Saving the Planet: ESG & Impact Investing | #SALTNY

Saving the Planet: ESG & Impact Investing with Faheen Allibhoy, Head, Development Finance Institution, J.P. Morgan. Les Brun, Co-Founder, Chairman & Chief Executive Officer, Ariel Alternatives. Karen Karniol-Tambour, Co-Chief Investment Officer for Sustainability, Bridgewater. Gareth Shepherd, Co-Head, Equity Machine Intelligence, Voya. Tina Byles Williams, Chief Executive Officer, Chief Investment Officer & Founder, Xponance.

Moderated by Gillian Tett, Chair of the Editorial Board & Editor-at-Large, Financial Times.

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SPEAKERS

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Faheen Allibhoy

Managing Director & Head

JP Morgan Development Finance Institution

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Leslie A. Brun

Co-Founder, Chairman & Chief Executive Officer

Ariel Alternatives

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Karen Karniol-Tambour

Co-Chief Investment Officer for Sustainability

Bridgewater

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Gareth Shepherd

Portfolio Manager & Co-Head of Equity Machine Intelligence

Voya Investment Management

 
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Tina Byles Williams

Chief Executive Officer, Chief Investment Officer & Founder

Xponance

MODERATOR

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Gillian Tett

Editor-at-Large

Financial Times

TIMESTAMPS

EPISODE TRANSCRIPT

Gillian Tett: (00:07)
Well, good morning, everybody. My name's Gillian Tett, I'm with the Financial Times, and I'm going to be chairing what some of you might think is the do-gooding panel, the panel on ESG, environmental, social, and governance issues and impact investing. And I have to be honest, when I first heard the phrase ESG as a journalist a few years ago, I joked to colleagues that it should stand for eye-roll, sneer, and groan, in the sense that to a journalist used to covering the financial markets, having covered Wall Street for years, and the great financial crisis, a lot of this seemed to be a lot about corporate PR spin rather than hardcore investing and didn't seem to be particularly core to the financial sector.

Gillian Tett: (00:54)
Well, guess what? I was dead wrong, because in the last few years, the ESG world has exploded in size dramatically and it's become very clear that ESG is actually about a fundamental zeitgeist shift that no company or investor can afford to ignore. It's about moving from tunnel vision, where you just look at a narrow definition of the balance sheet towards lateral vision, where you recognize that things that used to be viewed as footnotes in the balance sheet or externalities to the economic models, like the environment, actually cannot be ignored. They're not external, they really matter. It's about recognizing that ESG is not so much about activism these days about trying to change the world, it's also about risk management, about recognizing the environmental risks, the social risks, the supply chain risks and other issues that can trip up investors and companies if they think that ESG is just, eye-roll, sneer, and groan, it really matters.

Gillian Tett: (02:02)
We have fantastic group of people to talk about this with us today. Starting on my far left, your right, we've got Tina Byles Williams, who's Chief Executive Officer from Xponance, large asset manager. Next to her is Gareth Shepherd, who's Co-Head of Equity Machine Intelligence at Voya. Next to him is Karen Karniol-Tambour, who is Co-Chief Investment Officer for Sustainability at Bridgewater. Then we have Les Brun, who's Co-Founder of Ariel Alternatives, and Faheen Allibhoy, who's Head of the Development Finance Initiative at J.P. Morgan. So four asset managers and one banker.

Gillian Tett: (02:40)
Thank you for coming here today. Welcome, it's great to have you. And what I want to do in this conversation is not talk so much about the why of ESG, because we can spend a lot of time looking backwards at that. I want to talk about the how and how it's changing and what people in this audience need to know about the shifts in this space, which are very rapid. Perhaps I can start with you Gareth and say, from your perspective, what are the key ways in which the ESG and impact investing world is changing right now that people here need to know about, even if they haven't traditionally cared much about trying to do good?

Gareth Shepherd: (03:20)
If I can start with... It's been a long time, but if I can start with George Bushism, I think ESG is misunderestimated in many different ways, but one of the main ways in recent times it's been labeled a fad, as you said, Gillian, but we're at a point now where even in the U.S, which is behind Europe, et cetera, there's about 12 trillion in assets in public markets that are allocated to ESG strategies. That's a big and growing part of the book, in fact, many of the flows are going in that direction. So clearly if it's a fad it's a pretty long term and pretty big fad.

Gareth Shepherd: (04:01)
We definitely think there are a lot of things happening that makes this legitimately an important source of future growth and value. And in part it's a convergence of incredible new sets of data, which can really make it hard for companies to hide. It's a convergence of new technologies, so machine learning, natural language processing, all of these technologies can be brought to bear on very specific problems. And it's also a consequence of some new thinking on the topic, and we're getting much more rigorous now. This is not a cottage industry and a starry-eyed view, this is rigorous investment managers applying the same tools that they do to financial analysis through ESG and there is some value to be gained if you dig deep enough.

Gillian Tett: (04:51)
Right. Well, I'm going to come back to the question of data and greenwashing later on, but, Karen, I'd like to ask you from Bridgewater's point of view, because Bridgewater has spent much of the last few decades not looking like it was out to try and save the planet but rather to make a lot of money for its founders. Why has Bridgewater got involved in this and what for you are the key, big challenges right now?

Karen Karniol-Tambour: (05:19)
Bridgewater, we've been around for 40 years and the one constant we've always had is engaging with our clients that are investors all around the world to basically say, "How do you accomplish your goals? How do you best engineer for that? Start with a deep understanding of whatever it is that's happening in the world and markets and then engineer for that." And three, three and a half years ago, I let a small team saying, "I think more and more of our clients are going to be interested in thinking about environmental and social goals when they're investing."

Karen Karniol-Tambour: (05:52)
And I think it seemed a little bit crazy that the type of investors that we have that are large global institutions would feel this way. Today that's taken almost as a given. We have almost no investors around the world that don't think about these issues with the simple understanding that investment is about taking money and leaving it for some time in the future for the next generation or generations. More, more people are asking themselves, "What's the point in thinking about investing for the next generations if the world I'm leaving behind is not the world I really want to leave behind?"

Karen Karniol-Tambour: (06:25)
Different investors have different ways of thinking about how they incorporate these goals, but in our minds, we want to be there to apply the same rigor, the same structure, the same amount of deep, systematic, and fundamental understanding to this new set of challenges. And it's really, in my view, pretty revolutionary in terms of how you look at markets to have to incorporate the impact on the world dimension into everything you look at. And so what you have to make is risk management. When risk management was new, it seemed like a fundamental change from just talking about how much an investment was going to make to thinking about risk and we've developed, I mean, just decades now of different ways to measure risk. You can have a tail risk, you can have this kind of measure, that kind of measure, and it seems obvious to all of us that as investment professionals, of course, we have to do very deep and rigorous risk analysis. That seems obvious.

Karen Karniol-Tambour: (07:22)
In my view, we're going towards a world where that same amount of rigor it'll seem obvious to investors that you need to do rigorous analysis of how your investments affect the real world. What is their interaction with the social, the environment, the governance of the world? That'll seem just as intuitive to us as a risk practice. And we decided we're very committed to developing that, to developing that same amount of rigor through that sort of study.

Gillian Tett: (07:46)
Right. I mean, it's interesting you say three and a half years ago, because in fact three, four years ago was when I first started paying attention to ESG. And we noticed that certainly amongst readers of the Financial Times was a huge increase in interest, a huge rise in the hit rate of stories linked to things like climate. And partly because of that we went out at the Financial Times and created this platform called Moral Money, which is a newsletter that covers ESG issues. And I'll be honest, we had people inside the FT saying, "Well, do we really need to do this? Is this really going to be core Ft stuff?"

Gillian Tett: (08:24)
It's become one of our most successful newsletters, one of our most highly read bits of our newsletter universe, which has come as a surprise to many people and really something did change about three or four years ago. I do want to get to the question in a moment about whether though we're seeing a bit of a bubble in this area. Before we do, though, Lee, can you tell me from the point of view of Ariel, how and when did you guys start focusing on this and how core is it to your investment operations now?

Les Brun: (08:58)
Thank you for the question, and good morning to everyone. ESG, three letters that have varying meanings to different constituencies. And so I'll start with the premise that no one really has focused on, a general consensus-driven definition to the term. And so everyone focuses on that which is most important or that which resonates most for them. And at least in the corporate world in which I tend to live, the focus has been on the E and G and less so on the S, and so from Ariel's perspective we're focused on the S. And that is just suggest, as Karen was suggesting, that folks who are investing have a view as to what it is that they would like that investment to yield both from a financial return perspective as well as from a social impact perspective or a broader impact perspective.

Les Brun: (09:52)
And there's now this convergence and a belief fundamentally that you can do good and do well at the same time, so you can actually... There is no discord, there is no disconnect between achieving an appropriate financial return and accomplishing some other element of your mission especially as we look at a world that is to be inherited by a group of people who are mission-driven in many respects and for whom these questions are of equal and in some instances, greater importance than what is that financial return that's driving the activity that you're undertaking.

Les Brun: (10:25)
From our point of view and from our limited little world we're trying to do those things which have a significant S impact in trying to begin to address inequality that exists between the majority community and the black and brown communities, both in terms of wealth creation and life in the more broad terms.

Gillian Tett: (10:45)
So you're treating it more like an impact investment opportunity, are you, or more of a targeted hunt for new opportunities for investment?

Les Brun: (10:53)
Yeah. There's a tendency to fall into... For me to check a box in terms of a definition. And I think of it as being a true capitalist investing for a solid financial return first and foremost, but being able to do that in a way which drives, as a corollary, in a social impact, if you will. Yes, we're driven by a social impact to some degree but that can only come if you generate the appropriate financial return, otherwise it's broadly philanthropy.

Gillian Tett: (11:26)
Right. Well, Tina, you are also quite focused on the S factor, aren't you? Because, and it's worth stressing that because certainly when we started Moral Money at the Financial Times in the summer of 201, for the first six months or so almost everything was about the E the environmental aspect, courtesy of Greta Thunberg, who has this wonderful knack for irritating middle-aged CEOs and putting herself on the front page. Everything was about E and yet, of course COVID put S into the radar to a greater degree and then of course the Black Lives Matter movement again put S into the radar more. But I mean, how do you navigate the S and are you looking at all aspects for just the S factor?

Tina Byles Williams: (12:10)
No, we look at all aspects but the last 20 months have been a wake up call that have refocused the importance of addressing the S. And so, Xponance is 25 years old and the notion of diversity being an alpha driver was core to our founding mission. And so we incorporate ESG factors across our fixed income and equity strategies. We have multi-manager strategies of roughly 200 products that we've seeded. 60% were offered by female or diverse founders. And then in our private equity business which is focused on providing strategic acceleration and seed capital to diverse and female-owned GPs in the mid-market.

Tina Byles Williams: (13:25)
Again, it's this notion that that focus leads to differentiated alpha Y because in the mid-market you tend to find founder-led firms where performance is competitive dynamics. And then particularly diverse private equity GPs we've found have access to differentiated network and the ability to proprietarily access deals in under-researched, under-invested segments of the economy. I would just sum it up to say, we live and are entirely about in our entire history about the notion of driving alpha through diversity and ESG factors.

Gillian Tett: (14:20)
Right. Well, I'm going to come back and ask both of you in a second about how this does or does not impact returns and create opportunities because we have an audience that's all about returns and opportunities. But before I do, I'd like to ask you, Faheen, you are looking at development finance institutions from the point of view of J.P. Morgan, which used to be seen as a rather slow-moving sedate part of the financial landscape, lots of multilateral groups doing projects. And yet now it's really in the crosshairs of a lot of investors because if we are going to start moving the dial on things like green climate initiatives, there's going to be have to be a lot of blended finance, a lot of investment capital flowing into innovative types of financing structures. Can you give us a sense of what you are up to from J.P. Morgan's point of view?

Faheen Allibhoy: (15:10)
Thank you, Gillian. No, I think absolutely. I think that the other realization to talk about about trends is that this is not just a U.S., developed world or financial sector issue, this is a global issue. And we've seen this, I think COVID has also highlighted we have a global health pandemic. We've had supplied chain issues that affect global companies. And so as we work together, there are many of these different institutions that can come and play a role. And I think for example development finance, what has brought to the market are two things. One is an impact framework. I think these institutions have been way ahead. I think, well, before your three-year mark, I think 15, 20 years ago, all the MDBs and DFIs had a framework to evaluate E and S risk, environmental and social risk, and to look at impact metrics.

Faheen Allibhoy: (16:06)
And so I think that's something that we have taken from and the MDBs, is to have a framework to say, "When I look at a transaction, what are the development caps? What are the investment contributions and how can I bring increased disclosure to my clients?" So as a sell side player in the market, our job is to work with our clients to help them raise money, but to tell the whole story to their clients. And today investor clients want to know about ESG risk, they want to know about potential impacts of that transaction. And so I think the best practice of the MDBs and the DFIs can be brought to bear.

Faheen Allibhoy: (16:42)
The second is the interlinking of all of these things. I think it's very hard to, and I will be harder just to put E, S, and G as separate and say I focus on one and not the other, if you build infrastructure it's going to have a link to productivity or technology, not just to climate change. If you build a solar farm, for example, it's going to impact bringing goods to market or agric or the MDBs to bear. And then if we want to be as ambitious as the world to be, and that's why we have some of these global agenda, be it the Paris alignments or the Sustainable Development Goals, we will need potentially funding by way of governments. There's going to be regulation and many other factors that take us to the next level.

Gillian Tett: (17:28)
Yeah, absolutely. And the scale of potential capital flows in the coming years, if people are even half serious about trying to get action on climate change are going to be absolutely enormous. I mean, people like Larry Fink.-

Faheen Allibhoy: (17:39)
It's a fact.

Gillian Tett: (17:39)
... have said it's the biggest shift in the financial sector he's seen in his career beating even the securitization revolution and the mortgage revolution. For Larry Fink to say that given that the securitization and mortgage revolution is what made him originally so successful, for him to say that he thinks climate is going to be even bigger is quite remarkable. But one of the things that my more cynical journalist colleagues often say is, "But what about greenwashing? What about..." This new phrase woke-washing? When you get a bunch of middle aged asset managers thoughts about developments are happening that could give people comfort on the greenwashing issue. I mean, how bad is greenwashing? I mean, Karen, you said you're spending time looking at data sources at Bridgewater. How do you deal with the greenwashing charges or the woke-washing charges?

Karen Karniol-Tambour: (18:29)
Hey, now, I think this is a very normal part of the development of an ecosystem, which is, you get an interest. Investors say, "I'm interested in this topic. I'd like to know about this topic." And then a whole industry has to line up behind that to try to meet those needs and be able to fulfill those needs. And what's happened in this area is there's this for barrage of data. I mean, you can literally be buried under a mountain of data that providers will tell you is ESG-related. And right now it takes a lot of work to figure out what here's relevant, what here's not relevant. Why am I even looking at this series? Does just have anything to do with impact on the world or evaluation of a company. And a lot of hard is required to basically say, "What are your goals? What are you trying to do?"

Karen Karniol-Tambour: (19:14)
I mean, for us, I thought about it like any other investment challenge that we've had for many years, which is, it's also not easy to say what do you think the U.S. economy or the Chinese economy will do tomorrow? There's lots of data out there and it's messy and part of the reason that you have investment professionals is to help sort that out and have a process that's fundamental, that's systematic, that helps figure that out. And we really emphasize systemization and diversification with the idea that you have to be able to move past someone's personal opinion on ESG issues, something that feels good and measure it as objectively as possible. And diversification in terms of, if I triangulate a bunch of different reads, I feel a lot better, then I'm on the right track than if I just have one data point pointing in that direction.

Karen Karniol-Tambour: (19:58)
And so when you look at the industry now, there are a lot of products called ESG that actually do very little, they look almost identical to the index they're matching. In fact, many of them say, "Our goal is to deviate as little as possible from the index and still be ESG." That's obviously going to change. Investors are going to raise the bar and say, "That's not what we want. It was a way to get started." And at the same time, the data providers are going to catch on and there'll be standards and governments hopefully will play their role in starting to mandate certain amount of disclosures and accounting standards and so on just like the process of having accounting standards in the United States has made a huge global difference in how hard it is to assess whether or not everything is going as you'd expect in a company. That's probably going to develop and make it in 10 years a lot easier to both sort out the data, understand what are the relevant questions to answer, and be able to do this in a rigorous way.

Gillian Tett: (20:50)
Right. Tina, I can see you smiling when Karen said about trying to produce things that seem right close to the index, because basically it's recycling a lot of regular data.

Tina Byles Williams: (21:00)
Well, first of all, I love the term, woke-washing. I told you I'll steal it. I'll steal, but... Look, this is an industry that as we just said has had explosive growth. And with any sector as it gets to maturation, there's a weeding out and standards are established, then there's a weeding out of the wheat versus its shape, so to speak. And so we are in that phase. I saw a study for example where a significant majority, a significant number of firms that are PRI signatories clearly said, "Well, we just did it to gather some assets." So there is going to be a lot of that going on but I do think that as standards still develop, as the SEC completes its work that we're all waiting on by the end of the year, there will be some greater discernment.

Tina Byles Williams: (22:11)
And certainly in the woke-washing and category, because of the events of last summer, you see a lot of folks purport to address that. And I think quite frankly, the racial disparity gap and gender disparity gap is so wide. We welcome all new converts. But I do think, look, we are in the investment industry where track record matters. And so many years ago I invested in a pension fund, and what I would look for is a track record. Did the firm or the principles of the firm evidence any sort of track record in driving change and driving value from those factors in their prior lives? And if they didn't, we welcome all newcomers, but I think what I'm hearing from investors it's a clear ability and a desire to identify those who have been on the threshing floor, if you will, in driving change.

Gillian Tett: (23:46)
Lee, I can see you wanted to come in here.

Les Brun: (23:52)
I think it's really interesting that we're always looking as investors, we're always looking for some arbitrage. We're just looking for a place where we have some asymmetrical informational advantage or something, or rather, that allows us to identify a spot where we can intermediate our capital and drive a better outcome than would otherwise be the case. And it happens to be that ESG is the new flavor of the day. It's been a flavor for quite a while and it becomes more institutionalized as each day goes by, and it will have its naysayers. It will have those who look at it and suggest that it's temporary or it's driven by something other than financial return. But at the end of the day we're all living off what we make and so if we don't make it sooner or later we won't have the raw material required to try to make it right.

Les Brun: (24:41)
Unless we can drive return as the first order of the day in any of these activities and have the other benefits be corollary, then we're just wasting our breath in many respects. And I do believe that first movers, and even though the ESG topic, investing topic has been around for a few years now, we're still first movers because it hasn't been fully embraced. And yet that embracing will be drew driven by the folks who control the capital as it's currently being driven. The index funds certainly demand some ESG philosophy if not policy of all of the investments that they have. Others will continue to do likewise and so at the end of the day, this is an opportunity that we either grab the bull by the horns on or go find someplace else to play in somebody else's sandbox.

Gillian Tett: (25:30)
Yeah, well, certainly a number of people, financial veterans draw parallels between ESG and say what happened in the early years of leverage finance in the sense that you get the proliferation of labels, a lot of apposity, a lot of category confusion. And some people, as you say, arbitraging information gaps are doing very well, and then gradually hopefully the industry matures and grows up. But, Gareth, you were saying that you think machine learning and other innovations can help tackle the data issues? I mean, tell us what you mean by that.

Gareth Shepherd: (25:59)
Yeah. I think it will help because it's a chess game, some of this stuff. Let's take greenwashing, specifically. Right now, corporate treasuries and CFOs have figured out that if you can window-dress some of your ESG characteristics at your big public-listed corporation, that you'll get increased investor flows. And just as a quicker aside, because I just saw this this morning from a McKinsey study in 2020, they find that companies that have a high ESG rating have a 10% lower cost of capital, so CFOs are all over that. That is a real number to them because it influences in a competitive sense what it is they can invest in. If you can get 10% lower cost of capital you're going to do it.

Gareth Shepherd: (26:53)
Back to greenwashing, it's very tempting just as management teams might want to manipulate their earnings and you need to forensically look through that as great investment managers as will. Similarly, you need to look across the whole spectrum of ESG and figure out if corporate teams are playing with things. And very, very interestingly, there is some data to show that companies that have a plethora of ESG policies, for instance, actually underperform because they're focused too much on the window dressing than they are on the reality.

Gareth Shepherd: (27:29)
Back to your question, machines are great at this. It's a chess game and machines kill at chess. And so we employ machine learning in a big way to tease through some of these problems. And it will get us past this greenwashing phase, which by the way is a sign of success. Why do people greenwash? Because it brings investor flows and because ultimately it brings value. So it's in a sense it's a necessary evil along the path to enlightenment, and in machine learning to be very specific, not only can it help in teasing through the mundaneness of filings and corporate footnotes, et cetera, but then it can go to the next step.

Gareth Shepherd: (28:11)
Why don't we know precisely what the contribution is of ESG data and ESG factors? Why don't we know precisely the contribution of that to your investment performance, both returns and volatility, that can be explicit. Explainable AI tools can make... Another example, why do we say, well, supply chains are important and leave it at that. It's because, why not use technology to weave through that web, to crawl through that data?

Gareth Shepherd: (28:44)
Another final point because there's so many advantages, but another real problem right now for any folks in the room in the investment management space is, ESG data, let's say you have 3000 data points on a company, to be real practical. You've got Disney. That was a company that Dan Loeb spoke about this morning. There are 3000 ESG data points about that company, what are you going to do with that? How do you figure out what's the signal and what's the noise?

Gareth Shepherd: (29:15)
And machine learning again is very good at conditioning that, what industry, what material, what geography are we playing in, and how do we impute missing values, which is really boring and really technical, but there are ways that machines can help figure out what's the best estimate of a missing value and fill in some of the gaps. And then you've got some information to play with. This is all technical real stuff. This is not ESG is great and you can be good and do well, this is actually just drilling for value in the data and it's there for those that are working hard to get it. Sorry for the long answer but that was a bit-

Gillian Tett: (29:55)
No, it's fascinating, because, I mean, as Lee says, us investing is all about information arbitrage. And the one thing that's clear about ESG right now is it is an incredibly murky, murky complex world with numerous data points where so much rests on the ratings and the ratings are if not untested often incomplete. It reminds me a lot in many ways of what was happening in the mortgage and securitization world pre-2008. We're so much resting on the ratings and because of all the apposity and yet out of apposity comes amazing opportunity as well. But I'm curious, Faheen. I mean, tell me what you make of it from J.P. Mortgage's perspective.

Faheen Allibhoy: (30:35)
Yeah. Now, I think I fully agree with the panel that we're on this journey and I think we're coming from the perspective of risk mitigation, but we're moving towards much more intentional, what is the impact? What is the outcome? We're moving from corporate level data to say, "I'm this corporate. I have a sustainability framework. This is my ESG report," at the end of the year, to getting down to the instrument level, to actually following the money, looking at use of proceeds. If someone raises a bond or raises a financing, can there be intentionality to say, "This is going to fund this expansion of a certain project," a project and infrastructure piece and then track it.

Faheen Allibhoy: (31:22)
I think this naysayer world wants more disclosure, wants more data, but then is going to move away from getting to be at the company level but to be at the instrument level, to be at the project level, and then to demand for outputs and outcomes, not just where is the money going. For example, it won't be good enough to say I spent half a billion dollars on the solar farm, we're going to say, how many megawats of energy did that create? How many households did that connect? Was it provided to rule households that didn't have access to electricity before, or how did that change the energy mix in a certain country? I think that's the level of data that the industry is going to demand to be satisfied that some of these things that are being done really do have the impact that people are paying to have.

Faheen Allibhoy: (32:19)
Right. So getting much more granular, much more microlevel, much more demanding, frankly, much high levels of transparency. But at the same time there's a collision of trying to be standardized because you can't get too bespoke. I think these two worlds are colliding needing that very granular data, which I think you can have, and we have so much technology and AI to help us with but at the same time to say, "What are standards and metrics that we can all understand and apply?" Because we can't be all doing our own thing at the same time.

Gillian Tett: (32:52)
I mean, do you on the panel all think that adopting this lens and these tools produces outperformance? I mean, is it possible, do you think, to justify ESG today on the basis that it's going to give you a big investment edge? Tina, you are nodding enthusiastically.

Tina Byles Williams: (33:10)
Yes. I mean, that's actually when we sell our wares, so to speak, or more better said, go to prospective clients that's what we say. And, again, we've been doing it for 25 years so we actually have a track record to back it. I will also note that if you... It tends to take you to larger and growthier stock. And so I think what needs to happen, and everyone has said it, is to have better, more granular data to dissect that. But I truly believe if the world has to move to a more sustainable place, then those factors is that measure that movement will outperform.

Gillian Tett: (34:06)
Karen, do you see that from-

Karen Karniol-Tambour: (34:08)
And then when you get the specifics, it feels totally intuitive and obvious to people that you'd have to look at these issues. And so if I tell an investor that I'm thinking about how the Fed is going to make decisions they're going to say, "Of course you have to do that. Of course that's what you're here for." But guess what? The Fed is telling you, "We care about the quality of employment, how it affects different communities. We're going to think about these issues in deciding how to set monetary policy." If I tell an investor I'm looking at things like whether or not the government is going to spend money, they would say, "Of course, you're supposed to be doing that." But then I would say, "Well, look at Biden's plan. Many of them are about combating climate change, affecting inequality." That just is actually what's happening in the world so if you want to study the world, that's what you're going to see.

Karen Karniol-Tambour: (34:50)
And I'll give you the more obvious one, which is, there's no real serious investor looking at anything in any commodity sector not thinking what's the supply and demand for this commodity going to be like in 10 years, they have to consider questions like, will oil be phased out? How am I going to know? Will my commodity be a piece of making electric vehicles? That's going to radically affect the demand. And so to me when you're actually in it doing investment analysis you want to be thinking about the pertinent issues that are obvious, and when you look at how the world's changed, the last decade, something extreme has happened and that social environmental concerns have just clearly become more pertinent to how the world is being run and managed.

Gillian Tett: (35:32)
Right? Gareth and Lee, do you have views on outperformance, at all?

Les Brun: (35:38)
I think there is outperformance and I think it will continue to manifest itself. And I take the point that Faheen and Karen have made, and Gareth really started it, around the data. Because as you can continue to drill down through the data and get more granular and find those elements of arbitrage that really move performance, you'll continue to see that outperformance. And what's interesting and fascinating to me is the connectivity at that point with the data between the E, the S, and the G, they all converge when you drill down through the data.

Les Brun: (36:10)
For example, and this is awfully simplistic, but if you think about the environmental aspect of having your workers closer to your productive facilities, does that improve performance if it diminishes your cost of getting your goods to market? Does it improve the social benefit of having your workers have a better life because they're closer to where they're working? You can go down and drill through the data and find those real elements of arbitrage that are unexploited, that can really affect and drive that outperformance.

Gillian Tett: (36:44)
Interesting. Have you seen that as well, Gareth?

Gareth Shepherd: (36:48)
Yes. But I hesitate because, of course if it was as easy as buying the ratings, the ESG scores, if that was the story then markets are going to look through that and arbitrage that away. We need to be in order to bring everyone into the tent, why don't we be realistic and talk about the fact that if there was easy ways to outperform the market, very quickly public markets will figure that out as they should. If we're talking about price discovery on companies who their ESG qualities are underappreciated, that's where it gets interesting. Finding not just a great company that is recycling 1% more but maybe an industrial mid-American company where they're improving their environmental footprint, their social relations are getting better, their employees are turning over less, they're stronger sentiment, et cetera, all of these really important things, that company which is trending in ESG has a much better prospect not only of outperforming it's sector peers, but actually of having a bigger impact on the environment and the society because they're coming from a place in the middle, not a place right at the edge.

Gareth Shepherd: (38:08)
We're much more interested in finding those stories. And that means looking way beyond the headline ratings, and that means treating ESG as an alternate data source and bringing some science to it. And again, the question you asked, Gillian, is exactly the right question and investment managers should be able to say, "But for ESG data, here are our returns." Meaning, if we run our entire investment process and take out our ESG factors and data, what are the residual returns? How much better are they with that data? And that should be part of the conversation. It shouldn't be, we just think it's great.

Gillian Tett: (38:50)
I mean, it also means looking at the rise of activists because certainly when I first started in financial journalism, activist was something associated with barbarians at the gate, a lot of profit-hungry, greed-is-good kind of activists. Now, activists seem to be more driven by ESG goals often. I mean, we've all seen what happened with ESG number one. Are you expecting a lot more activism to occur on the ESG side in the coming year? And do you welcome that? Do you think it's helpful or not?

Gareth Shepherd: (39:23)
There's activism on all levels, though. This is why this is the future of investing. Because you're a management team at a company, you've got your employees talking about this as a core value of this, especially millennials. You have your investors asking you what it is you're doing in this space. The regulator is treating you according to how you are perceived in the market, and then your customers are demanding it from you. That is enough constraints around corporations to ensure that they're going in this direction so the activism is a 360.

Karen Karniol-Tambour: (40:04)
I think the activism is probably the most intelligent backlash I'd heard against ESG. Is whether nerdy investors will just figure it out you don't have anything important to do anymore. And it misses that these things are very much connected. It's always an easy excuse for governments to say, "Well, I can't do anything on this issue. My companies are all against it. I'm being lobbied against it. I couldn't. Possibly it's going to destroy my economy." And so companies being pushed by activists to say, "These are the preparations you need to make. This is the future we're going towards." That has this positive feedback loop up with governments and their role is extremely important as a part of that. So I agree activism at all levels, the company part and the investor's role in that being extremely important and actually getting change.

Gillian Tett: (40:47)
Right. I can see that both Lee and Faheen were nodding pertinently.

Faheen Allibhoy: (40:49)
I mean, I think some of the activism we have seen especially around climate in the past 10 years have almost become institutionalized. The fact that we've had a 20, 30 climate goal, the fact that people are making net zero commitments, that's already translated into companies wanting to say, "We're in lockstep with the trends of the time and we're part of this institutional movement and framework towards improving environmentally. And then I would really second the fact that I think activism doesn't come from people with placards on the street, it's really coming from employees, stakeholders, communities around.

Faheen Allibhoy: (41:29)
I mean, if you think of the typical company town in the U.S. or somewhere else, those companies have provided healthcare, social services, there's a clinic. There's always been that sense that we have to take care of more than just the manufacturing process because the people who are part of it and live around it are also important. So I think it's coming from different ways and is becoming institutionalized and then will be part of our regulatory frameworks.

Gillian Tett: (41:54)
Right? Well, I often joke, I think we're seeing the rise of the activist accountants because I used to think it would be tie-dye wearing climate change protestors who chain themselves, the bulldozers who change the world, now, I think it's going to be the accountants when they start actually doing green accounting. But, Lee.

Les Brun: (42:09)
But I think to your point about the fact that activists are interested is the ultimate affirmation that there is alpha to be had in investing in ESG. Because in theory if you think about it, the notion of the activist, and everyone would accept this as a general supposition, is that they see an opportunity that's being missed. They see an opportunity to generate investment return that's being otherwise ignored by whoever else is looking at this. And so their presence alone effectively legitimizes ESG investing in the ability of ESG investment to generate alpha.

Gillian Tett: (42:47)
Right. Who knew that accounting and investment management could be so exciting? But, Tina, last word, you got 10 seconds, 20 seconds.

Tina Byles Williams: (42:55)
Oh. Well, my last word is I agree with everything that has been said. I mean, I do think though that, and this is perhaps unpopular in this rate milieu, but that there is a role for government interaction. I mean, if you look at the studies that look at the delta, if you will, between intentions and execution, where is that delta small? Things like avoiding corruption through fact and workplace and occupational safety where there's been lots of time and government regulation. Where is the delta big, where there's been light or no regulation. You have lots of business groups that have done a great job in providing standards and best practices but there's no enforcement.

Gillian Tett: (44:04)
Right. Well, I'd say it's a very interesting moment in history. I never thought I'd see the time when what people like Greenpeace are doing would collide with a world of arbitrage, delta, accounting and things like that. But it is indeed, as they say, it's genuine, it's serious. It's a very significant shift in the financial landscape. For all of you who are engaged in ESG, not eye-roll, sneer, and groan, but environmental, social and governance, I wish you the very best of luck in charting this new course over the next year. I'm sure it's going to be a very busy one. And thank you very much indeed for your time. Thank you.

From Boom to Bust: The Rapid Acceleration of Dislocation | #SALTNY

From Boom to Bust: The Rapid Acceleration of Dislocation with Marc Lasry, Chairman, Chief Executive Officer & Co-Founder, Avenue Capital. Pat Dyson, Partner, GoldenTree.

Moderated by Nicholas Millikan, Managing Director, CAIS IQ, CAIS.

PRESENTED BY

 

Powered by RedCircle

 

SPEAKERS

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Marc Lasry

Chairman, Chief Executive Officer & Co-Founder

Avenue Capital

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Patrick Dyson

Partner & Global Head of Telecom

GoldenTree Asset Management

 

MODERATOR

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Nicholas Millikan

Managing Director, CAIS IQ

CAIS

 

TIMESTAMPS

EPISODE TRANSCRIPT

Nicholas Millikan: (00:08)
Day two, everybody. It's good to see everyone here. Thanks for coming back so early. So today, we're going to be discussing The Boom to Bust: The Rapid Acceleration of Dislocation Within Markets. My name is Nicholas Millikan. I'm managing director of investment strategy at CAIS, an alternative investment platform that brings alternate investment solutions to the independent wealth management channel. So if you want to hear more about what we do, we're right at the front of the door here. So today I'm joined by Pat Dyson, partner and global head of Telecom and member of the distress committee at Golden Tree. And then Marc Lasry, the Chairman, CEO, and co-founder of Avenue Capital. So, gentlemen, thanks for joining me this morning. How are things?

Pat Dyson: (00:51)
Good to be here. Lots to do in distressed.

Nicholas Millikan: (00:55)
Absolutely. So Mark, back to office plans, how are things going so far?

Marc Lasry: (01:01)
I think it's actually going pretty well, I think. We've told people they should be back. I'd say the vast majority of our firm is. Some folks still, people who have kids, but our view is you should be in the office. If you've got issues, we're happy to deal with them and help you deal with them. But to get investment ideas, to do the things we're doing, I think you got to be in the office. And so, so far so good. I think everything's been pretty good. I would say everybody in our office is vaccinated, so it hasn't really been an issue for us.

Nicholas Millikan: (01:37)
What about globally? Because you have global offices, is that the same?

Marc Lasry: (01:40)
It's harder. It's harder because, I would tell you in Asia, in Hong Kong, I can't even go there. I used to go there at least twice a year, now to go, you've got a quarantine for 14 days, so you're not going to go. So there's less travel, much more Zoom. So here, at least you're traveling within the United States, that's fine. But I would say globally, it's gotten a lot harder people are going into the office, but I think the travel between regions. Europe is different, you can do that. I would just tell you Asia as much harder.

Nicholas Millikan: (02:14)
What about you Pat, what's the deal over at Golden Tree?

Pat Dyson: (02:17)
I would say pretty similar to what Mark said. We were, if I think back to when we went fully back into the office would be around Labor Day of last year. And we've been largely back since that point in time, I guess with certain exceptions. But we certainly value the collaboration that occurs by being in the office. We also have an office down in Palm Beach where we were able to have that collaboration during the height of the COVID pandemic, which certainly helped us. And then as I think about London, London's been slower, but now we're largely fully back to office in London as well. So from our perspective, we really think that being in the office is of paramount importance to promote the collaboration and just the daily interaction. And then ultimately when you think about fostering a culture, you could probably get away with the work from home stuff for a shorter period of time. But as you think about bringing people up into the culture, it's really challenging if you're not in the office and seeing them face to face.

Nicholas Millikan: (03:32)
We were about that earlier, especially with the pace of hiring in financial services has been pretty resilient through the pandemic. So today we're going to discuss the pandemic impact on distress. It was obviously a big focus of last year and then relate that back to the global financial crisis and then look at the opportunities going forward. So if we were sitting here this time last year, people were talking about estimating the peak default rates 10% to 15%, I think it was September, they peaked at 5% in 2020. So what happened, Mark, maybe we start with you, last year, what did you see?

Marc Lasry: (04:05)
The Fed screwed us, it was horrible. They decided to come in and save the country. But it literally was the... I think for us, really what we focus on is when there's a lack of liquidity. You're providing liquidity, you're coming in and you're able to do things because there's issues, people have problems. The Fed came in and provided massive liquidity, and that massive amount of liquidity ended up being great for the country and great for companies so that you were just going to have lower default rates. And I think what it's done is, at least for firms like ours, the opportunity to buy bonds maybe a 20 cents is gone, but the opportunity to lend money between 10 and 15 or to do structure deals, that's turned out to be great. So you've got a ton of those opportunities. But I think ultimately the end day, everywhere around the world, it's just this huge amount of liquidity that's come in. So that's good. The bad part is for companies that can't access that liquidity, they've got to come to us and that's when we can come in and dictate terms.

Nicholas Millikan: (05:29)
So Pat, did you see the same things?

Pat Dyson: (05:31)
Yeah. If you think about comparing '08, '09 to last year's crisis, so the widest the market got in '08, '09 was north of 2,000 on a spread to worse basis. Last year, we got just above 1,000. Then if you think about the period of time at which the market was north of 100 basis points spread to worst in '08, '09, it was around 11 or 12 weeks, last year it was three weeks. And to Mark's point, that was the Fed. And if you rewind to '08, '09, it was a bit unprecedented. You didn't know what the Fed was going to do, you didn't know what the moves they were going to make. I think this time around there was some expectation that you would see the Fed step in, and then they stepped in obviously very swiftly. And to Mark's point, that took the opportunity set or the broader opportunity set away.

Pat Dyson: (06:26)
Our takeaway from that is that you really have to be in the market because you don't know how long that dislocation is going to exist. And if you think about some of the elements of post the '08, '09 crisis is that the dislocations are shorter, whether it's in 2011 or '15, '16, or certainly last year. So trying to time the market and waiting for this big bang and distressed is super tricky. So you have to be around the market and be able to move very quickly across the opportunities when they present themselves because you don't know how fleeting it's going to be.

Nicholas Millikan: (07:05)
Well, on that point, exactly right. The financial crisis in the markets anyway it took about 12 months for them to go from top to bottom, it was 12 days during the pandemic. And he was talking about the distress cycle, have you seen that accelerate as well?

Pat Dyson: (07:18)
The distress cycle?

Nicholas Millikan: (07:19)
Yeah, with the restructurings and the activity around distress deals has that accelerated as well?

Pat Dyson: (07:24)
Meaning the actual time that a deal-

Nicholas Millikan: (07:25)
Yeah.

Pat Dyson: (07:26)
No, not really. I think that if you think about from the genesis of an investment through the process, has that process necessarily sped up? Short answer is no. you still have to go through the courts, to go through the process of that, if that is in fact what you're asking. So from a process perspective, no haven't seen it speed up necessarily. And if we think about distress for control investments, these are investments that are going to be in the one to three year type of period that matches up with the capital that we have deployed to distressed.

Marc Lasry: (08:04)
I think it's taking longer actually.

Nicholas Millikan: (08:06)
No, go ahead.

Marc Lasry: (08:06)
No, I think it's taking longer because what's happened is there's more fighting. In these processes today, you're going to court but you'd have to have Zoom court meeting everything just took a little bit longer. And that was good and bad because the good part for companies is maybe they were able to access capital, the bad part is maybe things, just because it took longer, they didn't have that capital. So it was very different. I think the biggest point is the fact that you've got to be in the market. I wish I can tell you when it started and things started going down we started buying, but we know how long it was going to last. And you get nervous. And literally you had that three week, four week period before the Fed stepped in. You didn't know the Fed was going to come in as strongly as they did. So you're trying to be careful and you're trying to invest. What we should have done was just put all our money to work in those three weeks. I wish somebody had called and told me, but I'm good.

Nicholas Millikan: (09:19)
So on that, putting money to work, we saw a lot of people come out with pretty big target fundraisers. Can you talk a little bit about the sizing opportunity of last year and maybe the frequency with which you need to access these opportunities?

Pat Dyson: (09:34)
Look, as those funds that were looking to raise capital to take advantage of the COVID dislocation probably weren't able to deploy the capital, as Mark is alluding to. From our perspective, we viewed distressed as an evergreen opportunity set. And as we think about that opportunity set, the size of the overall leverage finance market has exploded in size to over $3 trillion today. And we think that that's a very broad opportunity set to be able to deploy capital against. As we think about it, Golden Tree, the sizing of our funds, we purposely size our funds at a level that allows us to certainly play large cap names, but maybe most importantly allows us to get into the mid cap and small account names.

Pat Dyson: (10:20)
And then those names can really drive performance. So the size of the fund I think is important because, as we talked about earlier, the swiftness of these dislocations. And then also even today there continues to be disruptions within the market even though the overall health of the market is very strong. But to be able to get into some of these mid cap names and have those mid cap names really drive performance is important. So that's how we think about it from a sizing of our funds perspective.

Nicholas Millikan: (10:51)
And so what about you mark, do you think about it in a similar way?

Marc Lasry: (10:53)
No, we do. I think what has changed though, if you think back to different cycles, there was more large cap opportunities, you just had bigger companies, so you'd want to have a larger fund. I think today what you have is you have small cap, mid cap, large cap, but to take advantage of the small and mid cap size, you can't be that large because otherwise you're not going to have a small and mid cap opportunity is not really going to have an effect.

Marc Lasry: (11:27)
So I think for anybody who wants to do really well, you want to try to have a fund that's somewhere between $500 million to $2 billion because then you can take advantage of everything. I think that's where the market has changed. I think trying to do... Folks who raised a lot of money, I'd be surprised if they were able to put it to work. I think what everybody is doing now is doing much more on the private lending side. We'll find our deals and Golden Tree will find their deals, everybody will find different deals. But it's what can you charge today? And then the real opportunities to create real value are going to be in the small and mid cap.

Nicholas Millikan: (12:08)
Interesting. So when we talk to financial advisors in our business, a lot of them just say, "Well, have I missed the opportunity?" And Pat, you touched on this, that there's always distress. Can you tease that out a little bit and talk about what drives distress irrespective of what's happening in the broader markets?

Pat Dyson: (12:25)
So the theme would be that there's always things to do in the market. And going back to my earlier point about the size of the market. So it's a huge market. Today, the percentage of the market that is distressed is not that significant, but there's still things to do out there. And if you think about... First, if we live in a world, so it's $3 trillion in size, leverage has been creeping up, firstly lien leverage is at all time highs, and we don't always exist in a world of the most stellar management teams as well. So that in and of itself can breed opportunities. And then when you think about particular sectors, there's sectors that are continuing to experience ongoing disruptions, whether it's telecom, from a competitive perspective and the CAPEX intensity or media, as you think about it, how all of us digest media today and how different that is to several years ago, energy, obviously retail, amongst others.

Pat Dyson: (13:23)
So there's a number of industries that continue to be disrupted, to Mark's point and my earlier comment, being able to get to these mid cap names is important. And then even when you think about thinking about say telecom, for example, two of the top 10 largest defaults in the history of high yield happened within the last 18 months, Frontier and Intelsat, and they had nothing to do with COVID. So those types of opportunities sets can arise. And as we think about it, from a geographical perspective, we're deploying capital in North America and Europe and selectively in the EM. So we feel really good about the ability to deploy capital in benign environments. And then final point I'll make, if you just go back, and proof's in the pudding, if you go back and look at the history of our deployment of capital over the last 10, 11 years, it's been super steady. And if you think about what we did in '16, '17, '18, '19 in reasonably benign environments, we're always finding things to do. Obviously last year, it spiked up. But we're confident we're going to get our shots.

Nicholas Millikan: (14:30)
So Mark, we spoke a lot last year and you kept our clients very well-informed what was going on. We talked about Intelsat, we talked about Hertz, and Avis. Can you talk about that example where they've got similar businesses in Hertz and Avis but one survived one didn't? Can you talk about what drives that?

Marc Lasry: (14:45)
I think part of it, it's hard for a satellite company to get COVID.

Nicholas Millikan: (14:52)
Definitely difficult.

Marc Lasry: (14:53)
You never know. They'll come out and say, satellites are now COVID free. But I think when you look at this, why did a company file? The real reason companies filed is it was really how much liquidity they had. So Hertz at the time was fully drawn on their credit facility. So all of a sudden COVID comes, nobody's renting a car, you've got huge losses, and you're already borrowed as much as you can so you can't really do anything. Whereas Avis had a line that they could draw.

Marc Lasry: (15:32)
So the whole key in the beginning of this was how much liquidity did you have? So a simple industry was really, if you take a look at the shipping industry, Carnival Cruise, are people going on cruises? How many people went on a cruise last year? You can all take your time, raise your hand. So just think of that, how many people went on a cruise and yet that industry because they had all this asset value on these cruise ships was able to borrow money and could borrow. And in the beginning they were borrowing, what was the first deal? I think around like 12%. And now they're borrowing around five or six and you guys still haven't gone on a cruise. But the market is saying it's all coming back and they are the access to that liquidity. And that's really what's changed. If you have access to liquidity, you're going to survive, you're going to do well, if you didn't have access to liquidity, you're filing.

Marc Lasry: (16:42)
And that's why Hertz and a number of other companies went under. But today, I would tell you the vast majority of companies have access to liquidity and also the rates are so low. We're charging, I would say 8% to 12%, I assume you guys are doing the same. Don't tell me you're charging five then you're going to undercut and now I got to go charge the less. But if you think about it, we're all charging roughly the same. And that's because look, if you can borrow at 1%, you're not coming to us to do a deal. So the only people we're talking to are the folks where there's issues and we'll structure a deal to make sure that we're fine. It's a need for liquidity.

Nicholas Millikan: (17:29)
I think a SALT 2022 should be in a cruise line. I think it's certainly an opportunity.

Marc Lasry: (17:33)
We should tell Anthony.

Nicholas Millikan: (17:34)
I'll tell him backstage after this.

Marc Lasry: (17:35)
Oh yeah.

Nicholas Millikan: (17:36)
So have we essentially just kicked the can down the road then, with the Fed coming in as aggressively as they had? Are we bowling up a massive distressed event in the next few years here?

Marc Lasry: (17:47)
I think you are. But the reason think you are is just, how much longer can you keep lending money at zero? So our deficit keeps going up, the amount of money the government is paying on rates just on interest alone is pretty low. If that starts moving up, we're going to have real issues. But again I can't print money. So when you can print money and you can keep borrowing, it's great and people still want to have treasuries. But whether the day of reckoning is five years from now or next year, five years, 20 years, I have no idea, but it will.

Marc Lasry: (18:25)
Sooner or later you just can't keep borrowing as much as we're borrowing. But for right now, I think the Fed and the government have done the right thing, which is you had to restart the economy, you had to provide that liquidity. But there is a real cost to that. I mean the amount of money that's been borrowed in the last... You've got a $3.5 trillion deal today, you've had trillions of dollars have already gone out. It is huge dollars that are being spent and hopefully the economy will be able to repay that.

Nicholas Millikan: (18:55)
Pat, you have you thoughts there?

Pat Dyson: (18:57)
Yeah. I would agree, if you just... Again, the timing is very difficult to discern, but there's stuff that's going on in the market today. And we see it at Golden Tree because we're not just focusing on distress, but we have a broader credit platform. So we're looking at all the new issuance that's coming today, both from loans and bonds, and there's some very aggressive things that are happening. And statistically, again, if you look at the market, leverage is at near all time highs in the market, first lien leverage is at all time highs, what does that mean on the back end? That means that recovery rates for loans is going to be lower, which means potential technical selling around CLOs.

Pat Dyson: (19:38)
The magnitude of low quality issuance defined as B or CCC, if you were to annualize the year to date so far, we would end up having the largest aggregated low quality issuance year ever this year. So all these things are telltale signs that, we're doing some things that you probably shouldn't be doing. And at Golden Tree, we're spending time on a lot of these new issuances, not necessarily playing them, but we're building a database of the names, when some of them inevitably do run into stress or distress.

Pat Dyson: (20:13)
And then final point, which I thought was a bit of an interesting nugget. When you think about obviously the market is talking about default rates being really low, which they are, they're going to be this year. But the lowest default rate year ever was 2007. And then you then had '08 and '09, which was the largest distress cycle ever. So the answer is yes, it's coming. The question is when, and I don't know. But that goes back to my earlier point, you got to be in the market because you don't know when it's necessarily going to happen. But it will happen certainly within the next several years, what would be our view?

Nicholas Millikan: (20:52)
So if we're looking 12 to 24 months out, if we stay in a low default rate and a high growth rate, a high growth in the economy, what happens? What is the opportunity set?

Pat Dyson: (21:03)
I'll echo. And I'll go first, Mark can follow up. And I'll echo just some of the points you're saying. Again, there's, going back and thinking about particular industries or dislocations that may occur in some of these more complex situations. We were very active in Puerto Rico, for example, which is very complex, 20 different issuers, we've been very active in a company called Digicell, which is the EM company with eight different bond issuing boxes. Complexity can breed opportunity. Having these complex situations, once you're in them, they can be a real barrier to entry from others being involved because you can't just open up a page and understand, it takes a lot of time. And the technical dislocations from a trading perspective can be very attractive. But again, when you look underneath the hood at a number of these sectors, energy, retail, telecom, media, healthcare, I would throw in there even financials to some degree, there's dislocation and disruption that is occurring that we think is going to provide opportunities, again, regardless of what happens broadly in the market.

Nicholas Millikan: (22:16)
Mark, any thoughts?

Marc Lasry: (22:18)
Look, everybody always goes, "Well, how are you able to make money when everything is going so great?" It's actually really simple. There's a lot of knuckleheads out there, there are, these companies. I wish every company was great, I wish everything was always perfect, I wish things weren't so complicated, but they are. And the more complicated it is, the better it is for us. Your ease of capital means that people are borrowing money that shouldn't, and they're doing things and they're getting money for things they shouldn't. All I can tell you is there's hundreds of deals that we pass on. I'm sure there's hundreds of deals that Pat is passing on. All I do when I look at those deals that go, "Oh, great." Whether that's a year or two or three years, I know that company is going to have a problem.

Marc Lasry: (23:19)
Look, if you can borrow at 50 bips today or 1% or 2% you should. How many people have bought houses and the reason is you're able to borrow money? So that's why that market is going through what... I think people just assume when everything is great it's going to be great for a while. It's funny, when things are going well, nobody thinks it's going end, but when things are bad, nobody thinks it's ever going to turn. I had an investor who I would say, "Well, look what we try to do is buy things at 60 cents." And he goes, "Why not 50?" I was like, "Okay, that's a good idea, sure." And then if I said 50 why not 40?. It's, that's the market. It's not like I make stuff up.

Marc Lasry: (24:16)
So I think for all of us, we know there's going to be issues and there are issues today, and we're all investing in that. Now, is there a 10% default rate? No. So I would assume the same thing for Golden Tree and for Pat. It's are we working harder today? Yes. Because you're trying to find different deals, you're looking at different companies. Whereas when there's a 10% default rate, you're just overwhelmed by the amount of paper and there you're picking and choosing. So I think there are always problems, and ultimately our goal is to invest while there's those problems and wait for there to be a lot. And it will always come, it's a question of when. And whether that's a year from now or five years from now, I can't tell you. What I do have is I do have faith that there are a lot of people who are making huge mistakes.

Nicholas Millikan: (25:20)
So if we look at the current crisis of the dislocation of last year, it was really driven by a health crisis. But we look back to the global financial crisis, that was a financial crisis. So is there a difference in the type of distress that you have seen in the last 18 months compared to 10 years ago?

Pat Dyson: (25:38)
Short answer would be no. As I think about it, obviously the characteristics of this time around was there was more fleeting in a lot of ways. But if you think about the impact to the economy was more pronounced this time around as compared to '08, '09, whether it's unemployment or hit the GDP within that particular period. The market dislocation was less. Was everything sold in March last year? Yeah. Which is consistent with what happened in '08, '09. You didn't have the first lien sell off that occurred in '08, '09, you didn't have the leverage more broadly across the system that you had in '08, '09. But you did have situations where there were leveraged issues, notably in the RMBS market.

Pat Dyson: (26:35)
And then there were certainly, as Mark alluded to, more COVID impacted industries, whether it's Hertz or cruise lines, where, yeah, there was a bit more of a specific issue there. But broadly, and that's frankly where some of the opportunities arose, everything was sold. I alluded to Frontier earlier, Frontier was sold, but actually it was going to be a beneficiary because of the work from home environment and the need for broadband. All of retail was sold. And we invested in Jo-Ann Stores, which is a fabrics and crafts company that was actually going to be a net beneficiary and was allowed to remain open because they sell fabrics to make masks and there was also the desire to stay home and do crafts. So you had to winnow through all of that in a quick period of time, but there were certainly some winners and losers as there always is in these distress cycles. But I would say the biggest characteristic of it was the fleeting nature of the crisis as compared to '08, '09.

Nicholas Millikan: (27:45)
Any observations there Mark?

Marc Lasry: (27:45)
No, I feel it was the same. The big difference was I think in '08, '09 you were worried your financial institutions were going to go under. So that gave you more of a worry. So I would have told you in '08, '09 I was worried that this was the system of state around. Today, I wasn't worried about the system, I knew the system was fine. I just didn't know how long it would last. I was totally wrong, I thought COVID, after a couple of weeks when we all shut down I thought everything will be fine, I was so wrong. Thought that summer's coming, it'll be fabulous everybody will be ready. So I think for us, we got to invest in we did well. But I wasn't worried about survival, whereas in '08, '09 I was worried about, would we be around?

Nicholas Millikan: (28:43)
So there were a couple of things happening, so we just touched on the distress cycle. Have we seen a structural shift in the distress cycle? Has it become accelerated? Are we going to have more of these short bursts of distress rather than a more prolonged environment?

Marc Lasry: (28:57)
If you tell me what the Fed's going to do, I'll give you an answer. That's really it. I think part of it is I think the Fed is more willing today to act and really what it's about is liquidity. So if the Fed's willing to provide liquidity, it's only willing to provide liquidity when they're worried about systemic risk, and I think that's what it was. I don't think the Fed's going to get involved if you start seeing a slow down because that's fine, that's not a systemic risk to the system. So I think the one thing we really haven't had is a recession. If you think about it, a recession is two negative quarters. So a real recession, I don't think the Fed's going to come in that hard. It's not like they can lower rates much lower. So I think you need shocks to the system where people can't access capital, then the Fed will come in

Nicholas Millikan: (29:54)
At any thoughts there?

Pat Dyson: (29:56)
No, I would agree on the Fed comment. I think if you think about, again, the characteristics of the crises that have happened post '08, '09, they've been more fleeting. And I think that is because the Fed was in there where you knew you had this access to liquidity. And so if you think about the Eurozone crisis, well, that was... Ultimately, it ended with some move by the ECB. When you think about '15, '16, which was the energy led crisis that became contagion in the broader market, that was when spreads got north of 1,000 and the market stepped in. And then last year certainly was quick with the Fed also stepping in very, very rapidly.

Pat Dyson: (30:41)
So I agree with Mark, it's going to be if the Fed is not there, then you're going to see a more prolonged distress cycle, whether it's '08, '09 or '02, '03. I think that that's, also to Mark's point, what else can the Fed do is the issue. If you think about what's going on in the market, whether it's inflation, rates, taxes, more regulatory driven environment, there's some issues that... Particular when you think about, what's growth going to look like in '23? I don't know, maybe not so great. So it can certainly lead to a broader opportunity set.

Nicholas Millikan: (31:20)
So talk a little about the Fed the Fed's involvement coming in to save the day or ruin the opportunity for you Mark. So is it their role to keep stepping in? After the financial crisis, remember there was $800 billion bailout back then and now we're talking in the trillions. How much further can the Fed intervene without completely breaking the system? Is it their mandate now to provide liquidity?

Marc Lasry: (31:39)
I think it's becoming their mandate, I think is becoming a societal issue. You don't want people out of work, you don't want companies falling for... If you're a government or if you're president of the United States or if you're the head of the Fed, do you want people going into bankruptcy? Do you want people being hurt? I think the answer is no. And I think what's changed is originally the Fed was there to worry about inflation, to worry about rates getting too high. I think now the Fed is making sure that the system keeps working and that people have access to liquidity and that you keep unemployment where it is. I think it has changed, I think it's very much different than it was when I started in the business. I think the Fed now has a much bigger mandate.

Nicholas Millikan: (32:38)
Pat, any thoughts on...

Pat Dyson: (32:39)
I think it's the willingness of our society today to allow for this extended pain to occur is I think much more limited than it has been in the past. I think it's just because what the Fed has done over the last 11, 12 years, if things get to better, it was like, "Okay, you guys got to go do something." Whereas that necessarily wasn't the case before because they were in a bit more of a narrower lane. So if the size of the government and all of those things we've certainly shifted from a societal perspective. And I think that impacts how they react to the market.

Nicholas Millikan: (33:14)
It's interesting. The role has certainly changed for sure and you can see that. So if we look at, we've touched a little bit on sectors, what about geography? There's uneven.... And economic recovery is going on around the world, we've got resurgence. I'm Australian, my family has been locked down for 250 days. So what are opportunities there geographically?

Marc Lasry: (33:33)
They need to get out more.

Nicholas Millikan: (33:35)
They do need to get out more.

Marc Lasry: (33:35)
Your family.

Nicholas Millikan: (33:35)
They can't get out.

Pat Dyson: (33:41)
I'll go first. From our perspective, we're a bit agnostic to the jurisdiction. We focus on North America and Europe and then selectively in certain emerging market countries. As they think about the opportunity set, I would envision it being probably not too dissimilar from what we've seen over the last several years, where we're going to be more overweight North America, which is not surprising, it's a larger market. But even in proportion, if we think back to what we were doing in '10, '11, '12, where we had more than typical exposure to Europe because the opportunity set was there. If I was to think about moving forward, I think the opportunity is going to be broader in North America, size of the market. And I don't think that there's going to be massive dislocations between North America and Europe as it relates to the credit opportunity.

Pat Dyson: (34:42)
And then finally, emerging markets is going to be very opportunistic for us. We have an in-house emerging markets team that focus focuses on sovereigns and then we overlay them to help out from a corporate credit perspective as well. And we've selectively found opportunities in various jurisdictions. But we also know what we don't know in certain of these jurisdictions. So we're going to tread somewhat cautiously given the different bankruptcy regimes that may exist. So when we think about our overall exposure from emerging markets, it's always going to be in that 10% to 15% and max out there as we think about it.

Nicholas Millikan: (35:24)
Mark, you guys are very active geographic, it's one of your competitive advantages.

Marc Lasry: (35:27)
Look, we think there's... We have huge teams out in Europe and in Asia. It's a bit of an oxymoron we say we invest in Europe, we do, but really we invest in Northern Europe not Southern Europe because the legal system isn't that great. And if you think of Asia you want to invest in India, absolutely Australia, you want to do Singapore, you want to do Hong Kong. You want to do jurisdictions where the legal system works. So Asia, you've got a huge amount of different countries, but I think for us we're seeing quite a bit of opportunities out there. So I would tell you, there's a lack of private capital. So here in the US there's just there's a lot of competition, there's more competition in Asia and Europe. There's less for what we do, what Pat and I do. So I think it's gone pretty well.

Nicholas Millikan: (36:24)
What about China tightening regulation around technology, et cetera, do you see that as a risk or creating opportunities?

Marc Lasry: (36:29)
No, no, it's a risk. I think it's hard to invest in China. It is the things we've done where we've bought that. But I think right now with everything that's going on out there, it's much harder. I think there is a lack of capital because the Chinese government is clamping down. But I think from what we do, we want to have a certainty on legal side. So right now I don't know if you have that in China. So I think we'll just be a little bit more careful, whereas maybe we would have a year ago invested more. I think today will just be a little bit more careful for China specific.

Nicholas Millikan: (37:12)
So we've talked a little bit about the different types of catalysts there could be, but are there common catalysts for distress that people should be looking out for that maybe indicate something coming down the pike?

Marc Lasry: (37:22)
The bonds are trading really low.

Nicholas Millikan: (37:24)
Oh, that's a good answer.

Pat Dyson: (37:27)
[crosstalk 00:37:27] you first Mark, go ahead.

Marc Lasry: (37:29)
The bank that's really low. When you think of the travel sector, last year, that's where all the opportunities were because that was the sector that was going to take longer, the restaurant industry. So there's always sectors that have that are going through ups and downs. And I would tell you, I'm sure Golden Tree is the same thing, we start looking at a company once the bonds are trading 1,000 over treasuries. Because you got to get paid for that risk. So maybe they're doing 800 or maybe we're doing 1,000, they're doing 1,000 we're doing 800 over treasuries. Everybody's got a number and that's when you start really focusing on that company. But you've got to have the opportunity so that the price has to be down, so that's how we look at it.

Pat Dyson: (38:29)
I think it's tough to necessarily predict what's going to cause the dislocation. I don't think that we would've sat here in December of '19 or January of '20 and said, "Okay, COVID's going to cost us this massive dislocation." Now, I talked earlier about some of the fundamental pressures that are showing in the market from just a core credit metrics perspective. But as we, and I would echo what Mark said, when we think about looking at particular credits, A, we're looking at them all the time given that we're a broad credit platform.

Pat Dyson: (39:06)
And then as they go stressed or distressed, oftentimes our first purchase is not our best purchase. But we get deeper into a situation and there's nothing better than when you're deep into a situation and you've got growing conviction that your thesis is playing out. And even if it's going up, you keep buying, that's when you make the excess returns that we're all looking for. So tough again. We can all sit here and highlight things that we're focusing on and thinking about and concerned about. But what ends up causing the dislocation is always tough to discern. But again, you got to be in the market when it happens because just look back at history, things happen and you just got to be there and you got to be positioned to move quickly.

Nicholas Millikan: (39:49)
So we've talked a lot about corporate credit situations, is there any opportunities that exist in distress outside of that?

Pat Dyson: (39:58)
I alluded to it a little bit earlier, we've been active historically and structured. That can be opportunistic as well, again, going back to 2010 to 2012 or '13, there was a lot of dislocations in structure, whether it's European CLS or otherwise. And that was a decent allocation within our distress funds. From '14 to '19 or '20, not really. But then last year, there was real dislocations in certain elements of the RMBS market and we had some big allocations and were able to A, move really quickly and B, deploy a lot of capital in a situation that was a very good situation and also is something that we're able to monetize as the market returned.

Pat Dyson: (40:46)
So structured is probably even more than an accent for us, it is opportunistic. We've got a real strong structured team that does work outside of distressed. And then otherwise, I alluded to EM, we've been active historically in certain of the larger restructurings in an EM if I call Puerto Rico EM. So Puerto Rico, which has been a very strong investment for us over the last several years. And also we've been involved in Argentina. So we'll selectively go to these different jurisdictions when we see the opportunity set. And frankly, it's building on some of the stuff we've done in Puerto Rico, which has been a really strong, as I allude to, a really strong investment for us.

Nicholas Millikan: (41:28)
Anything to add there, Mark?

Marc Lasry: (41:30)
No, I think it's really been on the real estate or on the structured side, so it's the same thing. The thing I found I was smiling a little when Pat said our first purchase is never our best one, ours has been fabulous. But there's been a few where you bought something at 60 and you keep buying it at 50, 40, 30 and you keep looking at the analyst going, "Are you positive that we should still keep buying?" But the problem is in these markets, you've got to buy when people are selling and you've got to believe in your thesis. And Pat's absolutely right, I wish I could tell you the first purchase was the best one. It tends to be you start buying and then you keep buying. And part of what you want to do is, the only way you get people nervous is as the price keeps going down, then more and more people sell because they're like, "Whoa." So I think the hard part in what we do is you're constantly buying at lower prices until it's-

Nicholas Millikan: (42:40)
Do you have any example, Mark? Maybe one-

Marc Lasry: (42:43)
Pretty much everything we've done. [crosstalk 00:42:45] one example, I'll just give you every name. I'll give you a great example, I've told this story before. But we were involved in Ford in 2008 and we started buying Ford bank debt it was 90, 80, 70, 60, 50. And when you got to 50 cents, we literally had half a billion of it, we just kept buying. And our trader says, I'm sitting there and he goes, "Hey, I got another 100 million of Ford bank debt, do you want to buy it?" I'm like, "No, I hate the name. I can't stand it anymore." And he goes, "Well, we're locked, we got to give a bid." I'm like, "I don't want a bid" And he goes, "Well, we have to." I look at the analyst and the PM and I'm like, "What do you guys want to do?" They go, "Well, we think it's good." So I'm like, "I hate it. Let's just buy it. Let's bid 30 cents."

