WEBVTT - Businessweek Extra - Blackstone’s Steve Schwarzman

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<v Speaker 1>This is Bloomberg Business Week from Bloomberg Radio. I'm Jason

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<v Speaker 1>Kelley and I'm Carol Masser. Welcome to the Bloomberg Business

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<v Speaker 1>Week Extra. It's a weekly podcast bringing you an in

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<v Speaker 1>depth interview with a big name newsmaker. He's one of

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<v Speaker 1>the best known names in investing. He co founded the

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<v Speaker 1>private equity behemoth Blackstone Steve Schwartzman. He writes about the

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<v Speaker 1>founding of the firm and more in his new book,

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<v Speaker 1>it's called What it Takes Lessons in the Pursuit of Excellence.

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<v Speaker 1>We spoke to Steve about his book about the pe world,

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<v Speaker 1>about China growing up in Philadelphia. Here's that conversation. So

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<v Speaker 1>if you think private equity, you definitely think of Steve Schwartzman.

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<v Speaker 1>He co founded the private equity behemoth that is Blackstone

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<v Speaker 1>today with Pete Peterson in the mid nineteen eighties after

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<v Speaker 1>a successful career on Wall Street. He writes about his path,

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<v Speaker 1>or what he calls a collection of inflection points that

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<v Speaker 1>led him to who he is and where he is today.

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<v Speaker 1>It's all in his new book, What It Takes Lessons

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<v Speaker 1>in the Pursuit of Excellence. It's so great to sit

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<v Speaker 1>down with you congratulations on the book. Oh thanks, fun

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<v Speaker 1>to be here. Well, and if you could see us,

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<v Speaker 1>you could see that we both have very well worn

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<v Speaker 1>copies of this. It's really a great read, Steve. Congratulations.

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<v Speaker 1>As Carol said, you know, one of the things that

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<v Speaker 1>really jumps out to me is the stories of Wall Street,

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<v Speaker 1>the stories from your early days sort of getting into

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<v Speaker 1>it d L. J. Lehman of course Blackstone later on.

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<v Speaker 1>How has Wall Street changed over the course of your career, Well,

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<v Speaker 1>wall Streets changed enormously. Uh. When when I got to

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<v Speaker 1>Wall Street, Uh, there there were a very large number

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<v Speaker 1>of firms uh doing different things. When when negotiated commissions

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<v Speaker 1>were implemented in may day, the cost structure of most

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<v Speaker 1>of the firms was very high. And what happened is

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<v Speaker 1>they were no longer competitive when somebody offered to do

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<v Speaker 1>a brokerage trade for fraction uh. And so you had

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<v Speaker 1>this uh consolidation that occurred with firms going out of

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<v Speaker 1>business emerging with other firms. Uh and and ultimately you

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<v Speaker 1>ended up with you know, ten firms down from probably

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<v Speaker 1>in terms of active firms, probably a fifty so so

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<v Speaker 1>so it was it was a dramatic change that that

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<v Speaker 1>happened over a ten to fifteen year period and as

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<v Speaker 1>results of that, everything changed. Is it a better Wall

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<v Speaker 1>Street today? It's a different wall Street. Uh, it's certainly

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<v Speaker 1>a much more efficient wall Street. It's a wall Street

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<v Speaker 1>that can mobilize much more capital. It's a world uh

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<v Speaker 1>that that has printed so much money. Uh, not just

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<v Speaker 1>in the United States, but the deficits that have run

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<v Speaker 1>uh that that it's easy to to aggregate a lot

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<v Speaker 1>of money to do a lot of things. It feels

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<v Speaker 1>like so much of what you've become and what you've

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<v Speaker 1>created really does go back to those early days, first

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<v Speaker 1>at del J briefly and then obviously business school. But

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<v Speaker 1>Lehman Brothers, that's where you were really forged in a

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<v Speaker 1>lot of ways. Talk to us about that time, the

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<v Speaker 1>lessons you took from that experience. Well, Lehman was at

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<v Speaker 1>that point, uh, fascinating place in the in the investment banking,

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<v Speaker 1>but a difficult place. I would say, my my first

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<v Speaker 1>day at work, somebody walked out of the elevator and

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<v Speaker 1>welcomed me and said, you're very lucky to work here,

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<v Speaker 1>because nobody here will ever stab you in the back. Actually,

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<v Speaker 1>they'll just walk right up to you and stab you

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<v Speaker 1>in the front. And I remember going home my wife said,

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<v Speaker 1>how is your first day at work? And I said,

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<v Speaker 1>this is going to be a really interesting experience. Well,

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<v Speaker 1>there's a line in your book that you say, Lehman Um,

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<v Speaker 1>you write how your exit from Lehman had shown you

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<v Speaker 1>Wall Street at its worst, with everyone for themselves. Yeah,

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<v Speaker 1>I was le got into financial trouble and and you know,

