ronen Yehoshua: (52:52)
So that was also all kinds of issues around the product that we leveraged because of COVID. And of course there was a lot of challenges. Lead-Generation, very, very hard. People disappear. The phone number when the office is not working anymore. People are listening to webinars because they're bored and they have time, not necessarily because they want to buy. So you have a lot of a garbage in your lead generation. So a lot of challenges around that.

Ron Moritz: (53:30)
Hopefully, the people who registered for this Salt Talk are here to learn [crosstalk 00:53:33], at The top of the hour. And I really did want to ask one final question, because I know that two of you Ronen and Mark, you were already out in Abu Dhabi earlier this year following the signing of the Abraham Accords at the White House last summer. I'm aware and I have been aware for many years that there's significant demand for cybersecurity solutions throughout the Gulf Cooperation Council, especially in the financial, healthcare, and government sectors which we've talked about throughout this past hour.

Ron Moritz: (54:08)
Given Israel's place as a global cybersecurity powerhouse by most reports, second to the United States, I'd be remiss if I failed to ask about the opportunities these new relationships with the Gulf States and other States in that region offered to your companies and what impact that's had on your sales and marketing strategies or will have on your sales and marketing strategies? This seems like, maybe you have a different perspective, but it seems like the Abraham Accords are counterpoint to this very challenging pandemic here. So really quickly 30 to 60 seconds round robin, let's get your thoughts on that.

Ronen Yehoshua: (54:58)
I think all of us were very proud to be there. We're highly excited. Now, from a business perspective, in terms of security, again from a very initial look, it's a highly developed economic environment. Highly, amazing, but it seems that in the early days of digital transformation, I would say maybe one step behind the U.S. or Europe or something like that. That's what's my feeling. And they definitely understand that the transition the digital transformation brings with that the risk of cyber and they have to deal with that in the early days of the implementations. And of course, they are looking for best of breed. They're looking for the best technologies and the only used to work with Israel, I think before on the agriculture and all that. And I understand there's a great opportunity here because the [inaudible 00:55:54] cyber. So obviously cyber will be a hot topic, nice business to do there. And I definitely foresee things will happen. Looking forward to that.

Mark Gazit: (56:09)
Yeah. Ronen, I think it's a very nice finish to the discussion. Because absolutely Israeli technologies and the growth of the market in the UAE in the Middle East and the corporation thanks to Abraham Accords creates an enormous opportunity. It's not that there were no commercial ties. Again, you know about my past. But now at least for me to make it formal, to make it public, to be there, not only as a business person that loves doing business in the Gulf, but to be there as an Israeli, having Jonathan Medved come in there. And of course, being part of Margalits high-tech delegation, it's a totally different feeling, a combination of pride, but also understanding that it's a huge and developing market. UAE looking at themselves as the next financial hub of the world in par with United States in par with London and with Singapore and Hong Kong.

Mark Gazit: (57:15)
I think that's also a gateway to additional countries in the Middle East and also to Africa as well. And it's only three and a half hours flight from Israel, and it's almost the same time zone. So I think that not all the people appreciate the huge opportunity that it created. I think we Israelis really need to make sure that we provide them the best solutions. I totally agree with everybody who said, "It's a very, very developed economy." They know exactly what they're looking for. They're looking for the best solutions, very advanced economy. And I definitely think that the combination of their access to market and the enormous growth. And Israeli innovation creates something that far beyond what we really expect. In my eyes, this is the new Middle East that where economy drives peace.

Ron Moritz: (58:10)
I'm thrilled that we've been able to end on a high note like this. I think we've just got some really interesting and nuance points today. I want to thank Kfir, Ronen, and Mark for joining us. I know the demands of company building are many and more, and I really appreciate the time that each of you is carved out to share your insights. Today, we've heard from 3 of OurCrowd's 200 portfolio companies. You can see more technology and startups and investment opportunities in both cybersecurity and many other sectors at ourcrowd.com. Thank you to our partner, Salt. And make sure you join us for the next installment on December 3rd.

Ronen Yehoshua: (58:48)
And thank you, Ron, for hosting us.

Mark Gazit: (58:50)
Thank you very much. [crosstalk 00:58:52].

Kfir Kimhi: (58:51)
Thank you.

Todd Sears: Driving Equality in the Workplace | SALT Talks #112

“HR leaders can [understand LGBTQ+ inclusion], but if business leaders get it, they can really drive change.”

Todd Sears is the Founder and Chief Executive Officer of Out Leadership, the global LGBT+ business advisory company that partners with the world’s most influential firms to build business opportunity, cultivate talent, and drive equality forward.

In 2001, gay marriage was not legal. That meant there were over 1,049 rights at the federal level that the LGBT+ community did not enjoy, over 90% being financial. This presented a massive opportunity as there was an entire segment in desperate need of financial guidance related to protecting livelihoods and estates. This ultimately led to the creation of global conferences in 2011 called Out on the Street that brought CEOs together in support of the LBGT+ community in business. “Everything that we've done globally with 650 CEOs, and now 85 companies, is focused on the idea that business can drive equality, but from a business imperative.”

Beyond the social value, LGBT+ advocacy has real economic benefits. Leaders in the business communities of places like Singapore, where homosexuality is still illegal, can be influential in applying pressure.

LISTEN AND SUBSCRIBE

SPEAKER

Todd G. Sears.jpeg

Todd Sears

Founder & Chief Executive Officer

Out Leadership

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

Joe Eletto: (00:07)
Hello everyone, and welcome back to SALT Talks. My name is Joe Eletto, and I'm the production manager of SALT, which is a global thought leadership forum and networking platform, encompassing finance, technology, and geopolitics. SALT Talks is a series of digital interviews with the world's foremost investors, creators and thinkers. And just as we do at our global SALT conferences, we aim to both empower big, important ideas, and provide our audience a window into the minds of subject matter experts.

Joe Eletto: (00:35)
And we are very excited today to welcome Todd Sears to SALT Talks. Todd is the founder and chief executive officer of Out Leadership, the global LGBT+ business network trusted by CEOs and multinational companies to drive return on equality. Out Leadership creates executive events and insights that help businesses realize the economic growth and talent dividend derived from inclusion. I'll cut the bio a little bit short there, because we're going to get in more and more about Todd in a bit from the horse's mouth, if you will. But if you have any questions for Todd during today's talk, please enter them in the Q&A box at the bottom of your video screen, and we'll endeavor to get to them before the end of the talk, but, Todd, it's a real pleasure. Welcome. Welcome to SALT Talks.

Todd Sears: (01:20)
Thanks, Joe. It's great to be here. I appreciate the invitation.

Joe Eletto: (01:23)
Absolutely. So we begin each SALT Talk asking our guest to tell us something about them that we can't find on their proverbial Wikipedia page. But I'd like to turn it over to you, to walk us through sort of a robust Wikipedia page, if you will. Your journey, and how you got to where you are today, and share your story with the SALT audience.

Todd Sears: (01:41)
Sure. Well, if you do go to my Wikipedia page, it's very clear that I am openly gay. So you can find that from Wikipedia, but I'll weave that into the story. I knew I was gay when I was four, which for most folks who are LGBTQ that's actually in the range. Most people know their sexual orientation or gender identity between the ages of three and eight. For me anyway, I grew up in North Carolina, and it took me until I was 18 to actually be comfortable to come out. I moved all around. My dad was in textiles, so I went to nine different schools before I went to boarding school in Virginia. And spring of my senior year in boarding school at Woodbury Forest in Virginia, I came to New York. And I saw a play called Angels in America, which I think a lot of folks have seen, hopefully. It just celebrated its 25th anniversary last year, or two years ago, which nothing like having a play that made you come out celebrate a 20th anniversary to make you feel old.

Todd Sears: (02:37)
But I basically, I saw my life kind of played out on that screen. I was the good old southern boy who was going to get married and have 2.2 kids, live in a white picket fence, do all the right things. And you see it played out on the screen, or on the stage, actually a character named Joe the Mormon, who's played by a guy named David Marshall Grant, who if you've saw The Devil Wears Prada, he was her dad in the movie. And so he basically, the show, showed me what I was going to be if I didn't come out, and so in the Walter Carr Theater in spring of 1994 I came out to myself. And I went back to Virginia, and I actually wrote a letter to Joe the Mormon, David Marshall Grant, and I sent it to the theater.

Todd Sears: (03:21)
And interestingly, all through my years at Duke, he actually wrote me. We corresponded, and he was kind of my first ally, my first mentor, and he really kind of helped me navigate what it meant to be gay. Because if you think about role models and visible gay people in the '90's, there were very few. And those that we did have were either very stereotypical, drag queens, florists, or people dying of HIV. That was pretty much what you saw. You didn't see gay bankers, you didn't see gay lawyers. You didn't have CEOs who were gay. You didn't have anyone saying that you can have a career if you were gay, right? I mean, it was kind of career suicide at that point in business to be gay. And so I sort of internalized that, but also was lucky enough at Duke to have some great fraternity brothers and great supporters, and I was in campus politics.

Todd Sears: (04:02)
And so out of college I moved to New York, and I went to Wall Street, which was at that point late '90's. And my first boss was a homophobe. He used the term faggot on the floor with regularity, and it was kind of shocking actually. I thought back, and I thought, hey, I grew up in North Carolina, and I never really had issues. And here I am in New York City on Wall Street, and I have a homophobic boss. What are the odds? So I did what most gay people do who are in homophobic environments, and went back in the closet, and I started looking for a new job. And the second investment bank that I worked for, I was super out in my interview. I was like, "I'm gay, and you need to know this." And they were all like, "Dude, it's totally fine. We're cool with the gay thing." But coming from a homophobic environment, that mattered, and that was a decision I made, that I would never again be in the closet for any point in my career.

Todd Sears: (04:57)
And what that also allowed me to do was connect who I was as a person, to the community to which I belong, to business. And from an investment-banking perspective, it allowed me to actually help win business, by connecting with gay CEOs and gay business owners. And so I was on the sell site M&A in media, and we actually won the business of Out and Advocate magazine merging the second time, I think, they did it, which ultimately led, when I was a private banker, to helping take PlanetOut public, which was the first gay IPO, which was pretty exciting.

Todd Sears: (05:24)
And so the idea that I was able to leverage who I was, to have those connections, was kind of a new thing. And so I switched sides of the world and went to private banking in Maryland in 2001. And for those who know private banking, probably a lot of folks listening today, you get a phone, a desk, a computer, and they say bring in a million dollars a month of new assets. And if after eight months you don't have $8 million, sayonara you're fired, which at that point, I believe, the fail rate was 92%. And I put together a business plan for focusing on LGBT financial planning. And believe it or not, in 2001, not a single Wall Street bank had thought about the LGBT community as a market, as a business opportunity.

Todd Sears: (06:03)
At that time, because marriage equality was not a reality, there were over 1,049 rights at a federal level that gay and lesbian couples did not enjoy, because of federal recognition not being an option. And about 90% of those rights were financial, titling, taxation and estate planning, all of those types of things. And I thought why isn't another firm talking to these folks? These folks need help protecting their families, protecting their livelihood, protecting their estates. And so I put together a plan, and I partnered with Lambda Legal, which is the largest LGBT civil rights organization in the U.S. And I did domestic partner planning seminars all over the country, helping gay and lesbian couples understand how to protect their assets, how to have a charitable planning component to their financial plan, and ultimately how they could support Lambda, HRC.

Todd Sears: (06:47)
We actually had 31 nonprofits whose endowments I managed at that time, and in the first 12 months I brought in $100 million of net new assets. And after the first four years, I brought in almost $2 billion, which was great, it was nice. I got to keep my job, so that was a bonus. But what was also exciting was I tracked it as an ROI initiative. I didn't go to Merrill Lynch and say this is the right thing to do. I said this is the right thing to do for business. This is the right thing to do for our reputation. This is the right thing to do for our employees. And I tracked it as something that they needed to reinvest in. So I actually got a meeting with the head of Wealth Management, Dan [Sontag 00:00:07:24], my second year, and I got 30 minutes with him, and I was 25, I think, so so it was like two years ago. And so I-

Joe Eletto: (07:33)
[inaudible 00:07:33].

Todd Sears: (07:33)
Look, right, exactly. I didn't have quite as much gray hair. So I said, look, I brought in $100 million in the first 12 months, and we as Merrill Lynch can own this market. And if you really want to, we could do it, and here's how we do it, and asking for a quarter-million bucks of sponsorship, and he gave it to me. And I later found out, in 37 years at Merrill, he'd never given a financial advisor a dollar, but he gave me a quarter of a million. And the deal was I had to report back to him once a quarter on the ROI in his investment, and the ROI on his investment was twofold. One was new assets under management, but it was also more financial advisors who were focusing on the LGBT market.

Todd Sears: (08:07)
And I later found out that was a bit of a test, because, as he said to me later, when he tapped me to kind of lead diversity strategy for him, he said, you're not a financial advisor, you're a leader. Because a financial advisor would not share his or her ideas, and want to bring in other leaders with them, right? That's a leadership role, not an advisor role, and ultimately I'd brought in 250 other financial advisors and help them sort of do the same thing. So that was the framework. And along the way, because of the work that we did, Merrill won all kinds of accolades. We actually helped advocate for LGBT equality through marriage equality, through adding non-discrimination for sexual orientation and gender identity, transgender medical benefits, we won the HRC award. All because they were doing the right thing for business, not just because they were doing the right thing for LGBT employees and clients.

Todd Sears: (08:52)
And along the way, I got to really have some great and mentors, and we can chat about that as well. But the ability as an out, gay person to then help other people be out and visible, was something I was very proud of. Ultimately, as I mentioned, he tapped me to run diversity strategy for him, which I did. And then I was recruited away to Credit Suisse, and I was head of diversity inclusion for them across all their businesses. And in 2010 they laid me off, which was awesome. And so I was sitting on my cell phone with a severance check and multiple martinis, and I thought, all right, what the heck is next? What am I going to do next in my life? And I kind of looked around at my Merrill experience, which was so incredibly positive and wonderful, and I was the guy that would get choked up with the Merrill commercials, and Mr. Loyalty kind of thing, would dollar the bull.

Todd Sears: (09:41)
And, anyway, and I thought, and I looked around ten years ago, and if you think back for the leaders on this call, we didn't see CEOs using their economic platform to advocate for change or equality, or any sort of social justice platform. We didn't have companies using their economic power in places like North Carolina or Indonesia or Singapore, to advocate for gay equality, or really almost anything. And I thought, could I create that conversation? And could I use the learning of getting an old, conservative Irish Catholic command-and-control company like Merrill to support gay equality, because I taught it's the bottom line?

Todd Sears: (10:12)
And so I start a summit I called Out on the Street. I used my severance check to fund it. And the idea was using Wall Street as an example, and kind of Davos, all talk to me, this type of conversation was the model. CEO-hosted, senior-business-leader attended, not a diversity summit, not an HR summit. I really wanted business leaders, because HR and diversity folks get it, but if business leaders get it then they can actually drive change. So our first summit was in March, 2011, so we're almost ten years old now. I think you guys celebrated ten years last year, I think, if I'm not mistaken, right?

Joe Eletto: (10:42)
We did. You were at our tenth anniversary conference.

Todd Sears: (10:44)
Yeah, which was awesome. And so the first six banks were Bank of America, Barclays, Citi, Deutsche, Goldman Sachs, Morgan Stanley. And I gave each of the six original banks ten slots for director level or higher business leaders. And I said the framework's going to be business, talent and equality, but in that order. I want you to be in the room because it matters to your business. You've got to have the right talent to execute on it, and equality's the output, not the starting point. And we were 200% oversubscribed for the first summit. Two weeks later, four of those six CEOs signed on for marriage equality for New York, and we grew from there. So I launched in Europe almost nine years ago, in Asia eight years ago. We were the first gay summit ever an Asia, in Sao Paulo, Brazil, and in Sydney, Australia.

Todd Sears: (11:21)
So now, around the world in 2019, we had Davos-like summits in New York, London, Hong Kong, Paris, Sydney. We have talent initiatives for young, gay leaders that we built called OutNEXT. We have a talent initiative for senior LGBT women called OutWOMEN. We have a board program called Forum, which we can chat about, as well as research on allyship, on self-identification, on the business bottom-line benefits of LGBT equality. And everything that we've done globally with 650 CEOs, and now 85 companies, is focused on the idea that business can drive equality, but from a business imperative. So we get these companies to leverage the economic power they have by doing business in states and countries all around the world, to say that discrimination against gay people, LGBTQ people, is simply bad for business. And so that's what I'm now doing around the world.

Joe Eletto: (12:08)
I think it's fantastic. Just to go back to Angels in America, I actually saw that when it was on Broad- I think it, was it two years ago already? That's-

Todd Sears: (12:16)
Yeah.

Joe Eletto: (12:16)
The 25th?

Todd Sears: (12:17)
Yeah.

Joe Eletto: (12:18)
I took a picture of the wings and everything. That was, yeah, it was something I'll never forget. I just, I don't know, I loved the story.

Todd Sears: (12:24)
And the HBO, the miniseries of it as well, Meryl Streep and DeNiro, and an amazing cast of folks. So if you haven't seen it on Broadway, it's still on HBO so.

Joe Eletto: (12:34)
And that's what I'll be watching this weekend. So just to go back to SALT 2019, and, you know-

Todd Sears: (12:40)
Yeah.

Joe Eletto: (12:40)
You moderated a panel on diversity leaders from BlackRock, Bank of America, a hundred women in finance and HP. And Leslie Slaton Brown, who's the chief diversity officer of HP, said that they implemented a process at HP to actively track business one, because diversity was at the table. So I sort of want to do a state of the state, if you will, of how member firms at Out Leadership are able to use the power of business to successfully drive change.

Todd Sears: (13:07)
Yeah. Well, I'd say a couple things. I think what gets measured gets done. So I think companies like HP, that are measuring diversity and their impacts, matter. It depends on what they're measuring, and how these companies are looking to effect change, right? So, internally, I always say the representation is a lagging indicator, to put it in financial terms. It's the result of your corporate culture of the last five years. Engagement is a leading indicator. So too often companies say, oh, we don't have enough of insert blank, whatever blank is, women, people of color, LGBT, and we have too many of insert blank here, generally straight white men. And the challenge with that is that you're saying that you're valuing difference differently, right? And the idea is that it's a problem to be solved, it's only focused on head count and belly buttons, it's not focused on opportunity or business.

Todd Sears: (13:52)
There's a guy named Martin Davidson at Darden school that talks about leveraging difference. And he actually says it's an opportunity to be capitalized on, all elements of difference. Both inherent and acquired diversity count, right, so acquired diversity is more your mentality, and your diversity of thought and perspective. And ultimately everyone, including straight white men, have something to be gained from that idea. And so when companies are looking at this, I really encourage them to think about it as an opportunity, not a problem, that everyone does have a role to play, and that's on the internal side.

Todd Sears: (14:20)
On the external side, quite frankly, as we know from pretty much every metric, discrimination is bad for business, whether it's discrimination against black people, white people, LGBTQ people, et cetera, and companies are in a war for talent. So the challenge that if you're doing business in Singapore, for example, where gay people are still illegal - there's 67 countries around the world where it's still illegal to be LGBT- but in 100% of those countries, we are doing business. So if you want to actually bring your top talent into Singapore, it's hard. And so if we can get 19% of Singapore's GDP, which is financial services, to say to the Singapore government that 377A, which is the anti-sodomy law that's on the books, is bad for business, then that's how you start to effect change. And that's really the model of Out Leadership, is using that soft power that businesses have to advocate for change, because it does matter to their talent, to their clients, and to their bottom line.

Joe Eletto: (15:09)
Yeah. And I think this goes well into talking about the Quorum initiative of Out Leadership, so that works to ensure that LGBTQ+ diversity is central in conversations about board representation and policy. So, are there examples that you can share, where something like that having a more diverse board, having more representation at the top, actually has affected change, whether that's locally or internationally?

Todd Sears: (15:33)
Yeah. Well, so I'd say, so first of all, Quorum is our board program, and we've been doing it for about seven years now. And the idea, quite frankly, was expanding the board conversation to include LGBT folks at the board diversity level. So, too often the conversations around board diversity only center on race and gender, and historically have not included LGBTQ, and to me that's just a missed opportunity. Because there are LGBTQ people of color, women, et cetera, so why wouldn't you broaden the pool? And the first step of that is actually including people in the policy. And so we're actually, literally today, will be launching Out Leadership's policy in a box. There are only 12 companies in the Fortune 500 that include LGBT in the definition of board diversity currently. There were only two, so we've gotten ten to amend their policy, which is great. We've also gotten CalPERS, CalSTRS, New York City and New York state pension funds to include LGBTQ in the definition of diversity that they mandate for their investment strategies. So they have to have board diversity in the governance of the companies that they make investments in.

Todd Sears: (16:32)
And then a lot of private equity firms, KKR, Carlisle, et cetera, and Blackstone and BlackRock, are in the same kind of zeitgeists, in terms of using their buying power of the market to actually say that this is something that matters to them. So it's about having people involved in the conversation, it's about including people in the policy, but then it's about holding companies accountable. The California law that just passed last month was a great example, I think. And so it requires all companies doing business, who are based in California, to have diversity at the board level.

Todd Sears: (17:02)
And we've been advocating the last three years, and thanks to a lot of lawmakers in California who listened, LGBT is included in that definition for those companies. Goldman Sachs, David Solomon, actually announced at Davos this last year that Goldman would no longer take a company public if they did not have a diverse board. And for Goldman Sachs, that Goldman was actually one of the two companies originally that included LGBT in the definition of board diversity. So for Goldman, LGBT is included, and they're actually a supporter of the Quorum initiative, as is KPMG, Ropes and Gray and Egon Zehnder, is coming on board as well.

Todd Sears: (17:34)
So it's kind of a mixture, I guess, is the best way to say it, that it does matter for folks to be included at the top. It's not about belly button counting, and saying you have to have one gay person, one black person, one woman. But it is about broadening the pool, and saying you really should have diverse thoughts and perspectives. And most of the research out there does show that diverse thought and perspective leads to better outcomes.

Joe Eletto: (17:54)
Yeah. And I was going to follow up with this, and you kind of answered it, but I guess we can extrapolate on it a little bit. And some companies approach diversity and inclusion as belly buttons, as optics, as, look, we have a gay person, throw us a bone. So how do we push back on the tokenism, when data and business case here you will make money, this is good for business. How do we push back on those companies that say nah, it's just not for me?

Todd Sears: (18:21)
Well, there's a great Peter Drucker quote that I like, when he's Mr. ... At any of the MBA schools really do a lot of Peter Drucker focus, and he has this great quote, which he says, In business, you don't have to change. Survival is optional." And I really look at it in that way with all these conversations. You shouldn't be required to have to do these things, but if you're a forward-thinking business in today's world, purpose matters. And the consumer actually does care what you as a company do with your employees, in your supply chain, how you address climate, how you address LGBTQ people, Black Lives Matter. And the tie-in to me, as well, is if you look at the data that shows that people don't actually trust the government, people do trust CEOs in business now. And over the last ten years that has dramatically changed. Ten years ago it was risky for a CEO to speak out on gay issues, for example. Now it's actually risky for companies not to have some sort of perspective.

Todd Sears: (19:19)
So I think that the tokenism is one key piece of it, and I think it really depends on how the companies approach it. It goes back to opportunity versus problem, right? A great example I love from research on the trading floor, testosterone levels on the trading floor go down if you have a better gender balance, which leads to less risk-taking, which leads to better returns, right?

Joe Eletto: (19:42)
Yeah.

Todd Sears: (19:42)
That's not saying that you need to hire more women because you need to hire more women. It's saying a better gender balance gets you better outcomes. Malcolm Gladwell's Blink book, I think, is a great example as well. He talks about symphony orchestras, and the percentage of women that were in symphony orchestras in 1980 was something like 4%. And there was an audition, that one of the people auditioning had a connection to the conductor. And so they decided to do the auditions blind. And so all of the folks auditioning for this role went behind a screen, played their piece. And the conductor, two-thirds of the way through, said, ah, that's it, that's the person, that's who I want, and out walks a woman. And she's a, I think it was, a brass instrument. And he said, well, women can't play a brass. You don't have the lung capacity, you're too small, let's do this again. He does it again, points, says that's the person I want, out walks the same poor woman.

Todd Sears: (20:28)
And he ultimately hired her as second chair. She still had to earn to go to first chair, which is complete BS, but ultimately symphony orchestra auditions now are all done blind. What percentage of symphony orchestras are now women? Roughly 40%. They didn't do it because they needed more women, right, as a tokenism, right? It was they needed the right people with the right skills to make the right sounds, to make the great orchestra. So I think the idea of removing blind spots, and actually having people there for their skills and their, I would say, what they bring to the table, versus their gender ethnicity orientation, is how companies should look at it. Unfortunately. too often companies don't, and there's this balance of holding companies accountable for that.

Joe Eletto: (21:08)
Yeah. And you actually just reminded me of my, I mean, in my past life I was an opera singer. So I went to school, undergrad and grad, for music.

Todd Sears: (21:14)
Nice. That's awesome.

Joe Eletto: (21:14)
So having my friends go behind the wall, and it was amazing. I was like, oh, you can't really do this for music, for singing actually. I don't know if it would work. They can't tell if you can emote or anything, but it's imagine if that was done more broadly.

Todd Sears: (21:29)
Yeah, and companies are looking at that. There's some companies that on resumes they'll take off people's names, because that can be an identifying factor, or taking people's universities off, so that they don't do the oh I went to Duke too kind of frat guy sort of thing or what. So removing opportunities for people's blind spots to sort of overtake the reason is smart.

Joe Eletto: (21:50)
Yeah. I want to want to turn to something that's been on no one's mind the past week, and I guess that's politics and the election. Nothing too salacious or scandalous, I promise, but I just want to get your opinion on what a Biden/Harris administration would look like for LGBTQ rights. Obviously we had a surprise, honestly, but major victory this summer, with Title VII of the Civil Rights Act. But today, I believe oral arguments are beginning for Fulton vs. Philadelphia for Catholic services. So everyone, Democrats, pro-gay, but what does that translate to you, and how are you going to be advocating with the new, with the change of administration?

Todd Sears: (22:33)
Well, I would say a few things. I think, one, it's a mistake to assume that LGBT inclusion is just a democratic issue. I think there are significant numbers of Republicans, Independents, who look at discrimination is bad for business, or bad for the country, or bad for themselves, their families. Ken Mehlman, who's an Out Leadership board member for many, many years, organized the Republicans Amicus Brief for marriage equality. Paul Singer has spoken at our summits, Stan Loeb. There are a lot of folks who you would not necessarily put in the camp, per se, of liberal support, and yet they do support inclusion, which I think is just worth pointing out. And because I think as we go forward as a country, 71 million people voted for Trump, and they can't all be bad folks who are anti LGBT. In fact, I don't think anti-gay animus was a driver for them. I think a lot of people looked at the economics, and that was more of a driver.

Todd Sears: (23:27)
Unfortunately, for minorities and LGBT folks, politics is personal, and I think that's what kind of got lost a lot in this election, right? That folks who are not LGBT, or from a majority community, or aren't Black or Hispanic or immigrant or Muslim, don't necessarily understand the fear that so many minorities lived under for so long of losing our rights. If you look at the LGBTQ in particular, trans folks have lost significant rights in the last four years, gay people have been discriminated against. Bostock was a great example from a support perspective, but in 37 States you can still be criminalized for having HIV. You can still just, the sexual orientation non-discrimination, included employment, but not in housing, so gay and lesbian people can still lose their housing across the United States. Gay adoption has been removed from so many states. There's so many elements of our just basic humanity and human rights that have been taken away/threatened.