Marc Lasry: (43:42)
He goes, "He's never going to say yes. You can't bid down 20 points." I'm like, "That's the point. I don't want to own it." And then you hear the trader go, "Okay, thank you." I'm like "What happened?" "Because we own 100 million at 30" And I'm like, "Shit, that's not good. First of all you got to write down 520 points." So literally you buy 100 but you just lost 100 million on your mark. And I looked at the analyst and I'm like, "I'm going to kill you." Because I wanted to. And he goes, "I'll be right back." I go, "Where are you going?" He goes, "I'm sick to my stomach, there was no way they could do this." I'm like, "Hurry up, I need to fire you. This isn't enjoyable." And we got out at par. But you went through, that's why I was laughing when you said it, you literally went through hell.

Marc Lasry: (44:35)
Imagine every day writing down your portfolio and that's that's what March was during COVID. We'd buy something we were like, "Yeah, we bought it a good price." And a day later it's down five points or down 10, you just keep marking things down and everybody calls you up, you guys call up and go, "Hey, are you okay? Do you know what you're doing? Your portfolio is down." Because everybody wants daily. It not like you used to give people a yearly how we did for the year, now it's daily. And they go, "Are you guys still smart over there?" And like, "No everybody lost their intelligence." It is funny when you go through this but it happened. I would tell you it's eight out of 10, I don't know it's not like two out of 10, it's eight out of... Because that's the only way you're able to buy.

Nicholas Millikan: (45:29)
That's a great story. So we're up on time here. I just want to thank you. But I have one last question, this is just for you Mark because you're probably the only person in the room that has experienced in this. We're in New York City, right?

Marc Lasry: (45:40)
Yeah.

Nicholas Millikan: (45:41)
There's a distressed opportunity, it's a couple of blocks down the path, it's the New York Knicks, you're ready to take them over and turn around.

Marc Lasry: (45:48)
They got issues. Non you know what? It's fabulous. Winning a championship in Milwaukee it was so cool. I tried to explain to the players it was because of my leadership, but they seem to think it's because of what they were doing on the court. But we had a great time. It's going to be hard for the Knicks. You need certain players and this league has turned into a superstar league and you need a couple of those. But yeah, I'd be happy to if they wanted to try.

Nicholas Millikan: (46:23)
Excellent. As a fan, I'd love you to.

Marc Lasry: (46:26)
We'll try.

Nicholas Millikan: (46:27)
So thank you, Pat, Mark.

Marc Lasry: (46:28)
Pleasure.

Nicholas Millikan: (46:28)
It's been a pleasure talking to you.

Macro Shifts & Best Ideas Coming Out of the Pandemic | #SALTNY

Macro Shifts & Best Ideas Coming Out of the Pandemic with Todd Lemkin, Partner & Chief Investment Officer, Canyon Partners. Peter Wallach, Executive Managing Director & Head of Risk Management, Sculptor Capital. Jason Mudrick, Chief Investment Officer, Mudrick Capital Management. Leslee Cowen, Management Committee Partner, Credit Funds, Fortress Investment Group.

Moderated by Troy Gayeski, CFA.

Powered by RedCircle

 

SPEAKERS

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Todd Lemkin

Chief Investment Officer

Canyon Partners

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Peter Wallach

Executive Managing Director & Head of Risk Management

Sculptor Capital

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Jason Mudrick

Chief Investment Officer

Mudrick Capital Management

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Leslee Cowen

Management Committee Partner, Credit Fund

Fortress

 

MODERATOR

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Troy Gayeski

Former Partner, Co-Chief Investment Officer & Senior Portfolio Manager

SkyBridge

 

TIMESTAMPS

EPISODE TRANSCRIPT

Troy Gayeski: (00:07)
Hello, everyone. It's great to be here at SALT. We were going through many iterations of how to start this panel out, but given the immense impact that the pandemic had on capital markets, the economy, society, and given that this is the first time we've all been together at this incredible celebration of investment excellence, we thought we would segue back to that and walk through what was going through the minds of some of the greatest multi-strategy distressed credit and value investors on the planet as the pandemic start to kick in impact markets and as the recovery began. So without further ado, I want to start with Peter Wallach at Sculptor. We're starting there because Sculptor, as you probably know, has an incredible focus on risk management and that happens to be his title. So Peter, as the pandemic started to evolve from just being a more of an epidemiological problem to more of an economic and market problem, how are you guys managing that process? What was going through your mind? How were you trying to protect capital during the acute stages of the debacle?

Peter Wallach: (01:10)
Thanks so much, Troy. Wow, it seems like ancient history, but it's still also a little bit fresh. So, we have a global reach at Sculptor, and one of the things that sometimes differentiates us is having that global reach is the ability to have a bead on certain theses in various corners of the market. We felt very fortunate in the February timeframe of 2020 to develop a proprietary, and at the time, thankfully accurate thesis on the scope and potential impact of the virus and as is as is our typical practice, the combination of active risk management, portfolio management, and a lot of hedge overlays sort of combined to allow us to really take down risk in a hurry, and what that means is we cut all market value by half.

Peter Wallach: (02:07)
We cut our beta to basically zero, our net to zero, and that really allowed us to play offense for a good portion of the early days of the pandemic in February, March, and April. And, when the dust had settled, it seemed like one of the biggest opportunities was really getting off of the inertia and getting out of the sort of paralysis and deciding where to invest and where we decided to place our chips where we thought the highest and best use of capital was, was in safe spread across the globe. So, that's in corporate credit and structured credit, blue chips in credit, and in very seasoned borrowers in structured credit and mortgages were offered hundreds and sometimes thousands of basis points wide to where they had been into fundamental value. So, within it seemed like a cup of coffee, but in very short order, we had doubled our global credit exposure in the fund, and then over the remaining part of the year, we did the same within equities and convertible and derivatives, but really it started with what we thought was a very compelling opportunity in some blue chip areas.

Troy Gayeski: (03:19)
So Peter, the key point there would be help protecting capital on the way down helped you to go on offense on the way up, and you started with investigated credit and worked your way down the capital structure from there.

Peter Wallach: (03:28)
That's right.

Troy Gayeski: (03:29)
Now Jason, segueing to you, you're known as more of an alpha generative guy, big idea guy when it comes to idiosyncratic opportunities. How are you managing that process, given the much more idiosyncratic nature of your portfolio versus some of your competitors?

Jason Mudrick: (03:44)
Well we're all, but we're distressed credit investors and you have to understand in March of 2020, we went from a relatively benign environment for distressed credit to having the largest quantum of distressed credit we've ever seen in the history of the world over the course of four weeks. There was literally $1 trillion, and I'm not just saying that to be dramatic when people use the word a trillion, it was actually $1 trillion of distress credit in the US by April 20th of 2020. So that was one, two, a lot of these businesses were completely healthy a month prior. So normally in our business, these capital structures break down gradually over time and you have a lot of time to diligence them and prepare yourselves. Names don't go from 100 to 50 overnight, they go from a 100 to 90, to 90 to 85, and you're starting to do your work and hire lawyers and do all this stuff, so that you have conviction to invest in these capital structures when they finally break down. That didn't happen. We didn't have that luxury. A lot of this analysis needed to be done from scratch businesses.

Jason Mudrick: (04:42)
Businesses we'd never even heard of that now had first lien debt trading at 50 cents. Three, a lot of the tools that we use to invest in these capital structures, our firm, we like to roll up our sleeves and get on airplanes and go meet with management teams and walk factory floors and talk to competitors and talk to suppliers. You couldn't do any of this. We were forced to be desktop analysts, which that's not our style. And, also the way COVID impacted a lot of these businesses was like nothing we had ever seen before. I've been through a number of recessions and you see revenue go down 20%. There was industries where revenue went down 100%, more than 100% if there was contra revenue accounts. If you were investing in casinos or restaurants or gymnasiums or movie theaters, these businesses saw revenue literally go down 100%.

Jason Mudrick: (05:27)
There's no case study in business school to say, here's how you analyze these types of businesses. And then finally, and not to state at the obvious, but while all this was going on, while you had the largest quantum of distressed credit ever, we were all told to go home and work remotely. And while we all got pretty good at that over time, initially when there was the most acute amount of distress, we were all figuring it out. We were using Skype for Business. Nobody even knows what that is anymore. That was the video conference system that was downloaded on all our PCs and trying to figure out how to work at home with your kids running around and your significant other in the other room, the emotional stress and trauma that COVID impacted, particularly on younger analysts, it was very challenging.

Jason Mudrick: (06:07)
So, what did we do? What can you do? You just put your head down and work. I sat around with my team very early on and I said, "Look, guys, this is our time to shine. It's not like you guys have anything else going on. We're all just sitting at home doing nothing. So, let's just spend the next six months working as hard as we've ever worked." And, that's what we did. We did 12 to 14 hour days every day, including weekends for the first 90 days. We drew all of our committed capital down, took all of our cash and our open-end vehicles, and by the end of June, all of our funds were fully invested in. There's a positive end of this story. While it was incredibly stressful and intense, it ended up being very fruitful because those funds did very well over the ensuing 12 months.

Troy Gayeski: (06:46)
It's great commentary, Jason. So Todd, we watched you in real time put the foot on the gas in late March, early April and really seize opportunities that you hadn't seen really since the global financial crisis. Can you walk us through that mindset as you're coming off a tough period and then it's time to go on offense and go after the most opportunistic targets you see?

Todd Lemkin: (07:10)
Sure, thank you. I echo some of the comments here. I think the biggest struggle was really trying to figure out the timeframe. All the scientific experts were telling you this was going to go on for some time, you had no visibility on vaccines obviously in that timeframe. Any sector that was remotely touching on the consumer or gathering of people, be it retail or gaming or-

Troy Gayeski: (07:35)
Airlines.

Todd Lemkin: (07:35)
Travel, airlines, any of that, you're sitting there going, "Okay, these businesses are literally running at zero revenue." And so, it wasn't stress testing a company for an economic downturn, it was stress testing a company for how many months of liquidity do they have with zero revenue. And not surprising, particularly in the gaming industry or some of these other industries, there's a lot of fixed costs, a lot of operating leverage in these businesses. So, they didn't look like they had a whole great degree of running room.

Todd Lemkin: (08:02)
We tried to be very nimble. We rotated initially into a lot of these higher blue chip investment grade quality credits. You could buy Coca-Cola, you could buy Apple, you could buy Boeing bonds, things like that that seemed like good initial expressions. And then as we got, I think, some more comfort and some more visibility into how to think about the virus by sort of May, June I'd say, we definitely started rotating more into the travel and leisure space focusing on top of the capital structure under the theory that if they did run out of liquidity, at least we were, from a loan to value perspective, well collateralized or well covered we felt. We also focused a lot on structured products. There were some very interesting opportunities. Naturally, those structures were levered and very exposed to the initial shock of the crisis-

Troy Gayeski: (08:55)
The consumer, the housing market-

Todd Lemkin: (08:57)
Exactly. There was some mortgage lenders that had needs for media capital that by almost the time we were putting the documents together had already really started to come out of it because the Fed acted as quickly as they did, but those were some pretty interesting opportunities as well. It was challenging, and I agree with Jason, we just got to a point where you couldn't go out and see the companies, you couldn't really touch and feel what was going on, which is ordinarily what you'd like to do. In many cases, you couldn't reach other people involved. They weren't in the office and that sort of thing.

Todd Lemkin: (09:30)
So, you really did just kind of put your head down and try to power through it. Every day was intense there for several months. It really wasn't until the summer that it felt like there was a little bit of calm. You could take a breath.

Troy Gayeski: (09:43)
Somewhat more normalized.

Todd Lemkin: (09:45)
Exactly, but the timing still to this day, is part of the struggle, and I was reading this morning we're 20 months into this disease, if you want to call it that. They're talking about potentially new strands coming from Africa. Without [crosstalk 00:10:01] liquidity in the system it would have been a very different dynamic. I think it would have dragged on quite a bit longer.

Troy Gayeski: (10:07)
God bless the Fed and the fiscal stimulus, right?

Todd Lemkin: (10:09)
Absolutely.

Troy Gayeski: (10:11)
So Leslee, we were joking around before the panel started about given the nature of what you guys invest in and the fact that it's not market to market as frequently, you weren't as concerned about market to market risk. And I asked you, what were you sweating? And, your answer was?

Leslee Cowen: (10:26)
We were still sweating it all. There's no question-

Troy Gayeski: (10:29)
Sweating everything, and that was the key, right? So, given how great Fortress as a firm is at investing in special situations credits, can you walk us through when you as a firm and yourself became comfortable that many of those credits would make it and end up having really attractive realized value, because obviously mid-March, much more stressful, maybe by April you started to feel a little bit more comfortable?

Leslee Cowen: (10:54)
Yes, and as everyone has said before, it goes without saying we were all dealing with personal and professional challenges, and the immediate thing was to make sure everybody was safe and then also to figure out how to work logistically from home because that was a new phenomenon for all of us. And, what we decided and realized quickly was that we had two agendas. One was to preserve capital and protect our existing investments, and the second was to capitalize on what were opportunities, the likes of which we hadn't seen since the financial crisis. And so, we needed to do both, and we made an immediate and very important decision, which was to invest aggressively and decisively rather than proceeding with caution.

Leslee Cowen: (11:36)
And with that as a backdrop, based on all of our prior experiences and the multiple cycles we've been through, we mapped out for ourselves what we considered to be or expected to be the three phases of dislocation. The first was forced liquidation in which expected to be taking advantage of opportunities on the back of margin calls, redemptions, and fire sales. The second was illiquidity in which we expected there to be short-term cash needs in order to fill gaps, and in order to feel the void where the capital markets were otherwise closed. And, the third phase of dislocation we expected to be reconstruction in which companies were going to then have to rebuild their balance sheets and move on to the post-COVID world. So, what we determined was that March and April really were that first phase of forced liquidation, and they were quickly followed by the phase of illiquidity, which went through the fourth quarter of last year. In that whole timeframe, we were able to deploy approximately $10 billion.

Troy Gayeski: (12:45)
Wow.

Leslee Cowen: (12:45)
And, it was a pretty major effort and the reason why we were able to do that, and we were really able to invest right out of the gates starting in March, and the reason for that was that we have a team of 160 investment professionals worldwide, and we gathered them all up together and that team has an enormous laundry list of names and library of names that they knew of credits, assets, securities of all kinds. And so, people went back to the names they knew. They went back to what we consider to be the low-hanging fruit and started out really with stressed and distressed securities in the corporate world and asset backed securities. We looked at broken mortgage rates, et cetera, and we found opportunities based on names we already knew.

Leslee Cowen: (13:31)
So, we weren't starting from scratch. This was not original research. This was reviewing names and we were able to go back and assess the names that had the best risk reward and pursue them immediately and we were able to fill a void where there was otherwise no capital available. That quickly then transitioned into investing in direct lending and buying into liquidations and buying other types of assets along the way. And, that's really how we transitioned. And then ultimately, I think we feel like we called those three phases of dislocation pretty well, and if there was one mistake we made, it was actually the timing. It went way quicker than we ever would have imagined.

Troy Gayeski: (14:11)
And, you would have preferred it to go slower, so you could deploy-

Leslee Cowen: (14:12)
Of course, the Fed came in and took our jobs away, but the truth is that the phases went very quickly. And so, the only regret is maybe if we could have invested more we would have, but time ran out. And that being said, we've now moved into that phase of reconstruction and that's where we are today.

Troy Gayeski: (14:31)
So, why don't we segue now into the present? I think we all know that the macro economic environment and capital market environment is incredibly different than what we're all discussing. You have a Fed that's already starting to pull back liquidity underneath the scenes. A lot of people aren't aware of how much liquidity has been sucked out of the system already, and how much money supply growth slowed. You obviously have a situation where GDP estimates keep getting ratcheted down, revenue growth, earnings growth, more uncertainty than usual in DC around future budgets. So, in an environment where equities are 21 times forward earnings, absolute yields on high yields are 400 basis points. Can anyone in this room even imagine that two years ago? Where are you finding opportunities today? And Leslee, why don't we start with you again? You can jump in first here. You started to touch upon it briefly, but my understanding is a lot of it is off the run esoteric credit where today's best opportunities are in a world where vanilla assets are fairly richly priced.

Leslee Cowen: (15:36)
You're absolutely right. As I mentioned, we are now in the phase of reconstruction, and then in some cases, even we've moved beyond that in certain sectors. And so, there were lots of distressed and stressed opportunities in the public markets last year, and those have largely been resolved. So, we have now regrouped and refocused our efforts on what we consider to be private credit. There are three areas that we're focused on in particular these days that I'd like to mention. One that I'd highlight is in private lending, the second is net lease, and the third is SPACs.

Troy Gayeski: (16:09)
And, the private lending would mainly be the corporate entities?

Leslee Cowen: (16:13)
Corporate, real estate, all kinds, but in particular on the direct lending, we kind of bifurcated in our minds between middle market and larger scale. And on the middle market side, this has been our bread and butter since our inception in 2002. So, this has always been a core part of our investing practice. Well, one of the things that really carried over from the pandemic last year, during that time we were able to really expand our network of borrowers, and the reason why we were able to do that is because we were able to provide capital quickly, efficiently. We knew how to do it, we knew how to structure transactions, and we were able to be of service to all kinds of companies in their times of need. That loyalty has paid off, so it paid off during the pandemic, and it's now paying off now as well because we're actually finding that we're able to help provide capital to those same companies that are now focused on M&A and growth and restructuring or refinancing their balance sheets.

Leslee Cowen: (17:07)
The other one notable change that's happened during the course of this year that I think is also worth mentioning, and one that we're seeing and participating in is the larger scale transactions in the billion dollar range, and we're seeing the disintermediation of the commercial banks. Once upon a time, not too long ago, commercial banks were in charge of agenting and broadly syndicating such transactions, and what we're seeing now is an increase in transactions where a handful of lenders get together and provide a borrower with a single solution that the borrower is willing to do to pay a slightly higher coupon in exchange for certainty of closing, lack of flex in pricing, and efficiency. And so, that's a major trend that we're seeing this year post-pandemic.

Troy Gayeski: (18:00)
So Leslee, it's almost like it's back to the future for Fortress. You had your pandemic investing period where you killed it, and now it's back to the future doing what you were doing prior to the pandemic and given those opportunities, what type of returns are we talking about for investors? And, I don't think there's any compliance... Oh, I see a compliance person. Maybe you can't say anything, but give us a rough guide on what you think is realistic?

Leslee Cowen: (18:24)
Well, basically it all is a function of what you do unlevered versus levered. That's how it basically works. So on an unlevered basis, we're still talking about single digits kinds of returns, but based on the financing facilities that we've put together in our various funds, it allows us to generate returns that are in the mid to high teens and sometimes higher just as a function of, again, what our assets and liabilities are.

Troy Gayeski: (18:48)
So, I got to get my slide rule out for this, but I think mid to high teens is a little better than risk-free right now, just a tad bit. I have to go back to the old school calculator for that one, but Jason, so we were talking about this before and there's a narrative out there, obviously that there's no distress, 400 over, or not 400 over, 400 absolute for high yield, default rates have collapsed, but your point of view is that this is actually a great environment for a fund like yours because you can harvest a lot of the intellectual capital that you put in over the last six to 12 months. Can you kind of flip that narrative on its head for us, so we understand a little bit more what we're you talking about?

Jason Mudrick: (19:29)
Sure, and by the way, I love getting invited to talk on a panel about finding value in distress when credit spreads are at all time heights and the equity markets are at all time highs. I would talk to generally two themes. One, I would say macro versus micro, and two, trading versus investing. I think this is the point you're making about how you harvest these investments. So on the first, we're not a macro investor. Distressed is an asset class, it's not something that we would invest in ever. Even last year, it's a macro trade and it's not what we're good at. I think there's others that are very good at it. We're special situation investors with a focus on over leveraged capital structures. We're trying to find mispriced securities and I think overleveraged capital structures lend themselves very well to that for a variety of reasons. They're opaque, they're in transition, you need to have a very unique skillset, contract law, bankruptcy law, negotiating dynamics, management won't talk to you, they're illiquid.

Jason Mudrick: (20:29)
There's all these things, and many others that allow these situations to be fertile hunting grounds for a strategy like ours. So, if you told me, should I buy an index of distressed credit right now? This is the macro, I would say absolutely not. You want spreads to be wide, you want the distress ratio to be high, you want the default ratio to be high, and we have none of those three things now.

Troy Gayeski: (20:49)
So, a terrible beta environment basically.

Jason Mudrick: (20:51)
Yeah, I don't know that it will get tighter or who knows what's going to happen over the next year, but this is not a favorable risk reward for that asset class, but what we do have is a tremendous amount of overleveraged businesses. When you keep interest rates low for 12 years, companies borrow and coming out of great financial crisis, we had a little over a trillion of levered credit and it's close to 3 trillion now. And if you look at average debt to EBITDA multiples at new issue over the last five years, it's all over five times, and by the way, that's debt to adjusted EBITDA. There's a lot of very aggressive add-backs to get to an adjusted, but it's probably closer to six times.

Troy Gayeski: (21:25)
Jason, are you seeing the private equity guys play games with EBITDA? Are you suggesting that?

Jason Mudrick: (21:31)
Well interestingly, we give them credit for some add-backs and we don't give them credit for others. We call them recurring non-recurrings, but it's usually about half of what they're adding back is kind of BS and half is probably real, so probably five and a half to six times. So, big opportunity set, that's sort of the positive macro negative.

Jason Mudrick: (21:51)
And then to your point, trading versus investing. We're not buying things that are down 20 points hoping they go up 10 points, and we're trying to buy businesses through their debt. We're buying fulcrum debt securities underwriting to a default where we can convert that to equity and own the business cheaply, and you have to understand, that takes a long time. It's usually like a year to restructure the balance sheet. Then, the company is private and you own it, and now it's like a year or two where you start fixing it and putting new management teams in and sending them the right way and shedding businesses and buying businesses, then you go and exit. This is what a lot of people don't get when they think about distressed return streams. Oftentimes because of the way we're forced to market these situations, it's a big J curve.

Jason Mudrick: (22:33)
You're usually losing money when you're buying these things, and then you're doing all this stuff to optimize the business and nobody's giving you credit for it because it's not a quoted... It never trades, it trades by appointment, and guys are still quoting it from an analysis that's two years old because it's private, and a lot of the return is made when you go an exit. And to exit, you need healthy equity markets and healthy M&A markets because that's usually the exit. So, people will look at our return stream because we have this more private equity-like approach to distressed investing and they're like, "When I would've thought you guys would do really well, you'd do okay, and in years where there's nothing to do in distress, you guys kill it." And I'm like, "Yes, because we're selling things that we bought three or four years ago."

Jason Mudrick: (23:09)
And, that's a lot of what we're doing now, and what I think we'll expect that we'll do over the next 12 to 24 months not knowing what the market's going to throw at us, but a lot of things that we bought that we owned pre-COVID, that we sort of navigated through COVID, and also things that we bought during COVID, we'll be looking to exit and that will drive a lot of performance. So, it is somewhat counterintuitive with the approach that we take finding value in distress. A lot of times some of your best performance can be in years where you might think there's nothing to do in distress.

Troy Gayeski: (23:37)
And Jason, you don't have to be as specific as Leslee was. Thank you for the specificity on the return expectations, but in an environment like this, what type of returns do you think you can generate for investors?

Jason Mudrick: (23:47)
We're always trying to make 20.

Troy Gayeski: (23:49)
Net, right?

Jason Mudrick: (23:51)
20 net, yeah. Some of our funds have been successful with that and others are [crosstalk 00:23:57], but that's what we're targeting.

Troy Gayeski: (23:59)
So Todd.

Todd Lemkin: (24:00)
Yes.

Troy Gayeski: (24:01)
You're not asleep yet, are you? Sorry, it was a long time in between.

Todd Lemkin: (24:05)
[crosstalk 00:24:05].

Troy Gayeski: (24:05)
I saw you dozing off there. No, I'm just kidding. So, equity or credit.

Todd Lemkin: (24:11)
Right.

Troy Gayeski: (24:12)
In which sectors specifically do you think now offer the best value in your space?

Todd Lemkin: (24:20)
I think almost like Lee Cooperman said the other day, you see it really in credit, you see it in equities too. It's sort of all the other stuff. It's the value, it's the travel leisure, it's sort of the COVID hangover relics that I think you still find.

Troy Gayeski: (24:36)
There's still the catch-up trade.

Todd Lemkin: (24:38)
There's still the catch-up trade there. There's still a question mark about you take a credit like Travelport, which is software for the airlines to communicate with travel agents. There's still a big question mark about when does business travel come back, travel in Asia come back, et cetera. I think there are some [crosstalk 00:24:54]-

Troy Gayeski: (24:54)
In five years is the latest estimate right now.

Todd Lemkin: (24:57)
It moves around all the time.

Troy Gayeski: (24:58)
Obviously-

Todd Lemkin: (24:58)
It keeps getting extended and the businesses themselves keep adopting to this new environment as well, so you've got that going on real time also. I think there's very much the haves and have nots in this market, and I think in a way it all stems from asset management has become so slotted with verticals. You've got a lot of money in private credit, a lot of money in distressed, a lot of money chasing these very well-defined mandates, and what we've tried to look for as a multi-strat is really what's falling in between the cracks, in between those verticals.

Troy Gayeski: (25:33)
And, cutting across capital-

Todd Lemkin: (25:34)
And, cutting across capital structures. I think without leverage it's difficult to say you're going to generate 20% net in this environment, but I think you take some structured products, opportunities where we're getting 10, 12% total returns.

Troy Gayeski: (25:48)
Still?

Todd Lemkin: (25:48)
Yeah, I think you still are, and some interesting corporate credit opportunities, the Travelports of the world, or even the mall space, something like CBL, where there are opportunities to make 20 plus there because you're playing in a more fulcrum security, but it's a real upswing, cyclical upswing when and if we come out of this, and then there are some interesting things in real estate, there's a lot of interesting things in the capital solution, excuse me, part of the market special situations part of the market. We're working on a deal right now for a business outsourcing business sort of software, call centers, that kind of thing that just sort of overstayed its welcome on its capital structure.

Todd Lemkin: (26:26)
You see a lot of that where particularly the private companies, they miscalculated. They didn't obviously see this coming. Now, their capital structures are coming due in a year and a half, and they've got to pay up to get some short of short-term bridge-type financing and you can actually get high teens type total returns there unlevered. But again, I think it's needle in the haystack. You've got to be nimble and you've got to look across all these asset classes and really cherry pick them. I think it's challenging to be out there with this one dedicated mandate if you're not just going to find the market. There's just so much capital in the system.

Troy Gayeski: (26:59)
So, anything in commodity still, or have you faded that?

Todd Lemkin: (27:02)
We've pretty much faded it out. We still have some of our offshore drilling equity exposure. Most of them have restructured. I think that space, believe it or not, is actually pretty interesting right now.

Troy Gayeski: (27:13)
It's part of the catch-up theme, right?

Todd Lemkin: (27:14)
Very much the catch-up theme with these new capital structures and management teams are much more incentivized to act rationally, take non-performing boats out of the water, consolidation, not holding out to try to make money on equity options with all this leverage from the past. I think it's a little bit of a left for dead sector, which is interesting, but again, you're tied to oil prices, you're tied to the global economy. It should arguably be a very good environment for credit, stating the obvious and that, and that is why spreads and yields are where they are. But on the other hand, it's a very artificial feeling of stability. And so, we're also running hedges to this day against just sort of broader market indices, high yield as well as S&P on the theory that we're okay with the range of outcomes being here. We just don't want that [crosstalk 00:28:00] shock moment again. We want to hedge that out as much as we can.

Troy Gayeski: (28:05)
So, what do you think that leads to for investors' net of fees?

Todd Lemkin: (28:08)
I think you can get to kind of, again, we're running unlevered, so more like low teens type of return.

Troy Gayeski: (28:14)
12 to 15?

Todd Lemkin: (28:15)
Yeah, I think you can.

Troy Gayeski: (28:18)
Thank you. So, to segue to you, Peter, really quick, we've been talking a lot about corporate capital structures, but one of the focuses at Sculptor that many of you may be unaware of is they have a very healthy convertible bond exposure and they run convertible arbitrage. They've also been very active in the SPAC market and yes, not every SPAC is bad. I think we can all hopefully agree on that. And then lastly, you've been buying more convexity recently, so I know those are three different topics, so you can touch upon the opportunity in converts, convert ARB, SPACs and talk about how excited you are to buy downside protection as cheaply as you've done in quite some time.

Peter Wallach: (28:55)
Sure. Thanks, Troy. Now, the first thing is knowing what ballpark you're playing in, which is I think a pretty common aphorism, and what you said is first and second derivative of growth is slowing. The second derivative of global stimulus is slowing. And so, some of the places that we're interested in looking are places that are, one, potentially uncorrelated to just direction in the market to whether it's credit equity, et cetera. Another is another fear in a common potential tripping point. It could be the reemergence of inflation and an inflection point in monetary policy here and elsewhere, so a couple of the places that you touched on. So, first with convertible bonds and we like convertible bonds and SPACs for different reasons. The convertible bond market right now, and particularly in Asia, has very interesting pockets of cheapness that are in some cases rarely seen and convertible bonds broadly are a type of asset.

Peter Wallach: (29:57)
It's a very big asset class that hasn't recovered nearly to its pre-pandemic level, and then also on a relative basis, relative to where credit and equities are trading, it looks even more attractive. And so with Asia, you have a constellation of factors of regulatory, a lot of exogenous factors, whether it's regulatory, trade, and sometimes liquidity and access to markets that we've been able to bridge. And, we're seeing types of convertible bonds that are trading multiple hundreds of basis points cheap to where they were trading pre-pandemic, and on an absolute basis, you can get mid-single digits unlevered of cheapness, and then way the way we do it in convertible bonds is we hedge the equity, we hedge the credit, we can hedge duration, we hedge to term, we have some locked in term financing.

Peter Wallach: (30:48)
And, what we were able to do is on an unlevered basis, mid high singles in some areas, which obviously levers to well into the teens for a non-directional exposure. So, an interesting way to play Asia right now, or some parts of China in greater China for that reason. Now on SPACs, obviously for a different reason, we've been involved in the SPAC market in various forms for the last couple of decades, so not just over the last 18 or 24 months, and we've seen periods of euphoria like Q1 2021. We've seen periods of despair and uncertainty somewhat like the summer of 2021 and October of last year and everything in between. And, what's interesting about that market right now is the ability to invest at several hundred basis points cheap to the cash in the trust. So, you could buy cash in the trust at call it close to 3% discount.

Peter Wallach: (31:45)
And, then with conservative leverage and very little term and very little duration, you can access high singles, low double digits, and in a market where some people are doing that instead of potentially a cash investment, and there are so many ways that you were getting some free options, you can have early business combinations as opposed to the one or two years that are expected, you could have a positive response in the public markets for a type of company that the business combines with, and then there's more and more negotiations that are ongoing and I don't think this is a secret of sponsor economics can certainly be transferred in some instances, given the supply demand imbalance. There's 130 billion of SPACs out there that are looking for businesses to combine with. There's 30 or 40 billion that have announced, but not yet completed.

Peter Wallach: (32:34)
And, a lot of these are trading at a discount. So, I think that is a very interesting short duration, uncorrelated, non-directional way to play right now, and certainly as part of one of the building blocks of our multi-strategy funds. And, that last point that you mentioned as far as always protecting the left tail, it's a building block. It's part of our social contract with investors and it's part of our value proposition, and one of the ways we do this is through sourcing cheap volatility. If I told you that the last 30 days S&P vol is eight and the last five days is four, and you're able to buy implied protection on that for not much more than what it's realized, I think that people might be surprised of the relative bargain.

Peter Wallach: (33:16)
So there are certain structures that we employ, sometimes it's synthetic puts, sometimes it's others where basically allows you to buy cheap volatility, and then when the flood comes, once again, you're not a forced seller, you're able to monetize the hedges and play off them. So, that's one of the ways that we've used that as a complement to our sort of broad strokes investment program.

Troy Gayeski: (33:38)
Great, and along those lines, Todd, what do you think the biggest risk to markets and your strategies right now? Is it as simple as Fed monetary policy shift, or marginal tax rates going up to 60% plus in New York City, or what would you pen it as?

Todd Lemkin: (33:53)
I think those are all on the list and you've got to obviously put the pandemic on the list as well, the virus itself on the list. I think it's, again, at the end of the day, the evaluations and the equity markets reflect a lot of optimism about growth for the future. Next year will be obviously a more challenging year to generate those comps year over year. If you spice that up with a little Fed restraint tapering going on, you could definitely see something maybe reminiscent of what we saw in '15 where you just get a pulling back general breaking-

Troy Gayeski: (34:28)
A sloppy, messy environment [crosstalk 00:34:30]-

Todd Lemkin: (34:29)
Which has ripple effect.

Troy Gayeski: (34:32)
Are you ramping up your hedges now?

Todd Lemkin: (34:33)
We have been, yeah. And, what we're trying to do really is take chips off the table, and we've been looking for opportunities to monetize positions like Jason was touching on. We have been trying to keep our investing very short-term with a lot of endogenous liquidity under the theory that if we can get that money back we can play offense in a more interesting environment.

Troy Gayeski: (34:54)
[crosstalk 00:34:54].

Todd Lemkin: (34:55)
And, trying to stay higher in the capital structure, but you never really see what that magic moment is.

Troy Gayeski: (35:03)
We only have a couple more seconds, so Leslee, are you guys getting more defensive now or are you just sailing through?

Leslee Cowen: (35:09)
We are defensive, but our whole DNA is basically defensive, and so one of the things we do, we try to stay at the top of the capital structure. We have largely a variable rate portfolio, so we're not taking a lot of interest rate risk, and we look for a lot of idiosyncratic and uncorrelated risks and opportunities that are not market-driven.

Investing in Innovation & Deeptech with Josh Wolfe | #SALTNY

Investing in Innovation & Deeptech with Josh Wolfe, Co-Founder & Managing Partner, Lux Capital.

Moderated by AJ Scaramucci, Managing Director, The SALT Fund.

Powered by RedCircle

 

MODERATOR

SPEAKER

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Josh Wolfe

Co-Founder & Managing Partner

Lux Capital

Headshot - Scaramucci, AJ - Cropped.jpeg

AJ Scaramucci

Founder & Managing Partner

SALT Fund

TIMESTAMPS

EPISODE TRANSCRIPT

AJ Scaramucci: (00:08)
Josh, great to see you here at SALT, I've been a long admirer of your work at Lux and happy to have you here with us today.

Josh Wolfe: (00:15)
Great to be here, AJ.

AJ Scaramucci: (00:16)
Yeah, so to kick things off, Josh, you recently raised a new fund, congratulations, earlier this year you announced a billion and a half dollars in fresh capital for Lux. And one of the many unique aspects of your firm is you have this thesis driven approach and I'd love to understand what verticals will you be focusing on with this new capital?

Josh Wolfe: (00:40)
Yeah, so we love to find directional arrows of progress and the directional arrows of progress are basically it doesn't point to who the entrepreneur is or what specific company it is, but it tells you with a reasonably high level of confidence where things are headed. When you think about lighting, we went from flames, to incandescent bulbs, to LEDs, and then computing, we went from mechanical disks that were moving to solid state storage and end compute, in automobiles we went from a horse-drawn carriages to cars, to electric vehicles, to autonomous electric vehicles. We're not going back to sconces and offices with fires, we're not going back to horses on streets and we're not going back to spinning disks.

Josh Wolfe: (01:14)
So, what are those directional arrows of progress? One definitive one is the control interfaces of how we compute. We went from when I was a kid, my mother would say, "Turn the TV," and I would have to get up and literally change from channel two to channel four, and then you get a remote control. Today you have neural brain machine interfaces that are wearable devices that will let you make a simple gesture to control the world around you without actually hitting control devices or button pads or remote controls. And that will be the same thing with our thermostats and basically any sort of smart thing inside of a home. So, I think that's a directional arrow of progress where you're going to see a lot of entrepreneurs at the intersection of neurotech and design and consumer devices.

Josh Wolfe: (01:51)
Another one is resolution, and this is resolution of imaging in life sciences, the tools and techniques and instruments that let us see ever fine a resolution of things to be able to make discoveries, whether it's for new materials or for drugs that save lives, so I think that's a critical area.

Josh Wolfe: (02:05)
And then a third area where there's a clear directional arrow of progress is space, and in space it's everything from manufacturing to satellites and autonomous systems that are basically doing the dull, dirty, dangerous things that astronauts ought not be doing.

AJ Scaramucci: (02:19)
Sure, let's go ahead and double click a bit on that third piece, which is space, right? You've been very active in this particular vector. There's actually a company here that is one of your portfolio companies called Varda, which you basically recently made an investment into.

Josh Wolfe: (02:35)
Amazing entrepreneurs.

AJ Scaramucci: (02:36)
Amazing entrepreneurs, how are you thinking about that space, pun intended? I've heard you use analogies of, "Hey, it's almost like the railroad days, except we're building up." There's a lot of launch companies, many of them are actually here including Astra, what other elements beyond just launch are you excited about?

Josh Wolfe: (02:56)
Well, I think cliches, like stereotypes, have merit in elements of truth, and so that cliche that history doesn't repeat but it rhymes is true. And here, if you look to the history of 19th century build out of the railroads, first you had infrastructure and steel rails that got laid, then you had competition of the locomotives and the kinds of engines that were powering these, and the fuel systems from coal and steam, and then you had infrastructure that got set up around these. So, it makes sense, obviously, that you had commerce, you had way stations, you had logistics and storage, you had home development, and then you had communication, which quite literally went along the rails.

Josh Wolfe: (03:28)
So, now take those rails and flip them vertically 150 years later. And that's what we're doing, instead of having actual steel rails, we've got the rockets of SpaceX and Rocket Lab and others that are launching us. The beautiful thing about that is as there's more competition the cost per kilogram to get things up into space is decreasing, and therefore the assets that we can launch is much greater. So, those are assets today that are satellites, small satellites, instead of a billion dollar ball aerospace satellite that might depreciate over five years with capex, today you can launch dozens, if not hundreds of small sub $100,000 satellites.

Josh Wolfe: (04:02)
Well, what do those satellites do? They're taking images of the earth thrice daily, in a company like ours called Planet, that's now public, you've got people that are then processing the imagery over time using AI and machine learning to look at longitudinal analysis, whether that caravan in China is really going to productive facilities or whether it's going to ghost town residential, whether the ship building is on track or it's delayed, and they've been able to document and discover all kinds of interesting things from human rights abuses to natural resource and natural disaster issues with refugees and so forth.

Josh Wolfe: (04:34)
Then you've got people that are like Varda that are saying, "Wait a second, we can actually manufacture things in space." Now, that sounds absolutely crazy, and that's what we're in the business of, of investing in things that people think are generally crazy. And I love to find the intersection of something that is inevitable, that directional arrow of progress, when everybody else in the market believes that it's impossible, because then ultimately you're paying a lower price than what the market consensus believes.

Josh Wolfe: (04:56)
The guys at Varda basically said, "There are certain materials, exotic materials and products that are going to make sense to develop in low or zero earth gravity, and then the key thing is to bring it back down in capsules to earth." So, if you sort of were to bifurcate the two billionaires that are taking us to space right now, of Musk, who has sort of more of an escapist vision, "Let's go to Mars and there'll be amazing things that come off of that," and Bezos who is sort of like, "Let's manufacture things off planet and bring it back so that the earth can be cleaner." We're more in that latter camp.

AJ Scaramucci: (05:25)
Got it, it makes a ton of sense. And sort of parlaying from space perhaps into defense because those two are very related or co-entangled together, Lux has worked very closely and cooperatively with the Department of Defense, you yourself have been an advocate for Silicon Valley's sort of merging or collaborating with the military-industrial complex. I'd love to understand how you're thinking about that, how Lux is positioning itself to invest in defense?

Josh Wolfe: (05:58)
Well, it starts with an appreciation that the roots of Silicon Valley and venture capital investing were not just Hewlett Packard in the garage with a bunch of groves in Silicon Valley, it really was electric warfare. When Lockheed Martin came to Sunnyvale, there were zero people. Pretty soon we have tens of thousands of people and they were developing pretty cutting edge technology that helped us in the cold war. So, I think there's a return to that ethos and zeitgeists after probably 20 years of people that have been saying, "Beware," going back to Eisenhower, "of the military-industrial complex." And you've had an aversion from some of the brilliant entrepreneurs and engineers that have gone to the Valley to say, "We want to work with government." And part of that is for political reasons, for geopolitical reasons, part of it is immigrants that have come that haven't felt that same appreciation that we had in the 1980s when people were escaping as immigrants from Russia really looking to come to the US.

Josh Wolfe: (06:42)
I think that's starting to change, you have people that are patriotic that believe in what the US stands for that most importantly want to develop cutting edge technology, both hardware and software, for the men and women who are on the front lines. About three years ago, then head of US Special Operations, Tony Thomas, who has subsequently become a partner at Lux, four-star general, ran all of USSOCOM, sent me out to the Far East with some of the people at the edge of the spear, and said, "I want you to do what you do on a daily basis, which is identify things that suck."

Josh Wolfe: (07:08)
What sucks? Is usually the great question that an entrepreneur is asking to identify a market opportunity. And he said, "I want you to go and sit with these men and women and understand what sucks." And this is everything from Blue Dart Tracking. If you're tracking your family members on an Apple iPhone, that's something that some of these guys in triple canopy conditions in the Philippines chasing terrorists are not able to do for a variety of technical reasons, the ability to have satellite communication with no moving parts that can send very high bandwidth also under a triple canopy.

Josh Wolfe: (07:33)
So, we looked at this and said, "There's amazing technological things that are happening outside of DOD and Pentagon that are happening in the commercial world, and it's time for those things to come back so that we can be advantaged, particularly when we have peer adversaries in China and Russia that are completely intertwined in a military civil fusion.

AJ Scaramucci: (07:50)
Yeah, that's another perfect segue. So, in China, obviously over the last few decades, they have risen as a preeminent economic, as well as technological superpower. And today, based on my knowledge, they're graduating five times more software engineers than we are in the US, they're pouring hundreds and hundreds of billions of dollars into areas like AI, like biotech, quantum among other things. How does the US sort of navigate and not fall into this Thucydides Trap, if you will, while simultaneously keeping its competitive edge in technology?

Josh Wolfe: (08:29)
Well, the first thing is a qualitative and cultural one. As a culture, you get what you celebrate. So, you have a culture that is celebrating scientists and engineers, also go back to the, again, Cold War in Russia, you had brilliant chess players and engineers and doctors and scientists. So, I think as a culture, we should be celebrating the people who were quite literally inventing the future, and those are our scientists and engineers. We should be attracting them from other parts of the world, they should be developing their degrees here and getting their doctorates and staying here and starting companies, that would be a beautiful thing that would give the US a competitive advantage.

Josh Wolfe: (08:58)
I think that China is a very formidable foe in every one of the things that you named. While quantum is an area that I'm a little bit more skeptical about, I think that there's going to be a lot of frauds and a bit of a faddish element, certainly in AI and biotech in particular, and the ability for them to use mass surveillance to be able to collect troves of data that we have civil liberties that in many cases prevent. But I really believe it starts with a cultural thing, and then I think it happens from capitalists that are willing to fund these cutting edge technologies and then work with the government.

AJ Scaramucci: (09:24)
Sure, and pivoting away from sort of this macro economic piece or the investment piece or the space piece. Back to the actual founders that you invest in, one of the quotes that I've heard from you, which I've used as well is, "Chips on your shoulder put chips in your pockets." And I'd love for you to expound on that as it relates to how you think about the [inaudible 00:09:48] you use to identify founders that have that resilience and grit to actually get it done, make these visions happen?

Josh Wolfe: (09:56)
It's one of the almost a heretical things to say, but a very popular thing in Silicon Valley and throughout the country at the moment is mindfulness and meditation and being at ease. And I actually think for the individual, that is a beautiful thing. For society, it is a horrible thing. You want disaffected, really unhappy, miserable, motivated people, because that is where all great progress and changes has occurred.

Josh Wolfe: (10:17)
And you look at what the great people that we've celebrated, whether it's Steve Jobs or Larry Ellison, Oprah Winfrey, you listen to the backstories of what these people endured, whether they were in... And Bezos as well, whether they were adopted, whether they were abandoned, whether they were abused, you might be the only African-American or black person in a mostly white neighborhood, you might be the overweight person in a very skinny area, you might be the person that's the nerd in a Friday night lights Texas football town. Whatever it is that makes you that outlier, it's a thin line where you could end up sort of in a malicious, bad path, or you can be incredibly motivated to have that chip on your shoulder. There is nothing more powerful than the words I'll show them.

AJ Scaramucci: (10:55)
Mm-hmm (affirmative), I love that. And perhaps, can you tie that back to some of your own story, your own origin story? I think that people would love to hear more about that.

Josh Wolfe: (11:05)
For me, my mom, I grew up in Coney Island, Brooklyn, she's a special ed teacher, public school teacher, my parents split when I was very young, for me, my father's absence was more of the presence of what I wanted to be as a husband and a father, but all I ever wanted was a strong nuclear family, but I saw people that grew up with resources and advantages, and I resented that. And I was still born a white kid in New York to a mom that was very loving, and so in many ways, I'm like absolutely privileged, but I think when I saw wealth that was inherited from people and I felt like I was more intelligent than them, I've always been psychotically competitive about that, wanting to sort of... To be the man, you must beat the man mentality.

Josh Wolfe: (11:43)
And I just love people that are absolutely psychotically driven and that it comes from some... No matter how much money they make or achievement that they achieve, there will always be this sort of hole in them, and I believe that that is the great source of human progress. So, in founders, certainly in myself, I just, I love finding that in people, that chip on their shoulder.

AJ Scaramucci: (12:03)
Yeah, I love that. And it's not enough at Lux for you guys to invest, you also very regularly incubate businesses across a wide smattering of different fields, including nuclear waste, biotechnology, immunotherapies among other things, I'd love for you to talk a bit about that from an historical context at Lux, but also going forward, where are you looking to actually start businesses from scratch?

Josh Wolfe: (12:29)
So, it often starts with what is the consensus in the market, and then what's the variant perception? What's the thing that everybody else is talking about, and what's the thing that nobody is talking about, and why are they not talking about it? Do they have a smarter insight than us or have they missed something or overlooked something or are they experiencing and enjoying too much success over years so they're not motivated to look here?

Josh Wolfe: (12:46)
If you take nuclear, which was an interesting example, the entire venture world was going crazy about clean tech, green tech, alternative energy going back 10, 11 years, nobody was looking at nuclear. In a part, it wasn't an Al Gore's movie, Inconvenient Truth, so it just wasn't being celebrated in the sort of mega church about alternative energy. And we looked and said, "Nuclear is really interesting." And then we looked at every part of the fuel cycle from the uranium miners who were mostly hucksters and fraudsters in New Mexico and Nevada, so we said no to that. The modular reactors, which were really the domain of billionaires or sovereigns that wanted to arrive instead of building a gigawatt power plan for a billion dollars, you can build 30, 30 megawatt arrays, that was interesting. But the biggest unsolved problem, going back to that earlier quote of what sucks, is what do you do with the waste?

Josh Wolfe: (13:22)
So, we ended up saying, "Is there anybody that's doing high-tech waste treatment?" And as we've dug into this, there was this entire complex in the Department of Energy, about 25%, one in every $4 they spent was on clean.... It wasn't on clean and green and alternative energy, it was on nuclear waste cleanup at places like Hanford and Savannah River that nobody had ever heard of for pre and post Cold War bomb making.

Josh Wolfe: (13:38)
So, we ended up starting a company named after Madam Curie called Kurion, locked of the best talent, because there was this LIBOR arbitrage where all the smart people in nuclear sort of moratorium on new build, went into quant shops and hedge funds like Renaissance and in Two Sigma and D.E. Shaw. And we locked up the best people, started this business, in licensed a whole bunch of technology, and then frankly got very lucky when Japan got very unlucky, and this little company called Kurion was the only game in town when the Fukushima disaster happened to clean up the radioactive cesium, strontium, technetium, uranium and plutonium. So, that was pretty crazy, it started as a brain fart of an idea, we pulled together a team in the Capitol and do that.

Josh Wolfe: (14:11)
Another area where we've done this, and then I'll give you one that I'm super excited about, was the world was going crazy about the microbiome. So, what you eat and how it affects you and your gut and then so forth. And there were probably 40 companies at the time focusing on the microbiome. And one of our very smart partners, Adam Goulburn at Lux, who's a PhD stem cell biologist said, "What about the gut brain access? So, forgetting about your nutritional health, could you go into the brain for everything from the sense of satiety when you are full for metabolic diseases and obesity, or for psychosocial disorders?" When you say, "I have butterflies in my stomach," or, "I have a gut feeling," there is a physiological truth to that. And so, we started a company around a bunch of Nobel laureates and Howard Hughes medical investigators out of Columbia called Kallyope, brought in an incredible woman, Nancy Thornberry, who ran all of [inaudible 00:14:56] discovery programs and then just capitalized that today.

Josh Wolfe: (15:00)
The thing that I'm most excited about really started... and I love the intersection between science fiction and science fact. It started as a sci-fi idea, and a lot of the things that Lux funds, you can find these examples, whether it's in the literature or graphic novels or in movies that show the decrease in gap between that which was once imagined by some sci-fi author and an entrepreneur who is making it science fact.

AJ Scaramucci: (15:19)
Sure.

Josh Wolfe: (15:20)
X-Men, I'm sure you've seen the movies or read the comic books, but Professor X puts on this helmet, Cerebro, and he's able to, in a crowd, spot mutants. And those mutants have ridiculous powers like lasers out of their eyes and conjuring fire from their fingers. But it got us thinking with seven and a half billion people on earth, could there be a one in a billion chance of somebody with some crazy phenotypes, some trait? And therefore there should be seven or eight people of these types walking around.

Josh Wolfe: (15:43)
And sure enough, we would go to people at Cold Spring Harbor and found these PhDs. And they said, "Oh my God, this is all I've ever wanted to do my entire life." So, we started a company called Variant about two years ago that went out and now has 14 partnerships globally. They hate when I talk about this idea of mutans because it's not really that, it's outlier people in outlier parts of the world who may possess the secrets in human genetics for the rest of the masses.

Josh Wolfe: (16:14)
There's a population in South America because of where they are, there's nine families that remain, when the temperature drops late at night, they have a heat shock protein that the body produces to raise their metabolism.

AJ Scaramucci: (16:24)
Sure.

Josh Wolfe: (16:25)
Now, if you could give that to the masses with a third of our country massively obese, and they were able to take something like a pill that would raise their metabolic activity while they slept. I mean, that is a $50 billion drug.

AJ Scaramucci: (16:33)
Oh, for sure.

Josh Wolfe: (16:34)
You could save lives.

AJ Scaramucci: (16:35)
Yeah, it's fascinating, on that point, we at SALT sort of think of programmable biology or the intersection of software and biotech through the lens of evolution from natural selection to intelligent direction.

Josh Wolfe: (16:49)
Mm-hmm (affirmative).

AJ Scaramucci: (16:51)
And I think that's sort of what you're alluding to here. How do you think about that on a long-term time horizon 20, 50 and beyond, if you could opine on that? Where are we going to go there?

Josh Wolfe: (17:04)
The intellectually honest answer of 20 years out, I really have no idea, and what I do is try to find the brilliant people who are quite literally inventing the future that are doing that. What you touched on though, is dead on, which is the intersection between tech and biotech. And so, specifically the metaphors that we use in programmability of cells, even when people are explaining something like CRISPR, gene editing technique, they talk about almost like copy paste, control C control V, like we would in Microsoft Word. But I think it's really the use of artificial intelligence machine learning to be able to look at cells and understand what is going on to be able to understand from genetic sequences the same way that you might use natural language processing to understand texts and search where these worlds are combining.

Josh Wolfe: (17:40)
We have a public company in called Recursion that was taking computer vision and AI to be able to look at the typology of cells to understand what happens when you introduce a drug to be able to improve the effect on a whole variety of populations where you could do tens of thousands of these things in silico at the same time.

Josh Wolfe: (17:57)
So, I think the intersection between biotech and AI is going to be absolutely explosive, and it's really at the interstices between these two disciplines where you classically had biotech investors in one domain, you had software and AI investors in the other, but where those two are meeting is going to unleash a lot of opportunity.

AJ Scaramucci: (18:13)
In addition to biotechnology, another one of the mega trends here at SALT this year is crypto and blockchain. I know Lux has been thinking and investing in this area. There's a lot of froth as an emergent by-product of sort of the crazy liquidity in the area, but how are you filtering through the noise, and what opportunities are you seeing that you think will have real staying power?

Josh Wolfe: (18:37)
We have thought that the arms dealers in this case, while we're not in Coinbase, we have an incredible company called Anchorage, which is the main custodian for a lot of crypto assets. When Visa announced that they had bought this NFT, it was Anchorage that was the main proponent of that, their supplier for the infrastructure. So, I think we're in a speculative mode right now, there are frauds, there are fads, there are promoters. Generally my view here would be listened to the things that you don't hear. In other words, the people that are making a ton of money are the ones that are not really speaking that much. The ones that are constantly pumping and promoting are the ones to be more wary of.

AJ Scaramucci: (19:06)
Fair point, I think that's a great universal heuristic, candidly. So, in the last few minutes here, a few rapid fire questions for you. One is, right now, there is a massive abundance of capital, particularly in private markets, sloshing around and the late stage hedge funds are kind of coming down [inaudible 00:19:24] stage, as are sovereign wealth, pension, I mean, it really is crazy what's going on. How does Lux in this abundance of capital differentiate? What are the key differentiators relative to other venture firms, whether it be in Silicon Valley or hedge funds here in New York?

Josh Wolfe: (19:40)
So, most of the crossover funds for us are partners, they are providers of later stage capital. And they're all very smart and they've been great partners. So, the [inaudible 00:19:47] is D1s, [inaudible 00:19:49], et cetera. Early stage, I think for us, the bread and butter is really, can you start to [inaudible 00:19:54] companies? Can you put entrepreneurs in business and be their very first day one check?

Josh Wolfe: (19:57)
Today, I don't know, there's 1800 venture firms, again, history doesn't repeat, it rhymes. You go back to the 2000 dot-com boom and bust, within a year and a half of that peak number, I think at that time it was about a thousand then it got cut down to about 400. So, the difference here is you also have the rise of solo GPs, where individuals are basically raising SPVs in large multi-hundred million dollar funds, capital is abundant, what happens when capital return gets scarce? Why do returns get scarce? Because you're paying a high price for a cheery consensus, as Buffett says. So, you want to invest where capital is scarce. And that means more esoteric areas, things that people might think are impossible, things that people might think are going to take longer, things that people think are more capital intensive than they actually are, and try to have that varying perception. And then if you can form new [inaudible 00:20:39] you can get disproportionate ownership early on for relatively low capital.

Josh Wolfe: (20:43)
But I think we're in a world for the next few years where the pools of capital formation very much feel like 1998, '99, 2000, where everybody is getting into the game, and eventually there'll be a massive shakeout, the distress guys will clean up. We've had probably eight or nine of our companies go through spats, we were telling all of them, "Husband your cash, be really smart about this because when the downturn happens the amount of cash that's been delivered to the balance sheet of many of these companies is an arsenal, is a war chest to do consolidation in certain industry sectors." So, that's how we're sort of thinking about the next year.

AJ Scaramucci: (21:12)
And as our final question, love a hot take from you, give us sort of what in the deep tech landscape is severely overrated and perhaps what's severely underrated? And we'll wrap there.

Josh Wolfe: (21:25)
Overrated, for me, I would say is quantum. I think it's an area that preys upon people's ignorance, and anytime there's ignorance arbitrage you get frauds and you get people making all kinds of crazy claims. Part of that is FOMO, part of that is people not wanting to admit that they don't understand it, but I'm very skeptical about vast majority of things in quantum computing. The thing that I'm most excited about that I think is under hyped by others, and we build the portfolio, so I can talk about it pretty actively, is what I call the tech of science, the technologies and instruments that are enabling people both on the hardware side, we have a company called Eikon, Nobel Prize winning work of the guy, Eric Betzig, that is able to look inside of a cell in real time and image what is happening when you introduce a drug. And then you've got a company like Benchling that is doing that on the software side to automate labs and science.

Josh Wolfe: (22:09)
The reason that's important, and I know that macro is a big part of this conference assault, the geopolitical competition that we're having with China and others, historically on the stage you had hard power and US soft power, and soft power was a combination of winning Olympic medals and exporting MTV and music and movies and so forth and winning Nobel Prizes. And I think that the race for scientific prestige is going to see a big tailwind, whether that's in space or down in the scientific labs, and the instruments and tools and hardware and software to fuel that is going to be a really big deal.

AJ Scaramucci: (22:37)
I love that. With that, Josh Wolfe.

Josh Wolfe: (22:39)
Thank you, AJ.

Macro Forces Driving Crypto Adoption | #SALTNY

Macro Forces Driving Digital Asset Adoption with Dan Tapiero, Chief Executive Officer & Managing Partner, 10T Holdings. Bill Campbell, Portfolio Manager, International Fixed Income, DoubleLine. Matt Hougan, Chief Investment Officer, Bitwise Asset Management.

Moderated by Perianne Boring, Founder and President of the Chamber of Digital Commerce.

Powered by RedCircle

 

SPEAKERS

Dan Tapiero.jpeg

Dan Tapiero

Chief Executive Officer & Managing Partner

10T

Bill Campbell.jpeg

Bill Campbell

Portfolio, Global Bond Strategy

DoubleLine

 
matt-hougan.jpeg

Matt Hougan

Chief Investment Officer

Bitwise Asset Management

MODERATOR

Boring%2C+Perianne.jpeg

Perianne Boring

Founder & President

Chamber of Digital Commerce

TIMESTAMPS

EPISODE TRANSCRIPT

Perianne Boring: (00:08)
Hi there. Good afternoon. I'm Perianne Boring, the founder and President of the Chamber of Digital Commerce. We're a trade association headquartered in Washington working on crypto policy, the public policy impacting digital assets and blockchain technology. Today we'll be talking about the macroeconomic drivers impacting the adoption of digital assets. We have an A-class team of speakers here. I'll have each of you just introduce yourselves, name, where you're from, and maybe just a quick overview of your firm's focus in the crypto space. Dan, let's start with you.

Dan Tapiero: (00:47)
Sure. Hi. Hello, everybody. Dan Tapiero, 10T holdings, founder and CEO. We are a mid to late stage private equity firm that focuses exclusively and only on businesses in the digital asset ecosystem, and as far as I know I think we're the only ones out there right now focusing just on the mid to late stage businesses. So we've put quite a bit of money to work in the first six months of the year, and look forward to being involved in the space for the foreseeable.

Bill Campbell: (01:21)
Hi, everyone. Bill Campbell. I'm a portfolio manager at DoubleLine Capital. DoubleLine is a $135 billion multi-asset management firm. I manage the global currency and global interest rate strategies. We like to think of ourselves as a forward thinking macro firm. A lot of my research has been in the crypto space on CBDC, CBDC adoption, and the DeFi wave and the macroeconomic implications across economies, both developed and emerging markets, and how it's developing itself but how it impacts the more traditional investments, and more specifically how it could be a disruptor to macroeconomic models, currencies, and interest rates.

Matt Hougan: (02:12)
Amazing. Hey, everybody. Matt Hougan, I'm the chief investment officer at Bitwise Asset Management. Bitwise is a crypto asset manager, we're best known for having created and today running the world's largest crypto index fund called the Bitwise 10 Crypto Index Fund. We also have the first and largest DeFi index fund. We manage about a billion and a half in crypto assets, mostly for professional investors, hedge funds, institutions, and the advisor market.

Perianne Boring: (02:39)
Thanks, Matt. So let's just start with the basics, when we think about the macroeconomic trends impacting the adoption of digital assets, and just starting with money. Of course Satoshi called Bitcoin a peer-to-peer electronic cash system. Just last weekend, the front page of the New York Times, an article on crypto that started with, "Bitcoin is changing the definition of money. For thousands of years, civilizations have flocked to commodities like gold and silver as money. Today, money looks very different." What is your... And I'll just open this up to either of you. To you, what is money? How is it changing? How is Bitcoin and crypto impacting that?

Bill Campbell: (03:25)
[inaudible 00:03:25] Do you want me to start it off?

Dan Tapiero: (03:27)
Go ahead, please.

Bill Campbell: (03:28)
Well, I think maybe just taking a step back, obviously besides a unit of account, store of value, the legal tender, the unit of exchange in an economy, I think we need to think about money as a public versus a private asset, and a public versus a private good. For a long time, money has been thought of as a public good, and I think that people in general have been willing to accept that premise. Then we hit the global financial crisis in 2008, and we saw the expansion of extraordinary policies by governments, and that caused a rethinking potentially of a lot of the policies that were being put in place that maybe are expanding the monetary base faster than people would necessarily like.

Bill Campbell: (04:13)
So that moves us to the private money side. I know crypto has deemed itself as the new bastion of private money, but in the past we've had private money. We've had bank issued private notes, and some of the issues that have come with that is there's preference of credit between different banks. If you have individual notes that are issued, there's going to be a credit preference between those [inaudible 00:04:37] as so, there's going to be credit preference between different cryptocurrencies.

Bill Campbell: (04:41)
We've also had forms of private money throughout the credit card space. When we think about the transactions from Visa and MasterCard, even though that's thought of as credit, it's transactional. That also has been a form of retail private money. So really crypto is now bridging that gap I believe between the purely public good that we initially thought money was, to maybe more of the idea that private actors, and now decentralized private actors, can be a bigger player in this space, and maybe can provide more institutional credibility than some of the governments. Not to jump the gun, but just to whet your appetite a little bit, I think especially in emerging markets where institutional strength and policies are fairly questionable, and where economies tend to not trust their sovereign currencies anywhere and are dollarized, crypto has a very big window of opportunity to potentially disrupt and transform those economies.

Matt Hougan: (05:47)
Yeah, I agree with all of that. One thing if you study the history of money is that the history of money is never over. I think a lot of people assume that the history of money was over with the dollar being the king, and all currencies being public goods. And crypto is one challenge of that. But really it's evolved many times in the past. As you mentioned, this is not the first time that the relationship of what money is to public and private sectors has changed.

Perianne Boring: (06:13)
Yeah, that's a great point. And we're seeing significant tectonic shifts underway in what money is, how it's issued, how it's regulated, how we use it. And I think one of those big macroeconomic decisions was just over 50 years ago, in 1971, when Nixon closed the gold window, which really launched us into this global fiat experiment. So just in either of your minds, how has that impacted where we are today? And what do you see as the future of fiat, given how much has changed just in the past 50 year timeline?

Dan Tapiero: (06:54)
I wanted to just say a word on the other question just for a second, and I'll link it into this one, which is that money, at least for me, has always been about return. And look, you've got negative 3, 4, 5% interest rates in the U.S. if you're using the CPI as the deflator, and I think that's caused a lot of people to think about the nature of money, that never thought about it before. And one of the interesting things is that crypto really has been a retail led phenomenon. You have average Joes out there who have [inaudible 00:07:34] Bitcoin since 2011, '12, Ethereum from '15, and the institutions have been late. And they're still very late, as far as I can see. It's still early for the general trend.

Dan Tapiero: (07:45)
So I think the idea that there is return on your money or your cash, or however you think about it in this new digital asset ecosystem, is really what's driving it. Bitcoin as a store of value, Ethereum is a little bit different, but also something of lasting and permanent value. So I think that when you're looking for alternatives, there have to be alternatives, and I think this has now grown up as a real alternative.

Dan Tapiero: (08:19)
So, sorry I didn't answer your question. And I'm a gold guy, too, so I didn't answer your question about the Nixon depeg. I'm not sure... What was the gist of... What as the impact?