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<v Speaker 1>my own view, and everybody at the firm would have

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<v Speaker 1>a different view, is is that the grown ups didn't

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<v Speaker 1>protect the institution. They were too worried that the that

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<v Speaker 1>the CEO who got the firm in trouble would fire

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<v Speaker 1>them if they sort of took him on. And and

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<v Speaker 1>as a result, the firm was sort of frozen and

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<v Speaker 1>we we had marked market uh loss in terms of

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<v Speaker 1>our net worth, and so we were forced to uh

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<v Speaker 1>sell the business because it was discovered that the net

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<v Speaker 1>worth it's sort of gotten close to disappearing than your

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<v Speaker 1>ratings would go and the firm would collapse. So so

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<v Speaker 1>you know, I I looked at that and it's a

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<v Speaker 1>firm that was I guess about a hundred and fifty

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<v Speaker 1>years old something like that, and and say, how how

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<v Speaker 1>can this ever happen, and I never wanted anything like

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<v Speaker 1>that to happen to anybody I was associated with. On

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<v Speaker 1>the other hand, it was fascinating place with fascinating people. Uh.

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<v Speaker 1>It was before I joined, before there were any MBA classes.

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<v Speaker 1>So the people who worked there were like x CIA agents,

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<v Speaker 1>somebody from the entertainment business, you know, somebody from the

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<v Speaker 1>oil patch. Everybody had a lot of different points of view,

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<v Speaker 1>and it was a fascinating place. That's why I went

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<v Speaker 1>to work there. And you forged some incredibly important relationships

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<v Speaker 1>as well, not the least of which maybe among the

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<v Speaker 1>most important, if not the most important, was with Pete Peterson.

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<v Speaker 1>You know, you guys come out of that experience sort

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<v Speaker 1>of scarred in different ways. To do a large extent,

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<v Speaker 1>you start having breakfast every morning trying to figure out

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<v Speaker 1>what's going to happen next. Describe for us, if you will,

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<v Speaker 1>what was at the crux of your relationship with Pete. Well,

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<v Speaker 1>Pete was twenty one years older than me, and he

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<v Speaker 1>was known all over the United States, and I was

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<v Speaker 1>the young guy. Uh. And Pete was a very uh

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<v Speaker 1>structured Suma cum laude type of process thinker, uh, which

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<v Speaker 1>was great. Uh, but I was more of a I

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<v Speaker 1>guess you would call it sort of intuitive type of thinker.

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<v Speaker 1>And and so when we did things together, um, you know,

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<v Speaker 1>he would let me do like all the execution because

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<v Speaker 1>for a while he sort of like try and rehearse

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<v Speaker 1>what we do. And I said, don't worry about it.

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<v Speaker 1>I'll walk in the room. I'll know what. I got this, right,

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<v Speaker 1>I got this. Let's just you know it'll happen. And

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<v Speaker 1>it does. So so you know, we were a very

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<v Speaker 1>good team for a very long time over thirty years. Uh.

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<v Speaker 1>And um, you know, sort of incredibly productive and easy

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<v Speaker 1>to deal with because we each approached the world uh,

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<v Speaker 1>you know, somewhat somewhat differently, except when you guys went

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<v Speaker 1>out on your own and that first time when you

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<v Speaker 1>were looking for some money. You have a great story

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<v Speaker 1>in the book. Uh there's lot of rain involved. And

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<v Speaker 1>you said it. I think at one point like he

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<v Speaker 1>kind of looked at you like, would you get me

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<v Speaker 1>into Well, anybody has ever started anything doesn't have to

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<v Speaker 1>be on Wall Street. Anybody who started anything, including that

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<v Speaker 1>for profits, It doesn't go the way you think. Everybody

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<v Speaker 1>who starts something believes they're going to be very successful

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<v Speaker 1>or they wouldn't start it. And what you find is

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<v Speaker 1>that the world is not always waiting for you. In fact,

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<v Speaker 1>sometimes the world doesn't even respond to you. So when

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<v Speaker 1>we started, we set out about five letters expecting people

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<v Speaker 1>we used to do business with to call us and

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<v Speaker 1>give us an order. And the phone never rang. H

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<v Speaker 1>that's shocking, right, Uh, just normal courtesy. Uh. In the

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<v Speaker 1>incident you're talking about. When we started our private equibusiness,

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<v Speaker 1>you know, I would always call ahead if we were

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<v Speaker 1>lucky enough to even get an appointment, to make sure

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<v Speaker 1>it was all said. I did that we want a

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<v Speaker 1>solicitation at M I T. And we flew up from

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<v Speaker 1>New York, uh, and for three o'clock meeting. We're there

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<v Speaker 1>like a quarter to three, and we knock on the door,

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<v Speaker 1>and you know, I can remember what that door looked like,

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<v Speaker 1>you know, with that sort of uh you know, frosted

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<v Speaker 1>glass so you can't see into it, with printed letters

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<v Speaker 1>on it, and you know, you keep knocking on it.

