WEBVTT - David Solomon

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<v Speaker 1>One of the most significant investment banks in the world

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<v Speaker 1>is Goldman Sachs. It's had a gloried history. Recently, I

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<v Speaker 1>had a chance to sit down with the current CEO

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<v Speaker 1>of that firm, David Solomon, to ask him about the

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<v Speaker 1>Federal Reserve, operating Goldman Sachs, and the current economic environment.

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<v Speaker 1>So let's talk about some government matters. Now, you're in Washington,

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<v Speaker 1>the Federal Reserve. You've talked about the importance of the

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<v Speaker 1>FED being independent. So are you worried about the independence

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<v Speaker 1>of the FED? And the Secretary of Treasuries announced five

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<v Speaker 1>potential next chairs of the FED. Any of them or

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<v Speaker 1>all of them acceptable to you?

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<v Speaker 2>Well, let's get right into it.

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<v Speaker 1>David.

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<v Speaker 2>First of all, I just say and I think it's

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<v Speaker 2>a point that's worth emphasizing central bank independence, not just

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<v Speaker 2>here in the United States, but around the world. I

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<v Speaker 2>think it's served us very very well, and I think

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<v Speaker 2>it's something that we should speak out for, we should

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<v Speaker 2>strive for, and I think it's important. I'm not going

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<v Speaker 2>to comment on the individuals other than to say I

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<v Speaker 2>think all five individuals, you know, carry skills and experience

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<v Speaker 2>that could make them credible candidates to be a FED chair.

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<v Speaker 2>I think we all know that there's one person that's

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<v Speaker 2>going to make that decision is to the next Ed Shair.

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<v Speaker 1>And sometimes the government of the United States is moving

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<v Speaker 1>oscillating its policies a bit. Going tariffs are the things

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<v Speaker 1>Has that made it difficult to do well on Wall

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<v Speaker 1>Street for Wall Street firms or the Wall Street firms

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<v Speaker 1>seen to be doing okay? But has the changing in

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<v Speaker 1>policy of what the tariff we're having here or not

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<v Speaker 1>having it or other kinds of things, has it been

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<v Speaker 1>difficult for Wall Street firms to deal with what the

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<v Speaker 1>administration is doing or is actually not a big.

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<v Speaker 2>Problem government policy makers? You know, there's always uncertainty, there's

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<v Speaker 2>always unpredictability in all different kinds of administrations. And I

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<v Speaker 2>think our job as business leaders is to adapt and

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<v Speaker 2>to adjust and deal with it. Can'tidy. I think that's

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<v Speaker 2>that's what I think we do. Right.

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<v Speaker 1>So, the debt of the United States is now thirty

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<v Speaker 1>eight trillion dollars. Some people would say that's a lot.

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<v Speaker 1>Why is the businessman not worried about? As a general,

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<v Speaker 1>they don't seem to be as worried about the thirty

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<v Speaker 1>eight trillion as I would have thought they would be well.

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<v Speaker 2>I speak to a lot of people in the business

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<v Speaker 2>community and a lot of people in the financial community,

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<v Speaker 2>and I think people are worried about the level of

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<v Speaker 2>debt and the fact that we've reached a point. And

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<v Speaker 2>by the way, this is true in the United States,

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<v Speaker 2>but it's true when every developed economy where kind of

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<v Speaker 2>fiscal stimulus and an aggressive fiscal play is really just

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<v Speaker 2>kind of embedded in the way these democratic economies are operating.

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<v Speaker 2>And it's accelerated meaningfully in the last five years. I

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<v Speaker 2>think the pandemic, you know, played an accelerating role, and

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<v Speaker 2>it doesn't seem like we have an ability to pull

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<v Speaker 2>it back. And so we've taken the debt you know,

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<v Speaker 2>in the last fifteen plus years, kind of since the

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<v Speaker 2>financial crisis, from seven trillion to thirty eight trillion, and

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<v Speaker 2>just refinancing it for the rest of the Decade's what's

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<v Speaker 2>got to be refinanced. If you look at current rates,

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<v Speaker 2>you know, is going to grow it into the low forties,

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<v Speaker 2>you know for sure. And we're growing our spending at

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<v Speaker 2>a reasonable rate still, and so this is an issue

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<v Speaker 2>we have to wrestle with now. The path out really

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<v Speaker 2>isn't a revenue path out. The path out is a

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<v Speaker 2>growth path path and you know, if you think about it,

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<v Speaker 2>the difference you know, trend growth is two percent. The

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<v Speaker 2>difference between compound and growth of three percent and two

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<v Speaker 2>percent is monstrous in terms of dealing with this issue.

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<v Speaker 2>So there's a lot of discussion about running, you know,

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<v Speaker 2>a real growth play. I think we have some things

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<v Speaker 2>that are going on that give us a better opportunity

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<v Speaker 2>to have a higher growth trajectory, particularly you know, technology

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<v Speaker 2>AI getting embedded to the enterprise, the productivity opportunity from that.

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<v Speaker 2>But if we continue on the current course and we

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<v Speaker 2>don't take the growth level up, we will there will

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<v Speaker 2>be a reckoning in this. And the bottom line is

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<v Speaker 2>we have to find people, you know, to buy and

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<v Speaker 2>finance our debt. And you know, ultimately it's it's not

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<v Speaker 2>going to be other people around the world. If it

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<v Speaker 2>keeps growing, it's going to turn to us.