Perianne Boring: (08:36)
Yeah, and when we went off the Gold Standard, and how that's changed money, and how that has impacted the future of fiat.

Dan Tapiero: (08:46)
Right. Well, I mean...

Bill Campbell: (08:49)
Go for it [crosstalk 00:08:50].

Dan Tapiero: (08:50)
I mean, it's allowed the authorities to inflate in an unlimited way. They're not pegged to anything. So again, another reason for Bitcoin, which is in finite... There's a finite amount of it. And even the other cryptocurrencies, even Ethereum is not really... The supply doesn't really expand in the way that fiat has. And of course post COVID you saw massive expansion in the balance sheets, and again, I think the average person out there is saying, "Hey, I'm losing purchasing power. I used to be able to buy this, and now I can't." And so there's no anchor.

Dan Tapiero: (09:25)
But that being said, life is better today than it was, for most people, in 1971. So I don't want to say, "Okay, well that decision 50 years ago was a disaster." I think we've had tremendous prosperity. So I think the answer to that's more nuanced.

Perianne Boring: (09:43)
Sure.

Matt Hougan: (09:44)
I want to build on that nuance, if it's okay, and then you can jump in. I think that's exactly right. Studying gold standards through history, they don't work that great in terms of launching economic growth either. The problem with fiat and inflationary fiat currencies is that eventually it ends poorly. And it gets worse in an exponential fashion. So the fact we went off the gold standard in 1970 makes it necessary to have an alternative, which Bitcoin is emerging as an alternative, and it becomes more and more important, and more and more important as a break on the natural tendency for fiat systems to eventually hit a bad state of inflation. I think it's just a time pattern. I think that's the nuance in it.

Bill Campbell: (10:32)
And if I can then further build on it, the inflation point and the debasement point are fantastic points, and depegging off the gold standard allowed the explosion of debt, allowed the explosion of credit. But what we've seen more recently, especially across developed markets, is the explosion of the monetary base, the explosion of all of the central bank activity, has actually caused anemic growth. I don't think anybody can argue that Japan has seen very strong growth, that Europe has seen very strong growth, and then after the bounceback from the recession that we saw in March 2020, I think the U.S. glide path is coming back lower.

Bill Campbell: (11:07)
Now, people can say, "Look, the cause of that might be a big debt burden," but what I really think is happening is, in the quantitative easing policies that have happened, what we've seen is a taking of private assets out of the market, but really the explosion of institutional digital money, which is wholesale reserves. And banks ultimately have not been willing to lend that out, or lend it out beyond large institutions. So I'm getting to the point that I think one of the structural drivers of low growth over time has been the headwind to productivity that large banks consolidating small regional banks, and the unwillingness of them to lend to the SME sector, is actually causing.

Bill Campbell: (11:48)
This is where DeFi and crypto could actually become a potentially game-changer, not only in our economy but other economies in addressing this problem of productivity growth, because if, say through pass-through tokens, small and medium sized enterprises are able to then access their customer base, get new sources of credit, get new sources of lending, and be able to spend that both on new business lines and potentially more hiring, I think that that can both address the productivity problem, but it could also address the structural overhang that we have on the employment side as well. And I'll maybe stop that, but happy to dive in if you want.

Perianne Boring: (12:27)
Yeah, to build on that, Bill, you've highlighted that we're in a really critical moment, and key moment, of government intervention. What are some of those areas where you have government influence on the markets? What type of distortions is that making? And ultimately what are the results of those?

Bill Campbell: (12:50)
Well, I think I touched on a few, but I can't over-emphasize the importance of the central bank policy, not only on being a headwind to productivity growth, but also squeezing out returns. When we look across the risk asset spectrum, a lot of my credit colleagues are telling me that we're back to the historical lows that we saw in spreads prior to 2020. So I think that central banks are unwilling to allow markets to clear. Crypto markets are completely unregulated, but I still think that they're in much of the adoption phase, there's a lot of risk embedded in them, they to me look much more like a VC market that has tremendous potential upside, opportunity, but also a tremendous amount of volatility.

Bill Campbell: (13:37)
But I think that, just sticking on the government intervention side, the other big aspect of it is the amount of fiscal policy and regulatory policy that's been put in place. We're seeing continued expansion of fiscal, trying to actually push money to individuals. And to get back to the inflation argument, this time around is different from prior cycles after recessions. Fiscal policies actually pushing money to areas where we can see inflation, we're seeing higher commodity prices, we're seeing higher housing prices, we're seeing higher wages right now, so all of that is real on the inflationary side.

Bill Campbell: (14:17)
And finally, just my last point on this, I think blockchain is unique in the technological solution that it's providing. It provides low latency, immediate settlement, it provides protection of individual privacy, and it's potentially the new wiring for the financial system. So for people who are pushing the whole DeFi blockchain revolution aside, I think they're missing that this could potentially be the new plumbing for the financial system that we all need to pay attention to.

Perianne Boring: (14:47)
Yeah. Very key point. Just to highlight the point on inflation, when I was a columnist for Forbes, I did a story penned, "If you want to know the real rate of inflation, don't bother with the CPI." And I interviewed a statistician at the Bureau of Labor Statistics, and talked about how they come up with their numbers. And it's very convoluted. Of course they're tracking the price of goods, where as someone who studied monetary policy in college, really it's the monetary base that really is I think the key thing you should be looking at, in terms of inflation. So I think some of those numbers that are put forward to measure inflation are a little funny. But I don't think anybody can argue that there's been this unbelievable expansion of the monetary base.

Perianne Boring: (15:36)
We hear a lot about concerns of inflation. Even Senator Cynthia Lummis has very publicly said this is a huge concern for her and her constituents, and that's why she's bought, invested in Bitcoin, and even encouraging her constituents in the State of Wyoming to do so as well. So Matt, maybe I'll focus on you, given what you guys do at Bitwise, really looking at this as a financial advisor. Bitcoin has really proved itself to be a non-correlated asset. The Federal Reserve Bank of St. Louis published a report in 2018 that said Bitcoin has the potential to emerge as its own asset class, to be used for diversification purposes in portfolios. And I think that speaks a lot to your thesis at Bitwise. However, there's been a bit of hesitancy with financial advisors advising people to use Bitcoin as a diversification tool. Can you speak to how you guys are thinking about that, and how you see that, and where we're at today from a fiduciary oversight perspective?

Matt Hougan: (16:43)
Sure. If you didn't know it was called Bitcoin or crypto, and you put it into a portfolio optimizer, you would definitely want 1 to 5% of your portfolio to be allocated to it. The reason is, over any meaningful period, if you put crypto into a portfolio and you rebalance, as advisors do, it contributes to your absolute and risk adjusted returns. They have a white paper on bitwiseinvestments.com. I mean this literally. Every three year period in history, including periods with 80% drawdowns, if you put into a portfolio it increases your absolute and risk adjusted returns.

Matt Hougan: (17:18)
When we talk to advisors about it, there's really two key things that matter to them. The first thing that they have to get over is that it's not going to zero. The reason it's important to get over the fact that it's not going to zero is that, if you want to put it in a portfolio and rebalance it, you have to assume it's not going to zero in order to harvest the volatility, or you can make a small allocation. The other piece is just to appropriately size your allocation. As long as you keep your crypto allocation at a reasonable level, it doesn't create mass drawdowns in your portfolio.

Matt Hougan: (17:58)
We've seen enormous growth from the advisor market. There's enormous interest from the advisor market. I'll end with one more stat on that interest. In January, we wrote the CFA Institute's first ever guide to Bitcoin, blockchain, and crypto. I believe it's their most downloaded research report ever, just as a sign of how much interest there is. So I think that's the next big market in crypto, it's the advisor space. That's coming soon.

Perianne Boring: (18:20)
Yeah. We represent about 30 private equity funds at the Chamber, so we've gotten the opportunity to see how different fund managers are evaluating crypto, and really the general principle across the board is, if you introduce Bitcoin into your typical portfolio, 1 to 5%, you see volatility go down and performance go up. So I've heard a number of people who had said, once that is more widely understood, it will be seen as almost irresponsible to not recommend for clients to invest a percentage of their portfolio into Bitcoin for that diversification piece.

Perianne Boring: (19:03)
Further, in March of this year, the Chairman of the Fed, Jerome Powell, in his testimony to Congress, he said that Bitcoin is more of a substitute for gold than the dollar. So just to expand on this concept, would love to get, Dan, or Bill, your thoughts on... Since the Fed owns gold, and other central banks around the world own gold, what are your thoughts on the Fed and central banks substituting gold for Bitcoin?

Dan Tapiero: (19:33)
Well, I don't know that they're ready to substitute it. I think he was really talking more theoretically, that the principles behind Bitcoin as hard money are similar to the principles behind gold as hard money. People don't generally think of the dollar really as hard money, it's used to transact, and it's the currency of the world, and it's super liquid, and it's not physical. So I think he was thinking about it in those terms, but I think that's very right, that store of value... Bitcoin as store of value as a high form of collateral. I think that's absolutely right. There are other cryptocurrencies potentially that you might use for other purposes, but in terms of that pristine collateral, and again it's all laid out in Satoshi's white paper, and I think he's acknowledging this too, that it really is an invention, Bitcoin is an invention, and I always say it's an invention akin to the invention of the combustion engine or the discovery of electricity.

Dan Tapiero: (20:48)
That paper, people don't I think understand, solved a problem, the Byzantine Generals' problem, that had been unsolved for hundreds of years, and the problem of distributed trust. And so that aspect of Bitcoin as a solid, secure, backed by the proof-of-work algorithm, I think is absolutely right. But not necessarily a replacement for the dollar.

Perianne Boring: (21:18)
We'll come back to that thought. Bill, I want to focus on central bank digital currencies for a moment. We've all seen the Grayscale Drop Gold commercials, and just this past month El Salvador adopted Bitcoin as legal tender. So looking at it from the central bank perspective, there's now, according to the Bank for International Settlements, over 80% of central banks around the world are already experimenting with CBDCs. So how do you see things like Bitcoin, ETH, other cryptocurrencies living in a CBDC world? Are these a threat? Are these a complement? Will they be interoperable? What does this look like, fast forward 10, 20 years from now?

Bill Campbell: (22:03)
It's a great question, and I think in my mind we need to start segmenting different parts of the market out to try to get a framework for understanding and thinking about it. I think that central back activities, the way that they really control markets and economies are through controlling the monetary base, setting interest rates, and controlling credit. And DeFi in general, and blockchain technology, is actually disrupting each one of those. For the monetary base, obviously you're having new cryptocurrencies come out that are being accepted as legal tender in El Salvador, for example. Interest rates are obviously manipulated across the globe, and you're having new interest rate markets via staking. And then when we think of credit creation, I do think there is a lot of potential for credit creation in the crypto and blockchain network.

Bill Campbell: (22:57)
In emerging markets, you're seeing about... Especially across Latin America where we think Peru, Colombia, even Mexico, about half the population is unbanked. So crypto is actually... You see a lot of DeFi protocols being picked up fairly aggressively, because it's permissionless and you get a lot of the debit card style transactions, that come with that... I would call it Banking 1.0. But you can imagine that there's going to be a lot more banking services that are going to be provided across the globe across these different networks. So I think that central banks are looking carefully at... I don't think they want to stifle this growth, but they also don't want to lose control of the credit making mechanism in that.

Bill Campbell: (23:41)
As far as the currency itself, when we think of CBDCs, I think you're just thinking of... This is true retail digital money, and right now we have that in the form of stablecoins. And when we look at digital transactions, I'm sure Dan you've seen this, 85% of one side of all transactions are very a stablecoin, whether it's USDC, USDT, or the like. So once you introduce the digital dollar, and you don't have to have the issue of trying to understand the collateral backing of the stablecoin, and I know there's been some questions about Tether, there's a big debate, but would the CDBC or the digital dollar become the preferred stablecoin in this ecosystem, as long as it didn't do what China did and set a centralized blockchain that removes your privacy. If it truly is in the form of a stablecoin that's settlable on ETH, that's settlable on any other of the blockchain networks, potentially it becomes the superior solution.

Bill Campbell: (24:38)
And then the final point is, I think that the U.S. dollar's reserve currency status is threatened by the DeFi revolution. And just to quickly expand on that, we're seeing... I think it's more the digital payment systems and the cross-border payment systems that provide the threat more than the CBDC itself. So the BIS through Project Dunbar is looking at, in Asia, between Australia, Singapore, Malaysia, and I think a couple of other banks, trying to integrate the payment systems via blockchain, in that region.

Bill Campbell: (25:06)
And by the way, there's a new trade agreement, RCEP, that is looking at the regional cooperation of trade in that region. So as countries begin to develop this technology, as you have new regional trading agreements, isn't it logical that 60% of reserves being denominated in U.S. dollars might not be necessary? Don't you think that you as a country would prefer to settle the majority of your trade on a bilateral basis with your balance of payments trading partners? And I think that removing the dollar as that fundamental denomination for trade, fundamental denomination for commodity settlement, runs the risk in the long term of being a potential dethroning of the dollar's U.S. reserve currency status.

Dan Tapiero: (25:54)
Yeah, I'm not so sure about that. I just think that... Look, 60% or whatever the number is too big. After the war, it made sense, all the other economies were at zero, they were flattened. And for many years, I think people just got used to having the dollar in the center. But if you just look at GDP, the U.S. is I think, what, 25% of world GDP? [crosstalk 00:26:20]

Bill Campbell: (26:19)
It's actually come down. It's closer to 20, and China's gone up to 20. And Europe's about 22.

Dan Tapiero: (26:26)
Right. It's been inconsistent for years, that the dollar was overweight in everyone's portfolio. So I think it's just a slow transition. As a macro guy for 25 years in the hedge fund business, I always remember the quip that macro always takes longer than you think it will. Sitting there with investments, and you think it's going to be three months, and it's three years. And I think this is perfect case of this. I don't think the dollar's going away, I don't think America's going away. I think, and this might segue into the next question you want to ask, but I think that if we start to make some very poor decisions on the regulatory front here, vis-a-vis the digital asset ecosystem and blockchain technology, I think that is dangerous for us, because the U.S. is already behind I think the rest of the world in adoption and understanding. 90% of total world cryptocurrency volume is outside the U.S.

Dan Tapiero: (27:29)
So there is a chance here that the world moves forward without us at the lead. And that worries me a lot more than...

Perianne Boring: (27:39)
Yeah, is that the real... [crosstalk 00:27:40]

Dan Tapiero: (27:42)
Okay, I stole a little bit your thunder there, because I know you wanted to talk about that, but...

Perianne Boring: (27:42)
No, no. Especially in my role as an industry advocate working with public policymakers, very careful not to pin the crypto against the status of the U.S. dollar as the world reserve currency. In fact, I don't think it's a helpful argument to say they're competitors, especially with something like Bitcoin that's really operating as a store of value, akin to a digital gold. That serves a very different function than payments. And I think both can coexist, and you have U.S. dollars and stablecoins as your transactional layer, and Bitcoin as that store of value.

Perianne Boring: (28:21)
Dan, I did want to come back to your thought on the combustion engine. You have said Bitcoin and blockchain, they're a history invention, akin to the invention of the combustion engine, and will have a similar transformative impact on our world. I think what you're getting to is that this isn't just about money, there's a revolution beyond just money in the crypto and blockchain technology. So one of the things I really challenge our members to help articulate better is how this technology is going to have an impact on the daily lives of normal people, not necessarily just your hedge fund managers and your investors, but the citizenry. How is this technology going to impact the average person for good?

Dan Tapiero: (29:10)
Yeah, I'll just say one quick thing and then I'll let the guys answer as well. But I think it's a revolution in trust, and so it's a permanent record. I've read, and other people have also called it, a truth machine.

Perianne Boring: (29:24)
The cover of The Economist a couple of years ago.

Dan Tapiero: (29:26)
That's right. And there was a book also. But I think that's what the real... If you want to be abstract, think about all of the things in the course of human interaction that rely on trust. And a lot of times there isn't that trust there. And so I think that's the really big revolution. I don't know if you guys...

Bill Campbell: (29:53)
Yeah, I completely agree. The other interesting aspect of blockchain is being able to protect privacy and anonymity while still having a vast amount of publicly available information. So far, we've been lagging China as far as AI development, and network effects, because of the concerns about privacy. So blockchain, moving outside of finance, has the potential to allow network effects, the Internet of Things, like take off medical records, there are a lot of potential use cases that can come out of this technology. And I think that all comes from your point that the key element is trust and keeping privacy.

Dan Tapiero: (30:34)
And this also is a massive decentralized network that, from a security perspective, is really bulletproof. It could end up becoming... And I'm not saying which network specifically, could be the Bitcoin network, could be another one, ends up becoming the value layer for the entire internet. And so, I don't want to bring it back to this again, but I worry just now about the U.S. not being innovative enough and not seeing these bigger picture concepts.

Matt Hougan: (31:08)
Yeah, I'll agree with that, and then I want to talk big picture as well, because that's fun. I think we're already blowing it from a regulatory perspective. To put one very narrow, maybe controversial dot on it, if I agree with Dan that the U.S dollar and the U.S. position is in a slow fade as a relationship to its GDP, we had this sterling opportunity, once in a lifetime, to delay that and extend it if we had embraced Libra as a dollar backed stablecoin. What better way to get the entire world to use dollars in every transaction than to put a huge amount of money in a dollar backed asset? And we just turned up our nose at it. It was literally a once in a lifetime opportunity, and I think we totally blew it, and we can't get that back.

Matt Hougan: (31:54)
What will your daily life look like is something that crypto struggles with. And the reason it struggles, I think, is that the primitives that crypto introduces are so large. Dan, you mentioned trust. You can talk about digital property rights, you can talk about instantaneous settlement, and the landscape of possibilities that are created by these primitives is so massive that the crypto industry typically falls back on small examples, like improving the remittance system, or lowering fees, or allowing people to make their financial assets more usable. And those are all true, and those are all the baby steps, but just like in the early '90s, predicting all the things that the internet would do was very very difficult, it's often good to dwell on one or many of those primitives, and just spend a week thinking about what is digital property rights mean 20 years from now?

Matt Hougan: (32:43)
It's easy to look at $3 million digital JPEGs of rocks and laugh at NFTs, but if you stop thinking of it like that and start thinking of it as the first instantiation of digital property rights, and allow your mind to wander for a little bit of time, thinking about what that means in ten years is huge. So it's hard to make them very specific, because it's hard to predict the future, but the primitives in crypto are so powerful and so world changing, it's very exciting to think out five, ten years.

Dan Tapiero: (33:10)
I would say one thing is that older people, they say, "What do I need digital property rights for?" Versus the under 30 crowd that are gamers, and it's very natural for them to think about digital property, because a lot of their assets are already digital. And so... Go ahead, what were you going to...

Matt Hougan: (33:31)
No, I had this great conversation with a reporter, and he was like, "I don't understand why someone would spend $5,000 on a sword, and it's not even a real sword, it's digital." It's got so much more utility to people than a physical sword. When's the last time you used a physical sword? Been a long time. But these kids are using digital swords all the time to create status, to win rewards...

Dan Tapiero: (33:54)
It's also because they're spending eight hours a day online, and that's something that none of us older guys can really... We're on the phones and everything, but literally, I think it's eight hours a day is the average usage, and these gamers are on even more. So they are going to the Metaverse, to these virtual spaces, to actually meet people and hang out and live in digital land, and all of this stuff. People are living their actual lives. We're not, but it's more and more that way. So for them digital property rights, that's not even a jump. Right?

Matt Hougan: (34:35)
Exactly. Yeah, that's exactly right. And it is hard for older people to get their head around that, I agree.

Bill Campbell: (34:42)
But the digital property rights is such a huge concept, and I think we need to figure out on regulation or litigation what exactly is protected when we start writing individual code. But when that's figured out, it has the ability to provide a lot more liquidity to venture capital space, private equity space, a lot of spaces that historically maybe haven't been accessed as widely. But also we need to think about, now we have these new entities that are digital autonomous organizations that are made up of a bunch of individuals that vote on what the platform should do. So what rights are afford to those organizations? How can they link into the true economy? Can a DAO, a digital autonomous organization, make a contract with a private company? And then what happens if the DAO does something that harms an individual? What liability do all of the holders in the DAO actually face?

Bill Campbell: (35:39)
And these are the things that need to be sorted out, and when they are, I think you'll have a tremendous amount of institutional capital chase it, because I think the scope for expansion is tremendous. But right now we're just not clear on a lot of these key issues, and I think those are where rubber meets the road issues.

Perianne Boring: (35:58)
So coming back to the public policy arguments for crypto, this year has been a year of transformation in Washington, D.C. We have the Biden administration, of course a change from a Republican to a Democrat administration. Both the House and Senate, Democrats have the majority. So there's a very strong focus on the social issues today, and how those are applying to crypto. We are not a partisan organization at the Chamber, we're very, very careful to make sure this technology is not seen through partisan lenses, and we don't think it should be. However, it does seem that there's a more critical view from the left than the right. So as we're trying to think of the social case, what is the social case for blockchain technology? What are the benefits from a progressive perspective, in your view, for digital assets and blockchain technology?

Bill Campbell: (37:05)
I think the most basic item that I would say is it's the democratization, a way to democratize finance and lending. The permissionless aspect that is provided by all these DeFi protocols, and what that opens up for people in underserved communities in the U.S. and underserved communities in emerging markets, is tremendous. And just putting the proper protections in place to prevent bad actors from hurting people. I think a light touch would be the right way to do it. Defining what exactly activities are between credit and lending securitization is also important, but I think from the social aspect it's the true permissionless democratization of providing that access to everyone.

Matt Hougan: (37:58)
I live in the People's Republic of Berkeley, California, so I have some [inaudible 00:38:02] the thing from a liberal perspective is that they hate banks. And our financial system is built so that the poor people pay the highest fees as a percentage of assets. So the story for how crypto improves that is by making that not true, by democratizing access, by lowering fees, by opening opportunity. The examples we have today again are either isolated, like remittances. The cost of sending remittances home is about one twelfth. In other words, you work one month a year just to pay those fees, and those can go to zero. But there are more and more examples. In the DeFi space, it's not just Jane Street that's making markets and earning money from that, you could be too. Anyone could be. And people are doing that today. So I do think there's a progressive story to crypto that's maybe poorly told, but I think it'll gather steam.

Perianne Boring: (38:53)
So we've got about a minute left, so I'll just do quick closing statements from each of you. We've talked about macro, I'm going to come to micro. Within that 12 to 18 month period after the Bitcoin halving, there's different theories different investors have on what's going to happen. Between now and the end of the year, are we going to continue to see a bull market, or will we see a correction like the past two halvings? 20 seconds each. Dan, we'll start with you.

Dan Tapiero: (39:23)
I think you have to be a long term holder in this business, so what it does now over the next three or four months is sort of jump ball. But I think we're going to head up over 100,000 probably in the six to nine months in Bitcoin, and Ethereum could also continue. But it's more long term, I think in the next five, six, seven years we can be at three, four, five hundred thousand on Bitcoin, and I don't see why not 20, 25,000 on Ethereum.

Bill Campbell: (39:54)
I'll just say I think it's a long term play, and I completely agree with what Dan said.

Matt Hougan: (39:58)
I also agree it's a long term play, but I'd remind people that crypto is the single best performing asset class in the world this year, and it went down 50% this year. So I think...

Dan Tapiero: (40:09)
Well, the 10 year is 250% annualized, so the greatest return of any asset in the history of the world that we could find, going back to, I don't know, caveman times. So you just need a little bit, right? Just a few percentage points.

Matt Hougan: (40:22)
Yes. And then you need to not panic when it sells off.

Perianne Boring: (40:26)
Very macro answers from the macro team here. We'll end on that high note. Please help me thank each of our speakers. Thank you Dan, Bill, and Matt.

How the Pandemic Changed Real Estate & Entrepreneurship | #SALTNY

How the Pandemic Changed Real Estate & Entrepreneurship with Steve Glickman, Founder & Chief Executive Officer, Develop. Anna Mason, Managing Partner, Revolution’s Rise of the Rest Seed Fund. Garett Bjorkman, Managing Director, Portfolio Oversight, CIM Group.

Moderated by Nicholas Millikan, Managing Director, CAIS IQ, CAIS.

PRESENTED BY

 

Powered by RedCircle

 

SPEAKERS

Glickman+Headshot.jpeg

Steve Glickman

Founder & Chief Executive Officer

Develop

Headshot - Mason, Anna - Cropped.jpeg

Anna Mason

Partner, Rise of the Rest Seed Fund

Revolution

 
Headshot - Bjorkman, Garett - Cropped.jpeg

Garett Bjorkman

Managing Director, Portfolio Oversight

CIM

MODERATOR

Headshot - Millikan, Nicholas - Cropped.jpeg

Nicholas Millikan

Managing Director, CAIS IQ

CAIS

TIMESTAMPS

EPISODE TRANSCRIPT

Nicholas Millikan: (00:07)
... Everybody. Well, how cool is this? Right? We're all back in person. First conference for me, I don't know about my fellow panelists here, but it's good to see you guys, for sure.

Anna Mason: (00:16)
It's good to see you.

Nicholas Millikan: (00:17)
So everybody, welcome to the City Versus Suburbs: How the Pandemic Changed Real Estate and Entrepreneurship. Today, we're going to be joined by Anna Mason. She is the partner of Rise of the Rest Seed Fund at Revolution. We have Garrett Bjorkman down at the end, Managing Director of Portfolio Oversight at CIM Group. And Steve Glickman here to my left, founder and CEO of Develop.

Nicholas Millikan: (00:43)
Let's jump straight into the questioning today. Obviously the pandemic saw massive outward migration from cities, not only from suburbs, but to rural, less densely populated areas. Maybe Steve, I'll start with you. Can you briefly highlight what you saw and what areas were most impacted by the inflow-outflow of people?

Steve Glickman: (01:04)
Thanks, Nick. I'm sure I can take a piece of that. Anna and Garrett, I think, can probably give their perspective on it as well. But one of the programs I was very involved with for a long time was the Opportunity Zone program, which was based on this conceit that if people have an opportunity to move to more places than they're concentrated in now, and you gave them either an excuse or a reason not to be in the places they were, they would move. And I think one of the interesting things about COVID and the pandemic is that it's sort of proven out at least a part of that thesis. When people could take a step back and see that their cities were the downside of the lifestyle of the places they were in, they would maybe start to naturally gravitate towards places where they grew up, where the standard of living was cheaper, where they were closer to family, where they had access to more green space and housing that was more affordable.

Steve Glickman: (02:06)
And I think you've seen that, not just in the way people have moved not just to suburbs, but really to less happening cities all over the country; but also in terms of the way they've looked at their jobs and job market and what kind of life they want for themselves. And so I think what the moment we're in is so interesting because the question is, will it stick? Will people eventually go back to cities and resume that same quality of life from before the pandemic? Or will this move be permanent? Will this lead to talent permanently relocating? Will it lead to businesses starting up in those places? And some ways, everyone on this stage has made big bets that that was going to happen either through incentives or in this case, because we've radically changed the equation of what it is to live in a big concentrated city post-COVID.

Nicholas Millikan: (03:00)
Yeah. So Anna, you come from a venture capital background, more of an entrepreneurial focus. Have you seen the same types of trends here, especially around talent?

Anna Mason: (03:11)
Yeah, absolutely. And I've taken to somewhat affectionately referring to this movement that's unfolding as "the great unbundling of place". And so the way I've been thinking about this is very much so informed by the work that we do at Rise of the Rest for higher-volume, early-stage venture capital investors. And by mandate, we focus on investing in opportunities everywhere in the country, as long as those companies are not headquartered in Silicon Valley, New York City, or Boston.

Anna Mason: (03:44)
And so as the conversation has unfolded, as reality has unfolded through these last now nearly 20 months of COVID and you were looking at everyone moving out of New York, everyone moving out of San Francisco, and there was this clamor in this sense that, "Oh my goodness, so much is changing so quickly. There's this great acceleration." Obviously we think it's great for our strategy and our fund thesis, and I'll talk about this more later. I think both by anecdote and by data, we did see quite a meaningful increase in volume in terms of deal flow and investment in cities, all across the country.

Anna Mason: (04:20)
But what's so interesting when you actually peel back the layers of the onion on this data, is that the shifts in migration between cities actually hasn't... This was fascinating to me... Functionally hasn't moved that much post-COVID versus pre-COVID. I think some of the data I saw actually said that there were, according to the US Postal Service, there were about 30 million address changes registered in 2020, as things were really moving around during COVID. And there were people moving out of the Valley, there were people moving out of New York and they were going to Austin and going to Denver and going to Miami. And so there was an acceleration, but functionally, the shifts, the data that you were seeing was very similar in 2020 to what you were seeing in 2019.

Anna Mason: (05:11)
There was this great quote where someone said, the data shows that the next Austin is probably Austin. And so what's interesting about that, and I'm looking forward to talking about this more later, is, I think the biggest shift was in the intentionality and the focus that people now have on these opportunities. And this for me comes back to this idea of "the great unbundling of place". People were moving before. Some people were just moving from city to suburbs. Some people were moving to more rural areas or smaller MSA cities, but now what you have happening, I actually think this is functionally really what I would call an infrastructure opportunity and solution set, is that the package deal of a place, where you had to think about where you live and where you work and the fact that you would just expect that those would fit together, functionally is no longer the case. Now you can think about where you want to live, and separately you can think about where you want to work.

Anna Mason: (06:16)
And the intentionality that I think now is being placed around that, both in terms of technology communities all across the country, and increasingly cities all across the country where they say, "Oh, now we can really market our city with intention. We can market the value prop of our startup with intention." That's where I really think you're starting to see, some cities have functionally have been building for many years, really start to break out from the pack. So everyone in this room is going to obviously know Miami is going to be an example; they've done a great job in branding. But other unexpected places like Tampa, just across the state, or Tulsa, an unexpected place like Oklahoma, more. So we'll talk more about that as we go on.

Nicholas Millikan: (07:00)
Absolutely. Yeah. Thank you for that insight. So Garrett, you guys at CIM obviously have deep expertise, long-term expertise in this. So you saw trends very well-established pre-COVID or pre-pandemic, and were focused on secondary markets anyway and developing them to be attractive locations. Can you talk a little bit about what you've seen pre- and post- pandemic?

Garrett Bjorkman: (07:20)
Yeah, sure. So at CIM we manage approximately $30 billion of real estate infrastructure, primarily in the US, and I would say over the past five to seven years, we very intentionally were investing in a lot of the secondary cities that we really believe have been having an urban Renaissance. Austin, Phoenix, Dallas, Miami, Atlanta. We saw demographic trends in those areas, that they really had the long-term fundamentals based on employment and demographic trends, that we believe would have carried those cities forward and outperform most of the major other sub-markets within the country.

Garrett Bjorkman: (08:13)
And what we noticed from a lot of the demographic trends is, and this was pre-COVID, there was really only two areas where we saw out migration, and that was from primarily San Francisco and New York. And when we looked further into that and said, "What is really the cause of why are people making this decision?", a lot of it came down to housing affordability. So it's just an interesting thing to note, because I think as you look at what's happening in a lot of the major cities, there's still a lot to be desired to live and work in a city, right? People love the density of talent; that density of talent brings about, in certain cases, high incomes, it brings about certain amenities that come along with those types of incomes; and it affords people a certain lifestyle that you can't have outside of a city where you have that density.

Garrett Bjorkman: (09:26)
And so, of course there's been real trends with people who have moved to many of these secondary cities. But when you actually look at where people moving, when they go to the secondary cities, they're not moving to the suburbs; they're going to Austin and they want to be downtown. If you're in Phoenix, you want to be downtown or close to downtown. So those have been the trends that we saw pre-COVID, and they were really just accelerated during COVID and today, although if you are in the real estate market in New York, for example, you're starting to see rents come back very quickly. There's no more concessions. That market is very much robust. Condo sales have picked up again. So you are seeing a lot of domestic activity happening again. We haven't really seen the international capital come back, which I think is the one dynamic that once that happens, it will really bring activity back to New York. But for San Francisco, I think it's going to be a much longer trend, partially just because of the nature of the businesses that are in San Francisco. That's been our observations.

Nicholas Millikan: (10:45)
Yeah. So the one thing I'm getting from what you've all said is there's a real acceleration of trends that were established or in place beforehand through the pandemic. And we've seen that in different industries like technology and all that kind of stuff.

Nicholas Millikan: (10:55)
So Steve, turning back to you, you were instrumental in developing the Qualified Opportunity Zone program that sought to direct capital and help those areas of the country that fell behind after the uneven recovery out of the global financial crisis. Can you talk a little bit about what the program details are, just to make sure everyone's on the same page here, and discuss whether the pandemic sort of has helped accelerate interest and focus on those areas?

Steve Glickman: (11:22)
For sure. So the Opportunity Zone program really simply is a program that incentivize long-term investment, usually 10 years or longer, in communities that are considered low-income and have been selected by governors and mayors all around the country to be focal points for investment in economic activity.

Steve Glickman: (11:43)
And the program is really tied to capital gains. So it takes unrealized capital gains of which there's about $6 trillion in the economy, and the idea is to funnel some amount of that every year when those gains are realized into opportunities in these communities and into a lot of cities that have been off the radar screen. This program has been controversial, and I think it's useful to talk about the controversy, but maybe not right now, but before we finish up today. But I'd say one of the things that the program set out to do was to drive a lot of capital to create a big capital market.

Steve Glickman: (12:19)
And we have pretty good tax data now. 2019, the first real year of the program, and that tax data has shown that there was about $25 billion invested into Opportunity Zone funds around the country. One of the interesting things about that capital, and I think this surprised a lot of people, was it was invested through 2,500 funds and it was invested in 1500 communities. So there's a bit of a stereotype of Opportunity Zones that it's just going to a couple cities, and we know that's not true. We know it's pretty geographically diverse. We know it's not controlled by the largest fund managers, although a lot of them like CIM and others have funds that are active and large. And we know it's changing the mindset of not just investors, but more importantly, people who live in communities who are organizing around this idea that there's equity capital coming, and then there's follow-on capital coming because of that, whether it's philanthropic dollars or it's debt financing or it's businesses or other things. So something about that is working.

Steve Glickman: (13:22)
And I think one of the interesting things, at least, and this is my kind of core view of what's happening in the country: the current makeup, the current hardening of where people who and businesses go is a really bad outcome for the country. Not just for cities that are depressed, but for cities that are prosperous. And as Garrett pointed out, extremely expensive to live in. Normal people who with normal jobs can't live in Manhattan, they can't live in San Francisco, it costs a million dollars to buy a one bedroom condo... That's not a good outcome for people who live in those cities. Also not a good outcome for people who live in other communities where the businesses have fled to follow that capital.

Steve Glickman: (14:02)
So we need some kind of rejiggering. Whether it happens as a result of tax measures or it happens as a result of cyclical or structural changes, that's really important for the country. And that kind of driving of ensuring that there's a larger amount of places in the country that can support pretty robust, dynamic economies is a complicated question; but a lot of it is a mindset. There's no reason why places like Detroit and places like Birmingham, Alabama, and places like Philadelphia, all places that have done really well in both the Opportunity Zone program in terms of capturing capital, can't be robust, big economies. In fact, many of those places were really robust, really competitive economies in the fifties and sixties and seventies when the manufacturing revolution was towards its peak or just before the tech revolution next.

Steve Glickman: (14:56)
So a lot of this is man-made. Whether people are fleeing California because it's expensive or because the tax code there is wildly out of step with the rest of the country is a man-made problem. Whether people are looking to diversify their economy so it's not just about one sector, but it's a diverse amount of sectors and it's technologically enabled and there's access to broadband, is a choice we make. And so a lot of these are about our choices. And the question is that we wanted to make different ones as a society, as a government, and as individuals where we choose where to live and where to invest.

Nicholas Millikan: (15:24)
So you talk about a really interesting point there, which is the infrastructure to support this and the economies. And Garrett, I'm going to come to you eventually. But Ana, just before we do that, you look at the equitable distribution of capital when it comes to venture dollars. And you've noted that 75% of venture dollars ended up in Northern California, New York or Massachusetts. So you guys are focused on everything else. Have you seen a change in where those capital dollars are going to? And now that we have the technology infrastructure to support the reimagination of different industries in the venture space, especially?

Anna Mason: (15:56)
The short answer is yes, but since I'm up here, I will give a longer answer. So for the past probably seven, eight years, even as more capital has been distributed and allocated and invested in venture as an asset class, about a dozen years ago when there was maybe $10 to 20 billion. Oh, hi guys. When there's-

Steve Glickman: (16:21)
Everyone has to leave the club now.

Anna Mason: (16:21)
Right. When there was between $10 and 20 billion going into ventures and asset class; two years ago, you had $100 to 125 billion flowing into the class; and this past year, 2020, you had close to $160 billion flow in. So there's been tremendous growth in the asset class as a whole, which I think is incredibly exciting when you think about the opportunity and the possibility on the other side of investing in entrepreneurs.

Anna Mason: (16:51)
But what's happened is that there's been a very disproportionate allocation to that capital that has been very unevenly distributed to the tune of about 75% in California, in New York and Massachusetts. When you look at the flip side of that, and you think about the public markets and what happens on the other end of tech, it's about that same percentage, about 75 plus percent of the Fortune 500, isn't located in California, New York and Massachusetts. It's actually pretty evenly distributed all across the country, everywhere else, or in what we would think of as "the rest".

Anna Mason: (17:24)
So for us, this mandate and this investment focus, really, frankly, an arbitrage opportunity to find those next future Fortune 500 companies means you have to be looking where most people aren't necessarily looking. And so that's why for so long, we've been focused and banging the drum on the opportunity for early stage investment all across the country.

Anna Mason: (17:47)
And so what does the data tell us? What's been pretty exciting is that over the last 10 years or so, at the early stage of venture capital, what we would call seed and Series A, really company formation and starting to get out of the gate and show some progress, there's actually been a 15% decline in the percentage of investment capital that's gone to the Bay Area. And what's most exciting to us as we think about how the landscape has shifted and accelerated over the last 15 to 20 months is that half of that decline has actually come in the last year and a half.

Anna Mason: (18:25)
So you're really starting to see this acceleration and this momentum at early stage. It hasn't fully played out. You're still going to look at the headline data and you're still going to see 75% go to those three places, but there there's a trickle-down effect. And so it's happening at the early stages. And anecdotally, I think why it's happening is because the working environment and the fully-remote work environment in the veteran tech community over the last 15 to 20 months has afforded so many investors the opportunity to just have some self-reflection and to realize that you don't actually have to be quote, unquote, down the street from the companies that you're investing in, and that you can look elsewhere, you can broaden your horizons. And at the early stages, I think venture investing sits at the nexus of access and context and any value investor, any New York investor can get access to any of these places. But importantly, these last 15 to 20 months have given people the opportunity to seek out that context.

Anna Mason: (19:29)
So just to close with this quick anecdote, which has always amused me, we had a great value investor looking to lead a subsequent round of a company we're invested in. And he's like, "So, tell me more about it. I love the technology, I love the founders, but I don't know Cincinnati. What's the tech scene like there? Is there really a startup community? I'm not trying to get comfortable with the ecosystem risks." And I was like, "Well, the company's based in Columbus, not Cincinnati, but let me tell you about that and how great it is." And at the end of the day, it actually doesn't matter if it's Cincinnati or Columbus, because less than 1% of venture capital goes to Ohio. So the fact that now this investor, and he did end up leading the deal, is investing in Ohio. The anecdote, I think, matches and marries the data of the acceleration that we're seeing in early stage.

Nicholas Millikan: (20:16)
Interesting. So Garrett, over to you. There's obviously been a big change in the focus of the types of property being developed, and you guys go in and you're going to revitalize areas, and then bring in not just multi-family property, but think about the ecosystem you're building around it. Has there been a shift in focus of property types? We've all heard about the death of the brick-and-mortar store? Are you seeing that in the types of demand for property or the properties that you guys are looking to develop?

Garrett Bjorkman: (20:42)
Yeah. Yes. Right. I would say retail, the story there has been the same story for a very long time. I think one of the underlying questions that we're all circling around is, really, what is the impact of work from home. This whole city-versus-suburbs question is how does work from home actually impact commerce and how we interact with each other from a work perspective in our daily life? So office, how has office changed?

Garrett Bjorkman: (21:19)
And I think when you talk to most senior management, when you talk to leasing brokers throughout the country, there is a very strong desire in corporate America to bring people back to the office and to bring them back quickly. Now that's for a certain segment of the market. I think more, that sentiment is much stronger in people on the front office and people in industries where innovation and creativity and collaboration are really the centerpiece of what makes their job successful. But we're seeing it even in accounting and things like that; there has been studies done where productivity is substantially less in a work from home environment that work. And so you've seen the big banks...There has been major shifts to bring people back to the office.

Garrett Bjorkman: (22:19)
But I think the question is, how does the relationship in the office change? What we've seen is that companies are investing tremendous amounts of dollars into social space and redefining the way that the office interaction works. The amount of dollars that tenants are requesting for TIs to build out kitchens, they want to keep people there and make it more attractive for them to be at the office than to be at their house. So there's this massive competition taking place among employers to make their office the best, because it's a way to attract the talent, and at the same time to keep productivity high.

Garrett Bjorkman: (23:07)
But our view in long-term is that office remains a substantial asset class, and that is critically important for business to continue, in that the innovation and mentoring and all of those types of things that really make a business successful, you can't do remotely. And we've tried it.

Garrett Bjorkman: (23:31)
And so while there is this shift to secondary cities, the real question will be, is there going to be enough talent in those secondary cities? And are employers big enough to drive people to those cities? Uber recently announced they were going to move a substantial amount of employees to Dallas that recently pulled out. And that's not to say there's plenty of other tenants looking for space in Dallas; but there is a lot of political dynamics, there were people who they had moved to Dallas who just weren't happy in that environment.

Garrett Bjorkman: (24:13)
So I think that there's a lot of... We are looking at different asset classes, multi-family continues to be robust, but from an office perspective, I think that's really the biggest question. But it's about how people are going to use this space, if they're going to use it at all.

Nicholas Millikan: (24:31)
Well, I want to delve into the local level part of the conversation, and Anna, you had mentioned last week when we were chatting that cities are startups. Can you explain what you mean by that?

Anna Mason: (24:40)
Yeah. I first started thinking about cities as startups when I considered how many tech communities across the country were branding themselves. And so I would find Silicon Harbor and Silicon Holler and Silicon Slopes and Silicon Prairie. And for the work that we do, we have a parallel track where we're investing in a high volume of early stage startups, and we're also, from an economic development standpoint, engaged with these startup communities all across the country to parallel track some of the pattern matching between how the cities and communities were acting and how the startups were acting.

Anna Mason: (25:24)
And I was thinking, "Oh, all these cities who are saying..." I call it Silicon X Syndrome. It's very similar to an early stage startup that hasn't necessarily found its footing, perhaps it's product-market fit. So they say, "I'm the Uber for X" or "I'm the Facebook for Y" because it becomes a shorthand. So having the Silicon X moniker, I think, for many somewhat still-nascent startup communities across the country, it was a shorthand to say, "Hey, look at us, there's technology and innovation happening here."

Anna Mason: (25:55)
And I think part of what we're seeing now, we were absolutely seeing this for the last number of years in communities all across the country from Minneapolis to Indianapolis, Columbus and beyond, is that you started having, like startups where you have some that break out, you started to really have some communities that would break out, too. And you see this most acutely, I think, in how certain cities and communities are responding to COVID, because it's very much so rapid paced three-dimensional chess.

Anna Mason: (26:31)
And to this point, it was interesting, Garrett, how you're thinking about this talent question. Is there actually talent in these communities? If you go back to this framework that a city is like a startup, and we talked a little bit about brand and moving away from, "Hey, Silicon X" to now, "We're going to brand and define ourselves in a very specific and unique way that ties to, really, the core DNA of our city and why we're different, not why we're a copycat of Silicon Valley."

Anna Mason: (27:03)
But then I think there's this really exciting moment for what I think of as community infrastructure, and why it's not just going to be... I hope and I think for many cities, this fleeting moment of people moving, everybody ran to Miami, but eh, now the weather's nice, they're going to come back to New York. I think you see cities, and frankly, I would absolutely count Miami among them, who are investing infrastructure. They've done the branding thing; frankly I think they've taken a really fascinating page out of a startup playbook to say, "We're not a B2B business anymore in terms of how we acquire customers." Every city, every mayor should be thinking about their citizens as customers. And I think you're starting to see that that's a big change that's accelerated because of COVID. But now that you can say, "Oh, we can directly acquire our consumers, so to speak, because people can live anywhere, they can work anywhere, let's go after the people, themselves, the employees, themselves, instead of the companies from an economic development play."

Anna Mason: (27:59)
And now infrastructure is really going to be critical. Everything from affordable housing, you don't want to price local people out of the existing market. You want the rising tide of a startup community to really lift all boats, including those who've been doing the hard work and investing for many years. So that's what I mean when I say cities are like startups; I think it's just a framework to think about development infrastructure and functional growth, because every city is going after what every startup is going after. They want to make more money, they want to be better than the competition, and they want to have lasting success.

Nicholas Millikan: (28:33)
So let's talk about the citizens themselves, Stephen. This is near and dear to your heart, specifically. What impact has the shift had on the intercity issues such as inequality, homelessness, no regular jobs for regular people? Can you talk a little bit about the impact there?

Anna Mason: (28:49)
Well, first let's just say the intercity question of why people live or want to be in San Francisco or New York compared to Detroit or elsewhere, are different. Although there are some overlap between the intracity issues where frankly, if you look at inequality, the biggest inequality, the most shocking figures are actually neighborhoods within cities, where you have a five-year for example, life expectancy gap between the lowest-income neighborhoods that could be right next door to higher-income neighborhoods.

Anna Mason: (29:18)
And what's most shocking about the intercity question is that it's really solvable. And everybody knows what the solution is. The intercity question is complex. It involves attracting talent and businesses and tax codes and industry and infrastructure. It requires a lot, and it's almost easy to throw up your hands and say, "There's nothing we can do about it. It just sort of is what it is," which is also not true, but closer to being true than the intracity question. Which if you heard one theme, I think, from everything we've talked about, boils down to housing. If you want housing to be cheaper, there's one answer that I think everyone knows. What do you do? You build more housing. Period. The answer is really easy. It's supply and demand. Housing will be really expensive if there's not a lot of it; it will be much cheaper if there's more of it. And that means building housing, not just in poor communities, but building housing in wealthier communities.

Anna Mason: (30:09)
I consider myself a political progressive, I think. Hard to tell these days, distance from my time in a Democratic administration. But the cities that we're talking about that have the biggest inequality are, I think, self-described politically progressive. And it's the problem that drivers are just as much in the wealthy part of those cities, if not more so, than the poorer parts of those cities. You need to build housing everywhere. We have a huge housing crisis in the country. It's not because there's not money there for investment. The biggest asset class growth in the real estate space is by far multifamily. That is what's been burning all the way through COVID and the pandemic; it's the vast majority, if not almost all, of the investment, that's going into Opportunity Zones, which are this $25 billion subset of distressed community investing.

Anna Mason: (30:59)
Investors want to invest in multifamily because they know there is a consistent demand for it. People who live in cities don't want to build it. There's a theme around gentrification, which is mostly not true. Almost all research around gentrification shows that the people that gentrification most helps are younger people, children, in communities that have access to better schools, both in terms of primary schooling, better access to college education, less crime in their communities. It's what every parent wants for their kids in every community and every country. And the only way you get there is by investing and building more, creating more housing, more housing options across the spread. Same thing in wealthy communities: you have to build multi-family in wealthy communities. It can't just be single- family. Otherwise, there's not enough housing for people. People are priced out of the market, people have to leave, only wealthy people can live there and it perpetuates inequality.

Anna Mason: (31:49)
So we have the answer; we just have to want to enable it in our own communities. That's where it starts. It's not something some politician, some unnamed NGO or philanthropy has to solve. We can solve it if we want to fix this problem. So I'm very much in the spirit, what my theme here, if nothing else, is agency. We have agency to fix this very sticky problem in our own communities by just building more housing.

Nicholas Millikan: (32:14)
Yep. Okay. Excellent, then. So, Garrett, at the local level, you guys work specifically... And I know we're running up on time here, but yeah, can you talk a little bit about how you work with local governments and organizations to develop out property?

Garrett Bjorkman: (32:28)
Yeah, sure. So I would say one very successful effort that we've had has been in the city of Atlanta with a project that used to be known as The Gulch, but we acquired over years about 55 acres in downtown Atlanta and worked very closely with the city and the state to get different tax incentives that would effectively not just allow us to be incentivized to develop in that area, but also other developers to be incentivized to develop in that area.

Garrett Bjorkman: (33:07)
And it's been a part of Atlanta that people have been trying to activate for 20-plus years with no success. But we really built a coalition and thought about, "How do we master plan this whole city in a way to provide for a very active, vibrant lifestyle while at the same time addressing many of the issues that Steve just brought up?" So getting incentives that allow us to develop affordable, making sure that we have enough housing and the right types of housing. But working with the state and local governments to get those incentives were absolutely critical in order to make that happen.

Nicholas Millikan: (33:59)
Excellent. And we're just on one minute left here, so I want each of you to put a very fine point on what you've talked about already today. Steve, I'll start with you. So have we seen the Great Talent Redistribution as a result of the pandemic?

Steve Glickman: (34:13)
No, we haven't. We haven't seen the Great Redistribution, but we have this moment now where people, I think, can make a different decision, being separated from life and business-as-usual pre-pandemic. And that's, what do they want? What is their power to convince their companies not to go back to the office, to enable them to work for home, to live in more places to be near their family, to be near green spaces? I think this is going to be a very telling moment for American society, but I don't think we've seen it yet.

Nicholas Millikan: (34:40)
Okay. Anna?

Anna Mason: (34:42)
From a tech and entrepreneurship perspective, I think the fundamental change that COVID has induced is less about talent redistribution, though I think I would say yes, and that's incredibly exciting. But I actually think it's more about the boost and the shot in the arm that entrepreneurship has gotten overall.

Anna Mason: (34:59)
And I think the final point I would leave everyone with is that in 2020 we saw a historic high in the country of new business creation, of new business starts, up about 15% from what we've been seeing over the last couple of years and very different than what we saw in the Great Recession. So as we sit here and we look 10 years from now, where do we think we're going to be? I think the spirit of innovation and entrepreneurship, that is perhaps more alive and well now than it was in the past decade, is really going to be what pays dividends. And hopefully we see that more evenly distributed all across the country.

Nicholas Millikan: (35:36)
Brilliant. Garrett, take us home.

Garrett Bjorkman: (35:37)
So not to steal a word from our Fed chairman, but it appears that the talent shift is maybe transitory in the short term. Over the long-term, unless cities really invest in their local economies and safety and transportation and housing, there's going to be a lot more change.

Nicholas Millikan: (35:57)
Brilliant. Well, on behalf of everyone who joined, Steve Anna, Garrett. Thanks for taking time out today.

Steve Glickman: (36:02)
Thank you.

Anna Mason: (36:02)
Thank you.

Blurring the Lines Between Crypto & Traditional Asset Classes | #SALTNY

Blurring the Lines Between Crypto & Traditional Asset Classes with Brett Harrison, President, FTX US. John D’agostino, Director of Institutional Sales, Coinbase. Ari Rubenstein, Co-Founder & Chief Executive Officer, GTS. Thomas Gallagher, Chairman & Chief Executive Officer, Miami International Holdings, Inc. (MIAX).

Moderated by Jon Najarian, Co-Founder, Market Rebellion.

Powered by RedCircle

 

SPEAKERS

Brett Harrison - Headshot - Cropped.jpeg

Brett Harrison

President

FTX US

Headshot - D'Agostino, John - Cropped.png

John D'Agostino

Senior Advisor, Strategic Partners

Coinbase

Headshot - Rubenstein, Ari - Cropped.jpeg

Ari Rubenstein

Co-Founder & Chief Executive Officer

GTS

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Thomas Gallagher

Chairman & Chief Executive Officer

Miami International Holdings, Inc. (MIH)

 

MODERATOR

Headshot - Najarian, Jon - Cropped.jpeg

Jon Najarian

Co-Founder

Najarian Advisors

 

TIMESTAMPS

EPISODE TRANSCRIPT

Jon Najarian: (00:07)
You guys are going to get the idea as we start the presentation, we can all sit down, gentlemen, that this is a crypto conference and it's not, of course it's an alternative asset conference, but one of the hottest alternative assets, of course, is crypto right now. And I think we have a great panel to talk about that with you guys, to talk about DeFi and some of the exciting things that are going on. So I'd like to introduce immediately to my left, Brett Harrison from FTX.US. Brett and most of us, by the way, come from a traditional finance background, I think it's safe to say. And like a lot of you, we've migrated over towards crypto because of the opportunities and just this is one of the most exciting areas of finance to me. I mean, I'm launching a hedge fund this month, crypto hedge fund.

Jon Najarian: (01:04)
You see me walking around here, please grab me, talk to me. We'll be happy to talk to you about it. But this is about them, not about me right now. So Brett Harrison FTX.US. John D'Agostino. When I first really got into crypto, it was John D'Agostino and I that were talking and, in some cases with John's partner at the time, traveling over to Europe and Asia talking about crypto. And Johnny is with Coinbase. I've got Ari Rubenstein from GTS where he is the co-founder and has some fabulous new news for us, Ari, today. And Thomas Gallagher from MIAX or the Miami stock exchange, options exchange, crypto exchange. And Thomas, of course, it's hard to get more traditional finance than an exchange that has broken into the traditional finance space the way MIAX has. And Tom and Brett will have to tell you why out of all the places on earth that they could have put their headquarters, they both put them in high tax states instead of down in Puerto Rico or in Florida.

Jon Najarian: (02:19)
But let's in fact start with Brett Harrison, president of FTX.US. Brett, some of the things that are going on in crypto, of course, Sam was here yesterday. Bankman Freed and talking about FTX, your FTX.US. Describe for the audience quickly maybe what the difference is between the international and the US space.

Brett Harrison: (02:44)
So FTX.US is a spot crypto exchange. It was founded about a year ago. We've had enormous growth in the past year. I think back in January, we were doing something like a million dollars a day in spot volume. We're now doing around $200 million a day in spot volume. And we're looking to push into other, especially regulated assets, stocks, derivatives. Recently, we acquired LedgerX, which is a CFDC regulated DCM, DCO and SEF, to be able to offer futures and options on crypto to US customers.

Jon Najarian: (03:19)
And why Chicago, Brett?

Brett Harrison: (03:21)
Because I live there.

Jon Najarian: (03:23)
Exactly. And from the traditional finance side as I said, Thomas Gallagher, I'm going to pronounce it like they pronounce it in Ireland, Thomas, because I'm a dual citizen.

Thomas Gallagher: (03:33)
There you go. Me too.

Jon Najarian: (03:35)
You're oh fabulous. Well, see the rest of you guys are jealous now, probably. Thomas, how does a regulated traditional exchange like MIAX fit into this new DeFi world? How are you guys making that move?

Thomas Gallagher: (03:51)
Well, thanks for the question, Jon. I think the way we fit in is by buying new platforms where we can launch really innovative new products. So, last year we bought the Minneapolis Grain Exchange and the Minneapolis Clearinghouse, one of the oldest clearinghouses, if not the oldest clearinghouse in the United States of America. So what we want to do is we want to bring to market new proprietary products and innovative products that the global trading community can use. And the first one we're bringing to market in the last six months has been our SPIKES Futures Volatility Product. It's really gotten off to a great start.

Jon Najarian: (04:35)
Fabulous. And I'm sure those of you in the audience who are active in crypto know that crypto, in particular Bitcoin, that I trade a lot of derivatives on is in the neighborhood of five times to 12 times the volatility of the S&P 500. And your SPIKES product, of course, is on traditional stocks rather than crypto, but that's probably going to be one of the next moves, I'm betting.

Thomas Gallagher: (05:05)
Well with the licenses we have, John, we can pivot. No one knows where this is going to end up in terms of the regulatory bodies that are going to be looking at things, whether it's the SEC or the CFTC. So owning US stock exchanges and options exchanges and a futures exchange gives us the ability to kind of be ready. Whether it's the CFTC looking at crypto derivatives or the SEC looking at an ETP, spanning both regulatory regimes is one of the reasons that we wanted to get into Minneapolis.

Jon Najarian: (05:43)
Fabulous. John D'Agostino and Coinbase, you guys of course have been in the news and Ari's got some news that he broke this morning, and he's going to break even more to you guys here, but Johnny, you guys have been in the news and you have wanted to be in the news. Because the SEC has been saying to Coinbase, well, what about this lending and all the rest. Tell us a little bit about some of the challenges that you have when you're trying to have a discussion with a regulator that you don't even know if they really regulate you.

John D'Agostino: (06:16)
Well, thanks for the easy and not at all uncomfortable question. Softball, softball, big announcement, a hammer to the face. I really appreciate that. So I'm going to show you an expert's lesson in how to answer and divert which I'm going to do right now.

Jon Najarian: (06:31)
You've always been good at that.

John D'Agostino: (06:32)
Look, we go way back. I was head of strategy for the New York Mercantile Exchange. Exchanges as price discovery mechanisms are fascinating vehicles. They're always going to be at the forefront of a relationship with the government because they are they're the last legal monopolies. They're essential to the critical financial infrastructure. When 9/11 hit, the NYMEX was one of the first entities that the US government wanted open. We were flown over on helicopters to get it open. That's their absolutely essential. And so by definition, because of that critical importance, they're going to, when they innovate, have massive repercussions for the entire economy and therefore the government's going to be watching and regulators are watching very, very closely. So I don't think it's unusual that anyone here, because everyone here is looking to innovate in the exchange space is going to have to engage and evolve. And so if those things aren't happening, that means you're not moving forward.

Jon Najarian: (07:28)
Well, and that's a great diversion, John, and I'll say it for him, but I think it should have been the office of the controller of the currency or perhaps even CFTC if somebody's going to talk to Coinbase about regulation, not the SEC, but-

John D'Agostino: (07:44)
That's got to be worked out, right? They have to work that out. And it took, people forget it took, I mean, try trading compos swaps versus single asset swaps, right? You're dealing with the CFTC versus the SEC. So that tension and that land grab has a existed way before crypto, it'll exist way beyond crypto. So we can't control that. That's going to happen. We can only just keep an eye on what's going on and try to make everybody happy to degree possible.

Jon Najarian: (08:11)
Great. Thank you, John. And sorry about the fetch ball.

John D'Agostino: (08:15)
Now on to Ari's great announcement.

Ari Rubenstein: (08:17)
Someone's got to take a rough one.

Jon Najarian: (08:18)
Yeah. And I thought when we were going to talk with Ari today, that I'd be talking about Pyth and Virtu and Jump Trading and all this, but all of a sudden, you guys broke news this morning through a Wall Street Journal story, Ari. Tell us a little bit about Radkl with this Radkl investor that he brought in for Radkl, Steve Cohen. You tell us the rest, rather than me tell the story.

Ari Rubenstein: (08:43)
I had nothing to do with the timing. Nothing. But thanks, John. Radkl is a digital asset trading and investment business. And our goal is to provide liquidity to the marketplace, make the markets more efficient that way and ease the access for investors to get involved in digital investing. And we were talking earlier, it reminded me of what we did with GTS. GTS right now is a global electronic trading business. We're one of the largest market makers on the New York Stock Exchange. We provide liquidity to all sorts of investors, retail investors, institutional investors. On a daily basis, we might trade 5% of US equity markets. And now we trade nearly 20% of the Grayscale Bitcoin Trusts which have become a huge business. And really what happened 20 years ago, I was a floor trader on the commodity markets in the '90s when everything was traded open outcry in a pit, and very quickly, they went all electronic.

Ari Rubenstein: (09:53)
Your partner was a big part of that. And investors at the time were very apprehensive because you had all of these different centers with complicated technology protocols where trading was happening. So it became very fragmented. So what GTS did was we had a very sophisticated technology. We were able to figure out how to write to all these different venues and produce algorithmic pricing in securities and bring that efficient pricing to investors, whether it was anonymously on the exchanges or directly. And the same thing is going to happen in the digital asset space. It's even more multi-dimensional and more complicated with centralized and decentralized protocols, staking yield farming, all of these things are going to influence the digital asset prices. So we need scale liquidity providers to come in and do two things. Provide accurate pricing by leveraging technology to connect up to all of these different protocols, and provide risk transfer services, which is a fancy way of saying we'll hold inventory in different securities as a dealer.

Ari Rubenstein: (11:05)
Once that starts to happen, all of the things that everyone at this conference are talking about where there'll be more mainstream institutional investors in like your business in crypto are going to happen because there'll be more liquidity, there'll be less volatility and larger institutions who have large size to move will feel more and more comfortable net of all risks to get involved. So we're really excited about it and Radkl will be a separate business from GTS. It'll leverage a lot of the technology and experience we have at GTS, but it'll be a separate global business.

Jon Najarian: (11:41)
Yeah. And for those of you who have watched CNBC, Bloomberg, anybody, and seen the New York Stock Exchange, you've seen their logo everywhere, GTS. And a billion shares a day or something like that goes through-

Ari Rubenstein: (11:56)
Sometimes not every single day.

Jon Najarian: (11:57)
Not every single day, but it's close to a-

Ari Rubenstein: (11:59)
Sometimes. But it's interesting. Slow days, right? You mentioned the New York Stock Exchange and GTS has been the leader in the last five years in IPOs, essentially being the secondary market liquid provider on IPOs down at the exchange. But what I think you could see happen and what a lot of folks at the conference talked about is that companies themselves might be thinking about raising money in different ways than the traditional IPO route. And I see that because we talk to a lot of these companies at early stages before they go public, but I believe the future is going to be one where companies are raising money differently and they're accessing the capital markets differently. So we intend to take some of that experience and bring it into the digital spaces as well.

Jon Najarian: (12:55)
Brett, with the new challenge you've got coming over from Citadel traditional side over into FTX, and like you say, more or less, I guess, Sam picking you to head up FTX.US, be the president here. A lot of that is because of your traditional finance background, but also applying some of those things that, of course, we've been following what Solana and FTX have been doing in terms of this central limit order book and things like that. What can you tell us about the sort of liquidity that you guys are drawing into FTX.US and so forth?

Brett Harrison: (13:34)
So as you said, the builders, the founders of FTX, a lot of us come from the traditional finance background, which means we understand what it means to not just build an exchange, but to trade on exchanges. We know what traders need in order to have a platform that's reliable, that's scalable, that has great uptime and has good margining and risk systems. And so FTX from the scratch, it was really built for institutions. So we've attracted huge liquidity pools from name your favorite high frequency trading firm, hedge funds, big institutions are trading with us. And we're now really starting to go in the other direction and doing user acquisition more in the retail space, but that's primarily been our big push has been with the big institutions, which is again why we're so interested in working with the regulators in the US, the CFTC, the SEC, to bring regulated products to the US space, because there's so much institutional demand for things like NDFs on Bitcoin or options on Ether.

Brett Harrison: (14:47)
And we will see even more the explosion of the institutional demand for these products, as it starts to overlap more with the kind of liquidity they're used to providing on exchanges, like more traditional exchanges.

Jon Najarian: (15:00)
And Johnny, now with Coinbase, but as you said, starting the career and really growing yourself and your exposure with commodities in particular, and then looking to new asset classes, no big surprise that you get grabbed by Coinbase and charged with helping build liquidity out of all these basically 22 million accounts that Coinbase already has plus the institutional side. Well, he's given me the thumbs up, like 25 million, 30 million?

John D'Agostino: (15:35)
It's republic. I can say, just look at the filings, but yeah, the rising tide has lifted all the boats including us. Yeah.

Jon Najarian: (15:42)
And as far as providing that liquidity in these new asset classes, the fact that you've gathered this much on the retail side and yet Coinbase pro also is a liquidity pool that you guys hope to use one side to feed the other, if you will.

John D'Agostino: (16:01)
Well, look, I mean, it's encouraging to me to hear how well Brett's doing because I generally believe, and I believe this since the days of NYMEX ICE. I remember the NYMEX board and saying let's kill ICE. And I remember saying, well, hold on. When we overlap trading hours, our volume spiked by 30%. So traders love oligopolies. They don't want all of their order flow in one place. So there's not going to be one winner. There's going to be multiple reputable, regulated, lit market winners and the basis trading and the innovation, because the separates we are talking about, we're all going to be pushing each other and competing with each other. In my experience, you sit with a whiteboard and you create a beautifully structured options contract or some type of risk that you think is going to be traded and work and it flops, and you don't know why it flops. It flops for a variety of reasons.

