Speaker 1: Okay, so you built this, so this is all this
Speaker 1: is new since the pandemic, we've assumed Google Googlers would
Speaker 1: want more indoor outdoor options. I mean, it's so exciting,
Speaker 1: it's such a fun it is it is, But I
Speaker 1: would say the thing we're really excited about are these
Speaker 1: new buildings, because we were building sustainability and to everything
Speaker 1: we do so really forward looking for good. Okay, Hi everyone,
Speaker 1: I'm Emily Chang, and you're listening to Bloomberg Studio one
Speaker 1: point out. Today we are taking you to the Googleplex
Speaker 1: in Mountain View, California, where I'm sitting down with Alphabet
Speaker 1: CFO Ruth poor At. We're in one of Google's new
Speaker 1: outdoor pandemic workspaces, and we're not far from her childhood home.
Speaker 1: Her father was a physicist at Stanford, her mother a psychologist.
Speaker 1: After graduating from Stanford herself and then earning a couple
Speaker 1: more advanced degrees, poor At landed her first job on
Speaker 1: Wall Street in nineteen seven, where she would spend almost
Speaker 1: three decades until Google's co founders lured her to Silicon Valley.
Speaker 1: It's wonderful to be here with you. It's great to
Speaker 1: have you here at the Google plot. Thank you for
Speaker 1: having us. So we are at Google headquarters in Mountain View,
Speaker 1: and at this very same time, you are making massive
Speaker 1: investments in New York office real estate. You're expanding head
Speaker 1: count in Atlanta and Chicago and Washington, d C. What's
Speaker 1: the strategy behind all of this. Well, at the core,
Speaker 1: we believe in hybrid work, so we do want to
Speaker 1: bring people back on campuses, but not full time. We're
Speaker 1: thinking would probably be a three to work week. But
Speaker 1: we think coming together is just such a core part
Speaker 1: of innovation, serendipity, culture, every element of it. And we're
Speaker 1: growing in a really rapid clip. So we are excited
Speaker 1: to be expanding our real estate footprint. And then we
Speaker 1: also wanted to make sure that we're meeting people where
Speaker 1: they want to be and so enlarging the number of
Speaker 1: sites that we have available for people in particular sites
Speaker 1: where you have great diverse populations. Soon, Dar just told
Speaker 1: me that Googlers will have this option to work in
Speaker 1: a hybrid mode forever, like literally forever. Obviously you're embracing
Speaker 1: this massive cultural shift. But what are the risks? You know,
Speaker 1: what do you worry about? So the positive we've seen
Speaker 1: is there's a productivity uplift. We believe in giving people
Speaker 1: the opportunity to be at home some of the time,
Speaker 1: not do the commute, be able to deal with everything
Speaker 1: else in their life and coming into the office. So
Speaker 1: the risk is I think about my career, and so
Speaker 1: much of the benefit in my career was the informal coaching,
Speaker 1: being pot brought into meetings, all of the touch points
Speaker 1: that you have. And so I think that one of
Speaker 1: the most important things for all of us as leaders
Speaker 1: is we need to evolve the way we lead. We
Speaker 1: need to make sure that we're thinking about this hybrid
Speaker 1: work life and why that's the way to be the
Speaker 1: best magnet for talent, and make sure that we're continuing
Speaker 1: to reinforce all of those great practices while opening up
Speaker 1: new great practices. Speaking of your career before your CFO
Speaker 1: of Alphabet, you are CFO of Morgan Stanley and you
Speaker 1: started your career on Wall Street in nineteen eighties seven.
Speaker 1: Talk to us about the journey of going from big
Speaker 1: banks to big tech. Why did you make that leap
Speaker 1: and what impact did you want to have? Well, I
Speaker 1: love being at Morgan Stanley and I became CFO the
Speaker 1: day James Gorman became CEO, ysked me to join him
Speaker 1: in that in that journey, and that was January, and
Speaker 1: we were still recovering coming out of the financial crisis.
Speaker 1: There were still some pretty rocky days and a lot
Speaker 1: of decisions that needed to be made. And then I
Speaker 1: got to a point where I felt like we were
Speaker 1: in a great spot at Morgan Stanley, and obviously it's
Speaker 1: continued to do really well, and I just wanted that
Speaker 1: next chapter. My view, in my career, I've always been
Speaker 1: focused on kind of continually learning, and I feel like
Speaker 1: when you hit a plateau, the right questions what's my
Speaker 1: highest and best use? And uh, it's been it's been
Speaker 1: an extraordinary time. You also survived Wall Street in the
Speaker 1: eighties and nine daies, which is you know, notorious boys club,
Speaker 1: and Silicon Valley has sort of come to be known
Speaker 1: as a boys club of its own. How would you
Speaker 1: compare those two cultures. Well, when I was in you know,
Speaker 1: starting my career um many decades ago, it was much
Speaker 1: it was tough and much worse than it is now.