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<v Speaker 1>Is Wall Street worried about the fact that government is

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<v Speaker 1>shut down? I mean this is for a long shutdown

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<v Speaker 1>or people on Wall Street saying, well, it don't get

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<v Speaker 1>started again at some point, or have you seen the

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<v Speaker 1>adverse impact on your business as a result of the

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<v Speaker 1>government shutdown.

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<v Speaker 2>I think we all should be concerned about the fact

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<v Speaker 2>that the government shutdown. And I you know, I think

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<v Speaker 2>it's unfortunate that we have government shutdowns, and this one's

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<v Speaker 2>now going on for a period of time. As it

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<v Speaker 2>goes on longer, it starts to have an economic impact, right,

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<v Speaker 2>it starts to filter through the economy. And we're getting

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<v Speaker 2>you know, we're getting to that point in.

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<v Speaker 1>This Who do you think the shutoffs were for the

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<v Speaker 1>shutdown the government? Right, Well, let me ask you. I

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<v Speaker 1>know you're not going to answer that question. So every

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<v Speaker 1>seven years on average, and the US economy has had

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<v Speaker 1>a recession seven year own average. We haven't had a

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<v Speaker 1>recession for quite a while. Are you worried about any

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<v Speaker 1>potential recession coming or you think the economy is in

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<v Speaker 1>pretty good shape?

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<v Speaker 2>Well, I think the economy is in pretty good shape

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<v Speaker 2>at the moment. And I think when you look at

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<v Speaker 2>kind of the give gets, you know, in terms of

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<v Speaker 2>tailwinds that winds are there are more tailwinds.

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<v Speaker 1>At the moment.

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<v Speaker 2>I mean, I go back where we're still running a

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<v Speaker 2>pretty aggressive fiscal you know, fiscal play, the AI infrastructure

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<v Speaker 2>investment boom you have, you know, you've got six or

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<v Speaker 2>seven large companies that are going to spend three hundred

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<v Speaker 2>and fifty billion dollars you know, this year on AI infrastructure.

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<v Speaker 2>That has an effect on growth. We also, after a

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<v Speaker 2>period of kind of heavier regulatory oversight of business broadly,

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<v Speaker 2>there's now a pretty clear by this administration, a pretty

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<v Speaker 2>clear systematic look at regulation and you know, more of

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<v Speaker 2>a view toward what regulation is really necessary and works

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<v Speaker 2>as effective. And that's you know, that's a tailwind for

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<v Speaker 2>growth and so you all and you also have as

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<v Speaker 2>AI gets embedded into the enterprise, you have real productivity gains.

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<v Speaker 2>So we've got a big, diverse economy. It's in pretty

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<v Speaker 2>good shape at the moment. There are things we can't

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<v Speaker 2>see that could set it off, but I think the

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<v Speaker 2>chance of a recession and the near term is low.

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<v Speaker 2>But that's one of the things about sentiment shifts and

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<v Speaker 2>changes and support. You generally don't see them until they're

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<v Speaker 2>right in front of you.

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<v Speaker 1>On AI, some people would say that there's maybe a

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<v Speaker 1>little bit of a bubble in AI. When you have

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<v Speaker 1>companies with market caps of five trillion dollars, you don't

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<v Speaker 1>see any bubble there at all.

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<v Speaker 2>Whenever we have an acceleration in technology and people get

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<v Speaker 2>excited about it. You have significant capital formation around new

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<v Speaker 2>companies that are trying to capitalize on that opportunity. And

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<v Speaker 2>you know, we've seen this before through history, and you're

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<v Speaker 2>seeing it, you're seeing it now. It won't be a

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<v Speaker 2>straight line. The opportunity set with AI is enormous. There

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<v Speaker 2>will be winners and losers, and it's hard to pick

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<v Speaker 2>the winners and losers now. And certainly a lot of

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<v Speaker 2>the capital that's being deployed will not produce adequate returns,

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<v Speaker 2>and a bunch of the capital that's being deployed will actually,

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<v Speaker 2>you know, will actually not produce any returns.

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<v Speaker 1>But dollar is down about eleven percent or so against

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<v Speaker 1>the Euro and some other currencies as well this year.

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<v Speaker 2>Yeah year, I mean in the last fifteen years, it's

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<v Speaker 2>up monstrously.

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<v Speaker 1>Right, But did you worry that it's gone down or

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<v Speaker 1>you think it was overvalued? And as a result of

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<v Speaker 1>it having gone down, you think the chance of a

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<v Speaker 1>Plaza core to orchestrated effort to take it down even

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<v Speaker 1>further is unlikely? And you think the dollar decline now

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<v Speaker 1>is okay, it's suggusted appropriately.

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<v Speaker 2>You know, the dollar has been on a pretty good

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<v Speaker 2>run over a long period of time, and it's certainly

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<v Speaker 2>given back this year given some of the policy actions,

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<v Speaker 2>some of the gains. But fundamentally, the dollar is the

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<v Speaker 2>reserve currency of the world. I don't see anything at

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<v Speaker 2>the moment that threatens that. I'm not concerned that there's

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<v Speaker 2>some fundamental shift. And actually, when you think about digitization

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<v Speaker 2>and tokenization and access to the dollar, you know, over

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<v Speaker 2>time it's actually allowing easier access to the dollar around

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<v Speaker 2>the world, which in the long run is a benefit

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<v Speaker 2>for the dollar and the dollar's position in the world.