John D'Agostino: (16:49)
And so it takes a lot of energy. It takes a lot of innovation. We're lucky to have scale. Scale is a significant competitive advantage in the exchange space, but we need others. And that activity and that variance trading is going to really get more and more institutional investors excited because having one trading venue or having one type of product is like having one soccer team. There's no one to play against. It gets boring really, really fast. So it's encouraging to see all the success. It's encouraging to see all the innovation because in the mix of all this innovation, we're going to see what the next big contract is.

Jon Najarian: (17:27)
I agree. I think it's going to be, like I say, we avail ourselves. We're derivatives traders. This week marks my 40th year as a trader. I started in Chicago, still live part of the year in Chicago, part of the year in Puerto Rico because I love kite surfing and that's always my reason for Puerto Rico. But I think that a lot of what these guys are talking about here, and a lot of what you guys look for, either in the investments you make or the businesses that you guys are running is access to liquidity pools. And so what John just touched on is that access, what Ari talks about all the time is that access. So the fact, Ari, that Pyth has become so big, so fast, and that Jump Trading, yourselves and Virtu are on that platform and yet there'll be dozens more pushing throughput through there. 50,000 transactions a second sort of thing versus 12 or 20 Ether or whatever.

Thomas Gallagher: (18:36)
John, I don't know if you realize, but MIAX was the first US exchange group to participate in the Pyth network through the Bermuda Stock Exchange. And went live earlier this week and it wasn't by accident that we got approached by the foundation, the Pyth foundation. They saw what we had done creating liquidity over the last eight years in the US, in the multi listed options. This year, we're number 15 in the world. We didn't exist. We did not exist eight years ago. And so we got that call early and I thought about it, and I said, you know what? This is really the cutting edge. We're going to leapfrog several generations of technology. We want to be a part of it. So obviously others have announced, IEX has announced behind us. We were the first one. And we went up live and it's going well this week.

Jon Najarian: (19:28)
Well, and you guys have the benefit, Thomas, if you don't mind me saying so of a lot of... I was lucky enough to sell a firm to E-Trade folks in 2016. You guys have seen how traditional brokers like that many times bolt on things on top of their existing platform. And it's kind of wonky the way it works then. But you guys were lucky to be able to start out after the international securities exchange, the other ICE instead of the Intercontinental that John spoke of. But you guys starting eight years ago have been able to start with a clean slate without some of the legacy issues. So how important is that technology to allow you to make that first move, Thomas, into Pyth and some of these exciting protocols?

Thomas Gallagher: (20:19)
The whole basis, the whole thesis for MIAX was that you could innovate, you could invest in technology, invest in people and keep them together. And that innovation and that technology, we've been up now almost eight and a half years, John, we've had two outages. So you talk about 5 nines reliability. You look at the incumbents, and I'm not being disrespectful to them, but we've had two or three down incidents since 2012. And we're a brand new exchange, built all the technology in-house. So we started with the options issue, because it's much harder technology-wise. We have 11 market makers trading 1.1 million securities at any given moment and they may want to refresh their prices.

Thomas Gallagher: (21:05)
So we created liquidity as a result of good technology, partnering with our members who now own about 33% of us, I don't know if you realize that. And so we think we can bring that knowhow, how to build an ecosystem and how to bring flow. And we're going to put that effort into things like Pyth and we're really proud about it. And I have to applaud the folks on the panel who are looking at this next generation and looking at it thoughtfully.

Jon Najarian: (21:38)
Thank you, Thomas. Ari, as far as this Pyth network-

Ari Rubenstein: (21:41)
Well, I think the speed of that. It's a very interesting [crosstalk 00:21:44].

Jon Najarian: (21:46)
You have to have that. A human being can't step in front of high frequency. You can access liquidity there.

Ari Rubenstein: (21:51)
What's interesting about the architecture there because what Pyth is it's just a building block but it's also the potential connection between decentralized trading and centralized trading, and a connection between the trading of something real in spot and trading of things that are based off of that in a digital way. So it's not just the equity markets, which is what Pyth is, but it could end up ushering in a tremendous amount of secondary market activity in things that there isn't a secondary market today. Our interest is twofold. We believe our responsibility is to supply technology, to create efficiency and liquidity in any market. Our technology is infinitely scalable. Today, we make a market in half a million instruments, but in a few years it could be 5 billion instruments. And we see digital assets explode as the secondary market exploding and both in centralized and decentralized manners and oracles are going to be very, very important for that. So it's something to watch out for. And so far it's been a pretty big success.

Jon Najarian: (23:15)
Oh yeah. I'd say so. Brett, with the ledger acquisition, how do you guys see that playing into your strategy at FTX.US?

Brett Harrison: (23:27)
Sure. So what makes LedgerX special especially as an acquisition target for FTX.US is that, so in order to be able to offer derivatives in the US, you need to be licensed by the CFTC. And there are a few different licenses that are relevant here. There's a DCM, the Designated Contract Market, which allows one to become an exchange. I actually host the matching engine for derivative products. There is a SEF or Swap Execution Facility, which allows you to basically print swap trades between two different eligible contract participants. And then there's the DCO or the Derivatives Clearing Organization, which is the clearinghouse of which there are very few in the US, and MGX, Minneapolis Grain, is also one of them. So LedgerX has all three of those licenses, which took an enormous amount of time and effort and dedication and constant collaboration and dialogue with the CFTC to get them comfortable with the kind of model that LedgerX wanted to do, which is this dis-intermediated model where LedgerX can offer derivative contracts, not just to institutions, but directly to retail.

Brett Harrison: (24:38)
And that fits in very well with the FTX and FTX.US strategy which is FTX is not just the matching engine. We are also a custodian, we're a money transmitter. We are a payment service, we're an NFT marketplace. We are an iPhone app. We're a web app. We have the full stack. And so what we think could be incredibly unique for our strategy in terms of bringing these kinds of products to the US masses, is that we can provide not just that whole vertical stack for spot cryptocurrency, you know Bitcoin USD, Ethereum USD, but also for these derivative contracts, which have enormous amount of interest from the institution and retail user base. And so we're very excited to be able to integrate these two platforms together over the coming months and year, to be able to kind of put LedgerX and FTX together behind the FTX front end and offer those products in our usual way to our customers.

Jon Najarian: (25:32)
The more we get a direct connection to those sorts of things, the better the liquidity pools are going to be. One of the things, folks, that I look at when I look at some of these value moves that, for instance, Bitcoin made last week that whatever three and a half billion dollars worth of liquidations. Three and a half billion dollars worth of liquidations on a $2 trillion market, or in the case of Bitcoin itself, nearly a trillion dollar market shouldn't really make as much of a difference. But it's the that these folks are using or misusing because some of that 20 to 1, 50 to 1, 100 to 1 offshore leverage that folks have, that's one of the things that I think the regulator... In a DeFi world, how do you deal with that? How do you deal with the fact that there are Deribit and others offshore that are offering that kind of offshore leverage when domestically, people can't access that kind of leverage?

Ari Rubenstein: (26:39)
Well, I would just say we're in early days. I mean, this is I think the garage band days of this industry. And I remember when we first started automating our trading systems, we were one of the first ones to connect directly to the matching engines. And with this one exchange, which I'm not going to mention, we connected right into the matching engine, I don't even think the exchange had any idea. And we were sending an obscene amount of order flow. This is in like early to mid 2000s. And I mean, it's like I cringe to think about it. And we had the server stacked up in this office overheating and there wasn't any market access rules, there were no regulations with regards to what we were doing. I think I had maybe a few million dollars in my account and we had like billions of dollars of open orders trading.

Ari Rubenstein: (27:34)
But these were our capital markets, and we ended up being part of some of the input for some of the market access rules that came about in the later part of the 2000s. And we ended up commercializing our risk management platform that would risk manage direct access flows. And I bring that up because we're in those early stages where not just in leverage, but connectivity, resiliency, the market is vulnerable and is going to be volatile. And it's up to us to get involved and bring our experience and our technology, which over time will increase the amount of liquidity available, increase the resiliency, regulators will catch up and write rules. I think the sequencing of that is going to be a lot more tumultuous than people would like. I don't think they're ready to do Vinyasa yoga with everybody in the morning, but eventually it'll catch up and the markets will be more stable and more appropriate, I think, for scale institutional players. That's going to happen.

John D'Agostino: (28:40)
John, if your business model is to target and grant excessive amounts of leverage to retail investors, I'm not sure that's sustainable long term, and I'm very confident that the rest of the market will grow to a point where it'll temper the volatility of that business model. So it's something to be careful about, but I don't know if over time as the overall breadth and depth of the market continues to grow as it's growing that that should hopefully start to be modified a little bit.

Brett Harrison: (29:15)
Even on the international platform for FTX, there are larger amounts of leverage offered sort of as a default parameter. But the average leverage on the platform is somewhere between two and three X and it varies based on, for example, the size of the position, the volatility of the asset. So one thing we're seeing is even though there's no SRO for crypto, there's no existing ground rules for how these things are supposed to happen, the exchanges are incentivized to have orderly and fair markets. And that's what enables something like FTX to be able to handle the multiple billions of dollars worth of derivative trading that's happening every day. And it's up to us to police that and enforce that. And so I think that what we've seen over time is yes, the platforms which have encouraged irresponsible leverage are not going to win in the long run and I think we're already seeing that. And the ones that do make sure that we are having reasonable risk parameters around leverage are going to last.

Jon Najarian: (30:16)
Right. Well, and for instance, some of the comparisons US to offshore leverage, Thomas, when I look at the CME and I see the open interest on the CME contracts, for instance, the derivatives, whether it's the futures or the options, it's one-tenth of what's trading overseas. And yet the spreads are much better versus what we're seeing overseas. So, that maybe plays into what Brett just said and John as well, as far as people eventually not only do they blow themselves up, but they get tired of having the spreads be wide and they need that liquidity to tighten up those spreads, to what Ari's saying, but I'll throw it to you first, Thomas.

Thomas Gallagher: (31:01)
Well, I'm having a little trouble hearing the question, but one of the things I think is coming is more regulation. And whether it's looking at margins, leverage, who's trading on platforms. Jay Clayton about three or four years ago said that a lot of these digital securities are securities and he sits on the ninth floor with the commissioners. But the people that actually have to make the functional regulatory changes to allow crypto derivatives and these type of securities to trade are on the fourth floor. It's going to take some time to figure this out. So when you talk about the margins and the leverage overseas, I think you're looking at three or four years before the regulatory regimes that actually create the trading regulations are going to be ready. So I applaud people like Sam and the guys on the panel here for buying something like LedgerX to adopt a regulated environment, because it's coming.

Thomas Gallagher: (32:04)
And I think my strategy is we bought the Bermuda Stock Exchange because they've embraced digital securities in a big way. The DABA act. Bermuda had some tough challenges the last 18 months with COVID and a big part of their economy has seized up. So we found that a welcoming place to start doing digital securities opportunities while the US regulatory regime figures out exactly how some of these products are going to be margin traded, listed and cleared. So I think having a dual strategy will help us. But I do think regulatory regimes, whether it's the CFTC or the SEC, they're going to start to develop the specifics and we need to be ready for it.

Jon Najarian: (32:50)
Ari, how much do you guys access some of that offshore? If your algorithm determines that things are too much one way or the other, do you guys access that [crosstalk 00:33:03]?

Ari Rubenstein: (33:02)
On the GTS side, it's our responsibility to access liquidity wherever it's being priced and how it's being priced. You have obviously spot and you have derivatives and our markets today, I'm talking about the traditional financial markets are very much interconnected, which is why security's prices reflect investor sentiments so fast now. You've heard things like flash crash, flash rally. All that means is that the markets move very quickly and they reflect that sentiment very quickly, because they're all connected in and fairly automated. Radkl just launched, so we're actually not live. We'll be live trading in 48 days. So we're actually not in production yet, but we intend to take that experience in pricing multidimensional instruments that are traded across the world with different technology protocols and synthesize them into prices that investors can consume. So we will be overseas, we intend to have personnel all over the world.

Jon Najarian: (34:16)
John, retail versus institutional and the liquidity that you guys provide there. Obviously the mix has been evening out a little bit, but it's still very heavy on the retail side through Coinbase. No?

John D'Agostino: (34:30)
Yeah. I mean just because there are large numbers, right? It grew so incredibly rapidly even the success of the institutional side looks small in comparison. But as with Brett, we're growing very, very fast in the institutional side, which is what I represent. You talked before about the sustained vault that exists in even the very sizeable market. Well, that has repercussions which scale helps, which scale assists. So when that price move you talked about, we're still seeing between the different liquidity pools onshore offshore for Bitcoin price inversions we're seeing, which are significant. So if you don't have the scale and the capital, because it's expensive to put capital at all these venues and to be able to access them, then your customers are not getting the benefit of best pricing.

John D'Agostino: (35:14)
So, again, I think that you're going to see the players on this stage continue to grow because they're at least from the hedge fund institutional investor side, there's significant advantages to that. We need Ari and we need Radkl to start trading a billion lots a day or a billion round turns a day because that's what's going to start to temper some of these price differentials. But until that happens, you've got to be there. You've got to be willing to give your customer access to those menus.

Jon Najarian: (35:43)
Yeah. Brett, you guys are plugged into virtually everything, both domestic and offshore in order to do exactly what John just described. Do you see that as more and more of your competitors doing the same thing? That they have, that's the price to pay to enter the game is you have to be able to access those liquidity pools and or those price points otherwise your customers say I'm not really getting the best price in this market.

Brett Harrison: (36:11)
I think it's interesting that the spot exchange is a very competitive business in the US. And there's only so much one can do with offering the same sort of suite of products to be able to trade your basic crypto pairs on exchanges. And so what we're seeing is there's all this innovation of the spot exchanges moving into different niches. And I think that there's a lot of room for Coinbase, for FTX.US, for a lot of our competitors to sort of coexist and do different things. So for FTX, it's been primarily grown up as a offshore derivatives exchange, but now we're coming onshore. I'm sure Coinbase has plans for international expansion, and we welcome that because the international markets are not as mature and well developed and well organized and self-regulated as we have been in the US, in general. And being able to bring more of our sort of like-minded competitors into the space on the foreign side will eventually help those markets mature and be seen as important institutions globally, and not treated as something that is the wild west or something like that.

Brett Harrison: (37:22)
So I think that it's going to be an important part of the development there.

Jon Najarian: (37:27)
Thomas. I mean, again, I applaud you for the moves you guys have made so quickly into things, into liquidity pools like Pyth. Do you see these other 16 or the other exchanges that you regularly compete with following your lead very quickly? Or can they not because that technology issue that we discussed earlier?

Thomas Gallagher: (37:51)
I think that-

Jon Najarian: (37:52)
And we're in our final minute, by the way.

Thomas Gallagher: (37:54)
Yeah. I think that we have some advantages that we can pivot quickly. The other thing is I don't have a huge data business. So the New York Stock Exchange and NASDAQ and SIBO, everybody's complaining about the cost of data. I don't have that problem because we don't have a data business. So being able to distribute our equities pricing vigorously with putting a lot of technology behind it is where I think we gain our advantage.

Jon Najarian: (38:21)
All right. Well, ladies and gentlemen, if you wouldn't mind giving these gentlemen a hand for a great crypto panel.

The Role of Active Management with Jean Hynes & Jennifer Prosek | #SALTNY

The Role of Active Management with Jean Hynes, Chief Executive Officer, Managing Partner & Portfolio Manager, Wellington Management.

Moderated by Jennifer Prosek, Managing Partner, Prosek Partners.

Powered by RedCircle

 

MODERATOR

SPEAKER

Headshot - Hynes, Jean - Cropped.jpeg

Jean Hynes

Chief Executive Officer, Managing Partner & Portfolio Manager

Wellington Management

Headshot - Prosek, Jennifer - Cropped.jpeg

Jennifer Prosek

Founder & Managing Partner

Prosek Partners

TIMESTAMPS

EPISODE TRANSCRIPT

Jennifer Prosek: (00:07)
Hello, everyone thrilled to be here with Jean Hynes. The CEO of Wellington, Jean is not just the CEO of Wellington, she's a great investor. One of the greatest healthcare investors in the world. She's also a mom of four daughters. We were chatting outside and I was saying, you know when you're really successful, when your children become great citizens,.she has great four great citizens that are in the working world and in college. So we'll talk about all those things, but Jean, first, I'm going to ask you to tell us a little bit about your journey. We graduated in the same recession. Your path is a little untraditional. You entered Wellington out of college as an administrative assistant. Tell us about that.

Jean Hynes: (00:49)
Thank you, Jen. It's really great to be here today in person and live, feel so great. So I am a daughter of immigrants. My parents immigrated from Ireland in the 1950s. My father was a bricklayer. My mother was a homemaker and I was lucky enough to go to Wellesley College Pretty much on a full scholarship. I didn't know anything about the stock market. Anything about stocks. In 1987, when the crash happened, that was my first introduction to what the stock market was. So I found my way to Wellington after graduation, which was not a great year as you know.

Jennifer Prosek: (01:28)
I do know.

Jean Hynes: (01:28)
To find a job, because I wanted to do research and I could verbalize that, but the asset management industry was really small in 1991.

Jean Hynes: (01:37)
It wasn't really a prominent industry. I started as an administrative assistant and there was just a terrific recruiter. I wish I could go back and find her and thank her, because she said, "This is a special company. You're going to have tons of opportunities. Don't worry about the title." And so I took the job. I was probably doing administrative work for a couple of years half the time, in research half the time. One of my mentors and bosses said, I open mail faster than anyone else. And that really was because I was very interested in the research part.

Jennifer Prosek: (02:11)
Excellent. Wellington is a $1.4 trillion firm with a storied culture admired around the world for that culture private partnership. Tell us what's special about Wellington. What kept you there? And we were chatting in the hallway about a new recruit who actually contacted you after an interview you did. Tell us what she said about Wellington after her initial experience.

Jean Hynes: (02:35)
Wellington's a private partnership. The private partnership is 41 years old. The company goes back longer almost a hundred years now. But as a private partnership, I think being a private partnership in the asset management industry is a gift to be able to really think long term and not worry about the P and L statement in any one year. So I really do think it really aligns us with our clients. The interesting thing about our partnership structure is now we know it has scaled to $1.4 trillion in assets. It's scaled as we've globalized in terms of having partners outside the US. I don't think that was evident. It's a merit based partnership. So there's a lot of trust put in place by our partners and the three managing partners to treat everyone very fairly. We just have a tremendous structure to be able then to operate in the asset management industry.

Jean Hynes: (03:34)
And I think that's helped us with a couple of things, Jen. I think that's helped us be really long term oriented and long term focus with talent. Be very aligned with our clients. Take long term timelines. Allow us to invest counter cyclically at times. I'll give you an example. In 2008, after the global financial crisis, many firms were moving out. We had just started our expansion, in 07 in London, in 08 in Singapore and Hong Kong. And we actually leaned in instead of taking the resources out after the global financial crisis. So it's just allows us to be very countercyclical and invest for the long term and that partnership structure.

Jennifer Prosek: (04:15)
This is an alternatives conference. So I would remiss if I didn't ask you about your alternatives portfolio and how important is that to Wellington these days?

Jean Hynes: (04:24)
So we've been in the alternatives business, if I go way up in the balcony since 1995, and that was really driven by talent, talent that wanted to run long short. So, for the first 20 years, that's been about long short, liquid long short. In the last, since 2015, we've also been in the privates business. So we have a $32 billion alternatives business, both liquid alts, as well as privates. And that's an area of strategic investment for us. One that we're expanding.

Jennifer Prosek: (04:55)
Okay. And you are an investor, like I said, you run one of the largest healthcare portfolios in the world. Curious if you'd give us a sense of where you think the healthcare world is going. There's been so many innovations. And also along with that, what makes a great healthcare investor or investor in general?

Jean Hynes: (05:16)
I think this is the most exciting time to be a healthcare investor.

Jennifer Prosek: (05:23)
Certainly.

Jean Hynes: (05:23)
And the reason I say that, I think there's innovation. The healthcare industry has always been about innovation. It's been one of the rising of the middle class, the demographics has been one driver and then innovation has been the other driver. And in some sense, both of those are accelerating with the aging of the population, as well as middle class and many of the emerging markets really accelerating volume growths around the world. And then with innovation accelerating in both the biopharmaceutical industry, and I'll get back to that, as well as in the healthcare delivery. I think in the next 10 to 20 years, how do you deliver healthcare to an aging population in a way that really drives outcomes?

Jean Hynes: (06:08)
And I think that will be enabled by digital. Data will come to healthcare in a way that is not yet obvious and will help deliver healthcare. And there'll be lots of winners and losers from that. I think that will be a fascinating time to be a healthcare investor. In the the biotech biopharm, I like to call it biopharm, because I do think it's one whole continuum of research. It is the most exciting time in my 25 plus years of covering this industry. And the reason is all based on the ability to understand biology at a level that was not even possible.

Jean Hynes: (06:48)
So just to give you a date, 20 years ago, we had the first genome was sequenced and the genome just allows you to understand biology at a deep level. It was only really in 2010 where you had a machine that allowed the companies to be able to sequence biology. And it's really only been in the last three or four years where you can do that at mass scale. And so I think we're just in the very early stages of 20 or 30 years of dramatic changes in health.

Jennifer Prosek: (07:20)
Is there anything that you're particularly excited about in our lifetime or the lifetime of the audience members? What do you think is going to be a really big bang for us all before?

Jean Hynes: (07:33)
It has the potential to happen across all health. But if you look at where the industry is investing, it's particularly right now, because cancer is a mutation based disease. I think in the next 10 or 20 years it'll be a large benefit in how we treat cancers and it will no longer be a breast cancer or a lung cancer. It'll be a mutation driven cancer. Cause we'll understand those mutations.

Jennifer Prosek: (08:00)
And going back to you as a young investor, young female investor in healthcare, was there a moment or a bet you made that you were like, "All right, I'm good at this." Can you remember a moment?

Jean Hynes: (08:13)
I would say, when I think about my career in the 1990s, that was the time to really learn how to be a great researcher. And Jen was asking me earlier, "Was there a moment you knew?" And I would say in the late 1990s, one of the big bets we had was this company called Immunex. It's now… was purchased by Amgen. And they discovered the first drug for rheumatoid arthritis, like the first disease modifying drug that was safe for rheumatoid arthritis. and I just remember the research that led up to the insight that this was going to change the standard of care. And so when I look back now, that's a 30 to $40 billion category of drugs. So good bet. That was a good bet.

Jennifer Prosek: (09:04)
Excellent. And again, I would be remissed to ask, everybody's going to ask you this, you are a female, you are a young female, probably in a world of many males. Did that ever down on you in a big way? And what do you tell your four daughters about getting ahead in the world?

Jean Hynes: (09:24)
When I joined Wellington in the 1990s, we actually had some very strong female partners on the business side. So I had some really great internal role models, but on the investment side, there were not many females. There were very, very few. I had just some tremendous male mentors. So Ed Owens, who I worked with for over 20 years, they call him the Dean of healthcare. He really started the healthcare portfolio investing as it is known today. He started running the Vanguard Healthcare Fund. I had tremendous, I had gender blind mentors, I will say. And I do think investing is so quantitative versus qualitative, that it is like such a terrific field for women.

Jennifer Prosek: (10:15)
Yeah. Tell us more about that. Because the narrative out there is that we're losing female investors. It's really hard to find, it's really hard to keep them, but you always say this is a great profession for women. Why?

Jean Hynes: (10:27)
I'm not sure we're losing female investors. I think we're not attracting them. I think we have to do a much, much better job of attracting young women into the field of an actual investing. And I think role models are so important. And like I've said for the past five to 10 years in my firm, I can't be the only one and we need 20. And that's what we've deliberately been doing, increasing our numbers out of college, as well as attracting terrific female talents across both equity and fixed income and long short. I did it without having the role models because I think I was just incredibly lucky to have tremendous mentors, but I do think, seeing someone do it allows you to, and I hope that there are many, many young women out there that say I can be CEO now. Like that's the next thing.

Jennifer Prosek: (11:27)
Absolutely. Well, you told me you were contacted after a Bloomberg experience by a woman. Who was an investor and also inspired by you and now you're hiring her. Which is really a great-

Jean Hynes: (11:43)
Sometimes it makes me, I told Dan, it makes me a little uncomfortable. I'm not uncomfortable being up on stage, but it's not about me really. It's about how do you inspire the next generation? And so I'm willing to put myself out there to say, you can do this too.

Jennifer Prosek: (12:00)
That's great.

Jean Hynes: (12:01)
So that's one of my goals and-

Jennifer Prosek: (12:02)
So you have been CEO for how many months?

Jean Hynes: (12:04)
I've been CEO for not quite three.

Jennifer Prosek: (12:06)
Okay. Well, this is an unfair question, but I'll ask it anyway. What's been the most difficult thing running the company versus running your wonderful portfolio?

Jean Hynes: (12:17)
So one of the interesting things about, and Jen knows is I loved, I had no aspirations about being CEO. I did have aspirations about becoming a managing partner at Wellington, because that's a very talent driven, people driven position. And that was a part of me that I thought that was missing. So I became a managing partner at Wellington in 2014. And I thought I had the best of all worlds. I was investing in biopharma. I had ran three long short strategies, ran the Vanguard Healthcare Fund. And then I was a managing partner. And I thought, that's how I would finish my career.

Jean Hynes: (12:55)
And as I worked really closely with our CEO, Brendan Swords at the time, it just became a parent to me that the skillset was similar. So the skillset of connecting dots, connecting dots on talent and connecting dots on strategy, making decisions with a lot of ambiguity, not black and white, the ability to take risk, that those were all things that I saw him doing. And in areas that I'm like, well, I can do that too. And I would say the thought of becoming CEO gradually, gradually snuck up on me over a number of years. And I would say I've been preparing for this. To get to your answer, I've been preparing for longer than the two and a half months that I've been CEO and we've had a transition that's been almost a year.

Jean Hynes: (13:55)
And I've just been studying Wellington as if I would study a company. And I would say, I know Wellington better. Maybe that's been an insight to me, like after spending the last year really studying Wellington, I know it better, even though I've been there for 30 years. And I've been a managing partner for seven years. So, that would be one observation. I would say a lot of people told me once you become CEO, it feels lonely. I don't think while being a CEO at Wellington is lonely because we have the managing partner structure. We have the partnership structure. There's a lot of support, but there's already been times where everyone's looking for you to make a decision.

Jennifer Prosek: (14:36)
For sure.

Jean Hynes: (14:37)
That's probably been in the last couple of months. There's been a few where on the screen, they're looking what do you... You have to say, let's go move forward. Let's do this.

Jennifer Prosek: (14:47)
Sure. And I'm sure you feel a certain amount of pressure on the legacy. I mean, this is a really private partnership, storied culture. You have to drive the ship now. Three months and totally unfair, but if there's a legacy you want to leave on Wellington and, thought of what that would be?

Jean Hynes: (15:05)
So if I look out towards the end of my career and I've been at Wellington for 30 years, I just had my 30th anniversary.

Jennifer Prosek: (15:12)
Congratulations.

Jean Hynes: (15:12)
And any time, let's put a 10 year time mark that, probably going to be plus or minus that. But I would like to see us a couple of things, be more diverse. I think we should be, our culture, we have such a strong collaborative culture. We should be a great place for diverse talent of all, females, Latinx, black heritage talent. We should be a talent magnet for diverse talent. So that would be an area that, it's not going to be in 21 or 22, it's going to be over the next decade. We have gone from being all Boston based, 15 years ago we were a Boston based firm.

Jean Hynes: (15:58)
And now we have, almost 30% of our employees are in EMEA and APAC. That's going to continue. So, will we be 40% global by the time I retire, as we continue to find talent in all corners of the globe and serve our clients in all corners of the globe? Those are probably two. And then just really importantly, we're only going to exist if we have the talent and we deliver investment performance. And that's going to be one of my key initiatives. As the markets are changing so much, how do we continue to evolve and help our investors? Whether they're a long only investor or an global industry analyst like I was, or a private investor, how do we continue to help them with skill sets, technology skill sets that help them evolve and deliver for our clients? That's going to be an area, that I think I'm being an active investor, that's an area that I think is very well suited particularly to my skill sets.

Jennifer Prosek: (17:00)
Great transition to active management, because I think this whole subject was supposed to be about active management. We have a few minutes left, we've got a lot of hedge fund and private markets investors out there. Talk about your belief in and active management and any advice you have for folks in the alternatives world or insights you have in the next few years.

Jean Hynes: (17:22)
If you take this step back and say, what do our clients want? And with our clients, I mean all the asset owners around the world from individuals to governments. They want their assets to grow. And I think since the global financial crisis, in a way that is more risk adjusted. I think active management has a vital role to play in that. When you think about interest rates, where they are in 2021 and expected returns from fixed income, where the stock market is now, I'm not going to predict where the stock market is. I really do believe that active management, if we can deliver alpha hundreds of basis points on equities and 50 to 100 on fixed income and the ability to find value and parts of the economic growth that may be private, those are all going to help our end clients.

Jean Hynes: (18:19)
I think active management has a really vital role. And maybe one last thing we haven't touched on, I do think, ESG and sustainability is going to dramatically change the structure of the financial markets. It's an area that we are investing in. I think it's an area of a lot of complexity. And I think that will be very well suited for active, for active management as well.

Jennifer Prosek: (18:45)
Okay. And alternatives, any last thoughts?

Jean Hynes: (18:48)
On alternatives, for us, we are building, so we've had a long short equity. We're building privates. I think there's just a lot of value creation in the privates. It's very aligned with our very long term investing structure at Wellington. And that's an area where if we can find talent, we're going to continue to build platforms in the private side. And I think on the liquid alts side, finding talent to come to our platform, and I'll tell you about the story. We have a new joiner who just emailed me this morning, I'm catching up with her in Asia tonight. And her observations about being in here for a few weeks is, the open collaborative research platform is astounding. How do we take that? How do we take that platform and really attract talent and put it together in a way that helps our clients?

Jennifer Prosek: (19:44)
Well, we'll be watching you. Thank you all. Thank you to SALT for having Jean and I on stage. We're thrilled to kick off this unbelievable conference. Thank you all for coming.

Digital Assets & the Future of Financial Innovation with Michael Novogratz | #SALTNY

Digital Assets & the Future of Financial Innovation with Michael Novogratz, Founder & Chief Executive Officer, Galaxy Digital. Moderated by Andrew Smith Lewis, Chief Innovation Officer, CAIS.

PRESENTED BY

 

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MODERATOR

SPEAKER

Headshot - Novogratz, Mike - Cropped.jpeg

Michael Novogratz

Founder & Chief Executive Officer

Galaxy Digital

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Andrew Smith Lewis

Chief Innovation Officer

CAIS

TIMESTAMPS

EPISODE TRANSCRIPT

Michael Novogratz: (00:07)
All right. Let's do it.

Andrew Smith Lewis: (00:09)
Thanks for joining me. Let's do it. Digital assets and the future of financial innovation.

Michael Novogratz: (00:13)
Small topic.

Andrew Smith Lewis: (00:14)
Small topic for 40 minutes. Why don't we start with where we're at now. What's happened in the last couple months? How are you feeling about things? And then we can talk about what it all means and where it's going.

Michael Novogratz: (00:27)
So I'm feeling great, hence the purple jacket and the cool shoes. I think the last two months have been really special if you've been in the crypto business as long as I have. The thing about Bitcoin, really started in 2009. So we're what? 12 years, 13 years into this. And up until recently, when people talk about crypto, they mostly thought about Bitcoin, even though there were all these other ecosystems and currencies.

Michael Novogratz: (01:00)
And they mostly thought about crypto as a hedge versus the debasement of the dollar. We're buying Bitcoin because central banks and Ministry of Finances around the world, and including the one here in the US are being really irresponsible. And we were printing money. You said, what? 20% of total money?

Andrew Smith Lewis: (01:20)
Last year.

Michael Novogratz: (01:21)
Printed in the history of the country in the last year. And so that was the story. And people said, "Well, what's Bitcoin backed by? Is it a real currency?" And you'd go up this explanation over and over that, no, it's this digital gold. And you're not going to buy your shoes in Bitcoin, unless really all hell breaks loose. But there was a much bigger story that was happening. And it wasn't really being well explained and people weren't picking up on it.

Michael Novogratz: (01:48)
And I think what's happened in the last two months is a real realization that Web 3.0 is coming. The Internet of Value exchange is coming. So the Ethereum network and the potential Ethereum killers or collaborators, this base layer of trust that we're building to program on top of, is actually a real thing. And it's happening. And there have been some symbolic things. Visa buying an NFT. So people think, "Oh, is that marketing?"

Michael Novogratz: (02:28)
Visa bought an NFT because they think digital goods will be the future. That's why they bought it an NFT. They bought an NFT because they think today, when you look at their whole user base, this is a $500 billion company, the average person swipes a Visa 0.9 times a day. They think in the future, because we'll be buying so many digital goods, their average customer will swipe a Visa 10 times a day. So they're making a huge bet on Web 3.0.

Michael Novogratz: (02:57)
This isn't Bitcoin going to the moon with a bunch of YOLO-ing going on. This is a serious, serious company saying the future of the financial markets are going to be built on this new infrastructure. Walmart and Amazon, interestingly in the same week, put up help wanted signs for crypto. Two of the biggest retailers in the world. Every time I meet a CEO, I get a follow-on email. "Hey, could you come talk to me about, how would we think about our company in this new ecosystem?"

Michael Novogratz: (03:31)
And so I think what you've seen, and you saw the price of Ethereum and Solana and LUNA and Polkadot, all of these level ones skyrocketing. What triggered it was the NFT craze. And you've got, what's an NFT? If you think about it, let's break it down and make it really simple. The genius of Bitcoin, and in some ways I always thought it took my simple mind to try to make it simple for me because I wouldn't understand it when I talk to all the computer science guys, the genus of Satoshi's white paper was it was the first digital signature you couldn't counterfeit.

Michael Novogratz: (04:09)
That was it. Before then, we could control, paste, copy, and have lots of things online, digitally. And Satoshi made it possible for us to have uniqueness. When we have uniqueness, we can have scarcity. When we have scarcity, all kinds of things, we can have value transfer. And so we saw it in art now. We're seeing it in collectibles, with NBA Top Shot exploding, gamifying, collecting video clips. We've seen it in art. Things like generative art, art blocks has exploded. Ringers.

Michael Novogratz: (04:41)
I had Alex [Cherniak 00:04:44] at my house and he was showing me his ringers. And I said, "Those are pretty cool." And I was going to buy one, it was like $3,000. And three months later, it's 2.3 million. And I was like, "My damn phone was dead." And so this explosion of NFTs triggered this mindset that shit, that's happening on Web 3.0. And I think now, every investor I talk to, if it's a hedge fund investor, a retail investor, family offices or institutions realize they're short the next internet.

Michael Novogratz: (05:18)
And so why we're seeing every venture fund who says, "I'm going to raise ..." They're closed in a week. There's this FOMO going on because people realize, "Hey, this is the next chapter." And again, I don't know if that means prices are going to go up straight, in a straight line. They never do. There's always volatility around, lots of risks, but it's a very different conversation that I'm having today with users, with investors than I was four months ago, even.

Michael Novogratz: (05:47)
And so there's a shift that's gone on. And I really think if people now see this as a technology play, it's not just a speculative play.

Andrew Smith Lewis: (05:54)
Let's talk about that a little bit. Let's unpack that a little bit. So I spend most of my time speaking with people in wealth management, financial advisors, about crypto, about Bitcoin, and other asset classes in our work.

Andrew Smith Lewis: (06:06)
And one of the things I find is that there is ... You talked about FOMO. There's a feeling that maybe they're too late, that they've missed out on Bitcoin. What do you say to somebody who thinks that?

Michael Novogratz: (06:18)
Listen, every year you look back, you're like, "Gosh, I should've bought that thing." You could've done the same thing with Amazon stock. Amazon stock had one of its best years this year. Ever since 2000, every year it looked like you missed out. And so I think big monster trends that really do change the way we behave, go for long periods of time.

Michael Novogratz: (06:41)
Total crypto wealth, roughly two-and-a-half trillion dollars, which is maybe a half a percent of total global wealth. So if you see all the trends I'm seeing, or you can see just by reading the newspaper, something really bad has to happen for total crypto wealth not to go from a half a percent to something like two or three, or four or 10 over time.

Michael Novogratz: (07:08)
And so while we might not see the ecosystem expand as fast as it did in the last year, we went from 350 billion to two-and-a-half trillion in say 17 months, it's really hard for me to not see it expand. And so when I look at Bitcoin specifically, Bitcoin as digital gold is being adopted. And the story is being bought into.

Michael Novogratz: (07:32)
I don't think the Treasury Department and the central banks around the world are going to do a good enough job in this really difficult period they have, to get people to believe that they're not going to debase currencies. In some ways, the only way out for the US dollar is in what we're hoping, for praying for, is a slow depreciation of the dollar as opposed to a fast one. And so Bitcoin adoption is continuing to happen.

Michael Novogratz: (08:04)
Bitcoin right now, what? It's like so we're at $900 billion. Gold is 10 trillion, so we're 9% of gold. We're going to get to a 100% of gold. We're not going to get there next year, but we'll go from 9% to 16%. Then 16% of 25%. And then 25% we'll be like, "Why isn't it 50%?" And so four or five, six years, Bitcoin will be 500,000. Assuming gold price stays where it is, I actually think it'll all go higher.

Andrew Smith Lewis: (08:31)
And so you talked about Internet 3.0. So if this is Internet 3.0, and if we think about Internet 1.0 and if we draw the analogy, what year are we in, in terms of this? Are we in the late '90s?

Michael Novogratz: (08:45)
If you've ever been to a NASCAR race, the cars go around for a while and they have a green flag. And then all of a sudden, the checker flag comes out and they all go for real. The checker flag just fell. We literally just started the race. People didn't believe in Web 3.0. And quite frankly, a lot of the ecosystems in what you're seeing now, aren't built to scale yet.

Michael Novogratz: (09:07)
So, why is Solana so exciting all of a sudden? It's because Ethereum is on this path to scale, speed, and complexity over time. But it's not fast enough right now, to process as much crap as the world wants to process. The idea of a decentralized Internet of Value, exchanging value across people is so exciting. Everyone wants to do it now.

Michael Novogratz: (09:36)
But the computer scientists haven't figured out with Ethereum, how to do it fast enough today, on a decentralized form. So there's thousands of nodes in Ethereum. So, what do you do? You say, "Hey, I'm going to create another system that's less decentralized, less secure in that respect, more easily manipulated, but probably not going to be manipulated." That's much faster. And so all of the other block chains, Solana, LUNA, they're much faster, and you're seeing adoption.

Michael Novogratz: (10:06)
Now, the market will tell over time, how much we care about decentralization. Regulators will make the OAM when they really understand it. Do we want the future of finance, the future of commerce built on a platform that might be manipulated? Probably not. And so I think even a protocol like Solana, if it's going to survive longterm, it's going to have to find a way to be much more decentralized than it is.

Michael Novogratz: (10:32)
Again, I start getting out of my league as a computer science guy because I'm not, but that's the simple way to think of these different L1 protocols. There's a trade off between speed and security, speed and decentralization. But what I'm telling you is why they're all working is because everyone wants to build on them right now.

Michael Novogratz: (10:49)
Every conversation I have is, how do I build on Web 3.0? There's so much that you can do. We're monetizing community for the first time ever, monetizing social prestige for the first time ever. And so-

Andrew Smith Lewis: (11:00)
And that's all based on the blockchain. And the first principle of this is understanding the blockchain and what that allows, correct?

Michael Novogratz: (11:05)
Yep.

Andrew Smith Lewis: (11:07)
And if you think about it, you mentioned NFT. So if you think about we're hearing a lot about CryptoPunks and digital assets, and digital artwork and generative artwork, but isn't there also a big connection to the analog world, right? So if I'm an art collector or I'm an art gallery, what are the implications of this trend in NFTs, in terms of vindication?

Michael Novogratz: (11:30)
I'll tell you a fun story. One of the legends of art was having a party to talk about NFTs with all his old collecting friends. And I crashed the party. I had to have a few too many cocktails. And I brought this woman, Emily Chang, who is known as people pleaser to the party. And I interrupted. I said, "If you guys want to talk about NFTs, why don't you talk to a young NFT artist who's just crushing it?"

Michael Novogratz: (11:55)
And as she was talking, it made so much sense. We'd love to have you in our community. We don't need you. Who's supporting NFTs, this crypto community who's made lots of money recently? And they're supporting their artists, their movement. It's fascinating to them. And so, who bought the Beeple for $69 million? A crypto guy. Who's buying most of the ringers or the Denzas? Which are really cool art.

Michael Novogratz: (12:24)
Ringers and Denzas are an extension of [Solueth 00:12:28]. It's algorithmic art done by these genius artists that will get collected by traditional art people in the future. But right now, it's crypto people supporting crypto art. And in some ways, it was so interesting, they don't need that. What the crypto has done is it allowed a community to form much faster than we ever formed it before.

Michael Novogratz: (12:52)
If you're Pace Gallery or Larry Gagosian and you worked tirelessly to cultivate your buyers, and you tell the story of an artist, the gallerist deserves a lot because he's creating value by telling the story of why Jeff Koons is important. Why is Balloon Dog a $30 million sculpture? Because people say it is. That's it. How many people say it is? Well, who can afford a Balloon Dog? A very small subset of the global population.

Michael Novogratz: (13:22)
They're all connected by the Larry Gagosians and the Pace Galleries of the world. We are doing that at a much faster scale in crypto and in NFTs. And so it's exact same thing happening. Why is the Denza ... It's beautiful. It's cool. It's limited. There's only so many of them, and we're connecting to communities that are passionate much faster than in the past.

Andrew Smith Lewis: (13:46)
Yeah. I think about, though. Have you seen the movie on Netflix, Made You Look?

Michael Novogratz: (13:51)
No.

Andrew Smith Lewis: (13:52)
It's a great film. It's about the oldest art gallery in America, 165 years old. And over the last 10 years, they sold $80 million plus of fraudulent artwork, unknowingly. Big deal. Does that happen in the future where we've got this sort of ability to prove visually for provenance?

Michael Novogratz: (14:09)
No. And one of the nice things is you're going to have provenance. It's going to be there. Listen, it doesn't mean that the crypto community is all a bunch of white hatted good guys. You saw yesterday, some jackasses posted a fake press release from Walmart that they were buying Litecoin. And Litecoin jumped 15%, and all the crypto jumped. And I scratched my head. I was like, "Who would buy Litecoin? Why?"

Michael Novogratz: (14:35)
And it made no sense to me, but I wasn't quick enough to short it. And then of course, it turned out to be fraud. They had bought a website, walmartsomething.com a month earlier, sent a very formal looking press release out. And so hopefully, they end up getting arrested. We're going to continue to see in any hot industry, fraud, scamsters, fly-by-night excitement. We don't want to lose the forest through the trees.

Michael Novogratz: (15:08)
And I mention that because a lot of the ... In crypto, they call it FUD, fear, uncertainty, or doubt, a lot of the backlash from politicians and the regulators that aren't educated is, "Oh, this stuff's all used for bad shit." You couldn't be further from the truth. I was part of a group that hired the ex head of the CIA to do a study on crypto.

Michael Novogratz: (15:33)
And he spent eight weeks or seven weeks doing a deep dive with all the agencies, with players, with all the security companies in crypto, like Chainalysis and CipherTrace. And he determined that in Bitcoin, a tiny amount was used for illicit actions. And most of that was scams. It wasn't terrorist financing or kiddie porn. And quite frankly, it was a lot less than the traditional finance world, and a lot less than cash.

Michael Novogratz: (16:02)
And so I mentioned it because people say, "What could go wrong with crypto?" Well, what could go wrong is we could have some really crappy regulation which will slow things back. If the US and Europe doesn't get regulation, it will slow the growth of Web 3.0 immensely. And there are vested interests that don't want it to happen. At its core, the blockchain allows to cut out rent takers.

Michael Novogratz: (16:28)
And so if you're banks, or if you're the NASDAQ, you're really worried about Uniswap or SushiSwap. You really should be. Smart companies are quickly pivoting and figuring out. If you look at Visa, they're pivoting, how do they work within this new ecosystem? But there's going to be winners and losers like in any technology transfer. And so ...

Andrew Smith Lewis: (16:51)
Mike, talk a little bit about applications outside of finance, where you see companies getting on the bandwagon, because this is not limited. The implications here are not just limited to finance, right, in terms of what this Internet 3.0 is going to do to business at large?

Michael Novogratz: (17:07)
Yeah. Listen, there's a couple of really cool ideas that showed up that have surprised me. One is in the last five years, we've created this idea that identity is worth something. GameStop, there's not one equity analyst on the planet that would tell you that GameStop has a discounted cash flow value that's worth anything. But the stock is resilient as heck, because the people that buy it, have identity. They're GameStop guys. They're Reddit warriors.

Michael Novogratz: (17:44)
Cardano, it's a big crypto protocol with over 80 billion the last time. I think it might be a $100 billion. I can't find people in our community that are building on it. It doesn't have a lot of activity on it. But man, oh man, when I say something bad about it on Twitter, I get attacked by a wave of hornets. At times, death threats. They have their identity in Cardano. Very similar quite frankly to anti-vaxxers.

Michael Novogratz: (18:11)
Texas, there are seven vaccines you need before you can send your kid to school, but God forbid this COVID vaccine. The anti-vaccine is an identity. It's not even intellectual. It's the same way GameStop isn't an equity buy. It's an identity. And so this idea of identity is real. And it might be much more resilient than all of us think. Because our first instinct, especially as old investors is, "Oh, this all is going to get the shit kicked out of it. It's all going right down."

Michael Novogratz: (18:41)
Well, it hasn't been because we now have this idea that value can show up in all kinds of places. One of the unintended consequences of zero interest rates forever is this idea that, who are you to tell me what's valuable? And we have a balkanization of the world. So one of the downsides of decentralization is balkanization. Hey, this is my stuff, leave it alone.

Michael Novogratz: (19:07)
I get that so often when I make not even a critical, when I make a semi-critical comment of a crypto ecosystem. I either get, "You're an F-tard," or, "I want to kill you." Or the more intelligent comments are, "Dude, just leave us alone." And so I think, thinking about how identity plays in our evaluation frameworks, it never was part of evaluation framework, but that shows up in other ways.

Michael Novogratz: (19:34)
You're going to see a deluge of fan tokens. Remember when you were a young kid, you joined the Bobby Sherman Fan Club or whoever, you're the Farrah Fawcett Fan Club. You'd pay a dollar, you joined their fan club and you get nothing. You're going to see fan tokens where people are going to pay and they're going to get meet-and-greets. Or if you get 25 tokens, Paris Hilton will give you a kiss on the cheek.

Michael Novogratz: (20:04)
They're going to be non-equity dilutive, but they're going to be identity tokens in some ways. People will never use the goods they're used for, just like very few people use the Binance BNB token for discounts on their commissions. But they buy it. And so I think this idea of identity and actually having it have value, is a new idea. It's a radical idea. And it shouldn't be dismissed.

Andrew Smith Lewis: (20:34)
There are a lot of people who look at blockchain as maybe a cure-all for what's going on in society. So you look at issues with education and with healthcare. Are you bullish on the implications of with the blockchain? You've seen it [crosstalk 00:20:47].

Michael Novogratz: (20:48)
Think about supply chains, right?

Andrew Smith Lewis: (20:49)
Yeah.

Michael Novogratz: (20:51)
We go to Starbucks and it would be nice to know that the coffee's not being picked by slaves in some part of South America. And so you're going to have a lot of, and you're seeing this already, a lot of supply chains done on a blockchain. So you can prove provenance. And at one point, maybe it'll change the way we think. If we knew each time we bought a 4.50 mocha latte, that the guy that picked the bean was only getting two cents of that 4.50. And the barista was getting 80 cents.

Michael Novogratz: (21:23)
If you could actually see the breakdown, you might change your spending habits to something that felt more just. You might not, but the blockchain will allow that. And so we're seeing lots of different companies, private companies, and some public ideas of, how do we use blockchain for supply chain as one idea? It's impossible to think that in some period of time, and it's probably longer than we all want, that all our healthcare records will be NFTs.

Michael Novogratz: (21:56)
It's crazy right now. If I got hit by a car and I went to some hospital, they said, "What medicine are you on," and I don't even know what medicine I'm on, but I'm on a lot, and my healthcare records are all over the place. It should all be an NFT.

Andrew Smith Lewis: (22:11)
Diplomas, the same thing, right?

Michael Novogratz: (22:13)
Yeah. That's happening already, right?

Andrew Smith Lewis: (22:14)
Yeah.

Michael Novogratz: (22:14)
University of Arkansas put all their diplomas on the blockchain.

Andrew Smith Lewis: (22:17)
MIT as well, block certs. Yeah.

Michael Novogratz: (22:20)
And so what? You're hiring a kid, you can really check if he actually went to MIT or if he just told you he did.

Andrew Smith Lewis: (22:25)
Yeah. I think it's good for MIT. I think it's also really interesting when you look at the refugee problem. So classic story of Syrian refugees who come over and their records are washed away, and their schools are no longer there.

Andrew Smith Lewis: (22:39)
How do you prove that you are a doctor or you are a pharmacist. Putting that on the blockchain is going to really change things significantly for those populations, which is pretty key moving forward.

Michael Novogratz: (22:50)
And so the takeaway is we talked a lot about this stuff in 2017. We're hanging out with Joe Lubin at ConsenSys, and he would give me the map of what was going to happen in the future. But it was a lot of talk. And what I'm telling you loud and clear is something shifted in the last few months. And now, there is an energy going into these projects and energy going into this space that I haven't seen since I've been in it.

Michael Novogratz: (23:14)
And I tell the people that work for me, I say, "Two years ago, you were taking a lot of career risk. This whole thing might not work out. I think it's going to, but it might not." Now, I tell my employees, "We have execution risk. The competition is coming. We got to work our butts off. Everyone's getting into this space." Do we have a lead or not? I don't even know, but we better keep working because it's all about execution.

Michael Novogratz: (23:40)
And so I think, listen, the roadmap is not completely clear because this stuff's complicated, but the idea that we're not going to live in a world where block chains are a big part of it, I think is limit down.

Andrew Smith Lewis: (23:54)
And it's speeding up, because you look at convergent technologies. What really happens when AI and blockchain intersect at scale?

Michael Novogratz: (24:03)
Well, you're seeing it with generative art. What is generative art? It's using AI to create art. And it's the hottest part of NFTs. And if you were telling me right now, "I have a million dollars, I'm not going to look at it for 10 years and I need to buy NFTs, that's all I could buy," a 100% I would tell you to buy generative art, as opposed to CryptoPunks or Apes, or any of the other avatar-like, cool identity things.

Michael Novogratz: (24:32)
What's a CryptoPunk? It's an identity. Matter of fact, I was on stage at Christmas. Sometimes you can be smart and an idiot at the same time. And Jay-Z had just bought a CryptoPunk as his avatar. And I was like, "Guys, Jay-Z is the king of culture. If he's buying one, we all should." And then I went and I started looking, and I couldn't find the one I liked. And then I forgot about it. And now, they're all up 15X.

Michael Novogratz: (24:57)
CryptoPunks were selling at $6 million. There are 10,000 of them. They're pretty cool. There are different scarcities, but it's identity, again. Again, I'm less confident that the value of CryptoPunks will hold up versus say generative art, because I think generative art will be looked at as real, an extension of art, as opposed to a collectible, but I could be wrong. They're not that many CryptoPunks, and there are a whole lot of rich people.

Michael Novogratz: (25:28)
And if you think about when I said earlier three, 350 billion to two-and-a-half trillion, so let's call it $2.15 trillion of crypto wealth created in the last 18 months, owned by some traditional people that had wealth. I started, I was a pretty wealthy guy. Lots of people that didn't, lots of young people. So this is a generational shift. The baby boomers are the ones that have kind of screwed the world up. They've been in charge for 30 years.

Michael Novogratz: (25:57)
We've gotten 30 pounds heavier on average in America. Our deficits have blown out to levels that we don't think we'll be able to pay back. The planet is not in such great shape when it comes to global warming. And so the stores of our country for the last 30 years, from Bill Clinton here to Joe Biden, haven't done a great job. And Gen Z and millennials know that, they're angry, and they're doing their own thing.

Michael Novogratz: (26:24)
And so the crypto revolution is a young person's revolution. It's started. Satoshi wrote the white paper because he just lost trust. My friend, Joe Lubin got involved in Ethereum because he literally was at his wit's end after the financial crisis. And he wanted a different way to look at the world. And so don't miss out on that this is a generational thing.

Michael Novogratz: (26:45)
And so things that seem strange, talk to your young kids, talk to the kids in your office or your own children or 18-year-olds, and you'll get a whole different perspective on crypto art, a whole different perspective on why this is important to them.

Andrew Smith Lewis: (27:00)
You've talked a lot about education being important in this space. So you've got the young generation who get it, and maybe the older generation who's being left behind. And that gap's widening, because it seems like there's just a daily dose of information about crypto, about Bitcoin. And it's never ending.

Andrew Smith Lewis: (27:22)
What's your advice in terms of educating financial professionals, for example? I know you've done a lot of work in that space, working with wire houses and independence. How do you bridge that gap, so that a financial advisor is actually able to convey something that's accurate, with confidence and clarity to their clients?

Michael Novogratz: (27:39)
Yeah, it's a great question. And I think part of this revolution going on, Robinhood, crypto is the democratization of finance. Well, that's got its downside. And generally, I'm for it. But I'm like, "Dude, I got a lot of knuckleheads out there gambling their money and thinking it's easy." Being a prudent and good investor has never been an easy job. It takes lots of work. It takes lots of discipline. And if you don't have hard work and discipline, you're going to lose most of your money.

Michael Novogratz: (28:10)
And so I think the financial services industry will change. But I think it serves a huge, huge role on a go-forward basis, in educating and actually giving advice to people who don't want to spend their time thinking about making money. You might be a doctor or a lawyer, or a housewife or an artist that doesn't really care about what's happening in the market on a day-to-day basis. And so A, I think the group that needs to get educated are your guys.

Andrew Smith Lewis: (28:47)
Yeah.

Michael Novogratz: (28:48)
Right, the financial advisors. I don't think they're going away, and I don't think they should go away. I don't want the whole world focused on the price of Ethereum day-to-day. You have all these young kids that think they're working just by looking at their crypto prices 24 hours a day. I was like, "Dude, that's not work. That's like dopamine."

Michael Novogratz: (29:06)
And so it's imperative for the FAs to actually dig in. And the only way they're going to learn is to work, is to get on Twitter. There was a guy walking around here, John Cheeseman, who was an old FX sales guy. And now, he's one of the best crypto sales guys. How? Because two years ago, he just dove in. He got on the right Twitter groups. He got on the ... I'm sorry, Telegram groups, got on Twitter.

Michael Novogratz: (29:33)
And so there's no easy road. There's lots of information. The good news is crypto lives on Twitter. And it'll take you two weeks to figure out, who are the right people to follow? There are spectacular explanations of everything on YouTube, anything Vitalik Buterin did. He's articulate, he's bright, and you can kind of understand it. Some of it gets too detailed and you got to figure out what you need.

Michael Novogratz: (30:03)
And you also have to understand that you're not going to catch everything. Right now, if people ask me, I don't want to spend my whole life doing crypto, but I want to be invested. I'd say buy some Bitcoin, buy some Ethereum, buy a basket of other level ones, and buy Galaxy stock, because we kind of do a lot of everything.

Andrew Smith Lewis: (30:23)
Of course. Well, let's talk about that for a second, because I think you're talking about a generation of people who are not used to learning through social media, not used to learning, looking at Twitter as the source of truth. And you have a very high signal-to-noise ratio with all of this. So also, I find that we work with a lot of financial advisors and we look at the challenges of learning about digital assets. And it's really interesting because we see a great increase in demand.

Andrew Smith Lewis: (30:52)
They want to learn about it. But compared to traditional asset classes, hedge funds, private equity, it takes three times longer for these advisors to reach a level of mastery equivalent. And we've been thinking a lot about that. And what's occurred to me, and I'm curious what you think is, that there's a gap because it's not just about being a finance expert or a wealth expert. You have to understand the technology to a certain extent. There's an underlying story to this that's not just the way you learn about a hedge fund.

Michael Novogratz: (31:26)
Yeah, and I think it's important. But in some ways it's not as important as people think. I always thought about-

Andrew Smith Lewis: (31:32)
What's not important?

Michael Novogratz: (31:33)
Well, how a blockchain works.

Andrew Smith Lewis: (31:35)
Okay.

Michael Novogratz: (31:36)
What's the consensus mechanism for the different block chains? For our industry to be successful, that's the back of the TV. When my mom turns on the TV, she's just really excited that her show's on. She doesn't understand how the TV works, nor do I.

Andrew Smith Lewis: (31:51)
Right.

Michael Novogratz: (31:51)
And I think in the long run, even knowing something's peer to peer versus going through a clearinghouse, is you're a little indifferent as a consumer user, unless you've got a real political side to you. And so part of this is going to be made easier because with all the capital coming into our space, and the fact that these block chains are coming up to scale, finally, that the ecosystem is big enough for people to invest in, finally.

Michael Novogratz: (32:20)
You're going to see wild innovation in the UX/UI and the user experience. User experience, pull the MetaMask wallet to try to buy an NFT, and it's not a pleasant experience. Or even trying to buy an NBA Top Shot was absolutely not a pleasant experience. You have to remember, two years ago, our industry was a lot smaller. We had gone through the crypto winter, people were building, and it wasn't built for scale.

Michael Novogratz: (32:46)
And so when lots of big institutions say they missed it, I was like, "You didn't miss anything. You're so big you couldn't have participated in our market before." It didn't have the liquidity or the size. And so we're only now getting to the liquidity and the size where a CalPERS or a Texas Teachers could actually make a meaningful investment in Bitcoin, or in Web 3.0. They couldn't have two years ago.

Michael Novogratz: (33:12)
It would have been almost comical. And so you're seeing a natural evolution as this industry grows up. And I keep coming back to this. And this, two years from now, you might think that guy was a cracker, but I literally think I have this intuition that something important happened in the last three to four months, two months, that we crossed this threshold, that Web 3.0 is a thing. And I see it. And so I think all this capital coming in is only going to grow itself.

Michael Novogratz: (33:44)
The success is going to beget success. And you are going to see this year, the first big pension funds come in and say, "Hey, for our pensioners in the state of X, we're putting half a percent into Bitcoin." How much risk is that? I've told them all, "Dude, it's the greatest marketing you could do." You want to attract young people? Tell them you're crypto-forward. They'll come your way. The mayor of Miami got that really right.

Michael Novogratz: (34:13)
Lots of corporates are now figuring that out. Hey, let's at least accept Bitcoin. We're speaking the language of Gen Z and millennials. Why do you think Major League Baseball, we partnered up with Major League Baseball and a company called Candy, to sell digital sports memorabilia, digital goods in baseball? All sports are having a hard time getting younger kids interested in their sports. Let's use the thing those young kids love to bring them into our community.

Michael Novogratz: (34:45)
All sports are perfect places for crypto. They already have tribes. And so you're just using a new technology to pull more people into your tribe. And so I think you're going to see more and more companies think, how do I connect both with young people, but all people via this new technology?

Andrew Smith Lewis: (35:03)
Oh, I certainly agree. But when you come back to advisors, you've got independent advisors who run plus or minus $8 trillion of high net worth wealth. You want to see that money I presume, start moving in this direction. And I think that it's hard to tackle crypto without thinking about tackling the education system, without tackling the way we learn about this stuff.

Andrew Smith Lewis: (35:25)
And I think a modern new system like this, requires a refresh in terms of learning. It's like the system hasn't changed in so long. And how can we keep pace with this innovation, get the right content the right way? What do you think?

Michael Novogratz: (35:41)
It's a great question, because I literally, and this is not to pat myself on the back, because I'm getting sick of it, I get asked to speak four times a day. I could literally just do nothing but speak because there's this wealth of information, and there are not a lot of macro guys. There's a few other really good macro speakers that talk about this.

Michael Novogratz: (35:56)
Raoul Pal understands the intersection of this, and Dan Morehead, but not a lot that came from macro that understand this. And I'm hoping over time, at Morgan Stanley, when they started selling Galaxy's fund, we did all these sessions to 4,000 or 15 to 2,500 RAs. You're hoping that they become the salesman and it's not just me. That's why I think this is going to go viral.

Michael Novogratz: (36:23)
I think it just takes time. I don't think there's an easy fix. If there is, I will literally carry you on my shoulders. And if you crack the code, you'll be my favorite guy. I think learning takes time for people. [crosstalk 00:36:37] I need to hear things seven times before that really clicks with me, because it is complicated. If you want to simplify it, a blockchain is a database. And if it was just our blockchain, it'd be really fast and really easy to manipulate.

Michael Novogratz: (36:52)
We'd be like, "Let's screw those guys." And so the more nodes that have to look at that database and verify it every five minutes, every 10 minutes, every one minute, whatever the protocol is, the slower it is, and the more complicated it is, and the more expensive it is to upkeep.

Andrew Smith Lewis: (37:13)
Yeah.

Michael Novogratz: (37:14)
And so even that decision, should I build up? I had one of the great Web 2.0 innovators. I ran into him in Big Surf three days ago. And he was asking me, "Should I build on Solana or Ethereum?" And I was like, "Oh God, you're asking the wrong guy. I'm not a computer science guy." I can frame it for you, but that's a real technical question.

Andrew Smith Lewis: (37:37)
Yes.

Michael Novogratz: (37:38)
And so for an investor, I think the best they're going to do is understand what the board is.

Andrew Smith Lewis: (37:43)
Yes, I would agree with that. And I would also agree that learning takes time. And if it takes seven impressions for you to learn, I think the key is though, is it seven times, you hear it seven times in a row, or seven times spaced out over time? And what's interesting is there's a lot of good research about how you help people learn that doesn't get applied here.

Andrew Smith Lewis: (38:01)
And I think we have to make this switch. You talked a lot about how the internet has chased the price of things down to zero. And you think about knowledge, knowledge used to be incredibly valuable. A kid in Africa versus a kid who had access to information at Harvard, there's a great disparity there.

Andrew Smith Lewis: (38:16)
But now it's equalized. And so anybody has access, equal access to information, so that's not enough anymore. And this deluge of information doesn't afford us the ability to really learn and absorb those things.

Michael Novogratz: (38:30)
Well, if you think about what really works in NFTs and what really works in lots of things, it's the gamification.

Andrew Smith Lewis: (38:38)
Yes.

Michael Novogratz: (38:38)
So if you can gamify learning for your FAs, you'll probably win. All the best projects are gamified right now.

Andrew Smith Lewis: (38:50)
Yep.

Michael Novogratz: (38:52)
There's an age-old DNA in all humans. They love to gamble and play games. And that's part of, I think, how you accelerate getting the older guys.

Andrew Smith Lewis: (39:02)
And it's kind of crazy. The education system hasn't really adopted those principles at scale. And I think there's an opportunity to do it here. And I think you've got a generation of people that would appreciate that and participate in that ecosystem. So if you were to gamify crypto-

Michael Novogratz: (39:16)
Andrew, I see a future for you. You're going to leave CAIS and you're going to start, how are we going to gamify teaching FAs how to learn crypto?

Andrew Smith Lewis: (39:24)
You're going to back that?

Michael Novogratz: (39:25)
Sure.

Andrew Smith Lewis: (39:25)
Okay. Never, I'm not leaving. But we're going to do it at CAIS anyway. So I think that's the way to go. It's interesting.

Michael Novogratz: (39:34)
Awesome.

Andrew Smith Lewis: (39:34)
Good. Thank you.

Michael Novogratz: (39:37)
Very good.

Andrew Smith Lewis: (39:38)
Great talk.