Todd Sears: (24:24)
And I think that's what is hard for folks who are not part of these communities to necessarily understand. So when you're voting for someone who says those rights shouldn't exist, you're literally voting against my own humanity, and my rights to exist, and that's hard for some folks to take. So that idea, I think, is something that has gotten lost, that I think will, under Biden/Harris administration, be, I think, obviously more positive from an LGBTQ perspective, from a minority perspective. Everyone that I've spoken to in the last week just feels like we finally can exhale, and I think that's a very common sentiment.

Todd Sears: (24:59)
But at the same point, I think we've got to do a great, or a better job, of building bridges among folks who did not understand why it mattered, and educating folks, and I think that is on us to create those conversations. As it relates to LGBTQ in particular, I think we will see a lot of support from this administration, just like we did from the Obama administration. And I do think the case that you mentioned, if I were to make a prediction, I do think we will have challenges with religious freedom going forward, and that will be at the Supreme Court level. I think there's a misconception that there is a religious right to discriminate, that people's closely-held religious beliefs give them the right to infringe on my civil rights, which is not the case. We should never have the right to discriminate against anyone based off of closely-held religious beliefs.

Todd Sears: (25:45)
Everyone has the same right to life, liberty and pursuit of happiness. And my marriage or relationship, or whatever, does not infringe on anyone else's civil rights. And when people have actually gone to court, and they've been asked to explain how marriage equality somehow impacted their marriage, they were not able to do it. So there are, I think, a lot of challenges we have still ahead of us, but I'm excited about the direction our country is heading, and the opportunity to continue to create this conversation.

Joe Eletto: (26:13)
Absolutely. Pivoting off of that, we escaped without any major, major declarations.

Todd Sears: (26:19)
Twitter's blowing up right now, I don't know.

Joe Eletto: (26:21)
Absolutely. Our lights are going-

Todd Sears: (26:24)
Your followers are just going nuts.

Joe Eletto: (26:26)
So, representation is tremendous. I know we touched on it in the beginning. I just want to go back, because we have an anecdote from yesterday. We had a SALT Talk featuring two Black venture capitalists. And at the end, our moderator remarked that she couldn't identify many other instances, if any, of two Black VCs having conversations on a platform, not to toot our own horn, but such as SALT, such as, well, such as Out Leadership, that it just isn't happening as much as possible. And then sometimes, when you're on the other side of this - I don't know if you've had this experience, and I'm curious to know your thoughts - you program these amazing, robust conversations, and then you almost have to get people to kind of care. And it's a chicken and egg of how you get people in the room to witness what's going on, and what amazing ideas are happening.

Joe Eletto: (27:19)
So I'm just curious of your thoughts on how we continue to promote people. Is it just that we have to continue putting them out there, making their voice heard, and promoting them as much as we can with the platform that we have?

Todd Sears: (27:31)
I think the last piece of what you said, I think, is the right answer. So one of the learnings, I think, from the Black Lives Matter movement, was the idea that significant numbers of Black Americans did not have access to a platform to tell their stories, and to be seen and heard, as well as to fight systemic racism that still does exist in our country. So one of the things from Out Leadership perspective we've been trying to do is find opportunities to use our platform to share diverse voices. We're actually doing a big announcement tomorrow about a new Black/Trans initiative that we're kicking off in that same way, bringing an amazing leader onto my team, which I'm excited about.

Joe Eletto: (28:08)
Awesome.

Todd Sears: (28:09)
But the idea that, take Allies for example, and I think this kind of ties into one way to look at your question. The idea of being an ally to the Black community, to the gay community, to any of these marginalized communities, is that you are lending your voice, your power, your platform, so that those who don't have access to that platform can create some sort of visibility for themselves, and create opportunities for conversation. So as you're convening conversations, and using SALT's platform to bring together Black VC's, I think that's fantastic. That's, as we were chatting before, it's one thing to do it in an ecosystem of folks that would ordinarily expect to see such a conversation. And it's really, I think, probably a whole lot more impactful to do it in an ecosystem where that's not the expected conversation, because ultimately we have to reach more than just the choir. And I think that's the opportunity that you guys are creating. And I think as we go forward, from an Out Leadership perspective, that's what we're also trying to do as well.

Joe Eletto: (29:11)
Yeah. And I'd like to point out - this might be a milestone. I'm going to have to go back and double check - but I think this was the first SALT talk with two out members of LGBTQ community, so I can high five you through there.

Todd Sears: (29:23)
Awesome.

Joe Eletto: (29:24)
But turning to, and turning again - I have a really good way of getting to more somber things - COVID, turning to COVID, obviously we're virtual, we're not together. How are you guys responding to the COVID pandemic? What have you heard from your member firms, maybe from yourself or your own experiences, about the experience of people in the LGBTQ community? How are we disproportionately affected, if at all?

Todd Sears: (29:50)
Yeah, so we actually could convened as part of ... I think when we went virtual in March, we convened after the first conversation on HIV, LGBT and COVID, and sort of the intersections thereof, because there was a huge fear that HIV positive, and folks with AIDS, would be disproportionately impacted from a COVID perspective. And interestingly, so we had the head of Weill Cornell Medicine, and the president of Mt. Sinai, who's actually openly gay as well, discussing those issues. And fascinatingly, folks with the HIV and AIDS - not to be only I'm thinking that only LGBT people are HIV positive, by the way - were actually not at a greater risk, which was interesting, primarily because the medications that people are taking, including Gilead and Remdesivir, that ultimately was being used to treat COVID now, so maybe it was a silver lining, if you will.

Todd Sears: (30:38)
From an LGBT community perspective, I think the data is actually that we were not disproportionately affected, but Black and brown communities are and were, and that's across the United States. There is intersection there, but economics really do sort of drive a lot of that, and access to medical care, access to space, right? There are a lot of economic indicators that predispose people to be much more impacted by COVID. And unfortunately, the Black and brown communities of our country were much more impacted than the LGBT community, which leads to all kinds of other not necessarily positive outcomes as well. And it underscores the need for better inclusion, and more of us to understand what the situation is in Black and brown communities across the country.

Joe Eletto: (31:27)
Absolutely. Turning to Out Leadership, I know you guys are doing your conference, obviously, virtually. I wanted to see if you had anything you could share about that, what's going on, what the timing of that is, and how people can potentially be more involved with Out Leadership.

Todd Sears: (31:41)
Yeah. So when we went virtual in March, I decided that we would not do anything virtually that we wouldn't have done post pandemic. And so in 2019, we had 57 events around the world. In 2020 thus far, we've had 130, including a global virtual Pride platform we created called Proudly Resilient. We had 41 events all across Pride month, and all of them benefited 21 intersectional and LGBT nonprofits, which I was very proud of. Our talent program has expanded this year as well, so our OutNEXT program, we just launched a global curriculum in March, I'm sorry, in August. We had 2,500 young leaders from 110 companies and 27 countries participate in that platform. Our European summit, which is hosted by HSBC, happened in September. Our Asia summit, which was also hosted by HSBC, and EY and KPMG, just completed in October. We're about halfway through our U.S. summit, and I kicked off our Australia summit last night.

Todd Sears: (32:39)
And the I'd say the thematics are similar to what we're talking about today, the idea that business is continuing to drive change, that companies are driving change around the world, CEOs using their platform matter significantly. We have our second CEO round table this afternoon. And we had 17 CEOs and chairmen on Monday, and we have another 13 this afternoon, and we convene those round tables with the opportunity to share our data and research. So we've published four pieces of research this year, including the first-ever global ally research, which I can share with you guys to share. We had 5,000 leaders across 11 countries, then we had 3,000 leaders in the United States. And then we went back out in the field post-COVID, to understand really what the difference was, and then the idea of really making it actionable, so that leaders need to actually come out as allies, we say, just like LGBTQ people have to come out, allies have to come out, and the impact that that makes in companies and cultures now.

Todd Sears: (33:34)
So there's a lot of conversation around obviously working from home, and what that impacts creates. How does that impact people's covering, right, hiding an aspect of their identity in the workplace. And ultimately what has been really kind of fun, and we've had probably 40 different CEO sort of one-on-ones that I've interviewed this year, that the conversation around the Zoom box is everybody's equal, right? You can't really talk over folks. It's not a board table where somebody is at the head, et cetera. There are some interesting positives that, of course, go with the challenges of working from home. But from a cultural perspective, the ability to have more diversity be heard is something that a lot of companies have said is a silver lining coming out of this.

Joe Eletto: (34:17)
I like that Zoom is the great equalizer.

Todd Sears: (34:19)
Yeah, it is.

Joe Eletto: (34:21)
That's fantastic.

Todd Sears: (34:22)
And people can't always, you know, I've got my orchid, and that's nice, but my dog could bark any moment. And people want to manage their profile, and their look and feel as much as they can, but you can't, right? I mean, you've got the CEO with the kid walking in behind him, or the cat walking across. That humanizes people, and I think that makes people more authentic. And I think that's not a bad thing. I think that's a good thing.

Joe Eletto: (34:47)
Yeah. I mean, I'm coming to you from my living room. So obviously this is just my stuff, so I'm sorry I couldn't clean up too much, no.

Todd Sears: (34:54)
It's okay. Same, same, same.

Joe Eletto: (34:56)
Exactly. Just to bookend this, I wanted to see if you would share your best advice to people listening today, who want to start or increase change at their firms. Maybe they're not part of Out Leadership, maybe they don't have representation. I personally am lucky to have someone here who is a mentor for me, and that they are out at the firm, and that we have very supportive leadership of people bringing their genuine selves to work. As small a firm as SkyBridge is, as SALT is, I was happy to find that. So people who aren't as fortunate, or in positions, what do you think they can do?

Todd Sears: (35:35)
Well, I'd say a couple of things. From a firm perspective, we'd welcome and love more companies to be members of Out Leadership, and I'm happy to talk about that any time, any place, anywhere. And we can send info, but info at Out Leadership is the easiest, in terms of reaching out there. I would say companies have the opportunity, and leaders have the opportunity, to really look inward, and figure out how they can leverage the platform that they have, right? So we have companies that are training 50 people, and we have companies that are 300,000 people, and the size of the company really is irrespective of the leaders that are leading the company.

Todd Sears: (36:11)
I reflect on Noel Quinn, the Global CEO of HSBC who's on our board, who talked about his leadership style, which is he has roughly 300,000 people that work for him, and he looks at it as if he has five. And he literally says how would I manage with just a team of five? That's how I manage with a global organization like HSBC. So being available where he can, being authentic, being transparent, all of those things really matter. And I think, from a diverse perspective, and what these companies can do for their employees, and in the communities that they're working in, I think that's the approach. And it really does just take visible leaders, allies and LGBT folks, and people of color. All of the different groups have an opportunity, I think, to lead. And it really does require corporate support.

Todd Sears: (36:56)
So I'm glad that I'm glad to hear that you have that with SkyBridge and SALT - I'm not surprised - but that's really important. I think you can never underestimate the impact. Whether it was David Marshall Grant on me when I was 18, or any of the CEOs I've had the pleasure of working with over the years, that you never know the impact that you're going to make. And being open to creating that impact, I think, is a huge gift that leaders can give to their employees, to their clients, and even to their families.

Joe Eletto: (37:22)
Fantastic. Well, Todd, this has been awesome. I'm glad that we're able to do this now on a yearly basis. Hopefully we'll make it more frequently, and looking forward to the partnership between SALT and Out Leadership for the coming year. But I want to wish you guys the best for your conference going on. I can't imagine the lift of doing a fully-virtual conference. I am not envious right now.

Todd Sears: (37:45)
Luckily I have a great team. They're the ones that do all the hard work. But I will send you the link that you can share with folks and people. We have two public programs for each of the summits, and very happy to have any of your constituents join the U.S. or Australia, and-

Joe Eletto: (37:58)
I would love that.

Todd Sears: (37:58)
And, yeah, that's exciting. Well, thanks for having me.

Joe Eletto: (38:02)
[inaudible 00:38:03].

Todd Sears: (38:02)
It's nice to see you, at least through the screen, and I'm excited to continue to have the conversation with you guys, and with SALT, going forward.

Joe Eletto: (38:10)
Absolutely.

Stergios Voskopoulos: Understanding Impact Investing | SALT Talks #111

“I'm a believer of when I invest in something like private equity or VC, it has to be sustainable for the very long-term.”

Mr. Stergios Voskopoulos is the CEO of Kanoo Capital, the Investment Division within YBA Kanoo, one of the largest and oldest family conglomerates in the Middle East. As CEO of Kanoo Capital, Mr. Voskopoulos is responsible for the active management of direct and indirect investments regionally and globally.

Kanoo as an institution was incorporated all the way back in 1890 and after many decades of an oil-based economy in the region, YBA Kanoo leveraged its longstanding credentials in countries like Bahrain, Saudi and UAE to establish a wide-ranging professional investment practice. This shift to more diverse investing has created a regional entrepreneurial ecosystem designed to sustain into the 21st century and beyond. “I'm a believer of impact investing when you have the balance between impact and also economic and financial returns.”

Developing the local workforce is a key element in the mission to remake and support the regional economy. This means a strong focus on improving local universities so that fewer families feel the need to send their children to the United States or Europe for a top education.

LISTEN AND SUBSCRIBE

SPEAKER

Stergios Voskopoulos.jpeg

Stergios Voskopoulos

Chief Executive Officer

Kanoo Capital

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

Rachel Pether: (00:07)
Hi everyone and welcome back to SALT Talks. My name is Rachel Pether and I'm a senior advisor to SkyBridge Capital based in Abu Dhabi, as well as being the MC basalt, a thought leadership form and networking platform that encompasses business technology and politics. SALT Talks as many of you know is a series of digital interviews, where we aim to provide our audience a window into the mind of subject matter experts.

Rachel Pether: (00:35)
Today's focus is going to be on family businesses and international investing and I'm very excited to be speaking to a dear friend of mine Stergios Voskopoulos. Stergios is the CEO of Kanoo Capital, the investment division of YBA Kanoo, one of the oldest and largest family conglomerates here in the Middle East. I know that the term global citizen can be somewhat overused, but Stergios truly is a global citizen.

Rachel Pether: (01:01)
He has lived and worked in seven countries including spending the last 10 years in the Middle East and he speaks six languages. He has over 20 years of experience in asset management, private equity and MNA. He's a member of the young president's organization. He holds an MBA in a bachelor of science in computer engineering. As always, if you have any questions for Stergios during today's talk, just answer them in the QA section of your screen. Stergios, welcome to SALT Talks.

Stergios Voskopoulos: (01:39)
Hi, Rachel. I'm glad to be here and hi to all the viewers of SALT Talks.

Rachel Pether: (01:40)
We're very excited to have you here. And before we dive into specifics, I want you to tell me a bit about your personal background. Living and working in seven countries is quite a lot, especially for a man from a small town in Western Greece.

Stergios Voskopoulos: (01:55)
Sure, yes. I would love to share a little bit more about where we all start from like myself. So I was born in a small town in western in Greece called Agrinio. I was the son of two amazing parents who were both entrepreneurs. My father was in the family and business and they used to own movie theaters and my mother was also an entrepreneur. We were two brothers. So we grew up in this small town and then as we usually do in Greece, we moved to one of the big cities to study. So I moved to Athens to do my bachelor's as you mentioned in computer science back in the '90s and computer science then it was in the very beginning. So we had to work on courses from logical design to algorithmics, to networks, to the whole spectrum of computer science.

Stergios Voskopoulos: (02:54)
So that was very exciting and actually one of my first job, my first job was in IT and software development. Before weeks though, I had to serve the military. So I served the Greek Navy for almost two years and then I did my first, that 10 year old in a professional career while being a software developer. I was a manager, but I always wanted to do something in finance and to apply all this analytical thinking and algorithmic theories, also in the financial theory. And that's when I moved to New York to do my MBA in finance and then I moved to the Athen's management arena almost 20 years ago, as you mentioned. So first I was working for a financial software company, focusing on fixed income structure products from analyzing and providing all the analytics for structured products back in the 2000, it was in the very beginning from models back security, CMOs, CDOs, IBS et cetera.

Stergios Voskopoulos: (03:55)
And then I moved to one of our major clients AIG global investment group in Wall Street. Where I was a senior quantitative analyst for the one of the largest portfolios in structured products back then. And back in 2004, I moved to London, then I worked for Barclays for one year, but I was open for new adventures and move to new places. So I was looking back then to move to Asia or the Middle East. It goes to say 2005, and it was a great timing to move to an emerging markets. So that brought me to Bahrain where I'm still today in 2005 to work for Investcorp and one of the largest alternative investment firms in the world whose offices in Bahrain, in London and New York, where I worked for almost four years, then I was with another private equity fund until 2011.

Stergios Voskopoulos: (04:48)
Then I moved to Beijing in China. I moved to a more entrepreneurial period which was one of the most exciting periods I have to say in my life because, I was venturing. So I was between Asia was one of the most exciting places to be back in 2011 after the global financial crisis. And I was between Beijing, Dubai and Hong Kong for almost five years and spending lots of time in the plane. And something wanted to bring me back to be closer to my roots maybe and for me Bahrain then was always like home. I have many good friends, very good experience here. And that's that's when we discussed and we decided with the Kanoo family to set up properly under a good structure, the family investment division. And that's when I came back in 2016 and we set up what we call it today, Kanoo Capital.

Rachel Pether: (05:44)
There's so many pieces about your background that I want to go into further detail on, like the entrepreneurship, your background in technology and also this global experience, but maybe first we could discuss more about the Kanoo family. We had Mishal Kanoo the chairman on a few weeks ago and he spoke really passionately about how he felt really lucky that each generation sort of saw the next generation as a new business and very iniative. And so I'd like you to tell me about the Kanoo family and how your mandate and action setting up Kanoo Capital. And then we can maybe talk a bit deeper about the governance and institutionalization of it.

Stergios Voskopoulos: (06:32)
Sure. As many people love from the region know Kanoo it's an institution. So YBA Kanoo, which is the firm that I'm still employed by was incorporated back in 1890. So it has been operating for about 130 years. So the families from the first generation were very entrepreneurial. I think that as the region has been evolving, the same way also the Kanoo family has been growing across different verticals from trading in the beginning, from shipping, logistics to oil and gas. Oil was discovered in Bahrain, the first onshore oil in 1932 and then in 1939 in a Jbail. So the family members moved to Saudi and also when UAE, Abu Dhabi was growing back in the '70s, some other family members moved to a UAE. And for example, Mishal is one of ... The family of Mishal moved to UAE from the very beginning.

Stergios Voskopoulos: (07:38)
So you have now YBA Kanoo being present in three countries, Bahrain, Saudi and UAE. So that allowed the group to attract many international firms to express their interest to cooperate and also do other businesses in travel. Like one of the largest travel agencies and also set up mandatory ventures with firms like AXA Insuarance, like Halliburton, AkzoNobel, APM terminals, et cetera. So over the past decades, YBA Kanoo has been very well established. Corporate governance is there many family members are involved, but always aligned with a senior management team. And back in 2016, there was a vision of also setting up a more unified investment practice with a very senior professionals, experience professionals like myself and my team. So when we came on board, we set up from Bahrain, one team, one division to manage all the investments in the region and also globally.

Rachel Pether: (08:44)
And so having looked at the family group and the organizational structure there, how did you set up the governance within Kanoo Capital itself?

Stergios Voskopoulos: (08:54)
Well, there is one entity, right? One holdings group and there are many divisions and in each division, there are different family members who are more involved than others and then you have the board. So there is very clear governance of each of the divisions and how this comes under one group which is the holdings group that reports to onboard. So this way, there's one common vision there's as we call it one Kanoo and a governance is very key. We for any there is always a delegation of authority where there is always consensus, there are different voices, different opinions, debate in order to always come with the optimal decision-making.

Rachel Pether: (09:38)
So maybe we can talk a bit more about what that optimal decision-making looks like at Kanoo Capital, you're responsible for international investments across different asset classes. How do you see the world when you look at the investment landscape?

Stergios Voskopoulos: (09:53)
Well, we were very regional first, so we are very active in the region more directly. When it comes to global investments we don't do it alone, we don't do directly. We do it more with aligned with other firm managers. We have our own asset allocation would pick the asset classes that we understand and that we believed from a tactical asset allocation perspective. And then it's all about selection, selection of firm managers, selection of co-investments and selection also of securities.

Stergios Voskopoulos: (10:27)
So there is a balance which I would say that even today, it's more skewed to the region when it comes to direct investments and more active management. But, since we set up Kanoo Capital, we have been investing also globally and we always want to do things that we understand. We don't want to venture and take large risks in areas that it's not us, we don't understand, but still it sounded out overall diversification strategy and as per location.

Rachel Pether: (10:59)
And you also mentioned earlier about your background and entrepreneurialism within your personal family and studying technology as well at university, before it was even a very popular thing to study. Does this make you personally, I guess, more comfortable investing in startups and the venture capsulate ecosystem?

Stergios Voskopoulos: (11:22)
I will say yes. Investing in startups and venture capital is more about assessing people, who are the founders. Then it's about understanding the product or the service, whatever is sold to the market and to also have a clear path to go to market. But having done things on my own, I was not ... Coming from an entrepreneurial family, having seen how my parents grew their business and then how I set up businesses and or following other founders you get experience.

Stergios Voskopoulos: (11:56)
So then, when you meet a young team of entrepreneurs, it's very important first of all, to click with them. To understand what's the passion are they're there for the longterm or they are there for the quick flipping of adventure, so that's how we start. To me there are three components, people, product, go to market when it comes to startups. And technology now, nowadays is an enabler of setting up a very profitable businesses, much faster.

Rachel Pether: (12:31)
Yeah, definitely. And that echoes something that Mishal spoke about as well. He talked about the key is to look for businesses that are going to scale and how can you help be part of that scale up that's going to happen. And I know that one area that's also of interest to you is this innovation impact, investing in innovation area. How does that piece look like in terms, in practice for you? And maybe you could talk through some examples of investments that you've done.

Stergios Voskopoulos: (13:04)
I have been always talking about sustainable investments, not for the sake of ESG or investing in impactful areas. To me, I'm a believer of when I invest in something like private equity or VC, it has to be sustainable for the very long-term. So it's not about investing sustainable businesses, but something that will be sustainable for the long-term. I will not go to university in a climate polluting business. Why? Because today I might be making money, but in five years I might not. So what are your lessons coming, et cetera. I'm a believer of impact investing when you have the balance between impact. So also economic and also financial returns, because if something does not, I mean, charity is a different thing, right? We're not talking about charity here. We're talking about impactful investments that generate sustainable returns. So I'm a big believer of that area.

Rachel Pether: (14:06)
And have there been specific, I know you work across different asset classes are. There's some examples of private equity deals that you've made that's Raymond?

Stergios Voskopoulos: (14:19)
We have been involved when I was also in China in waste energy. And I saw that you have the waste that is not used, but you can also turn to regenerate energy. What better than bringing a technology that can convert waste to energy. I'm just using this as an example, right? Waste management energy efficiency, I'm talking about sustainability. And then when it comes to digital transformation, apply technology to existing business models, renovate them. You don't need to reinvent the business model itself. It's just about optimize the business model by though using technology, not replacing people. We need to look at also in the reason, right? It's not this anarchy of, If I bring technology, it's going to replace people and automation it's going to replace people. No, it's about re-skilling people.

Stergios Voskopoulos: (15:12)
So that's where education to me becomes critical. And not only elementary schooling or high schools, it's about universities, especially now with COVID. You see that fewer families who might send the kids to the US or to Europe to study and not setting up more universities here? And that's another area that we're looking at, right? From a [inaudible 00:15:33] perspective, like bringing North out here and even medical universities, it could be something.

Rachel Pether: (15:40)
No, that's really interesting. And actually I did want to dive a bit deeper on to if the pandemic had altered or changed your investment strategy. So is there something that you were looking at pre pandemic as well, or was it something that's really come to the for in the last six months or so?

Stergios Voskopoulos: (16:00)
Sure. An example, sustainability. Now we were looking at sustainability even from before, because waste to energy does not need only COVID right. To be proven and accepted, but education setting up universities for some reason, like even medical universities. I think now it's even more imperative because healthcare becomes critical also setting up universities here where the families can send the kids. It can be also subsidized from the government.

Stergios Voskopoulos: (16:33)
Training is key. We find that also in Saudi Arabia that in different areas, we need to have local workforce to respond to this needs. But also I would say that food security became, as we know, right? Critical after COVID. So we're looking at this area as well, as you know in UAE, there are many new setups like facilities that are for using all that. But Bahrain, Saudi even Kuwait, we have seen that they're looking at this space.

Rachel Pether: (17:12)
Yeah. We've actually had some audience questions coming asking for more details on the investment strategy and I'm going to ask them, I actually wish that I had asked this myself. Ken has said that you have a really interesting background and he's wondering, what is your principal goal for Kanoo Capital's investments? For example, is it to invest in areas very strategic or forward-looking to the parent company's focus or say diversify the sources of income for the parent company.

Stergios Voskopoulos: (17:44)
It's a mix, it's both. We need all families around the world have made money, but by focusing. So you have to keep being entrepreneurial, but also under high conviction approach. So you need first on the one end to know what you're doing. So that's strategically what we're focusing on the one side, but on the other side also we need to diversify for the rainy day, like COVID, right? Something happened, let's say oil, we all get scared in April, that oil will remain at the level of stock 10, so single digits or between 10 and 20. So that would have a huge impact to the region. So you have to diversify also by geography and by sector. So we're looking at the balance between the two, but always doing things that we understand well.

Rachel Pether: (18:33)
You talk about a rainy day, this COVID rainy day has lasted six months already, so much longer than one day. We've actually had-

Stergios Voskopoulos: (18:43)
You haven't seen the impact yet.

Rachel Pether: (18:48)
That's true. That's very true. We've had a question actually coming and specifically related to what you've just been saying about diversification and how do you divide diversifying with annual energy holdings. And do you have any specific views on oil off short service vehicles space and consolidation opportunities there, and I'm not sure if the second part of that question is too specific.

Stergios Voskopoulos: (19:17)
So oil we will remain. Oil and gas will be there for the very long term and what we see from our clients in the region is that they are trying to become more efficient. So what we want to do as a group is to provide all the services to make them more efficient. So that's one area, but the underlying sector as oil and gas, it's there to remain, right? The largest company in the world is right next to Bahrain at [inaudible 00:19:46]. So it's about how they become more profitable, how they look at the bottom line, the top line is there, but also how to optimize their bottom line from a cost perspective and from an efficiency perspective. So that's what we're doing as a group. We're not producing oil ourselves, but we are helping all producers petrochemicals internal.

Rachel Pether: (20:11)
That's great. Thanks Stergios. I also do want to sort of leverage the fact that you have this international experience and maybe talk a bit about some of the differences that you've seen within the family office businesses in Asia and also in the Middle East. Could you maybe talk through some of the key differences as you've seen in terms of approach between the two regions?

Stergios Voskopoulos: (20:36)
Sure. I think that this region here in terms of families and evolution, right? Intergenerational evolution is a bit more advanced than Asia, especially China, because China is a recently emerged economy, until the '70s it was still a poor country. So what I have seen being in China and Hong Kong is that still the families are in the 10 to 10, three second or third generation marks and there are not too many members. So for them it's even more imperative to structure themselves properly and to institutionalize, otherwise they will be an issue on the preservation of the wealth and the succession.