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<v Speaker 1>Nobody comes and UM, so some janitor came by and

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<v Speaker 1>I said, excuse me, we're having trouble getting in the door.

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<v Speaker 1>He said, well, that shouldn't be a problem, but nobody's there.

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<v Speaker 1>I said, why aren't they there? He said, well, they

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<v Speaker 1>left for the weekend. I said, but but I called them.

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<v Speaker 1>They're expecting us, he said, I don't know. They left

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<v Speaker 1>for the weekend. And so you know, that was like

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<v Speaker 1>a complete like waste of time. But but then what

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<v Speaker 1>happened is, you know, some rainstorms came, and you know,

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<v Speaker 1>we didn't have a car and driver nothing. We didn't

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<v Speaker 1>even have an umbrella. And so you wait, you know,

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<v Speaker 1>like fifteen and twenty minutes for the rain to abate.

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<v Speaker 1>It kept getting worse. So so I just walked out

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<v Speaker 1>into the rain to try and hail a cab. But

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<v Speaker 1>you know, from their administrative building, I was not the

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<v Speaker 1>only person right, and the people who went to m

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<v Speaker 1>I T were more clever than me. They knew how

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<v Speaker 1>many streets up to stand. So I'm like standing in

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<v Speaker 1>the rain, soaking wet, and then I realized I'm gonna

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<v Speaker 1>get nothing. So I said, okay, I'm gonna have to

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<v Speaker 1>bribe somebody who's in a cab to let me in

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<v Speaker 1>a cab, so after they drop them off, then I'll

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<v Speaker 1>be able to go to the airport, taking Pete along

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<v Speaker 1>with me, who's standing under the covered area and not

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<v Speaker 1>wet with steam coming out of here. I'm not not

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<v Speaker 1>complete steam yet, so I so I tried with you know,

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<v Speaker 1>like twenty bucks, and you know I'd be knocking on

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<v Speaker 1>people's windows. You know, they wouldn't turn them down. You know,

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<v Speaker 1>it's just what you would expect. So increased it to

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<v Speaker 1>thirty dollars. But these were six dollars. There's more than

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<v Speaker 1>thirty dollars. And I finally found somebody and they let

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<v Speaker 1>us in, so Pete had to come and join me.

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<v Speaker 1>So the rain was just tellusion. You know, he's walking

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<v Speaker 1>out in a very dignified way, but there's no way

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<v Speaker 1>you can be dignified when you end up being soaking wet,

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<v Speaker 1>and you know, he sort of looked at me and

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<v Speaker 1>give me one of those what did you get me into?

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<v Speaker 1>So obviously things have gone better since then. But I

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<v Speaker 1>do wonder, from from a Wall Street and an investing perspective,

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<v Speaker 1>from the creation of black Stone, if you were to

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<v Speaker 1>pick one sort of catalytic moment, and you talk a

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<v Speaker 1>lot about inflection points, Look, what was the moment with

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<v Speaker 1>black Stone where you thought, okay, we've made it. Was

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<v Speaker 1>it a deal, was it a higher, was it an exit?

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<v Speaker 1>What was it. Well, they're all of those things that

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<v Speaker 1>are keys, as you've identified. There was one moment, uh,

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<v Speaker 1>and we were raising our first buyout fund, and I

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<v Speaker 1>said some modest objective of a billion dollars, which would

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<v Speaker 1>have made us either the second or third biggest fund

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<v Speaker 1>in the world. And neither Pete nor I had ever

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<v Speaker 1>made an investment. So so this is somewhat of an assertion, uh,

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<v Speaker 1>that that that the world wasn't taking up. And we

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<v Speaker 1>we had burned all of our close relationships and we

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<v Speaker 1>had like seventy five million dollars, but it was all

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<v Speaker 1>contingent on getting to five million because nobody wanted to

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<v Speaker 1>be too big and we'd almost run out of everybody

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<v Speaker 1>and uh, and we had a meeting at the Prudential

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<v Speaker 1>Insurance Company in New Jersey, which was a lunch uh

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<v Speaker 1>and uh we weren't close to the prew uh, and

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<v Speaker 1>we came up with a concept because just selling a

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<v Speaker 1>private equity fund wasn't selling, that we put in our

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<v Speaker 1>advisory revenues UH to to create a higher return for

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<v Speaker 1>the investor. And so I was going through this um

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<v Speaker 1>this concept as we were eating lunch at Prudential, which

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<v Speaker 1>I had trouble with anyhow, because the menu didn't make sense.