Dr. Scott Gottlieb on The Future of COVID-19 & How We Can Defeat the Next Pandemic | #SALTNY

Dr. Scott Gottlieb on The Future of COVID-19 & How We Can Defeat the Next Pandemic with Scott Wapner of CNBC. Dr. Gottlieb's new book, "Uncontrolled Spread" identifies the reasons why the US was caught unprepared for the pandemic and how the country can improve its strategic planning to prepare for future viral threats.

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SPEAKER

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Dr. Scott Gottlieb

23rd Commissioner of the U.S. Food & Drug Administration

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Scott Wapner

Host, Fast Money Halftime Report

CNBC

TIMESTAMPS

EPISODE TRANSCRIPT

Scott Wapner: (00:07)
You're the man of the hour. I think everybody owes some debt of gratitude to you for your guidance through this whole thing. I know I do, a lot of journalists who relied on you for information are thankful for that. I wasn't sure, frankly, if we'd be even sitting here. The fact that you're here, we're both sitting here, we don't have masks on, that's like the Good Housekeeping seal of approval of this conference in and of itself, that you're willing to be here in a room with all these people. Are you comfortable?

Dr. Scott Gottlieb: (00:37)
Yeah, I am. Look, the prevalence right now in New York City's low, and this venue's done a good job of creating a safe environment with vaccinations, they've kept people distanced. I think that we're still here in the Northeast due for some surge of infection from the Delta variant. I don't think that we're through it. There's a perception that the sort of bounce that we had in the summer was our Delta wave. I don't think it's quite come yet, but I don't think it's going to be anywhere near as dense as what we saw in the South.

Scott Wapner: (01:04)
So you said something to that effect a couple of weeks ago that I certainly took note of, when you said quote, "I don't think that was the true Delta wave. That was the Delta warning. Our true Delta wave is going to build after Labor Day here in the Northeast. I do think labor day and the return to school are going to be incubators for spread." That's a little worrisome. How bad do you think it's going to get here in the Northeast, now that we're here post-Labor Day and school's started?

Dr. Scott Gottlieb: (01:31)
Well, look, you're seeing it right now. I don't know what people are seeing anecdotally, but you're seeing more infections, more outbreaks in school settings, and so, that's going to continue to build. Right now, we were at, when we sort of peaked out here in New York City, so let's take New York City, we peaked out at about 20 cases per 100,000 people per day when we had that mini Delta surge. Louisiana and Florida peaked out at about 110 to 120 cases per 100,000 per day, considerably more. I wouldn't be surprised if we got to 50 cases per 100,000 per day at some point at our peak, when Delta sweeps through, somewhere between 30 and 50. That's about what North Carolina's at right now. I don't think we're going to get above that. There's so much prior infection, so much immunity acquired through vaccination or previous infection here, I don't think that there's enough people who are susceptible to create the kind of condition we saw in Florida and Texas, but I don't believe we're through this.

Dr. Scott Gottlieb: (02:23)
And the final point, what you saw in the last spring was you saw very dense epidemics in Michigan, we all remember that, and also in Massachusetts, as B.1.1.7 swept through. What happened there was B.1.1.7 got into those areas earlier, and they reopened their schools and then the schools became sources of community spread. So the schools will become sources of spread here in the Northeast as well.

Scott Wapner: (02:50)
You look at the fact we have more Americans hospitalized today than we did a year ago, and it seems insane to me that we're still doing 170,000 cases a day. Should we be alarmed by that? It feels like we've become numb to this whole situation.

Dr. Scott Gottlieb: (03:08)
Well, I think we have defined what success and failure looks like differently over time, and we are somewhat complacent with a very excessive amount of death and disease. I would expect to see cases decline quite quickly at this point. Most of this is being driven by the epidemics in the South, where they let the virus spread largely unfettered, where you had a lot of susceptible populations still, you didn't have high vaccination rates. There's a perception that Florida had very high vaccination rates, but if you look, a lot of it was vaccine tourism. Their vaccination rates probably weren't that much better than other Southern states. So there was still a lot of susceptible communities, and Delta, because it's so contagious, has been very effective at finding pockets of geographic and social compartments that have pockets of vulnerability, getting into those pockets and infecting people, and that's really what you saw happening in the South.

Scott Wapner: (03:57)
You've said that COVID is going to be endemic, right? You wrote in The Atlantic that how endemic COVID becomes a manageable risk. You just wrote this the other day. How do we manage it? What is life, what is the new normal going to look like with COVID as a part of our lives?

Dr. Scott Gottlieb: (04:14)
Well, look, we've been far too complacent about the spread of respiratory diseases in the winter time. We allow influenza to infect and kill far too many people every season, and there's things we could be doing in our daily lives, in workplace settings and school settings that could cut down the risk of flu substantially, and we've seen some of the mitigation we've adopted for COVID has substantially reduced the incidence of flu. I don't think we're going to have the luxury of being complacent about the risk of the spread of respiratory pathogens in the wintertime anymore.

Dr. Scott Gottlieb: (04:40)
We're going to have to put in place a heightened level of vigilance. That doesn't mean shutdowns, it doesn't mean dramatic intrusions into people's daily lives, but it means trying to improve air quality and filtration in buildings. We made buildings green, we sealed them tight. We now have to put hospital grade air filtration in to prevent outbreaks in that setting. It means masks are probably going to become more commonplace, at least on a voluntary basis. I think culturally, we're going to change around masks. It means a lot of workplace settings are going to mandate vaccination for flu and COVID to better protect those environments.

Dr. Scott Gottlieb: (05:09)
It means a lot of businesses are going to make decisions to hold conferences in the fall or in the spring, because they know that winter's going to be peak COVID and flu season. It means business is probably going to look for ways to de-densify offices in the wintertime. Maybe not crowding 30 people into a conference room, but having people sort of Zoom in meetings. Even within the office, the structure and the work function in the office is going to be different, and the idea of going to a holiday party on December 20th and getting 40 people in the back of a restaurant in a room that's equipped to fit 10, I don't think we're going to be doing that.

Dr. Scott Gottlieb: (05:38)
I think we're just going to do things differently, and it doesn't mean our lives change in such a dramatic fashion that we lose a lot of things that we enjoyed and were very important to us, I think we just need to defang this virus and flu as well, because the final point is that if you look at the impact of flu every season, not just in terms of death and disease, but the productivity impact, it's substantial. I mean, the studies that have looked at this are billions of dollars, and sometimes tens of billions of dollars. If you have the twin thread of COVID and flu circulating alongside each other, I think it's going to be too much of an impact on business to sustain the cost of both of those pathogens.

Scott Wapner: (06:15)
It's something that we're going to have to look forward to. There was very big news just this week, and I wanted to get your take on it, because I think everybody who's been vaccinated is thinking about the idea of a booster shot. I don't know if you've had a booster yet, I haven't. I don't know if anybody even in the room has had their booster, but in a study published in The Lancet, which as you know, and most of you may or not know, is sort of the bible of medical journals, or certainly one of them, two prominent FDA experts from the agency that you used to run say, "Most people will not need a booster shot, because the vaccines that we've gotten so far work so well." Do you agree with that? Because there is a debate, I think in the ether of whether you need one, whether you should get one, whether nobody needs one yet, what do you think?

Dr. Scott Gottlieb: (06:59)
Well, look, and there is an open advisory committee today at FDA that's going to be adjudicating this very question-

Scott Wapner: (07:05)
Today?

Dr. Scott Gottlieb: (07:06)
Today, right now. Actually, this week. The data came out today, so it's Friday is the meeting. The data came out today.

Scott Wapner: (07:13)
Okay.

Dr. Scott Gottlieb: (07:13)
But there's going to be data presented by the Israelis and other groups looking at the decline in efficacy that's been observed, particularly in an older population that was vaccinated a long time ago. I think that we're going to arrive at a point where boosters are going to be recommended for some portion of the population. Ultimately, FDA and CDC are the arbiters of this, but in my view, looking at the data, I'm on the board of Pfizer, I've looked at some of the data that they're looking at coming out of Israel, you see a decline in efficacy over time, particularly in an older population for people who were vaccinated back in January and December, so a long interval ago.

Dr. Scott Gottlieb: (07:47)
I think the controversy for public health officials, the sort of main controversy, is the original premise of the vaccines were that they were going to prevent you from getting really sick, being hospitalized, and dying. That premise is still very much intact, even for people who were vaccinated a long time ago, even for older individuals, we're still not seeing a real dramatic increase in hospitalizations and severe disease for people who are vaccinated. What we are seeing is a rise of people who are developing symptomatic disease and infection. That was the second premise of the vaccine, that the vaccines can prevent you from getting any infection at all, and prevent you from spreading the infection.

Dr. Scott Gottlieb: (08:22)
That wasn't our original expectation of the vaccine. When the vaccines were first authorized, the premise was they're going to prevent you from getting really sick. Then we learned, "Wow, these vaccines work even better than we thought. They prevent you from getting any infection and from spreading it." So a lot of public health officials look at that and they say, "Why should we give boosters to the population, when the reason why we made these vaccines available in the first place is still fully intact? Why should we give boosters just to achieve something that was never part of the original premise?"

Dr. Scott Gottlieb: (08:50)
And in the other argument that enters into this, which is entered into that Lancet article is, well, if we boost the American population, we're taking vaccines away from other countries where there's no vaccine at all. I think that second part of the premise is flawed, insofar as this is not a zero sum game. We have already purchased these vaccines, the Biden administration has. There is no way that the Biden administration's going to let go of those vaccines, because they're going to want to hold onto them as a matter of national security, enough vaccine to reinoculate the entire population as a hedge against what we don't know.

Dr. Scott Gottlieb: (09:20)
The reality is, from the global situation, we have a lot of supply, and the challenge that we're going to see emerge very quickly is a problem of distribution. 5.8 billion people have received a vaccine globally, 380 million Americans. So we've given a lot of vaccine already. Now, there's billions of people who still need to be vaccinated, but the challenge of reaching those people isn't going to be a supply challenge. There's going to be literally, maybe tens of billions of doses available over the next 12 months. The challenge is going to be distribution, and frankly, convincing people to take the vaccine. There'll be hesitancy abroad as well.

Scott Wapner: (09:51)
Let's talk about just getting our own citizens as vaccinated as we possibly can, specifically children. One of the greatest days of my life was when I could take my 12 and 15 year old and get them vaccinated, and the relief that that brought. There are people in this room who have kids who are younger than 12, who don't have a vaccine yet. When can they get it?

Dr. Scott Gottlieb: (10:11)
So, just to sort of table set this, to your point, I think a lot of the residual anxiety that people who are vaccinated feel is around children in their households, and the concern that you're going to go out and get COVID, become asymptomatic or mildly symptomatic-

Scott Wapner: (10:26)
Bring it home.

Dr. Scott Gottlieb: (10:26)
... and bring it back into the home. I think a lot of people talk about well, that vaccinated people are overestimating their risk, and I think most people are cognizant that the risk is substantially reduced. What they're worried about is introducing the vaccine into a home setting. Pfizer has said that they'll have data on the vaccine for ages five to 11 at the end of September, and they'll be able to file with FDA for authorization of that vaccine within days, and FDA has said publicly that they expect the review to be a matter of weeks, not months. I interpret that to be FDA signaling that could be a four to six week review.

Dr. Scott Gottlieb: (11:00)
Now, ultimately, FDA has to be an arbiter of the data that the company submits, but if everything goes well, if the data package is good, I have confidence in the company to forward a good data package, and the review goes smoothly, best case scenario, you could see a vaccine available for five to 11 by the end of October. Perhaps it slips into early November, but you could see a vaccine certainly within this year, maybe by Halloween.

Scott Wapner: (11:24)
Also, I often wonder sort of we are where we are, would things be different if we had reacted differently from the beginning? And you do spend a good period of time in your new book, I urge everybody to read it, it's Uncontrolled Spread is the new book by Dr. Scott Gottlieb, Why COVID-19 Crushed Us and How We Can Defeat the Next Pandemic. You write the following: "The federal government started off in a weak position with plans that were ill-suited to countering a coronavirus. This mismatch between the scenarios we drilled for and the reality that we faced, left us unprepared. Poor execution turned it into a public health tragedy." What was the biggest mistake? The most costly thing we did from the beginning?

Dr. Scott Gottlieb: (12:04)
Well, we had a plan on the shelf that we thought was applicable, and that plan was geared towards a pandemic involving influenza, and I don't think we fully appreciated how different this coronavirus was from flu, in terms of how it spread, the kinds of preparations we would need, and we stuck with that flu-based plan for far too long. But I think the other costly mistake was that we had an expectation that CDC was going to be able to operationalize a national response to this, that they had the capacity not just to surface information and guidance in sort of a near real-time fashion that would objectively inform us on how to reduce risk in our daily activities, but that they would actually be able to operationalize the manufacturing deployment of diagnostic testing, help scale up vaccine manufacturing, help deploy mass vaccination in the population. They had no logistical capability.

Dr. Scott Gottlieb: (12:54)
They're a very retrospective organization, they have a retrospective mindset, they're a high science organization. They would much rather gather data and do a deep analysis and tell you in four months how COVID's spreading. Meanwhile, we have to spend the next four months figuring out how to reduce that risk in our lives. What we needed was the equivalent of sort of a JSOC, a Joint Special Operations Command public health response that surfaces information in a real-time fashion, surfaces guidance in a way that it's interpretable and actionable to consumers. We didn't have that organization, and the problem was we thought we did. Everyone said, "The CDC has this," and CDC didn't raise their hand and say, "Hey guys, we really don't have this. We need to create some new entity."

Dr. Scott Gottlieb: (13:38)
The other thing is we just lacked the resiliency. We thought we'd be able to scale the manufacturing, and biologics, and vaccines, and diagnostic tests. We thought we had an ample supply chain for something as simple as a nasal swab used to collect samples. We lacked that capacity to scale the kind of manufacturing we needed to respond to this.

Scott Wapner: (13:55)
You go after the CDC pretty hard. I mean, you have a chapter that's entitled, The CDC Fails, and some of it you... I mean, you do, you wrote that it. Some of it, you almost make the case was deliberate in things that they did to undermine the overall efforts around testing from the get-go, that hurt the country's response. Isn't that true?

Dr. Scott Gottlieb: (14:16)
Well, it wasn't deliberate in a way that it was sort of malfeasance. I think it was deliberate in terms of how the agency operates. So, just to sort of build on that point, they wouldn't share viral samples with any manufacturers. So in order to make a test, if you're Roche, and you want to make a test for COVID, you need an access to a sample of the virus. CDC said, "We're not going to share the viral samples," and then they said to the manufacturers, "If you want to make your own test, you've got to license our intellectual property, because we developed our own tests." So on the one hand, the manufacturers couldn't make their own tests, on the other hand, they had to enter into a protracted negotiation in the setting of a crisis, to license IP from the CDC, in order to make a test. And what did manufacturers do? They sat on the sidelines.

Dr. Scott Gottlieb: (14:57)
So the big manufacturers, the commercial manufacturers that had to get in this game early, all sat on the sidelines, waiting for the CDC to roll out its test. CDC botched the rollout of their test, because they insisted on doing all of the components within the same facility, so they contaminated their tests. They were literally making tests in the same facility they were running samples that they were getting, so lo and behold, the virus jumped from the samples that they were getting, the patient samples, into their manufacturing process, and contaminated all their tests, and that's why we had no testing.

Dr. Scott Gottlieb: (15:27)
The testing void finally got filled when FDA, on its own, turned to a contract manufacturer and said, "We need you to start making what we call primary probe kits," basically the ingredients to a diagnostic test. But early on, someone needed to say, "We need to turn to the commercial manufacturers." This had to happen in January, "Or we're not going to have enough capacity if this becomes epidemic in March." And what happened was we didn't have testing in place, and a lot of our problems, I could trace a lot of the problems that we suffered, both political and public health, back to the fact that we didn't have a diagnostic test early enough to turn over infections.

Scott Wapner: (16:04)
Did people unnecessarily die in this country because of the CDC's lack of action, their, in some cases, ineptitude? Can we say that?

Dr. Scott Gottlieb: (16:15)
Look, people unquestionably died in this country because we didn't have a diagnostic test. There will be people who argue that there were multiple components that were at fault in terms of not being able to operationalize that test. What CDC would say, and I've talked to people at CDC, is they would say, "We couldn't do this. We needed the Secretary of Health and Human Services, someone above us in the political chain to go to private industry and say, 'We need you to get in this game.'" And there's some truth to that, but there was no leadership above CDC, that the political leadership assumed that CDC would be able to do this.

Dr. Scott Gottlieb: (16:48)
But CDC continued to say, "We will be able to do this," and what happened when CDC was having these conference calls, and I talk about in the book, where they would get on a call every week with the whole industry, and with FDA, and the public health community, say, "Another week, we just need another week," and this went on for four weeks, where they just said, "Another week," and everyone was just frozen waiting for CDC to act. So they froze the market in place, and it was at a time when we were becoming heavily seeded, we didn't know it, because we were relying again on the influenza-like illness surveillance systems. So we were relying on data of how many people were showing up with flu-like symptoms and testing negative for flu, and what CDC and others, NIH and others were saying was, "Well, look, we don't really see a spike in people presenting with flu-like symptoms who are testing negative for flu, so it doesn't suggest anything's circulating."

Dr. Scott Gottlieb: (17:34)
But what was happening was flu incidence was collapsing, because people were starting to Purell more and be more careful, so all of a sudden, flu incidence was going down. And if you look at the actual data, it wasn't green. It wasn't red, but it was orange. The number of people who were presenting with flu-like symptoms all through the month of February into hospitals and testing negative for flu, was at the high end of the normal range over a 10 year period. That should not have been reassuring in the setting of what was going on around the world.

Scott Wapner: (18:05)
I read your book, I feel worse than better about what's going to happen next time, because in part of what you say about the CDC, our lack of preparedness, and now we have an environment where you have such discourse within the public. What's it going to be like the next time?

Dr. Scott Gottlieb: (18:24)
Well, look, I think that there's an awareness of these shortcomings. I don't think that these issues around the CDC are controversial anymore. I think the public health crowd doesn't like to have this discussion in public, because they see the CDC as sort of an institution, a public health institution that needs to be kind of protected. But I think the biggest challenge we're going to face is the debate about the role of public health and public health officials in a moment of crisis, because I think there's a lot of people in this country who've lost confidence in the advice that public health officials gave, because it seemed to be shifting, it seemed not to be science-based, at times, it seemed to be arbitrary, and it's not just right, left, this isn't just a political discussion.

Dr. Scott Gottlieb: (19:00)
I think that a lot of Americans say, "Why did the guidance on masks shift so much?" And the best example of this was the six feet, the requirement they have to stay six feet apart. The single costliest piece of guidance issued in this whole pandemic was that you had to remain six feet apart. Most schools remain shut because of that guidance, because they didn't have the physical infrastructure to keep students six feet apart. Where did that come from? CDC actually initially proposed 10 feet, but a political appointee in the White House, in the Office of Management and Budget, at the outset said, "There's no way we can tell the public they have to stay 10 feet apart. People can't even measure it." So CDC compromised with the White House around six feet, and the six feet-

Scott Wapner: (19:37)
Did they pick six feet out of a hat?

Dr. Scott Gottlieb: (19:39)
Well, it was derived from old studies looking at flu and how far droplets spread in the setting of flu, but we also knew at this point that COVID was probably spreading through aerosols, and wasn't spreading through droplets. Now, imagine if that anecdote had come out back in March of, this was 2019... Actually, 2020.

Scott Wapner: (19:57)
2020.

Dr. Scott Gottlieb: (19:58)
People would've said, "That's political interference in the CDC's process. How dare the White House tell them that they can't have six feet, if they're asking for 10 feet," yet, we now know six feet was arbitrary. CDC subsequently changed to three feet when the Biden administration rightly wanted to open schools in the spring, and they knew that the single impediment to opening schools was the requirement to keep kids six feet apart. And so, CDC said, "We have this study from the fall, we did a study and we showed that if two people with masks on are three feet apart, you reduce transmission by 70%. So on the basis of that study, we can now readjudicate the six foot requirement." They ultimately went to set three feet, if people had masks, which begs the question, if they had that study for six months, why'd they wait until the spring to change their guidance, on the basis of evidence they had in the fall?

Dr. Scott Gottlieb: (20:51)
So when you hear things like that, it makes you feel like the process is arbitrary, and it's not as objective and science-based as it should be, and also, the CDC doesn't actually put out an explanation of how they reached their conclusion. So if you all want to go online and see how did the CDC come up with six feet, it's not explained anywhere. So that saps confidence, and I think the first challenge we're going to face is getting over the public's skepticism of public health officials, and trying to restore the role of public health officials in adjudicating these things in the setting of a crisis, because I think they have to have a role. I think there's a lot of skepticism right now in the public.

Scott Wapner: (21:32)
Well, I mean, you're right. If the public refuses to follow guidance in a public health crisis, if there's widespread opposition or protest, it becomes difficult or even impossible to advance additional measures to take strong actions. That's exactly what we witnessed during COVID. I do want to discuss with you the miracle of the vaccines, because it is nothing short of that, both from Pfizer and BioNTech, and of course, you sit on the Pfizer board. You write something in the book that just blew me away about the power of science and what these companies were able to do. You say, "Moderna never had the actual coronavirus on its premises. It never needed a sample, just the computational sequence of the virus's RNA. Once Moderna got the sequence, the entire process to construct a candidate vaccine took just two days, and in six weeks, Moderna went from having the sequence in their computers to beginning the manufacture of a vaccine to start human testing." That is remarkable.

Dr. Scott Gottlieb: (22:30)
Right. Look, we crossed a technological inflection point with these vaccines, and with COVID generally, in that we were able to drive therapeutics fully synthetically. Not just the vaccines, not just the J & J vaccine, and the Pfizer vaccine, and Moderna vaccine, but also the antibody drugs also would drive through synthetic tools. What I mean by that is using just information and genomic information to derive the initial constructs for these drugs. If this had been three years ago, we would've made vaccines by finding a cell culture that this virus can grow in efficiently, growing up a lot of the virus, inactivating it, cleaving off its surface proteins, and putting those proteins in a syringe. That's exactly how the Chinese made their vaccines, which aren't that effective, and that's how we make flu vaccine.

Dr. Scott Gottlieb: (23:14)
If this had been five years from now, the methods we use right now to come up with these vaccine constructs probably would've been mainstream, but we were right at that inflection point, and that allowed us to pivot towards the construction of highly effective vaccine constructs and drug constructs very quickly, because we were at this technological inflection point. Now, that technology has now been pretty well validated in the setting of COVID. So I think you're going to see a whole plethora of vaccines and therapeutics start to be developed based on these platforms, but we were straddling two scientific states of fitness, and in a way, this happened at a time that we had the capability to do this because a couple of years before, we would never have been able to do this.

Scott Wapner: (23:55)
It's truly remarkable. Let's conclude with a passage that you conclude your book with, and I'd like you to reflect on it. "Learning from what went wrong," you write, "We have a chance to build a safer future. COVID was the worst pandemic in modern times, it won't be the last. Weak leadership exacerbated the pandemic's toll, but even with a stronger and more coordinated federal response, we were poorly prepared for this threat. COVID crushed us as a result, and left our society permanently altered. What we learn from it and how we change will determine if we are better prepared for the next pandemic, or whether we just remain just as vulnerable." What's it going to be?

Dr. Scott Gottlieb: (24:34)
Well, look, I think we're going to need to look at public health preparedness through a lens of national security, and when you're looking at it through that orientation, you start to plan differently, not just what we do domestically, but what we do overseas. Overseas, we were excessively dependent upon multilateral commitments from different nations, people coming together in the world, health organizations holding hands and making promises that they were going to share information. We've seen time and time again, that failed.

Dr. Scott Gottlieb: (24:57)
So we're going to have to get our clandestine services far more engaged in trying to guard against these threats. We're going to have to look at how we build resiliency into our domestic capacity to do things like scale up manufacturing of drugs, of diagnostics differently, and not just have some of these industries built for maximal efficiency, but also maximal resiliency. And the federal government's going to have to offset some of that, the cost of doing that. I'll give you one quick anecdote.

Dr. Scott Gottlieb: (25:22)
After Hurricane Maria devastated Puerto Rico, I was FDA commissioner at the time, I called around all the CEOs who had manufacturing facilities on the island. Fully 10% of all the drugs used in the United States were manufactured in Puerto Rico. They were all offline, every company, with the exception one. I got to Bob Bradway, the CEO of Amgen, and I asked Bob, I said, "How's your facility?" And he basically proceeded to describe the most hardened facility I'd ever heard of. He had generators to back up his generators, enough fuel on hand to keep them going for months. I concluded that if there was ever a nuclear war, the only thing that would be left would be cockroaches and Neupogen, because he was making Neupogen in that facility. And I asked him why he had built such a hardened facility and he said, "We made an implicit guarantee to the federal government that there would never be an interruption in the supply of Neupogen."

Dr. Scott Gottlieb: (26:06)
Neupogen is a drug used for a lot of different things, including chemotherapy, but it would also be a drug that would be essential in the setting of a radiological attack to help rescue people whose bone marrow was poisoned by radiation. So the federal government made a strategic decision that they were going to build hardened sites around a nation to make sure there was never any interruption. They were going to pay Amgen implicitly for that guarantee. We need to decide what are the strategic capabilities that we need, and we're going to need to subsidize it, and we can't just keep it warm, we have to keep it hot.

Scott Wapner: (26:36)
He is Dr. Gottlieb. His book is Uncontrolled Spread. I urge you to read it. Thank you again for your service.

Dr. Scott Gottlieb: (26:42)
Thanks a lot.

Investing in 2021 with Cathie Wood & Andrew Ross Sorkin | #SALTNY

Investing in 2021 with Cathie Wood, Chief Executive Officer & Chief Investment Officer, ARK Invest.

Moderated by Andrew Ross Sorkin, Co-Anchor, CNBC.

Powered by RedCircle

 

MODERATOR

SPEAKER

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Cathie Wood

Founder, Chief Executive Officer & Chief Investment Officer

ARK investment Management

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Andrew Ross Sorkin

Co-Anchor, Squawk Box

CNBC

TIMESTAMPS

EPISODE TRANSCRIPT

Andrew Ross Sorkin: (00:07)
Thank you all, for sticking around for this final act of the afternoon. Cathie Woods is here. And we were just talking backstage. I haven't seen you since pre pandemic, at least in person.

Cathie Wood: (00:20)
That's right.

Andrew Ross Sorkin: (00:21)
And so much has happened to you and to Ark during this period. It has been a remarkable ride. And just to put it in perspective, you started Ark in 2014. Dare I say, you were 57 years old at the time. You don't look any older now. So you had no assets under management. Today, at age 60, she's at the peak, I would argue of your career, but I hope there's more to come. And you're managing something on the order of 85 billion.

Cathie Wood: (00:51)
Range, in that range.

Andrew Ross Sorkin: (00:51)
Which is a pretty remarkable thing. She has been called on social media, and I hope this isn't considered sexist or something else, Mama Cathie. They call you Aunt Cathie. And then in South Korea, they call you Money Tree, which I love.

Andrew Ross Sorkin: (01:11)
And this is what Art Laffer, who you used to work with, said about you. "The thing that's amazing about Cathie, even back then," when he was working with you, "her horizon is forever. She wasn't in it for next week or next month or next year. She was in it for the long haul."

Cathie Wood: (01:28)
Yes.

Andrew Ross Sorkin: (01:29)
And so I want to start with this, before we even get into what's going on the markets today, and it's just an investment sort of horizon thesis question. When you think about the "horizon" for your fund, and the way that investors who invest in your fund should also think about that horizon, what is it?

Cathie Wood: (01:50)
Well, in terms of our investment time horizon? Five years. So we have to believe that one of the technologies, the 14 technologies around which we have based all of our research, is going to inflect within five years. Or at least start to be discounted in the market as though it is about to inflect.

Cathie Wood: (02:16)
So five-year investment time horizon. Our minimum hurdle rate of return is 15% at a compound annual rate over five years. And so I think that combination of five years plus exponential growth trajectories, is what is finally starting to get into the market. I've been waiting for years.

Andrew Ross Sorkin: (02:39)
I know you've been waiting for years. So to put this in perspective, the fund over the last two years, is up about 164%, give or take. Year to date, it's down a little over 3% at a time. We all know the S&P 500 so far is up a little over 18% this year, thus far. So put it in perspective. Where are we in this market, given your five-year horizon?

Cathie Wood: (03:08)
It's going to be incredibly confusing I think to people. Just look at what's happened to the bond market this year. Against all expectations, yields have dropped from, I think it was 1.75 at the peak in March, down to 1.3 as inflation expectations are exploding.

Cathie Wood: (03:28)
We believe the reason for that is that probably, when all is said and done, and the dust clears from the supply chain problems and everything, we're probably in a highly deflationary world. And we see three sources of deflation. One is very good. It's called technologically-enabled innovation. Artificial intelligence training costs are dropping 68% per year.

Andrew Ross Sorkin: (03:54)
Right.

Cathie Wood: (03:56)
When a cost drops that much, the demand for it picks up. And artificial intelligence is probably the biggest reason we're seeing the convergences between and among technologies. So we've got one S-curve feeding another, feeding another. Explosive energy, incredible deflation. That's the first deflation.

Andrew Ross Sorkin: (04:15)
While the rest of the world thinks, if you were here for part of the day, everybody's talking about inflation.

Cathie Wood: (04:20)
Oh, and that's what I love. If the whole world thinks that's going to happen, and a portfolio manager and the analyst team thinks that's going to happen, well, if we're wrong, it's not going to matter that much because nobody's expecting it. It's not in the market. But if we're right, the returns are enormous. And I think that's what's going on with the technologically-enabled innovation that we see, especially in healthcare, by the way. But there are two other sources of deflation.

Cathie Wood: (04:54)
Disruptive innovation, there's another side to it. It's called creative destruction. And I think we're going to see more creative destruction than we have in all history, during the next five to 10 years. Now, you can say, "Oh, you're just talking your book." We have rights law teaching us about learning curves and cost declines that suggest we are going to see incredible boons out there in parts of the world. But it's going to mean tremendous destruction in others.

Cathie Wood: (05:27)
So when I say confusing, I mean that. And then the third source of deflation, I think will be cyclical deflation. Most people are fighting us on this one. It's hard to fight us, given our research on those other two, but this cyclical deflation, it started with lumber. $1,711 in May. Now, we're at $500. Copper, 490 I think. Now, we're at 425. Used car prices are surprisingly good. And I know we're getting pushed back on this one, too. They shot up 60% as everybody decided to avoid mass transit last year.

Andrew Ross Sorkin: (06:07)
Right.

Cathie Wood: (06:07)
Right. And now, we find ourselves supposedly in a chip shortage. I do believe in the chip shortage, because-

Andrew Ross Sorkin: (06:16)
You believe there's a chip shortage?

Cathie Wood: (06:17)
[crosstalk 00:06:17] I do believe there's a chip shortage because the world's going digital. But I believe-

Andrew Ross Sorkin: (06:22)
But wouldn't that be inflationary?

Cathie Wood: (06:24)
Well, I believe chips are the new commodities. That's the point I'm making here. So chips are going to be what Dr. Copper has been in the industrial world. This is Dr. Digital, I don't know, in the form of chips. But you hear the auto industry screaming. Auto sales have dropped from 18-and-a-half million units in April, to 13 million.

Cathie Wood: (06:52)
Now, these are annualized rates in August. That's more than a chip's shortage. What happened last year is people bought the cars, they're in their driveways, garages, didn't want to take mass transit. And now, there's a decision. What do I want to buy, a gas-powered car or an electric vehicle? Well, that's where the short supply is.

Cathie Wood: (07:16)
And I think the excess supply is going to be in the gas-powered side. So this is a really important test case of why I formed the firm when we did. I think the disruption is happening to the auto industry now.

Andrew Ross Sorkin: (07:32)
I want to get into Tesla, obviously, and a number of your picks in just a moment, but I do want to just note Morgan Stanley, City Group, Deutsche Bank, Bank of America, these are all firms that have published notes within the past month, effectively saying the opposite. Most of them believe that we are expecting to have inflation. And I think across the board, either pullbacks or much flatter returns.

Cathie Wood: (07:57)
Right.

Andrew Ross Sorkin: (07:57)
You just think they're off? You think they're wrong?

Cathie Wood: (08:00)
I think as I said, if you're looking at the traditional benchmarks, they may very well be right. All I know is when we are looking at the transformative growth that's going to take place in our space, and we're completely devoted to nothing else but disruptive innovation, we see explosive growth.

Cathie Wood: (08:22)
I think one of the reasons they will look right in terms of GDP is if the other side of create of disruptive innovation is creative destruction, well, what's happening? It's the industrial world evolving into the digital world, as more of the physical world goes digital.

Andrew Ross Sorkin: (08:40)
Right.

Cathie Wood: (08:40)
Transportation importantly. And so the traditional benchmarks, GDP, the statistics that we look like are probably going to look pretty lousy at times, I would say. Certainly, sector by sectors, these transformations take place.

Andrew Ross Sorkin: (08:57)
What do you think the role of millennials and the next generation will be? And I ask this because I've seen you make comments about demographics, both in terms of the role that millennials play in terms of the actual economy, but also the role that they may play in the markets themselves.

Cathie Wood: (09:13)
Yes.

Andrew Ross Sorkin: (09:13)
Because a lot of people look at what's happened over the last 18 months, and this new generation that's now in retail, often in your fund, on Robinhood, on Reddit, and think something has changed. Some people think it's tulips, other people think it's forever.

Cathie Wood: (09:29)
Mm-hmm (affirmative). Well, we just learned from Jolyne Caruso that millennials are 70 million strong in our economy, and now bigger than the baby boomers as a demographic. And I'm going to harken back to Stan Salvigsen, most of you won't remember who he was. He made one very important call in the early '80s.

Cathie Wood: (09:55)
He said, "Baby boomers are going to be the reason that the equity market goes up for the next 20 years." It was a brilliant call. He's no longer with us. We're in the echo now. And I do believe that both crypto and the equity markets are going to be powered by millennials. In fact, Tom Lee had fenced that.

Andrew Ross Sorkin: (10:17)
Tom Lee? Yep.

Cathie Wood: (10:18)
Yeah. He has done the arithmetic the way that Stan did. And I think he says this bull market will not end at least until 2026. And maybe not until 2038 when the number of millennials peaks out there. Well, I went through the '80s and '90s and nobody believed him, thought it was a ridiculously simple call. But when you look back in history, it was a pretty good call.

Andrew Ross Sorkin: (10:45)
Okay. I want to get into meme stocks and that whole phenomenon in just a minute, but I want to touch on a couple of your big investments. And also, touch on one other theme, which is China, because it's in the news. You have been thinking about that space or that region in a big way, or that country, I should say in a big way.

Andrew Ross Sorkin: (11:05)
And I know you've reduced some positions, but what's your overall thesis at this point on China and what we're seeing in terms of this regulatory crackdown, which seems to be worse every single day?

Cathie Wood: (11:15)
Yeah. I think there's something going on there socially that the government is very worried about. Many of the same things that the rest of the world is worried about, where there's the divide between the rich and the poor. I saw today, Evergrande, there are protests around the Evergrande offices because the wealth management products that weren't highly regulated are not paying interest, are not paying back and so forth.

Cathie Wood: (11:48)
So I think there's social unrest taking place there. And that's why common prosperity has become the rallying cry, and hostage to capital has also become a rallying cry. So I don't think it's a very friendly place for capital now. However, focused only on innovation, China has in its various five-year plans, made innovation. And it's an incredibly important plank.

Andrew Ross Sorkin: (12:15)
Right.

Cathie Wood: (12:15)
And so we don't want to avoid it, but what we do want to avoid is very high margin companies. So you look at JD Logistics or jd.com, some of the companies that are pushing innovation and access into tier two and tier three cities, we'll play with that. So what we did in the series of moves recently around China, we have taken our position down significantly, but stayed with a few of the lower margins.

Andrew Ross Sorkin: (12:50)
What would it take for you to turn?

Cathie Wood: (12:50)
They need-

Andrew Ross Sorkin: (12:50)
Invest more? What would you need to see?

Cathie Wood: (12:51)
What would I need to see? I think it would Xi Jinping saying, "Whoops, we made a mistake. We're open for business." I don't think he'll do that. So I don't think we'll be hugely involved with China. The other thing that I think is, and we've seen this in the crypto space, by shutting open source movements down, which is what they're doing, all open source movements, no, I think this is going to give the US a competitive advantage.

Cathie Wood: (13:21)
So we have allocated more of our innovation assets here in the US because of what's happening. China was going to be one of our biggest competitors. We saw them in the AI space, making the league tables in chips. I'm not so sure. I think they have to do some housecleaning right now, that we probably do not understand all the causes. But I think there's social unrest. That would be my guess.

Andrew Ross Sorkin: (13:46)
Let me ask this. Do you think that the regulatory environment there is either going to open up opportunity in the US, or will it give and embolden regulators in the US ...

Cathie Wood: (13:56)
To shut it out?

Andrew Ross Sorkin: (13:57)
To shut down what's happening here? Because it used to be that the big tech companies in the United States would say, "Well, no, no, no, you can't shut us down. Because look over there in China."

Cathie Wood: (14:06)
Right.

Andrew Ross Sorkin: (14:06)
"Those companies are so big, we need to compete with them." But if they're being shut down or cracked down upon, will it just embolden Washington here?

Cathie Wood: (14:15)
It's a good point. But I think this is much more than China as RuPaul on the last panel said. France is becoming very innovative.

Andrew Ross Sorkin: (14:29)
Right.

Cathie Wood: (14:29)
And Southeast Asia has stolen the March from China. So companies like Sea, it's a social media, social commerce, gaming company. It's exploding throughout the world. And capital is shifting towards that kind of name, because there are big populations in Southeast Asia, and Latin America as well.

Andrew Ross Sorkin: (14:51)
Okay. Can we talk about our favorite topic?

Cathie Wood: (14:53)
Tesla?

Andrew Ross Sorkin: (14:54)
Yeah.

Cathie Wood: (14:54)
Okay.

Andrew Ross Sorkin: (14:54)
Let's talk about it. And we have sparred over the years. I love Tesla. I've never loved the valuation of Tesla. And you have loved Tesla and the valuation of Tesla. And you've liked the valuation. You've been at much higher levels.

Andrew Ross Sorkin: (15:06)
And I have always thought, as you know, that that's crazy. And you have been right. So here we are. You still believe that this is a company, still believe that the valuation long term is $3,000. That's your price tag?

Cathie Wood: (15:20)
That's our base case.

Andrew Ross Sorkin: (15:20)
That's your base case?

Cathie Wood: (15:21)
Yeah, that's not even our bull case. But let's just stick with the base case from $700.

Andrew Ross Sorkin: (15:27)
3,000 by when?

Cathie Wood: (15:28)
Five years. Always five years.

Andrew Ross Sorkin: (15:30)
Always five years?

Cathie Wood: (15:31)
Mm-hmm (affirmative).

Andrew Ross Sorkin: (15:32)
You recently sold some last week, right?

Cathie Wood: (15:35)
Yes.

Andrew Ross Sorkin: (15:35)
About $180 million?

Cathie Wood: (15:38)
I read that it was 130 million. So it got so much press.

Andrew Ross Sorkin: (15:43)
Okay. Oh, I'm sorry. 180,000 shares at 130 million?

Cathie Wood: (15:46)
Yeah.

Andrew Ross Sorkin: (15:46)
Right. Why'd you do that?

Cathie Wood: (15:48)
So Tesla is still the largest position in our portfolios. On that particular day, and I can tell you this because we disclose our holdings every day and we publish our trades every day, I'm always looking for cash, in especially the flagship fund, which is very concentrated and involves all of our technologies. So a company in the automation space, UiPath was down 11% that day on its earnings release.

Cathie Wood: (16:19)
And Tesla had just gone up 30%. So it was really a tactical move. So just to give you a sense, Tesla is a 10 point, I believe it's 10.5% position in the flagship fund. The next highest position is I think 5.9%. So the conviction, this was, I will take a trade, up 30% down 10%. That's like a 40% difference. That's all that was.

Andrew Ross Sorkin: (16:47)
But this is not a stock, at least recently, that has been on the move higher. In fact, it's been flat to down.

Cathie Wood: (16:52)
No. Actually, if you look at it, it has been levitating. It has. We got into the 500s. It got well below 500, I believe in the-

Andrew Ross Sorkin: (17:04)
But it must have crossed 10% a while ago? Meaning you must have been much higher actually?

Cathie Wood: (17:09)
So when a stock moves from 10%, we can no longer buy. And thank you, I want to address this because we keep getting questions about it. We cannot buy a stock if it is 10% or higher in the portfolio. We can sell, of course. We do not have to sell. And what we usually do, this is not science, very unpredictable, you can't replicate this in terms of trying to figure out what we're going to do, but when a stock gets to 11% or 12% in the portfolio, it means that, or that means it has appreciated by 10% to 20% relative to the other positions in the portfolio.

Cathie Wood: (17:52)
And usually, what we're doing is being opportunistic and taking advantage of a drop in a stock. Again, need the cash. Largest position above 10%.

Andrew Ross Sorkin: (18:04)
Okay. Let me ask you this.

Cathie Wood: (18:05)
Does that make that a little clear?

Andrew Ross Sorkin: (18:07)
No. No, it makes sense. I know there'll be bulls and bearers on this. Let me ask you a different question, though. And it's really about how to assess and think about some of the comments, projections, and other things that Elon Musk makes about the company, and how you interpret them and how the public interprets them. And frankly, how bearers interpret them.

Andrew Ross Sorkin: (18:28)
Which is to say that there's a lot of times where Elon will come out and say something, whether it be about robotaxis, or when there'll be full autonomous driving, or all sorts of things that I imagine at some point, because we've had these conversations in the past, do get baked in, or should be getting baked into some kind of assessments of the stock.

Cathie Wood: (18:48)
Mm-hmm (affirmative).

Andrew Ross Sorkin: (18:50)
And as optimistic as you can very well be about all of those things, they haven't come true. And so, how do you grapple with that?

Cathie Wood: (19:01)
This is one of the hardest problems that we are going to solve technologically. So actually, in the last three months, we have increased our projection for autonomous taxi networks.

Cathie Wood: (19:18)
Now, in the $3,000 base case, we assign a 50% probability to autonomous. So it's a really hard problem. But if anyone is going to solve it, our confidence that Tesla is that company has gone up dramatically as we've learned more about it.

Andrew Ross Sorkin: (19:38)
But I guess when I ask you, when Elon says that robotaxis by the end of 2020, what numbers would you therefore have put in, in 2000 I think 19 when he said that or 18, when he was saying that?

Cathie Wood: (19:50)
Yeah. Again, five-year.

Andrew Ross Sorkin: (19:51)
Oh, I know. Okay.

Cathie Wood: (19:51)
As in, our probability last year, or whenever he said that, was lower. I think we had a 25% probability.

Andrew Ross Sorkin: (20:01)
Okay. So, do you discount what he says? By what number? It's a-

Cathie Wood: (20:05)
Elon, if you really look at what he's doing at SpaceX and at Tesla, he's changing our world, right?

Andrew Ross Sorkin: (20:11)
Oh, you're not going to get me to dispute that.

Cathie Wood: (20:13)
So electric vehicles-

Andrew Ross Sorkin: (20:14)
I think it's simply about the valuation and how investors should think about these numbers.

Cathie Wood: (20:18)
He was the first person. When we were talking about autonomous taxing networks, he said, "The last mile is going to be so hard. I'm not sure it can be done." This was about five years ago.

Andrew Ross Sorkin: (20:32)
Right.

Cathie Wood: (20:33)
Maybe longer. The resources that he's putting into this program, and the talent that he's attracting, and the advancements that he's making and that are possible now, that artificial intelligence training costs are dropping by 68% per year, we think the probability of autonomous is going up.

Andrew Ross Sorkin: (20:55)
I don't disagree with you. But does it frustrate you?

Cathie Wood: (20:58)
No, he's a visionary. And he sees the future so clearly.

Andrew Ross Sorkin: (21:06)
Right.

Cathie Wood: (21:06)
The fact that he changed from saying last mile, I don't think that's good. There'll have to be some combination system. He changed from that, with his partner, Andrej Karpathy, who is one of the most brilliant artificial intelligence engineers. I think this is going to happen in the next few years. He is always a year or two or three too early. We adjust for that in our forecast.

Andrew Ross Sorkin: (21:36)
What do you think about that prospect, that one of the-

Cathie Wood: (21:36)
Oh, and by the way.

Andrew Ross Sorkin: (21:36)
Yeah?

Cathie Wood: (21:36)
May I say one other thing?

Andrew Ross Sorkin: (21:36)
Please.

Cathie Wood: (21:37)
One of the reasons Elon does that, is he wants to get the supply chain in motion. And when the supply chain does not cooperate, he brings it in. He's becoming much more vertically integrated.

Cathie Wood: (21:52)
So auto suppliers and technology companies know that if they don't march to his drum and at his cadence, instead of these four to five-year design cycles, they're going to lose the business.

Andrew Ross Sorkin: (22:05)
A lot of short sellers have lost a lot of money betting against Elon, as you know.

Cathie Wood: (22:09)
Mm-hmm (affirmative).

Andrew Ross Sorkin: (22:10)
And one of the things that a lot of short sellers will tell you that they missed was not actually the technology or anything else per se, but was the scale and ability to go back to the market over and over again, to get more and more capital.

Andrew Ross Sorkin: (22:26)
That the scale of the capital unto itself, that could become almost a self-fulfilling prophecy, if there were people out there willing to impart their capital to you over and over again.

Cathie Wood: (22:38)
Mm-hmm (affirmative).

Andrew Ross Sorkin: (22:38)
How much of that is in your thesis?

Cathie Wood: (22:43)
Well, the way we would frame that is we believed that Tesla had four barriers to entry. And all but one have increased in the last few years. So they have the artificial intelligence chip. They have the best battery technology, costs lower and will be lower for the next three to five years.

Cathie Wood: (23:06)
They have the most data to do the training and find corner cases. And then the last one, which I would've thought they would've lost already, is over the air software updates. I haven't had to take my Model 3 in since 2018. They have the best cars on the road.

Andrew Ross Sorkin: (23:23)
So, your base case is 3000. What's your best case scenario?

Cathie Wood: (23:28)
The best case is about 4,000, because we won't go to a 100% in that autonomous. But let me give you the dynamics there. If you had asked me last year, I would've told you that the autonomous taxi network opportunity in the year 2030, would be a six to seven trillion-dollar revenue opportunity. We have in the last year, raised that to 10 to 12 trillion.

Cathie Wood: (23:57)
And it is because, before we had been modeling as though the cost would drop to where they should, given competition, which is 25 cents per mile, right now, it costs us 70 cents per mile to drive our own cars. We are learning, and it's through Uber and ride-sharing services, that convenience matters a lot. And not having to drive matters a lot. And so our price for the robotaxi service has gone up from 25. I think we're up to it's either 50 or a dollar per mile.

Andrew Ross Sorkin: (24:30)
Okay. New topic, our other favorite topic. You know what it's going to be? Bitcoin.

Cathie Wood: (24:33)
Bitcoin.

Andrew Ross Sorkin: (24:37)
Five years from now, what's it worth?

Cathie Wood: (24:40)
If we're right, and companies continue to diversify their cash into something like Bitcoin, and institutions, institutional investors start allocating 5% of their funds towards I'll just say Bitcoin for right now, because we did that, we framed it for Bitcoin, could be for other cryptos as well, we believe that the price will be tenfold of where it is today. So instead of 45,000, over 500,000.

Andrew Ross Sorkin: (25:20)
If you could own Bitcoin, Ethereum or some other crypto currency, and you could only own one, which would it be?

Cathie Wood: (25:32)
That is becoming a harder and harder question to answer. I think I'd default still to Bitcoin because countries are now deeming it legal tender. And we haven't even put that into our thinking. Ether, however, is seeing an explosion in developer activity, thanks to NFTs and DeFi. I'm fascinated with what's going on in DeFi, which is collapsing the cost of the infrastructure for financial services in a way that I know that the traditional financial industry does not appreciate right now.

Cathie Wood: (26:06)
So it does have to move from proof of work to proof of stake. That transition is underway and seems to be taking hold. So here's how I'll answer that question. Our confidence in Ether has gone up dramatically as we've seen the beginning of this transition from proof of work to proof of stake. We'd still probably do 60% Bitcoin and 40% Ether.

Andrew Ross Sorkin: (26:34)
For all of that to happen, do regulators, especially US, regulators need to buy into this in a major way? I would also say that we just saw it in the last week, Brian Armstrong runs Coinbase.

Andrew Ross Sorkin: (26:48)
You have steak in Coinbase, has now gotten into a somewhat bitter feud with the SEC, over how the ability to offer effectively a yield product on some of these cryptocurrencies, specifically Bitcoin will work.

Cathie Wood: (27:05)
Mm-hmm (affirmative). Yes. I think regulators, our working assumption from the beginning was that, and this was based on meeting with them, meeting regulators, both state and local and federal, was that no regulator wanted to be blamed from preventing the next big technology breakthrough to happen in the US. And that has proven true. Now, we've got Chairman Gary Gensler.

Cathie Wood: (27:34)
I'm really happy he understands crypto, and understands the merits of Bitcoin in particular. He is a regulator though, and he's a hard core regulator. What Coinbase did, I was shocked when I saw it. Wells Notice? Are you kidding? They haven't even released the product. What is this? And I think what that Wells Notice is doing, it's a call out by regulators saying, "We got to discuss this stuff, because this is happening very quickly."

Cathie Wood: (28:03)
And I think we are going to bring courts into the system. This happened in Canada. A company called 3iQ sued the regulator there, and won in court. So they were able to issue Bitcoin ETFs and closed-end funds. And Ether as well. So I am beginning to think that Coinbase doesn't mind this at all. And if you saw the stock reaction, it hardly budged.

Andrew Ross Sorkin: (28:32)
Right.

Cathie Wood: (28:32)
Right?

Andrew Ross Sorkin: (28:34)
We're going to have to wrap up in just a minute, but I do want to talk to you a little bit about the social media-enabled phenomenon that is happening. And it's impacted your fund, it's impacted the interest in all of this, diamond hands and the like. What do you make of that?

Andrew Ross Sorkin: (28:50)
And also, how do you think about your own responsibility in the context of one of the things you do? Which is so interesting, is you are transparent in terms of what you're doing every single day. People see what you're doing. There's also people that are therefore trading off of what you're doing. And how you think about that?

Cathie Wood: (29:07)
I'll start with the later one. Was the first one about meme stocks? Or was it about-

Andrew Ross Sorkin: (29:11)
Yeah. Well, it wasn't really a question, but it was in the context of just thinking about what's happening here, and the whole new generation that seems to be talking about these stocks. Some saying things that are factual, some saying things that are not factual. Some saying that they want to have less regulations, so that they can do more.

Cathie Wood: (29:32)
Okay.

Andrew Ross Sorkin: (29:32)
But it's a very different world than it was-

Cathie Wood: (29:36)
It's a different world.

Andrew Ross Sorkin: (29:36)
... post-financial crisis.

Cathie Wood: (29:38)
Yes.

Andrew Ross Sorkin: (29:38)
Where everybody said that the job of the financial industry was to protect if you will, the little guy, the little investor. And now, I think the little guy is saying, don't protect me. And in fact, by protecting me, you're not protecting me at all, because what you're really doing is protecting the suit, the big guy.

Cathie Wood: (29:55)
I think it was on your show this morning, wasn't it? That Robinhood's legal council-

Andrew Ross Sorkin: (29:59)
Yes.

Cathie Wood: (29:59)
... said something like that?

Andrew Ross Sorkin: (30:01)
Mm-hmm (affirmative).

Cathie Wood: (30:01)
That's really insulting to these people that you are going to protect them.

Andrew Ross Sorkin: (30:04)
Right.

Cathie Wood: (30:05)
Right? Okay. That was pretty interesting. So I'll first talk about the trading around what we do. I have been managing money since 1990. So, for 31 years. And I've always had other investors or speculators shooting against us, because guess what? Even when I was managing separately managed accounts for wire houses, I would be posting models. That word would get out there of what we were doing.

Cathie Wood: (30:39)
When we posted our models out there, it would get out. And lo and behold, these stocks would take off. So I've been managing with that in mind for years and years. And so we don't have to buy a stock. If someone wants to take it up 20%, the day after we buy, and we haven't finished our buy, I'll finish it another time. Because I know disruptive innovation is inherently controversial, and we'll get another shot.

Cathie Wood: (31:03)
In terms of what's going on now, I so admire the millennial generation. Yeah. As you say, I'm sure there are people trading just because their friends are trading. But the hunger for knowledge that they have, and the gratitude to us for the kind of research that we put out, the depth of our research, our tweets. Our analysts are all tweeting. We're on the right side of regulation. We know what we're doing there.

Cathie Wood: (31:32)
And we have someone from the SEC who became our CCO. So their hunger for information and their gratitude, has been extremely humbling in a way. We get a lot of people coming up to us and thanking us for that, because we've opened their eyes to a new world. Let me give you a bit of a difference. When my children were in high school and college, I was trying to teach them about the stock market.

Cathie Wood: (32:02)
I was trying to get their interest. Nada. It's almost like crypto had to happen. That got them interested. And to the extent they were looking at our research around crypto and others. They're educating themselves, and they love of education. It's one of our mission of values.

Cathie Wood: (32:21)
So we meant to do that, not because we knew this was going to happen, but because we want parents and grandparents, and the children themselves, to understand how rapidly the world is about to change. And to get your children, grandchildren, yourselves, on the right side of change, whether it's investing or your education, or your career.

Andrew Ross Sorkin: (32:44)
Okay. Couple quickies. Do you own any NFTs?

Cathie Wood: (32:48)
I do not, but I gave one as a birthday present to Sig Segalas, Chief Investment Officer at Jennison Associates. He turned to 88, and he thinks it's the best present he's ever gotten. Angie Dalton, I don't know if you know her, from Signum Capital Growth. And I did, we split it. And his grandchildren now, get to do layers of art on top of his digital art.

Andrew Ross Sorkin: (33:15)
Do you think there's a bubble in NFTs?

Cathie Wood: (33:21)
Well, when I saw this original $69 million piece, I thought, "Okay, this has gone too far, too fast." We're now talking about the creative world. And when I heard about Async Art, I don't know if you've heard of that company, Async Art has developed a digital ecosystem where artists can put out their digital art, and then anyone can buy pieces, pixels.

Andrew Ross Sorkin: (33:47)
Right.

Cathie Wood: (33:48)
And change it. And so you can do layers. And the original artist gets paid. I was walking when I heard the CEO tell his story, and my smile went ear to ear. Because I said, "Oh man, this is going to be so explosive."

Cathie Wood: (34:05)
This is how I felt when the internet first came about. Like, "Oh man, this could be really big." Remember when everybody was saying, "what's the internet?" I had the same feeling here, because creators they don't get paid for every iteration.

Andrew Ross Sorkin: (34:24)
Right. Robinhood, do you own a steak? Do you also own-

Cathie Wood: (34:27)
We do. It's a 1% position. Yes.

Andrew Ross Sorkin: (34:28)
What do you think, long term?

Cathie Wood: (34:30)
Again, we are into the millennial generation. Pay-

Andrew Ross Sorkin: (34:35)
The payment for order flow?

Cathie Wood: (34:35)
Payment for order flow. I'd be shocked if it goes away. I agree with the general counsel, because it has been so good for zero commission trading and so forth. And you can look at the spreads and you can analyze exactly who's taking what, or how big the pie is.

Andrew Ross Sorkin: (34:50)
Right.

Cathie Wood: (34:53)
I'm glad it's a discussion because it keeps coming up. Let's get some regulators making the final decision.

Andrew Ross Sorkin: (35:02)
We're out of time.

Cathie Wood: (35:03)
Oh.

Andrew Ross Sorkin: (35:04)
Cathie Wood, everybody. Thank you.

Cathie Wood: (35:06)
Andrew Ross Sorkin.

Andrew Ross Sorkin: (35:06)
Thank you.

Advancing Principled Veteran Leadership to Reduce Polarization | #SALTNY

Advancing Principled Veteran Leadership to Reduce Polarization with David Mccormick, Chief Executive Officer, Bridgewater Associates. Rye Barcott, Co-Founder & Chief Executive Officer, With Honor. Congresswoman Mikie Sherrill of New Jersey’s 11th Congressional District. Dan Streetman, Chief Executive Officer, TIBCO.

Moderated by Anthony Scaramucci, Founder & Managing Partner, SkyBridge.

Powered by RedCircle

 

SPEAKERS

Headshot - McCormick, David - Cropped.jpeg

David Mccormick

Chief Executive Officer

Bridgewater Associates

Headshot - Barcott, Rye - Cropped.jpeg

Rye Barcott

Co-Founder & Chief Executive Officer

With Honor

Headshot - Sherrill, Congresswoman Mikie - Cropped.jpeg

Congresswoman Mikie Sherrill

NJ-11

dan-streetman.jpeg

Dan Streetman

Chief Executive Officer

TIBCO Software

 

MODERATOR

Headshot - Scaramucci, Anthony - 400.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

 

TIMESTAMPS

EPISODE TRANSCRIPT

Anthony Scaramucci: (00:07)
Well, let's start with you for a second, your organization, With Honor, what are the qualities and characteristics of veterans that make great elected leaders beyond the obvious? What's the X factor? I want you to channel Simon Cowell and tell us what it is.

Rye Barcott: (00:28)
Well, I'm going to do my best on that. I obviously dressed a little bit differently than Simon Cowell, but I think about this question, I think about when I first signed up for the Marine Corps. You sign an oath and a pledge that is to every marine will be a rifleman. So what does that really mean? What it means is that you are going into the military. And if your country calls on it, you may give up to and including your life for your country. There are very few professions, of course, that have that calling for it. And what that is, at its essence, is true service.

Rye Barcott: (01:05)
What our organization does, With Honor, is we help support veterans who take a pledge to serve with integrity, civility, and courage, and to work across party lines in the Congress to try and help fix that very dysfunctional and polarized institution that actually matters a great deal for the country. So to your question, the bedrock has to be in service. It's a very unforgiving environment, politics. If you have the attitude that I'm going in to serve, this is going to be a hardship post. This is not for myself aggrandizement.

Rye Barcott: (01:41)
I may lose an election, but I will stand for principles that I believe in. That's hard to find. But it's what our organization works and strives to not only help identify, but help get them across the goal line because, of course, the cost in our elections are outrageous these days. And then once, in Congress, support that group, which ends up meeting every two weeks and put the country before yourself.

Anthony Scaramucci: (02:08)
So, let me go to you for a second, Congresswoman Sherrill. For the people out here that don't know you and your bio, tell us a little bit about your bio, who you are, where you grew up, what you did before you entered the Congress, why. Give us your philosophy about public service

Congresswoman Mikie Sherrill: (02:30)
So I am Congresswoman Mikie Sherrill. I currently represent the 11th District of New Jersey. I usually get a little Jersey love, and I thank you.

Anthony Scaramucci: (02:39)
There you go.

Congresswoman Mikie Sherrill: (02:44)
Thank you. Alright, alright, a little better. I appreciate that, especially with that kind of hometown crowd. So I'm in Montclair. The district stretches west from there Morristown out to Lake Hopatcong. And I grew up up and down the East Coast, and ended up going to high school in Northern Virginia, and then went to the Naval Academy, served for almost 10 years as a helicopter pilot. Got out, went back to law school, ended up at the US Attorney's Office in service once again, and then decided to run for Congress.

Congresswoman Mikie Sherrill: (03:15)
And I think what's interesting about that is I think about people who've served and what they bring to Congress. There are a couple things. So if I had gotten into the Naval Academy, I was going to go to UVA. And I envisioned my life a little bit like this. I would have gone to high school in Northern Virginia. I would have gone to UVA with a bunch of people from Northern Virginia. I probably would have gotten some job in the DC metropolitan area with a bunch of people, college educated people from Northern Virginia. And that would have been my world.

Congresswoman Mikie Sherrill: (03:48)
Instead, I went to the Naval Academy with people from all over the country, some of whom had been living overseas with their parents. I then served with people, not just from all over the country, but also with people from all different economic backgrounds. We recruit people, not just from some of the nicer areas of the country, but also from struggling areas of the country. So people have very different backgrounds than myself. And at a very young age, I was leading them.

Congresswoman Mikie Sherrill: (04:14)
I was helping them navigate bad divorces and bad purchasing decisions like motorcycles that they crashed immediately and financial burdens. And I was doing that very young and really helping them. And then I served overseas, in countries that were very unlike our own so I could see firsthand why our ideals and our democracy is important. And I think that's a perspective that veterans bring. And then Dan and I were talking before about how optimistic veterans are.

Congresswoman Mikie Sherrill: (04:47)
And many of you might not realize that because some of you have met some veterans and think that's not really my impression. But we're very optimistic in a sense that we are given a mission and we have to accomplish it. And you hear failure is not an option. Well, when you're in the military, failure really isn't an option because that could result in your death or the death of other members of your team. So failure really isn't an option. So you look at a mission no matter how hard it is and you've got to figure out a path for it. And I think with what's going on right now in our country, that's a very important viewpoint.

Anthony Scaramucci: (05:19)
I want to ask the same question with you, Dan. Tell us about your background, people that don't know you.

Dan Streetman: (05:25)
Sure.

Anthony Scaramucci: (05:26)
And we've got a nice crowd here. We also have about 15,000 people streaming.

Dan Streetman: (05:30)
Great.

Anthony Scaramucci: (05:31)
And there's a lot of young people, so provide perspective.

Dan Streetman: (05:34)
Well, I don't want to really start with this as the way you would think of me, but like Congressman Sherrill said, I was one of those young people that wrecked the motorcycle right after I graduated from West Point. We weren't allowed to have them at West Point. I bought one. Four weeks later, it totaled.

Congresswoman Mikie Sherrill: (05:47)
I did too, so do my husband. We all have motorcycles.

Dan Streetman: (05:50)
But fortunately, I'm married because of that. I actually used the extra six weeks to heal a broken collarbone. The insurance money from a totaled bicycle to buy a ring and ask my lovely bride who's out here to marry me. But it was also a third factor, which was to desperately throw my mom off the trail that I owned a motorcycle the first time. She was super happy, and it all worked out. I grew up in a little town in Florida, went to the States Military Academy.

Dan Streetman: (06:16)
And I want to echo what Congresswoman Sherrill said around your early opportunity to be exposed to a lot of people from a lot of diverse backgrounds. There is a person at West Point from every single congressional district. There's someone at West Point when I was there from 41 different countries. And we have a very active recruiting team, which makes sure that we bring in cadets from diverse backgrounds and underserved backgrounds. And that route gives you this understanding that everybody brings something to the team and everybody is different in their perspective.

Dan Streetman: (06:51)
And bringing that together was one of those key things you learn. You combine that with that this idea that you could call it a feature. Sometimes you might call it a bug. We're relentlessly optimistic. Every day in your military career, you spend your time thinking about how you are going to put yourself in harm's way as well as others that you care about. And if you can't be relentlessly optimistic about that, you need to find a different career path. And I love that aspect. I enjoyed military very much.

Dan Streetman: (07:21)
I spent eight years as an army paratrooper, ranger school, all aspects of it. But I did determine that I wanted to see other aspects and apply that in other places. So I went to business school. And I've been in California ever since. And I run a company called TIBCO. And we provide essentially data integration, data management, and predictive analytics capabilities to both our armed services, federal agencies, as well as some of the world's largest companies, Federal Express, for example. Depending on TIBCO to both deliver vaccines as part of Operation Warp Speed. At the same time, they were delivering more Christmas presents than ever, holiday presents than ever before ...

Anthony Scaramucci: (08:02)
Sure.

Dan Streetman: (08:03)
... because of the pandemic and everyone shopping. Timmy got his bicycle, and Timmy's grandmother got her vaccine. And we're really proud of the role that TIBCO plays in some of those organizations around the world, giving everybody one thing we gained in our service, a shared consciousness and understanding of what's important, rooted in data and coming back to the common goals we shared together.

Rye Barcott: (08:23)
Can I just add something?

Anthony Scaramucci: (08:25)
Yeah, please.

Rye Barcott: (08:25)
On optimism. So, my favorite quote of all time, leadership quote is Colin Powell, who said, "Perpetual optimism is a force multiplier."