Stergios Voskopoulos: (21:27)
So here in the Middle East there the families that I know and the one that I worked for are more advanced. So it's the wealth has been created from thirties, forties, and many families are a bit more advanced in terms of access, in terms of ability to manage their operations, existing operations here, but also do access investments globally. And I have seen many entrepreneurial families in the region being present in crazy places from Latin America to Asia, Malaysia of course, right? There is a strong link Africa. So I think compared to Asia we are a bit more advanced or ahead, but there are many similarities always right when it comes to family wealth and preservation and succession.

Rachel Pether: (22:18)
Yeah, definitely. And when you look at investing, have you done much co-invest or many co-investments with other family offices? Is this an area that you're looking to do.

Stergios Voskopoulos: (22:30)
We've done in the region and we're looking globally to now. Yes. So that sounds-

Rachel Pether: (22:38)
And for areas that you're looking at and obviously the Kanoo group as a ... It's one of the whole marks in terms of family businesses in the region. And it's, I think ninth generation and it's very progressive in terms of investing, but when you're looking at an area which may be the family, isn't so comfortable with, how do you get the buy-in from the family? What does that look like?

Stergios Voskopoulos: (23:07)
We need to convince the first ourselves and then to convince through our governments, right? Our investment committees and the family has the same. So that's why we need to develop. What we might have to do is we develop a clear framework with investment criteria. So when we going from two of the principles, we know what we're presenting and there is an understanding. Otherwise, we defeat the purpose of alignment and understanding.

Rachel Pether: (23:38)
Yes, absolutely. And when you speak about the Middle Eastern versus the Asian families, I guess there's also some cultural similarities between the two regions and one topic that keeps coming up and the sell talks is this fear of failure. And I like to tie that into your views and what you're seeing in the ecosystem as to, A is that still a valid concern and B how does that play out in the entrepreneurship space?

Stergios Voskopoulos: (24:11)
Yeah, you're right. So there are many similarities and many families I've seen that they pursue a framework of being very objective than being subjective within the family. So there are family members who have different preferences, they have different interests, they have different level of involvement, understandings. The ones who are leading the family that ... That's why governance matters and also meritocracy being placed to settle this criteria and the framework where both family and management can work together in order to utilize the best skills from the family members and the professional skills.

Stergios Voskopoulos: (24:59)
And some fail. I have seen many, especially when you have only a few members in the family, the probability of failure is higher, right? So if there is on the second generation, if you have only two family members who can succeed the founder, then there is higher risk. So if you pass the third generation, I think it's nice, more structured and more robust. And there is a frame or a clear path, on how to have the family members involved and the best ones.

Rachel Pether: (25:39)
Yeah. And Mishal also spoke about the importance of supporting the regional ecosystem, not just financially, but also also with ideas and expertise and guidance, as well as supporting the regional ecosystem. Something that you're focused on at Kanoo Capital and maybe start with Bahrain since that's your home to.

Stergios Voskopoulos: (26:05)
Yeah. I think my Bahrain is a lovely place. So there is so much potential and a great infrastructure and lovely of people that can attract new businesses here. So that's what we're trying to do also as a private group. Bring new companies startups, ideas, entrepreneurs and develop a new ecosystem like Dubai has done, Abu Dhabi is doing as well. So I think the framework is there, the central bank is supporting, economic development board is supporting. You have all these frameworks to attract a new business and that's what as a private group, I'm looking at. How to support our country here and how to help all the ecosystem expand and grow.

Rachel Pether: (26:52)
And do you also look at that, I guess, bringing technology into Bahrain and building out the ecosystem, but are you also exporting and we actually have a question coming in specifically related to if you're investing in China and doing some tech transfer and partnerships between China and Bahrain?

Stergios Voskopoulos: (27:14)
Yes. I found that in the past 10 to 20 years, there are setups in the region that can export. So also from an events perspective, we have seen companies that are set up in UAE or in Saudi, or if, I think in Bahrain for example, the best digital bank in the region is based in Bahrain next to us, it's Isla bank. So there is no how that can be cultivated through the countries here. And it can be also exported not to Europe or to US, I would say. For some businesses, maybe you can do that too, but the adjacent countries, the sub-continent, Africa we were talking about the radius or 4 billion, three to 4 billion population around the region. And so I believe that there is lots of opportunity for setting up companies now, especially with technological to support in the region and export also outside before this was not happening. Only oil was exported and gas and the better chemicals.

Rachel Pether: (28:25)
Yes. It's definitely, evolved from a very one dimensional export market. That's for sure. We've had so many questions, audience questions coming in. So I'm going to try and sort of structure them into groups with regards to the governance side and also the investing side. So I'll start with one of the most sort of government's educational piece. Ken's asked, how has the educational background and focus of the latest generation of Kanoo Capital professionals influencing the focus of the board?

Stergios Voskopoulos: (28:59)
Yeah, that's a very good question. I think Mishal also had the tats on dats, right? As a family member and principle where all family members have to study and then have to go out and work on their own. They come in the group and just find an area that is of their interest and of their educational background and go through and find the right spot. So governance allows for that. That's the answer.

Rachel Pether: (29:29)
That's great. And someone has actually said that you mentioned that governance matters within Kanoo and the last specifically to pick up on that on the G of ESG. And I know that you were saying that you're looking more broadly at investing in companies that have a positive impact. But is it that you wait any part of the E or the S or the G more strongly when you're looking at investing and Lindsey has asked specifically if you focus on the G part of that equation?

Stergios Voskopoulos: (30:00)
No, I think ENS are also critical, right? So when we do a due diligence on a company, we need to make sure that they are environmentally there. They're not going to cause any because that will create, especially now reputation damage and also will not be sustainable as a business model. People that might not buy and so obviously many other counterparties are looking also for many years, you perspective how they're dealing with their providers of service or product. So both E and S are key. To us, it comes to due diligence. So we would rate the ESG component as well when we evaluate the company.

Rachel Pether: (30:42)
Yeah. And if you're looking forward, sort of to the next 12 or 24 months, I know you've spoken a bit about some of the investments that you've you've made thus far, but what are the key themes for you going forward over the next one to two years?

Stergios Voskopoulos: (30:59)
I still want it to be cautious. We haven't seen what's the real impact from this unprecedented crisis. It's a healthcare crisis and we still don't know when we're going to get out of it. Still people cannot travel and still, we have countries under lock down Europe in USA. The rates are super high, so vaccine is good. The developments around the vaccine, there are nine fives that are very positive, but still wanting to see how this will be distributed around the world. To me, it's not a matter of efficacy only, but it's a matter of distribution and effectiveness.

Stergios Voskopoulos: (31:37)
So according to that, we're still cautious, but for them into long-term, we're looking at, as I said, some areas that are hiking exceptation for us. So we are into also travel and hospitality. Travel will not cease to exist, it will be there. So we might find some great opportunities again, to invest in travel or utilize technology, to come and to apply to our existing travel business. The same comes to hospitality, which are two of the most impacted sectors right now. So we are cautious on the one end, but also opportunistic on the other end. And we are taking it month by month, but in the term we know what we want to get in terms of areas to invest.

Rachel Pether: (32:28)
Yeah. There's certainly some great distressed opportunities out there for those people that are willing to be a little bit more opportunistic.

Stergios Voskopoulos: (32:36)
Yeah. Despaired or dislocated. So there are market dislocations are rising every day as we go, because a COVID was really strong and it will remain in the history as a major crisis or a major transition to a new era.

Rachel Pether: (33:01)
Yes, definitely. And I think if anyone said that they saw it coming, I think they were lying. So it's definitely changed the way we both live and invest. And just a specific question further on the investment side, a lot of Middle Eastern groups and families have a sort of a real estate bias. It's something they're very comfortable with. Are you doing many investments on the real estate side, or it's really about diversification?

Stergios Voskopoulos: (33:32)
Well, real estate is one of the lots of sectors in the world. So it will never, it will always be there and it can always be optimized. We are looking at prop tech, like real estate technologies that we can also apply to existing asset base. But I do believe that real estate, whenever cease to exist again, it's a key sector. Of course we have to be cautious in the region we overbuilt and all we should do is actually to feel this real estate space and sustain the sector.

Rachel Pether: (34:08)
I think we must have a few real estate investment professionals on the call. Because I'm getting a lot more follow-up questions on this, but people have also asked, is there a specific sector you did mention prop tech, are there other sectors within real estate that you're looking at? Like, is it on the residential side, commercial side, logistics?

Stergios Voskopoulos: (34:31)
It's more on the commercial side, which is closer to our DNA. So we are into logistics. So we see lots of opportunity through the logistics space from a warehousing perspective and the value chain. So that's an area that we're looking. [inaudible 00:34:47] as well. As always.

Rachel Pether: (34:49)
Excellent. We have sort of less than 10 minutes left and I'd also like to talk a bit more and really leverage this international expertise that you've had, but maybe you could talk about some of the lessons that you've brought from your international experience in Asia and Europe and how you've applied that to what you're doing in the Middle East now.

Stergios Voskopoulos: (35:17)
Yeah. It's very important, sometimes when you invest in a country, doesn't matter what asset class to gain an understanding of demographics culture, underlying norms, right? Even if I want to invest in China, I know how the Chinese think because I live there. If I want to invest in Chinese stock, I understand how the retail investors are behaving in sainy. So these are all, going around the world when you want to be a global investor, it helps for sure. And sometimes not always in a good way, but also in the bad way. What I'm saying is that working and experiencing around the world, you learn things and you learn how to avoid pitfalls for investing and how to focus on what you believe that will actually generate the returns you are expecting.

Rachel Pether: (36:13)
So for someone that has internationally traveled as you, how have you found not being able to struggle for the last nine months or so?

Stergios Voskopoulos: (36:21)
No, actually that's one of the most productive periods of my life. Do you know what I realized that actually we were wasting someone's time by traveling all over and it was always an expectation from the other end too. I find now that the expectation from the other party to meet with you is not there anymore. So that makes me believe that travel will never come back to where it was. We would travel less, even if, let's say COVID disappears because now we found new ways of communicating and all this it's a matter of expectation from the other party. I don't need to come to Dubai to meet someone I can get on Zoom and have this discussion, like I've had over the past nine months. So I miss traveling, but I think if I go back to traveling, it will not be like before.

Rachel Pether: (37:12)
Yeah. I think the days of going to, flying into regional travel for one meeting are well behind us. Someone has asked what you're doing with all your free time now?

Stergios Voskopoulos: (37:25)
Working out, working on a new project. So there are some also live projects that I'm working on. Like, I mentioned movies. We're working on a documentary about movie theaters because I grew up in movie theaters. So, some areas that are more passionate for me and just also spending more time with good friends, that before we didn't use to. Now you have time for spending it in more privately and nicely.

Rachel Pether: (37:58)
Yeah. That's definitely a very good use of time for sure. We have a lot more audience questions, so I'm just trying to address a few more before we ask a couple of easier closing questions. Mustapha has asked at same set, the small and medium business segment in the JCC is chronically constrained in its growth potential by crowding out by the government or by other corporate. What are some pieces of advice or what are some ways that you can think that SMBs can break through the so-called ceiling?

Stergios Voskopoulos: (38:38)
And so Mustapha asked that the ecosystem is constrained for new entrance?

Rachel Pether: (38:41)
Yeah. So the SMB segment is often, I guess, crowded out by some of the larger corporates. What are some ways that the smaller businesses could break through this?

Stergios Voskopoulos: (38:53)
Well, it's not the case anymore. As we said, startups are there to set up easier and innovate and sometimes to actually compete directly through their own business models with the large corporates, unless a large corporates honestly innovate. So to me now it's becoming more interesting and the government supports now, right? You see, there is all of these initiatives across the GCC for bringing new businesses, supporting SMEs. Dubai work is working out on the market for SMEs, the same thing here in Bahrain through BAM. So there are initiatives out there that's support entrepreneurs to come over and set up their own business. And there is talent too, the local talent now it's much more skilled than before.

Rachel Pether: (39:45)
Yeah. I think that comes back to the points you were making before about education as well. That's definitely a great human capital element in the region. And talking about COVID and some of the trends that you're seeing, which of these trends do you think will be sticky. So, accelerated versus more temporary, so trends and food logistics or home delivery and how are you looking at sort of analyzing that sector?

Stergios Voskopoulos: (40:15)
So food security, having fresh food near your plate, it's very important. So we see this trend already emerging through COVID. Distance healthcare it's also an emerging trend, education at ed tech and anything around tech. So, but in vital sectors, my belief is that we have underestimated what technology can bring to boring sectors from logistics to education, to healthcare, to energy, to industrials in order to optimize these businesses and make them more profitable. So I think COVID accelerated the trend of technology adoption and also human capital re-skilling. So people need to learn new things now.

Rachel Pether: (41:13)
Now we're getting people rushing in saying that you said they were kind of boring industry. So be careful.

Stergios Voskopoulos: (41:21)
I'm sorry. What did they say? I didn't hear.

Rachel Pether: (41:22)
That you referred to the industry as a boring industry.

Stergios Voskopoulos: (41:26)
No, but boring is good. Sometimes it's ... on sequel.

Rachel Pether: (41:34)
And just closing question, because we are almost out of time and I just wanted to thank the audience for asking so many questions. But with the international background that you have and your sort of passion for education as well. Do you mentor other people within the family? And is that something that's important for you in terms of passing on knowledge to the next generation as well.

Stergios Voskopoulos: (42:00)
Yes, we do. And that's one of absolute the most exciting parts of my involvement with a kind of family. So I see the young family members always, we are like friends too. So they're always asking and I'm always not only me, my team and other professionals are always willing to share the know-how and to try to mentor a young family members also to help them identify what they really want to do. Because education is one part, but here you have a conglomerate into so many different verticals also through kind of cards, so many industries. So they can get a much better idea in reality, what excites them, what actually could match more their interest and their skillset. So yes, mentorship, young family members is actually, this is part of the framework work we're doing. Kanoo of how professionals interact with younger family members.

Rachel Pether: (43:02)
Well, that's great, Stergios. And thank you so much for all that you're doing within the investment ecosystem. And so then the mentorship one and thank you for your time. It's been a real pleasure talking to you as well.

Stergios Voskopoulos: (43:15)
It was a pleasure. And if I may say something, I have to say that it's like, I'm talking to you, like we're sitting at the cafe, we have a very nice open discussion, but I'm so glad that there are so many viewers and that's what SALT Talks have achieved over, especially the past eight months, to give this interview to people. So you and Anthony and John and all the other interviewers, you know the interviewees. So the discussion is I hope much more pleasant for all the viewers.

Rachel Pether: (43:47)
That's definitely be more pleasant for me. And I hope that next time it will actually be in person.

Stergios Voskopoulos: (43:51)
Inshallah.

Rachel Pether: (43:55)
Inshallah. But thanks for your kind words Stergios. We really appreciate it and we had about 25 audience questions. So everyone was clearly engaged as well. So thanks so much for giving up your time today.

Stergios Voskopoulos: (44:07)
My pleasure. Thank you so much, Rachel and thanks to all the viewers.

Jeff Sonnenfeld: 5 Qualities of an Effective Leader | SALT Talks #110

“Don’t define yourself by your business card. You can get a new card.”

Jeffrey Sonnenfeld is Senior Associate Dean for Leadership Studies at Yale University’s School of Management and The Lester Crown Professor of Management Practice, as well as the Founder, President of THE YALE CHIEF EXECUTIVE LEADERSHIP INSTITUTE– the world’s first “CEO College”. Previously, Sonnenfeld spent ten years as a professor at the Harvard Business School. He has been named one of the world’s “ten most influential business school professors” by Business Week and one of the “100 most influential figures in governance” by Directorship. He is also a winner of the Ellis Island Medal of Honor.

There are five qualities that make up an effective leader: personal dynamism, empathy, authenticity, inspirational goals, and boldness. Any CEO’s story involves a great deal of setbacks that required resiliency and determination in moving past. That process involves honestly facing the problem, engaging your network of acquaintances, and ultimately rebuilding yourself into something better. “It's a failure that punctuates success. It's a defining moment… those who make it through are forever changed.”

It is important for a leader to demonstrate the ability to let go of grudges or personal slights. President Biden serves as an example of someone famously known for his willingness to move past temporary disagreements. This lays the groundwork for future compromise and collaboration between opposing sides.

LISTEN AND SUBSCRIBE

SPEAKER

Jeffrey A. Sonnenfeld.jpeg

Jeff Sonnenfeld

Senior Associate Dean for Leadership Studies

Yale School of Management

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:07)
Hello, everyone, and welcome back to SALT Talks. My name is John Darsie. I'm the managing director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology, and public policy. SALT Talks are a digital interview series with leading investors, creators, and thinkers. What we're really trying to do during these SALT Talks is replicate the experience we provide in our global SALT conferences, which is provide a window into the mind of subject matter experts as well as to provide a platform for what we think are big ideas that are shaping the future.

John Darsie: (00:41)
We're very excited today to welcome Jeffrey Sonnenfeld to SALT Talks. Jeffrey is the Senior Associate Dean for Leadership Studies at Yale University School of Management and the Lester Crown Professor of Management Practice as well as the founder and president of the Yale Chief Executive Leadership Institute, which is the world's first CEO college. Previously, Jeff spent 10 years as a professor at Harvard Business School. He's been named one of the world's 10 most influential business school professors by Business Week and one of the 100 most influential figures in governance by Directorship.

John Darsie: (01:18)
Jeff received his AB, MBA and doctorate from Harvard University. He's published 200 scholarly articles and seven books, including bestsellers such as The Hero's Farewell, Leadership and Governance from the Inside Out, and Firing Back: How Great Leaders Rebound From Adversity. He's a commentator for CNBC, a columnist for Chief Executive Magazine. He's frequently cited as a management expert in the Wall Street Journal, Fortune, the New York Times, and other global media. He's the first academian to have rung the opening bell of both the New York Stock Exchange and the Nasdaq stock exchange, which he has done a dozen times.

John Darsie: (01:57)
Just a reminder, if you have any questions for Jeff during today's SALT Talk, you can enter them in the Q&A box at the bottom of your video screen on Zoom. Now I'll turn it over to Anthony Scaramucci to moderate the talk. Anthony is the founder and managing partner of SkyBridge Capital, a global alternative investment firm, also a member of the Yale CEO community. So Anthony, with that, I'll turn it over to you for the interview.

Anthony Scaramucci: (02:18)
Jeff, it's a real pleasure to have you with us, and I'm also thrilled at the way you're dressed. In addition to you and I both being better looking than John Darsie, we are impeccably dressed on a relative basis, and so I'm thrilled about that. I just wanted to make sure I made that point before we get started.

John Darsie: (02:35)
Just don't show your cargo shorts under the camera, Anthony. Then you'll lose all points for being well dressed.

Anthony Scaramucci: (02:41)
Well, actually, they're cargo pants. Okay, see that.

John Darsie: (02:44)
Oh, it's getting cold out, so you got the cargo pants out. Gotcha.

Anthony Scaramucci: (02:46)
I have full length pants on for the first time since March of 2020, but that's a whole other topic.

Jeffrey Sonnenfeld: (02:51)
Just as long as the ties give us a little sense of authority, that's awesome.

Anthony Scaramucci: (02:53)
There you go. That's the whole point. Now, Jeffrey, I ask everybody this question. You've obviously got this amazing resume. You're probably one of the most well-connected people in the business community, and deservedly so, because your forums are second to none. But tell us something about your life in terms of growing up. Where did you grow up? How many siblings did you have? Why did you take this academic... You could've done anything, obviously. You're a polymath, but why did you take this bent?

Jeffrey Sonnenfeld: (03:26)
Well, Anthony, thanks for asking. When John Darsie introduced me and then closed off by suggesting if people have any questions that they can go into chat, I'm glad he didn't say questions or complaints. Because after that fulsome introduction, I think probably a third of the people hate me already. In fact, as John got to the fourth or fifth paragraph, I started to slightly dislike myself as well. I think I probably censure that stuff, so let me begin by apologizing for giving you a little too much about Jeff. But if we're going to talk about childhood, that's fair game. That's open season, and I'm proud of that as you are about your origins, Anthony.

Jeffrey Sonnenfeld: (04:03)
My mom was an immigrant, and she came to the country and was very active as a healthcare planner, a community activist, always failing causes and losing candidates. She was paralyzed as an adult. As a 27-year-old gymnast, she got a particularly crippling form of chronic rheumatoid arthritis, so one or two major surgeries a year throughout her life. But she was a great hero and a great role model.

Jeffrey Sonnenfeld: (04:31)
My dad was a small merchant, men's clothing, but I'm colorblind if you have any complaints about my matches here. But so was he, which was incredible. He also was a volunteer fireman, so that was the background. My brother's an attorney at a great firm, Morgan, Lewis & Bockius, but that's the family team, childhood family.

Anthony Scaramucci: (04:51)
Very cool. I want to ask you about leadership, which is such a vague thing. And for me, I often find that leadership in itself is sort of invisible. It's very hard to describe. Some people have it. Some people don't have it. Is it a learned trait? Is it something people can acquire and learn? Is it something that people are born with? You're one of the leading experts globally on leadership, executive management, et cetera. What does it take? What is it? What do all these people have in common?

Jeffrey Sonnenfeld: (05:26)
Well, as you open up with that disclaimer, can it be taught? I think it's right to ask that. Dizzy Gillespie had once said, the great jazz musician, is that, "If you've got to ask what jazz is, you'll never know. You'll never get it." Some people suggest that there's a mystique about leadership, that if you have to ask, you'll never get it. There are even some great articles in Harvard Business Review, a great class of Abraham Zaleznik, a psychoanalyst, saying, "You're either a manager or a leader. You can't morph from one to the other."

Jeffrey Sonnenfeld: (05:59)
I don't completely agree with that. I think there are some things that you can complement yourself with either in your management team, people around you, or figure out how to leverage your strengths and compensate for areas that aren't so strong. But if you had to think of something other than intelligence and resilience, which I think we'll talk about later, there are five qualities, putting aside those two. One of them is personal dynamism, your ability excite a group. That you can use colorful language and imagery and that it's really evocative.

Jeffrey Sonnenfeld: (06:30)
The second one is empathy, the caring dimension. The first one, by the way, you have to say President Trump's pretty good at it. That second one, not so good. Empathy, it's caring and knowing who's around. It doesn't always take a lot of money for recognition and concern, but to make it real. A third one is authenticity. That's the moral dimension. That people won't walk out on a limb for you if they don't trust you.

Jeffrey Sonnenfeld: (06:54)
A fourth one is inspirational goals. That you stretch people, not to the point where they snap, but they're not happy with the status quo. And the last one is boldness, some kind of courage. Not recklessness, but moving things forward. You put those five together and, believe it or not, by taking a look at research on 500 highly successful top leaders, CEOs across countries, this is surveying the management team and not asking the boss what makes she or he such a great leader, and they come up with those qualities. We can predict about 20% of your financial returns, your accounting returns, about 20% of your market performance, which in my line of work, that's a lot since there's so many other sectoral and economic things happening out there. That on these dispositional qualities, they move the needle a lot.

Jeffrey Sonnenfeld: (07:39)
Although since we're good buddies, there are limits to it. Just between us, it's only good for the first 10 years as a CEO. Then other things kick in.

Anthony Scaramucci: (07:47)
Listen, it's fascinating. I had to give up my board seat at the Business Executives for National Security when I joined the Trump administration, but in conversations with people at the Pentagon and military brass, traveling with the American military, they always emphasize organizational structure. They emphasize chain of command, delegation, having the right level of reports. The Pentagon always says, "You shouldn't have more than six reports," as an example. Then we watched the post-World War II order in corporate America, sort of the Don Draper America where everyone had served in the military and you had that man in the gray flannel suit and that corporate structure.

Anthony Scaramucci: (08:32)
Now you fast forward 80 years, and we have a different dynamic in terms of corporate culture. I was wondering if you could comment on the cultural differences between the post-World War II era, the military, where we are today. How are they similar? How are they different? And where are we going in terms of our leadership models?

Jeffrey Sonnenfeld: (08:53)
Boy, that's really a large question. Because you're right, military has been fantastic for execution. We don't generally go to the military for invention, creativity. We go different places for different things. Chain of command, you're right, they're selling reliability and not creativity. We don't want people to be arguing with the boss, we want this foxhole or that foxhole. You just take it and go. That's the challenge.

Jeffrey Sonnenfeld: (09:21)
Now, I was with a preacher recently who said, "The last time somebody had a dozen direct reports, they crucified him." That sounds a little blasphemous, but often six to seven is a rule of thumb many times in routine execution. But if you just look at the life you've led, Anthony. You've written very good pieces yourself, great books on entrepreneurship and startups. And you know that at the startup, that's just crazy. The model is much more like a hub with spokes coming off of it, and you rotate around. Sometimes you're the financial wizard one day. You're the HR guru the next day, the market wizard another day, and that you're the execution god yet another day. Is that there's a certain fluidity in startups, so stage of life matters. As you also-

Anthony Scaramucci: (10:04)
And Jeff, for 11 days you could be the communications director. It doesn't have to be just one day. But go ahead.

Jeffrey Sonnenfeld: (10:09)
That's funny.

Anthony Scaramucci: (10:11)
I didn't want to lose your train of thought, but I thought I had to interject, that it was an appropriate moment.

Jeffrey Sonnenfeld: (10:14)
It's funny you mention that because is that the fluidity you brought in there with your boss is not expected. In fact, I actually had discussed whether or not he should let Bob Woodward in with the president, and I referred to what Bob Woodward said in one of the books on Clinton, the Clinton White House, the agenda. He said, "It was like watching a soccer team run down the hill, everybody chasing the ball." And Woodward meant it as a criticism, but neither Clinton nor Trump saw that as a criticism. They said, "People like you and he like to be entrepreneurial at the top even of a big bureaucracy." So it depends on life stage.

Jeffrey Sonnenfeld: (10:52)
For a turnaround, it's very different. You need a certain fluidity. Macro or micro. Some people like Jack Welch in his best days, and he wasn't perfect, but he could go very micro and very macro. These uniform rules don't apply. It really matters the stage of life. You're suggesting also by industry, whether or not you are in a fluid new industry. In technology or entertainment or something, it's very different than in a business that is much more a command and control, military-like, a utility or a big commercial bank.

Anthony Scaramucci: (11:26)
Well, we both know Jim Collins, and we know the definition of level five leadership. I won't bore people with that definition, but that's the exemplary leader. One of the things that he says is absent in that case is charisma. Sometimes you don't need charisma to be that level five exemplary leader. I guess my question is about culture, how important it is to organizations. What are the ingredients to culture? Where does charisma come in? Where does charisma not be productive? What are your thoughts there?

Jeffrey Sonnenfeld: (12:03)
Well, that's a good question about culture. Because when I talked about those five elements of great leadership, those actually are five elements of charisma, but it isn't just back slapping flamboyance. That's the personal dynamism. Another quality of charisma is that empathy, that people bond with you and think you care about them. That's a different aspect of charisma. And that authenticity dimension, as Lee Strasberg had once said, the Actors Studio god, is the essence of great acting is authenticity, believability.

Jeffrey Sonnenfeld: (12:34)
Once you can fake that, you've really got it made. But is that those are some qualities, of course, that really matter of charisma. Charisma isn't just flamboyance and cheerleading. There are ways that you can be charismatic and have a charismatic aura about you without being a showman.

Anthony Scaramucci: (12:51)
Teachable. Is charisma teachable?