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<v Speaker 1>What about crypto? Is crypto now important for Wall Street?

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<v Speaker 1>It's an important business? And are you a big believer

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<v Speaker 1>in the viability and the good investment opportunities? And related

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<v Speaker 1>to crypto.

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<v Speaker 2>I'm a big believer in the technology of the blockchain

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<v Speaker 2>and the ability for us to change the financial infrastructure

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<v Speaker 2>the rails to increase speed and decrease friction, and that's

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<v Speaker 2>a very very good thing for the system. That's different

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<v Speaker 2>than a debate on the long term value of bitcoin.

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<v Speaker 2>I don't have a I think bitcoin looks like a

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<v Speaker 2>store of value. I don't have a real long term view,

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<v Speaker 2>you know, on that a strong long term view, but

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<v Speaker 2>I do. I do have a very strong view about tokenization, digitization,

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<v Speaker 2>stable coins, and innovation around the whole financial infrastructure. It's coming,

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<v Speaker 2>it's coming at a very quick pace, and to the

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<v Speaker 2>degree that it increases speed, reduces friction, and allows for

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<v Speaker 2>a more secure system, I think that's a very very

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<v Speaker 2>good thing.

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<v Speaker 1>So firms like yours seem to have two main businesses.

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<v Speaker 1>I'll say one is investment banking and together is trading,

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<v Speaker 1>which is stronger. Right now, investment banking or trading are

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<v Speaker 1>both doing well.

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<v Speaker 2>They're both big, important businesses, and it's evolved a little bit, David,

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<v Speaker 2>because the way we run these businesses now we run

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<v Speaker 2>it as one business global banking and markets, and it's

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<v Speaker 2>our investment banking, fixed income, currencies and commodities and equities,

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<v Speaker 2>franchises and the RUE is one business. We've obviously had

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<v Speaker 2>an extraordinary leadership position in investment banking and M and A,

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<v Speaker 2>and we've maintained and strengthened that. But in our trading businesses,

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<v Speaker 2>we've increased our wallet share with our clients over the

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<v Speaker 2>last five years by three hundred and eighty basis points,

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<v Speaker 2>and so we've really created an ecosystem by getting these

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<v Speaker 2>businesses to work together as one. Goldman sachs that our

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<v Speaker 2>clients really feel like they've benefited from and so we've

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<v Speaker 2>seen growth in those relatively mature businesses because of that.

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<v Speaker 1>When COVID came, a lot of people work by zoom

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<v Speaker 1>they had to really and then when COVID was over,

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<v Speaker 1>people were urging their employees to come back to work.

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<v Speaker 1>And there's still a little bit of a fight on

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<v Speaker 1>Wall Street about whether people should work in the office

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<v Speaker 1>five days a week or four days a week. What

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<v Speaker 1>is your policy.

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<v Speaker 2>We don't have a policy. We work. Ours is a

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<v Speaker 2>culture of teamwork and collaboration and apprenticeship, and that works

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<v Speaker 2>when people come together. But people also travel to see

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<v Speaker 2>clients and people all so have busy, complex lives and

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<v Speaker 2>we have to give them flexibility. We did that before COVID,

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<v Speaker 2>we do that now. But fundamentally, people show up, they work.

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<v Speaker 2>We don't have rules. They get their jobs done, they're accountable,

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<v Speaker 2>they're present, and you know, we we come together.

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<v Speaker 1>That's what We don't care if they're in the office

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<v Speaker 1>five days or three days, as long as a job

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<v Speaker 1>against done.

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<v Speaker 2>As long as as long as they're doing what they

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<v Speaker 2>need to do. And part of what you need to

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<v Speaker 2>do is you need to be present, You need to

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<v Speaker 2>mentor people. By the way, young people, they're coming to

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<v Speaker 2>Golden Sacks to learn. All these young people we were

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<v Speaker 2>talking about, they want to be present in the office

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<v Speaker 2>and they want senior people around them.

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<v Speaker 1>They want to learn what brings you to Washington other

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<v Speaker 1>than this event, what you're doing and what what are

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<v Speaker 1>you doing in Washington today?

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<v Speaker 2>Principally, fifteen years ago, we created a program at Golden

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<v Speaker 2>Sacks called ten Thousand Small Businesses. We had a thesis

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<v Speaker 2>that if we could provide some boot camp business education

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<v Speaker 2>for small businesses. Given the importance that small businesses play

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<v Speaker 2>in our economy here in the United States, the entrepreneurial spirit.

0:10:56.960 --> 0:10:59.599
<v Speaker 2>I think thirty five percent of the private workforce in

0:10:59.640 --> 0:11:02.880
<v Speaker 2>the United States as small businesses, that if we could

0:11:02.920 --> 0:11:06.320
<v Speaker 2>make an investment in that community and use our expertise,

0:11:06.360 --> 0:11:09.000
<v Speaker 2>our knowledge and transmitted into that community, it would spur

0:11:09.160 --> 0:11:11.960
<v Speaker 2>more investment, more economic growth. A few years ago, we

0:11:12.000 --> 0:11:16.120
<v Speaker 2>created a platform called ten Thousand Businesses Voices to bring

0:11:16.320 --> 0:11:20.200
<v Speaker 2>graduates of that program to d C periodically to go

0:11:20.320 --> 0:11:23.200
<v Speaker 2>up on the hill and spend time with members and

0:11:23.280 --> 0:11:26.000
<v Speaker 2>senators on policy issues. And so we have two thousand

0:11:26.040 --> 0:11:28.400
<v Speaker 2>small businesses here. When you think about the power of

0:11:28.440 --> 0:11:33.760
<v Speaker 2>the US economy, you can't understate how important this entrepreneurial spirit.