Speaker 1: And it evolved, no question about it, not where it
Speaker 1: needs to be, but certainly evolved. And I saw it
Speaker 1: through my career. UM, I would say the biggest difference
Speaker 1: out here is the level of impatience, and I love it.
Speaker 1: It's the view is, if you can do some of
Speaker 1: the extraordinary breakthroughs that we have out here, if you
Speaker 1: can do natural language translation, everything we do with AI,
Speaker 1: with VR, with self driving cars, why can't you fix
Speaker 1: this now? And that level of impatience I think is fantastic.
Speaker 1: Legend has it that when you got to Google, you
Speaker 1: were going to rain in the spending, tighten up on
Speaker 1: the moonshots. Your nickname, I believe, was Ruth Vader. Was
Speaker 1: that a tough job to take on? So I think
Speaker 1: that the narrative was written before I got here. And
Speaker 1: what I find most interesting about that is I firmly
Speaker 1: believe the single most important thing in capital allocation is
Speaker 1: investing for long term growth. I think if you don't,
Speaker 1: you're sowing the seeds of your long term decline. And
Speaker 1: I learned that really early on in my career. Now,
Speaker 1: if you're investing in an industry like this and trying
Speaker 1: to do truly transformative things, by definition everything can't succeed,
Speaker 1: and so by definition you should have the metrics and
Speaker 1: data and milestones to assess is it working or is
Speaker 1: it not? Because if everything's working, or if you think
Speaker 1: everything is working, I would say one or two things
Speaker 1: are wrong. Either you're not reaching high enough or you're
Speaker 1: not being honest enough with yourself about the pace of
Speaker 1: breakthrough whether you're going to get there. So, to me,
Speaker 1: a really natural part, you know, kind of a sister
Speaker 1: organization to investing for long term growth is actually thinking
Speaker 1: about how are you doing with the risk that you're taking.
Speaker 1: Stack rack them and figure out what's at the bottom
Speaker 1: so you can redeploy those resources to the top. They
Speaker 1: go together, actually, and so I find the narrative it's
Speaker 1: a false choice to think that it's either about growth
Speaker 1: or it's about pruning, stack ranking. They go together, and
Speaker 1: you have to think of them as actually empowering one another.
Speaker 1: You advised the Treasury Department during the Great Recession. What
Speaker 1: lessons did you take away from that? What struck me
Speaker 1: is a lot of the lessons from the financial crisis
Speaker 1: are relevant in good times and bad times. So the
Speaker 1: most important is it's easier to prevent than to fix.
Speaker 1: And and so you know, there was that was really
Speaker 1: clear during the financial crisis. The financial crisis was about liquidity,
Speaker 1: and it dried up quickly, and it would have been
Speaker 1: really easy six to twelve months prior to build in
Speaker 1: durable liquidity. You couldn't do it in the moment. And
Speaker 1: so this notion about really building a solid foundation on
Speaker 1: which you operate, you need to do that ahead of time.
Speaker 1: It needs to be all of the work we do
Speaker 1: on trust and safety and content moderation, security, That is
Speaker 1: the foundation on which you can build everything else. Hand
Speaker 1: Calls at one point said to me, you have to
Speaker 1: have the will and the means, and too often by
Speaker 1: the time you have the will, you no longer have
Speaker 1: the means. His comment was, be decisive, act early, even
Speaker 1: in the absence of information. I think that's true in
Speaker 1: this whole notion of investing for long term growth, because
Speaker 1: if you're not actually assessing progress along the way and
Speaker 1: you just assume you know what, we can keep investing
Speaker 1: in everything, at some point down the road you'll say,
Speaker 1: I wish I had made those tough calls to double
Speaker 1: down on the things that really matters. What times are
Speaker 1: we in now. What's your read on the economy today,
Speaker 1: especially with rising inflation. Well, I look, I think back
Speaker 1: to March of and where we were, and I think
Speaker 1: of all of the intervention and steps that have been
Speaker 1: taken since then, and you've certainly seen the recovery coming
Speaker 1: out the back end, and it's been really gratifying from
Speaker 1: those those painful days to see the breakthroughs that we've had,
Speaker 1: not just on the medical front, but we've also seen
Speaker 1: the improvement across business. Is I think one of the
Speaker 1: biggest concerns in particulars you're seeing us go through a
Speaker 1: digital transformation and the acceleration of it is ensuring that
Speaker 1: everyone has the skills, the digital training and skills to
Speaker 1: thrive in this new economy. You're listening to Bloomberg Studio
Speaker 1: one Point Oh with Alphabet CFO Ruth poor At coming up.