Jeffrey Sonnenfeld: (12:53)
It can complement yourself. I think there are ways. There is a notion of charisma of an animal spirit is thought to be innate, and some people are born with more or less. But you can compensate for it. You can fortify qualities that take you from being quite the flat wallflower to actually show concern for others. Sometimes you go a little bit beyond, learn how to ask questions, and then listen to the answers. We both know TV anchors that go through a routine, and you can just see, fine, the show's mine. They're not even listening. I'll talk about what I want to talk about, as opposed to somebody who really engages with you like you are right now is that you're having a conversation. That's much more charismatic.

Anthony Scaramucci: (13:37)
Well, yeah. Listen, I think it's super important to be an active listener. Otherwise, how are you going to learn anything? I mean-

Jeffrey Sonnenfeld: (13:43)
I'm sorry, what was that? I missed it. No, just joking.

Anthony Scaramucci: (13:45)
No, no. I got the joke, but I've also been guilty of running over people as well, so far from perfect. But the resilient leadership book that you wrote, Firing Back: How Great Leaders Rebound From Adversity, I got a lot out of that book, actually. It was very resonating for me. I was wondering if you could tell us why you decided to write that book. What triggered that topic of leadership adversity, and why it's so important for people to have the traits of resiliency?

Jeffrey Sonnenfeld: (14:18)
Well, I know, Anthony, for you and for me, this is purely an academic exercise, that we've never had any setbacks in our lives.

Anthony Scaramucci: (14:24)
Nope, not me, especially not me.

Jeffrey Sonnenfeld: (14:26)
No, me neither. But friends of ours have.

Anthony Scaramucci: (14:29)
Yeah, exactly.

Jeffrey Sonnenfeld: (14:30)
What I learned is that everybody-

Anthony Scaramucci: (14:30)
My life has gone up in a perfectly straight line, Jeff.

Jeffrey Sonnenfeld: (14:33)
Perfectly linear.

Anthony Scaramucci: (14:36)
But I'm also the queen of denial, right? I'm also Cleopatra. I've lived in denial, and I think I live pretty good at six-three, 190 pounds. But anyway.

Jeffrey Sonnenfeld: (14:45)
You've always been able to laugh about it at every moment as well as be honest about it, and that's what's so critical is I was finding and it was in the late 1970s. Shouldn't admit that you're this old, but in the late 1970s I started to study CEOs and top corporate leadership, and I kept finding that people were talking to me about these setbacks they had. I thought it was some false humility, and then I realized they all have a Job story or more, like the Book of Job from the Bible with all this adversity. And they're proud of having risen above those life setbacks.

Jeffrey Sonnenfeld: (15:17)
You don't usually find management training programs or leadership courses or books that talk about failure. It's always onward and upward, the Norman Vincent Peale stuff and the winning friends and influencing people. Those approaches don't acknowledge the reality of setbacks. But if you take a look at the work of Joseph Campbell, the great anthropologist, and he wrote a book called Hero of a Thousand Faces looking across cultures and continents and centuries, is every hero went through life stages, whether or not it's Moses or Jesus or whomever. And in those life stages that there were a point where the dragon slayer starts to resemble the dragon themselves. There's a great setback, and it's resilience from that adversity that's so critical. That it's a failure that punctuates success. It's a defining moment.

Jeffrey Sonnenfeld: (16:08)
Now, most people get filtered out through the setback, but those who make it through are forever changed. That's what the research was all about, and I just happen to have a copy of the book right here by shrieking coincidence of Firing Back. One of the lessons in there is you got to face up to it, as you did. You're the first one to make fun of it, to go on the night shows, the TV shows and everything to talk about what you did wrong, how you got snookered and how it wouldn't happen again. But people think they can sweep it under the carpet and bury it.

Jeffrey Sonnenfeld: (16:38)
Take Scarlett O'Hara's advice, tomorrow is another day. No, that's not right. Or all these stress therapists, PhD psychologists that tell you to go out and do yoga and tai chi. That's fine, but you have to face up to the problem. Everybody knows about it. CEO friends of ours who've gone off after they got fired and are waiting for their call back, that doesn't happen.

Jeffrey Sonnenfeld: (16:57)
Second, you don't do it alone. You have to recruit others in. You engaged with a lot of people. Not to make a role model of you, but you really should be as a role model for resilience, is how to get others on board with you. The research on this, on social networks, going back decades. And Mark Granovetter at Stanford did some it originally decades ago is that when you're in a setback, it's these loose ties that you have, people you knew in college or unions or high school or not necessarily family members that give you support on an emotional level. Recruiting others that you know in a secondary way, they give you job leads and opportunity.

Jeffrey Sonnenfeld: (17:31)
A third one is to rebuild, to show you could rebuild. Whatever went wrong is you need to show some exoneration or contrition one way or the other. But when some prince goes marching around in a Nazi outfit and said, "Well, if I offended somebody... " Or he goes off to celebrity rehab, that doesn't do it. You've got to show authentic contrition or prove you did nothing wrong. Like Martha Stewart going off to prison, I don't think she should've. I think she should've screamed to the mountaintops she didn't do anything wrong, but that's a whole nother story.

Jeffrey Sonnenfeld: (18:01)
Then you've got to prove you can still do what made you great. No matter how you feel politically about President Trump, you go down the West Side of New York, you see his name on top of those building, which he doesn't own. But to get the deals done, they still needed to put those brands. And things where somebody can rise from setbacks. His bankruptcies, which you know, it's the R word, restructuring, where we get in trouble. But that resilience from adversity is quite inspiring to show that you can still do what made you great.

Jeffrey Sonnenfeld: (18:31)
Then you look at, say, Jimmy Dunne of Sandler O'Neill, one of the most remarkably resilient leaders I know. Is they lost a third of their workforce in 9/11, and he went to work right away when everybody thought that they were given up for dead. Even CNBC announced that they were closing. He went on CNBC, never done an interview in his life, and said, "Oh, no. We're not. These are my best friends. We're going to bring this back to life. We're going to help the public safety workers who perished trying to save our people, running into buildings that we were running out of." They devoted themselves, put their partners' wealth back in, paid off the families who suffered the losses.

Jeffrey Sonnenfeld: (19:06)
It is a remarkable story of resilience, but they don't define themselves by the past. They always have a tribute to the 65 people they lost and all the rest, and they took care of their benefits and health care and education for the kids. But they define themselves by the future. That's so important to not look backwards, or you become a culture of mourning.

Anthony Scaramucci: (19:26)
It's teachable, professor?

Jeffrey Sonnenfeld: (19:29)
Yeah. It's teachable.

Anthony Scaramucci: (19:31)
That one is definitely teachable, I believe. That's why I want you to expound on that.

Jeffrey Sonnenfeld: (19:35)
As Nietzsche says, "What doesn't kill me makes me stronger." Look at you. Look at all these resilient leaders out there. I think that that's a really critical lesson.

Anthony Scaramucci: (19:45)
Well, what I'm always grateful for to you is you gave me an opportunity to speak after I got fired from the White House at the Yale CEO Summit. That was very nice of you. One of the reactions-

Jeffrey Sonnenfeld: (19:55)
Well, we knew like Steve Jobs or Bernie Marcus at Home Depot, that you were only going to be better from the experience of having been pushed... Or Michael Bloomberg, all these guys got fired. You name it. If they're great, they probably had a major career setback. The way you handled it was a fantastic model for everybody.

Anthony Scaramucci: (20:13)
Well, it's very nice of you. We can keep going. I'm not even going to allow John Darsie to ask any questions if you're going to keep going on like this, so we can keep going. But I was actually going to bring up a point. It's very sweet of you. I appreciate that. It was a very tough period of time for me. Jeff, there's a lot of young people that listen to these podcasts, these SALT Talks. I guess the lesson here is you got to dust yourself off and you got to not take yourself super seriously. Because once you start doing that, then things can get problematic.

Jeffrey Sonnenfeld: (20:41)
Yes. Don't define yourself by your business card. You can get a new card.

Anthony Scaramucci: (20:45)
Yeah, exactly. Also, you got to roll with life. I've always lived by the adage, Jeff, of the legendary Mel Brooks, relax, none of us are getting out of here alive. So if you can frame it from that point of view, it's make you feel better about what's going on when it's not going well. I was going to bring up something. I was speaking at your CEO conference. I believe it was in the Roosevelt Hotel, actually, which is now being closed. I don't know if you're aware of that.

Jeffrey Sonnenfeld: (21:10)
We should buy it. The place is gorgeous. It's prettier than the Waldorf was, the lobby, that is, the public part.

Anthony Scaramucci: (21:16)
Yeah. There's no question, it's a breathtaking hotel, such a great New York history in there, so many different presidential campaigns trafficking through there, et cetera, mayoral, gubernatorial campaigns. But the reason I'm bringing this up is that I was there and absorbing from your CEOs something I'd like you to comment on. Their relationship with the Trump administration, boy, that was super complex to me. I can give my observations, but I'm more interested in having you give your observations.

Anthony Scaramucci: (21:48)
But I will say one thing that I'd like you to react to. The number one thing when I left that presentation was these guys do not want to be tweeted at. They don't want their corporation, publicly traded, in a presidential tweet, and they certainly don't want their names in a presidential tweet. That was going to create some level of stock market fluctuation and possible communication crisis. I'd like you to elaborate on that. Am I right about that or wrong about that? And then describe in your words the relationship that these CEOs that you're so close to have or have had with the Trump administration.

Jeffrey Sonnenfeld: (22:27)
We've got another two hours, right?

Anthony Scaramucci: (22:28)
Yes. No, you take three or four hours.

Jeffrey Sonnenfeld: (22:34)
As you know, I had a personal relationship not just with Joe Biden but continue, at least until this interview, with President Trump, I think. I haven't had an IRS audit, but at least we get to see somebody's returns. Is that I was the first critic of The Apprentice, that even the New York Times was entertained by it. I was writing a weekly column for the Wall Street Journal at the invitation of NBC, which was then headed by Jeff Zucker, as you know. So NBC would send it to me a day in advance, and Wall Street Journal would print it.

Jeffrey Sonnenfeld: (23:10)
Well, Donald Trump, President Trump, didn't like what I was writing. I called the first episode something like a musical chairs game but a Hooters restaurant. You probably haven't noticed this. He doesn't like a lot of criticism when there's humor at his expense. Have you noticed that? Anyhow, it didn't go over well and he wanted to shut down my reviews. I said, "Hey, that's fine. I don't need to do it." But the Wall Street Journal said, "Let's try another week." And the other week I said, "Boy, I said that first week was the worst portrayal I could imagine of business leadership ever on TV, and Mr. Trump asked me to look at the next week to see if I would reconsider." I said, "All right, so I'll reconsider. He was right. I was wrong. I recant what I said last week. This week's episode is worse."

Jeffrey Sonnenfeld: (23:57)
It got nasty. You can imagine the exchanges and the threats. We ultimately wound up getting together, and as you know, when you're with him, he can be so charming. I had all the outtakes in advance. That's a whole nother story. My wife found them charming too. So we wound up becoming friends from then on because he promised to change the show. Instead of putting engaging, young millennials up for this elimination game format is that he would get these fallen celebrities, which was actually my idea, which he now admits. I didn't think of perhaps Meat Loaf and Gary Busey, but still was the idea of having these fallen celebrities go after each other.

Jeffrey Sonnenfeld: (24:39)
I brought him to one of my CEO summits. And the people that filled the White House Advisory Council, many of those same people who didn't know Trump, they said, "If he's coming in here... " Some of them referred to him as a clown. Some people who the press have seen as very close to him in recent years have said, "If he walks in here at the Waldorf, we're walking out." What happened? He walked in, they walked out. So as somebody who was not quite at that level of corporate leader introduced him, and he was mad. "Why'd those guys leave?"

Jeffrey Sonnenfeld: (25:12)
I pointed that out to him in 2017, and he said, "Well, they're all coming by here now." I said, "Yeah, I wonder why that is." Is they were skeptical of him at our CEO summits. Perhaps, two-thirds or so or more are Republican, and yet it was roughly 70% were surprisingly supporting Hillary Clinton. They didn't support his election, though in 2017 they were quite hopeful. They raced with enthusiasm to those White House Business Advisory Councils, had high hopes on regulatory rollbacks, which they saw. This was large business.

Jeffrey Sonnenfeld: (25:39)
Small business liked him a lot more because he was seen as such a maverick. The regulatory rollbacks and the tax relief they thought was great. However, those one-offs you're talking about which we saw happen in the Republican primaries, we saw throughout his life, those one-offs of Pfizer versus Merck or GM versus Ford, Boeing versus Lockheed, the CEOS did not like that. Then as he started picking on these various companies for doing what they had to do to run their business, whether or not it was Harley-Davidson or Amazon or whatever, that he was calling for boycotts against them. They didn't like that.

Jeffrey Sonnenfeld: (26:15)
So it was after Charlottesville, it's the first time in American history we saw the US business community refuse a call to action when they all walked off following Ken Frazier of Merck's model, walked off the business advisory councils. They started to see him differently and they developed a certain confidence through collective action, whether or not it was on immigration issues or this election, where they have a certain confidence that they recognize, like Benjamin Franklin said, "If we don't hang together, we shall surely hang separately."

Anthony Scaramucci: (26:44)
It's phenomenal stuff, and we could go on for several hours. I'm going to ask you one last question because we have great audience engagement, and so I want to let John answer some questions.

Jeffrey Sonnenfeld: (26:52)
You're sure they're not saying really hateful things that I'm not looking at? Okay.

Anthony Scaramucci: (26:56)
Well, no. No, no. See, we're all sensitized to that sort of stuff, but if you look at my Twitter feed, Jeff, you'll feel very good about the comments they make about you. But this is about executive compensation, and Malcolm Gladwell said a few years ago that it was Curt Flood that opened up the spigot for executive compensation. So for those of you that don't know who Curt Flood is, he was the first baseball free agent.

Anthony Scaramucci: (27:24)
Malcolm Gladwell's position was that as baseball players and athletes started making astronomical sums of money, it left the door open for CEOs who were running very large businesses, arguably more important jobs, to make even more astronomical sums of money. It seems like the spread between CEOs and the average workers and the companies that they're leading has gotten quite high. Why, if you will? What's your opinion of that? Do you think that-

Jeffrey Sonnenfeld: (27:54)
Far be it from me to criticize a far more successful author than I am, but Malcolm Gladwell might've referred to Catfish Hunter more successfully. Also, in fact, if he wanted to stay with baseball, refer to Babe Ruth. And when people questioned Babe Ruth's salary opposed to Herbert Hoover's, it was pretty easy for him to say, "Well, who had a better year?"

Jeffrey Sonnenfeld: (28:19)
We do see often somewhat from left-leaning groups but also in the center and some activist investors about CEO excesses in compensation. That since I've been a professor, which is more than just a couple years, unfortunately, is we've seen roughly a thousand percent, 1,000% increase in CEO compensation, and about a 25% to 35% increase in average worker compensation. People are upset about that and for understandable reasons. The average CEO's making now 278%, 280% more than the average worker, and it used to be 30 times when I started doing what I'm doing. So what's going on there?

Jeffrey Sonnenfeld: (29:00)
Well, some of that is ridiculous and some of it's understandable. We've globalized the workforce, and we have different business units. So some of it, it's apples and oranges comparisons as to who some of those average workers are. Comparing the celebrity athlete to an usher that's working in the stadium is that the magnitude of how many people are executives and how many people are non-executive has changed a lot. There are those two sets of issues.

Jeffrey Sonnenfeld: (29:28)
A third one has to do with performance. I, frankly, don't care how much money Bernie Marcus of the Home Depot or somebody like that made for creating something that wasn't there or Bill Gates, whatever. If there's something of personal risk they put into it and they have really been a big builder as a great entrepreneur, as a great business creator, creating lots of jobs, very philanthropic, fantastic. It's the people who are corporate drones, that are Klingons, that are just getting a large salary because they've hired a comp firm to take a look at benchmarking against other firms in their industry and it doesn't correspond with their performance. That's the trouble, and we see very low correspondence between performance and compensation. We see just a lot of financial...

Jeffrey Sonnenfeld: (30:06)
There's some fairly modest compensated executives with soaring corporate performance, and that's the problem. I'm tempted to name names, but I won't. But one of the world's largest transportation companies, one of the world's greatest retailers have fairly modest compensated CEOs with performance that towers over it. There's one big media baron, which I'm so close to not mention, but he's no longer there. But he was recently. Made more than the next two media barons combined, and their performance towered over his. It didn't make any sense. Anyhow, you got me going. I always avoid this question. Whenever CNBC or somebody wants to talk about compensation, it's such a no-win situation. I avoid it, but for you, I stepped into it.

Anthony Scaramucci: (30:50)
Well, no. Listen, I appreciate it. Look, I want people to make money. I'm all about unlimited upside. At some point you and I will have to talk about the right policies to put in place to make the playing field from an equal opportunity-

Jeffrey Sonnenfeld: (31:01)
We need to work on that.

Anthony Scaramucci: (31:02)
Yeah. We've got to make the playing field from an equal opportunity perspective now.

Jeffrey Sonnenfeld: (31:07)
A livable wage has to be addressed too. You're absolutely right.

Anthony Scaramucci: (31:09)
No question.

Jeffrey Sonnenfeld: (31:09)
And there are some cases...

Anthony Scaramucci: (31:11)
I love the fact that we have the Jeff Bezoses and the Bill Gates in our society and the Elon Musk. God bless them, but I also want to help that kid that's growing up in the blue collar family live the arc of the American dream that we would all love to see happen to he or she.

Jeffrey Sonnenfeld: (31:28)
That's right. As aspirational as they think those high salaries are, the wealth has to be shared a lot more. And again, it has to be linked to performance better. It's tied too much to short-term stock incentives and not enough to long-term investment in that enterprise to create more jobs and to build a stronger business in the US.

Anthony Scaramucci: (31:46)
Well, we got to get there, and you're going to be a big part of that, I believe, in our future. I'm going to turn it over to John Darsie. John tie-less Darsie. There's Shoeless Joe Jackson.

John Darsie: (31:56)
I'm a millennial.

Anthony Scaramucci: (31:57)
And there's John tie-less Darsie.

John Darsie: (32:00)
I'm a millennial. I guess I dress down. At least I'm not wearing athleisure or something, right? But Ken Langone, back to your theme of the value of leadership, he's one that has spoken at SALT several times and has talked about... You mentioned Bernie Marcus earlier, but just the unlimited, incalculable value of strong leadership. And he's always a big critic of these criticisms of executive compensation for companies that really knock the ball out of the park.

Jeffrey Sonnenfeld: (32:26)
Well, John, it's tough enough to match wits with Anthony. I'm so happy you didn't put me in the shadows of Ken Langone. He definitely throws quite a fire of energy out there.

John Darsie: (32:37)
Absolutely. He's not shy about expressing his opinions on the topic.

Anthony Scaramucci: (32:41)
He's not slowing down, Jeffrey. He just turned 85, not slowing down.

Jeffrey Sonnenfeld: (32:44)
No. Johnny Carson once said, "Never follow children and animal acts on stage." If he was around today, he would say, never follow Anthony Scaramucci nor Ken Langone on stage.

John Darsie: (32:53)
This is a joke that I should've left for Anthony, but it's apropos that we transition from talking about Ken Langone to talking about grudges. So Ken Langone famously says he doesn't know if he's going to heaven because he has this just deep hatred in his heart for Eliot Spitzer. But it's an exception to a rule that you write about about the power of not holding grudges. Anthony makes a joke about-

Anthony Scaramucci: (33:14)
Not to interrupt, but I love that about Ken because I'm a fellow Italian. You know what Italian Alzheimer's is, Sonnenfeld?

John Darsie: (33:21)
There you go. Perfect lead in.

Jeffrey Sonnenfeld: (33:22)
You never forget a slight, right?

Anthony Scaramucci: (33:24)
Yeah. You never forget the grudges.

Jeffrey Sonnenfeld: (33:26)
Got it.

Anthony Scaramucci: (33:27)
You can't remember what day it is, but you do remember the son of a bitch that tried to hurt you.

Jeffrey Sonnenfeld: (33:31)
Right.

Anthony Scaramucci: (33:32)
Go ahead, Darsie. Go ahead.

John Darsie: (33:33)
But you've written about the importance of not holding grudges, and especially as President-elect Biden comes into office during a time of deep divisions in the country, he's made it clear that he doesn't want to be involved in investigating his predecessor or preying on those divisions that might've been created in the previous administration. Why is it so important for an individual in a leadership position to set an example of not holding grudges, and how does it help organizations move forward effectively?

Jeffrey Sonnenfeld: (34:01)
I wish I could model it as much as I admire it in others. President-elect Biden is one such great example of that, and the selection of Kamala Harris where a lot of Biden's advisors thought that what was done to him was gratuitous in that... I think it was the January debate last year where she took him on in positions that were quite similar to positions she held and caught him by surprise. And he considered her a friend of the family and things, and he just seemed a little bit winded by that. People were angry about it. He got over it. He understood that hey, this is a contest here. People are using what they can use, and he understood why she did what she did. He admits it surprised him.

Jeffrey Sonnenfeld: (34:48)
A lot of the candidates talked about how afterwards if they did really well in a debate, he would congratulate them regardless of how well he did and talk about what they did that was so effective or what he learned from it at any age. That's really fantastic. I was at one event, since we're just among friends here, where Vice President Biden used a joke that didn't go over well. It was kind of a malapropism was in there. Can you imagine a gaff from President-elect Biden now?

John Darsie: (35:13)
No way.

Jeffrey Sonnenfeld: (35:14)
It wasn't perfect, and people were starting to snicker. Who immediately shut it down? It was Elaine Chao and Mitch McConnell said, "Cut that out. That isn't what he meant. You know what he meant." They said, "He's our friend." Mitch McConnell and Joe Biden know that they have that. When there was a stalemate in the Obama years, it wasn't taking it to Harry Reid or Chuck Schumer or through Mitch McConnell to work things out. It was Joe Biden or President Obama. Joe Biden would parachute in there in the sequester stalemates and things like that. He has a way of getting to people in a very natural basis. He's not a mud thrower.

Jeffrey Sonnenfeld: (35:52)
This frustrated some of us through the primaries because that's just not his nature. I don't know that he's quite Quaker like. He has some temper, but he restrains it. That dignity I think is a great model to not have the negativity guide us into the future. I think among many great qualities that I think we'll see in President-elect Biden's leadership style, it's going to be that forgiving, positive style to find out where there is common ground and move forward from there. He doesn't see compromise as a bad word, and we don't have to look across the aisle. We could look within the Democratic Party.

Jeffrey Sonnenfeld: (36:29)
I had a great political historian today, a guy named David Mayhew. In an earlier class today I wanted to talk about the divides in each party. And he said, "They're not so great. We're exaggerating it because the media would like to do that for drama, but in fact, to negotiate between the people who call themselves progressives, which are really democratic socialists, and the people who are classic progressives, which are the middle of the road people, is not a divide that's any greater than we had the Yellow Dog Democrats or the Dixiecrats or whatever else, that these parties have had complex coalitions always."

John Darsie: (37:08)
Focusing again on that using politics as a context to talk about an issue, I want to talk about transitions. It's another topic that you've written academic papers about, about the importance of smooth transitions and transfers of power within corporations. Obviously, we're in the midst of a sort of messy transfer of power right now from President Trump, who's still contesting the results of the election, to President-elect Biden.

John Darsie: (37:32)
Biden's transition team is having to circumvent the normal official processes for transitions, but people have warned on both sides of the aisle about the dangers to national security, especially in the middle of a pandemic, not sharing information about vaccines and Operation Warp Speed and that type of stuff. Using our current backdrop as context, how can organizations effectively manage executive transitions, and why is that so important for continuity within an organization?

Jeffrey Sonnenfeld: (38:01)
Well, there's a lesson here. Of course, it's a lesson of bad sportsmanship we see and to challenge the rules if they don't work out your way. That's a problem. I think as CEOs have rallied in distress. Thursday night of November 5th when President Trump overreached in a news hour broadcast at a press conference from the White House Briefing Room to suggest I hereby assert powers that he didn't have, that alarmed a number of CEOs, so we pulled together 30 of them. Between 7:00 p.m. that Thursday night and Friday morning, I got a group together of 30 Fortune 100 CEOs that were that worried, thinking we need to figure out how to confirm that this was an efficient, fair and safe election, as his own cybersecurity and election security experts have confirmed that there is no evidence of any fraud out there and to celebrate the winners, as they did immediately.

Jeffrey Sonnenfeld: (38:59)
They set the trail. As these CEOs called for the business associations to do that, the Business Roundtable did that, it seemed, within minutes of when Pennsylvania was declared the very next day. They came out with an excellent statement that was the virtual almost perhaps verbatim model that not only other trade associations used, but also heads of state around the world. You can actually take a look at it, and President Bush. It's almost the exact statement. That conferral of legitimacy was very important from an independent, nonpartisan bodies like that.

Jeffrey Sonnenfeld: (39:29)
I wrote a book about this in terms of the corporate model. Just happened to have this here too and an earlier book called The Hero's Farewell. That doesn't mean that every CEO, every head of state is not necessarily heroic in terms of noble things they do. But in their minds, they see themselves that there is one person in the world truly indispensable, and they know who that is. The monarchs have a real problem leaving office, whether or not it's Sumner Redstone or taking a look at Armand Hammer for anybody who remembers him from Occidental Petroleum or other examples where people, they don't tend to want to leave until there's a palace revolt or they die in office. It's a feet-first exit. That's to some extent what we have right now as a monarch.

Jeffrey Sonnenfeld: (40:09)
There's a different sort called generals, like I don't know, Steve Jobs or others. Howard Schultz did this of Starbucks. They leave and something happens that necessitates a triumphant return to power. As generals, they're often called out of mothballed retirement. A third group, ambassadors, have a wise, tranquil passing of the baton. That's what often the corporate world has looked for. Intel used to do this really well and others. In fact, we've seen this at IBM recently. We've seen it at Pepsi recently. We've seen it at a number of places, at Disney, a fantastic tech successor from within.

Jeffrey Sonnenfeld: (40:42)
The final group is a governor, somebody bound by a term of office, goes and does something else. But there are different types of transitions. The hardest one is the monarch. They tend to be big disruptors as a leader, and when they leave, it's quite disruptive.

John Darsie: (40:58)
We have a question. It may be apropos to the difficulty that monarchs or very powerful people have giving power away. There's a book called The Psychopath Test that contends that a large percentage of CEOs are somehow on a psychopath spectrum. Do you think that's an accurate assessment that people in positions of tremendous power develop certain cognitive disorders, if you will? And what other books do you recommend on understanding leadership?

Jeffrey Sonnenfeld: (41:27)
Well, there's this great book called The Hero's Farewell that just fell on my floor here somehow that I would argue picks up on that point very well. Since it's just us talking and there are no CEOs ever going to see this-

John Darsie: (41:41)
Of course. We're not accusing all members of your community of being psychopaths, of course.

Jeffrey Sonnenfeld: (41:47)
No. But here's what Freud said. Sigmund Freud said, "Society is changed by its discontents," people who are just not happy with the way the world is. Robert Motherwell, the great painter, used to talk about the anguish of creativity is that he talked about artists like himself who would sneak into a gallery at night to touch up a painting on the wall. The beauty of creativity is the act is never quite done. There's also a restlessness in them, so it doesn't make them always the easiest people to live with. But the world is different and hopefully better because of them. But they want to be seen in life as net producers and not net consumers, so they're always on the go. There's no halfway switch about them.

Jeffrey Sonnenfeld: (42:28)
We're lucky to have people that do that. They bring a lot to society that way, but it's a challenge to deal with creative geniuses and big builders. How do you deal with that drive to leave a lasting legacy, because they're not going to live forever. The great psychoanalyst, Otto Rank, talked about in Art and Artist, the book, on how artists and top mythic leaders are more like each other than they are other people in society. It's just because they're fueled by a dream of creation. And when somebody discards that dream, they're shattered. It's called a heroic mission, if you will. It's a quest for immortality.