Dan Streetman: (08:34)
Absolutely.

Rye Barcott: (08:35)
And I just love that, it embodies so much of, hey, you're seeing adversity, but run into the adversity. Keep a positive attitude. Nobody wants to follow somebody that's down.

Dan Streetman: (08:45)
And I think it's something for organizations and our government to keep in mind, is that we are trained that way. And so, there’ve been people who said, well, generals or admirals lied about our status in the world. No, they didn't. I mean, they honestly did have the optimism to do the right thing. I think that biggest thing we learned is you have to have, like Congresswoman Sherrill said, integrity in everything you do. And if you don't bring that from day one, you put yourself at risk and you put everybody else at risk. And that's one of those other things. You can get that in a lot of different perspectives. I don't want to say that service is the only way you can build those characteristics, but it is certainly a great way.

Anthony Scaramucci: (09:24)
So I want to test something on all three of you. And it left a big impression on me. It was from Speaker Boehner, John Boehner. And so, Boehner came here a few years ago and talk. But prior to that, I met him in his office, which is one of the most beautiful offices in Washington, because looking down Pennsylvania Avenue. And I told Bob Dole I met him in that office, it's known the most beautiful office is the Oval Office looking out into the Rose Barn. And I thought that was funny.

Anthony Scaramucci: (09:51)
But Speaker Boehner said to me that the Congress worked better when there was more civic virtue in the country, civic Unity, and it primarily came from the military. He said that the Congress worked better in the '40s and '50s because the men and women that were serving in the Congress had served the country in some part of the world. And so if they were from New York, they didn't necessarily have a rivalry from the person from North Dakota because they had met those people in their various battalions and squadrons and so forth. And so it made it easier to get things done. Have we lost that? Number one, is that true? I believe it is, and I'm interested in each of your reactions. And then secondarily, if we've lost that, how do we get it back?

Rye Barcott: (10:35)
Yep. Well, I really believe that to our core, and that's what we embody it With Honor, is trying to get more veterans who pledge to work across party lines, work with integrity and civility into the Congress. That doesn't mean that all veterans are part of the solution. But when you look at the numbers, what's happened over the last 50 years, it's happened in my lifetime, is that Congress used to have better representation above 70%, roughly. That's now down to 20%.

Rye Barcott: (11:04)
Obviously, it's no secret that in that time period, the polarization of Congress measured by how people vote across party lines has gone out the window. There's a really interesting chart, it's on our website at withhonor.org, that actually shows that a data, a histogram of how folks have voted over that time. And we believe that that's correlated, that's a part of the reason, is that you have increasing this tribalism almost. The military breaks down that tribalism. It does not matter what your political party is. It doesn't matter what your ethnicity is.

Rye Barcott: (11:40)
It doesn't matter what your religion is. It doesn't matter who your mommy and daddy are. You are in the foxhole together and you are doing the mission together. And that's the attitude that we look for With Honor that's embodied by many of the 25 vets that we support who are members of Congress, and so thrilled also to have Congresswoman Sherrill in that group as well. But you're living it so. And I know it's not easy, for sure.

Rye Barcott: (12:08)
Yeah. So, I had one Zoom meeting and one of the members of Congress said, "I'm going to just give y'all some real talk. Congress is a dysfunctional workplace." And I was like, ah, taken aback. And then I was like, huh, yeah, yeah, that might describe it. It is a unique ... If we're kind, a unique workplace. And what we've seen is the consolidation of power on both sides of the aisle for various reasons. And it's almost become this sense in Congress that voting against the party is wrong, you're not a good Republican, you're not a good Democrat, you're somehow doing the wrong thing.

Rye Barcott: (12:48)
And the people that I think are most often likely to put their district, to put the country first are our veterans. And you think that doesn't sound like that big a deal. I mean, I remember saying, people are saying, oh, you're going to vote against this? Wow, that's pretty brave or pretty courageous. And I'm like, I've done a lot braver things and vote against a piece of legislation that's bad for New Jersey. But it does ... There is this reinforcing problem because you start to do this and then you're trying to get other stuff done.

Rye Barcott: (13:17)
And people think you've committed this sacrilege against your party, et cetera. So, I think it's so important to have veterans though, that can take a view and say, look, I'm just putting the country first. I just think this is critically important, and to model that for other people. I just had a piece of legislation that I cared about very deeply, and that was critically important, not just for working moms, but for our economy as a whole, around childcare. And the legislation that came forward in my committee was not going to cut it. It just wasn't.

Rye Barcott: (13:47)
And I think the first instinct was, well, let's try to do this and the chair was holding firm. We weren't getting any momentum. And finally, I just gathered the people on the committee, a lot of them working moms and said, "You guys know this is not going to cut it." And we got together and finally got a unanimous vote for my amendment, making sure that we had the childcare forces we need. That's not traditionally what ... Traditionally, you just say, okay, well, I'll just wait until maybe there's another opportunity. That seems to be what's going on in Congress too many times. And it's leading, unfortunately, to a lack of compromise, a lack of bipartisanship, and occasionally a lack of good legislation.

Dan Streetman: (14:32)
Look, the first thing you learn is that the best contributions you make are always going to be in service to a greater good. There are no units of one, even though it was a good motto for a little while for the army ...

Congresswoman Mikie Sherrill: (14:44)
There's never a good motto.

Dan Streetman: (14:45)
... out there. There's a motto, a motto. There aren't always one. You're always part of a unit. You're always part of a team. And what you come back to is, what do you share in common? And too often right now, you're rewarded by yelling or making noise about what you don't share in common. And don't get me wrong, if something is dangerous or something is against our principles and our values, you better speak up in the military because bad things will happen for ... But if it's a disagreement or you have different perspectives, you get together, you work it out, and you think about what your mission is.

Dan Streetman: (15:19)
And it starts with those values. At West Point, it was duty, honor, country. You come back to that principle and then you come back to what is it we are trying to accomplish. And so, I like to bring that back into the workplace. I like to think TIBCO software is a very functional workplace. And we do that because we bring exactly that idea. What do we have in common? What is the data that lead us to? Let's have a tough discussion, but let's then figure out where the common ground is and make it happen.

Dan Streetman: (15:45)
It was like seeing Congressman Khanna and Governor Bush here yesterday on the stage. They disagree about exactly how a private-public partnership should work, but they agree we need private-public partnerships to get things done. And if we come back to what we agree on ...

Anthony Scaramucci: (15:59)
That was a great discussion.

Dan Streetman: (16:00)
... then we can make so much more happen.

Anthony Scaramucci: (16:03)
So, last night, I purchased a $50,000 dress. And on the back of the dress, it said tax the rich. But when I put it on this morning, I couldn't fit in there properly. I was like, I wasn't going to ...

Dan Streetman: (16:13)
Yeah, that wasn't a good ...

Anthony Scaramucci: (16:15)
... wear this morning. Then I realize that these delegates will eventually get mad at me. Is that distracting, if I'm wearing a $50,000 dress and paying a $38,000 ticket to go to a mall like that?

Dan Streetman: (16:27)
I want to bring it back to the model Congresswoman Sherrill demonstrates. Go to Twitter. I challenge you to find something negative that she has posted, shared that attack somebody or belittle somebody. Instead she shares information on how to get FEMA funds for her district. She shares information on how she celebrated our [crosstalk 00:16:48].

Anthony Scaramucci: (16:48)
Alright. I get it to you, Dan, and do that, Congresswoman. I'm going to get your Twitter following up, okay?

Congresswoman Mikie Sherrill: (16:51)
Okay, you're going to get me more following.

Anthony Scaramucci: (16:54)
[crosstalk 00:16:54]

Congresswoman Mikie Sherrill: (16:54)
And then get me kick out.

Dan Streetman: (16:54)
But her Twitter following is pathetic compared to that person. And so, I think Twitter is ... It's like a ...

Congresswoman Mikie Sherrill: (16:59)
My [inaudible 00:16:59] here. That's something ...

Dan Streetman: (17:00)
It's like a car accident. It's like, yes, you can't look away from it, but you should. And so, I think that there's this come back to the character she demonstrates. It's not about, hey, look at me, it's about what we get done. And that action was about look at me.

Anthony Scaramucci: (17:14)
Okay. And I want to get the Congresswoman to react is, I think is interesting point because ...

Congresswoman Mikie Sherrill: (17:19)
Then my Twitter feed is pathetic?

Anthony Scaramucci: (17:20)
Well, no, [crosstalk 00:17:21].

Dan Streetman: (17:22)
No. I love it.

Anthony Scaramucci: (17:23)
We're going to work it out. I'll give you some really bombastic ridiculous things to say. We'll get it up like 50,000 by this evening.

Dan Streetman: (17:28)
That's your role.

Anthony Scaramucci: (17:30)
Yeah. I've done that well. Trust me. We're in a different age now. And so, what I'm wondering is, can we blend civic virtue and patriotism with the right connectivity and communication to get the messaging out there in a way that people are going to pay attention to it. I admire Congresswoman Ocasio-Cortez. I do. She's got a great work ethic. I may not agree with her intellectually. I want to debate her in the free marketplace of ideas. But I do admire her because of her moxie for hard work, and she's getting messaging out there. So I'm wondering, can we get the civic virtue, patriotic, unifying message out there and not have it be boring and have it be attractive to people?

Congresswoman Mikie Sherrill: (18:15)
I mean, that's our challenge. And you can like social media or not like social media. It's not going anywhere. We were operating in a new environment. I can tell you, it's constantly evolving. We talk all the time about how do we use this platform, how can we get our message out. What's the most effective way? Because it's critically important, especially as you're trying to communicate to people through a really difficult communications arena, and there are some people, you're not going to believe this, who are very bombastic and really clutter the airwaves with that makes it hard to break too.

Anthony Scaramucci: (18:55)
[inaudible 00:18:55]

Dan Streetman: (18:55)
You might be surprised.

Congresswoman Mikie Sherrill: (18:55)
You might be surprised. But it is a medium that you do have to, to gather a certain thing, come up with a way to connect with people. And we know that emotional connections work best. And so, how do you work in that thing when you don't want people enraged? And there are a lot of people in rage a bit. You don't want people in rage. You want people passionate about your childcare bill. How do you do that? It's very difficult, and we're constantly evolving. I agree with you.

Congresswoman Mikie Sherrill: (19:24)
I know there is room for doing something that gets so much attention that makes people think. And you can be for or against representative Ocasio-Cortez does, but you were talking about it and you were thinking about it and you were lining up in your head how you feel about some of her positions. And I think that's part of the public discourse. The trouble for a person in my district doing the things I'm doing is, how do you bring excitement to boring legislation? And why do you do that?

Congresswoman Mikie Sherrill: (20:08)
Because the other thing is you can get really wrapped up in just trying to get a million followers and suddenly, you're realizing, hey, I'm not sure I'm actually creating the progress I want to create in Congress. And so sometimes you find the tail wagging the dog a little bit. It's really a brave new world, I think, in how we became.

Dan Streetman: (20:24)
And that's the military piece, is you always have in mind, this is what I love. It's not that you know what your mission is, you know what you're trying to accomplish, you know what you're trying to advance and you don't get distracted by the other aspect of it. And Rye does a great job celebrating that with With Honor. And of course, he's lived it himself of how do I certainly raise the issues that need to be raised, but do it in a way that's constructive and do it in a way where we can continue to advance what we all agree on? And that's the biggest challenge.

Rye Barcott: (20:52)
Yeah. And I mean, some of the old school still matters, and it's definitely going to continue to matter. You cannot attack somebody on Twitter before you've met them eyeball to eyeball and expect that you're going to have a really real relationship with them. And that happens. Obviously, that happens in our orbit. That also happens in Congress. So one of the things that we ...

Anthony Scaramucci: (21:13)
Okay. But I'm going to pushback [inaudible 00:21:13] and I'll tell you why. Because a lot of people tag me on Twitter, I could care less. When I meet them, they're like running. Particularly, if they're verified, they're running away from me. I don't care. I mean, you just had a guy in stage that fired me after 11 days in the White House, no problem.

Rye Barcott: (21:29)
Well, you are a unique individual.

Anthony Scaramucci: (21:30)
No, but I'm just saying to you like, we got to get over this stuff. You know what I mean? And for some reason, it's like indelible ink, if it's on Twitter and then people flip out [inaudible 00:21:40] ...

Congresswoman Mikie Sherrill: (21:40)
You're a little bit ahead of your time.

Dan Streetman: (21:41)
I think a bigger ...

Congresswoman Mikie Sherrill: (21:42)
Because you're like my kids.

Anthony Scaramucci: (21:43)
What's that?

Congresswoman Mikie Sherrill: (21:44)
You're a little bit ahead of your time on this because you're like what I think is coming, where people ingest social media differently. I'm constantly ...

Anthony Scaramucci: (21:51)
How old are your kids?

Congresswoman Mikie Sherrill: (21:51)
My oldest is 15, my youngest is 9. And I constantly tell them, don't post anything, don't get on there. You don't want to be on there. And I'm constantly getting stuff from my sisters who are following them like, oh, that was so cute. I'm like, really? Great. I hate school. Great, great. I'm trying to just ... I have this kind of old school, non-digital native, just keep your private business private type thing. And my kids are part of this whole new world where they want to share what they had for breakfast with their 10 followers. And I think ...

Dan Streetman: (22:25)
And [inaudible 00:22:25] team say, they can use that against you in court when ...

Congresswoman Mikie Sherrill: (22:32)
Yeah. It's like, this is ... That you could [inaudible 00:22:33] this. I think we're headed there. It's just trying to find where we're at now. To some of us, it's an interesting balance to try to connect with people, try to get the word out, but try to do serious things. I think that's where I have a lot of struggle, is how do you do serious things on social media?

Anthony Scaramucci: (22:50)
Okay. So I think that ... And I don't know how to answer that. I think we're all searching for that answer. But what I want to ask you is you see these amazingly talented people, they're patriots. How did you go from being a patriot, which is an amazing thing, serving the country, putting your life at risk, but now you got to crossover into the political realm. I didn't do well in the political realm because I didn't see the shots coming. I mean, at least in your realm, you're working on a team, the team is patriotic, you have a culture where you're going to help each other.

Anthony Scaramucci: (23:27)
But you get to Washington. There's not that many people that have a culture of, oh, you know what, we're here actually to serve the country. A lot of these people are like, hey, I'm here to serve my own personal power and to aggrandize myself usually.

Rye Barcott: (23:40)
Yeah. Or they come into it and then it's a slow creep. The pressures are there. I think the attribute ...

Anthony Scaramucci: (23:47)
Slow creep can become like that.

Rye Barcott: (23:48)
Yeah, exactly. It just chips away. So what we look at in particular is it comes back to service. Do you view this as being something larger than yourself? Do you view it in military terms as a hardship post? It is a hardship post. It's definitely a hardship post for Congresswoman Sherrill who has three or four kids is in a competitive district. She has basically three jobs and stuff coming at her all the time.

Congresswoman Mikie Sherrill: (24:16)
My husband doesn't consider it a hardship post. He considers it an escape.

Rye Barcott: (24:23)
Escape, yeah, yeah.

Congresswoman Mikie Sherrill: (24:23)
I'm like, "I can't even go down to Washington. I wish I wasn't going." And he's like, "Really?"

Rye Barcott: (24:28)
We share that. We married well. To have that grounding that, listen, this is going to be something that's larger than myself and to be able to resist that slow creep. Because corruption is real. I mean, and it happens and it builds on itself.

Anthony Scaramucci: (24:43)
I want to extend that because I often think about this in the parable George Orwell wrote in Animal Farm. And I was thinking about it. The pigs were revolting against the farmers. They organized all the animals. They were upset with two legged animals, which were the farmers. But do you remember what happened to the pigs at the end? They were up on their hind legs and they were wearing vest and they had pocket watches. And they've taken over the farm. And so, they had started out as part of the proletariat. And they started out with this virtue and this principle.

Anthony Scaramucci: (25:14)
But by the end, because of that process that you said they get drawn into, they became the two legged animal. So when the horse knocked on the door, there were the pigs in the farmhouse standing up and they had the pocket vest. That happens a lot in Washington, does it not?

Rye Barcott: (25:29)
It sure does, except ...

Anthony Scaramucci: (25:30)
How do you keep it from happening to yourself, Congresswoman?

Congresswoman Mikie Sherrill: (25:33)
We keep it from happening with groups like the For Country Caucus. Because the difference, I think, in some of the people that I served with and why I think we've been able to create a different culture is because we came in as a group. The 2018 class in the Democratic caucus was one of the largest classes to enter into Congress. And so, you have this built-in group of people. And it was a reinforcing measure too. You would say, well, this is ridiculous, and you'd have a group of people saying, yeah, this is ridiculous, this doesn't make any sense. Why would anyone do it this way? And that felt very unique. I know I'm on the New Jersey delegation, as somebody have mentioned. You don't clap again?

Dan Streetman: (26:21)
Jersey.

Anthony Scaramucci: (26:22)
[inaudible 00:26:22]

Congresswoman Mikie Sherrill: (26:22)
Thank you. But I did go to ...

Rye Barcott: (26:25)
I feel like I need [crosstalk 00:26:26]

Anthony Scaramucci: (26:25)
Some of those New Jersey's move the floor to them. I met a few of them, okay?

Congresswoman Mikie Sherrill: (26:29)
You can clap if you're from any connection. I remember early on, it's a large delegation, which is very nice. You don't quite realize how that's going to be helpful until you get into Congress. And I went to one of them and said, "Well, are we going to vote as a block on this? What are we thinking here?" And the person said to me, "I got to be honest with you around here, it's every man for himself." And I said, "Huh." And we got that a lot. In fact, when I would want to do events, we do fundraisers.

Congresswoman Mikie Sherrill: (27:01)
And when I would want to do a fundraiser with another one of the Veterans Service members I came in with, my team would be like, oh, I don't know, we'd probably be better off by ourselves. There just wasn't this idea of coming together. And we have almost, in some ways, had to show others the way that this kind of group can actually build ...

Anthony Scaramucci: (27:26)
There's power in that collection.

Congresswoman Mikie Sherrill: (27:27)
It's more power. It's more power. You're not ...

Anthony Scaramucci: (27:29)
Of course.

Congresswoman Mikie Sherrill: (27:30)
But for so many, it feels like a zero sum game. If I'm, in any way, giving this person power and somehow losing it, we've created a base of people where we've all gotten more power and more ability to [inaudible 00:27:43].

Dan Streetman: (27:42)
And I think the military has great training for it. So you're absolutely ... You get a block rating where your boss puts it on paper and it goes into permanent record how you stack up against all your peers. Yet that you don't think about that day in day out, you think about what you're doing with your peers to go accomplish what you have to do. And so, where Congresswoman Sherrill stepped up is saying, look, we can do this differently. I don't care if you think it's every person for themselves. We can accomplish more and we can all do that together. So I really believe that.

Dan Streetman: (28:12)
And look, I'm in the commercial space, and companies have the same challenges. Organizations can very easily lose their way, and you come back to establishing one of things we learned, is what are our values. So again, I work at TIBCO software. TIBCO founded by Vivek Ranadivé. The information bus company, just what TIBCO stood for, we now focus on our values and what it stands for. We work together, the T, we are innovative, the I. We are bold, we are customer focused, and we're optimistic. Nowhere in there does it say we're going to go make a ton of money.

Dan Streetman: (28:44)
Nowhere in there does it say we're going to rise faster than others. Instead, we focus on our customers on bringing innovation and being bold, and we do it. And that helps people get aligned. And that's something you learn where you're serving.

Anthony Scaramucci: (28:56)
Is there an incentive? If you ... Where Washington's are, gave you the magic wand, we could change incentives in Washington to drive people to do what Dan is saying because he has a corporate culture. The military has a military culture where the incentives are aligned to do exactly what Dan just said. So if you had a magic wand, you could go to Washington, wave the wand, what are two or three normative things you would do to try to get the incentives alongside of what the Congresswoman and Dan is saying?

Rye Barcott: (29:24)
That is a great question. The first thing that I would do ...

Anthony Scaramucci: (29:29)
Finally, got a good question. I'm going to relax [inaudible 00:29:30].

Rye Barcott: (29:30)
It's a great question. The first thing I would do would be build up organizations like With Honor, little bit of pitch there for the organization that I co-founded with other veterans. Why? Because what we're trying to do is actually shift against this tide and build a group that is cross partisan that does meet every two weeks, that takes a pledge to serve with integrity, civility, and courage, and lives by it. And by the way, we measure their bipartisans [inaudible 00:30:00].

Anthony Scaramucci: (30:00)
So more people elected from your group, they're all in there with that pledge, but still worried about the animal farm thing. Because when they get in there, they start getting corruptive forces. So what would be some incentives from the town?

Rye Barcott: (30:16)
I think folks ...

Anthony Scaramucci: (30:16)
Is there anything you'd change about the town that would make it easier for them to stay in the curve of your group, inside the boundaries of your group?

Rye Barcott: (30:25)
Yeah. I mean, one thing that everybody in this room can do is you can support individuals that push the tide back. You can support them. You can send ... That doesn't need to be financial, it could be financial, but you can put, you can say, listen, I believe in this. I'm not going to just jump on this culture war. I'm not going to get triggered by this or that. I'm going to actually say I'm going to look for the ones that are bucking the tide and I'm going to support them and I'm going to use whatever microphone I have to do that. That's something that individuals can do.

Rye Barcott: (30:56)
That's part of the reason why our organization, With Honor, were political reform organization. There aren't many. I mean, we are a big country. We run out about $10 million a year. There are maybe five organizations that are similar in the entire United States that are working on political reform that have that sort of magnitude. We need more Americans that care. We need more Americans that are going to lean in, that are going to actually stroke checks, they're going to put their time and effort and work into this, because it really matters. This really matters for our country's competitiveness. We cannot have our congress continue to be this dysfunctional and polarized and really broken.

Anthony Scaramucci: (31:38)
I mean, I think it's brilliant. And that's why we invited you and we're going to do everything we can at the SkyBridge SALT level out. I want to switch to something that I'm concerned about. I had dinner last night with General McMaster, General Kelly, and a few people. And they talked a little bit about it this morning, but they are very worried about China. And they're very worried about the inner inward turn at China, the investments that have made by the United States, the competitive dynamic, what China is doing around the world. Is the Congress and the Senate, as well versus General HR McMaster on the danger of what's going on between the United States and China?

Congresswoman Mikie Sherrill: (32:23)
Certain committees. So, different committees have jurisdiction, as you know. So I'd say the House Armed Services Committee is very aware. That's one of the committees I sit on. I'd say Foreign Affair is very aware. Your Intelligence Committee, very aware. Other committee members, probably not as largely focused. But the committees of jurisdiction that are dealing with this are moving to address all these things. But the problem isn't necessarily if Congress is aware, that is one problem. The problem is, is the nation aware?

Congresswoman Mikie Sherrill: (32:58)
And I don't think the nation is where ... I think the nation regards China as this great place to get cheap Halloween costumes. I don't think the nation is aware that China is moving into African and Latin American countries, putting them into a great deal of debt to build roads and bridges, teaching the leaders in power how to shut up parts of the internet, promoting Chinese ideals and television. It's very costly to get American television or the BBC. I mean, I don't think America is aware, in general, that we are ceding so much ground as far as our values and our ideals to China.

Congresswoman Mikie Sherrill: (33:39)
And that matters, economically, a great deal. I will say that the new national defense strategy does envision great power competition. So for those of us who grew up during the Cold War, to me, this idea of great power competition doesn't just involve how are we going to be competitive, how are we going to make sure our national security needs are met, vis-à-vis China or Russia. But really, it's also war of ideals, promoting our ideals, convincing our allies and friends that our view of the world is better for individuals, it's better for government, it's better economically, and we should band together and ensure the world order agrees with us.

Congresswoman Mikie Sherrill: (34:24)
And so, when we're making decisions on cyber, when we're making decision international norms around those issues, the values of places like China and Russia are very different from what the US values are. So we need to still be at the table creating those norms. And we can't do that if our country as a whole is not convinced that that's where we need to be and pushing that agenda.

Rye Barcott: (34:49)
And that's part of the reason why a forum like the For Country Caucus of 25 members of Congress, both parties that meet every two weeks. It's so important that we are actually talking about these issues. One of the big topics that the Caucus has worked on is artificial intelligence has been a huge topic at SALT this week. Eric Schmidt, former SALT speaker, with Bob Work, commissioned a study over two years by Congress called the National Security Artificial Intelligence Commission. They have over 50 recommendations in Congress.

Rye Barcott: (35:24)
The beginning of their report starts with the slide, with one simple statement, and that is that China believes that our polarization is to its critical advantage. That's an 800-page study on artificial intelligence. And that's the slide that it starts with. We have to have Congress working. We have to be able to talk across party lines on these issues, because they are massive and they're going to be defining our lifetimes.

Dan Streetman: (35:52)
I remain ...

Anthony Scaramucci: (35:53)
That's totally true, by the way, what you said.

Dan Streetman: (35:54)
Yeah. But I remain relentlessly optimistic about our country. I think democratic ideals and a free market economy will ... We both learned Russian at our respective military academies. We are prepared for [inaudible 00:36:09].

Anthony Scaramucci: (36:09)
Could you see Russia from your house though?

Dan Streetman: (36:13)
They got [inaudible 00:36:14] houses. But this whole idea of understanding the different systems and what they're doing is key, and we also studied the history. You absolutely is, as Secretary Flournoy was talking, have to be prepared. You have to be ready. You have to understand that that polarization is absolutely a potential flaw, but it's also one of our greatest aspects of it. And that we allow people to do that. And we bring different opinions. I'm still convinced, because I work in the commercial sector. We use artificial intelligence in all of TIBCO's products.

Dan Streetman: (36:43)
And I would put what we do in what our free, willing, and able to move across the economy team members are able to do against anything China does. We do have to have public-private partnerships. We have to be thinking about what is the DARPA aspect ...

Anthony Scaramucci: (36:59)
National question.

Dan Streetman: (37:00)
... do that helps you see the internet, but then all these companies made the most of the internet. And so, finding those combos are going to be important. But some of these, our polarization is, again, a feature. But we have to just make sure it doesn't become like a bug.

Anthony Scaramucci: (37:15)
We got a couple minutes. How many more congressmen and women are going to be in the Congress as a result of your work in the upcoming midterm elections?

Rye Barcott: (37:28)
Well, we the group that we support currently in Congress, and we're 50/50 across party lines, has 25 members. We'd like to get that up to 40. That's going to take some work. This is a critical election coming up because of [inaudible 00:37:40].

Anthony Scaramucci: (37:40)
That would be almost 10% of the Congress, so 8%, 9% of them.

Rye Barcott: (37:43)
Again, if you have cohesion, that can move things and make stuff happen. So that's our goal. That's what we're aiming for.

Anthony Scaramucci: (37:51)
And you're in software, how are you going to get the Congresswoman's Twitter following up? Do you have some ...

Dan Streetman: (37:56)
Well ...

Anthony Scaramucci: (37:56)
Any advice there?

Dan Streetman: (37:57)
Might be I'm going to up following that.

Anthony Scaramucci: (37:59)
She's not going to take [inaudible 00:37:59].

Dan Streetman: (37:59)
[inaudible 00:37:59] following them.

Congresswoman Mikie Sherrill: (37:59)
Thank you.

Dan Streetman: (37:59)
But my point is it's a bad measure.

Anthony Scaramucci: (37:59)
Which is supposed to be. She's not going to take my advice. She's not going to my direction.

Dan Streetman: (38:04)
I mean, my whole point is a bad measure and idea exactly what With Honor is doing. Let's raise, let's help people. Not all of us have the time every day to make sure we're seeing how people vote, but what you do to share that perspective and help us understand what makes us a better place is important. The work you're doing is really valuable. And it's just a real pleasure to be part, I think, of a system that can deliver. As long as we bring integrity and teamwork to everything we do, [inaudible 00:38:29].

Anthony Scaramucci: (38:28)
Congresswoman, I want to make a pitch for tourism in your district. Have you been to the Yogi Berra Museum at Montclair's [inaudible 00:38:35]?

Congresswoman Mikie Sherrill: (38:34)
I live in Montclair. I've been to Yogi Berra several times.

Anthony Scaramucci: (38:37)
Make the pitch for Yogi here. How much fun is that museum? You've been in a museum?

Congresswoman Mikie Sherrill: (38:42)
That it is wonderful. I don't know, those of you who've heard him say, to get to his house, he'd say if you come to a fork in the road, take it. You really could go either way to get to his house. That was true. That's wonderful. The winter headquarters of George Washington, in the hardest winter during the Revolutionary War was in Morristown. And if you want to take a moment to commemorate 9/11, the most beautiful 9/11 memorial that we have is at the top of Eagle Rock.

Congresswoman Mikie Sherrill: (39:12)
That's where George Washington looked down over Manhattan to spy on the British troops. We have the Great Swamp, which is a gorgeous outdoor conservation area. And the last time I was there, a bald eagle flew right over my head. Nobody believes me. I was by myself. So, we just have some wonderful tourism. And as you start to make your plans for the 250th anniversary of our country, I would suggest you come out to my district.

Dan Streetman: (39:42)
So there's one place that's not in her district that's in New Jersey, Meadowlands, where army is going to beat Navy this December, is also a great place to be.

Anthony Scaramucci: (39:54)
Okay, uh-oh.

Congresswoman Mikie Sherrill: (39:55)
I can't leave it on that. I can't leave it on that. As the New Jersey [inaudible 00:39:55].

Anthony Scaramucci: (39:55)
That's how you got to finish for the kneecapping, you kneecap it.

Congresswoman Mikie Sherrill: (39:57)
As the New Jersey congresswoman, I'm going to have to say go neatly.

Anthony Scaramucci: (39:57)
See the polarization in sports I'm telling you, it's going to be a hard one. Ladies and gentlemen, thank you very much. Guys, that was terrific.

Can We Live 200 Years? The Science of Aging & Longevity | #SALTNY

Can We Live 200 Years? The Science of Aging & Longevity with Dr. David Sinclair, Professor of Genetics, Harvard Medical School. Dr. Eric Verdin, Chief Executive Officer & President, Buck Institute for Research on Aging. Dr. Jennifer Garrison, Assistant Professor, Buck Institute for Research on Aging.

Moderated by Dr. Dina Radenkovic, Partner, The SALT Fund.

PRESENTED BY

Powered by RedCircle

 

SPEAKERS

Headshot - Sinclair, David - Cropped.jpeg

David Sinclair

Professor of Genetics

Harvard Medical School

Headshot - Verdin, Eric - Cropped.jpeg

Eric Verdin

President & Chief Executive Officer

Buck Institute for Research on Aging

 
Headshot - Garrison, Jennifer - Cropped.jpeg

Jennifer Garrison

Assistant Professor

Buck Institute for Research on Aging

MODERATOR

Headshot - Radenkovic, Dr. Dina - Cropped.jpg

Dina Radenkovic

Partner

The SALT Fund

TIMESTAMPS

EPISODE TRANSCRIPT

Dina Radenkovic: (00:00)
All right. Well, so welcome everyone to one of the most exciting panels of the conference. Who wants to die and be remembered for making high rates of return versus who wants to live forever? So today, we're going to discuss if we can actually live to 200 years. And if so, how? I'm joined by my incredible colleagues, Dr. Jennifer Garrison, who is an assistant professor at the Buck Institute, and also the founder of the Global Consortium for Reproductive Equality and Longevity, professor David Sinclair, professor of genetics at Harvard Medical School, and Dr. Eric Verdin, the CEO of the Buck Institute, the largest Institute in the world solely focused on the sciences of aging.

Dina Radenkovic: (00:50)
I think the increase in life expectancy has been a tremendous achievement. First, we broke the cycle of infectious diseases. We had improved sanitation. We then learned about behavioral factors like smoking and higher education, but we're now stuck with a population that is living longer, but not necessarily healthier. So my question to my panelists, and this is a question for everyone is what is the single breakthrough technology that you think will happen in this decade that will enable people to live longer? Eric, would you like to start?

Eric Verdin: (01:26)
Thank you, Dina. Thank you for having me. We live in extraordinary times in terms of biology and particularly the biology of aging. And in the last 10 to 15 years, we really have gained an incredibly different understanding of the aging process. So this has led to the identification of pathways, mechanism and also potential drug targets. And today, we have close to more than 10 drugs that actually are known to increase lifespan in a variety of animals. They not only increase lifespan, but also health span. And one of the most exciting aspects of this whole process of discovery is that today, we're starting to implement this in humans, and you're going to be seeing in the next 10 to 20 years, the development of a whole series of novel technologies with the potential of delaying aging.

Eric Verdin: (02:20)
If I have to think of a one single interventions that I think it's party calling attention is the idea of epigenetic reprogramming, and David is going to talk more about this. His lab works on it. My lab works on it as well. It is for the first time, the ability to revert the aging process, and this really has generated a lot of excitement. So if I think about where we are today after about 10 to 15 years of basic biology of aging, we're at an incredible time and I think- [inaudible 00:02:51]

Dina Radenkovic: (02:52)
Thank you. David, would you tell us more about that reprogramming? It sounds exciting.

David Sinclair: (02:56)
Well, thanks, Dina for having us here. Eric, thanks for the great setup. So yeah, I was asked what's the most exciting stuff and unfortunately, I had to say stuff that we're working on, but I truly believe that. So Eric and I have been working in this field for over 20 years, epigenetics of aging. What that means is the cells' control systems, how to turn on genes on and off. And we find that the changes over time can be used as a clock to determine how old we are biologically. But also, we think this system and the clock as part of it control the aging process, not just in the forwards direction, but in reverse. And in my lab, we can drive aging very easily in the forwards and reverse direction in animals, and we're going to be starting human trials, hopefully in the next couple of years.

David Sinclair: (03:44)
But the breakthrough is super exciting. We had a nature paper in December that described the ability to put in three genes that are normally only turned on in embryos, that in the adult animal, this is now a mouse, we could cure blindness by making the eye much younger. And it's a permanent reset. In fact, we have the mice die old, but with very young eyes, with perfect eyesight. And that's just the eye. We're finding in the field, Eric and others are finding that you can reprogram most tissues. In fact, I don't know of a tissue in an animal yet that cannot be reprogrammed and sent back 50%, 75% in their age. And this is not just a temporary reset. This is a full reset. And you could imagine in the future, we have that ability to reset our bodies, not just once or twice, but perhaps dozens or hundreds of times.

Dina Radenkovic: (04:33)
Fascinating. Jennifer, what would you pick?

Jennifer Garrison: (04:36)
Well, so I'm going to divert from regeneration and say that the thing that the breakthrough that's going to really extend healthy longevity is getting rid of menopause. So hear me out. Ovaries are very odd. In terms of the human body, they age at about two and a half times the rate of the rest of the tissue. So when a woman is in her late twenties, her ovaries are already showing signs, overt signs of aging while the rest of her body is essentially functioning at peak performance. So there's sort of like the canary in the coal mine for aging. If you think about it, this is an incredible model for accelerated aging. If you try to do a lifespan extension trial in humans, that timeline is way too long, a hundred years, right? But if you can intervene in ovarian aging, essentially, we're going to...

Jennifer Garrison: (05:32)
If we can figure out what causes ovarian aging, this is going to give us clues about aging and the rest of the body. So before I lose all of the men in the audience, it's really important to understand that a woman's reproductive span, so the age at which she goes through menopause is correlated with her overall lifespan. So what that means is that a woman who goes through menopause later in life will tend to live longer, but that also extends to her male brothers. So there's something going on that essentially is important for both men and women. And if we can figure out why ovaries are aging prematurely, what does that cue or biological timer that causes them so reproducibly to start to age in a woman's second decade, then that will tell us something about aging and the rest of the body and this is the key. I think this is the discovery. This is the breakthrough that will actually give us something that will extend lifespan.

Dina Radenkovic: (06:27)
Thank you, Jennifer. In another lesson I think we've learned is that biological aging is very important for COVID-19. So Eric, last year we published a paper that showed that frailty is more important for the risk of hospitalization and death than one's chronological age. And we just have the new paper, it will be out tomorrow in nature talking how some of these anti-aging interventions could potentially be used with our effective vaccines to boost the immune response. Could you explain the audience why we say that COVID-19 is a disease of aging?

Eric Verdin: (07:01)
Well, it turns out that the biggest risk factor, not for being infected by COVID-19, but in terms of the outcome, whether you're going to be hospitalized, whether you're going to be suffering from a lung insufficiency or whether you're going to be actually dying from the disease is really determined by your age. So aging is actually the biggest risk factor for your outcome in terms of COVID-19. Not only your age, but also there's a subset of patients who are at high risk, and these patients carry a number of disease that we actually call the chronic disease of aging. So it really points to the fact that the basic mechanism that underlie the aging process are actually playing a role in how you respond to this virus. The review that Dina was just referring to is actually discussing the alteration that happened in the immune system as we age, and there are two broad manifestations of immune aging.

Eric Verdin: (08:07)
One is a chronic state of inflammation, also called inflammation. And the second one is a defect, defect in adaptive immunity, which prevents you from actually responding to the virus in an appropriate manner. Both arms of the immune systems are go- [inaudible 00:08:25] in aging, and we're really trying to understand what are the implications of this, not only for COVID-19, but for also all of the other chronic diseases of aging. Now, the implications does not stop there because it turns out that if you are 70 years old, about 30% of age individuals will not respond to a vaccine. And so this has obviously implications on not only how you get sick, but also how you get protected. Now, the good news is we are predicting in this review that many of the interventions that we have identified that modulate aging pathways will also be playing a role in mitigating the adverse response that you might get to COVID-19. So I think there's a lot of optimism that these interventions are going to change the course of the epidemic in the longterm, and we're feverishly working on trying to implement those.

Dina Radenkovic: (09:20)
Fascinating. And I think then aging really becomes an issue of national importance. So David, perhaps you, because you recently published astonishing results that increasing healthy life expectancy for just one year would yield 38 trillion US dollars. Why are countries competing within this? Why don't we have an age race like we had the space race? Is longevity the next big thing?

David Sinclair: (09:49)
Right. Well, the numbers are astounding in this paper, we calculated with a couple of my colleagues in London, economists that just for the US alone, we said, one year would give us $38 trillion. If you extend 10 years, it's $365 trillion. These are numbers that are astounding, and money that can be put towards other things as well in solving climate change and education. So why aren't people paying attention to it? Well, the problem is that we've always thought of aging as something natural and unavoidable as opposed to diseases, but actually, aging is a medical condition. The World Health Organization has declared it. So, and increasingly governments, well, regulators across the world are looking at aging as a potential medical condition. But I still think most physicians think of aging as something you can do nothing about, but what we're here to tell you today is that's not true in the same way that in the early 20th century, we learn how to fight infections, and in the 1970s and eighties, how to fight cancer effectively.

David Sinclair: (10:45)
We're at the same stage with aging. And now that the technology has caught up and we are able to control this process, much more people and increasingly so, are interested in allowing doctors to prescribe medicines for aging, which would actually take care of a lot of the major diseases in the world because right now, the medical system puts band-aids on diseases that happen because of aging, but too late once they've already occurred. So is this the next big thing? Well, let me tell you. So the three of us on the forefront of this field. Our heads are spinning. The amount of interest just in the last few years has gone up exponentially by probably a hundred fold. The amount of money that's being put into this field now is over $20 billion just privately alone. The governments around the world are putting more money. Our field is growing. Young people are piling into the field, mathematicians, programmers, biologists. It's similar to the early days of flight. And I think in five, and certainly in 10 years, we'll gather at a conference like this and just remember that this was the beginning of something extremely important.

Dina Radenkovic: (11:52)
Fascinating. And you've published actually quite recently, that COVID-19 even accelerates aging. Could you maybe elaborate a little bit on the interplay of aging and immunity?

David Sinclair: (12:03)
Right. Well, for people who are not vaccinated, often when they hear that you'll look older than they rush out and get a vaccine. The risk to your body of getting covered is far greater than any potential side effects of the vaccine. What we know for sure is that the virus will accelerate a process called [inaudible 00:12:22], which is one of the causes of aging itself, one of the whole marks. So there's a lot of evidence actually, that the long COVID in particular is not just mimicking aging, but is actually aging itself, which is something that could lead to a lot of economic cost to the country a decade or two from now and certainly for individuals themselves who will be more susceptible to these diseases, lung diseases, heart diseases. So please try to get vaccinated if you haven't already because you don't want to have that process. But again, speaking to what Eric said is that aging is the root cause of most diseases that affect the world, including infectious diseases and it's something that we often don't appreciate.

Dina Radenkovic: (13:05)
Fascinating. Well, I think as a longevity doctor, I often get asked what are the things that I can do right now to extend and improve my longevity and health span? The thing that I often say is know your numbers. So even if we ask right now, we store facts about pretty much everything, but how many people even in the audience know their vitamin D status, their blood sugar, their cholesterol? Do you know these numbers? So often the advice that I give is know your numbers. As kind of leading scientists and physicians in this space, what would you recommend as things that people can do right now to improve their longevity as we wait for more scientific breakthroughs? I know Jennifer, would you like- [crosstalk 00:13:52]

Jennifer Garrison: (13:52)
Well, I remember once a magic pill and while there might be some coming down the line, I think that the best advice is to think about when you're eating. So I think there's really great evidence that the time at which you eat and the time that you eat during the day, essentially the hours during which you eat really make a huge difference in terms of how your body responds. So when we stop eating, the body goes into a process called autophagy, which is really important for cleaning out the gunk in cells. This only happens many hours after you stopped eating. And so essentially, compressing down the time when you're actually consuming food makes an incredible difference in terms of your metabolic function. So that's a very simple thing that people can do. It doesn't require any sort of pills. It doesn't require any sort of intervention. It's simply a behavioral thing. And I'm not suggesting to even change what you're eating, just to change when you're eating it.

Dina Radenkovic: (14:59)
Well, I completely agree. There are studies to show that even kill senescent cells and deliver improves blood sugar. So if we can stick to eight to 10, we should see some results. Eric, what would you say?

Eric Verdin: (15:12)
I'd like to make a couple of points before talking about specific recommendations. One is the realization that 93% of your lifespan and your health span, the healthy years that you can expect to live are determined by your lifestyle. Only about 7% from genetic factors that you've inherited from your parents. I think this has really incredibly important implications in terms of the fact that your health is in your hands. There's no fatalistic approaches to health. It is in your hand. The second aspect is that we live through an epidemic of chronic diseases right now in the elderly. You're familiar with all of these diseases, heart disease, cardiovascular disease, heart attack, stroke, cancer, neuro degeneration, Parkinson's disease, Alzheimer's, macular degeneration. The list goes on and on. All of these diseases, main risk factor is aging. Now, if we target the aging pathways, we target all of these diseases together and you can actually suppress or compress the number of years that you can expect to be sick in your life. So that being said, so what should you do?

Eric Verdin: (16:28)
I've realized that we are at a conference of investors, and I would like for all of you to look at your health the same way you look at your portfolio. I would be probably not incorrect by saying that most people actually invest a lot of time and resources managing their financial resources and very little in terms of their health. So I've been thinking about what are the lessons that we can learn from the financial world in terms of managing your health? And many of the rules are actually the same.

Eric Verdin: (17:02)
The first is you should be surrounding yourself by the very best talent in terms of advising you. I hate to say this, but I think traditional medicine is not really about prevention. So I would look for alternatives. The Buck Institute where Jennifer and I are working actually hopes to be in the future, one of these sources of information. So get information from the best, start early, and then go for the long-term. There's no quick gains. So be aware of fads. Be aware of people who promise you too much. So health is a process that you built throughout your life and eventually you reap the return at the end. I think these would be my advice.

Dina Radenkovic: (17:51)
Fascinating. I think people often think that aging is something to leave for later life, but we have actually very good studies. A lot of these metabolic processes and pathways get activated in adolescence, and there have been even randomized controlled trial, which is the best type of clinical study to show that even from the age from early twenties, we age at different pace for a single chronological year. So it is something that we should think about in any stage of life. David, what would you do? And I know you've also authored a book in which you shared a lot of your longevity practices that educated many people across the world about aging and longevity.

David Sinclair: (18:31)
What would I do, or what do I do? The cheat sheet, if you want to go, it's in my book, page 304 is some of what I do. My father and I have been... We're both scientists. So we can read the literature and we make assessments of what might work, what doesn't. I agree with what both Jennifer and Eric said, particularly that the intermittent fasting, I've adopted that over my life. These days, I'm even at the point where I eat only one meal a day if I'm not socializing and it's made a huge difference to how I feel and my energy levels. I just power through the day and then I eat a dinner at night.

David Sinclair: (19:09)
But absent that, let me say the other areas you can improve are move. I've got a standing desk. I walk. I lift weights in my bedroom at my desk, build up and maintain muscle mass. You lose muscle mass as you get older, of course, and muscle is important for maintaining hormone levels. There are longevity molecules that come out of muscle. And also if you fall over when you're old and you have muscle, you balance, you won't break your bones, which happens every 19 seconds in the US and that's close to a death sentence for an elderly person. So move.

David Sinclair: (19:43)
The other thing that I know many of you want to hear about are supplements. There are supplements out there that Eric and I work on, what's called NAD. It's a molecule that goes down as we get older and we need it to boost our defenses against aging, controls, the epigenome that I mentioned, that clock. Now, I'm not here to give advice on supplements. I don't recommend anything. Though, you can read more about it, but I would say that there are some supplements that are promising and there are some drugs that are really promising, very promising. Tens of thousands of people who have taken the drug Metformin, which is a type two diabetes drug to control blood sugar, time and time again in studies are shown to be protected against diseases, not just type two diabetes, but cancer, heart disease, and Alzheimer's, and even frailty.

David Sinclair: (20:32)
And there's a lot of interest in some studies that are ongoing that will test whether this is truly slowing down aging. But at the very least, these drugs are showing us that it very likely as possible that we can go on a regimen that your doctor could prescribe that would give an extra five, maybe even 10 years of healthier life. Besides that, if you just do what your doctor says, eat well, eat less, don't smoke, don't over-drink, get good rest, get friends, don't stress. That gives you 15 years of extra life compared to someone who doesn't do those things. It's easy. We just don't do them.

Dina Radenkovic: (21:05)
Fascinating. And any extra supplements that you personally take?

David Sinclair: (21:09)
Any supplement? Well, I'm on record. So I'll tell you. So resveratrol is the red wine molecule, 2003 have been taking it ever since. I'm now for the last 15 years, I think that is, I've been taking that. There's an NAD booster, which Eric and I have worked on. You can read about it. By the way, if you see my face on supplement websites, I don't endorse or sell supplements. It's people using my name without my permission, but I do believe that NAD levels are important for longevity.

David Sinclair: (21:40)
I also take Metformin. So I don't regret that. Biologically, I measured my biochemistry every few months, a company called Insight Tracker who I consult for. My calculated, let's call it estimated biological age based on those biomarkers has been going down steadily over 10 years. So I monitor things. And to Eric's point, you can't control or optimize what you don't measure. So we do need to measure things just the way we do with the markets. The idea of going to the doctor once a year seems medieval to me. We should be measuring our bodies a thousand times a second, which I can do with the BioMonitor and that's coming to.

Dina Radenkovic: (22:17)
Fascinating. Yes. Know your numbers. That would be the take home message. And I think what was fascinating is everywhere we're looking some of these drugs with anti-aging potential that you've mentioned, we've identified that they also affect female fertility and menopause. So my question to you, Jennifer is life expectancy is increased by two years every decade. It has stumbled in 180 years, but the age of fertility decline and menopause have remained static since introduction of medical records in 1800. Why is that? And why is it an issue that we should all care about? You mentioned earlier that we could use a vary in aging as a model to study aging, but what can we do about it right now?

Jennifer Garrison: (23:02)
We can put more money into scientific research towards understanding it, I think. but yeah, it's true. The age at which women goes through menopause... Essentially menopause makes a woman's body age faster. It really does accelerate aging. It increases a woman's risk of heart disease, stroke, cognitive decline, all sorts of things by a dramatic amount. And so what that means is that half the population is going to be living more than half their lives in the state of declined altered health. Right? So from a practical perspective, all women obviously should care about this issue, but from an economic perspective too, everyone on the planet should be thinking about this. Essentially, we've got right now, I think by 2025, it's estimated that there will be over a billion women worldwide in menopause. So in this altered health state, and that's more than 12% of the population.

Jennifer Garrison: (24:03)
So if you think about the economic costs from not just health-related issues, but also productivity decline, that's approaching a trillion dollars a year is what's being estimated. So from a practical perspective, if you're not concerned about your own longevity or the women in your lives' overall wellbeing, from an economic point of view, I think it's really important. But in terms of thinking about how we can attack this problem, truly we're right at the beginning of trying to understand why ovaries age prematurely. And I think there's some really promising things on the horizon, but we absolutely need to do more work in this area.

Dina Radenkovic: (24:49)
Fascinating. And I guess my probably last question for the panel would be, this is still a conference that is attracting a lot of capital allocators. What would you say is a definition of a longevity company? How can people identify a longevity company? Is it a company that is... Because aging is a risk factor for all chronic diseases? Is it a life sciences company? Is this something that's treating infectious diseases, even COVID-19? Is this a cure for menopause. Is this a company that is helping us make menopause optional? David, what would you say is a longevity company and how can we support that ecosystem?

David Sinclair: (25:28)
Well, I would start with looking at the science behind these companies. Scientists like us, we're publishing in the top scientific journals in the top 10. You want to find that because there's a lot of people who claim that they can do things and they're selling things, selling ideas, but you've got to start with good science. So aging research really is at the forefront of biology now. There've been two Nobel prizes awarded related to aging. There's probably more coming, but you got to start with that. That's the basis. And then of course, you look at the usual things. But what's exciting is that there are dozens of companies that are working on the science of longevity to make medicines. Now, these are not medicines that will initially be used to treat aging, unless the FDA suddenly changes its rules. I don't think that's going to happen for a few years, but it will happen, and those companies will be ready. And then there'll be some of the largest companies on the planet.

David Sinclair: (26:20)
But in the meantime, what we're all doing, and we have companies that are working on using the biology of aging to treat particular diseases. They can be rare diseases. They can be chronic, such as obesity, diabetes. They can be eye diseases, for instance, the reprogramming stuff, reversing blindness. And then you get on the market and the prediction that those drugs will be used by doctors to test other aspects of the diseases. Just like the statins for heart disease, it will start with a small, such as a familial hypercholesterolemia was Lipitor, and then it just blew up and became one of the world's best selling drugs and Pfizer became very wealthy. That's what we're expecting to happen here. But we have to stay laser focused. We cannot take on aging initially. We have to go for the fastest, most efficient way onto the market, which are often those diseases I mentioned.

Dina Radenkovic: (27:16)
Yes, and I think we've seen companies going for rare diseases as first indication, but hoping that these drugs will be able to have a much larger addressable market of basically everybody undergoing aging. Eric, any comments for investors in how to identify good longevity companies?

Eric Verdin: (27:33)
Yes, I think the first factor is the fact that we live in an aging population. As a good indication of this, last year for the first time in the US and in many Western countries, we're selling more diapers for adults than we're selling diapers for children. That's just a symptom of things to come. The number of people above 70, first is larger than the number of kids under five. If you look at countries like Germany and Japan, we see the writing on the wall is that by 2050, 40% of their population is going to be older than 65. So what this seismic demographic change represents as an investment opportunity is actually unprecedented. And I would encourage you if you haven't looked at the aging space to actually take a good look. There are going to be amazing opportunities, and we here are of course, focusing on the cutting edge, basic science companies that are going to be targeting the aging process, but there's a whole ecosystem of what happens in an aging society? How do you maximize the potential of all of its citizens?

Eric Verdin: (28:53)
With respect to what are these companies going to be developing? I think David made a really good point. Is aging a disease? I think there's been a lot of debate, whether it is truly a disease or not. And I think it's, for me, I try not to focus on this, but what the field has been doing is to actually redefine a whole series of disease that are associated with aging that had not been recognized as diseases in the past. I'll give you a good example. Sarcopenia, loss of muscle mass associated with aging occurs through some different degrees in different people. It is now recognized that indication. The inability of a person to respond to a vaccine, which we know occurs in 30% of people above 70 was not recognized as a disease, but now we're conducting clinical trials against these indications.

Eric Verdin: (29:46)
Thee loss of thymus, which is a gland behind your sternum, that actually contributes to the diversity of your immune system. Again, it was not considered a disease. We know it happens early as menopause. That is now being used as a clinical condition. So you can see over the next few years, we're going to be treating a whole series of conditions that were considered sort of part of aging in the past. And I think all of these drugs and discoveries have the potential to do exactly what we started with, which is to really increase the quality of our later years and hopefully, to not only have an increased health span, but also an increased lifespan and a more productive life.

Dina Radenkovic: (30:32)
Absolutely. And I think the one problem that I guess you mentioned, David is start with good science. What I've identified personally as a physician who then also went down the entrepreneurial and the investment side, is that actually, how do you then understand the science? And often, barriers to entry into fields like aging or longevity are much bigger for investors and often-[inaudible 00:30:54] certain things that can be more easily solved by software are just easier to understand. So it's an easier thing to invest in. So it's an easier thing to support. And here, we really need to break these barriers, and that's what we are so fortunate to have such an amazing panel at SALT.

Dina Radenkovic: (31:09)
SALT is really trying to push this life sciences effort because it's an issue of national importance, but you are also individually trying to solve similar problems. David, you're launching a podcast very soon. Eric, you're working with the Buck Institute. It's an amazing place. It's the largest Institute solely focused on aging. And then Jennifer, you could tell us a bit more about the consortium, right? You created this global network of scientists and researchers and entrepreneurs working on female aging.

Jennifer Garrison: (31:40)
Yeah. The consortium is meant to build the ecosystem essentially. So this field didn't really exist a few years ago. There were plenty of people working on reproductive biology, assisted reproductive technologies, plenty of scientists working on aging research, but very few in the middle. And truly if we're going to make any progress in this area, we needed to essentially build the ecosystem. The goal of the consortium is really to bring together novel operating ideas. We want to put creative scientists in the same room as entrepreneurs so that they can work together to take discoveries in the lab much faster to the hands of women. So part of what we're doing is trying to innovate around getting people who normally don't work together or talk to each other to interact. So that means scientists talking to physicians, talking to people in tech, talking to investors, and essentially bringing together all of the people who have an interest in this space.

Jennifer Garrison: (32:37)
So in terms of companies around longevity and aging research, I think, I'm not going to repeat what David and Eric said because they're exactly right, but I would say you can break it down into low-hanging fruit. So things like diagnostics, biomarkers, things that will tell a woman where she is along her reproductive span trajectory or where a person is along their biological aging trajectory. Those are really important. Things like supplements and what we would consider treating the symptoms of aging, those are also I would say easier things to tackle. But from my perspective, I think the really innovative and transformative companies are going to come from people who are trying to tackle the root causes, the mechanisms behind aging. And once we get those, then I think that's the moonshot.

Dina Radenkovic: (33:30)
All right. Well, thank you very much for your time for a wonderful discussion. And yes, we do hope to live to 200 years and beyond.

Institutional Crypto Adoption: Opportunities & Obstacles | #SALTNY

Institutional Crypto Adoption: Opportunities & Obstacles with Brett Tejpaul, Head of Institutional Sales, Trading, Custody & Prime Services, Coinbase. Glenn Barber, Head of Sales & Business Development, Copper. Brian Brooks, Former Acting Comptroller of the Currency. Jalak Jobanputra, Founding Partner, Future\Perfect Ventures.

Moderated by Daniel Roberts, Editor-in-Chief, Decrypt.

Powered by RedCircle

 

SPEAKERS

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Brett Tejpaul

Head of Institutional Sales, Trading, Custody & Prime Services

Coinbase

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Glenn Barber

Head of Sales & Business Development

Copper

brian-brooks.jpeg

Brian Brooks

Former Acting Comptroller of the Currency

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Jalak Jobanputra

Founding Partner

Future\Perfect Ventures

 

MODERATOR

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Daniel Roberts

Editor-in-Chief

Decrypt

 

TIMESTAMPS

EPISODE TRANSCRIPT

Daniel Roberts: (00:00)
All right, finishing out the day here with more Crypto Talk. Thank you to everyone who's here, delighted to be with this all-star panel.

Daniel Roberts: (00:14)
Let me just start quickly by saying, when you do a lot of these conferences, you start to see some of the same folks on the circuit. I remember when SALT, just a few years ago, had maybe a little touch of Crypto in the mix. And you look around today at the lineup for the last three days, and I think that, that says a lot about institutional interest in Crypto. I mean, half the sponsors and a good mix of the panelists are about Crypto, I think that really tells you where institutional interests stands in the space. But we only have a little time, let's dive right in.

Daniel Roberts: (00:43)
Brett, good way to start would be to talk about this Coinbase, $2 billion debt offering that reports indicate you guys had hugely oversubscribed, tons of interest. What's going on there, especially an obvious indication of maybe some investors that, a few years ago, were more skeptical, ready to dive in?

Brett Tejpaul: (01:01)
I think it's an awesome moment for Coinbase and for Crypto. The fact that so many hundreds of investors put in orders for that deal is fantastic. The fact that they bought seven and 10 year debt is amazing. Particularly if you contrast it versus an investment in equities, right? When you're on the fixed income side, you're making a bet of the longevity and stability of the platform. You'll get your money back at the end of 10 years. So I think it's an enormous endorsement for the industry and for Coinbase too. And then with respect to the investors, it's quite frankly amazing to see the biggest, largest, most sophisticated asset managers in the world, in that transaction. Many of whom are already clients, but actually so many, I hope, will join the platform thereafter.

Daniel Roberts: (01:50)
You guys are going to hear me hit this a lot, but the idea that we've seen the interest from institutions, especially maybe firms or individual investors that I think as recently as three years ago, were dismissing Crypto. Now they're ready to rush in, people can ask, "Are they late? Maybe they're still early." But Brian Brooks said "Kick it over to you." In case anyone here doesn't know, I don't want to assume Crypto knowledge of everyone's background, but Brian was the CEO of Binance.US until just recently. And before that he was a regulator himself.

Daniel Roberts: (02:19)
Brian, what did you see in your time at Binance.US in terms of the institutional interest? And what I'd really ask all of you guys is, was it really the pandemic that changed everything? I mean, there was this narrative that the actions of the fed and inflation, and that's why a lot of people changed their tune on Crypto. But it was kind of happening before the pandemic started, right?

Brian Brooks: (02:39)
Yeah, for sure. I mean, look, we've had an accommodative, monetary and fiscal policy in this country going back 10 or 12 years at this point. So it's an incredibly risk-on environment, which means Crypto. It means anything with vol in it. Anything that's new is awesome. What I think is interesting though, and Brett on the Coinbase side, it's really interesting, is yet today most institutions are not willing to hold primary Crypto assets. Institutions that are licensed, can't participate in DeFi. So how do they to get exposure if they want to be risk-on in crypto? And the answer is, you find a public company and you would invest in their debt. That's an exposure to crypto, but it's not actually crypto. So I think the big regulatory question is, how do we actually open this up for real institutional participation in the underlying projects we're all working on? That's the heavy lift for the next year or two.

Daniel Roberts: (03:26)
Jalak, I mean, let's talk about what you do at FuturePerfect. Another way to get exposure to crypto, obviously, is on the VC side to invest in some of these crypto companies, how has your thesis been affected by the obvious rise in institutional interest?

Jalak Jobanputra: (03:41)
Well, I started the fund in 2014 on the thesis that everything was going to be tokenized and started with Bitcoin. And Bitcoin was really the primary crypto asset out there. But I invested early in the internet and I looked at any technology developments. And you first have to invest in infrastructure, and then you invest in connectivity, middleware, and what's now considered layer two. And then the applications, which we're starting to see happen right now. And, so it's been, obviously the last year has been phenomenal in terms of the growth, but we always knew that the institutions were going to come because of the macro environment we're in.

Jalak Jobanputra: (04:26)
I think one of the things that was missing is that regulatory uncertainty, and it's still not quite there. And I mean, you look at DeFi, we're very actively investing in DeFi. We're actively investing in NFT infrastructure. We're actively investing in institutional infrastructure, but it seems like the technology is ahead of the regulation, but given the demand we've seen from institutions as well as retail investors, this will all be figured out. And I think the next five years are going to be the most exciting time to invest in the sector.

Daniel Roberts: (05:02)
Let's talk a little bit more about your portfolio at the firm. You mentioned regulatory uncertainty, I mean, that's an understatement, right? And as you look at companies to invest in right now, is that coming up as one of the main topics of, "Well, how do we deal with this? This might be an obstacle for us." What are the primary things that you were looking for when you're investing in the crypto space right now?

Jalak Jobanputra: (05:23)
So when we first started investing, there was a lot of regulatory uncertainty, Mt. Gox had just happened, that's actually what got me into this.

Daniel Roberts: (05:31)
Way back.

Jalak Jobanputra: (05:32)
And that's what got me into the sector because of the resilience that Bitcoin, and then the entrepreneur is building on this technology showed. And so I thought this is not going away. And obviously when everyone else is running away, that's the best time, especially to be a venture investor. But we do pay attention to and invest in entrepreneurs who understand that there are regulatory constraints. We invest globally. So I was just talking to Brian before, I've been talking to regulators around the world, educating them about this new asset class. And so we help the entrepreneurs navigate different jurisdictions, including the US, and I don't think one size fits all. Every environment is different there. I mean, we have legacy infrastructure here. We have legacy regulation here that doesn't exist in some other places, but the US is still going to be an important market for the sector.

Daniel Roberts: (06:31)
Please.

Brett Tejpaul: (06:31)
Just one reflection on this, given the crowd that we have here today. So I spent my first 25 years in investment banking, bringing new asset classes to institutional investors. So leading them into emerging markets and illiquid assets, so on and so forth. And during all those years, usually regulation follows innovation. And so there wasn't a moment in time where it was crystal-clear of what the regulatory backdrop was and enabled the capital income. So if you just look at what's actually happening now, our debt deal, but also our balances, people are actually taking the brave step to make direct investment. So I think that the space will certainly prosper with more clarity, but I think it'll continue to grow on unbounded in the meanwhile.

Daniel Roberts: (07:15)
Glenn, I want to bring you into this. Let's talk about Copper.co and working with the institutional clients you do, especially on custody. Especially keeping with the fact that this is SALT. This isn't just a crypto conference. I don't want to assume any automatic knowledge. Can you explain just briefly for everyone what it even means to work with institutional clients on crypto custody and that part of it? When people are coming to you guys, what are the different questions they're asking and what is it they're looking for?

Glenn Barber: (07:40)
Sure. And I think this ties back into what we started the panel with, right? In terms of institutional adoption. I mean, I think one of the things that people that are getting into crypto or new to crypto don't realize are, that we have so many investor protections that have been layered into our systems in traditional finance, whether it's equities, bonds, fixed income, even over years, right? We've had calamities, we've had theft, we've had problems and, therefore new things are brought in. So we're talking about custody, clearing settlement, depository trust corporation, options clearing Corp, right? And really what I think people here really want to see is, "Okay, I'm familiar that if I have assets that I'm managing on behalf of other people, and I have a fiduciary responsibility, well, what is Mike Williams of State Street? Or Bank of New York? Or Citigroup? Or JP Morgan in custody?"

Glenn Barber: (08:31)
And that's what Copper and some of our other competitors and colleagues are, right? We are designed to provide safekeeping of assets, and each of us does it in a slightly different way, but the bottom line is that no one wants their assets that they're being managed on behalf of investors or LPs to go away and to get hacked, right? And so, crypto custody is very technical in nature. It involves military-grade security and technology, but the base layer value proposition is simply, "How do I make sure that if I'm going to buy digital assets, they're stored in a place where I really don't think they're going to leave?" Right? And I think that's part of the pipes and plumbing that a lot of people here would like to see and will have been being built over the last couple of years, to get them to a comfort level where they can explore further.

Daniel Roberts: (09:20)
And how much does the narrative play into it? Being from the media side, I know that a lot of people who still have stayed away from crypto, it's because it is an extremely narrative-driven, headline-driven space. When you talk about custody, you mentioned the fear of getting hacked, the fear of losing your investments. I mean, of course, and I think that there are a lot of people from the traditional investing world or traditional Wall Street types who, every so often they see a headline about either an exchange being hacked or the New York Times story a year ago about people who lost their keys, and so they can never access that Bitcoin. That went kind of viral, and I understand why. People see a headline and they say, "Wait a minute. You can just lose it? It's so unsafe." How do you guys combat those kinds of misconceptions? We kind of have the opportunity here today, maybe, to combat some of those misconceptions. When you're hearing from more conservative, cautious investors, is that the concern a lot of times is, "I could lose this stuff"?