0:11:33.800 --> 0:11:35.640
<v Speaker 2>It's different from other places in the world.

0:11:35.920 --> 0:11:39.080
<v Speaker 1>Let's talk about your background. Where were you born.

0:11:39.880 --> 0:11:42.319
<v Speaker 2>I was born in Westchester County, outside New York City,

0:11:42.320 --> 0:11:43.360
<v Speaker 2>White Pins, White Plains.

0:11:43.480 --> 0:11:45.040
<v Speaker 1>Name, And what did your parents do.

0:11:45.280 --> 0:11:49.520
<v Speaker 2>My father had a financial printing business, like mutual fund Perspectuses,

0:11:49.559 --> 0:11:54.520
<v Speaker 2>and you know Perspectus is in Manhattan, a small financial

0:11:54.520 --> 0:11:57.600
<v Speaker 2>printing business. He was actually quite smart. He sold it

0:11:57.640 --> 0:11:59.680
<v Speaker 2>in two thousand to one of the big financial printers

0:12:00.120 --> 0:12:03.040
<v Speaker 2>that didn't exist after twenty ten. So I think he

0:12:03.040 --> 0:12:05.680
<v Speaker 2>made I think he made a good trade. My mom

0:12:05.720 --> 0:12:09.200
<v Speaker 2>was an audiologist at the Berke Rebilitation Hospital in White Plains.

0:12:09.240 --> 0:12:11.160
<v Speaker 1>And were you a star student when you were in

0:12:11.200 --> 0:12:13.320
<v Speaker 1>elementary or junior high school or high school?

0:12:13.920 --> 0:12:15.839
<v Speaker 2>I would not say I was a star student. I

0:12:15.880 --> 0:12:19.640
<v Speaker 2>would say that I was a distracted student, meaning I

0:12:19.679 --> 0:12:23.160
<v Speaker 2>have lots of interests, and you know, studying hard was

0:12:23.200 --> 0:12:25.440
<v Speaker 2>not one of them. There was a point when I

0:12:25.480 --> 0:12:27.480
<v Speaker 2>really kind of got it when I was in college.

0:12:27.880 --> 0:12:32.640
<v Speaker 2>But I would say I coasted more through through high school.

0:12:32.400 --> 0:12:34.280
<v Speaker 1>To an athlete. Were you an athlete?

0:12:34.320 --> 0:12:36.640
<v Speaker 2>I was. I was an athlete, but I was extremely mediocre,

0:12:36.880 --> 0:12:38.400
<v Speaker 2>extremely mediocre.

0:12:38.400 --> 0:12:41.560
<v Speaker 1>I know the feeling. Okay, So, so you went to

0:12:41.600 --> 0:12:44.600
<v Speaker 1>Hamilton College because you admired Alexander Hamilton or.

0:12:44.520 --> 0:12:46.120
<v Speaker 2>Well, I went to Hamilton College because I didn't get

0:12:46.120 --> 0:12:46.720
<v Speaker 2>into Williams.

0:12:48.760 --> 0:12:49.480
<v Speaker 1>Well, but you're the chair.

0:12:49.520 --> 0:12:52.520
<v Speaker 2>But Hamilton College is a great school. I'm really glad.

0:12:52.960 --> 0:12:54.520
<v Speaker 2>I'm really glad that I went there.

0:12:54.600 --> 0:12:55.079
<v Speaker 1>You're the chair.

0:12:55.160 --> 0:12:58.079
<v Speaker 2>I've voted the last twenty five years to service there

0:12:58.320 --> 0:12:59.520
<v Speaker 2>and I do chair the board.

0:12:59.360 --> 0:13:03.200
<v Speaker 1>Of the board. Now, fantastic enact Congratulations. So are you

0:13:03.320 --> 0:13:05.400
<v Speaker 1>graduated from Hamilton? What did you major in?

0:13:06.600 --> 0:13:09.719
<v Speaker 2>I majored in political science and I thought, I really

0:13:09.760 --> 0:13:11.120
<v Speaker 2>thought I was going to go to law school.

0:13:12.440 --> 0:13:14.400
<v Speaker 1>And you didn't miss anything, trust me.

0:13:15.760 --> 0:13:19.600
<v Speaker 2>Well, it was very interesting. You know, all my friends

0:13:19.640 --> 0:13:21.320
<v Speaker 2>were moving to New York and if you really think

0:13:21.320 --> 0:13:25.440
<v Speaker 2>about it was nineteen eighty four and the financial services

0:13:25.480 --> 0:13:27.640
<v Speaker 2>world kind of the bottom of what I would call

0:13:28.520 --> 0:13:31.200
<v Speaker 2>was a long drag from the late sixties to nineteen

0:13:31.240 --> 0:13:33.520
<v Speaker 2>eighty two. I mean the moment would be September fifteenth,

0:13:33.559 --> 0:13:36.520
<v Speaker 2>nineteen eighty two, when the ten year Treasury at fifteen

0:13:36.559 --> 0:13:39.040
<v Speaker 2>point nine percent. We were just starting to come out

0:13:39.040 --> 0:13:41.880
<v Speaker 2>of that and see equities start to start to move