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<v Speaker 1>I didn't realize that that instead of the price next

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<v Speaker 1>to things, there were calories. I couldn't understand, you know

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<v Speaker 1>why the desserts cost so much. So so I'm sitting

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<v Speaker 1>there and doing my my thing. Uh. In the chief

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<v Speaker 1>financial officers a person named Garnett Keith uh. And he

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<v Speaker 1>was eating a tuna on white bread cut on a

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<v Speaker 1>diagonal uh. And you know, I was watching you meat

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<v Speaker 1>as I was pitching. Uh. And you know, he finished

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<v Speaker 1>the first half of the sandwich, and then he finished

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<v Speaker 1>half of the second part of the sandwich, and he

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<v Speaker 1>looked up and he said, you know, I like this.

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<v Speaker 1>I'll take a hundred million. And at that point, Prudential,

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<v Speaker 1>which is the largest investor in UM in private equity

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<v Speaker 1>in the world, the gold standard. I just couldn't believe

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<v Speaker 1>because that he did that, because if he did it,

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<v Speaker 1>other people would follow and we would be successful. And

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<v Speaker 1>I just kept watching and hope he wouldn't choke on

0:13:20.960 --> 0:13:25.320
<v Speaker 1>the rest of that, because over right, and then we

0:13:25.400 --> 0:13:30.400
<v Speaker 1>get nothing. So so you know, all entrepreneurs have have

0:13:30.440 --> 0:13:34.560
<v Speaker 1>many moments where you go from like a certain failure

0:13:35.280 --> 0:13:38.440
<v Speaker 1>to to hope and and and you know sort of

0:13:38.480 --> 0:13:41.160
<v Speaker 1>success that happened to be one of them. You know,

0:13:41.200 --> 0:13:42.880
<v Speaker 1>it's funny in your book to you, right, you can't

0:13:42.920 --> 0:13:44.280
<v Speaker 1>learn to be a manager, but you can learn to

0:13:44.320 --> 0:13:47.800
<v Speaker 1>be an entrepreneur. You can't. I'm sorry, you can't learn

0:13:47.960 --> 0:13:50.040
<v Speaker 1>You can learn to be you can learn to be

0:13:50.080 --> 0:13:52.440
<v Speaker 1>a manager, but you can't learn to be an entrepreneur

0:13:52.960 --> 0:13:56.800
<v Speaker 1>because being an entrepreneur involves seeing a lot of things

0:13:56.880 --> 0:14:04.480
<v Speaker 1>simultaneously put him together and have the desire and the

0:14:04.480 --> 0:14:09.160
<v Speaker 1>the ability to just say, Okay, this is gonna work.

0:14:09.400 --> 0:14:12.560
<v Speaker 1>I'm just going out there to make it happen. There

0:14:12.760 --> 0:14:17.360
<v Speaker 1>is no fallback, there is no net, you know when

0:14:17.400 --> 0:14:20.320
<v Speaker 1>when you're up on the high wire and you know

0:14:20.360 --> 0:14:24.600
<v Speaker 1>the only reason you do that is that you are sure. Now,

0:14:24.640 --> 0:14:27.680
<v Speaker 1>the fact that nine out of ten new businesses fails

0:14:28.160 --> 0:14:33.640
<v Speaker 1>means that it is a delusional exercise. Right, So so

0:14:33.840 --> 0:14:37.360
<v Speaker 1>to be that delusional and go out when the percentages

0:14:37.360 --> 0:14:40.680
<v Speaker 1>are against you takes a certain kind of person who

0:14:40.680 --> 0:14:44.160
<v Speaker 1>believes that they've figured it out to do it anyway. Well,

0:14:44.360 --> 0:14:47.040
<v Speaker 1>they don't think they're at risk. People who do these

0:14:47.160 --> 0:14:52.360
<v Speaker 1>you know sort of books or whatever or interview entrepreneurs

0:14:52.360 --> 0:14:56.400
<v Speaker 1>and talk about you know, you really like risk. Nobody

0:14:56.520 --> 0:15:01.160
<v Speaker 1>likes risk, nobody tries to fail and and you know,

0:15:01.240 --> 0:15:05.320
<v Speaker 1>so I've always found that whenever I do anything, whether

0:15:05.400 --> 0:15:08.360
<v Speaker 1>it's a new charitable thing or whether it's you know,

0:15:08.680 --> 0:15:12.640
<v Speaker 1>expanding different parts of of the firm, I like to

0:15:12.680 --> 0:15:18.160
<v Speaker 1>be completely convinced that whatever we're doing is going to work.