Jeffrey Sonnenfeld: (43:02)
A separate dimension, though, that makes these leaders different is you can get fused with the job. I think that's some of what we're wrestling with with President Trump is when your name becomes hyphenated with a job, it's a heroic identity. Nobody ever called Alexander the III of Macedonia Alexander the Great until he made up this false lineage to Odysseus and Achilles. He and his mom made it up, but he started to believe it. That's some of what were seeing right now in the White House. You start to believe your own myth making. It gets hard to separate those identities. So the heroic identity and that heroic mission are two things that make leaders really different but really difficult. Anyhow, sorry you asked, aren't you?

John Darsie: (43:42)
No. It's a fantastic answer, and we obviously recommend your books, of course, which are tour de forces on leadership across a variety of different subject matters related to leadership. I want to ask you one more question from our audience, and it's about corporations in this era of heightened social and political justice type of initiatives have started wielding, it seems like, a little bit more power. You have someone like BlackRock, the largest asset manager in the world, that's focusing on ESG sustainability initiatives and starting to be a little bit more heavy handed in what they ask of companies that they're invested in.

John Darsie: (44:19)
You see corporate CEOs pulling out of advertising deals related to content that doesn't meet their standards. How has corporate activism evolved over the last, say, 100 years, 50 years? And how do you think it will continue to grow, and do you think it will continue to grow into the future?

Jeffrey Sonnenfeld: (44:36)
I love closing on that question. There's a circularity to it. 50 years ago the Business Roundtable was created to do that, but you wouldn't know that from recent discourse because it was a year ago, almost a year and two months ago, the Business Roundtable came out with a statement of redefining capitalism more broadly. But that was why they were founded is that Great Generation, as Tom Brokaw called them, the Great Generation. But these people were great builders, great diplomats, great corporate leaders, great scholars, whatever they did, great soldiers. The Second World War generation saw themselves with these sweeping duties, sweeping responsibilities. They were very important.

Jeffrey Sonnenfeld: (45:15)
The Cuyahoga River was on fire in Ohio 50 years ago. The Tennessee Valley of Drums, of discarded waste, toxic waste, was discovered. The Love Canal problem was happening right outside of Niagara Falls of Hooker Chemical Division of Occidental Petroleum. Irving Shapiro, the CEO of DuPont, one of the founders of Business Roundtable, said, "We can't fight this. We need to be a part of the solution." He helped create the Superfund cleanup.

Jeffrey Sonnenfeld: (45:43)
Tom Phillips of Raytheon said, "We're upset with our competitors in the aerospace and defense industry paying bribes to other countries." It was coming out at the time. "We need to even the playing field because we fight fairly, and we think you can be a defense company and not be a dirty company. There's a way to do it." They fought in favor of the Foreign Corrupt Practices Act, which is remarkable.

Jeffrey Sonnenfeld: (46:04)
The whole term corporate social responsibility, which predated ESG, was coined by Reginald Jones, Jack Welch's predecessor at GE. Affirmative action, IBM and AT&T, well, it was the diversity and inclusion concept at the time, more quota driven, but it was pioneered by those companies. Now, they weren't the norm. They broke away from then a more reactionary Business Roundtable and National Association of Manufacturers, but these were 200 companies that said, "We want to be progressive and what progressive really meant."

Jeffrey Sonnenfeld: (46:35)
In fact, the progressive movement always was a very centrist and positive movement. They were the ones who were trying to clean up workplace safety, trying to not have labor battles become violent in the workplace, trying to deal with immigration, with settlement houses and building roads and dams. That's who progressives were historically. That's who business leaders were, but we lost our way. I remember testifying before the SEC at the time of Sarbanes-Oxley that all these trade groups were taking such a hostile view toward needed reform. So they got legislation that was imperfect because they wouldn't help it.

Jeffrey Sonnenfeld: (47:07)
Similarly, it happened with Obamacare. Jeff Kindler, if he was here to defend himself, the CEO of Pfizer, found very little support from the business community to help him make better legislation. So he had to do what he could with what it was. They had become reactionary and obstructionist. They found their voice. Jamie Dimon made things a little bit better and Doug McMillon. It's just off the charts, great things at the Business Roundtable and Ken Frasier, Mary Barra, Alex Gorsky.

Jeffrey Sonnenfeld: (47:31)
You start to look through these CEOs, Bob Iger, whether or not they're members of these associations or not, Bob Iger and Ken Frasier, or not, is that they see that the role of a business leader is a pillar of public trust. Richard Edelman's great data shows that 92% of the public wants to see a business leader as a major source of trust engaged in social issues. Even Morning Consult's data similarly finds almost 80% of the general population says that they're much more proud of their employer if they do engage in these issues, but they have to pick and choose. They're not politicians. They can't get involved in every issue. But when something really matters, they've had a big impact. Sorry you asked that question, too. I happened to like it.

John Darsie: (48:13)
No. I'm very grateful I asked that question. It's a tremendous response. And Jeff, we're so grateful for your time. I like to tell people maybe they haven't heard of, "Whenever there's something important going on in the world, whenever people are trying to solve a big problem, we always bump into you." Jeff is always in the room where it happens, as Lin-Manuel Miranda wrote of Vice President Burr.

Jeffrey Sonnenfeld: (48:37)
It wasn't always my fault though. It wasn't always my fault when it happened.

John Darsie: (48:40)
No, it wasn't always your fault, but you're there to clean up the mess. You have bipartisan influence. You're not a partisan person. You call the shots like they are and people respect you for it. So it's a pleasure to have you on. We've talked about having you hopefully moderate some of these SALT Talks for us and grill some of your corporate members of the Yale CEO community. So we're very much looking forward to that. Anthony, you have any final words for Jeff before we let him go?

Anthony Scaramucci: (49:03)
No. Listen, I appreciate your friendship, Jeff, particularly after I got fired. And for those of you that need a resilience lesson, if you get fired from the White House, you're rolled in broken glass on Pennsylvania Avenue, then salted, and then put through the sewer pipe in The Shawshank Redemption and then lit up on late night comedy, call Jeff Sonnenfeld, okay. He'll cheer you up. That's my message.

Jeffrey Sonnenfeld: (49:28)
Oh. Well, thank you, Anthony. I think that you are an inspiring example of character, and that's what really matters regardless of what the situation is. As Thomas More said as an advisor to King Henry the VIII, "Character is as fragile as having a liquid cupped in your hands. Once you separate the fingers, it's forever gone." No matter what's going on in your life, you've never lost your character, and that's something really to admire.

Anthony Scaramucci: (49:50)
That's very sweet of you. Well, I look forward to seeing you non-virtually at some point, Jeff, and thank you. And we'll get you out to one of our live events, which I can't wait for.

Jeffrey Sonnenfeld: (50:01)
I look forward to it. Thank you.

Anthony Scaramucci: (50:01)
God bless you. Happy Thanksgiving. Well, I'll talk to you before Thanksgiving.

Jeffrey Sonnenfeld: (50:04)
Thanks. I'm honored. Thank you.

Michael Saylor: “Bitcoin is a Dominant Monetary Network” | SALT Talks #109

“Google is an information network. Facebook is a social network. Bitcoin is a monetary network.”

Michael Saylor is a technologist, entrepreneur, business executive, philanthropist, and best-selling author. He currently serves as Chairman of the Board of Directors and Chief Executive Office of MicroStrategy, Inc.

As we approached 2010, companies like Apple, Facebook and Amazon were poised to transform the world. The analog world we once lived in would soon fit in the palm of a hand. Apple was replacing Canon; Facebook and Instagram were replacing Kodak; Amazon was replacing retail stores. In the process these companies became exponentially more valuable than the ones they eliminated. “Software networks are dematerializing everything in the world.”

Bitcoin represents a similar transformation in the financial space. Similar to the likes of Amazon, Apple and Facebook, Bitcoin has proven itself the winner in the crypto asset space and will continue its inevitable climb. Institutions and major players in the financial space are already coming around to Bitcoin which will accelerate its adoption and growth.

LISTEN AND SUBSCRIBE

SPEAKER

Michael Saylor.jpeg

Michael Saylor

Chairman of the Board & Chief Executive Officer

MicroStrategy

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

John Darsie: (00:06)
Hello, everyone. Welcome back to SALT Talks. My name is John Darsie, the Managing Director of SALT, which is a global thought leadership forum and networking platform at the intersection of finance, technology, and public policy. What we're trying to do during these SALT Talks is provide interviews with leading investors, creators, and thinkers. It's trying to replicate the experience we provide to our global conference series, the SALT Conference, which provides a platform for ideas that we think are shaping the future and a window into the mind of subject matter experts. We're very excited today to welcome Michael Saylor to SALT Talks.

John Darsie: (00:43)
Michael is a technologist, an entrepreneur, a business executive, and a philanthropist, as well as being a best-selling author. He currently serves as the Chairman of the Board of Directors and as the Chief Executive Officer for MicroStrategy. Since co-founding the company at the age of 24, Michael has built MicroStrategy into a global leader in business intelligence, mobile software, and cloud-based services. In 2012, he authored the book The Mobile Wave: How Mobile Intelligence Will Change Everything, which earned a spot on The New York Times Best Seller list.

John Darsie: (01:14)
Michael attended MIT receiving an SB in Aeronautics and Astronautics and an SB in Science, Technology and Society. Just a reminder, if you have any questions for Michael during today's SALT Talk, you can enter them in the Q&A box at the bottom of your video screen. Hosting today's talk is Anthony Scaramucci, the Founder and Managing Partner of SkyBridge Capital, which is a global alternative investment firm. Anthony is also the Chairman of SALT. With that, I'll turn it over to Anthony for the interview.

Anthony Scaramucci: (01:43)
Well, John, thank you. Mike, I got to tell you, I was so pleased when you accepted our invitation. Thank you. Welcome to SALT, and welcome to SALT Talks. Hopefully, we'll get you to one of our live events one day when we can get back away from the pandemic. But before we get started, you got this beautiful ship in the background. You're crushing John Darsie, who prides himself in his room ratings. So, I'm very happy that you're here with this beautiful room rating. But tell us about your background. Tell us about your family's background. I know you come from a military family. Give us some sense for your upbringing and what got you on the arc of your professional journey.

Michael Saylor: (02:22)
My father was a career noncommissioned officer in the Air Force. We spent 30 years. He rose from the beginning to be Chief Master Sergeant. We lived on military bases, air force bases everywhere in the world. Then he spent 10 years as a government servant working on the F-16 program. So, I come substantially from an Air Force background. I grew up in Dayton, Ohio, and in high school, where they invented the airplane. I became very enamored with science fiction. I read every science fiction author, Robert Heinlein, Arthur C. Clarke, Isaac Asimov.

Michael Saylor: (03:04)
By the time I graduated, every self-respecting individual, every dude of my generation either wanted to be a rock star, astronaut, fighter pilot, maybe professor, or CEO. So, I went to MIT on an Air Force scholarship. I studied aeronautical engineering and spaceship design. I learned to fly in the Air Force, Lackland Air Force Base. My senior year, I ran into two flukes, the United States won the Cold War, Reagan drew down the military. I was diagnosed mistakenly with benign heart murmur.

Michael Saylor: (03:48)
The result of that is I didn't go into the Air Force to fly jets and become the astronaut, which was one of my career paths. I ended up going out into the business world. I thought I'd get a PhD. I took a job. The job blew up. I got another job. When I was about to go back to college, the people I was working for gave me the chance to start MicroStrategy. They financed the entire business. So, I started a company at 24. I thought when it fails, I'll get a PhD. It never failed. I'm still stuck here. So, that's how I got to be in the software business. It wasn't of my own doing. I really wanted to be an astronaut.

Anthony Scaramucci: (04:28)
Do you think you'll ever take a trip into space, Mike?

Michael Saylor: (04:33)
We'll see. I'm holding out hope. Go SpaceX!

Anthony Scaramucci: (04:39)
I see his base. Yeah, we're investors in SpaceX, because we love that company. We're obviously cheerleaders for what's going to happen this weekend with their launch and cheerleaders for Elon's company. Talk us through The Mobile Wave and how mobile intelligence has changed the world, a fascinating book. What's interesting about your book, even though it was written eight years ago, it is still very current. So, I would recommend everybody on this SALT Talk to read the book, very compelling stuff. But tell us a little bit about how it's changed the world, mobile intelligence.

Michael Saylor: (05:17)
In 2007, Apple came for with the iPhone, but it was a toy. There was no cut and paste. There is no App Store. By 2009, the iPhone 3 was not a toy anymore. It was a business tool. I became enamored with the idea of software leaping off of a computer onto a handset. I thought when software goes from solid state to vapor state and now it's around us and with us and we sleep with it 24/7/365, maybe it means something different.

Michael Saylor: (05:48)
So, when I wrote The Mobile Wave, the observation was software networks are dematerializing everything in the world. They're dematerializing money and identity and everything you hold in your hand, the photograph and the camera and the recorder and the video. If software dematerializes everything, then I can take a map from Rand McNally and make it a magic map. Google Maps is a magic map that tells you where to drive, how to drive, whether you should go there, the directions to take. It's in the palm of your hand. It even talks to you. Rand McNally was a simple 20th century map. Rand McNally is worth 50 million bucks. Google Maps is worth $50 billion.

Michael Saylor: (06:36)
Apple dematerialized Kodak, maybe Instagram did. You went from taking photos on a Canon camera and storing them in a shoe box or a photo album to Facebook and Instagram and the iPhone. It wasn't worth the same. It wasn't worth 10 times as much. It was worth 1,000 times as much. So, the conclusion of the mobile way was the world's going to change the network. Google's an information network. Facebook's a social network. Apple's a mobile network. Amazon's a retail network. They're going to eat the world. They're going to destroy 15,000 other companies that are competing with them, because Apple is able to ship a better camera to a billion people overnight for a nickel.

Michael Saylor: (07:21)
Nobody in the history of the world could ever upgrade or ship a product for no variable cost to the entire planet for a nickel. Yet, that's what Google does. That's what Facebook does. That's what Apple does. The part of Amazon that works well is that dematerialization of the retail storefront to a billion people for a nickel. Well, the conclusion is buy Apple, Amazon, Facebook, and Google. I wrote the book. Anthony, nobody read the book. I mean, some people read the book. I got 50 people-

Anthony Scaramucci: (07:51)
What do you mean? Darsie and I read it, because we're get ready for you, man. I knew I was going to be out punched in terms of IQ and brain powers. I had to read the damn thing.

Michael Saylor: (08:01)
Eight years later. When I wrote the book, probably 50,000 or 100,000 people read the book. I made 50,000 in royalties from the book. I didn't invest my company into Apple, Amazon, Facebook and Google. I took $50 million of my own money. I bought it. I bought it when everybody said, "You're forced to own Apple. You should diversify into all the other computer companies. What is this Facebook thing? You're foolish to own that. What is this Google thing? It's overvalued. It's overpriced." Well, I converted the $50 million into $500 million. Anybody could have done it. If you had bought any of those companies in the past decade, you couldn't lose money.

Michael Saylor: (08:41)
So, it made me conclude a couple of things. One thing, if you want to make money in the tech era, you find the dominant digital network, the one that's worth $100 billion that's crushed everybody. You can't buy MySpace. You might hit BlackBerry or MySpace or Yahoo or something like that. If you buy too soon, you might miss it. But after it's $100 billion dollars and the market has decided Apple's the winner, Google's the winner, Facebook's the winner, Amazon's the winner.

Michael Saylor: (09:15)
I know it's pretty obvious Amazon was the winner in 2013 when it was trading at 300 bucks, Anthony. Everybody on Wall Street said, "What is this stupid company? They don't make any money. We don't buy into it." They would sell you Amazon for 300 bucks, but you could have bought it. You could buy all those things. You would have got a 10X, 20X gain on it. You just wait until the 99% of the world that disagrees with you, that cynical and skeptical and ignorant and they don't understand it and they're afraid of it.

Michael Saylor: (09:45)
As it gradually dawns on them that Google's an information network, Facebook's a social network, Apple's a mobile network, Amazon's a retail network, Microsoft's an enterprise software network, when you finally figure it out, you're like, "Oh, these guys can serve up a billion people for a nickel. Their variable cost is zero. They've got overwhelming crushing advantages."

Michael Saylor: (10:12)
So, summary of The Mobile Wave, I had that experience. It made me very successful as a personal investor. My company didn't invest in it. 2020 came and I swore to myself, if I ever saw this again, I wasn't going to write a book. I was going to buy as much of that thing as I could personally, as much of that thing as I could corporately, and then I was just going to tweet about it. So, that's basically the tie in or what leads us up to the virtual wave and my interest in Bitcoin.

Anthony Scaramucci: (10:48)
So, let's talk about that, because you started out as a Bitcoin skeptic. I've listened to a lot of your interviews. There was a tweet in 2012, where you likened it to a form of online gambling. And then you had the slow conversion into becoming what I would say one of the more exceptional Bitcoin evangelist. I mean, I would describe you be like that based on a lot of the stuff that you've said. But now you're putting your money alongside of your ideas and your mouth, you've announced a $425 million investment in Bitcoin from the MicroStrategy cash reserve. So, could you take us through your personal odyssey from skeptic, "This is online gambling," to "Okay, wait a minute. This is a lot like Microsoft, Facebook, and Amazon"?

Michael Saylor: (11:36)
Sure, I mean, in the early days of Bitcoin, Bitcoin's like an open source project. There's no company behind it. It's an emergent phenomenon in cyberspace. As it emerged, the early days, it was very uncertain and scary and complicated. So, how will the IRS tax it? Will the government ban it? Will it be illegal to hold it? The early exchanges were failing. Mt. Gox failed. The early use cases were Silk Road. The early question of, "Is it a security or not?" Right? You went through all of these tests for Bitcoin. It could have been destroyed, because it was banned. It could have been destroyed, because it was hijacked by bad exchanges. It could have been destroyed, because it was forked. Everybody said, "Well, either someone else is going to copy it or the government will ban it."

Michael Saylor: (12:41)
Over the last eight years, what happened is it was copied 6,500 times, Anthony. It's the winner of the crypto war. So, how do you get comfortable with it? Well, after it's been attacked 6,500 times by clones, and they've all failed. When it emerged to be 95% of all of the proof of work networks... 95% of all the monetary energy in the crypto asset space is on the Bitcoin network. ... then you know it's Facebook, it's not MySpace. So, we had to watch it get to a point of maturity, where it's season. We had to watch all of these bad exchanges failed and all the bad actors failed. We had to watch the development of a regulatory apparatus.

Michael Saylor: (13:28)
So, now you have KYC regulation on the exchanges in the US. You have clarity with regard to how it's taxed. You have clarity with regard to what it is and isn't. I think people are starting to understand it's not a currency. It's not a payment network. It's a bank in cyberspace that allows billions of people to store their money. It gives them a simple, straightforward, affordable, secure savings account for people that can't set up their own hedge fund and don't know and can't get into a hedge fund. They just want to put their money in a bank.

Michael Saylor: (14:11)
The politicians and the country has destroyed the savings account over the past 30 years. When I was a kid, you put your money in a savings account, get 5% interest, and everybody believed that the money was going to be more valuable in the future. You wouldn't lose your money. That option's been deprived. So, Bitcoin has emerged from casino gambling scary to the savings account or savings and loan at the end of the universe. That's the journey of the 10 years, and that's why I could get excited about it in the year 2020.

Anthony Scaramucci: (14:49)
You tweeted a lot about that this morning, which I shared with my team. I guess the question I have is and you said it, but I want to hear it again. You had MySpace. You had Yahoo. They got hopped over by Facebook and Google. There's not a coin out there that could hop Bitcoin. Is it or no?

Michael Saylor: (15:13)
They tried 6,500 times, Anthony, over a decade. Everybody and their brother thought, "Man, could I copy this?" The problem is Bitcoin's the only one with the immaculate conception. It's truly decentralized. It's the money. It's the crypto asset of the people, right? There's not an example of a digital network that hit 100 billion dollars in market cap that was vanquished subsequently. Lots of billion dollar things failed, lots of $2 billion things fail. But once you get to $100 billion dollars, I think the market has spoken.

Anthony Scaramucci: (15:55)
Right. I think it's well said. There was a book 20 years ago, James Dale Davidson and a guy named... I think it was William Rees-Mogg. His son is now in the parliament in the UK. I'd have to get the exact title of his last name, but the book was called The Sovereign Individual. I read the book 20 years ago. Peter Thiel decided that that was a big book for him. So, he's repurposed it and helped to get published again in a paperback form.

Anthony Scaramucci: (16:28)
So, I went [inaudible 00:16:29]. I hadn't read it in 20 years. Let me go back and read it. I bought it. Thiel writes in the foreword, something that I want to ask you about. He says that "AI, you think of the CCP AI. It helps people score you socially. It helps people identify your facial tics. AI is about centralization and command and control. But Bitcoin and the asset associated with digital currency is a libertarian ideal. It is about personal and individual freedom. That's how he started the book, The Sovereign Individual. I'm wondering about your reaction to that. Do you agree with him?

Michael Saylor: (17:09)
I do agree with him. I think that the thing that makes people that own and invest in Bitcoin passionate about it is because it really does enforce the concept of freedom and truth and liberty and sovereignty for the individual. Let's just take one interesting example. You're an investor, you have a bunch of money, you want to leave it for your granddaughter 30 years from now. Your choices are gold or Bitcoin. Oh, this is the real problem, $10 trillion in gold, hundreds of billions of dollars in Bitcoin. Well, if you actually choose gold, you have to put your gold in a bank and trust the counterparty to take care of that gold. No, are you going to bury it under your mattress?

Anthony Scaramucci: (18:00)
It's stored somewhere. That's that shoe box. That's that Kodak's shoe box that you were referring to earlier.

Michael Saylor: (18:07)
Yeah, pretty much, you're putting it in a bank vault. Now, you've surrendered all your monetary energy. Money is monetary energy. You've surrendered your life energy to a bank, a counterparty trustee. In the last hundred years, they all fail. Every bank fails. You're trusting a company or you're trusting a country. 95% of the cities in the world, the banks failed over 100 years. But the countries and the regimes fail too, so you're trusting in a country or a company and a counterparty. On the other hand, if you actually buy Bitcoin, you have the option, not the obligation, but you have the option to take custody of those keys. That's advantages for you in two reasons.

Michael Saylor: (18:59)
One, you can switch custodians quickly. In half an hour, you can move your money from one bank to another bank, one country to another country. That keeps everybody honest. It's useful in a capitalist world if you have options and no one's holding you over a barrel. The second is, I can hold a gun to your head, pull the trigger, kill you, and take your gold. But if I hold the gun to your head and pull the trigger, I can't get your Bitcoin. I could just kill you.

Michael Saylor: (19:29)
There's a very important subtlety there, which is at the end of the day, you control your life force. It shifts the balance of power back to the individual versus the bank, the custodian, the country, anybody that would coerce you and steal your life force from you. In that way, it's a libertarian idea, but it's also a capitalistic idea. It's also just a matter of decency to the individual and sovereignty to the individual.

Anthony Scaramucci: (20:05)
I'm sure you thought about this, I'm just interested to get your iteration process in making that large of an investment. You had to be thinking, "Okay, what could go wrong? What's the risk management?" Tell us what you think could have gone wrong, and then tell us how you intellectually and cognitively overcame what you thought the issues could be for something like Bitcoin,

Michael Saylor: (20:26)
Anthony, I think this gets at the big issue. The number one problem every investor in the world is facing right now... There's $250 trillion or more worth of this problem. ... is I have monetary energy. Where's my store of value? How am I going to conserve my monetary energy in the current macroeconomic climate? As long as the central banks are expanding the broad money supply and to expanded by 5.5% a year for 10 years. This year, it expanded by 24%. If the monetary supply expands by 10 to 15% a year for the next three to four years, the banks are sucking the oxygen out of the room. They're sucking 10 to 15% of the purchasing power from all of your investments.

Michael Saylor: (21:18)
I mean, if I'm holding cash and I have 500 million in cash and I'm looking at losing 15% of the purchasing power every year for five years, the risk was I'm going to lose 75% if I do nothing, okay? It made it easy for me to take another decision, because I expected that doing nothing with money, with cash is losing half to 75% of your purchasing power. It's not a problem if the money supply is not expanding, right? The expansion of the monetary supply is like I'm sucking 5% of the option out of your room every year or every month. How long will it be before you leave?

Michael Saylor: (21:55)
Now, what do I do with that? Well, I got to find a store of value. A bond is only a store of value if the coupon is higher than the rate of monetary expansion, unless I have expectation that the interest rate will fall. So, a 5% bond can work as long as you keep cranking down the interest rates. But when interest rates get to zero, unless you go negative, bonds don't hold value. Everybody in the bond market has figured this out. Either interest rates go negative or you got to exit.

Michael Saylor: (22:26)
Now, how about stocks? Stock can hold value if the cash flow per share grows faster than the rate of monetary expansion. Google Amazon, Facebook, they work in the last decade, because they're growing 20% and the money supply is expanding 5%. But if the money supply expands by 15%, how many equities are going to expand cash flow per share by 20%? By the way, how do you do that if you're not? You have to leverage up, right? So, if I'm growing 5% a year cash flows, I have to borrow money. I go short the dollar. I borrow billions. I buy my stock back. My cash flow per share goes above the hurdle rates, and I can hold value.

Michael Saylor: (23:09)
What happens when you're fully leveraged up, Anthony? Everybody's at the end of the line. I've leveraged up as far as I can go. Interest rates are as low as they can go. How many companies are going to grow their cash flow greater than the rate of monetary expansion? Well, you crank in your estimate for money supply. Bonds are a problem. Stocks are a problem. Cash is a problem. Now you got to go to precious metals. Am I going to buy gold? The miners are going to create 2, 3% more gold every year. The gold supply as centralized. There's counterparty risks. The central bankers hypothecated and create gold derivatives. There's no scarcity with gold. Under the best case in 100 years, you're going to lose 85% of your money when they just print 2% more gold a year.

Michael Saylor: (23:58)
Under the worst case, you're going to lose it all from a counterparty risk. In the mid case, you're going to lose 90%, 95%, because people keep generating gold derivatives. This is why gold is breaking down against the Fed balance sheet. You can see it breaking down on the charts this year. It's not working. If gold goes through $100,000 an ounce, gold miners are going to frack gold like there's no tomorrow. It's a commodity. Commodities make awful money, because human beings can create more. So, you work your way through bonds, stocks, and gold. What's left? Crypto, find a digital asset you can't print more of.

Michael Saylor: (24:37)
Well, they're 6,500 choices. There's one that's the winner. It turns out that the winner is the one that no company controls, no country controls. It's capped at 21 million. Because it's 21 million, what do you have here, Anthony? You have a software network engineered to collect, store, and channel monetary energy without power loss. It's like Facebook for money or eBay for money, but here's the difference.

Michael Saylor: (25:07)
It takes you 30 years to buy everything you're ever going to buy on eBay. The reason eBay works is because it has all the liquidity of stuff you might buy, but it takes you 30 years to buy it. Bitcoin is a savings network. It's a monitoring network. If you're a billionaire, you put a billion dollars on the network, you put it on the network in a week. I bought $600 million worth of this stuff in a quarter, Anthony.