0:13:41.880 --> 0:13:45.120
<v Speaker 2>again in banks and financial firms were creating analyst programs

0:13:45.160 --> 0:13:49.320
<v Speaker 2>and banks were creating training programs, and all my friends

0:13:49.320 --> 0:13:50.960
<v Speaker 2>were going to New York to do this. I didn't

0:13:51.000 --> 0:13:55.079
<v Speaker 2>really know much about finance, but it was an opportunity

0:13:55.160 --> 0:13:58.400
<v Speaker 2>to kind of continue what we were doing in college

0:13:58.440 --> 0:14:01.120
<v Speaker 2>in an apartment in New York and where you could

0:14:01.120 --> 0:14:03.079
<v Speaker 2>earn a salary of twenty two thousand dollars. So I

0:14:03.120 --> 0:14:04.880
<v Speaker 2>got a job at the Irving Trust Company, which was

0:14:04.880 --> 0:14:09.320
<v Speaker 2>a commercial bank and a bank training program, and I

0:14:09.400 --> 0:14:12.800
<v Speaker 2>went to work on Wall Street, actually literally on Wall Street.

0:14:12.840 --> 0:14:15.560
<v Speaker 2>Irving Trust headquarters was number one Wall Street.

0:14:16.000 --> 0:14:18.240
<v Speaker 1>Did you interview for a job at Goldman Sacks and

0:14:18.240 --> 0:14:18.920
<v Speaker 1>get turned down?

0:14:19.000 --> 0:14:21.800
<v Speaker 2>I didn't interview. I sent a letter asking for an interview,

0:14:21.800 --> 0:14:23.840
<v Speaker 2>and I got a reply back saying no, thank you.

0:14:23.920 --> 0:14:25.240
<v Speaker 1>After Irving you went where.

0:14:25.480 --> 0:14:27.560
<v Speaker 2>Back in those days, generally speaking, if you wanted a

0:14:27.600 --> 0:14:29.240
<v Speaker 2>career on Wall Street, you had to go to business school.

0:14:29.840 --> 0:14:32.960
<v Speaker 2>And so in the fall of nineteen eighty five and

0:14:33.000 --> 0:14:35.200
<v Speaker 2>early nineteen eighty six, I was applying to business school,

0:14:36.040 --> 0:14:38.200
<v Speaker 2>but I got an interview at Drexel Burnham Lambert in

0:14:38.200 --> 0:14:41.400
<v Speaker 2>the Hijo bond department and in a small branch of

0:14:41.440 --> 0:14:44.920
<v Speaker 2>it that was based in New York that basically traded

0:14:44.960 --> 0:14:47.520
<v Speaker 2>and sold junk commercial paper if you can believe that

0:14:47.560 --> 0:14:50.320
<v Speaker 2>product existed. And I took that job and went to

0:14:50.360 --> 0:14:53.360
<v Speaker 2>Drexel burning I had a great experience Atdrexel Burnham. I

0:14:53.440 --> 0:14:56.080
<v Speaker 2>learned a lot. My background was all around hyo bonds

0:14:56.120 --> 0:14:56.840
<v Speaker 2>and credit trading.

0:14:57.000 --> 0:14:58.640
<v Speaker 1>But you left before they went bankrump.

0:14:58.760 --> 0:15:01.560
<v Speaker 2>I did. I I was competing for a piece of

0:15:01.600 --> 0:15:04.720
<v Speaker 2>business with a Goldman sax partner's name was John winkel Read.

0:15:06.000 --> 0:15:08.960
<v Speaker 2>And at the end of competing for that piece of

0:15:08.960 --> 0:15:11.440
<v Speaker 2>business and actually doing that piece of business, it was

0:15:11.480 --> 0:15:14.080
<v Speaker 2>actually a financing for Sheldon Adelson, who was building big

0:15:14.080 --> 0:15:17.240
<v Speaker 2>casino hotels in Las Vegas. We raised them one point

0:15:17.280 --> 0:15:21.080
<v Speaker 2>two billion dollars. In nineteen ninety eight, I started getting

0:15:21.080 --> 0:15:23.280
<v Speaker 2>recruited to come to Goldman Sachs and I had been

0:15:23.280 --> 0:15:26.200
<v Speaker 2>in a pretty senior position at bear Stearns, but I

0:15:26.280 --> 0:15:28.280
<v Speaker 2>really thought it was an opportunity to go to work

0:15:28.280 --> 0:15:30.840
<v Speaker 2>for what I believed was, you know, the most extraordinary

0:15:30.840 --> 0:15:31.920
<v Speaker 2>financial firm on Wall Street.

0:15:32.000 --> 0:15:34.720
<v Speaker 1>It's very unusual for it my mid to early career

0:15:34.760 --> 0:15:36.720
<v Speaker 1>to go to Goldman because usually I'd hire people right

0:15:36.760 --> 0:15:38.680
<v Speaker 1>on business score college and you went kind of as

0:15:38.680 --> 0:15:40.800
<v Speaker 1>a lateral, and that was unusual. I assumed you had.

0:15:40.720 --> 0:15:43.680
<v Speaker 2>That at the time. It wasn't unprecedented, but it was.