Speaker 1: Google now reaches more than half the people on the
Speaker 1: planet and is battling regulators around the world. Is Google
Speaker 1: a monopoly? We'll put that question to pour At. I'm
Speaker 1: Emily Chang. Stay with us. I want to talk a
Speaker 1: little bit about regulation. You were drawn to M and
Speaker 1: A in your early days at Morgan Stanley. Microsoft is
Speaker 1: making some big acquisitions deals that some think Google maybe
Speaker 1: would have wanted to win in a former life. Is
Speaker 1: antitrust scrutiny constraining any of your business plans and your
Speaker 1: ability to compete. So the main thing that we've done
Speaker 1: throughout the life of Google is really invest in innovation,
Speaker 1: is organic growth, and we're continuing to do that at
Speaker 1: a really rapid clip. We have then layered onto it
Speaker 1: tuck in acquisitions and larger acquisitions, and we're continuing to
Speaker 1: be active more in the smaller ones in the add
Speaker 1: ons to be fair, um, but we think there's a
Speaker 1: lot of opportunity still ahead of us, and so we're
Speaker 1: continuing to invest in partnerships in in some acquisitions. UM.
Speaker 1: And do think that there's there's still upside in a
Speaker 1: lot of different areas. So would you say this regulatory
Speaker 1: scrutiny isn't slowing you down. It's really important for those
Speaker 1: of us in certain leadership positions to be very focused
Speaker 1: on constructively engaging and working with regulators on what are
Speaker 1: the issues, what is it they're trying to solve, and
Speaker 1: how can we constructively engage with them. At the same time,
Speaker 1: our engineers should focus on innovation and continuing to kind
Speaker 1: of up the bar and everything we're doing a rest
Speaker 1: what is most helpful for our users? Google is facing
Speaker 1: more serious legal threats at this time in the United
Speaker 1: States than the other big tech companies. How are those
Speaker 1: conversations with regulators going. Are they frustrating at this point? Well,
Speaker 1: there's certain elements that that are frustrating because I listened
Speaker 1: to the outline of some of the proposed legislation and
Speaker 1: I think it's inconsistent with some of the priorities for
Speaker 1: public policy. So as an example, UM, there are there's
Speaker 1: a lot of focus on what what is called self preferencing.
Speaker 1: Are you putting too many of your own products together?
Speaker 1: But during the pandemic, one and three small businesses said
Speaker 1: they would have failed without digital skills. Why because what
Speaker 1: they were able to do is connect with their users
Speaker 1: in different ways. So if you go search for a
Speaker 1: small business, you can then go to a map and
Speaker 1: you can get directed to the small business. That's a
Speaker 1: good thing. We have six thousand small businesses who wrote
Speaker 1: in and said, you know what, we need these digital
Speaker 1: tools and els same with a number of things on
Speaker 1: racial equity, real surge in searches about where can I
Speaker 1: wears a black owned business near me? And the ability
Speaker 1: to direct people through search and maps. So I think
Speaker 1: that what's really important, And that's why I said it's
Speaker 1: about constructive engagement. Let's make sure we understand what they're
Speaker 1: trying to solve and work with them on what is
Speaker 1: it that we're trying to address through products, so that
Speaker 1: the products are helpful in the ways that they want.
Speaker 1: Facebook has taken a serious reputational hit. Has that had
Speaker 1: ripple effects or created collateral damage for Google? Well, I
Speaker 1: think that whenever there's a backdrop that's that's UM challenging,
Speaker 1: it has ripple effects. But what we're really underscoring is
Speaker 1: all of the steps and investments that we are making
Speaker 1: to really protect the ecosystem the way we our commitment
Speaker 1: to our users, so we know how sacrosanct that trust is.