0:15:18.760 --> 0:15:23.080
<v Speaker 1>And I usually, um can explain to anybody why I

0:15:23.120 --> 0:15:28.200
<v Speaker 1>think what I think, and it's rational. But interestingly, hardly

0:15:28.240 --> 0:15:33.640
<v Speaker 1>anyone ever responds and and competes with us when we start,

0:15:34.600 --> 0:15:38.920
<v Speaker 1>because people are comfortable doing what they do. Uh, So

0:15:39.000 --> 0:15:41.920
<v Speaker 1>you can tell them we're doing something else and they go,

0:15:42.160 --> 0:15:44.840
<v Speaker 1>that's interesting, and then they just go back to what

0:15:44.880 --> 0:15:47.840
<v Speaker 1>they're doing. And it's part of the human condition. The

0:15:47.920 --> 0:15:51.480
<v Speaker 1>same way when you start something and you think it's

0:15:51.480 --> 0:15:53.880
<v Speaker 1>going to be easy because what you're doing is in

0:15:53.960 --> 0:15:59.720
<v Speaker 1>somebody else's best interest, they like basically, no matter what

0:15:59.800 --> 0:16:03.040
<v Speaker 1>they say, they like to continue what they're doing because

0:16:03.080 --> 0:16:05.960
<v Speaker 1>it works at that point in time. So so you

0:16:06.040 --> 0:16:09.000
<v Speaker 1>have to come up with something that's that's really compelling,

0:16:09.680 --> 0:16:15.600
<v Speaker 1>and then after you fail convincing them, you then go

0:16:15.720 --> 0:16:20.000
<v Speaker 1>away for a while and you come back again, and

0:16:20.600 --> 0:16:24.280
<v Speaker 1>if that doesn't work, you go away, you come back again.

0:16:24.760 --> 0:16:28.560
<v Speaker 1>You never give up. And if you're failing everywhere, that

0:16:28.640 --> 0:16:33.480
<v Speaker 1>means you need to fine tune what you're doing so

0:16:33.520 --> 0:16:35.880
<v Speaker 1>you don't just keep doing the exact same thing forever.

0:16:36.800 --> 0:16:42.200
<v Speaker 1>But but the tenacity and the emotional stability you need

0:16:42.240 --> 0:16:46.080
<v Speaker 1>in the fact, in the face of endless rejections is

0:16:46.480 --> 0:16:49.240
<v Speaker 1>really not for everyone. Well, I feel like this leads

0:16:49.280 --> 0:16:50.840
<v Speaker 1>and if if we may just talk a little bit

0:16:50.840 --> 0:16:53.200
<v Speaker 1>about what's been going on in the world at large,

0:16:53.200 --> 0:16:55.600
<v Speaker 1>because I feel like you have such a great vantage

0:16:55.600 --> 0:16:57.560
<v Speaker 1>point in terms of some of the macro issues, and

0:16:57.800 --> 0:17:00.000
<v Speaker 1>I think about US China and what you're just talking

0:17:00.000 --> 0:17:03.760
<v Speaker 1>thing about. I think you have two individuals who completely

0:17:03.760 --> 0:17:06.840
<v Speaker 1>believe that their course is the right one in terms

0:17:06.920 --> 0:17:10.560
<v Speaker 1>of US China trade. Um, you know both of them.

0:17:10.600 --> 0:17:13.080
<v Speaker 1>You've been on behalf of the administration to China. I

0:17:13.119 --> 0:17:16.399
<v Speaker 1>think you said in your books something like eight times

0:17:20.080 --> 0:17:22.800
<v Speaker 1>talk about tenacity. Yeah, yeah, how do you see this

0:17:22.880 --> 0:17:28.720
<v Speaker 1>working out? Well? I think it's it's more interesting than

0:17:28.760 --> 0:17:34.320
<v Speaker 1>two people because China has been the most rapidly growing

0:17:34.720 --> 0:17:38.560
<v Speaker 1>country probably in world history over a forty year period,

0:17:39.280 --> 0:17:43.760
<v Speaker 1>and then they did that with enormous energy central planning

0:17:44.480 --> 0:17:49.080
<v Speaker 1>and also adopting a lot of things that are emerging

0:17:49.119 --> 0:17:54.320
<v Speaker 1>markets countries do, which is hiding behind high terror falls uh.

0:17:54.560 --> 0:17:58.960
<v Speaker 1>Closing its markets and if not closed, not making them

0:17:59.000 --> 0:18:02.480
<v Speaker 1>as accessible is as the as the developed world does.

0:18:03.200 --> 0:18:07.439
<v Speaker 1>Uh and doing different things with intellectual property. And you

0:18:07.440 --> 0:18:12.760
<v Speaker 1>know the US uh in um uh nineteenth century sort

0:18:12.800 --> 0:18:14.879
<v Speaker 1>of did the same thing. We were a poor little

0:18:14.920 --> 0:18:17.679
<v Speaker 1>country UH, and we found a way to use tariffs

0:18:17.760 --> 0:18:22.199
<v Speaker 1>to protect ourselves at a certain point. That creates imbalances

0:18:22.400 --> 0:18:25.880
<v Speaker 1>around the world. So so now that you know, China's

0:18:25.920 --> 0:18:29.480
<v Speaker 1>got three trillion dollars of reserves, uh, it's it's the

0:18:29.520 --> 0:18:33.320
<v Speaker 1>biggest producer and fulfiller of jobs in the world. So

0:18:33.480 --> 0:18:37.159
<v Speaker 1>jobs have moved from the developed world to China. Wealth

0:18:37.240 --> 0:18:44.480
<v Speaker 1>has moved and the global financial crisis basically created problems

0:18:44.960 --> 0:18:47.760
<v Speaker 1>for the developed world. So now we have roughly half

0:18:47.800 --> 0:18:50.840
<v Speaker 1>of the people, for example, in the United States who

0:18:50.920 --> 0:18:56.440
<v Speaker 1>have income and insufficiency. Uh. They're in a bad way. Uh.