0:15:44.160 --> 0:15:46.680
<v Speaker 2>It was unusual. The firm was just going public. I

0:15:46.720 --> 0:15:49.640
<v Speaker 2>mean I came right after the IPO, and the firm

0:15:49.680 --> 0:15:52.120
<v Speaker 2>in that year had gone out and hired you know,

0:15:52.240 --> 0:15:56.400
<v Speaker 2>five or six partners that had real credibility because the

0:15:56.400 --> 0:15:58.280
<v Speaker 2>firm was trying to grow and expand its footprints.

0:15:58.360 --> 0:16:00.320
<v Speaker 1>So how many years were you there before where you

0:16:00.360 --> 0:16:01.520
<v Speaker 1>became the CEO?

0:16:01.800 --> 0:16:03.880
<v Speaker 2>Well, I became the CEO in twenty eighteen, so that

0:16:03.920 --> 0:16:05.240
<v Speaker 2>means I was there nineteen years.

0:16:05.440 --> 0:16:07.000
<v Speaker 1>So work your way up. Did you think when you

0:16:07.080 --> 0:16:08.440
<v Speaker 1>join you wind up as a CEO?

0:16:08.760 --> 0:16:10.600
<v Speaker 2>No, I didn't think I would be there for twenty years.

0:16:10.640 --> 0:16:12.680
<v Speaker 2>I remember there was a partner who was a longtime

0:16:12.720 --> 0:16:16.920
<v Speaker 2>partner named Bob Hurst who was talking who it was

0:16:17.040 --> 0:16:18.720
<v Speaker 2>just kind of he was kind of winding down when

0:16:18.720 --> 0:16:21.000
<v Speaker 2>I joined the firm, and I remember being at an

0:16:21.080 --> 0:16:23.200
<v Speaker 2>event with clients and he was talking about all the

0:16:23.240 --> 0:16:24.680
<v Speaker 2>years he had been at the firm, and I remember

0:16:24.720 --> 0:16:26.560
<v Speaker 2>looking him and saying, well, I'll never make that many years.

0:16:26.720 --> 0:16:30.520
<v Speaker 1>You became the CEO in October of twenty eighteen. The

0:16:30.600 --> 0:16:33.680
<v Speaker 1>stock is up roughly three hundred percent since then. The

0:16:33.680 --> 0:16:37.520
<v Speaker 1>market capitalization's up roughly three hundred percent, So people are

0:16:37.520 --> 0:16:38.440
<v Speaker 1>pretty happy with you.

0:16:38.560 --> 0:16:41.800
<v Speaker 2>I assume this week, I mean, you know, so you.

0:16:41.920 --> 0:16:45.040
<v Speaker 1>Came out with your earnings, because last week your earnings

0:16:45.040 --> 0:16:48.080
<v Speaker 1>were up per share I guess forty one percent per share,

0:16:48.120 --> 0:16:50.720
<v Speaker 1>forty six percent, forty six percent over a year of year.

0:16:51.560 --> 0:16:53.560
<v Speaker 1>But the stock went down two percent. And how can

0:16:53.600 --> 0:16:55.320
<v Speaker 1>that be given how well you did.

0:16:55.360 --> 0:16:57.360
<v Speaker 2>I guess they wanted earnings to be up fifty five percent.

0:16:57.440 --> 0:17:00.000
<v Speaker 2>I mean, you know, we we really don't. I mean

0:17:00.280 --> 0:17:02.360
<v Speaker 2>it's hard for me because like any human being, you know,

0:17:02.600 --> 0:17:04.720
<v Speaker 2>I have the screen on my desk or on my phone.

0:17:05.080 --> 0:17:08.760
<v Speaker 2>But we're really you know, twenty eighteen, when this leadership

0:17:08.760 --> 0:17:11.600
<v Speaker 2>team started, you know, through twenty eighteen, the end of

0:17:11.600 --> 0:17:15.280
<v Speaker 2>twenty eighteen to twenty nineteen, we really developed a strategy

0:17:15.280 --> 0:17:17.320
<v Speaker 2>to grow the firm, and we've made real progress, and

0:17:17.320 --> 0:17:19.520
<v Speaker 2>we've grown the firm very materially. I mean, the market

0:17:19.520 --> 0:17:22.520
<v Speaker 2>cap has grown as you highlight because we've grown the revenues.

0:17:22.800 --> 0:17:25.080
<v Speaker 2>We've not quite doubled the revenues. We've taken the revenues

0:17:25.080 --> 0:17:27.560
<v Speaker 2>from mid thirties to almost sixty and we've grown the

0:17:27.600 --> 0:17:30.800
<v Speaker 2>earnings very very materially, and that's grown the market cap.

0:17:31.200 --> 0:17:34.240
<v Speaker 2>And so we're executing on that strategy. And I think

0:17:34.280 --> 0:17:37.560
<v Speaker 2>we've got a great strategy, an incredible team. We've got

0:17:37.600 --> 0:17:39.679
<v Speaker 2>a client. We're incredibly focused on our clients and our

0:17:39.680 --> 0:17:43.520
<v Speaker 2>client franchise, and you know, the stock will follow. Our

0:17:43.600 --> 0:17:46.280
<v Speaker 2>job is to execute, to be patient, to take a

0:17:46.320 --> 0:17:48.720
<v Speaker 2>long view. There will be cycles. At the moment, we're

0:17:48.720 --> 0:17:50.600
<v Speaker 2>in a constructive cycle, so it feels like there are

0:17:50.640 --> 0:17:53.359
<v Speaker 2>lots of tailwinds. There'll be more headwinds, but you know,

0:17:53.400 --> 0:17:55.560
<v Speaker 2>over the next five years, I think we will continue

0:17:55.600 --> 0:17:58.280
<v Speaker 2>to grow the firm, continue to deliver for our clients,

0:17:58.280 --> 0:17:59.800
<v Speaker 2>and continue to deliver for shareholders.