Michael Saylor: (25:35)
I put 20 years of earnings into the network upfront, because as soon as you figure it out, you realize that it's going to be the highest real return versus all the alternatives. Do I want to have my money sitting in a Fiat instrument, which is a bond or a stock that's going to be debased by expansion of the money supply; or do I want to put it into an absolutely scarce digital asset, which is going to float with the expansion, the monetary supply?

Anthony Scaramucci: (26:06)
Are you worried about the volatility, because it has experienced some volatility over the years?

Michael Saylor: (26:11)
LeBron James started playing basketball like age eight or nine. The first 10 years, he was brilliant. Everybody knew he is brilliant, but he was a little bit volatile. He was a little bit erratic. From age 18, to 28, he crushed everything and everybody in his past. Great superstar athletes have a volatile first decade. It was volatile. There were crooked exchanges that were hacked.

Anthony Scaramucci: (26:32)
They couldn't have evolved until three decades. I mean, there are some superstars that evolved. I just want to give that as a disclaimer on the side.

Michael Saylor: (26:40)
There are some, but my point really is looking backwards at the first decade of a superstar's life and then extrapolating forward to the next decade isn't necessarily the most rational thing. For example, Apple computer was a totally different stock from 1998 to 2007. And then from 2010 to 2020, it was a bit different. If you look at what's happening now, institutions are discovering Bitcoin and there are adults in the room. When they're buying, they're not buying 100,000 at a time and they're not being manipulated on these early exchanges. You're talking about people putting $100 million.

Michael Saylor: (27:27)
For example, for me to buy $600 million, it took me 14 days trading every three seconds, Anthony. I was sitting there ready to buy everything you would sell me for 14 days straight every second for two weeks, me, one guy, one actor. Now, what happens when there's 100 actors like me in the Bitcoin market?

Anthony Scaramucci: (27:51)
Yeah, I think you're making a very compelling case. I appreciate you taking all my questions, because there's a lot of people on this SALT conversation that are coming up the learning curve. They appreciate all the work that you've done. In fact, frankly, they're able to leverage all of the genius that you've put into this. I'm going to turn it over to John Darsie who has a series of questions from our audience. We got a tremendous amount of audience participation, Michael. So, I'm going to let him ask a few questions here.

Michael Saylor: (28:24)
All right, bring it on.

John Darsie: (28:26)
All right. So, you have a very interesting concept, Michael, about Bitcoin being a store of energy in a thermodynamic type of sense. Could you walk us through that metaphor, what you mean by that?

Michael Saylor: (28:39)
Okay, look, it's totally strange to have a financial instrument, which is scarce and capped, because you can print more tech stocks, you can print more bonds, you can mine more gold, you can issue more fiat currency. On the other hand, in the engineering world, when you're designing pneumatic systems or hydraulic systems, nobody ever built a pneumatic system with a leak, a hydraulic system with a leak. Your swimming pool doesn't even work with a leak, right? Everybody knows if there's a leak in the fuselage of the airplane, it's not going to fly, it's going to explode. So, you don't have a leak in a nuclear reactor. Do you ever try to go across the ocean and a ship with a leak?

Michael Saylor: (29:21)
Okay, the idea of a closed system is basic to every freshman in engineering. I'm an MIT engineer. We talk about something called adiabatic lapse. An adiabatic system is no leak. A closed system is when you have mass in the system that can either leave or can be added, and all you can do is inject energy. So, Bitcoin is the classic textbook closed system. There's 21 million coins, virtual bars of gold in the system. You can't remove any, you can't add any. There's no inflation.

Michael Saylor: (29:58)
On the other hand, what you can do is you can heat it up. If you're buying Bitcoin above the 4-year or the 200-week moving average, you're heating up the system. If you're buying it below the 200-week moving average, you're cooling down the system. The entire thing's like a massive monetary battery, a capacitor. It's storing energy. What we've done is created a system where I can take $100 million of monetary energy, I can put it into the Bitcoin network. It'll sit there for as long as you can imagine, and there's no power loss. That's the genius of it.

Michael Saylor: (30:37)
If I told you I was going to inject another million Bitcoin or two or three million Bitcoin, I'm bleeding off, I'm diluting the energy. So, when I describe it as a closed system, what I'm saying is for the first time in the history of man, we created a monetary energy network that will store the energy over time with no power loss. We've never had a money. We've never had a thing that could do that. Gold didn't do that. Copper, silver doesn't do that. Fiat doesn't do that. Stocks and bonds don't do that. So, it's really an engineering breakthrough.

John Darsie: (31:17)
So, you have this degree in aeronautics that we mentioned earlier, but you also have a degree in the history of science. You've talked about how you've studied different technological leaps throughout history. Do you think Bitcoin is a technological leap and the blockchain technology that underlies Bitcoin is a technological leap akin to the start of the internet, akin to the start of the automobile? What does that mean for the banking system as a whole? You've talked about how this isn't a store of value or a currency. It's a bank that lives in cyberspace. Do you think Bitcoin, blockchain technology is ultimately going to swallow the entire banking system?

Michael Saylor: (31:58)
What I think is that Bitcoin is an elemental force similar to steel or electricity or oil. John D. Rockefeller found a way to channel chemical energy via oil, created standard oil, changed the world, drove down the cost of energy by three orders of magnitude, and everything changed. Take away steel, right? Andrew Carnegie came up with steel. There's no New York City without steel. Build the building more than four floors, there is nothing without steel. It created the entire modern civil engineering era.

Michael Saylor: (32:33)
Andrew Mellon brought forth aluminum. That's why he became rich, aluminum. Try to build an airplane without aluminum. There is no aviation industry without aluminum. Electricity, think about the world without electricity. The Romans had aqueducts. The city of 500,000 people shrinks to 25,000 people if you turn the aqueduct off. It's channeling hydraulic energy.

Michael Saylor: (33:00)
Bitcoin is pure monetary energy. For the first time in the history of the world, we figured out how to create a software network that will store and channel monetary energy with no power loss. That's a million times better than a gold network. I bet it's better than electrical network. If I want to hold $500 million of electricity and I put in the battery, I lose 2% a month. There's a 24% inflation rate on electric battery. You can only move electricity 500 miles and you lose 6% in the first transaction. Try to move $500 million of electricity from New York to Tokyo. Here's how you do it. You take the $500 million converted to Bitcoin, send a Bitcoin to Tokyo for three bucks, convert it back into electricity.

Michael Saylor: (33:53)
By the way, the magic is not just that I did the transfer for $3, instead of $300,000 with gold. It would take you a month and 300 grand to do it in gold. The magic is I can put the $500 million 30 years into the future and not lose a nickel of the energy, right? That's the beauty of this entire network. It's a network to channel monetary energy, which is the apex energy. Monetary energy is the sum of kinetic energy, potential energy, chemical energy, electrical energy, nuclear energy. All energies flow to monetary energy. We have a software network or a technology network for monetary energy.

Michael Saylor: (34:40)
One last point, Google's an information network. It's worth a trillion dollars, because it channels information and video. Facebook's a social network. It's worth nearly a trillion dollars, because it channels social energy. People couldn't conceive of it. Bitcoin is a monetary network. It collects and channels monetary energy. It's a little bit more valuable than collecting all your photographs from a shoe box. It's a little bit more valuable than posting photos to your friends and family on the holidays. We're talking about tens of thousands of billion dollar entities. They've all got a problem. Their monetary energy is being debased by 10 to 20% a year by the expansion of the monetary supply. They're all stampeding toward a solution. Is that going to be derivatives or equities or bonds? What is the solution?

Michael Saylor: (35:42)
Bitcoin is the first perfected crypto asset that serves as a long term store of monetary energy. That's what's going on here. It's an invention. John D. Rockefeller became the richest man in the world, because he collected, stored, and channeled chemical energy. It's a simple idea. 99% of the world doesn't understand it. They're new to it. It's inconceivable, because Facebook was an inconceivable idea a decade ago. So, that's where we are with this, something exciting, new, powerful. It's the elemental structure of a totally new set of financial systems. Yes.

John Darsie: (36:35)
So, building upon that, just before we came live, the Federal Reserve Chairman Jay Powell responded to a question about a central bank digital currency, which has gotten a lot of buzz lately. We asked Raoul Pal about this last Friday. He had an interesting answer. We talked to Marty Chavez, the former Chief Information Officer at Goldman Sachs, who's thought a lot about what you could do if you did create a central bank digital currency. You could relate it to something like modern monetary theory or stimulus packages.

John Darsie: (37:04)
If you gave everyone a central bank digital wallet, you could instantly transfer government money into their bank account and target individual people based on who you need to send money to and how you want that money to circulate through the economy. Do you think central bank digital currencies have a future? What is the future of Bitcoin living alongside potential central bank digital currencies?

Michael Saylor: (37:28)
I wrote about money as software in The Mobile Wave in 2012. You could see it coming. Today, you see Apple Pay, PayPal, Square Cash, Alipay. Big tech companies are moving money around. It's clear that governments are going to at some point grapple with it. I listened to the same interview. What I heard Christine Lagarde say was, "We'll make a decision in January, February. If we do something, it's two to four years." So, we're talking four years out for the EU. I heard Jay Powell say, "We got to study it, make sure we get it right." That felt to me like more than four years.

Michael Saylor: (38:09)
So, my view is everybody knows that digital technology matters. They know they can't ignore it. The government's aren't going to move as fast as the big tech companies. China's going to move fastest. Big tech will move second fast. The governments will be 5 to 10 years out. I wouldn't be holding my breath in the next 36 months.

Michael Saylor: (38:31)
Now, how it relates to Bitcoin. Bitcoin is not a currency. It's not a payment network, right? Currency is the province of the government, always has been, always will be. The IRS set the tax code for currency. You can't use Bitcoin as a currency, because the tax code is hostile to it. It would generate 100,000 accounting entries and tax obligations for no reason whatsoever. So, there's no point in Bitcoin being thought of that. Bitcoin is not a payment network. Apple Pay and Square Cash and PayPal and Alipay are payment networks. They work well. They work a billion times better than Bitcoin or any crypto will ever work.

Michael Saylor: (39:13)
So, crypto's inappropriate as a currency, even though people call it cryptocurrency. It's a wrong choice of words. We should move it out of the lexicon. We should refer to as crypto asset. Crypto is an awesome technology for creating a scarce asset as a store of value. The $250 trillion problem is store my value, I just want to put my money in a piggy bank in cyberspace and have nobody take it. It's a very simple idea. Then if I want to spend money, I'm going to convert 5% of it to Apple Pay or Square Cash or PayPal or Alipay. I'm going to move it around and fiat currency on those rails in a responsible, legal, efficient, fun fashion.

Michael Saylor: (40:04)
Let the governments be the governments. Let the big tech companies do what they do best. Bitcoin is going to solve this last very simple issue, which is I just need pharmaceutical grade, synthetic, safe haven asset, synthetic gold with none of the hangover of gold, none of the bad problems, none of the problems with mining and hypothecation and centralization and corruption, but all of the good parts of it. I put my money in there. A decade from now, I've still got it and it hasn't been inflated away.

John Darsie: (40:41)
You didn't even touch on flying to asteroids and mining gold on asteroids, which they think potentially is going to be possible in the next decade. There's an asteroid out there they think is worth $10 quintillion, trillion, bajillion worth of gold.

Michael Saylor: (40:56)
Yeah, you just bring us back to the fundamental issue. In the finance world, it's very rare to be able to buy anything you can't print more of. But in the engineering world, it's very rare to find a machine that works unless you plugged all the leaks, unless it respects conservation of energy, the first law of thermodynamics, and it's a closed system. By the way, Bitcoin is the singularity, where engineering, science and technology smashes into finance. For the first time, we can finally apply Isaac Newton's laws and the laws of thermodynamics to protecting our money. Who wouldn't like to have a monetary system that works?

John Darsie: (41:43)
So, a less charitable characterization of your recent Bitcoin evangelism would be that you've now put $425 million worth of MicroStrategy reserves into bitcoin. You've personally bought Bitcoin. You're now talking your book. You realize that if Michael Saylor and Paul Tudor Jones and Alan Howard and all these other really wealthy, influential, smart people are talking up this asset, ultimately, it becomes a self-fulfilling prophecy and it goes higher.

John Darsie: (42:13)
Your cost basis, I believe, is somewhere around 10,000, 11,000 in Bitcoin. Do you think you'll continue as a company and as an individual to continue to buy Bitcoin at higher prices as you generate more cash from your business? Do you expect other Fortune 1,000 companies to follow your lead?

Michael Saylor: (42:31)
Well, I would answer the question by pointing out that I think it's important that people of character and conviction articulate the benefits of Bitcoin to the masses. There are billions of people on this planet that are living in a regime where the currency is collapsing, one billion that we just saw last month. For them, this is a lifeboat against the currency collapse. If you're living in Argentina or Venezuela or Turkey or Lebanon or most of Africa, if you don't have this, then what choice do you have? I mean, they don't have the option to put their money with a hedge fund in Connecticut, right? They don't have an option to hire some professional money manager and convert it to dollars.

Michael Saylor: (43:18)
So, as Jack Dorsey said, this is an instrument of economic empowerment. There are billions of people on the planet who have been deprived of a savings account where they won't lose all their stuff. So, we're going through a transition where people aren't sure what this is. I think it's a moral imperative to stand up and say to people, "It's a good thing. It's a thing that's going to make the world better for billions of people that don't have a choice."

Michael Saylor: (43:47)
If you're going to criticize Bitcoin, what are you going to do to solve the problems of everybody on the planet that doesn't have liquid wealth and hedge funds in the United States with options? Because it's morally incumbent upon you to give them something to cling to in the event of a currency flood. So, the reason we're talking about it is because it's the right thing to do for the world.

Michael Saylor: (44:11)
As for what I think going forward, I think that if your choice is invest your money in bonds that are going to yield 2% while the monetary supply expands by 15%, you're looking at -13% real yield if you're calculating asset inflation, right? So that doesn't make any sense. If I'm going to put my money into equities, I'm going to gamble, I've got to rebalance my equity portfolio every quarter based upon performance and competition and a million moving parts. That doesn't make sense. If I leave my money in cash fiat currency and I know that all the banks are going to print 10 or 20% more every year, that doesn't make sense.

Michael Saylor: (44:59)
So, the only idea of adopting the Bitcoin standard is very simple. I'm going to sweep my excess cash flows into a savings bank in cyberspace that's run by incorruptible software that has no agenda other than to just store my value for 100 years. There's no CEO of Bitcoin. No one can print more Bitcoin. No one can use Bitcoin to do an acquisition or a dilutive acquisition. No one can be based to Bitcoin. It's a very simple idea.

Michael Saylor: (45:32)
Take your monetary energy, encrypt it into a cyberspace bank that's going to hold it in a vacuum, where the power won't bleed off, and then wait. Because in a world where everybody's dissipating energy, John, the rational strategy is preserve your energy. Everybody else is dissipating energy either by trading around or by holding bonds that can't keep up with the real rate of monetary expansion or by taking risks. What am I going to do, buy $500 million worth of liquid arts indexes? Scarce art index?

John Darsie: (46:18)
Baseball cards.

Michael Saylor: (46:20)
Put yourself in the place of someone that drives a truck for a living. What advice are you going to give them, right? My 82-year-old father, he can't be a hedge fund guy. He can't be picking stocks to buy and sell in a balanced portfolio with exposure to developing countries and with currency hedges on. It's going to short the 30-year bond and it'll play the yield. It's too complicated. There's billions and billions of people, they just have money, and they want to not lose their money. So, that's our strategy.

Michael Saylor: (46:58)
We're just going to try to preserve our money. We're going to do it by betting on the only obvious thing we can find in the world that is not correlate. Everything else is for the most part a fiat instrument. If the monetary supply expands, it's going to be diluted. So, you either got to buy the only Picasso, you got to buy scarce art or things that cannot be produced; or you buy bitcoin, because Bitcoin is that scarce crypto asset that's got hundreds of millions of dollars behind it.

John Darsie: (47:35)
Well, I'm going to play devil's advocate again on behalf of a couple of members of our audience who might not be as bought into Bitcoin. You described Bitcoin as the cryptocurrency or the asset class of the people, but what about people in third world countries who don't have access to the internet or the computing power or people who say that it takes a tremendous amount of energy to mine Bitcoin and run the Bitcoin network? What do you say to those people as detractors of Bitcoin?

Michael Saylor: (48:03)
Okay, well, first of all, I think just more people have access to a mobile phone than have access to running water on this planet. You can actually buy and sell and utilize Bitcoin from a mobile phone that costs 50 bucks. It's the most egalitarian thing in the world. People in Africa can't go and invest in hedge funds on Wall Street, but what they can do is they can get their hands on Bitcoin. Bitcoin trades 24/7/365 in every currency at every language on Earth. There's never been an asset in the history of the world that's harder working. Apple stock works 35 hours a week. Bitcoin works 168 hours a week. So, it truly is a global asset, an egalitarian asset running on mobile networks that reach everybody.

Michael Saylor: (48:56)
With regard to the energy issue, it consumes 1/10th of the energy that gold miners consume. It consumes like 1/1,000th of the energy that the financial establishment consumes. The only energy that gets used in Bitcoin mining is the marginal energy at the edge of the network that otherwise would have been thrown away. People that are flaring natural gas, people that have shot in fossil fuels, people that have hydraulic or hydroelectric power that otherwise would go to waste.

Michael Saylor: (49:29)
So, I think that the energy argument is silly fraud, because at the end of the day, Bitcoin is something like a million times more efficient from an energy point of view than moving your money around in gold or by trying to store it in Fort Knox. If you look at all the inefficiencies of all of the other traditional financial approaches, none of them are so efficient as to what Bitcoin does.

John Darsie: (50:02)
So, let's close. I want to talk about something completely different, which is Saylor Academy. You basically put all of your philanthropic efforts towards the cause of education. You believe that there's unequal access to education in the country, in the world. You've put a lot of money towards building a free educational platform, Saylor Academy. Could you talk about why you think access to education is so important and why you've put so much effort towards building Saylor Academy?

Michael Saylor: (50:30)
Well, look, when I went to MIT, my entire family's life savings for 200 years were depleted in the first four weeks of class. That was before education started getting really expensive. It's actually gone up from there. But my recollection is getting a good education cost more money than a middle class family could come up with.

Michael Saylor: (50:52)
On the other hand, I sat in physics classes and I learned stuff that Isaac Newton wrote about Principia Mathematica in the 18th century. So, it occurs to me that in a world where most of the math and calculus and science is out there and has been around for quite a while, it's in the public domain. Why is it you have to impoverish yourself to learn? Why isn't it free? I mean, why can't we upload it via open source and give it away to the world? Because there's about 10 million people with PhDs in the world, but if you really want to solve the problems of the world, you need to get Master's Degrees and PhDs and you need to teach people how to cure cancer and how to create rocket propulsion. That's not going to happen without education getting to be orders of magnitude cheaper.

Michael Saylor: (51:41)
So, given the fact that algebra and geometry got invented 2,000 years ago, why is it that we spend so much money manually teaching people algebra and calculus? Because we could have one automated professor, upload them to Google or upload them to YouTube and let it run and educate a billion people for a nickel. Wouldn't it be great if we had a billion people on the planet that had a PhD? I mean, it'll cost about $1 million a person. So, we need to come up with a million times a billion in order to do it. It's not going to happen the conventional way.

Michael Saylor: (52:21)
So, my passion around Saylor Academy is you can give away science, technology, engineering, mathematics, education for free to the entire world if you want to, if you have a will to do it. So, we decided we're going to do that. I think we signed up 80,000 students last quarter. Boy, it's not easy to give away stuff for free. So, if you can tell everybody that wants a free college education just to go to saylor.org and they'll see it there, then please do.

Michael Saylor: (52:57)
There's not a lot of things that I'm sure of in life, but I feel like making education free for everybody forever is a good thing. John, I don't have any heirs. I don't have any children. When I die, all my money goes into a foundation. The foundation's mission is simple. It's like giveaway education to everybody forever, right? What? How about the education necessary to go to Mars or fly faster than light or cure cancer or make the world a better place?

Anthony Scaramucci: (53:29)
Darsie, Darsie, don't even try. You have no chance of being adopted by Saylor, okay? So, don't even try.

John Darsie: (53:33)
Yeah, that's where I was going with this.

Anthony Scaramucci: (53:35)
I know you were thinking that. Let him give the money away to these people that need it, okay? Don't be greedy.

John Darsie: (53:40)
You sound a lot like Sal Khan. We had Sal Khan, Khan Academy on an early SALT Talk. He's been to several of our conferences. He talks about the same thing where he could go out and he could make a lot of money from this platform that he's built, but it's much more important to him to provide greater access to the educational tools that he's helped build. You and him have a very noble cause. You're helping a lot of people. So, we're very grateful for that.

Michael Saylor: (54:07)
Thanks.

John Darsie: (54:07)
Do you have any words from Michael before we let him go? We went into SALT Talks over time here, because there was too much-

Anthony Scaramucci: (54:12)
No, listen, it's a fascinating conversation, Michael. I hope that we get a chance to see you in person soon. I appreciate you coming on. There's a lot of exciting things ahead for you and MicroStrategy, but also for the world as we continue to exponentially innovate and make things faster, more efficient, smaller. The dematerialization of the world, I think, is so fascinating. I got my entire library on my iPhone, Michael. Who would have thought that when we were growing up?

Michael Saylor: (54:40)
Yeah, it's a wonderful world we live in if we can harness technology to be a force of good. I think Bitcoin is harnessing technology to be a force of good. For the first time in the history of the world, we've got a monetary network that doesn't bleed power, right? That's incredibly empowering to the billions and billions of years that are looking for technology to make their life better. That's the wonder of the year 2020.

Anthony Scaramucci: (55:06)
Well, I'm looking forward to be a part of that future with you. I think we said this, but we've got a note established at SkyBridge to keep up that effort to keep the light shining. So, thank you again for everything. Hope we get a chance to see you soon, Michael. God bless.

Michael Saylor: (55:24)
Thanks for having me, Anthony. Thanks for having me, John.

Marlon Nichols: Cultural Investing | SALT Talks #108

“The more fund managers of color that we allocate, or that LPs allocate capital to, means the more people that look like them and have shared experiences with them, will receive funding dollars, as well.”

Marlon Nichols is a founding managing partner at MaC Venture Capital (formerly known as Cross Culture Ventures), which finds the entrepreneurs who are building the future for the rest of America.

A career started in consulting eventually led to venture because as a VC, one has skin in the game for the length of that investment. It offers the ability to directly shape the nature of the companies, support more diverse entrepreneurs and identify opportunities to address traditionally underserved communities through entrepreneurialism. Slowly, there are signs of increased focus on diversity in the venture capital space with many groups reporting on their diversity numbers. “A nerve has been struck, and people are digging in and seeing the value; not only the social value, but the economic value of diversity.”

Coining the term, “cultural investing,” it seeks to identify global behavioral shifts with potential staying power. Pop culture is the driving force, so it is used as a key indicator is predicting where major cultural movements are heading.

LISTEN AND SUBSCRIBE

SPEAKER

Marlon Nichols.jpeg

Marlon Nichols

Managing Partner

MaC Venture Capital

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

Joe Eletto: (00:07)
Hello everyone, welcome back to SALT talks. My name is Joe Eletto and I'm the production manager of SALT, a global thought leadership forum, and networking platform encompassing finance, technology, and geopolitics.

Joe Eletto: (00:19)
SALT Talks is a series of digital interviews with the world's foremost investors, creators, and thinkers, and just as we do at our global SALT conferences, we aim to both empower big, important ideas, and provide our audience a window into the minds of subject matter experts.

Joe Eletto: (00:34)
And today, we are thrilled to welcome, Marlon Nichols at SALT Talks. Marlon is a founding managing partner at MaC Venture Capital which finds the entrepreneurs building the future for the rest of America.

Joe Eletto: (00:46)
He's a former Kauffman fellow, and investment director at Intel Capital, with an extensive background in technology, private equity, media, and entertainment. Marlon's unique eye for global trends and shifts in consumer behavior has helped him capture many high potential investments which include Gimlet Media, MongoDB, Thrive Market, Fair, LSNR, Mayvenn, Blavity, Pipe, WonderSchool, and other companies that reflect overlooked markets.

Joe Eletto: (01:16)
He serves on the board of directors for Ajua, Blavity, Finesse, Kauffman Fellow's program LSNR, Riff, Sote, and WonderSchool. Marlon is the recipient of MVMT50 South by Southwest 2018 Innovator of the Year Award. A 2018 nominee of the ADCOLOR in Tech Award, Digital Diversity's Innovation & Inclusion Change Agent Award.

Joe Eletto: (01:41)
Was named PitchBook's 25 Black Founders and VC's to Watch in 2018 and 2019. Was the Techweek100 winner, and was named one of Silicon Republic's 26 VC professionals spearheading change.

Joe Eletto: (01:55)
He's been featured on TechCrunch, Fortune, Blavity, and NBC, and is adjunct faculty in entrepreneurship and venture capital at the SC Johnson College of Business at Cornell University.

Joe Eletto: (02:07)
If you have any questions for Marlon during today's talk, please enter them in the Q and A box at the bottom of your video screen, and now I am thrilled to turn it over to Sarah Kunst, a friend of the firm, and managing director of Cleo Capital to conduct today's interview.

Sarah Kunst: (02:22)
Thanks, Joe, and thank you, Marlon for coming, we're super excited to have you today, and we have a lot to talk about.

Sarah Kunst: (02:30)
We have been friends for a long time Marlon, and we've been in tech for a long time, but for everybody who has not known you for years, and years, tell us how you got here?

Marlon Nichols: (02:41)
Well, first of all, thanks for having me. It was great to get the email, or the call, and it's a pleasure to be here.

Marlon Nichols: (02:49)
I am the product of an immigrant entrepreneur; my mother. We're from Jamaica, and we moved here when I was about seven years old, and I watched her move from a housekeeper, and nanny, to a beautician, to then owning her own salon, and building that salon for about over 20 years. That salon essentially raised me.

Marlon Nichols: (03:17)
With that, I did my undergrad at Northeastern University and studied Management Information Systems, I was always interested in technology, and I thought that if I had a business degree, I could be helpful with my mom's entrepreneurial ventures.

Marlon Nichols: (03:30)
And so, graduated, and jumped right into the enterprise software world. I joined a seed stage enterprise software company right out of undergrad, and within a year, was asked to move to the U.K. to help launch that company in the U.K. to serve the U.K. and Europe.

Marlon Nichols: (03:52)
Three years later, that company was acquired by SAP, and I decided that I didn't want to be an operator and so, I shifted to the other side of the spectrum, and pursued a career in consulting. And so, I first worked with the Blackstone Group doing post M&A integration work. And then that shifted to more strategy consulting, focus on media and entertainment.

Marlon Nichols: (04:16)
And so, that was about a five year career for me in consulting and it went pretty well, I learned something about myself again, similar to the goldilocks story, right? Too small, too big, need something right in the middle. And so, what was right in the middle for me, was venture capital.

Marlon Nichols: (04:35)
I decided to go back to business school to pursue a career in venture. I chose Cornell University, I became the CEO of the school's MBA lead Pre-Seed Fund for the two years that I was there, and that enabled me to network into the venture community.

Marlon Nichols: (04:52)
I graduated with a job at Intel Capital. Quickly became an investment director, they sponsored me to be a Kauffman Fellow, which towards the end of that five year period, opened my eyes to the fact that I had wanted to also be an entrepreneur, but within venture.

Marlon Nichols: (05:12)
Set out create my first fund, which was called Cross Culture, we invested in 43 companies there, it's a very high performing fund to this day, and now we're on to our second fund, which we rebranded as MaC Venture Capital.