0:18:56.520 --> 0:19:01.800
<v Speaker 1>And and that creates populism. And and when domestic candidates

0:19:02.080 --> 0:19:05.600
<v Speaker 1>for being attacked don't result in change for the people

0:19:05.640 --> 0:19:09.120
<v Speaker 1>who are in trouble, they find a foreign devil. Uh.

0:19:09.119 --> 0:19:11.320
<v Speaker 1>And I was pretty sure it was going to be

0:19:11.400 --> 0:19:17.159
<v Speaker 1>China for those reasons so so so in effect, China

0:19:17.240 --> 0:19:24.359
<v Speaker 1>recognizes that that the circumstances of the world have changed. Um.

0:19:24.400 --> 0:19:26.680
<v Speaker 1>But but like all people who have a really good deal,

0:19:27.720 --> 0:19:30.560
<v Speaker 1>why would you change it? And you only change it

0:19:30.720 --> 0:19:34.200
<v Speaker 1>because there's there's pressure and the change ends up being

0:19:34.240 --> 0:19:38.240
<v Speaker 1>in their interest. On the other hand, UM, there are

0:19:38.240 --> 0:19:41.199
<v Speaker 1>people in their country who don't believe that they just

0:19:41.240 --> 0:19:43.639
<v Speaker 1>want things the way they are. Remember, people don't like

0:19:43.760 --> 0:19:47.359
<v Speaker 1>to change. And so here we have the developed world,

0:19:47.480 --> 0:19:50.800
<v Speaker 1>represented by the United States, who wants them to change.

0:19:51.160 --> 0:19:55.920
<v Speaker 1>So so it's a very interesting thing where China knows

0:19:55.960 --> 0:19:58.240
<v Speaker 1>it has to change, the US wants them to change.

0:19:58.240 --> 0:20:02.840
<v Speaker 1>It should be easy, uh, except uh, it's not easy

0:20:02.960 --> 0:20:07.280
<v Speaker 1>because people don't like giving up advantage. Uh. And on

0:20:07.359 --> 0:20:10.520
<v Speaker 1>the u S side, Uh, they would want to accomplish

0:20:10.640 --> 0:20:14.800
<v Speaker 1>this rebalancing as quickly and as thoroughly as they can.

0:20:15.400 --> 0:20:19.159
<v Speaker 1>So so what's what's happening over the last two and

0:20:19.200 --> 0:20:24.119
<v Speaker 1>a half years roughly, is these two giant countries, which

0:20:24.160 --> 0:20:28.600
<v Speaker 1>which together have somewhere between thirty five of the world's economy.

0:20:29.000 --> 0:20:32.200
<v Speaker 1>So this is like the two parents fighting, uh, and

0:20:32.240 --> 0:20:36.320
<v Speaker 1>the children you know, are like hiding uh And they're upset.

0:20:36.440 --> 0:20:39.320
<v Speaker 1>That's the rest of the world. It's just slowing trade.

0:20:39.960 --> 0:20:45.240
<v Speaker 1>But long term potential decoupling of these two giant countries

0:20:46.040 --> 0:20:50.600
<v Speaker 1>actually results in lower growth for everyone, right And how

0:20:50.680 --> 0:20:52.520
<v Speaker 1>much do you worry about that? How much do you

0:20:52.560 --> 0:20:55.560
<v Speaker 1>worry about that decoupling, because that seems to be the

0:20:55.600 --> 0:20:58.320
<v Speaker 1>biggest worry in the world right now, is that mom

0:20:58.320 --> 0:21:02.600
<v Speaker 1>and dad will come together. They're splitting of the world. Right. Well,

0:21:03.600 --> 0:21:08.760
<v Speaker 1>partly that's happening because because there hasn't been the overlap. Uh.

0:21:08.800 --> 0:21:13.840
<v Speaker 1>And and I think that because ultimately, um, you know,

0:21:13.920 --> 0:21:18.240
<v Speaker 1>people are rational on a certain level, that that as

0:21:18.280 --> 0:21:24.440
<v Speaker 1>as these two countries see that that's not working for them, uh,

0:21:24.680 --> 0:21:26.800
<v Speaker 1>that that they'll come to a table, which is what's

0:21:26.840 --> 0:21:30.359
<v Speaker 1>happening now for the I guess the third time. Uh.