0:18:00.320 --> 0:18:02.600
<v Speaker 1>What percentage of your employees are not men?

0:18:02.760 --> 0:18:05.600
<v Speaker 2>We've made a bunch of progress, especially in the senior rankspeicendily,

0:18:05.640 --> 0:18:08.879
<v Speaker 2>not enough and we continue to be focused on creating opportunities,

0:18:08.880 --> 0:18:10.120
<v Speaker 2>but it's a long, long road.

0:18:10.240 --> 0:18:13.080
<v Speaker 1>What are the skill sets that enables somebody to rise

0:18:13.119 --> 0:18:13.480
<v Speaker 1>up at.

0:18:13.400 --> 0:18:17.680
<v Speaker 2>Goldman Goldman's no different than any other professional services firm.

0:18:17.840 --> 0:18:20.240
<v Speaker 2>You know, I think one of the things that's important

0:18:20.240 --> 0:18:23.040
<v Speaker 2>to be successful in a professional services firm is you

0:18:23.160 --> 0:18:27.840
<v Speaker 2>have to enjoy interacting with people. It's a people business

0:18:27.840 --> 0:18:30.159
<v Speaker 2>inside the firm because you work collaboratively on teams and

0:18:30.160 --> 0:18:33.440
<v Speaker 2>you work collectively for the betterment of a group out

0:18:33.440 --> 0:18:36.000
<v Speaker 2>of the firm. And you have to like working with clients.

0:18:36.040 --> 0:18:37.439
<v Speaker 2>You have to like serving clients. You have to like

0:18:37.440 --> 0:18:40.400
<v Speaker 2>responding to clients, you have to like talking to being

0:18:40.480 --> 0:18:43.920
<v Speaker 2>with building relationships with clients, and so, you know, those

0:18:43.920 --> 0:18:46.679
<v Speaker 2>are skills that matter. To do those things, you have

0:18:46.720 --> 0:18:48.720
<v Speaker 2>to have to be smart, you have to be motivated.

0:18:48.880 --> 0:18:53.680
<v Speaker 2>We have four core values client service, partnership, integrity, and excellence.

0:18:54.119 --> 0:18:57.040
<v Speaker 2>And you know, all great businesses are underpinned by the

0:18:57.080 --> 0:18:59.840
<v Speaker 2>leadership in the organization living those values and really trying

0:18:59.840 --> 0:19:01.560
<v Speaker 2>to peak to the best of their ability to deliver

0:19:01.600 --> 0:19:02.439
<v Speaker 2>against those values.

0:19:02.680 --> 0:19:04.080
<v Speaker 1>So it used to be the case you had to

0:19:04.080 --> 0:19:07.040
<v Speaker 1>be a man to rise up at Wall Street. Today,

0:19:07.760 --> 0:19:11.080
<v Speaker 1>what percentage of your employees are are not men?

0:19:11.680 --> 0:19:14.040
<v Speaker 2>We've made a bunch of progress, especially in the senior ranks,

0:19:14.040 --> 0:19:17.240
<v Speaker 2>picendily not enough, and we continue to be focused on

0:19:17.280 --> 0:19:19.320
<v Speaker 2>creating opportunities. But it's a long you know, to get

0:19:19.320 --> 0:19:21.600
<v Speaker 2>to the top of the funnel. It's a it's a long,

0:19:21.680 --> 0:19:23.760
<v Speaker 2>long road. And you know the sample set. I remember

0:19:23.840 --> 0:19:26.920
<v Speaker 2>my training class, you know, it was it was ninety ten,

0:19:27.160 --> 0:19:29.119
<v Speaker 2>you know, men to you know, men to women, you know,

0:19:29.160 --> 0:19:29.920
<v Speaker 2>forty two years ago.

0:19:30.160 --> 0:19:32.240
<v Speaker 1>Many people who go to a place like Goldman say

0:19:32.280 --> 0:19:33.639
<v Speaker 1>that if you want to rise up yet they have

0:19:33.680 --> 0:19:35.880
<v Speaker 1>an MBA. But you don't have an MBA, And so

0:19:35.920 --> 0:19:37.359
<v Speaker 1>do you think it's necessary to get an MBA to

0:19:37.440 --> 0:19:39.119
<v Speaker 1>rise up at Goldman or equivalent firms.

0:19:39.280 --> 0:19:42.120
<v Speaker 2>I think there was a period, you know, thirty years

0:19:42.160 --> 0:19:45.360
<v Speaker 2>ago where it really was, you know, the vast majority

0:19:45.359 --> 0:19:47.199
<v Speaker 2>of people that rose up in the organization did have

0:19:47.240 --> 0:19:49.920
<v Speaker 2>a business degree. I think that's changed, and the vast

0:19:49.920 --> 0:19:51.840
<v Speaker 2>majority of people that rise up in the organization do

0:19:51.920 --> 0:19:54.000
<v Speaker 2>not have a business degree. That doesn't mean that a

0:19:54.040 --> 0:19:56.760
<v Speaker 2>business degree is not a valuable is not a valuable thing,

0:19:58.040 --> 0:20:00.680
<v Speaker 2>but the you know, the world's changed. We can train