Sarah Kunst: (05:28)
Awesome, good and so, tell us about MaC. Tell us about Charles, and Adrian, your partners there. I've known all three of you separately, and you have three of the most accomplished prior careers before coming together to start a fund.

Sarah Kunst: (05:48)
Give us their bios in their absence.

Marlon Nichols: (05:50)
Yeah, and so, I am probably, the least interesting of all of the partners. You heard my background, I mean, Charles King was a Hollywood super agent when he was with WME. I mean, he managed the careers of folks like Oprah Winfrey, and Tyler Perry, Michael B. Jordan, Ryan Coogler, et cetera.

Marlon Nichols: (06:14)
And then branched out to create his own media company with a focus of making sure that black and brown folks had more representation... Better representation on the big screen, and on the major streaming platforms, and that company is called Macro.

Marlon Nichols: (06:30)
And then Adrian, Adrian was the fifth mayor of Washington, D.C., right? I mean, D.C., some could consider it a state, so he might as well be a governor. After leaving office, got tapped by Marc Andreessen to help create their regulatory practice, working with companies like AirBnb, and Lyft, et cetera. Helping them figure out how to navigate government, and regulatory agencies to build amazing companies.

Marlon Nichols: (06:59)
And then our other partner, Mike Palank who's also a WME agent, and worked with Charles at Macro for a while, also took the helm as acting CFO and CEO of a couple of startups himself. We just have a... It's an interesting DNA, because we have such varied experiences, but we get along so well, and see the world in such a similar way, that it just works.

Marlon Nichols: (07:29)
But those varied experiences helped us to create some really valuable relationships across a number of industries, that we can then leverage to help our portfolio companies grow.

Sarah Kunst: (07:46)
Yeah, absolutely. That's amazing. You've been an operator, and an investor, and have had a close-up look at entrepreneurship from your mom your whole life, do you love VC? I know that some of us are in it to maybe, change it a little bit.

Sarah Kunst: (08:03)
Tell us, what do you see as the pluses and minuses of our industry?

Marlon Nichols: (08:08)
Yeah. I like what I do, honestly, and it took me a while to get here, right? Just the mindset that I wanted to be in VC. The things that attracted me to it, or what I was looking for in my daily professional life was, one, I wanted to be around cutting edge technology all the time. I wanted to interact with super smart people that are very creative. You find that in most entrepreneurs.

Marlon Nichols: (08:38)
I also wanted to engage with companies at the strategy level, and I wanted to have some real skin in the game, right? With consulting, you can get a lot of that stuff, but you have no skin in the game. With venture, you're tied to this company for five to ten years, maybe sometimes longer, right?

Marlon Nichols: (08:59)
I did find those things, I find those things every day. I meet interesting people every day, I'm introduced to just provocative technology, and interesting solutions to real problems. I absolutely love what I do. Can the industry change? Absolutely. One, there's not enough diversity in the industry, not only racial, gender, and thought, we can get better on all fronts, and I think we need to in order to really realize the financial benefits that we all want to see.

Marlon Nichols: (09:41)
As an example, you think about underserved communities, and some of the challenges that those communities have seen over years, decades. And the fact that, if you apply technology to some of those challenges, we can solve them. And those represent billion dollar opportunities. We've invested in some.

Marlon Nichols: (10:04)
Unless you have a diverse team, investment team, to identify those opportunities and then to screen for the right founders to solve those opportunities, you're going to be sitting on the sideline, while these remarkable things are done, or created.

Sarah Kunst: (10:23)
Can you tell us a little bit about Kauffman Fellows; what it is, all of that?

Marlon Nichols: (10:27)
Sure. It's a two year fellowship in venture capital... Global fellowship. And it started out as wanting to basically, introduce talented people to venture capital and get them started in this space. It has evolved over the years to an organization that can help existing venture professionals become better venture professionals.

Marlon Nichols: (10:55)
And we do that through connecting to a pretty significant global network of the who's who, and the who is emerging, in venture capital. As well as, teaching some of the key traits that I think, make for a great leaders. How do you... Diversity, as I mentioned, right? Why is that important? Why should you embrace it, right?

Marlon Nichols: (11:25)
Part of why I was so excited about joining a board is, because now I have an opportunity to really shape what the venture capital community looks like going forward.

Sarah Kunst: (11:38)
Yeah, and that's so important, and we're very glad you're there. You and I talk about this a lot, and we're in conversations a lot about this, but what does the funding landscape look like for Black and Hispanic fund managers, and then also for Black and Hispanic founders, right?

Sarah Kunst: (11:56)
Especially, this year, of reliving the 1960s when it comes to the Civil Rights Movement, it feels like. Have there been changes? What are you seeing right now?

Marlon Nichols: (12:08)
Yeah. It's tough, right? It continues to be tough, however, I think, I'm seeing some chinks in the armor, there are some folks coming around and starting to realize that you're missing out on some possible exponential return opportunities as LPs, as you call it.

Marlon Nichols: (12:34)
I guess, the CIO was at Yale, just made a statement recently advocating for the need for diversity. Years past that never would've happened. We're starting to see a lot of endowments reporting their diversity number et cetera. Diversity has always been an interesting thing, because it ebbs and flows.

Marlon Nichols: (13:02)
At times, it's very top of mind, and then it goes away, and then rinse and repeat over the years. And what I'm finding this time around, is it seems to be sticking. A nerve has been struck, and people are digging in and seeing the value. Not only the social value, but the economic value of diversity.

Marlon Nichols: (13:33)
That's going to lead directly... The more capital that goes to diverse fund managers, will directly affect the number of diverse... And when I say diverse I mean, black and brown... Founders, that receive capital.

Marlon Nichols: (13:48)
Because it's human nature... We can try to game it all we want, but human nature is to work with, to be friends with, to spend time with people that resemble you in several ways, right? Whether that be, you just look alike, or you went to the same schools, or you grew up in the same communities, or you summered in the same towns. Whatever those things are that make you feel similar, and comfortable... That's what you're going to gravitate to.

Marlon Nichols: (14:22)
The more fund managers of color that we allocate, or that LPs allocate capital to, that means the more people that look like them, and have shared experiences with them will receive funding dollars, as well.

Sarah Kunst: (14:39)
Yeah, I totally agree. Awesome, well, be sure to drop your questions in the Q and A. Also, a great opportunity to pitch Marlon, he's a captive audience.

Sarah Kunst: (14:50)
Marlon, tell me, what can allocators and investors do? Right... You just said, it's super important to back more diverse fund managers, and diverse investors, so that more diverse people get funded. But what can allocators, and investors do to be better at both attracting to hire, as well as funding diverse talent?

Sarah Kunst: (15:12)
You worked inside of Intel Capital... And I've done the same thing, I've worked inside of large funds that aren't particularly diverse until we show up. What's the key to attracting that talent, and then what's the key to funding it?

Marlon Nichols: (15:30)
Yeah. I don't think it's any different from any other industry, right? If you put the word out that you are for recruiting diverse talent, then you'll get the applications, and you have to be open to receiving them, and truly vetting them, right?

Marlon Nichols: (15:50)
But then, it's about creating a community, a culture where they feel comfortable. There's been a lot of talk about the tech industry, and the woeful diversity numbers, and FANG does not have a hard time recruiting people of diverse talent in, they have a hard time retaining them, right?

Marlon Nichols: (16:19)
And that's because you're asking them to assimilate to a culture that doesn't quite fit all their needs, or considers their needs. And so, a big part of it is retention. If you let folks know that... If you're a venture firm, or you're a fund-to-funds, or whatever, and you are recruiting, you are going to get diverse candidates to apply.

Marlon Nichols: (16:46)
You got to pick the great ones, and then you have to create an environment where they can actually, feel comfortable, at home in, and thrive in.

Sarah Kunst: (16:56)
Yeah, I totally agree, I couldn't agree more. Amazing. So, what do you invest in? Tell us about the fund, and especially your areas of interest, and focus, and thesis, and what you're excited about right now, especially in this crazy COVID time... Stage, sector, all of it.

Marlon Nichols: (17:17)
Sure. That's a big question. I'll start with our thesis. We coined it, cultural investing. And for us, culture is the proxy for human behavior. Essentially, what we're doing is, we're trying to identify emerging behavioral shifts that are global in nature, and then doing a lot of research to figure out whether those shifts have stay power. Or put another way, can become a part of social norm or pop culture.

Marlon Nichols: (17:52)
And the belief is that, pop culture drives everything in our society. It's like the equivalent of having a crystal ball, right? If I can see where people are spending their time and money today, and I could see where people are going to spend their time and money in the future and invest there, then essentially, I'm investing in tomorrow's next great companies.

Marlon Nichols: (18:15)
That's the crux of our thesis, there's a lot technical stuff that goes into that, but I won't bore everyone with that here. And then, in terms of the areas we invest in... Well, the stage is seed stage, right?

Marlon Nichols: (18:32)
It's usually, we're a part of the first institutional round of capital that a startup is taking in, and we typically write initial checks up to 1.5 million seeking to get about 10% of a company at that stage.

Marlon Nichols: (18:50)
There are six areas that we've traditionally invested in. Commerce, which is leveraging the internet and mobile to sell products and services, and marketplaces are a subset of that. I love investing in very differentiated marketplaces. Fintech is another area, and the focus here is really about, the under and unbanked, and how do you move them or bring them on to the digital economy.

Marlon Nichols: (19:19)
And then health, or digital health, which is the convergence of telemedicine and traditional medicine, with the intention of fixing healthcare in the U.S. Driving down cost, driving up efficiencies, by leveraging technology.

Marlon Nichols: (19:36)
Immersive reality, and this is AR/VR et cetera, but for now, the focus is as intently on enterprises and how that technology can work, and solve real problems there for businesses.

Marlon Nichols: (19:51)
Media and entertainment, we have a lot of media and entertainment DNA, but what we're doing there is less around content, more around finding new and differentiated distribution channels, and platforms that can aid with the efficient creation of new content.

Marlon Nichols: (20:08)
And then regulatory, which really plays into Adrian's background. Where we're looking for companies that are building terrific, game-changing solutions, but that will bump up against the status quo, and will need help from our government allies, et cetera, to make it work.

Marlon Nichols: (20:34)
Those are the six areas that we typically invest in, and we lean heavy on the software side. We never say never in terms of hardware, but software is definitely our bread and butter.

Sarah Kunst: (20:47)
Awesome, that's so cool in so many things. What are some of the companies that you've invested in that you're super excited about in this moment, or just in general? I hate when people ask me this question, so I'm going to ask it to you.

Marlon Nichols: (21:01)
Which baby is your favorite baby?

Sarah Kunst: (21:06)
Classic. The one that pays you that's the answer.

Marlon Nichols: (21:08)
Yeah. There are a number of them. Probably, the hottest company in our most recent portfolio, is a company called, Pipe.

Marlon Nichols: (21:16)
Pipe is solving the friction between enterprise SaaS companies and their customers, in terms of, when you get paid, do you need to do subscriptions, etc. And it's also created a new exchange that allows these companies with recurring revenue to basically, fund their growth based on those recurring... Those contracts, essentially.

Marlon Nichols: (21:50)
It's a company that's growing very, very, very fast. It represents already, in less than a year, a 10X markup in our portfolio so, we're excited about that one.

Marlon Nichols: (22:03)
Another company in the media and entertainment space called Riff. They're basically, using three dimensional AI technology, to do dynamic and contextual product placement into film.

Sarah Kunst: (22:22)
That's amazing. And I know that your partner Adrian is very excited about one of your probably, most well-known on Instagram ad companies, NUGGS.

Sarah Kunst: (22:33)
And I won't lie, I'm not a big chicken nugget eater, and I'm not a big meat replacement eater, so I haven't yet had them, but so many of my friends are obsessed with them, it's like Supreme, if Supreme made chicken nuggets.

Sarah Kunst: (22:48)
Tell us a little bit about that one, just in case people have not yet heard.

Marlon Nichols: (22:51)
Yeah. That deal, unfortunately, was done before we got together. That was one of our legacy portfolio companies so, I don't know a ton about it, but you're right, every chance Adrian gets, he's posting about NUGGS.

Marlon Nichols: (23:07)
And their social media marketing game is just unmatched. But yeah, I think you gave the highlights of it.

Sarah Kunst: (23:15)
Yes. If you're looking for meatless chicken nuggets, NUGGS is your food.

Sarah Kunst: (23:21)
Tell us... How can founders make themselves more investible and easier for investors to back. I'm sure you're like me, and look at hundreds and thousands of companies every year, and there are probably, tons that... If they just were 10% better at the pitch, or the email, or the whatever, right... We might be able to dig in and find a gem.

Sarah Kunst: (23:47)
But I know for me, and maybe for you, I know I missed stuff, because the founders just... What they're building might be amazing, but the way that they're telling me the story, I just missed it.

Marlon Nichols: (24:02)
Yeah. One of things... Going back to the diversity conversation, right? One of the challenges is, how do you get in front of these investors? And it's not always fair, right? Because you may come from a place, or your network is very different from that of the folks you're trying... Whose attention you're trying to get.

Marlon Nichols: (24:25)
We have a channel on our website where any entrepreneur can reach out and fill out a quick form, give us their deck, et cetera. We commit to reading every single one of those as a team, and following up with the ones that make sense for us, right?

Marlon Nichols: (24:40)
That's just something that we're doing to make it easier for all founders to get access to us. Not everyone's going to get a favorable email back, but everyone's going to get a review, and a response.

Marlon Nichols: (24:56)
In terms of what founders can do, I think, it's two things. One, it's research, right? Introspection, and research as a pair. Really understand what type of company you're building, the scale and scope of it, right? And then, doing the research to find out which venture funds, or investors fit with that.

Marlon Nichols: (25:25)
It doesn't make a whole lot of sense if someone's focused on enterprise companies only, and you're a consumer company, for you to be reaching out, that's probably, not going to be a good fit, right? Square hole, round peg... Whatever.

Marlon Nichols: (25:40)
Do the research, there's so many investors out there, and be deliberate about who you're reaching out to and when. And then, the other thing I'd say is, follow their process. A lot of folks will tell you how they want to be reached out to, or how they prefer to connect.

Marlon Nichols: (26:02)
Some folks like just connecting on social media, and doing it that way. Some folks like to receive emails, some folks like for you to just submit your stuff on their... Whatever channel they have for you to submit it. Some folks like LinkedIn, right?

Marlon Nichols: (26:19)
You figure that out through your research, and just follow that direction.

Sarah Kunst: (26:25)
Yeah, I actually, say on my LinkedIn, instead of my bio blurb at the top... Do not reach out to me on LinkedIn to pitch me, please go to cleocap.com, and multiple times a day... And it's funny, because, the reason I say it is just because LinkedIn isn't a great tool for it, but then, I'm like, oh, God, I'm thinking about entering into a decade long relationship with this founder, that's harder to get out of than a marriage, and they couldn't read my only single, simple request.

Sarah Kunst: (26:54)
Candidly, never say never, but it makes me nervous about investee... About those founders, because I'm like, it's so hard to run a company, and there's so many things that are so hard to get right, that if you can't get those early, basic, obvious, I am telling you, in all caps, please, this is how to reach out to me right... What am I in for?

Marlon Nichols: (27:16)
Yeah, I mean we all have our little tests to see who should get the time, et cetera. But yeah, I'm less annoyed by it, and think of it less as a signal, it's more so, you probably just won't get my attention.

Sarah Kunst: (27:33)
Yeah, that's a great way to reframe it, look at you, that's what my therapist would say. Exactly, why give these people your attention? That's a good point so, if you're listening, you're wondering how to get in front of investors, they're preferred method is usually, not a bad place to start.

Sarah Kunst: (27:51)
If anyone has questions, drop them in the Q and A, Joe if you have a question, feel free to jump in, as well. But otherwise, let's just keep chatting.

Sarah Kunst: (28:03)
One thing that's come up a lot this year is, people are asking how the pandemic is impacting investing. As a really early stage investor, I've generally said, I don't think about it a ton, because there's an acceleration in trends, but the companies I invest in are pre-seed so, they're still going to be getting started years from now, when we're hopefully far past COVID.

Sarah Kunst: (28:25)
But has it changed how you invest? Or how has it made you think about investing?

Marlon Nichols: (28:31)
It hasn't changed how we invest. Because we have the fortune of being a little bit downstream from you, right? So, our sweet spot is, they have a viable product, and they're starting to get some feedback from the marketplace, right? We have some data that we can look at.

Marlon Nichols: (28:49)
In terms of COVID, I guess, the only additional thing that... Or the thing that, it puts a little bit more emphasis on is, can this company perform in down turns, as well as up turns, right?

Marlon Nichols: (29:06)
If it can't really, perform in a down turn, how much risk does that add to the equation, right? We're looking at that, but we've found in general, a lot of people have said this, COVID has proven to be an accelerant of trends.

Marlon Nichols: (29:27)
We talked about our thesis, which is all about behavioral trends, right? A lot of this stuff that folks are learning about now, we've already studied and have been investing along those lines, right?

Marlon Nichols: (29:43)
We have a pretty significant digital health portfolio already in place that's already appreciating, right? And rinse and repeat, right? It hasn't had an adverse effect on our portfolio today. In terms of meeting companies, that's a little bit different, right? Because you do the... Oh, let's go grab a drink, and let's get dinner, or lunch... You can catch folks in a moment where they're letting their hair down, and it's a relaxed environment, you have less of that now, right?

Marlon Nichols: (30:27)
One thing that I've been doing with the companies that we've invested in is, you'll get a random phone call, and text message from me, and we'll just jump on a FaceTime on... I don't know, 11 AM on a Saturday, just because, right? And not talk about the deal, or anything, just talk, right? So, I can get a sense of who you are, and are you someone that I want to spend time with for the next 10 years.

Marlon Nichols: (30:57)
You do things like that, and way more reference checks now, and blind reference checks, because you have less FaceTime.

Sarah Kunst: (31:04)
Well, more FaceTime, the app, less face time IRL.

Marlon Nichols: (31:06)
Yeah.

Sarah Kunst: (31:15)
How has that changed on your side, when you guys go out and fundraise, right? Because we'd go out and raise money from a lot of other people so, we have money to invest. What has that changed during COVID? Has it changed it during COVID?

Marlon Nichols: (31:30)
Yeah. We're able to have a lot more meetings, right? Because in the past, you'd have to schedule the in-person's in Boston, and Chicago, New York, and I live in LA, and now I can have all those meetings in one day, right? It condenses the process for us a bit.

Marlon Nichols: (31:52)
But then, on the flip side, we have seen one or two endowments and pension funds that are like, we absolutely need to meet in person, that's a part of our process. And so then, you'd have to... Difficult decision. Do I fly to Boston and have this conversation, or do we just take a pause on this one, and see how things pan out?

Marlon Nichols: (32:21)
Fortunately, I have a partner in Adrian that's not afraid of getting on planes.

Sarah Kunst: (32:25)
Nice.

Sarah Kunst: (32:29)
Actually, talk about that a little bit. Adrian splits his time bicoastally, you're in LA, he spent some time in San Francisco, a lot of the team is in LA... What do you think the future of work, both for VCs but also for startups looks like? Are we just going to be disembodied heads in different Zoom rooms forever? What happens post-COVID?

Marlon Nichols: (32:52)
I'll start with us, we're definitely going to keep our office, and all that stuff, right? We actually, share space with Macro, the media company, which creates a really interesting vibe, when you're blending startup founders, entrepreneurs, with creatives in the entertainment industry, right?

Marlon Nichols: (33:14)
Some really cool, and unique things happen that way.

Sarah Kunst: (33:17)
[inaudible 00:33:17] office?

Marlon Nichols: (33:18)
Yeah, wait till you see the new one.

Sarah Kunst: (33:21)
I need to come hang out, I just want to meet up, bro. I love it.

Marlon Nichols: (33:26)
Yeah. That's cool so, we're definitely going to maintain that, but because our team has been split between LA, and the Bay Area, and as you said, Adrian's back and forth to the east coast, we've always had the remote procedures in place, right?

Marlon Nichols: (33:44)
Our partner meetings have always been virtual, or partially virtual, some of us in one office space, and others wherever they are. We're set up for this, essentially. What I've been hearing from portfolio companies is that, for the foreseeable future, they're probably going to be fully remote. But longer term, there's probably going to be a satellite office wherever they consider their main hub to be. Where people can go to at different points throughout a year, or whatever.

Marlon Nichols: (34:22)
But for the most part, I think people are comfortable with being remote, and gaining access to great talent from wherever. Don't have to worry about convincing them to move, or dealing with that stuff. And I think, everyone is getting more and more comfortable with remote work, right? And being able to build a corporate culture remotely.

Sarah Kunst: (34:48)
Yeah so, if Oprah's not likely to show up at your office, you probably don't need one, I got it.

Sarah Kunst: (34:55)
We have a great question from [TJ 00:34:58]... What kind of international investment footprint would make you consider investing? Will you invest outside the U.S.? How do you think about that? What goes into that conversation?

Marlon Nichols: (35:11)
Yeah. When Joe was reading my bio, he called out two companies that are Kenya-based, Ajua, and Sote, both are Delaware domicile door, or incorporated, but they operate in Africa, essentially.

Marlon Nichols: (35:39)
What we're looking for in offshore investments is, one, who's a local investment partner that can be in the journey with us, because that's a long plane ride. And also, I don't know everything that I probably need to know about the local environment there, the culture, the economy, et cetera.

Marlon Nichols: (36:05)
So, you need a co-traveler that understands that so, we tend to get in with very strong local investors. The other thing is, can this be a product that is not solely for that part of the world? Can that product come to the U.S. or go to Europe, or wherever, and still be successful? Is it global in nature?

Marlon Nichols: (36:33)
And then obviously, the founders, right? Do you trust these founders, are they the right people to build this company, wherever it is in the world, essentially.

Sarah Kunst: (36:46)
Yeah, awesome. And do you invest in companies? I think you covered this, but... Do you invest in companies that don't have a U.S. presence? That don't have a Delaware Seed Corp? Because I know for me, I don't care where you're building, I just have to wire money to a U.S. bank account.

Marlon Nichols: (37:00)
Yeah, I just need to be comfortable with how the company will be... Which laws the company's going to be governed by.

Sarah Kunst: (37:10)
Exactly. As long as we can settle it in California court, game on. Yes.

Sarah Kunst: (37:16)
Awesome. And then [Steven 00:37:18] had a great question... What's the biggest difference between Intel Capital and being on your own?

Marlon Nichols: (37:25)
Yeah. My five years at Intel Capital were amazing. I learned a lot, and worked with some phenomenal people. The greatest difference though, is that it's a corporate VC and so, inherent in that, is that the investments have to be strategic to the company, right?

Marlon Nichols: (37:50)
And Intel was great, because it's an ingredients company so, strategic meant a lot of things, right? But there was still a universe of products and companies that I couldn't invest in, because they just didn't fit with the road map for Intel Corporation.

Marlon Nichols: (38:08)
I think, that's the biggest difference with being a financial VC, versus a corporate VC, it's a strategic mandate.

Sarah Kunst: (38:16)
Yes, yes. Awesome, and I think, we're almost out of time so, I just have one last question for you. It's far too rare I think, that conversations between two VC investors are two black people, right? And even more so, a woman. How do we make this less rare, right? You talked a lot about the tactics, but is there any... One piece of advice, or one thing to leave of... How do we make this the status quo, instead of a lot less common than it should be?

Marlon Nichols: (38:56)
I think just being more... We talked about the funding part of it, and what LPs need to do, but us as GPs, we just need to help each other, right?

Marlon Nichols: (39:09)
Whether that be around fundraising, sharing information about LPs that invested or didn't invest, and why that was the case? Making those introductions... If you get a speaking opportunity that you can't attend... Who can go instead of you, right? That is also black, that is also... That is a woman? Not also... That is a woman, right?

Marlon Nichols: (39:33)
It's just about putting each other on, and truly being co-travelers and allies.

Sarah Kunst: (39:41)
I love it, and I also love allies like SALT who have done an amazing job with bringing me on to have some of these conversations, and I think that, that's a huge part of it, as well. Because as they say in Africa, it takes a village. With that, thank you so much, Marlon, for coming on today, and thank you Joe, and SALT for having us.

Sarah Kunst: (40:04)
Marlon, if people here want to pitch you, where do they go to do it?

Marlon Nichols: (40:10)
macventurecapital.com/contact

Sarah Kunst: (40:13)
Amazing, amazing. Go find him there, and leave his LinkedIn alone. Awesome, thank you so much, Marlon, and thanks, SALT.

Marlon Nichols: (40:19)
Thank you, this was great.

Joe Eletto: (40:21)
Well, thank you both. I mean, it's truly a privilege to bring conversations like these to the SALT platform. I have a personal stake in bringing diverse conversations here as a member of the LGBTQ community. I don't see myself in these conversations, usually. I don't see myself in finance, I'm one of two people at SkyBridge, a very welcoming firm, who are out.

Joe Eletto: (40:43)
Thank you all so much.

Marlon Nichols: (40:45)
Thanks.

Changpeng Zhao: Why Crypto Matters for Freedom | SALT Talks #107

“Our mission is really just to increase the freedom of money.”

Changpeng Zhao, known as CZ, is a serial entrepreneur with an impressive track record of successful startups. He launched Binance in July 2017 and within 180 days grew Binance into the largest cryptocurrency exchange in the world. An expert in blockchain and trading systems, CZ has built Binance into the leading blockchain ecosystem, comprised of Binance Exchange, Labs, Launchpad, Info, Academy, Research, Trust Wallet and Charity Foundation.

Moving all around the world, living in different major cities prevented a lack of connection or reliance on any one government-backed currency. This set the stage for a life dedicated to cryptocurrency and Bitcoin, and ultimately led to the creation of Binance, one of the largest cryptocurrency exchanges in the world. Bitcoin has taken on only greater importance as governments issue more currency. “We're witnessing probably the largest amount of quantitative easing by governments all around the world. And when governments do that, everybody becomes poor because there's more currencies being printed, and you're not given much of that directly. Bitcoin is limited supply, 21 million of them ever [get made]… You know that's mathematically guaranteed. No one can change it.”

Binance aims to use its company to further build the foundation of crypto and grow its adoption. The goal is to use cryptocurrency to deliver freedom of money in the same way we view freedom of speech.

LISTEN AND SUBSCRIBE

SPEAKER

Changpeng Zhao.jpeg

Changpeng Zhao “CZ”

Founder & Chief Executive Officer

Binance

MODERATOR

anthony_scaramucci.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

EPISODE TRANSCRIPT

Rachel Pether: (00:07)
Hi everyone, and welcome back to SALT Talks. My name is Rachel Pether and I'm a senior advisor to SkyBridge Capital based in Abu Dhabi, as well as being the emcee for SALT, a thought leadership forum and networking platform that encompasses business, technology and politics.

Rachel Pether: (00:24)
Now, as many of you know, SALT Talks is a series of digital interviews with some of the world's foremost investors, creators and thinkers. And just as we do at our global SALT conference series, we aim to provide our audience a window into the minds of subject matter experts.

Rachel Pether: (00:42)
Today's focus will be on digital assets. And I can't think of anyone better to speak to on this topic than CZ, the founder of Binance, the largest cryptocurrency exchange in the world. CZ is a serial entrepreneur who launched Binance in July, 2017 and within six months grew Binance into the world's largest cryptocurrency exchange.

Rachel Pether: (01:07)
CZ has a really great story. He's a Chinese-Canadian coder who spent his youth flipping burgers, before studying at McGill University in Montreal. He then spent time in Tokyo and New York, first building systems for matching trade orders, then developing software for Bloomberg's futures trading on Wall Street. In 2005 CZ quit his role as head at the Bloomberg Tradebook Futures Research and Development team, and moved to Shanghai to start his first company.