Speaker 1: And it's all about privacy, and what are the steps
Speaker 1: that we're taking to make privacy UM could protect it
Speaker 1: for our users. What is it that we're looking at
Speaker 1: to protect content and content moderations? Google now reaches more
Speaker 1: than half the people on the planet. Why shouldn't we
Speaker 1: view Google as a monopoly? So you know, I go
Speaker 1: back to the earliest days when Google. I first learned
Speaker 1: about Google back in and in those earliest days when
Speaker 1: I heard about this like eighth search engine. The question
Speaker 1: is why do you actually need it? And back at
Speaker 1: Morgan Stanley's working with our research Anne Listinary Meeker, she
Speaker 1: actually had her team put up white pages all around
Speaker 1: the conference room and was doing this comparison what provided
Speaker 1: the most um responsive results, most rapidly, and all of
Speaker 1: a sudden you could see a way of this Google thing. Actually,
Speaker 1: maybe we do need something new. And that's been the
Speaker 1: ethos at Google since inception is just continued to innovate
Speaker 1: to make this eight and ever better experience for users.
Speaker 1: And so if we can, if we can deliver on that,
Speaker 1: which is what drives people here, it's really opening the
Speaker 1: world for for so many people. So that's that's the intent.
Speaker 1: Facebook and Twitter are exploring digital currency. What is your
Speaker 1: thought on the crypto market and is there a play
Speaker 1: for Google? So we look at it, Um, there's nothing
Speaker 1: to to comment on now. UM, I think we're much
Speaker 1: more interested in blockchain and the underlying technology and the
Speaker 1: implications for the business and also for the way we
Speaker 1: can support our cloud customers. So certainly a lot of
Speaker 1: effort there. There's considerable chatter in the crypto universe that
Speaker 1: Web three and the blockchain could circumvent the power of
Speaker 1: Facebook and Google and more. What do you think about
Speaker 1: the next frontier of the Internet at this point, I
Speaker 1: think there are a lot of different things ahead of
Speaker 1: us that are actually studyingly exciting that enable us to
Speaker 1: actually continue to address different needs and requirements like I
Speaker 1: look at, for example, in something like health, where I
Speaker 1: think blockchain will be very valuable when you think about
Speaker 1: health and health records. They're also a whole host of
Speaker 1: other areas where the data analytics that we provide are
Speaker 1: absolutely critical. This is Bloomberg Studio at one point, Oh
Speaker 1: with Alphabet CFO Ruth Poor at up next for all
Speaker 1: the parents out there, Poor tells us her philosophy to
Speaker 1: managing work, family and mom guilt. She talks about surviving
Speaker 1: breast cancer not once, but twice, and also her favorite
Speaker 1: vacation getaway stay with us. You survived breast cancer twice.
Speaker 1: What was your biggest fear at that time and how
Speaker 1: did you overcome it? Well, the biggest fear was I
Speaker 1: wouldn't make it, and um, I remember when some someone
Speaker 1: had some interview while I was going through chemo, said
Speaker 1: where do you want to be in five years? And
Speaker 1: I froze because it was want to be alive UM,
Speaker 1: and I learned a couple of really important things. UM. One,
Speaker 1: given breakthroughs in medical technology, I learned to love the
Speaker 1: word manageable. These this journey does become manageable, not for
Speaker 1: all cancers, but for many more cancers. And that gave
Speaker 1: me a lot of confidence talking with other survivors about
Speaker 1: it is manageable, get the best care, and just plow
Speaker 1: through it. I was just very grateful and grateful for
Speaker 1: all of the investments people have made over the years.
Speaker 1: But for anybody out there, and I think everybody sadly
Speaker 1: will be touched by cancer, either themselves or someone they
Speaker 1: know and love, many of these cancers are manageable and
Speaker 1: just go at it with gusto. So that's what I did.
Speaker 1: You're a mom of three sons, and I find that
Speaker 1: especially remarkable because I also have three sons. How have
Speaker 1: you managed that over the course of this, you know,
Speaker 1: incredible career. How do you find that right mix of
Speaker 1: focus and free time to spend time with your family
Speaker 1: and doing the things that you love? So my kids, UM,
Speaker 1: My kids give me energy. They're remarkable and I think
Speaker 1: one of the important things for me is this notion
Speaker 1: that you do have to have a mix. It's not
Speaker 1: about trying to find balance, the physics of which is
Speaker 1: really challenging. I think when people try for balance, they
Speaker 1: always feel they're failing on something because something's out of whack.
Speaker 1: So this metaphor that life is like a kaleidoscope and
Speaker 1: you need to have different shaped pieces of glass and
Speaker 1: different color and sometimes one is larger than the other.