0:21:30.400 --> 0:21:34.720
<v Speaker 1>And they're doing it not to just be helpful that

0:21:34.840 --> 0:21:38.359
<v Speaker 1>they're doing it as they as they recognize that the

0:21:38.520 --> 0:21:43.120
<v Speaker 1>short term in in trying to can remain fine with

0:21:43.440 --> 0:21:49.399
<v Speaker 1>policy adjustments, but they're borrowing from their future and long term,

0:21:49.440 --> 0:21:51.840
<v Speaker 1>if you really go off on your own and decouple,

0:21:52.720 --> 0:21:56.280
<v Speaker 1>uh and have a slower growing world, what's the win?

0:21:57.080 --> 0:21:59.679
<v Speaker 1>And that that's not a win, That's what and what

0:21:59.760 --> 0:22:03.200
<v Speaker 1>can you, Steve Schwartzman do to help this along. Well,

0:22:03.840 --> 0:22:05.560
<v Speaker 1>I think there are a lot of people who know

0:22:05.760 --> 0:22:10.320
<v Speaker 1>both countries, and I think it's it's it's important that

0:22:10.320 --> 0:22:15.200
<v Speaker 1>that that people understand where this is ultimately going, which

0:22:15.280 --> 0:22:19.719
<v Speaker 1>is not in their interest, and ultimately I I believe

0:22:19.920 --> 0:22:23.640
<v Speaker 1>that people will act in their self interest and there

0:22:23.680 --> 0:22:27.600
<v Speaker 1>will be an adjustment. No, no one can predict the way.

0:22:28.600 --> 0:22:31.560
<v Speaker 1>Sort of the media wants what's going to happen in October,

0:22:31.720 --> 0:22:33.800
<v Speaker 1>and you know it's sort of in the you know,

0:22:33.960 --> 0:22:37.280
<v Speaker 1>sort of I guess, but it's a who knows, because

0:22:37.320 --> 0:22:41.879
<v Speaker 1>it's really about for the primarily it's about China. They

0:22:41.960 --> 0:22:46.280
<v Speaker 1>have their hardliners, they have their reformers. What do they

0:22:46.320 --> 0:22:48.760
<v Speaker 1>actually want to put on a table? And President she

0:22:48.800 --> 0:22:51.960
<v Speaker 1>has to balance that right now, well, somebody has to

0:22:52.000 --> 0:22:55.879
<v Speaker 1>balance it. And and and in May when the trade

0:22:55.920 --> 0:23:00.359
<v Speaker 1>talks basically were I was gonna say suspended, but at

0:23:00.400 --> 0:23:04.520
<v Speaker 1>that point there were ended. Uh, you know, the balance

0:23:04.600 --> 0:23:08.800
<v Speaker 1>of reform versus you know, sort of the harder line position.

0:23:09.200 --> 0:23:12.800
<v Speaker 1>The harder line people you know, in effect had more influenced.

0:23:12.840 --> 0:23:16.119
<v Speaker 1>Now as it's all becoming more complicated, not just because

0:23:16.119 --> 0:23:19.399
<v Speaker 1>of trade, other decisions that China has made over the

0:23:19.480 --> 0:23:24.440
<v Speaker 1>last two or three years are creating more complexity there.

0:23:24.480 --> 0:23:27.880
<v Speaker 1>You know, they've got other things going on us as well.

0:23:27.880 --> 0:23:31.320
<v Speaker 1>They put pressure on them. Uh. That that that they're

0:23:31.400 --> 0:23:34.520
<v Speaker 1>coming and saying, let's let's see if we can do something,

0:23:35.119 --> 0:23:38.840
<v Speaker 1>uh is sensible. Uh It You can't get caught up

0:23:38.880 --> 0:23:44.080
<v Speaker 1>in two people or any administration, because if we don't

0:23:44.080 --> 0:23:49.160
<v Speaker 1>solve this problem. The attitude of the Democrats towards China

0:23:49.280 --> 0:23:54.720
<v Speaker 1>is is, if not identical uh to to the current administration,

0:23:55.080 --> 0:24:00.480
<v Speaker 1>it's pretty close. So I think China recognizes that, you know,

0:24:00.560 --> 0:24:04.960
<v Speaker 1>this is a structural issue. It's not a one US president. Uh.

0:24:05.560 --> 0:24:10.000
<v Speaker 1>And so getting something to lower the temperature and helping

0:24:10.040 --> 0:24:13.800
<v Speaker 1>growth globally is in everybody's interest. Will you keep going

0:24:13.800 --> 0:24:16.320
<v Speaker 1>back on behalf of the administration? Well, I keep going

0:24:16.359 --> 0:24:19.840
<v Speaker 1>back generally, Jason, because I have a you know, sort

0:24:19.880 --> 0:24:22.919
<v Speaker 1>of an academic program called the Schwortzman scholars which is

0:24:22.960 --> 0:24:25.800
<v Speaker 1>like the roads, and I go for that, and I

0:24:25.840 --> 0:24:30.840
<v Speaker 1>have some business stuff and and you know, the trade stuff,

0:24:31.600 --> 0:24:35.919
<v Speaker 1>you know, sort of continue. So I always have a

0:24:35.920 --> 0:24:39.280
<v Speaker 1>pretty full plate when I when I go to China.