Brett Tejpaul: (10:12)
Well, at least our approach to it is, it's like your own, which is to make it a fortress, an un-penetrable fortress that's never been hacked, which is where we're at. Custody for us is a foundational element for the prime platform. But you don't want to just buy an asset and have it sit there. You may want to finance it. You may want to stake it. You may want to do other things. And so in a similar way, we've built a platform to meet the rigorous due diligence requirements of institutional investors in the same way that they would undergo diligence of Goldman Sachs or JP Morgan or others. And so if you can put crypto and position it relative to other financial assets and evaluate its operational risks, security, and other elements of risk relative to financial assets, you'll find that, actually, crypto, in many cases, is more secure and it's at a step above.

Brian Brooks: (11:02)
Can I just jump in on this for a second? One of the things that we don't do a great job as a community in conveying to the world is, we're new so we seem risky. And we never asked the question risky compared to what, right? So think about the Equifax data breach, where all of your credit bureau information was leaked to a bunch of Russian hackers and sold. Okay? Or imagine the Target hack where all of your American Express numbers were sold on the dark web as a consequence of it.

Brian Brooks: (11:30)
When I was the controller, I fined two banks $140 million for cyber breaches on the main banking platform. When people talk about crypto, nobody talks about that because those risks, we believe, are the state of nature and we're new. We need to start talking more about the problems we're solving, right? Incrementally, there might be new risk, but on net, there's probably less risk, Brett, just as you say, and that's the story we don't do a great job of telling. So we let the incumbents win the narrative, even though the less risky option probably as a public back-to-back transparent blockchain.

Brett Tejpaul: (12:06)
Well said.

Jalak Jobanputra: (12:07)
Yeah. 100%. I'm just nodding because I'm a technology investor, and why I got into this sector was what was possible with the data security and the technology and the tokenization. And I am amazed all the time when I hear people talking about how they still believe you can't track these transactions. They don't understand the private public key cryptography and how that has kept the Bitcoin blockchain secure all along.

Jalak Jobanputra: (12:39)
And so there's just a lot of misunderstanding. And if you look at our healthcare data that's sold all over the dark web, that premiums, the credit card data. And a lot of this underlying technology can solve that and our assets. And if you believe everything's going to be tokenized and we're going to have hundreds and thousands of different crypto assets there that are tokenized and they can be kept secure. And we can say our healthcare data can be kept secure, and we can potentially trade with that data and make sure that it's secure and we can monetize it. And so it's a world I think a lot of people don't yet grasp. And I do think as an industry, we're coming along on all of that, and it's great to see the institutional adoption because a lot of these institutions do a lot of diligence before they invest and they see that.

Daniel Roberts: (13:37)
Brian, you said something interesting there about what problem is actually being solved. And a lot of the times, when I'm hearing from kind of crypto skeptics, that's what they ask is like, "Well, why do I need to own Bitcoin?" And in many ways the narratives have become, "Bitcoin digital gold, hold on to it as an investment."

Daniel Roberts: (13:54)
And then Brad, earlier you mentioned that firms increasingly want to do something with their investment, stake it, lend it out, make more money on it. You're really getting into DeFi, Decentralized Finance. And there are still, obviously, so many people who they're just at surface level, they're still starting to try to understand Bitcoin. And then you bring in Ethereum and staking and protocols and layer two and all this stuff. And your mind races. Long way of asking you guys, are you hearing from firms now that are also trying to get a one-on-one and understanding it's gone beyond just, "I think we're ready to buy some Bitcoin and we'd like you to custody it for us." Now it's become, "Well, how can we build on our investment and do more with it," right? But they need to learn about those tools.

Brett Tejpaul: (14:34)
Yeah. So the light bulb on moment for institutions, I think, is shining bright right now. And one thing I'll say is, it's not all about Bitcoin. And so the four buckets that I would put different inquiries into is direct investment, for sure. It could be Bitcoin plus others. About 75% of our institutional clients own more than just Bitcoin. And then of that lot that owns more, most own E and at least 25% of them own at least five cryptocurrencies. So direct investments, obviously, number one.

Brett Tejpaul: (15:07)
Number two is, institutions are thinking through business-to-business critical applications. So that's using coin basis pipes and plumbing to enable their end clients. So that's bucket two.

Brett Tejpaul: (15:18)
Bucket three is stable coins. And so that's going through stable coins and smart contracts and thinking through the utility function of crypto beyond and away from speculative investment.

Brett Tejpaul: (15:27)
And the last one is what I call Future of Finance, which is where I'll group in DeFi and NFTs. And so there's a whole surge of interest and enthusiasm from art, sports, everything in NFT, as you know right now. And so those are the four buckets that I put investor interest into.

Glenn Barber: (15:46)
And I think I'd like to add to that, right? And one thing I'd like to impress upon the audience is that, like Brad, I come from the traditional world, I've got 30 years global capital markets experience, and I want to come off as reasonable and understandable, right? So I'm going to say two things that I hope people can get their heads around.

Glenn Barber: (16:06)
Number one, I think people don't really understand quite yet how revolutionary blockchain technology is and how it's going to scale and make the world more efficient in several different industries that we're all aware of, whether it's transportation, real estate, logistics, finance, and the like.

Glenn Barber: (16:23)
And the second point I'd like to leave you guys with is that, make no mistake about it. Digital assets is the capital market's opportunity of the next generation, right? And I don't want this to come from someone like us on stage where it's just a bunch of crypto guys and girls trying to show their product. This is the new global economy being built as we speak as in investors and financial market participants, I believe in, and this might sound controversial, but I believe you owe it to yourself to do the research, to figure this out because the returns are going to be there. You're investing in the new world that's coming down the pipe, that's going to be run by the people that we consider our sons and daughters. And this is just the facts.

Brett Tejpaul: (17:11)
Yeah. Mic drop. Love it. We already have billions of tokenized assets in our inner custodian. And so I love walking around my neighborhood, which is full of traditional finance people and telling them we've just tokenized five different real estate buildings in the Houston area. And no one believes me. But yet to your point earlier, tokenization is certainly an enormous opportunity.

Jalak Jobanputra: (17:35)
And it's also the access. And if you think about broadening financial access, and I've been investing in FinTech for a while, I was born in Kenya, spent a lot of time in the emerging markets, and you think of how much of the world is excluded. First it was just banking, but being able to invest and save and lend. And we're seeing this happen with DeFi, where people can connect peer-to-peer, they can decide what their risk and reward profile is. And we're still not quite there 100% yet, but that will happen in the next five years.

Jalak Jobanputra: (18:10)
And then I view it as this is going to benefit all of us. Where you said, I started off on Wall Street before I was a tech investor and worked on the Netscape IPO in 1995. And so I've been watching technology evolution. And I think we're in 1996 internet, and in terms of where we are with crypto, the differences, because this is open-source technology and because we have the global connectivity, that the internet and mobile enabled, we're going to see much faster development than we saw in previous technology and with the internet. So this is like, "Get on this right now for that opportunity in the next five to 10 years."

Daniel Roberts: (18:56)
To Glenn's point about making sure that it's not just a panel of crypto people saying, "Hey, believe in crypto," decrypts, we are aggressively neutral. We cover the good, the bad, and the ugly in the industry. And I do think there's a little bit of, over the last few years, crypto panels or conferences or media, it's people who have fully bought in saying, "It's great. Come on in." And maybe what has changed recently is people who were cautious getting in. But I think it's a good segue to talk about the regulation side, because there's a little bit of the same thing where you have lawmakers who recognize, at the very least, this is a thing that is going to continue to exist. And for many of them they're saying, "So we need to regulate it."

Daniel Roberts: (19:33)
But first there's a learning curve and they need to understand it. It's what tech companies always say, "Well, first let us teach you about how our tech works. Then you can regulate us." And I just want to get, all of you, let's not square them too much, but in terms of regulation, what do these companies do when you have a, uncertain at times, opaque framework? And basically you're hearing, "We're going to regulate business, but we're still not quite sure how we want to regulate it." We could start with Brian, who's obviously been there and done it.

Brian Brooks: (20:02)
I mean, my first advice to you is, don't go work in a regulatory agency and live this life. That would be my first advice. But one of the things we have to get a grip on in this country is what activity should be regulated. So it's a weird question. "Hey, you're doing something. Show me what regulation you're compliant with." Imagine that you were starting a lemonade stand or a clothing business or a fashion design house or any number of other things. The first question would never be, "Show me how you're regulated." But it kind of is nowadays. You hear stories of kids' lemonade stands being shut down by the local health authorities because they don't have a permit. There's a weird cultural thing going on. So I think I don't start with the regulation. I start with, "What is the activity that we're doing here and what aspects of it ought to be regulated?"

Brian Brooks: (20:48)
And I don't start with the assumption that everything that's happening in crypto land ought to be subject to banking or securities regulation. And the reason is because most banking and securities regulation is about individual human issues. It could be about human negligence. It could be about self-dealing. It could be about fraud. It could be about discrimination. But if you go through the US code and look at all of the American financial regulations, the significant majority of it is about the people who work at the bank. And here's sort of a mission statement about crypto. There are no people there's only code, right? That's why the mission of crypto is to say it in code we trust. We're taking all of the discretion and the negligence and the fraud and the self-dealing out of the equation. And what's left is a need to make sure that there's basic disclosure, to make sure that losses are compensated, and things like that, hacking and cyber standards, that sort of thing.

Brian Brooks: (21:42)
I don't think we have a consensus on this in this country right now. And if you just look at yesterday's hearing in the Senate Banking Committee and the way that Gary Gensler was treated by the Democrats versus the Republicans, you could see that there's a fundamental chasm between the Democrats who believe every activity that involves value should be subject to securities regulation, and the Republicans who were asking, "Well, why don't we understand what this is and figure out if there is a regulatory regime that makes any sense?" I'll just end with Balaji Srinivasan's comment that I always quote, which is, "When the YouTube people founded YouTube, did anybody think they should get a broadcast television license? I don't think so."

Daniel Roberts: (22:22)
Brett from Coinbase's perch, we have a recent news peg to ask about this, which is of course, Brian Armstrong, your CEO tweeting out the news that the SEC had basically indicated that if you launch this upcoming high yield lend product, we're going to have an issue there. How are you guys approaching and dealing with the different regulatory indicators?

Brett Tejpaul: (22:41)
I'll let Brian's comments stand for themselves. I suppose my perspective is informed by the fact that I worked 25 years within the context of investment banking. And as a pragmatist, I assume that at some point, these are my personal views of those of Coinbase, but I assume that there'll be some form of regulatory regime. So when I was at Barclays and JP, I ran global businesses and we had to meet the regulatory requirements across every country in which we operated. And so I hope we'll get to the right place on the balance of regulation. And I assume that we'll be compliant as Brian opted early in the Foundation of Coinbase to opt into regulation, to actually avoid and try and control some of the self-regulation and bad behavior that might otherwise be there if you hadn't made that election. [inaudible 00:23:31]

Glenn Barber: (23:31)
The way I look at it, I think there's a lot of news articles out there, and there's a lot of varying positions. Look, let's face it. We're a fractured country at this point, right? The way that I look at some of these things is that we have an opportunity to either do something that's going to affect the future and maintain what could be a very significant competitive advantage in terms of financing and the way that we do things with technology, or we're going to lose it, right?

Glenn Barber: (23:57)
Because the one thing that a lot of people that are citizens of a particular nation state, for example, whether it's United States, China, somewhere in Europe, don't really think about a lot, is that this is a global border-less, permission-less ecosystem. And that the United States wants to take its time or do something silly because the politicians that are way too old to be native and understand this technology for it to make sense to them, if they're going to screw around with it, well, there are countries that are not going to screw around with it. So it will simply migrate to Switzerland or Japan or Australia or the UK or anyone that has a favorable regulatory environment that says, "We're not going to be silly about this," right? And it's like that ball that you squish and it shoots out in different areas. That's going to be the way the world develops, right? And not enough people pay attention to this because this is a unique asset class that started globally in nature without sort of morphing from some domicile that we're all kind of familiar with.

Daniel Roberts: (25:00)
And it goes back, Jalak, to your point about investing globally.

Jalak Jobanputra: (25:04)
Yep.

Daniel Roberts: (25:05)
Is that causing a shift in terms of, maybe, the best areas for investment growth are outside the US if regulation is going to look unfriendly?

Jalak Jobanputra: (25:12)
Yeah. And that's right from the get-go. So it also goes into this whole ethos of what the technology is about is decentralization. So we've never believed that there's one place that is going to dominate. And I also believe that the emerging markets are going to be places where we're going to see some of the most interesting business models, because we don't have the legacy infrastructure within finance and financial assets. People want access to real estate, and just like you can buy $5 worth of Bitcoin. You can maybe buy $5 of the coffee shop down the street from you and share on the revenue. And that's something that just seems foreign to people that are used to abundance and used to having access. And so I think the US really suffers from an incumbent problem, which, frankly, a lot of Wall Street did for many years around this technology.

Jalak Jobanputra: (26:14)
And this has happened with the internet, right? I mean, the blockbuster story. Did anyone actually think that we were going to be watching videos at home streaming? And so I think these business models are going to emerge. They're going to emerge very quickly. They are emerging very quickly. And there are a lot of regions around the world, India is an example. We've invested quite a bit in India. They basically shut down the crypto sector for several years. My view was that they're always just trying to fit similar to China, trying to figure out how they're going to regulate the sector or how they're going to get involved in it. MADEC. We have amazing entrepreneurs coming out of India right now. And they all just went underground, built to be a peer-to-peer technology. And the government realizes they can't stop that. And so the US should realize that soon that they're not going to be able to stop this. If we want to keep talent here, we want to keep innovation here, they're going to have to be a friendly environment.

Daniel Roberts: (27:22)
Love blockbuster.

Brett Tejpaul: (27:23)
Well, if we let this thread run too long, I think it would give the audience the wrong impression that it's a massive binding constraint. And so, one of the things I want to call out is for our institutional platform, since we set it up in mind with being compliant, being regulated and adhering to KYC and AML, we route to 12 different venues, all of whom uphold KYC and AML. And so while the crypto landscape is huge and stretches across geographies and to unregulated spaces, at least the business that we've set up is purposeful to operate within a subset of it where we think that we can conduct business safely.

Daniel Roberts: (28:04)
Well, and I want it to end on asking you guys, and I feel like you did this and Glenn, you talked about this too, but just real quick in the couple of minutes we have left, what are the biggest misconceptions that you hear from either peers in tech or investing that haven't gotten into crypto or potential customers or clients who've come to you? From your time at Binance, Ryan, what have you heard that you think are the most common misconceptions you're often battling? It might be a useful thing for, for this audience.

Brian Brooks: (28:29)
Yeah, well look, one thing that I've heard people, both when I worked at Coinbase, when I worked at Binance, and when I was the regulator, was the idea that, "If I'm touching crypto, I can't get access to the traditional financial system. A bank won't bank me if I'm touching crypto or whatever." One of the things I tried to do in my time in government was to make clear that these are investible assets, that banks can participate in payment systems that are built on blockchain, the same as payment systems that aren't, it's fully safe for the traditional financial system to interact with us. And they now are at some amount of scale. So I'm very proud of that.

Daniel Roberts: (28:58)
Jalak?

Jalak Jobanputra: (29:02)
Well, I think there's still a misconception that this sector is full of money launderers and people who have nefarious kind of objectives in mind. And we've moved so far beyond that. And actually, Satoshi, everyone that I got to know in the sector in 2013, and ...

Daniel Roberts: (29:21)
Wait, you knew Satoshi?

Jalak Jobanputra: (29:21)
What?

Daniel Roberts: (29:22)
You knew Satoshi?

Jalak Jobanputra: (29:25)
No. I misspoke on that one. But Satoshi started Bitcoin out of this desire to give people self-sovereignty. And that is the ethos of most of the people, and it's not necessarily nefarious. And a lot of these people care about giving broader financial access and so many people have lost their livelihoods over government policy. And I think the majority of people involved in this sector just care about, first of all, taking advantage of this opportunity that we have. I think, for me, it's a second in a lifetime opportunity next to the internet, but a once in a lifetime opportunity to really make an impact on the world.

Daniel Roberts: (30:24)
Okay, awesome.

Glenn Barber: (30:27)
Can I run this out in 10 seconds or less?

Daniel Roberts: (30:27)
What's that?

Glenn Barber: (30:27)
Can I round it out in 10 seconds or less, hopefully?

Daniel Roberts: (30:29)
Please.

Glenn Barber: (30:29)
One of the biggest misconceptions that I find, and it's not necessarily a misconception, but I think it's just the nascent state of the industry and the investment process. And I'll make a really poor analogy that Jalak alluded to earlier. I think most people look at cryptocurrencies in particular, as sort of this bifurcation, it's either going to zero or it's going to a million something, right?

Daniel Roberts: (30:50)
Yep.

Glenn Barber: (30:50)
It's either the moon or bust. And what people don't really pay enough attention to, or don't know enough about yet, is that it's really about the underlying blockchain protocol, right? The really bad analogy is that it's not. There is value transfer, right? If you think of the blockchain protocol as the new evolution of a company, and you think of the digital currency as the new evolution of the equity, there's no one-to-one correlation in that analogy, and it doesn't hold as much water as we would all like it to, but it's an easier way for people in this room, I think, to get their heads around.

Glenn Barber: (31:23)
And once you start thinking of that, I'll speak frankly, if the blockchain protocol sucks, it's not going to recruit value into the digital currency that it runs on, right? And it's going to go away or become obsolete. And it's going to go the way of pets.com. But we are going to see in five to 10 years, things that resemble Amazon, Facebook, and Tesla from blockchain technology that are going to sit alongside these very same companies. And it's going to be awesome to see, but it's hard to imagine right now.

Daniel Roberts: (31:54)
Wow. Very bullish. Thank you so much to the four of you. I wish we could talk longer. I hope everyone enjoyed. A lot of great knowledge from these four. And we'll talk again soon at some other conference, I hope.

Credit Investing in a Post-Pandemic World | #SALTNY

Credit Investing in a Post-Pandemic World with Chris Hentemann, Managing Partner & Chief Investment Officer, 400 Capital. Jeffrey Sherman, Deputy Chief Investment Officer, DoubleLine. Dave Trucano, Managing Director, BlackRock. Sreeni Prabhu, Managing Partner, Co-Chief Executive Officer & Group Chief Investment Officer, Angel Oak Capital Advisors.

Moderated by Mei-li Da Silva Vint, Chief Compliance Officer, Brevet Capital.

Powered by RedCircle

 

SPEAKERS

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Chris Hentemann

Managing Partner & Chief Investment Officer

400 Capital

Headshot - Sherman, Jeffrey - Cropped.jpeg

Jeffrey Sherman

Deputy Chief Investment Officer

DoubleLine

Headshot - Trucano, David - Cropped.jpeg

David Trucano

Managing Director

BlackRock

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Sreeni Prabhu

Managing Partner, Co-Chief Executive Officer & Group Chief Investment Officer

Angel Oak Capital

 

MODERATOR

MEI-LI DA SILVA VINT.jpeg

Mei-li Da Silva Vint

Chief Compliance Officer

Brevet Capital Management

 

TIMESTAMPS

EPISODE TRANSCRIPT

Mei-li Da Silva Vint: (00:07)
Good morning, everyone, and welcome to SALT day two. Thank you for joining us so early. My name is Mei-li Da Silva Vint, and I'm the Chief Compliance Officer of Brevet Capital. We are an alternative credit fund based right here in New York City and we partner with governments globally to bring complex initiatives to fruition by conquering inefficiencies.

Mei-li Da Silva Vint: (00:26)
I'm thrilled to be moderating today's panel on Credit Investing Post-Pandemic World. Today, we're going to take you through some macro themes with a credit lens, walk you through the evolution of credit through the pandemic, and then I'll let our panelists take us where they want to go. We're lucky enough to have panelists from a variety of areas in the credit ecosystem.

Mei-li Da Silva Vint: (00:49)
And so, with that, I'll let each of the panelists introduce themselves with a brief background, where they sit in the credit space in their firm and how big each of their firms are. So, Chris, why don't you kick us off and we'll go down the line.

Chris Hentemann: (01:00)
Thank you, Chris Hentemann. I'm the Founder and CIO of 400 Capital. We're an alternative credit manager, primarily focusing on structured credit. We're based in New York City and we have an investment team in London. We manage both total return and absolute return strategies and hedge fund private credit separately management portfolios, primarily focusing on pension endowment foundation, family offices, and high net worth individuals.

Mei-li Da Silva Vint: (01:30)
Jeffrey?

Jeffrey Sherman: (01:30)
I'm Jeffrey Sherman. I'm the Deputy Chief Investment Officer at DoubleLine Capital. We're an investment management firm headquartered in Los Angeles. We run the gamut of fixed income equity strategies. We run up and down the cap structure. We run mutual funds, ETFs, hedge funds, separate accounts. If you have money, we'll invest it for you.

Dave Trucano: (01:52)
Great, David Trucano. I work at BlackRock. I won't go too much into the background of the firm. I'm sure people are familiar with it. But, within the four walls of BlackRock, I manage your opportunities to credit business. Think about that as investing across hedge fund and drawdown private equity stock credit strategies, targeting the lower end of the credit curve, stress distress securities.

Sreeni Prabhu: (02:14)
Sreeni Prabhu, Co-Founder and CIO of Angel Oak Capital. We're based in Atlanta. Again, fixed income manager. We manage sleeves of corporate credit, but primarily structured credit. We manage across mutual funds, hedge funds, private credit strategies. We have a public REIT about 20 plus billion in assets under management.

Mei-li Da Silva Vint: (02:34)
Great, thank you. It's a pleasure to have all of you here today.

Sreeni Prabhu: (02:37)
Thank you.

Mei-li Da Silva Vint: (02:38)
So, I think we'll start with the 50,000 foot view and what's going on from a macro perspective in the world right now. You have the Fed signaling that they're going to start tapering their asset purchasing program that they started at the beginning of the pandemic, you have inflation, you have geopolitical risks, you have supply chain disruption. And of course, you have the Delta variant coming into play.

Mei-li Da Silva Vint: (02:58)
Jeffrey, I think it'd be super helpful if you could distill some of these themes and the impact they have had, and the impact you think they will have in the credit space.

Jeffrey Sherman: (03:06)
That's it. Okay.

Mei-li Da Silva Vint: (03:08)
Loaded question.

Jeffrey Sherman: (03:09)
Yeah. So, I mean, look, inflation's on everyone's mind, this is unprecedented policy, it seems like that's all we talk about anymore, is unprecedented. And you have the Fed buying $120 billion a month, and people are freaked out that they're going to slow down their purchase pace. But, their purchase pace is still aggressive. I mean, during the peak in the crisis, they were buying 80 billion a month.

Jeffrey Sherman: (03:30)
So, the Fed is not going to be a minor player for a long time from now. So, the focus is on inflation, of course, but inflation, is it transitory? Is it not? We were joking backstage that, it's your time horizon that matters there. And it doesn't look transitory in some cases. And some cases, it does.

Jeffrey Sherman: (03:49)
If you talk about autos, used cars, airline tickets, hotels, except in New York City, you're seeing that those are calming down. But the big difference here is we haven't seen the wage component kick through and you haven't seen the rent and owner's equivalent rent side of the equation. So, that's what's a concern for us.

Jeffrey Sherman: (04:07)
However, I don't think we go to this hyperinflation, stagflation. I think those words are abused today. I think people are... I'm talking about a slowing growth. Yeah, when you have a 10% nominal GDP, you're probably going to slow a little bit at some point, unless your name is China.

Jeffrey Sherman: (04:22)
So, ultimately, I think, people are concerned that this is going to fall off a cliff, but we're in a very strong credit environment. It's really tough to invest in liquid credit today because everybody's crowded into it because the Feds push people there. So, when you think about it, it's been selective. The beta trade is not good today, because it's got a lot of risk.

Jeffrey Sherman: (04:42)
So, corporate America is in great shape from a debt standpoint, because they don't have maturity walls. They have a big debt burden. The servicing costs are low. It's not a problem right now. It could be in the future. So, what does it mean? It means you want to own it, but the problem with it is, if you're in the vanilla stuff, it's got a lot of duration. It's got a lot of interest rate risk. And so, you have a lot of challenges.

Jeffrey Sherman: (05:02)
So, what do you do? You don't have to buy it. You can buy things. I mean, you're talking structure credit, we talked about securitized products. And so, Sreeni, they do a lot there, too. So, what we find is that there's still ways to play credit, you just have to do it very selective, you got to buy stories, it's idiosyncratic risk at this point. But, don't be deterred by all the members of the Fed.

Jeffrey Sherman: (05:22)
At the end of the day, one person matters, his name is Jay. And until he's out of that seat, he's all that matters, and he's not tapering in the next month or two, he's going to signal it. And guess what? They're not hiking rates anytime in the future, or anytime in the near future. So, you got time by your arms, enjoy your floating rate mortgages and in Jay we trust.

Mei-li Da Silva Vint: (05:44)
Thank you, Jeffrey, for those insights and distilling all those trends for us. So, next, I want to bring it down to the more of a street level view and talk about the journey of credit specifically throughout the pandemic. I think it'd be helpful for each of you to discuss some of the changes in themes or focuses you saw from 2020 to 2021, and how that may have played out in your portfolio. So, if you look back 18 months ago to today, how does that look differently? So, Sreeni, maybe you can kick us off?

Sreeni Prabhu: (06:09)
Yeah, that's great. Thank you. So, pandemic was interesting. I wouldn't say our strategy has changed as much. But, the pandemic allowed us to realign in terms of at that point, there was an abundance of what I would not call distressed assets, but illiquidity that created a flow of assets where everybody had to take a step back and manage their portfolios and manage the liquidity.

Sreeni Prabhu: (06:31)
And, specifically, for Angel Oak, we had a major theme going into the crisis of originating, and owning nonqualified mortgages. We thought there was a better risk return opportunity in there. And we took a pause coming out of it as forbearances went up, and we had to redefine where unemployment was going to be, and what was going to happen to the homeowners and home borrowers coming out of it as we've seen, and as we talked back there, that there's been, as you've seen, the mortgage credit has secured a much better than people would have thought.

Sreeni Prabhu: (07:02)
And so, we are now redefining and reinitiating, our non-qm strategy. So, the shift has been. We are more and more into illiquid as we discussed. Liquid strategies are extremely competitive, creating and owning your own assets is what we focus on, on a non-qm side. And those are the ones we offer in our private credit strategies, that's been the major team that we have at Angel Oak.

Mei-li Da Silva Vint: (07:29)
If, maybe, you can go into what you've seen.

Dave Trucano: (07:31)
Great. So, and we always compared 2020 to kind of where we are in 2021, to walking down a flight of stairs, and then very quickly running back up. So, I think, if you looked at the balance of 2020, we obviously as the market started to sell off, we were long risk and [inaudible 00:07:46] as the market started to sell off, we got longer risk, because you can start to see the support that was going to come in from third parties.

Dave Trucano: (07:52)
So, our investment approach is typically down at the bottom end of the credit curve. But, what we really started out doing is deploying capital into the top end. So, think about investment grade dislocation, think about as you start to walk down. The opportunity set is the Fed started to step in and obviously, provide stimulus.

Dave Trucano: (08:09)
It started with investment grade and moved to businesses that frankly normally wouldn't spread at a level that would attract us. Think about the real estate market, think about some high quality corporates. And then, we stepped down the risk curve. And we typically have a focus on defaults. We have a focus on companies trying to avoid insolvency. That was a common theme last year. And we obviously played it in a way that I didn't think we expected to coming into 2020.

Dave Trucano: (08:36)
A lot of bankruptcy risks that ultimately converted into equity or post reorg securities. That's something we continue to hold today. And I think the recovery has been a big beneficiary for our portfolio. So, there's a lot of corollaries to the credit cycle. We didn't really have the restructuring period or staged within the traditional credit cycle that we normally would expect.

Dave Trucano: (08:59)
We think that's coming some time out, 18 to 24 months, just get any amount of leverage in the system. But, from our strategy, the created credit markets providing less interesting opportunities other than what we call events, and we'll talk about that as we go through the panel.

Dave Trucano: (09:12)
We also have an illiquid strategy where we've actively deployed capital as companies. I've really been trying to solve the problem of uncertain demand recovery. So, really, we bifurcate how we invest across liquid and illiquid market opportunities with the structure of our vehicles.

Mei-li Da Silva Vint: (09:29)
Great. Jeffrey?

Jeffrey Sherman: (09:29)
Yeah, and I mean, same thing here. I mean, you start at top of the cap stocks and crisis and you play that recovery, then you start rotating down. And the problem now you have is that, spread is almost nonexistent in most things. So, where you have to go is what's nontraditional, whether you're doing direct lending, you're doing loan origination yourself, or you're just buying securities that people hate. That's where the opportunities are.

Jeffrey Sherman: (09:53)
And so, we're big fans of the commercial real estate market, still. I think the death of office space is over exaggerated. Multifamily is obviously very strong, we've seen industrial be strong there. And so, idiosyncratic ideas there are pretty attractive. The mortgage markets still great...

Dave Trucano: (10:10)
Yup.

Jeffrey Sherman: (10:10)
Yeah, as you talked about. And so, if you're focused on these type of assets that are just real assets, the good news about them is they tend to be short life, a couple years in terms of a wall. And, therefore, duration is low, and they have a lot more spread than traditional corporate credit.

Jeffrey Sherman: (10:25)
So, that's why, I say, you can still play the recovery and credit at this point. It's just a completely nontraditional type of credit markets. But, when I say nontraditional, it's like, these markets have been around 30, 40 years. It just, most people don't know them, because they don't trade in an ETF and the likes.

Mei-li Da Silva Vint: (10:42)
Chris?

Chris Hentemann: (10:42)
I mean, thinking a lot of good ideas. I mean, I go a lot of the same things they said. I mean, I think the script is actually, well-known. You move from obviously, a very technically oriented, opportunistic environments is something that's much more fundamental today, and moving from the top to the bottom.

Chris Hentemann: (11:01)
The challenge, I think was mentioned is that the liquidity in the system so unprecedented, it really is squeezing out a lot of return. I mean, you can't be in the liquid generic, in our opinion, claiming all the products anymore. You have to be much more creative with your ideas. We have to do a lot more in depth research, and take really well-educated, frankly, bets or positions on things that you actually can develop high convictions around.

Chris Hentemann: (11:30)
I'd echo what Jeff said, is like, things that we think in this environment are more interesting, and trying to solve problems around bank and financial institution balance sheets, as they come back to the risk sharing markets. After COVID, a lot of that closes up right away, you get this technical environment. Everybody goes into a cave, things slowly reopen. And then, we're getting back to an environment where Rick sharing is coming back.

Chris Hentemann: (11:51)
And I think one of the things that we see that most people see, just look at the GSEs Fannie Mae has been closed from the risk transfer markets since COVID. And likely, they're going to be back in the market later this year, probably in early 2022. They're the biggest risk sharing participant in the market.

Chris Hentemann: (12:06)
But, we're seeing it in Europe, a lot of the European banks are starting to come back out which reassuring transactions and we're trying to be first at the door trying to solve those problems, trying to actually find some marginal, incremental, alpha return, that hasn't been squeezed out yet.

Chris Hentemann: (12:21)
So, it's trying to find, unique ideas sticking to the same scripts and trying to understand the way markets are evolving, currently. Fundamentally, I think, I'll the same thing, Jeff mentioned is that, we're looking at commercial real estate. It's kind of, we took advantage of a lot of the technical situations that emerged in March, in April, in May and June, they don't last very long. There's far too many sophisticated investors that can actually take advantage of those who try to exploit them while you can.

Chris Hentemann: (12:53)
And you look for the opportunities that actually going to take longer to emerge, evolve. We felt that commercial real estate some early, it's a long process. These are very long duration assets. Tenants are very long leases. They're longer commitments. So, the credit cycles are just longer. So, it's going to take a much longer period of time to actually see the recovery play out.

Chris Hentemann: (13:17)
Some of that that's actually, correcting as we speak. And then, there's going to be sub-sectors that are just harder. Some parts of office are a little bit more challenging. It's hard to predict the timing of recovery. Hospitality is the same. Retails got structural issues on top of fundamental issues that came up on the backside of COVID.

Chris Hentemann: (13:33)
So, there's a lot of complexity in that market. There's a need for capital. Clearly, capital has been destroyed in that sector. So, we look at that. It's actually, one of the fundamental places that we're focusing on now. That's interesting, and still has a lot of opportunity.

Mei-li Da Silva Vint: (13:53)
Great. So, it sounds like everyone had to be pretty nimble. And I think that's true across our personal and professional lives. Dave, I think it would be helpful if you can speak specifically about the flexibility of credit as an instrument and how that played out through the pandemic.

Dave Trucano: (14:07)
Sure. Again, maybe, just setting the frame. So, we're a corporate credit shop. We focus on companies across not just private markets, but also traded markets. And so, I think when we look at what happened during 2020, the flexibility of mandates, it's absolutely critical. And, frankly, a lot of what we saw coming over the private market where companies that couldn't access the public markets.

Dave Trucano: (14:29)
So, having that vehicle or having the kind of the two legs, if you will, to that stool is absolutely, critically, important. So, if we go back into kind of the depths of March and April of last year, the number of companies that, frankly, were investment grade that add issue at effectively sub-investment grade levels was significant, and the amount of collateral they historically, never used to pledge, that all of a sudden became available for stepping down the credit spectrum when they went to the issue market.

Dave Trucano: (14:57)
And so, we actively participated in that end up going to the credit opportunity when you think about the classic Carnival Cruise when they came to the market and issued with $35 billion of unencumbered collateral, you can assign whatever value you want to it, but that's historically something they never had to pledge in order to actually raise capital.

Dave Trucano: (15:14)
So, I think that's, one of the benefits of the credit market is, last year really demonstrated the power of credit to help companies through a pretty uncertain time. And I think, where we are, at least sitting here today, a lot of that benefit is continuing to be harvested. And so, when we think about a lot of how we invest, the flexibility of credit markets, what we focus on events.

Dave Trucano: (15:39)
And so, the credit market opening and closing creates volatility, we invest into that. A lot of what I would say is, financial technology that's been created into and out of the crisis is something we're continuing to harvest today. And we've an active participant in sponsoring SPAC managers, which is something that a lot of people talk in credit, it's got a lot of attributes to historical credit, investing, and we've been an active participant sponsoring backs that are now looking to buy stress, distressed assets, as they look to deploy capital into the public market.

Dave Trucano: (16:10)
So, I think there's a technology there, that is really kind of, I think, evolving. We'll see whether or not that's an institutionalized product or not, that's a question that I think is open. But, when we look at the interplay between credit, and the flexibility of credit to allow companies to finance themselves, we think the trend is going to continue to moving from liquid traded markets to liquid non-traded markets, as companies have problems.

Dave Trucano: (16:35)
And we've seen that evolution in our business. We have our private strategy. We have a capital solution approach. The number of companies that historically would have issued in syndicated markets, just are not looking for private solutions. They want to partner with companies that can help them finance themselves over time and not be subject to the market windows, opening and closing. And I think that 2020 demonstrated the benefit of having that ability to pivot across not just traded, but private for companies as much as frankly, financing sources.

Dave Trucano: (17:04)
So, I think that's an evolution that's obviously, the long tail as Jeff referenced. It's been developing over years. But, I think, it's only going to accelerate as companies obviously, have to figure out ways to creatively finance their businesses, given uncertain demand environment can pop up pretty quickly.

Mei-li Da Silva Vint: (17:20)
Right. So, I purvey we're a little bit different. We're a little bit market agnostic some of the things you guys have described because we structure and originate our own loans directly to our borrowers and partner with governments. But, I think, one of the tools that we all have in our Arsenals are the use of different types of vehicles to deploy our capital.

Mei-li Da Silva Vint: (17:35)
And Sreeni, you and I were talking before about some of the ideas and how you deployed capital through different vehicles, pre-pandemic and during the pandemic. So, can you speak a little bit of how you use vehicles to deploy capital throughout the pandemic? And why?

Sreeni Prabhu: (17:49)
Yup. So, as the teams have been... Liquid markets continue to be tight, the Fed in play reduces the amount of assets and really creates a need to do originate source, illiquid assets. And so, that needs the change liquidity spectrum of the vehicles that you deploy.

Sreeni Prabhu: (18:08)
So, one of the themes that we did at Angel, we launched a long-term private strategies with institutional investors to invest over a long period of time, where we can take advantage of some of the nuances of the non-qm mortgage market. And in pre-COVID, one of the vehicles that we looked at was to launch a public REIT, which obviously, up to COVID, there was no such thing as launching a public REIT. We had to wait for the rich to come back. But, we eventually officially launched REIT like a couple of months ago.

Sreeni Prabhu: (18:40)
And, again, we have to deploy and that's our way of facing public markets to execute our illiquid strategies. But, I think, as Angel Oak has evolved, and I think everybody on this table can say that is, the investors also are learning the thought about extending the term of the capital in terms of how we deploy. And that allows everybody at this table to take advantage of the opportunities.

Sreeni Prabhu: (19:07)
We're doing it to the mortgage market, especially non-qualified mortgage market. And, obviously, commercial real estate is something that we are also involved in. So, a lot of our strategies are now focused on deploying long-term capital, including the public REIT.

Mei-li Da Silva Vint: (19:23)
So, COVID, and the pandemic changed how we do a lot of things in life. For the whole panel, did the pandemic impact how you evaluate things, even from an operational or underwriting perspective? And did it make you think of credit as a tool differently on a go forward basis? And Jeffrey, maybe, we'll start with you.

Jeffrey Sherman: (19:43)
Yeah, there was more uncertainty in the equation. I mean, I think we all became epidemiologist. We all become macro experts all of a sudden overnight. And so, I think what you had to do is just plug a lot more uncertainty into the variables. And a perfect example, was something like the CLO market, where you have this corporate... America was borrowing heavily. You had this big engine there. And people were pricing these securities to where they were going to have unprecedent defaults, and they still were money good. And these things were trading at 50 cents of the dollar.

Jeffrey Sherman: (20:14)
So, there was some really good opportunities in that area where you can essentially take the default vectors, sorry to speak, bond jargon. But, you can stress the portfolio, you can say that's going to be two times worse the crisis, recoveries are going to be half what they were in the past. And these are money, good securities.

Jeffrey Sherman: (20:30)
So, investors scratch their head while you're buying them as they go down. That's what all of our clients do. But, you're saying these are money good through these very stressful areas. And so, there still are ways just to stress that. Sending with the residential mortgage market, how did you figure it out, when the president tells you that you don't have to pay your mortgage?

Jeffrey Sherman: (20:49)
And, by the way, don't pay your car bill, don't pay your student loan. That's like 90% of our securitized markets right there. So, we're just like, "Okay, thanks. Thanks for buying ETFs and telling people don't pay our securities back." So, you had to really just throw a lot of the traditional analysis out. And, look, we use hurricane recoveries as a way to model the mortgage market because if people cure and come back from moratorium, what does it look like?

Jeffrey Sherman: (21:13)
So, I think, really just saying, how can we stress this? How can we stress the cash flows? And what's going to happen? Because we didn't know what would happen. But, the one thing we know is, we know the cash flows. We don't know if we're going to get them or not. But, how sensitive to them are we? And so, that was really the way to really just get down and analyze securities that point in time.

Jeffrey Sherman: (21:32)
And like I said, we don't have any epidemiologists on staff. We've never seen a pandemic, none of us are over 100. So, we didn't know how to react. But, we said, "Okay, what are parallels out here?" And we thought, if some of these kind of geological events were very similar. We took the airline industry and said, "Look at what happened 9/11?" We just had the anniversary there.

Jeffrey Sherman: (21:52)
But, if you think about it, like what happened for airline travel to recover? And right on pace for that right now. Yeah, there's been some curtailment there the last month or so. But, it won't recover until business travel comes back. So, you have to really think teams the lens and not say, "Okay, this is a typical recession," because there was nothing typical about it.

Mei-li Da Silva Vint: (22:11)
Chris?

Chris Hentemann: (22:12)
I mean, I'd add to that. I mean, I think there's really, I would bifurcated into two different ways of doing the analysis. There's the crisis model, which I think applies. If you're around long enough, and do this for 30 years, you can mark all the... I think I was called rings in the tree, where you had a fire. You can see them, and you know how that model applies.

Chris Hentemann: (22:34)
And then, this was a little different, because we never seen a pandemic. And then, the next thing is, we're going to get aliens that invade from space, and we're all going to say, "How does this model work?" And it's going to be different. And you see, you have to think in the context of something will show up that we haven't necessarily planned for, and I think that's what COVID did. And it had the... That's the model we have to recalibrate, and you have to think about it differently.

Chris Hentemann: (22:54)
And I would say, we have the same... A lot of the same exposures and to consumer, and in ways that we had to think differently. And so, when you look at like default curves, you can't apply universally a default curve, you have to think about, what is COVID impact? You have to think about the hospitality industry. You have to think about the people that are in the service industry.

Chris Hentemann: (23:16)
So, there's a stratification of consumers that you got to think about in terms of who are going to be affected with regards to the employment picture, because it didn't universally hit everybody the same way. And so, those models all had to be changed. And so, and then, that actually does a couple of things. It actually highlights risks, but it also highlights opportunities.

Chris Hentemann: (23:37)
I think the other thing, too, which, to a large degree, we've been a beneficiary, because all of us have been active since the great financial crisis is, you have to think about regulation. You have to think about policy initiatives. And so, one of the things you got out of the great financial crisis is that, the government has tools that they aggressively will use.

Chris Hentemann: (23:58)
And so, yes, some of them, we thought the same thing like, "Oh, my gosh, we're just going to tell everybody as a holiday, don't pay your debts back, how's this going to work out? Probably, not so great. And then, you look at and you say, but there's certain backstops and some of the some of the structures and some of the sub sectors that were quite frankly, really helpful. I mean, Fannie Freddie being a conservative ship, I would say it was helpful that they were in conservatorship.

Chris Hentemann: (24:22)
The way the securities and the risks and the policy was deployed in that subset of the mortgage market was really different than the private market. The private markets, quite frankly, are free almost to do whatever they wanted. They can interpret the CARES Act, however, they wanted. So, we were thinking how are they going to interpret that? Let's get on the phone. Let's talk to lenders. Let's talk to servicers. Sreeni, you probably could speak to this, ad nauseum.

Chris Hentemann: (24:43)
But, it was a different world and mortgage credit than it was in the government sponsored. The government sponsored had a lot of the tools in the toolbox when the great financial crisis. So, just completely two different opportunities sets that behave differently, presented different ways that we could actually, look at the opportunity.

Chris Hentemann: (25:03)
So, if you've got the standard, crisis model, then you you've got to apply new models to this particular environment. And like, I joke, I mean, we kind of think out of our imagination, what's the next one going to be? We're going to get tech from space, or, frankly, I think, cybersecurity is something we think about.

Chris Hentemann: (25:20)
I think, that's something that's emerging that we have to pay attention to, and how can that change the financial infrastructure, and how do you prepare for things like that? Then, we will just present a brand new set of analysis that we're going to have to deploy as well. So, but, again, risks and opportunities always.

Mei-li Da Silva Vint: (25:41)
So, Sreeni, maybe you can piggyback and dive into what Chris was alluding to in terms of the mortgage market?

Sreeni Prabhu: (25:45)
Yeah. So, when we go back to... We learn a lot of lessons, but when you go back to that event, as you said, the first step was the liquidity side of it. I think, we can all agree that nobody... There was no standard deviation move that we wrote up COVID in that. And so, I am... But, in all our strategies, when we show the scenario analysis, that was not the scenario analysis that we ever had in any of our presentation.

Sreeni Prabhu: (26:11)
So, we learned that and I think what we what you saw was the first step was if you have proper liquidity makers and proper structures, you survive to get to the next point when the Fed came in playing, and the market became more liquid. But, the next step was, I can speak from our perspective is now, you have mortgages in a nongovernment mortgage that we are underwritten with 75% loan to value.

Sreeni Prabhu: (26:35)
People putting money down 700 plus micro score, and you're seeing now 30% of loans and forbearances. And the first step was, we had to call people that like, you just don't get a forbearance, but we had to forbear anyway. And so, now, you have to go to the servicing as we talked about, as Chris talked about. And we got tremendous...

Sreeni Prabhu: (26:54)
The one thing that we don't realize in adding, you know, everybody on this panel, but it's residential, or commercial mortgages, or any consumer assets. The amount of data that we have today is significantly greater. It used to be a lot in corporate credit, but not in consumer credit. And, the amount of data that we capture on each of our mortgage borrowers is tremendous. And that allows us to really, think about how we service these assets, how we talk to the servicer.

Sreeni Prabhu: (27:20)
And as we look back now, I mean, 30% forbearance has led to pretty much no defaults in the system, which tells you the strength of the consumer, the strength of the housing market, but also learning lessons in terms of the fact that if you underwrite something properly, how does that work out? So, it was a great lesson for us in terms of understanding the behavior of the borrowers.

Sreeni Prabhu: (27:43)
And a lot of our borrowers, actually, small business owners, which also talks about the small balance commercial and that market... They're pretty well, you'd have thought there were certain sectors that struggled in that, but generally, it's the small balance commercial did pretty well coming out of it. So...

Mei-li Da Silva Vint: (28:01)
Great. So, we're seeing a lot of spikes, and potential new variants, how are you positioning your portfolios for potential shutdowns? Or are you not? Dave, maybe, you can start off since you are event driven.

Dave Trucano: (28:12)
Yeah, I think, as an event orientation, really allows us to focus on just discrete outcomes. And I think it's just about pricing risk to that outcome occurring. So, I think when we look at least how we invest, it tends to be over a shorter period of time, at least at this point in time in the cycle.

Dave Trucano: (28:30)
So, you're really pricing companies' access to capital, that's a function of capital markets being open or close to certain companies. I think that the amount of corporate activity is significant. So, we tend to think that that volatility is an area of the trade credit market, you can drive up performance if you have that event orientation.

Dave Trucano: (28:47)
So, I think, at least in the market, we're not forecasting a shutdown to occur as we go into the winter months. And that's how we're positioned, but we tend to focus to discrete events, and then we price abd return we're looking for. And I think, that's just naturally at the stage of the cycle, how we can generate returns. I mean, if you look across corporate credit, I mean, for all intents and purposes, there is no convexity.

Dave Trucano: (29:11)
So, you're effectively buying a yield to two a call. You're buying a yield to maturity, and I think there were at historical lows from convexity default, experience is going to be back at 07 levels. And I think, the reality is, that's the environment we're operating in.

Dave Trucano: (29:25)
So, the only way to generate excess return, we believe across traded credit is through that event orientation. And, I think, away from that, in our private market, investing strategies, we looked at the potential for shutdown where we're invested, we're effectively the sole lender. So, from our viewpoint, we can obviously provide companies with additional liquidity to the extent that justified.

Dave Trucano: (29:50)
We sit on 14 boards of the 25 companies we have in that portfolio and the express purpose of doing that not as a voting member, but as an observer is to save the company's got a problem, how can we help solve it? Can we do it with liquidity? Can we do with covenant? Do we have to do it by actually, sitting down and restructuring debts because the company just can't service those liabilities?

Dave Trucano: (30:09)
And I think that's really the area from our perspective where you're more focused on a potential shutdown, how it's going to affect those companies. And, by sitting in the boardroom, and also, frankly, being the largely the sole lender to those companies, they're going to be a pretty advantageous position, if that were to occur to make sure that they're going to take incremental rescue to get paid for it.

Mei-li Da Silva Vint: (30:31)
Right. So, I just want to spend a minute on investor mindset and appetite. And maybe, Chris, you can start off by telling us if you notice any shift in terms of mindset, or appetite from your investors as a result of the pandemic, and what are you hearing from them now?

Chris Hentemann: (30:48)
I think from our investors, clearly, I mean, I'm going to hold back real quiet, red hot, but it seems like everybody wants to basically find a private credit opportunity. I think people have learned that liquidity premiums are very difficult to capture if you don't have patient capital.

Chris Hentemann: (31:06)
So, from our experience, we've seen just so much more demand for more patient capital type strategies, solutions. And so, that, if you want to roll that into the private credit, because most of the structures that feed into that market are of that nature. So, we definitely see a lot of that.

Chris Hentemann: (31:26)
The other thing, too, is I think that there is definitely a focus, a sensitivity to liquidity, how are you positioned around liquidity? How do you manage your liabilities? I mean, that was the Achilles heel. If you've mismanaged it, you probably wouldn't be sitting here today. It's just, you can see it, you get these events, and they wash out strategies that are probably pushed a little bit too far in the margin with regards to liability management.

Chris Hentemann: (31:50)
So, liability management's a big focus on that. I would say, the structure of funds, that private credit team is also on the right hand side of the balance sheet, it happens to do with your capital, as your capital patient. And so, those are real assets or real advantages, their focal points, I think of investors that we see today, because they see the dark side of it, when you go through an event, like March and April.

Chris Hentemann: (32:16)
And they also see the pleasant side of it, if you're well-positioned to get through it, in May and June and July last year, you can take advantage of it. So, there's definitely a focus on the right hand side of the balance sheet, structure capital. Is it well-positioned and is it appropriately aligned with the opportunity set that the manager can execute in?

Mei-li Da Silva Vint: (32:37)
Right. So, can each of you take a moment and describe what you see as the major risks heading into 2022? Jeffrey, maybe you can start?

Jeffrey Sherman: (32:47)
The inflation? Pretty simple. Everybody talks about it. It's detrimental to the bond business. A lot of people have never seen inflation that work in a fixed income trading desks. So, I think that's one of the bigger risks you see out there. I think, we've seen the liquidity, the amount of credit being supplied to the markets. It's not 2022 issue. I think, you said 18, 24 months. I think that's the earliest we'll see kind of credit events, if we see them at this point in the cycle.

Jeffrey Sherman: (33:15)
But, we're still in the boom here. And so, it's strange that, if you'd asked me six months ago, and this will show you how good I'm not at predicting things, I've just said, you get a five handle inflation grant, tenure is going to get smoked. And here it is rallying because of technical effects, liquidity supply, treasury general account drawdown. I mean, you can go into the multitude of factors.

Jeffrey Sherman: (33:36)
So, I think that there's just a lot of complacency out there where people are waiting for the next thing. And, I mean, what is the tenure trade like a 10 basis point range for the last like two months? I mean, you talk about boring. And what's happening is, inflation keeps printing with five handles. So, it's a very strange environment from that perspective. And, something's got to give. And I really think the catalyst is when the global economy reopens.

Jeffrey Sherman: (34:01)
You're starting to see the European economy start to try to reopen. Your previous question was on, "What happens if we shut down?" We're not going to. The American spirit is not going to allow it, and people just aren't going to do it. So, the bullheadedness, the stubbornness, it work, sometimes.

Jeffrey Sherman: (34:16)
And so, I would say that, as you think about it, it's what happens with this power of labor. And we haven't seen this in many decades. And I think labor starting to get power, whether it's demanding a hybrid work environment, demanding better pay, not going back to that job that doesn't pay you a living wage. And these are things we all have to deal with.

Jeffrey Sherman: (34:35)
And so, we see it in hiring trends. I mean, we're still closed in our office, it's voluntary. And, we get about, 7% of the population show up on the first day as voluntary, and now it's down to 1%. So, there's no bid for it right now. And so, I think what you have to do is think about those dynamics, and there is inflation in the system and I think we have to live with it. But, I think we go to like a three handle and I think that's the new level.

Jeffrey Sherman: (34:59)
What we've seen in the last 50 years, there's a great piece out by Deutsche Bank, they probably report yesterday talking about what's happened since the invention of the fiat currency. And, this has been the lowest inflationary environment that we've seen in the last like 12, 13 years. But, that's not the norm.

Jeffrey Sherman: (35:15)
And so, I think that's the thing we all got to think about because who's excited about buying a 130 for tenure today? Are you guys all running out? That's what you're here to hear about, how great that trade is? No, you're investing in crypto, your vices stuff that has one minute returns that are what we're going to get in the bond market in those areas, right? Yeah.

Jeffrey Sherman: (35:33)
So, and at the end of the day, you have purchasing power risk. People forget about that. So, I think inflation, it should be on a discussion, it should be on your mind. And you got to figure out a way to protect parts of your portfolio against it. But, don't look to the bond market to do it right now. Unless, it's deep down in credit, things like that, that have high cash flow, because it's not going to save you.

Mei-li Da Silva Vint: (35:52)
Dave?

Dave Trucano: (35:53)
Yeah, I mean, I was joking. I mean, looking forward into 2022, maybe the biggest risk is we all come back to the office, and we look at each other, and we start interacting with ways we have in the past. And we've been out of the office for really the last 18 months, and we've had our best two year performance over the course of the nine years. We've been running the fund inside of BlackRock.

Dave Trucano: (36:11)
And so, I think we've adapted to a new normal. I guess, and that's kind of the joke we make around the office. Maybe, we should all not see each other over the computer, because we'll continue to outperform. But, I think, in Jeff's comments are right. I mean, there isn't a company we talked to that isn't talking about inflation in their business.

Dave Trucano: (36:27)
You can look at what's going on in the commodity complex. You can look at what's happening with transportation costs. You can see the power the employee is gaining. You can try to go hire somebody and try to offer what you thought was the homework [inaudible 00:36:40] wage. And the reality is, it's really hard to find people.

Dave Trucano: (36:42)
So, that's not coming through the numbers right now. But, the reality is, I think that is the biggest risk going into 2022. And there isn't a company we talked to that isn't talking about that as the biggest concern they have in their business, finding people, input costs, and actually having pricing power so that they can raise the cost what they sell their products for.

Dave Trucano: (37:00)
And so, I think if you look at the bond market, you look at the high yield market, and I think 85% of the high yield markets trading, the negative real rates of return. I mean, it's just not sustainable, and something's got to adjust.

Jeffrey Sherman: (37:12)
Globally.

Dave Trucano: (37:13)
That's globally. That's right. So, I don't know, we're not macro investors. We tend to focus on the micro that would create volatility, if that ultimately rears its head and investor sentiment ships. I think that's actually good for our business, but it won't feel good.

Mei-li Da Silva Vint: (37:27)
Great. So, unfortunately, we have to pivot because time has flown. So, I think there are two last important things I would like to talk about, and one is the biggest learning over the past 12 months, or 18 months and biggest opportunities that we're seeing. And so, for us, it purvey our biggest learning was relationships are important. And that's our employees, but when across the spectrum to our investors, borrowers, government, partner, service providers, et cetera.

Mei-li Da Silva Vint: (37:52)
And then, in terms of opportunity set, what we're saying is obviously, people getting back out there. And so, revitalization of society and what the government's doing to help that in terms of infrastructure and economic development.

Mei-li Da Silva Vint: (38:04)
So, each of you could take that, and one, give us your biggest learning over that past 18 months. And what you're seeing is the biggest opportunity for the next six to 12 months. And Sreeni, we'll start with you again.

Sreeni Prabhu: (38:15)
Yeah, the past 18 months taught us a lot about where the markets are. And obviously, the markets became more liquid over a period of time. As you said, we went up in credit from a strategy perspective, and then as the market calibrated back, we went down in credit in terms of more focus on residential credit, over the next 18 months, and even where the government is, and even we have shutdowns and so forth.

Sreeni Prabhu: (38:42)
I feel, we feel that the consumer credit mortgage credit will continue to do better. We feel there's a lot of population in the US that does not have access to mortgage credit, and these are self-employed borrowers. Big economy borrowers, there's a lot more of those that are entering the system that are going to need mortgage credit. And so, that presents a tremendous opportunity to get some returns for investors.

Mei-li Da Silva Vint: (39:09)
Dave?

Dave Trucano: (39:10)
Yeah, I think the biggest thing that we've realized is how easily people are adapting to different environments and I think it's very simple. I think that you've demonstrated. You can actually work, I think people are mobile. So, I think, the reality is that's the new norm, but we have to adapt to it.

Dave Trucano: (39:26)
From my perspective, I think that's going to be how we're going to have to operate our business go forward even as we move back to office. And I think as it relates to the opportunity set, from my perspective, as long as there's corporate activity and as long as companies continue to access the credit markets and pivoting across public and private, there's going to be lots of opportunities and credit. I mean, I don't accept the fact that people would always look back and say there's nothing to do in credit.

Dave Trucano: (39:50)
I would agree with the fact that beta is no longer cheap. It isn't active management and credit, I think, is the way you outperform and I'm as biased, but that's my general view. So, I think, if you fast forward 18 months, I think, actively managed credit strategies are going to outperform beta strategies, which is obviously a hell of a lot of people have decided to shift their capital.

Dave Trucano: (40:13)
And I think the last point I'd make is, I'm always surprised and we talked to our investors about this, how many people try to time credit? You don't really hear that in equities. You don't hear it, a lot of other strategies, they get to mistake, you have to be able to catch points in time and you have to be able to be deployed over time in order to do so.

Dave Trucano: (40:29)
So, that's one of the biggest things that I've learned from the last 18 months talking to our investors, how often people try to time markets. And, ultimately, miss out on... It's the outperformance across credit.

Mei-li Da Silva Vint: (40:40)
So, unfortunately, we're out of time, but I'd like to thank the panelists. I think we're all a little bit more intelligent, at least from the credit perspective. And thank you to the audience. Enjoy the rest of the conference. Thank you.

Crypto Regulation: Present & Future | #SALTNY

Crypto Regulation: Present & Future with Sydney Schaub, Chief Legal Officer, Gemini. Ryne Miller, General Counsel, FTX US. Zach Dexter, Chief Executive Officer & Co-Founder, LedgerX.

Moderated by Robert Hackett, Senior Writer & Tech Editor, Fortune.

Powered by RedCircle

 

SPEAKERS

Headshot - Schaub, Sydney - Cropped.jpeg

Sydney Schaub

Chief Legal Officer

Gemini

Headshot - Miller, Ryne - Cropped.jpeg

Ryne Miller

General Counsel

FTX US

 
Headshot - Dexter, Zach - Cropped.jpeg

Zach Dexter

Chief Executive Officer & Co-Founder

LedgerX

MODERATOR

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Robert Hackett

Senior Writer & Tech Editor

Fortune

TIMESTAMPS

EPISODE TRANSCRIPT

Robert Hackett: (00:07)
Hi, everybody. I'm Robert Hackett, a senior writer and tech editor at Fortune. And today, we're going to talk about crypto regulations with our esteemed panelists here. It seems lately, like there's been a bit of an unfriendly turn, especially here in the US. A lot of regulators are getting a little bit more aggressive about regulation, or at least talking more about it, that things are going to come and some things are not going to fly.

Robert Hackett: (00:31)
The recent news, I think that everybody really caught, was Coinbase getting told by the SEC that they would get sued if they launched a high yield product for crypto lending. So Sydney, as somebody at a rival exchange at Gemini, which offers a lending product that gives people yield for lending out their crypto, what was your reaction to the Coinbase news?

Sydney Schaub: (00:58)
Well, first of all, thanks so much to Salt for having me here. And it's great to chat with Ryan and Zach and Robert, about these timely issues. There's always a lot going on in crypto, but it feels like at this moment in the regulatory space, there is really a lot going on. And obviously, we are aware of the Coinbase dustup with the SEC, and we're following that. I'll say, as a general matter, there's two things. There are a lot of crypto yield products out there, and they're all different.

Sydney Schaub: (01:33)
So Gemini does have a crypto yield product as well. Many other players in the space have products, and they vary wildly. And Coinbase's product is if you've seen the news about them recently, is not live yet. So it's hard to make any kind of comparisons. But I'm not surprised to see these things happen, because crypto is so new that there aren't always perfect analogies or perfect fit between the new products that we all want to offer, and the existing landscape that's applicable to more established products and financial assets.

Sydney Schaub: (02:11)
So you do sometimes see these things happen. And of course, it's our view as Gemini and many other of our peers who are actually seeking regulation, that it's better to make regulation through a dialog with regulators, as opposed to through enforcement. And it's unfortunate when you see those dialogues break down. So obviously, it's on our radar. It's something that we notice. And it's something that we're cognizant of.

Sydney Schaub: (02:36)
And I think it's hard to imagine it now, but thinking back even just a couple years ago there, wasn't the kind of trust in the asset class that you see now. Bulge bracket banks weren't looking to offer their customers exposure to it. So I think we and Coinbase, and many of our peers, actually do want a regulatory landscape to be applicable. They want clarity, they want trust. And that's what we're all going for at the end of the day.

Robert Hackett: (03:05)
Did Gemini reach out to regulators in the wake of Coinbase, what they revealed about their discussions with the SEC? Are you having these conversations as well? And what's coming out of them?

Sydney Schaub: (03:18)
I wouldn't say so much in the wake of Coinbase, of what's happening with Coinbase. We're sort of always talking to regulators because one of the things that is somewhat unique about Gemini is that we are a DFS, New York Department of Financial Services regulated trust company. And there's a lot of talk about how regulators, including in this instance, the SEC, from Coinbase's perspective, are obstructionist and they don't get it, and they're slow.

Sydney Schaub: (03:47)
And there's a lot of frustration. And we experience that from time to time as well. And we get that. But the DFS has been our regulator since we launched in 2015. They really blaze the trail in terms of crypto regulation, and they dove in and got it right away, and actually applied one of the oldest structures that are applicable to financial assets, which is the trust company charter, to one of the newest innovations, which is crypto.

Sydney Schaub: (04:19)
And that was back in 2015, and was the precursor to the BitLicense that a lot of people love to hate because it's hard to get them. But we've been really happy with our dialogue with the innovation team at DFS. And that is a dialogue that we have to have with respect to every product that we offer out of our exchange in custody business, which is DFS regulated. That's ongoing, no matter what else is happening in the landscape.

Robert Hackett: (04:45)
I figure I should ask. Is Gemini's high yield lending product, a security?

Sydney Schaub: (04:49)
No, it's our position that it is not.

Robert Hackett: (04:51)
I had a feeling that you would say that.

Sydney Schaub: (04:53)
But thank you for asking.

Robert Hackett: (04:55)
Sure. Ryan, tell us about FTX US. You are sort of related to FTX, the global exchange, but you are particularly focused on the US market, which has a host of its own regulatory requirements. What are the differences between that global operation and what you need to do to craft something for the US market?

Ryne Miller: (05:18)
Sure. Yeah, it's a great question, one we get a lot. So under Sam Bankman-Fried, I think he spoke earlier this morning, he is the majority owner of a business called FTX.com, and also a business called FTX US, that we run under the brand FTX US. I'm the general counsel of FTX US. So, speaking for that entity. A big part of the market, globally, for the crypto space is derivative.

Ryne Miller: (05:42)
And that can be a margin product, that can be options, that can be futures, but a big part of the global demand is derivatives. And there's a handful of exchanges not in the United States that have offered those products. FTX.com is one of those. As Sam saw that business grow, he kept looking over his shoulder and saying, "The US market's there. It would be great to have a presence."

Ryne Miller: (06:03)
He's from the US. I think a lot of his leadership team had experience here. And he said, "Let's build a US business." And the one product that you could launch by partnering with some trust companies, by working with different regulators and licenses on the money transmitters side, was a spot cryptocurrency exchange. So FTX US today, is a spot cryptocurrency exchange. We have an NFT marketplace, and then we have ambitions.

Ryne Miller: (06:26)
And we've talked to the CFTC a lot about this, of getting into derivatives in the United States, for US users. And so I think that's probably the two things you think of us, FTX US spot exchange, FTX.com, derivatives exchange, not available in the us.

Robert Hackett: (06:42)
And this is probably a good segue to hear from Zach, whose company that you are purchasing.

Ryne Miller: (06:48)
Sure, I'll let Zach introduce that.

Zach Dexter: (06:50)
Yeah, sure. So I'm CEO of LedgerX. We are a commodity futures trading, commission-regulated clearinghouse and exchange, which means we have the necessary federal licenses to offer derivative products on cryptocurrencies that are considered commodities, like Bitcoin and Ethereum.