Speaker 1: And what's beautiful about life is when it's constantly moving around.
Speaker 1: And so to me, that metaphor has actually been sort
Speaker 1: of an anchoring principle. The other is you have to
Speaker 1: put the kids first, so like they know that I'm
Speaker 1: I'm there, you know when they need always and um
Speaker 1: And I think that just making sure that you're setting
Speaker 1: the boundaries the way you need to. I would say
Speaker 1: it's much easier today than when I was growing up
Speaker 1: in banking, you know, and we had a cubicle, there
Speaker 1: was a there was a computer room. You were anchored
Speaker 1: to the computer room. One of the many beautiful things
Speaker 1: about going through this evolution in work is understanding that
Speaker 1: hybrid works. So how do we get rid of mom guilt?
Speaker 1: Especially in this new work world. I want to shake
Speaker 1: my mom guilt. How do I do that? Okay, So
Speaker 1: even when you feel it, to say, you know what,
Speaker 1: it's an investment in my career because I can stay
Speaker 1: in this longer and be operating at a higher level
Speaker 1: if I'm really getting the stimulus from all parts of
Speaker 1: my life. So you've got to drop the mom guilt.
Speaker 1: And when on the other side mom guilt with kids,
Speaker 1: I think they get it. I think they understand what
Speaker 1: we're doing, and you know, I'll never forget. During the
Speaker 1: financial crisis, at one point I was working on a
Speaker 1: I G. We went around the clock. I came home
Speaker 1: to shower that one like right as we were landing
Speaker 1: a i G, and my three kids had each written
Speaker 1: me a yellow sticky note with a message on it,
Speaker 1: and one of them was based you know. They the
Speaker 1: essence of which was I get why you're doing this
Speaker 1: and it and they saw it as the right thing
Speaker 1: for the country. I don't need to overdramatize what it was,
Speaker 1: but that's what it felt like at the time and
Speaker 1: that level of pride. I still have those three stickies
Speaker 1: right by my bedside because I get it. I get
Speaker 1: the mom guilt. I wish there were certain elements like
Speaker 1: it could have done differently, But I also see the
Speaker 1: relationship we have and they understand what it means to
Speaker 1: actually be engaged in society and doing something you care about.
Speaker 1: No mom gilt, mom gil, thank you, It's not allowed.
Speaker 1: Should we make excuses to our employers? Should we tell her,
Speaker 1: like if I have to head to a parent teacher
Speaker 1: conference or take a kid to the doctor, do I
Speaker 1: tell my boss? You don't tell your boss. You don't
Speaker 1: tell your boss. Guys don't tell their boss, so I
Speaker 1: don't think you say anything. I actually made this point
Speaker 1: at an event at Morgan Stanley. I'm like, do not
Speaker 1: tell your boss. Got to get over the guilt. The
Speaker 1: only way to move on from it is realized. I'm
Speaker 1: a professional. I do things when I when I can,
Speaker 1: and it makes sense and I get it all done.
Speaker 1: I just do it on my own timeline. And I
Speaker 1: actually had a woman who emailed me afterwards and said,
Speaker 1: I know you said I'm not supposed to tell my boss,
Speaker 1: so I won't, but I can't not tell somebody, so
Speaker 1: I'm going to email you. And I'm like, okay, that's
Speaker 1: step one of a five step attorney. Do not tell
Speaker 1: your boss, your tell your boss, you know what, I
Speaker 1: need to do certain things for myself and I it's
Speaker 1: I'm getting I feel guilty doing it, but I get
Speaker 1: everything done. There's no question you are so beyond having
Speaker 1: to check in with people. Well, so do not. We're
Speaker 1: in the middle of this so called Great Resignation and
Speaker 1: people are reflecting and changing and making big decisions. What's
Speaker 1: your advice two people in this you know, big evolution,
Speaker 1: you know, huge choices ahead. Well, I think you framed
Speaker 1: it really well. I don't think it's the Great resignation.
Speaker 1: I think it's the great reshuffle. And people are reflecting
Speaker 1: on what do they want and how do they want
Speaker 1: to work and how do they want to live their life.
Speaker 1: So I think for all of us thinking about what
Speaker 1: does that mean for our institutions. It is about evolving
Speaker 1: the way we we we work, the way we interact,
Speaker 1: the expectations that we have to say. But I grew
Speaker 1: up in a cubicle on the twenty floor of a
Speaker 1: sky rise. Doesn't work anymore, and so what should we
Speaker 1: do as leaders? And I think that our this generation,
Speaker 1: appropriately and it's very exciting, expects more from all of us.