0:20:00.720 --> 0:20:03.600
<v Speaker 2>and develop people, you know differently, and you know, real

0:20:03.640 --> 0:20:05.520
<v Speaker 2>time experience is a valuable thing. And one of the

0:20:05.520 --> 0:20:08.400
<v Speaker 2>strategic things that the business schools did that I think

0:20:08.400 --> 0:20:10.800
<v Speaker 2>had an effect. If you go back to when I

0:20:10.880 --> 0:20:12.760
<v Speaker 2>first started, you worked for two years and you went

0:20:12.760 --> 0:20:15.920
<v Speaker 2>to business school. The business schools went to a mode

0:20:15.920 --> 0:20:17.760
<v Speaker 2>where they really wanted people to get four to six

0:20:17.840 --> 0:20:20.760
<v Speaker 2>years or seven years of experience, and so they kind

0:20:20.760 --> 0:20:23.480
<v Speaker 2>of wound up with people went to business school more

0:20:23.520 --> 0:20:26.560
<v Speaker 2>to career change, not to career continue, because if you

0:20:26.560 --> 0:20:28.919
<v Speaker 2>were if you worked in finance for four or five years,

0:20:29.320 --> 0:20:31.560
<v Speaker 2>you had learned a whole bunch of things real time

0:20:31.600 --> 0:20:34.960
<v Speaker 2>on the job, where the value proposition you know, for

0:20:35.040 --> 0:20:36.960
<v Speaker 2>going to business school wasn't the same as it was

0:20:37.000 --> 0:20:38.080
<v Speaker 2>if you were only two years in.

0:20:38.240 --> 0:20:41.240
<v Speaker 1>And if somebody is watching here and you want to

0:20:41.280 --> 0:20:44.440
<v Speaker 1>summarize what you wish somebody would know about Goldman Sachs,

0:20:44.560 --> 0:20:45.240
<v Speaker 1>what would it be.

0:20:45.320 --> 0:20:48.440
<v Speaker 2>It's filled with extraordinary people that are just zealously focused

0:20:48.440 --> 0:20:50.800
<v Speaker 2>on doing the best we can to serve our clients,

0:20:51.359 --> 0:20:53.240
<v Speaker 2>to build trust, to take a long term view, to

0:20:53.280 --> 0:20:56.080
<v Speaker 2>do the right thing, and really have the most be

0:20:56.160 --> 0:20:59.359
<v Speaker 2>a part of and steward what I believe is the

0:20:59.359 --> 0:21:01.879
<v Speaker 2>most extraordinary, very financial institution in the world, and to

0:21:01.920 --> 0:21:04.400
<v Speaker 2>try to make it stronger, better than we found it.

0:21:04.480 --> 0:21:06.760
<v Speaker 1>And your biggest worry today about what's going on in

0:21:06.760 --> 0:21:09.240
<v Speaker 1>the world or the economy. Is there any one worry

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<v Speaker 1>you're worried about.

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<v Speaker 2>Or there are always risks, There are always things to

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<v Speaker 2>worry about. We're constantly looking at our processes, looking at

0:21:15.000 --> 0:21:17.919
<v Speaker 2>our risk, thinking about what can go wrong. And the

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<v Speaker 2>reason for that is not because things aren't going to

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<v Speaker 2>go wrong. Things will go wrong. What defines a financial

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<v Speaker 2>institution when things go wrong is how the institution responds

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<v Speaker 2>to it. You know, we are zealously focused on that

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<v Speaker 2>because I guarantee things will go wrong. They always do.

0:21:34.119 --> 0:21:38.000
<v Speaker 2>Environments change, bumps come. Risk is risk, and when you

0:21:38.040 --> 0:21:40.040
<v Speaker 2>take risk, you know you have periods of time when

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<v Speaker 2>you lose money or it's hard to make money. And

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<v Speaker 2>what defines organizations is how they respond when things are tough,

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<v Speaker 2>not how they respond when things are easy.

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<v Speaker 1>Can you go out to dinner in New York without

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<v Speaker 1>somebody saying, here's a resume or here's a deal.

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<v Speaker 2>The greatest it's a privilege, and there's pleasure that comes

0:21:56.600 --> 0:22:00.360
<v Speaker 2>with it. The greatest privilege is stewarding this firm is

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<v Speaker 2>is the people that you get to work with that

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<v Speaker 2>the firm is filled with the most extraordinary people that

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<v Speaker 2>work so incredibly hard. You know, day in and day

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<v Speaker 2>out to serve our clients. They're smart, they're motivated, and

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<v Speaker 2>it's it's it's incredible to work with them, to be

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<v Speaker 2>with them, and then also our clients and the opportunity.

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<v Speaker 1>To particularly the private equity clients, the private.

0:22:20.320 --> 0:22:23.560
<v Speaker 2>Equity clients, and it avouves the private equity clients. But

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<v Speaker 2>the I mean, it's just it's it's the most enjoyable

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<v Speaker 2>thing about the business is people and the ability to

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<v Speaker 2>to learn and to be with people and be motivated

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<v Speaker 2>by people and stimulated by people. It's it's it's really extraordinary.

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<v Speaker 1>Thanks for listening to hear more of my interviews. You

0:22:39.119 --> 0:22:43.240
<v Speaker 1>can subscribe and download my podcast on Spotify, Apple, or

0:22:43.240 --> 0:22:44.040
<v Speaker 1>wherever you listen.