Zach Dexter: (07:08)
We've been operational since 2017. We offer future swaps and options on Bitcoin and on Eth now, and convenient one 100th contract sizes. And we're very excited to be working with FTX US to take everything to the next level.

Ryne Miller: (07:25)
Yeah, a little color on that. So we announced, I don't know if it was a week or two or three weeks ago, but we've agreed to acquire LedgerX. They'll be under the FTX US structure. And we've talked with the CFTC about this. They've been encouraging and supportive. Their real goal is engagement and dialogue.

Ryne Miller: (07:41)
And both with our team and with Zach's team together, we've done a lot of that with the CFTC and a handful of other regulators. But there are some closing conditions to sort out. And hopefully, by some time in October, we can say that transaction is closed and done, and moving forward.

Robert Hackett: (07:57)
And at that point in time, people will be able to trade derivatives on FTX US?

Ryne Miller: (08:02)
Well, they'll be able to trade as they are today, futures and options on LedgerX. LedgerX will be an FTX US company. Whether it's someday called the FTX Derivatives Exchange, who knows? Smarter people than me will make those marketing decisions.

Robert Hackett: (08:16)
Got it. How has the uptick in usage been since your big commercial? You had Tom Brady feature in an FTX US commercial, getting people's attention.

Ryne Miller: (08:26)
Well, my mom texted me when she saw the commercial with Tom Brady that said he's on the FTX team. And she said, "Where do you work again? It seems interesting." So it was a hugely positive reaction. It was a national audience.

Ryne Miller: (08:38)
There were some commercials that played during the week's NFL games. Anyway, Tom Brady is one of our endorsers. He's been hugely enthusiastic with his wife, and we're proud to be able to partner with him to reach potential users of our business.

Robert Hackett: (08:51)
Excellent. Zach, tell me a little bit about the outlook for derivatives in the US. It seems like it's caught on slower here than it has abroad. There were some businesses that Ryan mentioned that were big on options trading, one of them, the hammer came down on, BitMEX.

Robert Hackett: (09:09)
The founders got indicted for some funny business that they were up to. And FTX filled in the gap and got a lot of customers after they fell by the wayside. Why has it been so much slower going in the US than it has been abroad?

Zach Dexter: (09:24)
I think it just takes a while to get through the registration process as a clearinghouse, as an exchange. And here in the US, because of the split regulatory regime between the SEC and the CFTC, there's been a lot of attention paid to just getting the spot businesses up and running. Most people have started there. We actually decided to start on the derivative side, but the registration process for a clearinghouse, for an exchange de novo, can take four to five years.

Zach Dexter: (09:49)
So it is an intensive process. And for that reason, I think just because of how new crypto is, that's how long it's taken. And it's as simple as that. But that doesn't mean that it's on a constructive regime to work under. I think it's extremely constructive. And if you approach the regulators, you register, you fill out the paperwork, you walk them through what you're doing, it can make a lot of sense for people to enter the US derivatives spaces.

Robert Hackett: (10:14)
What is the biggest change you would make to the US regulatory regime right now?

Zach Dexter: (10:21)
I think the biggest change should come from the industry side, actually. The framework is there. The CFTC has a website where you can see the forms for registering for any kind of derivatives activity that you want to engage in. And the response from the industry to date has been somewhat tepid. There hasn't been a lot of registration, frankly, over the years. And I think I'd like to see more of that.

Zach Dexter: (10:42)
And the more engagement there is from the industry, the more walking in the front door there is. As opposed to trying to seek no action relief or get around the regime, I think the more we'll see from the regulators in terms of a positive response to innovation. But I think it's the responsibility of the crypto industry to approach them constructively and through the front door.

Robert Hackett: (11:03)
Although I think it might depend, because Coinbase certainly seemed to try this, at least in the telling of their CEO, Brian Armstrong. He said they knocked on the door, tried to do everything by the book, and they sort of got slapped as a result. So I wonder whether that is the right approach, asking for permission, and whether people will be received warmly.

Ryne Miller: (11:26)
I've been with FTX almost two months, so I'm a legacy employee at this point. But we've found the regulators receptive to meetings, all the way up to the top of the SEC and the top of the CFTC. They're going to give you those meetings, and across the state regulators, too. They want to hear what you're doing. They want to hear what your plans are. They've had very thoughtful questions.

Ryne Miller: (11:48)
They've done their homework on I think, all the businesses in this space that have notable profiles. And what they don't always do is say, "Here is a clean and clear, unambiguous path to what you want to do." And that's not their job. And it's not their job to give you the legal counsel and to create a strategic plan that works for you and them.

Ryne Miller: (12:08)
And it really is an engagement. And sometimes it takes longer, I think Sydney alluded to this, than just one meeting, answer, go forward. And that can be frustrating. And I think what we've seen in some of the recent posting is folks, you get tired, you get frustrated. And you try to ... let's push another way and see if that has a different result to be seen.

Sydney Schaub: (12:29)
Yeah, I agree with that. Obviously, it's been a long road, and a longer road with some regulators than others. I think that the CFTC has been much faster to weigh in and offer guidance and thoughts, as Zach mentioned. And obviously DFS, a success story there. I think there's been some criticism of the SEC, not only recently by Coinbase, but going back prior to that, that they were a little bit slow under the prior chairman to take a position on crypto. I think that there were some regulators and some industry players, financial industry players who didn't think that crypto was real.

Sydney Schaub: (13:13)
And if you think back, I remember we were talking before the panel again, a bit just about how much more legitimate crypto has become, and how much more regulators have started to pay attention to it. Even when I started at Gemini, which was almost three years ago, the notion that the Treasury, that Janet Yellen would be paying attention to crypto and putting out a statement and thinking about stable coins ...

Sydney Schaub: (13:38)
Gemini launched our stable coin, the Gemini dollar, through our DFS regulated entity in 2018. And the notion that Treasury would be thinking about or caring about this technology, that seemed improbable at the time. And so much has changed. So I think there is a learning curve for all of us to come up, and regulators are no exception to that. And different agencies vary in terms of their response to the crypto industry. And it depends on the personalities, who's there, whether they're curious about it, whether they're open to it, and what else is on their plate.

Robert Hackett: (14:17)
Now, you mentioned stable coin, so I want to just double click on that for a second, because the Fed is obviously very interested in looking at digital currency initiatives.

Robert Hackett: (14:25)
They are kind of doing a survey of the space and trying to understand whether there's a place for the government itself to offer a stable coin of the US dollar. What is your best estimation of how that's all going to shake out, and whether Gemini dollar can exist in that world, where maybe there is a sort of Fed coin?

Sydney Schaub: (14:46)
Yeah, I wish I knew the timeline. I think there's a lot of speculation and questions around the timeline. It is clear that the Fed and many other regulators are looking at this. And it's again, gotten too big to ignore. I think this is an incredible proof point for the technology, that the notion of a central bank digital currency is a real, legitimate notion.

Sydney Schaub: (15:15)
And that a number of governments, not just the US, obviously China and others are looking at it. It's again, an incredible proof point for blockchain technology. It's our understanding that the president's working group, which is made up of a whole host of federal regulators, has been looking at this. They've been engaging with the industry.

Sydney Schaub: (15:37)
And that they're planning to release a white paper. Again, no real sense of the timing there. And it'll be interesting to see what it says, and what regulators do to actually promulgate any kind of regulation around that.

Robert Hackett: (15:54)
Are you speaking with the Fed members about that? Are they canvasing private industry for-

Sydney Schaub: (15:58)
Whenever anyone reaches out to industry players for our thoughts, we always respond.

Robert Hackett: (16:03)
Got it. By the way, I want to make it known also that I'm going to open up the floor to questions in a little bit. So we will reserve time. If anybody in the audience has something they want to ask, you can start thinking about that now.

Ryne Miller: (16:18)
You're already quitting being the moderator?

Robert Hackett: (16:20)
I am, yeah.

Ryne Miller: (16:20)
You just started.

Robert Hackett: (16:20)
No, I'm bailing.

Ryne Miller: (16:22)
Okay.

Robert Hackett: (16:23)
Ryan, I'd like to get your view on this as well, because I asked Zach. What is the biggest thing you would change in the US regulatory regime, as it relates to crypto?

Ryne Miller: (16:35)
Yeah, it's a good question. I think I'm tempted to say it would be awesome to have a single federal source to go and get your crypto regulatory stack, as opposed to, let's say navigating a 50-state maze and other territories, et cetera. But I'm not sure that's where I want on a land.

Ryne Miller: (16:54)
I think I want some clear policy priorities from regulators, and they've given us these in many senses, and then an ability to engage towards a solution that meet those policy priorities, even if they don't fit inside of the technology that regulation was designed for many years ago.

Ryne Miller: (17:12)
And so customer protection, transparency, risk management, if you can show up with really strong faith, not just good faith, really strong faith products that meet customer protection, investor protection, transparency, disclosures, then let's find a path to get that to the market. Particularly when you've got this non-US market that's become super competitive for US investor dollars, US institutional investors, let's acknowledge it.

Ryne Miller: (17:38)
Maybe it's at the federal level. Maybe it's federal and state partnerships really engaging on this, but I think it's being open to new products that we all admit on day one don't fit inside of our traditional regulatory structure. And Zach mentioned the laws are already there. I think they pretty much are. Certainly, the principles behind the different policy goals that we want to see pursued, are there. So let's use the regulation and legislation we have.

Ryne Miller: (18:03)
If there's new legislation, great. Let's not overdo it. But I think just a real encouragement, maybe it's a sandbox, or maybe it's a movement towards a sandbox, and say, "If you've got a really strong faith product that meets our policy priorities, we're going to get that to market." That's a big ask, but I think that's the idea.

Robert Hackett: (18:20)
And this single front door you've described, is this a new governmental entity, or is this an existing one, a partnership across various ones? It seems like the SEC would like to be that place. And Gary Gensler is certainly positioning the agency in that way.

Ryne Miller: (18:34)
So look, the banking regulators are prudential regulators. They care about systemic risk. The prudential safety and soundness of the financial institutions that we authorize provide those services to users. And then the CFTC is a markets regulator. They care about integrity of markets, efficiency of markets. And the SEC is sort of investor protection and disclosure and capital formation.

Ryne Miller: (18:56)
So, do we need a new regulatory body to come up besides those? Probably not. But I think what you're seeing in Treasury and FinCEN, I'm sorry, Treasury and FSOC is an ability to bring those regulators together and maybe figure out ... You don't see a lot of partnership among regulators for new regulatory programs, but something like a partnership with our existing regulators where they're working together and say, "This can work."

Ryne Miller: (19:21)
And a lot of it does depend on the products itself. So investment products, you're thinking CFTC or SEC. But as you get more towards traditional banking products, I think it's fair for the bank regulators to have an interest. So it's maybe not one single front door, but the ability to have the regulators partner on regulating those entities or products.

Robert Hackett: (19:41)
Got it. Before we open the floor to some questions, I want to ask Sydney the same question. What's the number one policy proposal you'd push through, or something you would change about the current regulatory regime?

Sydney Schaub: (19:53)
Yeah, I was thinking about that as Zach and Ryan were responding to the question. And I think that it is really challenging, given how many different regulators have an interest in crypto. Ryan went through some of them, and there's also the sanctions in money laundering, know-your-custom component that FinCEN brings to the table.

Sydney Schaub: (20:14)
So between markets and prudential regulation around safety and soundness, and consumer protection disclosures, and market surveillance, et cetera, that's just the way that the US system has grown up over the years, for better or worse. You have a number of different constituents that potentially have a perspective on the asset class.

Sydney Schaub: (20:38)
And again, Gemini has been fortunate to work with DFS, that brings all of those things to bear from the state perspective. And because we're in a federalist system, you have 50 states that have the ability to regulate as well. And then the Feds can come in and there's preemption, but only in part. And so it's a complex a host of folks.

Sydney Schaub: (21:03)
We again, have been by and large, very happy with our relationship with the DFS and with the innovation team there. I think to the extent that federal regulators could take that perspective, and as Ryan suggested, perhaps come together, and as Zach suggested, there's perhaps an opportunity for some self-regulation among industry, to come together.

Sydney Schaub: (21:28)
And obviously, FINRA came out of that spirit in the securities industry. So I think that there's a potential for some self-regulation for the like-minded crypto companies that do want to continue to foster a sense of security, safety, and trust in the asset class.

Robert Hackett: (21:46)
That's something that Tyler and Cameron, the founders of Gemini have been pushing for a while now, to have a self-regulatory body. How has the progress been on that initiative?

Sydney Schaub: (21:56)
That's right. We have long been in favor of self-regulation and for a level playing field with respect to that, actually a statutory mandate around a self-regulatory organization. I think people differ about whether the CFTC in particular, has the statutory authority to mandate an SRO. I think that from a principal's perspective, we continue to believe it.

Sydney Schaub: (22:22)
And actually, since those conversations, and I believe it was 2018, there has been a great example of industry coming together, not as an SRO per se, but the US Travel Rule Working Group, which has now been renamed Trust, is an industry consortium of which Gemini is a part, Coinbase and others, is creating a technological solution to the travel rule.

Sydney Schaub: (22:49)
Which not to go into too much detail and have everyone's eyes glaze over, there's a rule in the traditional banking industry that certain information has to be transmitted along with certain transactions. FATF and FinCEN have mandated that with respect to certain crypto transactions from a technical standpoint, just because of how crypto works.

Sydney Schaub: (23:11)
It's very challenging to implement that, but industry has come together to think it through and to bring expertise to bear on how the government's legitimate interest in anti money laundering and protecting the ecosystem can be applied to this novel technology.

Robert Hackett: (23:33)
Excellent. So let's toss it over to the audience for questions at this point. We've got a little over five minutes left. I see one in the back. We'll start with you. Yeah. Oh, and please give your name and title.

Speaker 5: (23:48)
[inaudible 00:23:48].

Ryne Miller: (23:55)
You just yell. Yell very [crosstalk 00:23:57].

Robert Hackett: (23:57)
We can hear you.

Speaker 5: (23:59)
[inaudible 00:23:59] My question, from the legal [inaudible 00:24:11].

Robert Hackett: (24:21)
Okay. So the question is, with the software upgrades and changes to the Ethereum network that have recently been passed and are still to come, is that going to affect the classification of Ether? Before, there was an SEC advisor who had suggested that it was decentralized enough not to be a security, but could these changes affect Ether's status?

Ryne Miller: (24:45)
I think Bill Hinman, the former Director of the Division of Corporation Finance said directly that transactions involving Ether were not securities transactions. And I think he came out the right way there. In fact, I'm sure he did. The background to me is, who knows?

Ryne Miller: (25:01)
Who knows what tokens are or are not going to become a security? I think the SEC has done a decent job trying to show us at least their thought process. We've got the framework. We've got the Howey Test. We've got the Dow Report. I think all of those things give counsel a lot of tools to do the analysis and come to reasoned views.

Ryne Miller: (25:22)
I think without jumping on Eth 2.0 and what the new analysis is, if it's more or less decentralized than it was before, we do know that the SEC cares about decentralization. And to me, it's important that they gave that guidance. And I think it's helpful. I don't know, Sydney, if you have thoughts past that.

Sydney Schaub: (25:38)
Yeah. The changes to Eth 2.0 and how exactly they will come out, and what exactly the chain will look like and the ecosystem will look like, I think it's TBD. And Ryan is right, that there has been some guidance in Bill Hinman. Obviously, not so much an official guidance, but in creatively titled speeches and through the FinHub, which has been a very helpful source of information from the SEC around how we should think about token taxonomy and whether or not a crypto token constitutes security.

Sydney Schaub: (26:14)
There has been some guidance there. Exactly how Gensler and his SEC will apply that and change that and augment that, and particularly with respect to the specific changes in Eth 2.0, I think that's a little bit beyond the scope of this panel. But I generally agree with Ryan's comments here, of course.

Robert Hackett: (26:37)
Excellent. Thanks for your question. Over here. I don't know if our microphones are working.

Rhonda: (26:42)
Hi, I'm Rhonda. I am running a [inaudible 00:26:43] school for the underserved and to get the message to persons who are not in the room. So a question for when earlier Sam mentioned three jurisdictions that you had approval, regulatory approval in. You mentioned Bahamas, Gibraltar, US. Are those the three? And what can you do in those countries? Thank you.

Ryne Miller: (27:10)
Yeah, it's a good question. So remember at the beginning, we've got the FTX US business, which is a US focused business right now. And then in the US, we do the spot cryptocurrency exchange, and through LedgerX, futures and options down on the road. LedgerX is doing those now. FTX.com is looking at several different jurisdictions globally, two of which are The Bahamas and Gibraltar.

Ryne Miller: (27:33)
And they have different licensing regimes there that have been open for us to explore. And I think that's the path we're going down, both in The Bahamas and Gibraltar. What we're able to do with those licenses, it's dependent on different jurisdictions, how they structure their derivatives industry. But part of our derivatives business will be there's.

Robert Hackett: (27:54)
We've got a question right here. We've got a mic coming.

Mitchell Dong: (28:04)
Hi, I'm Mitchell Dong. Pythagoras' crypto hedge fun. So Gary Gensler is thinking about going to Congress to get spot exchanges regulated. And obviously, the CFT is already regulating derivative exchanges. In Asia, like Huobi, Binance, OKEx, they're unregulated exchanges with both spot and futures, which some of us traders find very convenient.

Mitchell Dong: (28:31)
It's going to be kind of funny or awkward to have spot exchanges regulated by the CFTC. I mean, excuse me, SEC, and derivatives by the CFTC. How do you think you're going to sort that out?

Ryne Miller: (28:44)
I have so many thoughts on this.

Robert Hackett: (28:45)
Well, we've only got one minute left.

Ryne Miller: (28:47)
It's the time. Yeah. Look, there are a handful of provisions in both the SEC's statutory authorities and the CFTC's, that if they jointly decided to go after any financial products set out there, I think they could create a regime where they partnered together and had some credible jurisdiction over that. And so I think there's at least an intellectual path for spot exchanges to find a spot somewhere between CFTC and SEC regulation.

Ryne Miller: (29:18)
As you know, today, all the CFTC gets is fraud or manipulation authority over the spot exchange itself. And then they've got the clear regulatory authority over the derivatives. I don't see the SEC's clear or direct path to the spot exchanges right now, but I think if they're willing to partner with the CFTC, who's got that fraud and manipulation authority, and potentially do some exemptive-based language where both sides preserve some ability to be involved, you could have a path for some federal regulation.

Ryne Miller: (29:46)
The question is, does it solve for any of the 50 states? And if not, then it's just another layer on top of it. But if you got there, if you got an SEC CFTC partnership over spot, then you could probably have a much more direct relationship between the spot and derivatives markets, which would be a good outcome for US traders, I think.

Robert Hackett: (30:05)
Well, that is all the time we have. I hope that everybody took something away from that conversation. There's certainly no shortage of things to discuss when it comes to regulation, as it applies to crypto. Sydney, Ryan, Zach, thank you so much for being here. And thanks for your time, people.

Ryne Miller: (30:18)
Yeah.

How Baseball Explains New York with Joe Torre, Bobby Valentine & Tom Verducci | #SALTNY

Joe Torre was inducted into the Baseball Hall of Fame in Cooperstown, NY on July 27, 2014 and the New York Yankees retired his Number 6 at a ceremony at Yankee Stadium the following month. Joe is currently a consultant to Major League Baseball Commissioner Robert Manfred. Prior to his current role, he served as the Chief Baseball Officer for Major League Baseball. In this capacity, he was responsible for overseeing several areas that included Major League Operations, On-Field Operations, On-Field Discipline and Umpiring. He served as the Office of the Commissioner’s primary liaison to the general managers and field managers of the 30 Major League Clubs regarding all baseball and on-field matters.

Bobby Valentine was born and raised in Stamford, the son of Joseph and Grace. Bobby attended Ryle Elementary, Cloonan Middle School, and Rippowam High School, where he was elected student body president and became the only three-time All-State football player in Connecticut history. Bobby received a scholarship to the University of Southern California and was drafted by the Los Angeles Dodgers in 1968. After 10 seasons as a professional baseball player, Bobby made his major league managerial debut in 1985 with the Texas Rangers. He was the American League Manager of the Year in 1986 and went onto become the winningest manager in Rangers history. Bobby began managing the New York Mets in 1996 and led the team to back-to-back postseasons, including a 2000 World Series appearance. He also won the 2005 Japan Series Championship while managing the Chiba Lotte Marines.

Moderator Tom Verducci is an analyst and reporter for FOX Sports’ Major League Baseball coverage. Joining the network in 2012, Verducci has been a reporter for the MLB Postseason since 2016.

PRESENTED BY

 

Powered by RedCircle

 

SPEAKERS

Headshot - Torre, Joe - Cropped.jpeg

Joe Torre

Special Assistant to the Commissioner

Major League Baseball

Headshot - Valentine, Bobby - Cropped.jpeg

Bobby Valentine

Former Major League Baseball Manager; Candidate for Mayor of Stamford, Connecticut; Inventor of the Wrap

 

MODERATOR

Headshot - Verducci, Tom - Cropped.jpeg

Tom Verducci

MLB Analyst & Reporter

FOX Sports

 

TIMESTAMPS

EPISODE TRANSCRIPT

Tom Verducci: (00:08)
So anybody that's city field this past weekend?

Bobby Valentine: (00:12)
Woo.

Tom Verducci: (00:13)
Yeah. Talk about how baseball explains New York. That was the cliff notes version on Saturday night, what a moving ceremony on the 20th anniversary of 9 11. You had the Yankees and the Mets standing shoulder to shoulder, not on separate foul lines but interspersed together, unity, solidarity, very moving. The next night, they're at each other's throats because somebody whistled. That's New York, isn't it?

Joe Torre: (00:41)
Yeah, I guess. Yeah, I guess it is. I think everybody really has an open sore because of what happened with Houston a few years ago. And the whistling isn't against the rules based on the fact that they didn't use technology to get information, they were pretty much calling the pitches because what he was doing or what he wasn't doing, Andy Pettitte went through that in game six in the world series in 01 where the diamond backs just beat us up and he was tipping his pitches. So, I mean, that's not illegal to be able to communicate that.

Tom Verducci: (01:28)
Let's talk about the ceremony I mentioned Saturday night, obviously the memories, emotions had to come back to both of you, so involved with the way baseball helped in its own small way for this city, for this country to recover from the nine 11 attacks. Bobby, when you saw the ceremony on the field, what were the strongest emotions and memories that came back to you?

Bobby Valentine: (01:53)
Well, Stanley with Joe on the sideline, watching the men in uniform, hearing the bagpipes walk across the field and the sound of a funeral for all intents and purposes, just brought me back 20 years ago to the funerals that we attended, to the people who were wounded so drastically from those horrific attacks, that we were both shaken, we were touched, and we were moved by the idea that we should never forget.

Tom Verducci: (02:30)
Well, you told me a great story, I had not heard this before. I remember watching Bobby during the national anthem being played September 21, the first game in New York after the attacks, the Mets are playing the Braves. And you guys remember, we weren't sure whether we should be playing baseball at that point. And the national anthem is being played and I see Bobby Valentine with his shoulders back, his chin up, he's smiling, proud. Tell me the story about how you decided to really strike that obvious pose.

Bobby Valentine: (03:06)
Well, if you go back 20 years, we could all get that feeling of fear that we had in our hearts and our minds. We were attacked, we had never experienced before and there was confusion. And the confusion was separated from the fear when I got the message from our commander in chief, who said, "Hey, the bad guys are going to be watching. Make sure when you play this first game in New York city, that they don't see on your knees, they see you standing tall." And even though I was confused a bit and very fearful because we didn't know if it was the biggest bulls-eye that had ever been created by man. We didn't know if there was going to be another attack and we decided to put 40,000 people in a stadium to make it easy for the bad guys. And during the national anthem when I knew we would be on television, and maybe that dude in a cave somewhere across the world was looking, I wanted him to see me standing tall and not crying during our national anthem. And it was a hard thing to do, I'll guarantee you that.

Tom Verducci: (04:22)
Joe, what is it about baseball that people kind of sought inspiration from? Or even if it was comfort at that time? Why baseball?

Joe Torre: (04:33)
Well, what's interesting when it happened that morning, I was home, we had been rained out the night before, Roger Clemens was scheduled to pitch against his former team, the Red Sox, he was going for his 20th win. And I had to be at the charity lunch in the next afternoon, so I didn't even have the TV on up in the bedroom, but I was milling around getting my clothes together and I got a phone call from the car service that was going to pick me up. And they said, "I guess it's canceled." And I said, "What are you talking about?" And I turned on the TV and I saw what all of us were watching. And my mind right away went to my daughter who was five years old, and I know she was down with my wife and I wanted to make sure that she wasn't watching what I was seeing on TV. I went downstairs, my wife was handling that situation.

Joe Torre: (05:30)
It was frightening, as Bobby said. I mean, it scares you because all these attacks always happened on somebody else's turf. And here we are in New York city and it was scary, and I got to be honest and to your question, Tommy, baseball all of a sudden wasn't on my mind, it was what's happening and what do we do? And fast forward a little bit when they decided that baseball was going to resume the following Monday, on a Saturday, because we were home, Bobby's club was on the road at the time it happened. And we went with about four vans to Manhattan, we came here to the Javits Center where it was the staging area for all those first responders, firefighters that came from different parts of the country. That's where they were sleeping and eating and doing what they can, hopefully there was going to be a recovery, but obviously we didn't have any of that.

Joe Torre: (06:44)
And then from there we went to St. Francis hospital, and the sad part about it, there were no victims there, there was some firefighters who were dealing with smoke inhalation. Then we went to the armory, and I was a little hesitant about, going in there because we had a lot of players had gone home, they had got in a car and just started driving, and we went into the armory once somebody checked that it's okay for us to go in because the families were there waiting for DNA results about their loved ones. And I thought it was a very personal thing to intrude upon. But we went in and we sort of stayed around the perimeter of everybody gathered because there were low partitions that separated all the groups. And this woman, we were waved over to this one family and we walked in and Bernie Williams was with me and he goes up to the woman, he says, "I don't know what to say to you," he says, "But you look like you need a hug."

Joe Torre: (08:01)
And with that, he gave her a big hug and it sort of opened the flood gates because other families would come toward us with photos of their lost relatives, wearing Yankee garb, caps or jerseys and jackets and just talking about what big fans they were. And it was really at that point, you asked earlier in the week obviously baseball, it was a game we played. And all of a sudden at that point, I realized that we had something more important to do, and that's try to get in the way of these people's grief that they were dealing with and baseball was our vehicle.

Joe Torre: (08:57)
And the team got together in Chicago, we were going to play the White Sox, that was our first game on a Tuesday because we didn't play on Monday. And I told them, I said, "The NY on our caps guys, it represents New York. Not only the Yankees, but the city of New York." And like Bobby's team, everybody was so determined and dug in. And I think if you're Yankee fans and I was a member of the Yankees, people either love you or hate you, there was no middle ground there at all, okay? And when we went out there in Comiskey park, there were signs, we love New York, we love you and we love you, and it was so unlike going on a road trip normally with the Yankee. So you realize that it was our job as baseball people to try to distract. It's a weak word, distract, but just get in the way of their grief.

Bobby Valentine: (10:07)
And Tom, Joe talks about loving and hating the Yankees. Well, I grew up a Yankee fan, and just because God has a sense of humor I got to play for and then coach and manage the Mets. When I first got to the Mets, Joe was the manager and I really loved him, and then he released me, and then emotion changed. And then we got to do battle from 1996 through 2002. And for whatever it's worth, last night concluded a three-day game set in this subway series. Well, when we first had to understand the undertaking of the Yankees and the Mets playing during the season, and they had us do it six times, three in one stadium and three in the others. And when we played against each other, we would have police motorcade escorts with the guys in uniform, in a bus from our stadium to their stadium or their stadium to our stadium, and check it out during rush hour they closed the highways down. So it was just our buses and the motorcade going down the major deacon and crossing over the Williamsburg bridge.

Bobby Valentine: (11:42)
So it was a crazy situation that we lived through. And by the time 2000 came around and we had played these four years of inner league series games, we said to each other, I remember Joe coming over to me and said, "We got to stop doing this during the season." And I said, "Yeah, maybe we should start doing it after the season." And God was looking down and we got to play a world series against each other in 2000.

Joe Torre: (12:14)
Let me just give you a second here at Tommy. We used to play spring training and in the spring training, the Yankees would play the Mets.

Bobby Valentine: (12:24)
The mayor's trophy game.

Joe Torre: (12:26)
And I know, because I was on both sides, I managed the Mets for a while when we were playing the Yankees in a game, and you had to win, you had to beat the Yankees or you had to beat the Mets. And I remember I was with the Mets, we were playing at the Yankee stadium, Billy Martin was managing the Yankees and as the tie game, okay? All of a sudden the baseball comes over into our dugout, and it rolled toward me, I looked at it and Billy Martin had sent me a note on a baseball. And he said, "Who's going to squeeze? You or me?" Who's going to end this game basically.

Joe Torre: (13:12)
And then when I was managing the Yankees, the first year in 96, we finished spring training with three games against the Mets before we went to Cleveland to opened the season. And George Steinbrenner comes in my office and he says to me, "You got to beat these guys. You got to beat these guys." Well, it doesn't mean anything, it's spring training. And so he says, "You got to beat these guys." I said, "Let me ask you something, George." Now I'm just trying to lighten the mood here. I said, "If you had a choice of beating the Mets two out of three, or beating Cleveland two out of the three, which one would you choose?" George's answer was, "Don't ask me that question."

Joe Torre: (13:57)
So it tells you how important it was against each team. And then we did play in the world series in 2000 and we lose the first game at Shea stadium. George Steinbrenner had all our furniture from Yankee stadium clubhouse moved in to Shea stadium clubhouse to make us feel at home because he saw too many Met logos in our clubhouse. This is for real guys.

Tom Verducci: (14:26)
Well, speaking of George Steinbrenner, your former boss, he used to talk about how he wanted his teams to really represent New York. In New York, he used to say, "You have to fight to get a cab, you have to fight to get a seat on the subway, you have to fight to get space on the sidewalk to walk." So he wanted the Yankees to have that same mindset. So as a manager, did you find that there are some players who he might go, "I don't know if he can play in New York." Is there something too that it takes something a little bit different to play and succeed in New York?

Joe Torre: (15:01)
Yeah, I think there are players, first of all I think new Yorkers realize that you have to have thick skin. And some players don't handle criticism very well. I mean, none of us like it, but you have to understand that it goes with it, this is part of the deal you make. And there are players that you could see weren't the same players that when they played in New York as when they were playing with their previous clubs somewhere else. And again, you don't want to name those players, but they just weren't as comfortable, they were aware. And the biggest mistake you make is making sure, and at that time there were newspapers, that you read all the newspapers and listened to all the radio shows that are telling you how good you are, how bad you were. And if you do that, then you're hooked, you're stuck.

Bobby Valentine: (16:09)
And you're going to have the pleasure to listen to Steve Cohen soon here in this conference, who now owns the New York Mets talking about owners. I don't think he's going to talk about the Mets, he's probably going to talk about how you could be like him when you all grow up. But when I got hired by his predecessor, Fred Wilpon, the one thing that Fred wanted me to do was get the back pages away from the New York Mets. It wasn't about winning the world series. I mean, from the New York Yankees, it was about getting the back pages away from the New York Yankees. So it's all an interesting, crazy world that we live in.

Joe Torre: (16:51)
Aren't you happy you opened this can of worms?

Tom Verducci: (16:53)
It's all the media's fault anyway. When in doubt, just blame the media. But didn't you say when you were hired by the Yankees that you are not going to read the newspapers?

Joe Torre: (17:01)
I did.

Tom Verducci: (17:02)
And you really were able to do that, just shut out all that noise?

Joe Torre: (17:06)
Let's admit it. I was living in Cincinnati at the time, and the reason I was fired the third time.

Bobby Valentine: (17:13)
Oh, I know that feeling.

Joe Torre: (17:14)
Right. I was fired by the St. Louis Cardinals, and I moved to Cincinnati because my wife was pregnant with our daughter and my wife, Allie is from Cincinnati so I thought, let her be surrounded while she's pregnant and let her be surrounded by family when I was out looking for a job. And the first word I got when my name came up as the possible manager to take Buck Showalter's place was "Clueless Joe," that was the headline in the paper, you want a headline, take it. It was clueless Joe. So, the only thing that came to my mind is all well and good, it's all going to come down to how we do. I mean, of course I'd been around long enough, when you get fired three times, I mean, what's the worst thing that could happen to you.

Bobby Valentine: (18:09)
You get fired again.

Joe Torre: (18:09)
You get fired. And I had a special group, there was no question about it, players that just were so resilient and very determined.

Tom Verducci: (18:24)
How about you, Bobby? Did you pay attention to?

Bobby Valentine: (18:26)
I read every newspaper, of course I did. What are you kidding me? Yeah, every one and wanting to respond to every guy, when you came in after writing a bad article, I wanted to make sure that I responded to you.

Tom Verducci: (18:37)
So you did.

Bobby Valentine: (18:37)
Actually Jay Horowitz, our PR director who is spectacular during my tenure with the New York Mets, would give me all of the good clips when I got to the office and made sure that I read them. And then after I read all the good clips, he'd say, "Oh, and by the way, clappage killed you this morning in the post." Or "Verducci really got you in the times." And so I wouldn't read those articles to tell you the truth.

Tom Verducci: (19:07)
Joe, you've had an incredible baseball career in so many different capacities, most recently with major league baseball. The only job you haven't had is commissioner, but I'm going to make you a virtual commissioner because there's a lot of things we all want to see baseball improve upon. So if I could make you commissioner, what do you think maybe the one or two things that you would like to change to have this game be as good as it can be?

Joe Torre: (19:35)
Well, first off the talent out there on the field now is amazing. I mean, these kids, we didn't have any weight training until the middle seventies. I mean, spring training, you used to come down as a player and run until you threw up. I mean, that's how you got in shape. And all of a sudden the players started paying attention to their conditioning, obviously during and even off season. But to me, I think what's missing, and I always try to restrain myself because I'm 81 years old and...

Bobby Valentine: (20:14)
And doesn't he look great?

Joe Torre: (20:15)
Don't do that.

Bobby Valentine: (20:16)
81 years old.

Joe Torre: (20:23)
And... Now what was I saying?

Bobby Valentine: (20:25)
I'm sorry, you were saying about getting in shape. You're the commissioner for the day, you're the commissioner. You've got to change one thing.

Joe Torre: (20:31)
No. I say I'm 81 years old, and I think I've got to restrain myself because I'm looking at it from my perspective. But the game of baseball is so much more than hitting home runs, even though we all love it when it's for your team, but there's more excitement that should be had during the course of the game on the field. And to me, I don't know how you change it Tommy. You've got teams that are teaching things as far as hitting balls out of the ballpark, I think a big part of it is because there's an incentive for players to do this, because they go to arbitration and they get paid because of their statistics. I think we got to find a way to incentivize team play and doing little things in baseball which really contribute to the teams that win because they have to make sure they do little things like moving runners, being able to put the ball in play, different things, and it's boring when you talk about it.

Joe Torre: (21:55)
But trust me, if you're sitting in the dugout with a man at third base and less than two out, you want contact, you want a chance to score a run. And that's really team the team on how you proceed and try to win a ball game. To me, I think we need to make sure that the game is what we're trying to fix and have the players' association and the owners be able to keep that in mind when they negotiate contracts, what's best for the game. And I think we're seeing this, and I'm not a political person other than wearing a Bobby Famayer pin here, everybody's trying to win the day and get the best of somebody instead of trying to do what's best for all of us. And as I say, I'm an old fuddy duddy, but I like the fact that baseball, when you can enjoy defensive plays and base stealing and running first to third, and the fact that you don't have to be big and strong to be able to play our game, I think is important to really have them be a part of successes in our games.

Tom Verducci: (23:33)
Well, I think everybody in this room realizes the world just keeps moving faster and faster, right? I think Bobby cut three Bitcoin deals just while we were waiting to come on stage up here. So Bobby, my question be about baseball, does it succeed because maybe it's a respite from how hurried we are and short attention spans, or will it only succeed if it quickens up its own pace to kind of match the pace of our society?

Bobby Valentine: (23:59)
Interesting. See, I think that essence of baseball that Joe was talking about gets back to that communication between people who are watching the game, and a lot of times we talked about it being the father and the son, the mother and the daughter, the father and the daughter, who would go to a game and share the experience. Part of the experience in our country of watching baseball was the time lapse that you had in between plays for the father and the son, the mother and the daughter, the father and the daughter, to talk about what happened or what's going to happen. And most of that conversation dealt with what Joe's speaking of. The bump that might be or might not be, the squeeze that Mike could or shouldn't could, the stolen base, the way the ball was thrown from the outfield. All the nuances of the game have literally been taken out of the game by the idea that you pay for the statistical value of the individual player, if that makes any sense to you.

Bobby Valentine: (25:09)
So the only thing there we're waiting for is how far the guy's going to hit it, or how fast the guy's going to throw it, and there's no conversation about the game during that time. And that's why it seems like it's such a long game because you're just waiting around for the home run or the hundred mile an hour pitch. And I think we need to get that stuff back. One of the things they deal with today, if you watch baseball is shifts. Hey, everyone shifts and the purest say, "Oh, what are those shifts?" They're all based on the analytics of where ball might be hit. I don't think the shifts are going to go away, I think they're part of the game, but I think that they should limit the number of shifts so that the manager now comes back into play, into that discussion of what he should do for this hitter, should he use a shift or not use a shift in the first inning? He might run out of shifts and not have it in a nice inning when he needs it.

Bobby Valentine: (26:07)
And things like that maybe even require three plays to be executed on offense by the offense. Three plays during a game, a bun, a hit run, a stolen base, something like that. And then you could sit around and figure out when the manager does do those plays and when he should have done those plays and talk about it. I think we've taken the conversation out of the game and I think that's really killed the game.

Tom Verducci: (26:36)
I love baseball conversation. One word you'll hear a lot here, and it's an important word, is leadership. It's hard to define, but it's used a lot. Joe, you were just in Cooperstown, New York last week, Derek Jeter inducted into the hall of fame. I never thought of Derek as a vocal leader, but he certainly was, I thought, the leader. And leadership in the way that people look to how you carry yourself, how you respond, especially in times of adversity. You know him as well as anybody, what made Derek Jeter a leader?

Joe Torre: (27:13)
Well, to me, if you're going to be successful, the first thing you need to understand is you have to deal with failure. You got to be able, instead of saying, "I wish that didn't happen," you realize that it's not going to change it, so you got to move on. Derek was not afraid to fail. I mean, that's the one thing. He had a horrible spring that first year in 96, and there was conversation about sending him back to the minor leagues. And when you looked in his eyes every day, he was the same kid out there getting ready to play, and there was something very special about him, so special. I mean again, leaders, we all probably have a different idea on what leadership is, but leadership to me is the ability to listen, and the fact that you lead by example, you don't tell people what to do, you show people how to do it. And it doesn't mean ability wise, it's effort, preparation, and all that.

Joe Torre: (28:24)
Derek Jeter, by probably August of his rookie year, you had the veteran players looking to him to do something special, because he had earned that trust over the first four or five months of the season that these players trusted him. And he never changed, never changed. He showed up for work every day, he didn't always do well, but he showed up there every day. We had opening day in Toronto one time, and he tried to go from first to third, they had a shift on and he was trying to go from first to third, and the catcher came from behind the plate to cover and wind up putting his knee down and tag Derek, he winds up dislocating his shoulder. I went out there with our trainer obviously, and he's laying on his back, he says, " I'll be in there tomorrow, Mr. T." I said, "Yeah, you will, sure you will."

Joe Torre: (29:35)
But that's who he was, that's who he was. He was a leader on field and off the field. And again, he didn't talk a whole lot, I mean, when George named him captain, that was something that he didn't really want because he didn't want the attention, but he certainly never backed off on who he was and showed, right? Again, last week in Cooperstown, his speech was right on, touched on his teammates who he valued so dearly, because if he walked in the dugout and somebody who was supposed to, every day player wouldn't be in the lineup, and he'd say, "What happened to such and such?" And I'd say, "Well, he didn't feel good," or whatever, he'd just gave me that roll his eyes thing and walked down the other end of the dugout. It wasn't his cup of tea.

Tom Verducci: (30:34)
Bobby, you played in Los Angeles, you've managed in Texas, New York, Boston. When I mentioned that word leadership, who are maybe the one or two guys that came to your mind that you saw that quality in?

Bobby Valentine: (30:49)
Well, Derek Jeter. Joe, you said he failed, how come in seven years that we played against each other he never failed playing against the Mets? I can't figure that one out to tell you the truth. I had a leader on my team, his name was Pete O'Brien. It was really interesting thing, I thought of as a captain of a team when I was first managing, I was a young guy, I was 35 years old, 36 years old, 37 years old. And now after the third year managing at my end of the year meetings, I had the meeting with Pete O'Brien, and I said, "Do you have anything else to say about your year and everything that went on?" And he looked at me and he said, "Yeah, I have something to tell you, Bobby, if that's okay." And I said, "What's that?" He says, "You think and talk about winning too much."

Bobby Valentine: (31:37)
And I thought, this is the leader of my team, and he just told me that I think about winning too much. I better train this guy and get him out of my clubhouse. Luckily it was at the end of the season and I had a long time to think about that. And after thinking about it, I realized that I was talking and thinking about the end of the game, winning too much, and not concentrating on what happens during the game to get to the win. And so that leader who was a young guy at the time taught me how leaders are supposed to lead, and that's by being part of the process that make things happen properly so you get the results that are needed.

Tom Verducci: (32:27)
That's a great point. And I'll leave you with my own observation because I always looked up, and I'm sure you guys did as well, to Vin Scully, the best in the business who remained the best in the business even into his eighties, just an amazing career as a broadcaster with the LA Dodgers. So I asked Vin Scully one day, "How could you possibly be this good for this long?" And he actually borrowed a line from the actor Lawrence Olivier, and he said, "The humility to prepare and the confidence to pull it off." And I thought about that, it makes perfect sense. The humility to prepare means knowing what you don't know, even when you're as accomplished as Vin Scully, to do the work as if you're trying to establish yourself, even when you already are established. And then the confidence to pull it off is something that obviously comes within all of us. We get confidence from people around us, but if you don't have it internally, that external confidence is not going to resonate.

Tom Verducci: (33:24)
So, that really has stuck with me, I think it's a great lesson if you will, or certainly advice from one of the best in the business. And finally, I wanted to thank these two gentlemen here, because when you do talk about leadership and especially in this great city, they're on the short list, Joe Tory, Bobby Valentine, true leaders. Thank you guys so much, we've enjoyed this.

Joe Torre: (33:47)
Thank you, Tommy.

Making the Bucks: The Road to an NBA Title with Marc Lasry | #SALTNY

Making the Bucks: The Road to an NBA Title with Marc Lasry, Chairman, Chief Executive Officer & Co-Founder, Avenue Capital and Co-Owner of the NBA's Milwaukee Bucks.

Moderated by Anthony Scaramucci, Founder & Managing Partner, SkyBridge.

Powered by RedCircle

 

MODERATOR

SPEAKER

Headshot - Lasry, Marc - Cropped.jpeg

Marc Lasry

Chairman, Chief Executive Officer & Co-Founder

Avenue Capital

Headshot - Scaramucci, Anthony.jpeg

Anthony Scaramucci

Founder & Managing Partner

SkyBridge

TIMESTAMPS

EPISODE TRANSCRIPT

Anthony Scaramucci: (00:07)
I got to go right to the Milwaukee Bucks, and I want you to set the scene for us seven and a half, eight years ago, you're buying the team. Why are you buying the team? What thoughts are going in your mind about the team? Take us there.

Marc Lasry: (00:27)
So the reason we initially... I'd always wanted to buy a team. The problem was a lack of money.

Anthony Scaramucci: (00:35)
Was it any team? A Major League team, baseball, football.

Marc Lasry: (00:39)
No. It was basketball.

Anthony Scaramucci: (00:40)
Basketball team. Always wanted to buy a basketball.

Marc Lasry: (00:41)
Always basketball. As you can tell, I used to play basketball.

Anthony Scaramucci: (00:46)
Yes. I could tell. You could tell. You could play center on the [inaudible 00:00:49].

Marc Lasry: (00:52)
So originally I had been an investor in the Brooklyn Nets.

Anthony Scaramucci: (00:55)
Right.

Marc Lasry: (00:55)
And then when the Bucks became available, part of it was that when we did the analysis on it, you have one 30th of the league. So whether you were buying in Milwaukee or you're buying in LA, you have one 30th of the TV contract.

Anthony Scaramucci: (01:13)
Right.

Marc Lasry: (01:13)
So we thought at the time, Milwaukee was a great market in the sense that it was the worst team in league. So all you could do was go up. I think there were out of 30 teams, they were 29th or 30th in almost every category, except for [inaudible 00:01:31] sales.

Anthony Scaramucci: (01:32)
It's an important to understand. I didn't understand that. I bought a small piece of the New York Mets in 2011, sold it to Steve Cohen. But we were getting revenues from mlb.com from the, not mlb.com, MLB which included .com and TV other revenue sources from the whole league. What about the jerseys a marker, are they also a one 30th-

Marc Lasry: (01:54)
You get a piece of everything.

Anthony Scaramucci: (01:56)
Everybody's jersey.

Marc Lasry: (01:57)
But for us, the biggest thing we thought at the time was the TV contract was about 900 million and it was coming due you in two years.

Marc Lasry: (02:07)
So we thought it was going to be about double. So we thought the revenue, the team, the national TV contract ends up being about sort of 35%, 40% of your revenue. So we thought that's great, that's going to double, it should be great, and in two years, this will turn out to be a really good deal. The problem was we were paying at the time the most for any NBA franchise. So it was about 550 million. And what we thought went in two years, it should be worth like 700 million.

Anthony Scaramucci: (02:43)
Mm-hmm (affirmative).

Marc Lasry: (02:43)
And the TV contract turned out to be three times what the original one was. So, that's how it turned out to be a great deal.

Anthony Scaramucci: (02:52)
But you also, at that time, correct me if I'm wrong, you were at an older arena.

Marc Lasry: (02:57)
We did.

Anthony Scaramucci: (02:58)
There was some speculation about whether or not you were going to be able to build a new arena in Milwaukee.

Marc Lasry: (03:04)
Yeah. If you had seen it, there was this training facility, which was at a nunnery, they had a basketball court and that was the training facility for the Bucks, and when it rained, you had to put buckets on the court. It was horrible, it really was. So first we had to build a new training facility and then we had to get a land and we had to raise money to build that arena. So we were willing to put up half the money and we wanted to be partners with the state and the city that they would do the other half, and that's what ended up ultimately happening. But we were able to build a new arena within two years and,

Anthony Scaramucci: (03:45)
And the arena, because I've been there, it's a world-class arena.

Marc Lasry: (03:50)
It is.

Anthony Scaramucci: (03:50)
It's probably one of the nicer arenas in the country.

Marc Lasry: (03:52)
Yeah, it is.

Anthony Scaramucci: (03:53)
Because of the design and the location in the city.

Marc Lasry: (03:55)
Yeah, it's been fabulous. So I think we've gotten exceptionally lucky in that we were able to do everything in a pretty short amount of time, and then obviously the two years done extremely well.

Anthony Scaramucci: (04:07)
Seven years. We've had other sports manager, owners appear, Lou Lamoriello. I don't know if you ever know Lou, but he's GM now at the Islanders. He once said that it's nine months for a baby, it's 11 months for an elephant, it's seven years for a championship. Meaning, from the point of ownership to the ability to get it, you hit it literally right on the number. How'd you do it?

Marc Lasry: (04:34)
Well, first we were really lucky in that when we bought the team, Giannis was already on the team.

Anthony Scaramucci: (04:40)
Some people may not know who Giannis is, I obviously do. Obviously an MVP world-class player who's on the team already. So somebody had drafted him.

Marc Lasry: (04:50)
Yep.

Anthony Scaramucci: (04:51)
Then you had him on the team, but he was up for free agency.

Marc Lasry: (04:54)
He was up for free agency last year.

Anthony Scaramucci: (04:57)
Yes.

Marc Lasry: (04:58)
So really all we did was just try to convince him to stay and hope that he was going to stay. And Giannis being the individual that he is, loves Milwaukee and wanted to try to win a championship with the team that we had. I think a lot of that is we're extremely lucky in the person that he is, that he really feels he wants to do it.

Marc Lasry: (05:21)
He didn't want to go to a super team, he felt an obligation to Milwaukee, and that's one of the reasons he stayed. That and the 240 million we gave him.

Anthony Scaramucci: (05:36)
I did assault or we last year, and obviously you were in negotiations at the time, so we finished the assault. And then I, I budged you on the cell phone. And I said, okay, give me the number that you think you're going to have to pay him to keep them kept the private, of course you told me the number I sell down, but you pay them that number.

Marc Lasry: (05:54)
Yeah.

Anthony Scaramucci: (05:54)
Why?

Marc Lasry: (05:55)
Less than max you could pay. So it was literally because the way the NBA works, if somebody is on your team, you have the ability to give them an extra year. So the most any team could offer you on us was four years. We could give him five years.

Marc Lasry: (06:11)
And those five years it ends up being about 230, 240. So you give him the max you're allowed under the rules, which is 35% of the cap. So it was great for him, it's great for us, and then obviously by him staying and sort of us and the GM actually doing a fabulous job, we were able to win a championship.

Anthony Scaramucci: (06:34)
So we're both sports enthusiasts, so we both watched the owner and then the operational dilemma. What's the owner-operational dilemma? The owner wants to be the operator. So they think they know more about XYZ, baseball, hockey. They know more about basketball than the operational people, but it seems like the people that lay off and let the real pros handle it, do the best, is that true?

Marc Lasry: (07:03)
It depends. I think for us, we're pretty involved. You're spending quite a bit of money on players, so the general manager will pick who he thinks is really good and then comes to us to say, here's what I'd like to do. Are you okay with me spending X? Sometimes we are, and sometimes we're not. Some guys will go, let me see your analysis. Let's go through it. Why do you think this player deserves it? The thing about the NBA that's actually fascinating is the two biggest values in the NBA are rookie contracts. Right? I mean, think about it for the first four years we paid Giannis, I would say three million Euros or something like that. And then your max.

Anthony Scaramucci: (07:50)
So they're valuable because you're getting the player in a real price.

Marc Lasry: (07:54)
For four years.

Anthony Scaramucci: (07:55)
Until they go into free agency. And so those are valuable getting them early on.

Marc Lasry: (07:59)
Yeah. And then the max contract, obviously you're going to give someone like Giannis a max contract. Where you get hurt in the MBA is where you'll pay somebody between 10 and 20 million and for whatever reason, they're not worth what you pay. So there's the contract is just, if you're paying somebody 10, you hope he's performing at 20. And what you don't want is, you're paying somebody 20 and he's performing as if it's a $5 million dollar player we do. So there's a lot of analytics involved, and we have to sign off on a lot of these things. And so, you're going to sign off on trades, you're going to sign off on things when you give the GM a lot of discretion, but alternate, at the end day, you've got to say yes or no.

Anthony Scaramucci: (08:47)
You built a great business. How old your business now? [inaudible 00:08:52]

Marc Lasry: (08:52)
How old is it?

Anthony Scaramucci: (08:53)
Avenue Capital

Marc Lasry: (08:55)
We started in 95. So I guess 26, 27 years.

Anthony Scaramucci: (09:01)
And you built a great culture. Tell us about the culture at the Milwaukee Bucks when you got a hold of it and tell us, what are some changes that you made to the culture.

Marc Lasry: (09:11)
So it's a great question. The first challenge you have when you buy a team or you're on a team, is what's the culture you want. And what I mean by that is, if you think about a time when we bought the Bucks, we had the number two draft picks. So we could have picked either Jabari Parker or Joel Embiid, and Joel Embiid is a perennial all-star, could be an MVP KAT player. And the only reason we picked Jabari was because Joel had a broken foot. So part of what we wanted to do was on day one say to everybody, we're here to try and win.

Marc Lasry: (09:48)
We're not here to try to keep moving up on the lottery and try to get better draft picks. The goal is we're here to win. We're here to get to the playoffs and build a culture around winning. And, it's hard because you've got to do that. Whereas I think some teams who are looking at it and say, well, I'm going to keep on trying to get a lottery picks and I'll get better, but I'll get better in five years. We want it to get better right away and you have to get lucky. And we did, but I think we built a culture and everybody knew from day one that the goal was, we're going to try to win a championship. We're going to try to do everything we can, and we're going to try to bring it, bring in all the best GM, the coach, and do things that are going to help you get there.

Anthony Scaramucci: (10:37)
Okay, so you grew up modestly. Your life story, you are to me the American dream in so many different ways, you built a business, raised a family and now won an NBA championship. So that was a little bit of the outlier there, but you done all these great things, but there you were as a kid and you're idealizing your life. Did you ever buy the sports illustrated posters as a kid. Cause I had one,

Marc Lasry: (11:02)
Yeah.

Anthony Scaramucci: (11:02)
I had one of them at one of Lew Alcindor with the Milwaukee Bucks Jersey on, he was making the hoop shot, you have that one?

Marc Lasry: (11:09)
Yeah, we do.

Anthony Scaramucci: (11:12)
It was on my mother's Carol Brady 1971 paneling, the Walnut paneling, the sheet rock.

Marc Lasry: (11:20)
The fake wood?

Anthony Scaramucci: (11:22)
And I taped it up with scotch tape. Who else did you have in the bedroom?

Marc Lasry: (11:27)
Oh God, for me, I loved, you thought you were a great guard. So I loved Jerry West.

Anthony Scaramucci: (11:36)
Maravich.

Marc Lasry: (11:37)
Maravich, he just thought he was fabulous because he could pass, do everything. I just loved basketball, I lived it, I practiced every day. You got to play in school. I think like everybody else, you dream one day you'd play in the NBA, other than you quickly find out you're six feet tall and you have no talent. Other than those little details, it gets kind of hard. But it was fun, it was a lot of fun.

Anthony Scaramucci: (12:08)
How'd you get Jrue Holiday?

Marc Lasry: (12:10)
So I think our general manager had been talking to The Pelicans for quite some time. At the time Jrue was probably, everybody wanted him. You knew the Pelicans were going to train them. So the question was, what are you willing to give up for them? And I think we gave him a lot or we did. For Jrue, we gave up five draft picks and we decided to go all in. So we gave three first round draft picks, and you do every other year, cause the NBA doesn't allow you to do it for a year. And then we gave two swaps, which meant that if, out of 30 teams, we were the 12th worst and The Pelicans were the 18th worse, they would have our pick if they were 12 and we were 18, they would have their pick.

Marc Lasry: (13:05)
Right? So we [inaudible 00:13:07]

Anthony Scaramucci: (13:06)
That's an interesting trait, I like that.

Marc Lasry: (13:08)
Yeah. So did we give up a lot? Yes. And the hope was, Jrue was going to bring us over the top and that with Jrue, we should be able to win. It was a big decision because the GM recommended it, we spent a lot of time on it. The problem was if, if it didn't work, you had just given up your future.

Anthony Scaramucci: (13:30)
Right.

Marc Lasry: (13:31)
Which is the future of the NBA, or of your team, is your draft picks. So we wouldn't be able to draft anybody. And if it worked, it was great. The fact that it worked was a brilliant move, but that's how everything is.

Anthony Scaramucci: (13:47)
Well, that's it, they're always brilliant. After the fact, they don't know that, or it's a disaster after the fact, you get tarred and feathered the fans, the Milwaukee fans. I love these fans by the way, because it reminded me of Met fans. They're super passionate, they're locked into the team. You go to Milwaukee, they watch every minute of the game.

Marc Lasry: (14:06)
They do.

Anthony Scaramucci: (14:06)
And they'll tell you every play and every foul and the bad ref call and so forth.

Marc Lasry: (14:12)
Yeah, they're fabulous. The part that's funny is, when you buy a team, you're in Milwaukee, so imagine you're just in the stadium and people literally will come up to me and go, listen, I got a great idea, here's who you got to trade for. And people will come up to you and talk to you. I remember one fan comes up to me and goes, listen, if you want to win this league, here's the trade you got to do. I'm like, sure, what do you think we should do? He goes, you got to get LeBron and you got to get Steph Curry. Get those two guys, we're going to be good. Wow, whoa, you think so? And he goes yeah, absolutely, no, trust me on this one. I'm like, okay, let me tell my GM. That's a great idea. It's amazing the stuff you hear, it really is.

Anthony Scaramucci: (15:05)
You have a Twitter account?

Marc Lasry: (15:09)
No, I do not have a Twitter account.

Anthony Scaramucci: (15:11)
Our mutual friend, Steve Cohen, confirmed yesterday that that's him on Twitter. So you don't tweet.

Marc Lasry: (15:18)
I don't tweet. I don't do anything. I'm so scared of tweeting. So I don't go on Twitter. I feel it's easier people text me.

Anthony Scaramucci: (15:27)
Right.

Marc Lasry: (15:27)
Yeah. I don't want the world knowing everything I'm doing, but I know you have one.

Anthony Scaramucci: (15:32)
I do have a Twitter down on somewhat, somewhat, somewhat, and use it a lot. During elections, I use it more actually.

Marc Lasry: (15:40)
I know. Who doesn't?

Anthony Scaramucci: (15:42)
So let me ask you this. David Star, went to school with one of his sons. I knew David, the late great David Star. I knew him for many, many years. And when I was at Tufts, I went to see him at his office. I actually interviewed him for the Tufts sports spectrum. I was probably 20 years old and he talked about the NBA and he looked me straight in the face. It was 1983. He said, they'll never be gambling in this sport.

Anthony Scaramucci: (16:09)
We will never have a franchise in Las Vegas, and we don't want people betting on these games in the United States. And here we are today, it's 2021. And tell us about that evolution and tell us how it's impacting the sport, if at all. Is it good for the sport? Is it bad for the sport?

Marc Lasry: (16:27)
I think it's great for the sport. I mean, people love to gamble.

Anthony Scaramucci: (16:31)
They do.

Marc Lasry: (16:33)
Right. The fear was, that in essence you'd have issues with players.

Anthony Scaramucci: (16:39)
Meaning that God forbid the player got hooked into a bad crowd and they threw a game or something like that. All the coaches got that.

Marc Lasry: (16:48)
And I think that fear has gone away. I'm not saying it's not fully gone, but you can bet now the over-under on a quarter, you could bet while the person's at the free-throw line, is he going to make it? There's all these different things you can bet on. It's part of the game. I mean, people do it. So I think part of what we want to do is get involved in more and, and get a benefit from that. I think that'll happen. Do I think a franchise will be in Vegas? I wouldn't see why not.

Anthony Scaramucci: (17:24)
The NFL also said they wouldn't have read as a Vegas and there we go. So there's been an explosion in franchise value and there're companies like Guile Capital that are trying to find ways to factionalize and to allow people to have an owner experience in a smaller way,

Marc Lasry: (17:44)
Right.

Anthony Scaramucci: (17:44)
Which will probably lead to higher evaluations and franchises.

Marc Lasry: (17:46)
I hope so.

Anthony Scaramucci: (17:47)
Yeah, me too, but more so for you, obviously. What really happens five years from now, or 10 years from now?

Marc Lasry: (17:58)
I think evaluations keep moving up because sports is one of the few things you can't record, I mean, you can record it, we all have a phone. Some of you have two phones, you may have three phones. So imagine you record and you say I want to see the game later on. Well, you got to put your phone away, because you get automatic updates. So I think that recording a sporting event is really hard. I'm not saying people don't do it, but it's got to be less than 1%. So is the one that you have to see live, is the one thing you want to see live. It's a huge content that people want, and I would tell you our new contract comes up or a new media contract comes up. I assume it'll be higher than the previous one. I think you're just going to find valuations continuing to grow, it should be good.

Anthony Scaramucci: (18:59)
So, the feeling of being handed the trophy, describe that feeling. I was watching you on TV when you accepted that trophy, how was the feeling?

Marc Lasry: (19:15)
I would tell you, in the beginning, it's actually funny. There's this massive amount of relief because it takes you so long to get there and then you finally get there and then you've got jubilation. You're thrilled. The hard part for you probably wouldn't have been as big a deal for me. They give you the trophy and they tell you, you can only speak for 10 seconds. And they're like, oh, I have so much to say

Anthony Scaramucci: (19:43)
I'd like to thank the academy and my mom and dad

Marc Lasry: (19:45)
You're on national TV, so you actually would like to say more than 10 or 15 seconds, but they're pretty strict about that. And then they go and we're going to give you the trophy, I'm like, great. And I've never lifted it or I've never taken it and you go and it's in this box and you go to lift and you realize, oh my God, it's heavy.

Anthony Scaramucci: (20:04)
I saw it in your office.

Marc Lasry: (20:05)
Yeah, it's really heavy. And now you got to lift it over your head, but you realize you haven't really worked out. The one thing you don't want to ever do is,

Anthony Scaramucci: (20:16)
Oh my God.

Marc Lasry: (20:17)
Could you imagine if I lift it up and it's like [inaudible 00:20:20] and then you drop it on national TV. It's kind of embarrassing, as I was lifting it, I'm like, oh wow. So now you're going slow. And literally, I get friends of mine texting me.

Anthony Scaramucci: (20:36)
This is going crazy.

Marc Lasry: (20:37)
And they're going, Hey, look like you were having a hard time lifting that thing off. I was like, yeah, it was fine. It was just heavy. The funny part is after the game, after we win, Giannis takes the trophy and he's got the MVP trophy and he's doing all the media things. So I go up to him, I'm like, Hey, y'all I just want the trophy to take a couple pictures. He goes, my trophy. He goes no. And so it's actually been a bit surreal. It was actually the first time. Imagine, it's how many people watch this. Within a, I would say a 24 hour period I got a call from president Clinton saying congratulations, president Obama saying congratulations, and president Biden calling and saying congrats and we want you to come to the White House to celebrate. It's very surreal, you get all these unknown numbers, you don't know whether to pick it up punk.

Marc Lasry: (21:36)
It was good.

Anthony Scaramucci: (21:38)
That's an apex moment. We all know that, but you're such a good guy, Mark. There had to be an apex moment for you with a person or a place or a charity over this Odyssey of ownership that you just walked out of there and felt great. What was that?

Marc Lasry: (21:58)
Oh, I would tell you. A lot of is, you're doing all these engagements in Milwaukee where you're speaking and you quickly find out, you're talking about owning a team, you don't really own it. I think you're custodian because you quickly find out the passion and the love that people have. We bring a bunch of the players to one of the hospitals in Milwaukee to help kids who have cancer. And you see that you're able to bring about a lot of change and you're trying to do things for the community.

Marc Lasry: (22:37)
And it's really, really cool. I know that's probably an overused word, but you find out that you can actually really effectuate change and how passionate people are about sports. If you come with any of the players, it is amazing, the impact, and you can see the impact we had on the city. You had literally 60, 70,000 people outside. It really unified the city, brought people together. I think it's been an incredible experience.

Anthony Scaramucci: (23:12)
And congratulations again, you were future. I watched the Michael Jordan, ESPN doc. I know you watched it, probably watched it twice. And it's very hard to repeat. It's very hard to put the chemistry. They were both statistics, bumps. We know the averages. So what are we doing to get back there?

Marc Lasry: (23:36)
You're going to do everything that you can, I think. What you quickly find out. And I think it's the same in life. You got to do a tremendous amount of hard work to get there. I think we're there. Then you got to stay healthy. That's big. I think the chemistry on our team is pretty unique. I think all the players know their roles. They know what they're doing and everybody gets along exceptionally. Well, we just had a team trip where we all went to Greece, the vast majority of the players went. I think we'll, if we stay healthy, we should hopefully get to the Eastern conference finals, and then we'll see what happens. I think the teams we've got are obviously worried about Brooklyn. Brooklyn is exceptionally talented and then we'll see on the west, they'll probably be the Lakers or the other teams, but I think we have as good a shot as anybody, but it's hard. You're absolutely right, it's very hard.

Anthony Scaramucci: (24:37)
Ladies and gentlemen, Marc Lasry, Avenue Capital, NBA championship owner of the Milwaukee Bucks. Thank you so much.