0:24:39.400 --> 0:24:41.320
<v Speaker 1>When your country calls, you say in the book, and

0:24:41.359 --> 0:24:44.960
<v Speaker 1>I was curious what that program, the Shortsman Scholars program.

0:24:45.000 --> 0:24:47.520
<v Speaker 1>By working so much knowing the United States, working so

0:24:47.600 --> 0:24:50.720
<v Speaker 1>much in China, getting to know their society, their culture,

0:24:51.040 --> 0:24:54.119
<v Speaker 1>their leaders, what that has taught you and maybe something

0:24:54.119 --> 0:24:56.640
<v Speaker 1>that I feel, especially as the US China negotiations go on,

0:24:57.040 --> 0:25:00.280
<v Speaker 1>something that maybe people aren't aware of. Well, I think

0:25:01.720 --> 0:25:07.719
<v Speaker 1>I conceptualized this in UH because I could feel, you know,

0:25:07.760 --> 0:25:12.160
<v Speaker 1>a problem starting. I was wrong. It happened faster. But

0:25:12.240 --> 0:25:16.920
<v Speaker 1>we're now in our fourth class UH, and it's it's

0:25:16.960 --> 0:25:22.520
<v Speaker 1>really fascinating to see how things are changing and adjusting. UH.

0:25:22.560 --> 0:25:26.679
<v Speaker 1>You know, our program UH was was the only academic

0:25:26.760 --> 0:25:32.120
<v Speaker 1>program ever been endorsed UH in China by the President

0:25:32.160 --> 0:25:36.800
<v Speaker 1>of China, which happened to be President She's first proclamation

0:25:36.880 --> 0:25:40.960
<v Speaker 1>after he was elected UH and President Obama did that

0:25:41.000 --> 0:25:42.879
<v Speaker 1>for the U. S. Side. So so we have a

0:25:42.960 --> 0:25:48.160
<v Speaker 1>very unique UH position UH in China. And I think

0:25:48.560 --> 0:25:53.479
<v Speaker 1>it's a very important place because as as things, you know,

0:25:54.000 --> 0:25:57.840
<v Speaker 1>when they're bad between the countries, there's more nationalism on

0:25:57.920 --> 0:26:01.640
<v Speaker 1>both sides UH that UM. You know, you you need

0:26:01.680 --> 0:26:06.120
<v Speaker 1>a place that symbolizes, you know, sort of recognition that

0:26:06.160 --> 0:26:10.840
<v Speaker 1>you need to understand what's going on both countries and

0:26:10.840 --> 0:26:16.160
<v Speaker 1>and find solutions. Choiceman scholars is global. We get about

0:26:16.720 --> 0:26:20.880
<v Speaker 1>our students from thirty six other countries, and so it's

0:26:20.920 --> 0:26:23.520
<v Speaker 1>a bringing together of some of the best and the

0:26:23.600 --> 0:26:27.240
<v Speaker 1>brightest future leaders of the world. UH to get a

0:26:27.280 --> 0:26:30.679
<v Speaker 1>master's degree, but basically learn about China and then be

0:26:30.760 --> 0:26:34.040
<v Speaker 1>able to go back to their countries as as influencers,

0:26:34.040 --> 0:26:39.480
<v Speaker 1>whether they become heads of countries or media celebrities, or

0:26:39.640 --> 0:26:44.359
<v Speaker 1>or heads of law firms or businesses. UH to be

0:26:44.440 --> 0:26:47.399
<v Speaker 1>able to interpret what China is doing and also feedback

0:26:47.880 --> 0:26:50.479
<v Speaker 1>to China when it's when it's when it's doing stuff

0:26:50.520 --> 0:26:53.639
<v Speaker 1>that doesn't appear to be working. You know, here's what

0:26:53.720 --> 0:26:56.439
<v Speaker 1>you should be thinking about. And that was Steve Schwartzman's CEO,

0:26:56.560 --> 0:26:59.280
<v Speaker 1>chairman and co founder of Blackstone Group. You've been listening

0:26:59.280 --> 0:27:02.160
<v Speaker 1>to Bloomberg this week Extra Shorter. Tuned into Bloomberg Business

0:27:02.200 --> 0:27:04.440
<v Speaker 1>Week Radio Live Monday through Friday at two pm Wall

0:27:04.440 --> 0:27:07.040
<v Speaker 1>Street Time. That's I'm Bloomberg Radio. I'm Carl Math and

0:27:07.040 --> 0:27:08.640
<v Speaker 1>I'm Jason Kelly. This is Bloomberg