Rachel Pether: (01:36)
Hosting today's talk will be our very own Anthony Scaramucci, the founder and managing partner of SkyBridge capital, and also the chairman of SALT. And with that, I'll turn it over to you Anthony, for the interview.

Anthony Scaramucci: (01:49)
Rachel, thank you so much. CZ, thank you so much for joining us. We were talking just before we went live here about your background. I was hoping that you could share that with our delegation. Tell us where you grew up. Tell us what got you into cryptocurrency, and tell us a little bit about that story.

Changpeng Zhao: (02:09)
Sure. Yeah. Anthony, Rachel, thanks for having me here. It's a pleasure.

Changpeng Zhao: (02:14)
And yeah, so I grew up in China before I was 12. So I moved in between a few different cities in China. When I was 12, I moved to Canada with my parents. And in Canada, I studied in Vancouver for six years for high school, and then moved to Montreal for college. And before I graduated, I took an internship job in Tokyo for a software outsource company that's working for Tokyo Stock Exchange. So we're writing order matching software for the Tokyo Stock Exchange. So I got exposed to financial software at a relatively early stage. Yeah, before that, as Rachel mentioned, when I was 15, I was flipping burgers in McDonald's in Vancouver. So that was also a pretty interesting experience. I also worked at a gas station after that. The gas station paid a lot better because I was working the night shift.

Changpeng Zhao: (03:06)
But anyway, so after graduation, I worked in Tokyo, New York, Singapore, Shanghai, a bit of Hong Kong. So kind of back and forth between North America and Asia. So given the fact that I was living different places, so I never really got married to one currency, one country, et cetera.

Changpeng Zhao: (03:28)
So in 2013, when I was in Shanghai, I was playing poker with Bobby Lee, who's the ex CEO of BTCChina, at the time one of the earliest cryptocurrency exchanges. And he introduced me to Bitcoin. He says, "CZ, you should think about converting 10% of your net worth into Bitcoin. And there's a small chance it will go to zero, then you lose 10%. There's a higher chance it will go 10X, then you double." So given that, I seriously looked into Bitcoin. I read the white paper, met a bunch of people in the crypto industry. And then by end of 2013, I decided to leave my previous startup and to jump into cryptocurrency, and back then it was really called the Bitcoin industry, full time. So that's kind of how I got started into crypto.

Anthony Scaramucci: (04:20)
Fantastic. So I am embarrassingly getting old, okay. And I don't like admitting that to anybody, but I know I'm old when my 28 year old son tells me, "Dad, you got to start buying Bitcoin." And he's explaining it to me, and I feel like I'm explaining to my great grandfather how to use a typewriter. So I need help, okay. Let's start at the beginning. Tell me why I should own cryptocurrency, and which cryptocurrencies do you like? And where is the future of crypto?

Changpeng Zhao: (04:52)
Sure. I think there's a couple of different things. I think the first thing is really... Let's just talk about Bitcoin. I believe Bitcoin is just a better form of money. Our current money currency systems have a lot of flaws. Right now we're witnessing probably the largest amount of quantitative easing by governments all around the world. And when governments do that, everybody becomes poor because there's more currencies being printed, and you're not given much of that directly. The majority, the bulk of it is going to be given to like Wall Street banks, and to bail out other companies, et cetera. And we don't know where it goes. But we do know that whatever bank account numbers you have, or whatever salary you're getting is getting diluted. Even though the numbers don't change, but the purchasing power would decrease. So that's one aspect of it. Bitcoin is limited supply, 21 million of them ever. And you can't cheat that. You know that's mathematically guaranteed. No one can change it.

Anthony Scaramucci: (05:52)
Okay. So I want to stop you there. So I just want to emphasize that for everybody that knows as much about cryptocurrency as I do. There's no disruption in the supply table of Bitcoin, is that correct?

Changpeng Zhao: (06:07)
Yes. Absolutely.

Anthony Scaramucci: (06:08)
There's a finite amount. Now how do we know that? How do we know that Mr. Satoshi or Mrs. Satoshi, can't figure out a way to create more Bitcoin once everybody's sucked into Bitcoin?

Changpeng Zhao: (06:21)
Sure. So Bitcoin is not centrally issued. It's issued by network computers, which follows the Bitcoin protocol. And if one computer does not follow it, it will be rejected from the network. So it's mathematically guaranteed that every four years, the new coins being issued decreases by half. And by 2040-ish, all 21 million of Bitcoins will be minted.

Changpeng Zhao: (06:46)
So right now I think around 18 to 19 million Bitcoins already minted. So the new supplies coming up is quite decreased. So this is guaranteed by software. And this is guaranteed by thousands, or probably tens of thousands of nodes running a Bitcoin mining software. So this is something that even the founder, the creator of Bitcoin, Satoshi Nakamoto, or his wife, or his friends, they can't change it. So this is mathematically guaranteed. So this is the first time humans are able to guarantee this type of issuance of currencies using the blockchain technology, which is a core invention, of course, by Satoshi Nakamoto.

Anthony Scaramucci: (07:30)
Okay. Now I've got to ask you another big question. Everybody must ask you this. But no government is backing it. There's no army backing it. There's no balance sheet at the government. The US government, as an example, owns 28% of the land in the United States. So there's probably $60 to $100 trillion of assets under that land. So when we're sitting on a $30 trillion deficit, we probably have a good asset mix. What is the backing of Bitcoin, other than that computer code?

Changpeng Zhao: (08:00)
Sure. So Bitcoin is backed by utility. So the more people who use it, the more value it will have. So you could say, for example, Facebook is not backed by anything per se, just have a large number of users who use it. And if something's used by a large number of users, then you have value. So Bitcoin has utility. It has many use cases where the current currency system does not work well. So the quantitative easing is one aspect of it.

Changpeng Zhao: (08:31)
If you think about transferring value from one country to another, let's say from US to China or vice versa, there's usually a lot of difficulties in doing that. So Bitcoin is a way for people to potentially transfer a wealth or value across the globe from anywhere to anywhere on their own, following the protocol. So it has a lot of other use cases where today's currencies are not able to do. So, given the high amount of utility, it has value. So the value is generated that way.

Anthony Scaramucci: (09:09)
Okay, but the federal government of the United States, the treasury department and the federal reserve, what is to stop them from digitizing a currency and making it a massive competitor of something like Bitcoin and bigfooting it. Or China's digitizing the renminbi. Tell us why we should still like Bitcoin.

Changpeng Zhao: (09:28)
Sure. So any government, or the feds or any authority can issue a digital currency, even using the blockchain technology. But there's a few other properties that are quite important here. You can use the blockchain technology to issue a currency that's still on limited supply, so is the supply of the currency limited, guaranteed by the protocol? Most central bank issued currencies will have unlimited supply. So we have the old problem of more and more quantitative easing and more and more of those currency will be minted. And the previous holders of those currencies will get diluted in value. So if governments are willing to issue a fixed supply currency, that they will no longer dilute that with no future quantitative easing, then you will match up on that advantage of Bitcoin.

Changpeng Zhao: (10:24)
The second thing is would governments still block you from doing certain transfers? For example, if you want to send your cousin or your friend, I don't know, in the Philippines... Say, I don't know, you want to buy a house in the Philippines. It costs, I don't know, a million dollars or something. Can you send that with ease very quickly without too many middlemen intervention, without a lot of approval processes? So how easy that currency is to use. With Bitcoin, there's no intermediary, no one is going to block you. It's guaranteed to work.

Changpeng Zhao: (11:00)
So basically fundamentally still comes down to is it limited supply? Does it have a high degree of freedom of transfer or usage? And is it cheap to do? Is it cheap to use? So for example, if you use banks to send a large amounts of money, the fees are probably going to be pretty high. So it still comes down to those basic properties.

Changpeng Zhao: (11:19)
So governments can issue a digital currency, but if the governments can issue a currency that's limited supply, cheaper to transfer and not so many restrictions on that, then I think you will be able to compete with Bitcoin. But if that's not the case, then Bitcoin, people will evaluate the advantages and disadvantages. So we have to see.

Anthony Scaramucci: (11:42)
Facebook was trying to put out something called Libra, a digital currency. And for some reason they didn't do it. What happened there? The government got in their face, or something, and threatened them? What happened there.

Changpeng Zhao: (11:54)
I think what you described is probably the most common way to describe it. But I think it's still happening. It hasn't happened yet, but it's also not... As far as I understand they didn't cancel the project. It just takes time to roll out a new digital currency. So that's my understanding of it. I don't really know a lot of details, but that's my understanding.

Anthony Scaramucci: (12:18)
Okay. Let me ask you, I mean, obviously I'm very fascinated by this. I hope you don't mind. These are probably basic questions for you, but I think it's important for-

Changpeng Zhao: (12:27)
No worries.

Anthony Scaramucci: (12:27)
... We have so many people that are going to listen to this that don't know a lot about this. So Bitcoin is the Google of digital currency? Or is it the Yahoo of digital currency? Is there going to be another currency that comes up over the top of Bitcoin?

Changpeng Zhao: (12:48)
So, I think today Bitcoin is definitely the most dominant by far cryptocurrency that's available. And it's also the most decentralized. So in the industry, we say Bitcoin is king.

Changpeng Zhao: (13:02)
But to your point, though, anyone can issue any digital currency and there's many innovative people in the industry that's creating new digital currencies. I believe Bitcoin will be leading the way for a very, very long time to come, for the foreseeable future. But in the longer future the possibility of something overtakes Bitcoin, something better that comes along is totally possible. So anything is possible. But I think whatever is going to overtake Bitcoin will have to be better. So in the longer future, I think that's definitely possible.

Anthony Scaramucci: (13:39)
But would that still mean that Bitcoin would still be used? Or that would cause Bitcoin to start devaluing?

Changpeng Zhao: (13:47)
So we don't know. Both scenarios are possible. So for example, if there's Bitcoin 2.0 that's better than Bitcoin 1.0, people may slowly shift from 1.0 to 2.0. And then if there are two different coins, then when one coin would devalue over time, the other coin will increase in value in time. Or it could be something that's, I don't know, some other coin that's like... There's literally millions of other coins on the market. One of them might get really wide adoption and people will shift towards that.

Changpeng Zhao: (14:18)
So the thing with decentralized currencies is that there's a very large community of people around that already. So the shift, you would not go from like, I don't know, $1,500 to $15,000 to zero in one day. The shift will be somewhat gradual. But right now we are still at the very beginning of the Bitcoin journey, I believe. So we're still seeing rapid growth of Bitcoin.

Anthony Scaramucci: (14:42)
What do you think Bitcoin will be worth in US dollars in five years?

Changpeng Zhao: (14:48)
That's a really, really tough... So, I'm not able to make those kinds of predictions. And even if I try, I will be wrong.

Anthony Scaramucci: (14:56)
This is why-

Changpeng Zhao: (14:56)
But I'm very bullish on Bitcoin.

Anthony Scaramucci: (14:57)
... I'm making the big bucks though, CZ, right? I'm paid the big bucks to ask you this. So go ahead. What is it worth in a year? What about a year from now?

Changpeng Zhao: (15:05)
Well, I think right now it's... Right now, it's about $15,000 per Bitcoin. And that's like already five-X compared to like March where it was $3,000. So just in the last, I don't know, eight months it probably quadrupled, close to five-X. So, year time, it's very hard to guess. But when you say a specific time and then predict at that time what the price will be, it's really, really difficult. But over the long run, I'm very bullish on Bitcoin. I think it still has a lot of room to grow.

Changpeng Zhao: (15:42)
Just some small data point. The industry today probably has 50 to a hundred million users. That's probably less than 0.1% of the population. So still probably got a thousand-X to grow, just on that metric. And also a new technology, a new form of currency that's better than the Fiat currencies we have, will have a wider audience. It will have more use cases. It's like Uber has more use cases than taxis. So Uber's market cap is not limited by the taxi market cap. So Bitcoin, in that sense, I believe will be bigger than the currencies combined in the world today. So I'm very, very bullish on it.

Anthony Scaramucci: (16:18)
Okay. So you founded Binance three and a half years ago, June of 2017. And within six months it becomes the largest cryptocurrency exchange in the world. And this is a title that you still hold today. So what is the mission of Binance? Tell us about your experience there, and what is your vision?

Changpeng Zhao: (16:37)
Sure. So Binance's mission has never been to run a largest centralized exchange. So that was, yes, one of our goals to try to achieve, but actually it surprised us that we achieved that so quickly. But our mission is really just to increase the freedom of money.

Changpeng Zhao: (16:53)
So today I think we have freedom of speech in certain countries to some extent. We have freedom of data or information, to some extent with the internet in most countries. And we have freedom of press, freedom from slavery. So anytime when our society, when humans are able to increase that freedom without sacrificing other things, our civilization advances. Today, our money is not that free.

Changpeng Zhao: (17:18)
So as I mentioned before, if you want to transfer a large amount of money from here to there, there's a lot of questions to ask and you have to pay a lot of taxes, et cetera. So there's a lot of intermediaries that want to intervene. So I think we can increase the freedom of money today without sacrificing security, safety, ease of use. And in fact, we can increase ease of use. So that's kind of our sort of a grand mission. So anything we can do in this space, we will try to do.

Changpeng Zhao: (17:50)
So with this mission, we kind of just went with a centralized exchange first and somehow users really like our products and the demand was high and it just grow. It just grown really quickly. So, but in the sort of longer term, we do want to build multiple other products that we think will help increase the freedom of money for people all around the world. And I personally think this is the best way that we can help society and help other people

Anthony Scaramucci: (18:23)
You're on to something. Peter Thiel, who I got to know in 2016, said something to me about crypto. He said, "Anthony, crypto is libertarian. Crypto is about freedom. AI, artificial intelligence is about centralization." And he said that governments will use AI to check up on their citizens, and to evaluate them, and to offer them social scores and so forth. But crypto is the diffusion of that sort of power. What do you say to that thought from Peter Thiel?

Changpeng Zhao: (18:57)
Well, I respect Peter Thiel quite a lot, and I would have to agree with that statement probably. I'm not an expert on AI. I don't really have a lot of view. But yes, with AI there's only a few players with lots of data that will win. So some of the bigger players in the internet space will already have those advantages.

Changpeng Zhao: (19:17)
Blockchain technology and cryptocurrencies is really the other... yes, is coming from the grassroot angle where it is much more decentralized and much better for the decentralization of power, decentralization of control. I personally think that that will give us much better future for us to move into. So yeah, I'm not an expert on AI to be very frank. But I would go with Peter Thiel on that one, for sure.

Anthony Scaramucci: (19:50)
You have a venture capital part of your ecosystem. What sort of investments are you looking to make?

Changpeng Zhao: (19:56)
So most of the investments we make are going to be in the crypto space. So 80% of them are going to be in the crypto space, probably today closer to anything that's infrastructure-related for crypto. So anything that helps exchanges, faster blockchains, better wallets, better security infrastructure. So sort of building the foundations of the crypto industry.

Changpeng Zhao: (20:18)
And 20% of them are just out there. We invest in all kinds of random projects as well, kind of moonshots, crazy stuff. Also sometimes even in traditional industries. For example, we even look at banks to see, hey, can we get a bank to work more closely with the crypto industry? Yeah, so we invest mostly in the crypto industry, but still a little bit outside as well.

Anthony Scaramucci: (20:43)
Do you have a feeling about the central banking system and its concern about something like this circumventing their ability to create monetary easing, and their ability to do quantitative easing? And do you think there'll be a backlash, a coordinated central government backlash?

Changpeng Zhao: (21:12)
I think the possibility is definitely there. I don't really know how central banks think, and I'm not really them. But I think the possibility is definitely there. But at the same time, I think cryptocurrency is already relatively widely adopted. Bitcoin, cryptocurrency, is a concept. You can't erase that concept from people's mind.

Changpeng Zhao: (21:36)
So today, if governments don't like the internet, they can try to shut it down together, but there will be internet 2.0, or the next version of it. So once a concept is out, now the collective human population... there's enough people in the human population who understands this now. So it can't be deleted or erased. So there's always going to be some... There may be some pressure, or conflicts, or race between the two.

Changpeng Zhao: (22:04)
But I think instead, I actually think the reverse. The best way for central banks or government to push to sort of slow down this adoption of Bitcoin or cryptocurrencies is to make the current Fiat currencies to do less quantitative easing and to make it cheaper to use, easier to use, less restrictions. So I think that's a better way to compete, rather than say, "Hey, look, if you're a bookstore, you just want to compete with Amazon by holding your fort." That's not going to work. It's much better to adopt the new technology innovations.

Anthony Scaramucci: (22:38)
Okay, I'm going to turn it over to Rachel. I know Rachel has some questions for you.

Rachel Pether: (22:42)
I have so many questions. And that was such a great chat. So thanks so much for that. And I think, CZ your mission to increase the freedom of money is really admirable. You mentioned you've obviously been in the crypto market for quite some time. You mentioned at the end of 2013, you invested 10% into digital currency. I guess back then it wasn't as highly traded as it is now. Did that volatility scare you? Or how did you feel when you made that first investment?

Changpeng Zhao: (23:14)
Yeah, so I do have a pretty interesting story there. So instead of just going in 10%, at the end of 2013, actually at the beginning of 2014, I sold my house, quit my job, put all the proceeds from the house into... well my apartment... so put all of that money into crypto, into Bitcoin. So I went all in. Instead of 10%, I went like basically a hundred percent. And I started looking for a new job as well in the crypto industry.

Changpeng Zhao: (23:42)
And so I found a job pretty quickly, luckily, but then the Bitcoin price, when I got in, it was around $600 US, within about three or four months or so it dropped to about $200 and stayed there for about two years. So I experienced that. So basically I lost two third of a house right away, unrealized loss. I still hold those Bitcoins today.

Changpeng Zhao: (24:05)
So yeah, well, that was my experience with Bitcoin, took a couple of years for it to recover. So yeah, it's definitely not easy and definitely not without thrill.

Rachel Pether: (24:16)
Not many people would have the capacity to stomach that kind of loss, especially given it was so much of your personal wealth at that time. Was it just this kind of belief in the, I guess, what Bitcoin stood for that kept you holding on? I mean, most people would have packed up their bags and left at that point.

Changpeng Zhao: (24:39)
Yeah. So, I mean, I understood Bitcoin pretty well at that point. I knew it's going to be the future. So I had a very strong belief and I was working in the industry already. So I'm fully immersed.

Changpeng Zhao: (24:55)
I also know my risk tolerance. Even though that's my hundred percent of my net worth at the time pretty much. But I had a job and that was paying relatively okay. So my living standard didn't decrease that much. It's just mentally, it is a very pressured moment. My relatives were all like... Oh, my mom wants to smack me on the head saying like, "You stupid kid." So, there's a lot of social pressure from that perspective. But I had the confidence that crypto will be the future. And once it dropped below 50%, to me, it was like, if I sell now, it's not even worth it. I might as well just hold onto it. And I don't have additional money to buy into, like to average down. So I just held onto it.

Changpeng Zhao: (25:45)
But luckily, about a year and a... almost two years, I think by the beginning of 2016, things really started coming back. So end of 2015, started to recover. So, for a year and a half, it was just really dropping. So I did have to go through that period. And so I do understand when people get stressed out on Twitter and being very impolite, et cetera. So I understand that very, very clearly now.

Rachel Pether: (26:12)
Yeah. And now I guess the beauty of hindsight, right? You must be very happy that you held onto those purchased Bitcoins at $600. You also mentioned in your discussion with Anthony, that the supply limit of 21 million was guaranteed almost by the software. But what would happen, I think you said 2040 is when they'll all be mined, is there a risk that computing power could substantially increase in that time and actually more can be mined? Or do you see this as a very firm ceiling for the supply?

Changpeng Zhao: (26:45)
Sure. It's a very, very firm ceiling. So it's not impacted by computing power. When the computing power increases, the difficulty also increases. So the supply is fixed, is mathematically fixed. It may take a little while to explain, but you can take my word for it. This is something that I'm more than willing to pledge for sure. There's only going to be 21 million Bitcoin, no more, no matter what happens. It does not get affected by computing power at all.

Changpeng Zhao: (27:15)
So the computing power has increased quite a lot. The difficulty for mining Bitcoin has also increased proportionately. The difficulty adjusts to the mining power. So it's automatically adjusted or relatively automatically adjusted by the network protocols. And that's the hard cap is very hard. There's never going to be more.

Rachel Pether: (27:34)
Okay. That's interesting. I also want to go back to another point that you were discussing with Anthony and you were talking about Bitcoin being a better form of money, and then also the role that governments can play. And China's obviously pioneering the creation of a central bank digital currency. And I guess this also kind of ties back to what you're saying about Peter Thiel and centralization versus decentralization. How do you think that the central bank digital currency would advance China's interest? And do you see this happening in the short term?

Changpeng Zhao: (28:08)
Yeah, I think in the short term, they definitely will be. I think we're already witnessing the central bank digital race between different countries, and China already have a version of it running. It's already out, they're piloting testing it. But the daily trading volume is 300 million US dollars equivalent, like a couple of days ago. So it's still pretty small for a country. That's a pilot test. But it's not super small from a scale perspective.

Changpeng Zhao: (28:37)
I do believe the first iterations of central bank digital currencies are all going to be relatively centralized. So they're going to be issued by a central party. They probably do have unlimited supply. They probably do have a lot of restrictions on how you can transfer, who you can transfer it to. If you transfer a large amount, there may be a source of wealth, source of funds. There may be like questions being asked. So all the traditional KYC, AML procedures may be applied to the first iterations of central bank digital currencies. I think that would be the most logical thing to expect.

Changpeng Zhao: (29:14)
So in that sense, even though most of them are going to be using blockchain encryption technologies that's very similar to Bitcoin or other cryptocurrencies, but the fundamental properties of those currencies are going to be very different. So I don't see any government coming out with Bitcoin 2.0 just yet. But I think over time, we'll see... Look, today, given the small penetration of cryptocurrencies, most people still may be more comfortable with a government issued currency, which they grew up using. So that may get some adoption. But over time, I personally really think that the true digital currencies, the true limited supply, decentralized, fewer restriction type of currencies will get the highest adoptions.

Rachel Pether: (30:09)
So if a central bank digital currency is centralized, wouldn't that give the governments more power over data and looking at flows of money? Wouldn't this almost do the opposite to what a true cryptocurrency should be trying to achieve, that decentralization aspect?

Changpeng Zhao: (30:29)
Yes. I agree with that. So with a digital currency, the government actually have much more control, especially like if they forced KYC on every address that you generate, they know exactly who you are, which transactions you have received. Everything's in one place. Whereas today going through different banks, trying to get the record, I mean the government have their ways to get it, but that build a lot of system to do that. But it's actually quite expensive and quite labor intensive to do. Whereas with a digital currency it's actually much easier to do. So that is actually a huge risk for that.

Changpeng Zhao: (31:07)
But at the same time, most people, depending on which country you're in, in a lot of countries, people are able to choose which currencies they wish to use. And so it depends on how much the [inaudible 00:31:23], how much less privacy you get. If those things become bigger problems, people are less likely to use it. So there's the balancing effect of that. So we'll have to see how that works.

Rachel Pether: (31:38)
No, that's really interesting. And I guess if you're looking at sort of countries and digital currency, and then you look at institutional investors, I guess you must have quite a lot of oversight as to trading activity with finance. To what extent are you seeing the institutional investors being involved in the cryptocurrency space? And how have you seen that evolve in the past few years that you've been with Binance?

Changpeng Zhao: (32:03)
Yeah. I think over the last three years at Binance, we've seen a lot of institutional participation now. So initially, in the early days it was more retail driven, but in the last couple of years, we've seen a lot of institutional investors come in. We have not seen a lot of the big names come in, like the top tier investment banks, like the, I don't know, Morgan Stanleys, et cetera. So we have not seen those guys come in. But we have seen a lot of other institutional traders in our space.

Changpeng Zhao: (32:33)
And the Binance users only represent a small portion of the sort of the crypto users, guys who actively trade and guys who want to use a centralized exchange. And there's a very large number of people who don't use centralized exchanges, and we don't really know what they do. But I do think the institutional participation is definitely there already.

Rachel Pether: (32:52)
Hmm. And if you were an institutional investor, how do you think you would view cryptocurrency? If you're looking in asset allocation, would you see it as a currency? Or would you see it as like a venture investment? How do you sort of see that fitting? I guess in your view, it seems to be a currency replacement.

Changpeng Zhao: (33:12)
Yeah. This is one of the difficult parts of classifying what Bitcoin is or what cryptocurrency is into either if it's an asset, if it's a currency, if it's a commodity. So I think my recommendation is we got to classify cryptocurrency into its own asset type, or asset category. It can act as a currency. It can act as a... Sometimes they have... Bitcoin product does not have this, but other cryptocurrencies may have properties that can be associated with securities. Others can be associated with commodities. So Bitcoin could be, or cryptocurrency could be any of those. But it's much better to classify them into a different thing, a brand new category.

Changpeng Zhao: (33:56)
But I think instead of what we call this category is less important than what properties does it have. It does hold value. It can be used as a medium of exchange. And it can be used as a investment asset type that appreciates or actually fluctuates in value. Sometimes it appreciates, sometimes it depreciates. So it does have a combination of those properties. So the smarter sort of investors, they understand this. They don't try to classify Ford into a type of horse. They just say, "Look, it's a transportation system. We can use it. And let's invest in it." So that's kind of what they're doing.

Rachel Pether: (34:39)
That's a great quote. I'm going to use that in future. Ford is not a type of horse.

Rachel Pether: (34:44)
Thank you so much for answering all these questions, and giving Anthony and I a real cryptocurrency 101 training session. Just one final question from my side, I know you mentioned you've lived in all these different places. You seem to be a complete workaholic. It's obviously a 24 hour business. What really motivates you to keep going, day in, day out, for 24 hours?

Changpeng Zhao: (35:08)
Yeah. So like, for me, I think it goes back to our mission. I mean, I could retire. I've reached financial freedom. I could relax on the beach and sip martinis all day, or I could go play golf or do whatever. But I think all of those things will be boring pretty quickly.

Changpeng Zhao: (35:25)
I think I'm actually very fortunate to be in a place where I can actually contribute to increasing the freedom of money for people all around the world. I don't know how much I can contribute to that, but I can contribute as much as I can. And that's the opportunity that's really, really hard to come by. So I really value that opportunity. And I think this is really the most meaningful thing I can do with my life. So I wake up, I'm working, I don't really call it a work, it's just part of life now. So yeah, I'm really lucky that I have this opportunity, and yeah, so I just do what I should do.

Rachel Pether: (36:00)
That's amazing. Well, if you ever do just want to give it all up and sip martinis and play golf, Anthony and I will be more than happy to join in.

Changpeng Zhao: (36:08)
Could do that once in a while.

Rachel Pether: (36:10)
From my [crosstalk 00:36:12]-

Anthony Scaramucci: (36:11)
I was just thinking, maybe the reason why I'm not as successful as you CZ, I was just thinking about how great those martinis taste and how nice that would be on the beach.

Anthony Scaramucci: (36:22)
But in all seriousness, thank you. Thank you so much for explaining your vision and giving people around the world confidence in crypto. And your proselytizing of this currency, I think is very valuable to our global society. So I just want to give you a very big thank you for all that.

Changpeng Zhao: (36:44)
Thank you, Anthony, and thank you, Rachel. Thanks so much for having me and thanks everybody for watching or listening to this show. Yeah. Thanks.