Speaker 1: And so it's not just in how we work. But
Speaker 1: it is in what we do, and I think all
Speaker 1: elements of what's the mission? Are you delivering on the mission?
Speaker 1: Is really important? Okay, So if you rapid fire questions
Speaker 1: someone you'd love to have dinner with, Well, I'd love
Speaker 1: to say my parents because they passed away in over
Speaker 1: of years ago. Favorite family ritual. We do this crazy
Speaker 1: thing that we've done for years, which is everybody gets
Speaker 1: to pick where we travel. We come up with the
Speaker 1: five the five different low patients, and then we all vote,
Speaker 1: and then we get the grid and that's where we go.
Speaker 1: What's your favorite getaway? Um? Probably I would say maybe
Speaker 1: Iceland was the best. That's an amazing one. New York
Speaker 1: or California so unfair. Well, sitting here outdoors right now
Speaker 1: and knowing I can do that for the rest of
Speaker 1: the years, pretty nice with the energy from New York.
Speaker 1: So I'm not gonna It's like I don't pick amongst children.
Speaker 1: So in closing, Google is a massive company, multiple divisions,
Speaker 1: many bets. Where are you spending most of your time now?
Speaker 1: I'm spending most of my time on your very more
Speaker 1: in question about capital allocation because if it really goes
Speaker 1: to this core point, you've got to invest for long
Speaker 1: term growth and making sure that you're investing with the
Speaker 1: right intensity. I often say I don't want to get
Speaker 1: to the two yard line, but not score. So you
Speaker 1: need to make sure you're investing with the right intensity
Speaker 1: to support long term growth. That's the most important area
Speaker 1: where I would say I spend the ball my time,
Speaker 1: and then of course you have to prioritize in order
Speaker 1: to recycle to support those apploms. What kind of discussions
Speaker 1: are you having with Larry and Sergey now about this
Speaker 1: next phase of Google? So when they made the announcement
Speaker 1: about the role change, they really they were very serious
Speaker 1: about moving to this board role and they've been there
Speaker 1: amazing board members. UM Sandars of course relies on them
Speaker 1: for counsel wherever, whenever, But most of the interaction is
Speaker 1: really around what are we doing at the board level.
Speaker 1: It's been great and you have your freedom to allocate
Speaker 1: capital as you like. UM. I work closely with Sandar
Speaker 1: and Philip and Taz. Yes, we work as a great team.
Speaker 1: So where what's the vision for Google? Then ten years
Speaker 1: from now? You know it's fascinating too. Was I think
Speaker 1: I had the same reaction you do when I heard
Speaker 1: Cinders say searches the biggest moon shot, and I think
Speaker 1: that continuing to find ways to be helpful to users
Speaker 1: to solve what they need. Where so many people are
Speaker 1: coming online and it you know, is video going to
Speaker 1: be the first the way they understand It's going to
Speaker 1: be about you know, search is going to be a
Speaker 1: different type of experience. So much of it's going to
Speaker 1: be about voice first and language translation. So there's gonna
Speaker 1: it's going to continue to evolve. And what about for
Speaker 1: you personally? Like where will you know? It's been so
Speaker 1: amazing to hear about your journey, and I'm just curious
Speaker 1: about your personal growth, like what you feel you've accomplished
Speaker 1: in the last you know, since you've been here, and
Speaker 1: what you hope to accomplish. I find that that the
Speaker 1: opportunity to try new things and to invest in new things,
Speaker 1: and as we think about, well what does that mean
Speaker 1: for each one of our areas, there's I think that
Speaker 1: intellectual curiosity keeps you young. And I think that continuing
Speaker 1: to learn is like your brain is like silly putty
Speaker 1: getting pulled in a lot of directions, So to me,
Speaker 1: it's continuous learning. Report. Thank you so much, for its
Speaker 1: great to have you on camp. Come back any time.
Speaker 1: Bloomberg Studio One point Oh was produced by Lauren Ellis,
Speaker 1: edited by Brian Carton Gayner. Our managing editor is Danielle Culbertson,
Speaker 1: with special thanks to Alex Soto and Tiffany Perez. If
Speaker 1: you like Bloomberg Studio one point oh, please subscribe and
Speaker 1: leave us a review. We love hearing from you. I'm
Speaker 1: Emily Changing, your host and executive producer.