WEBVTT - Lots More on the Ongoing Mess That Is Boeing

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<v Speaker 1>Bloomberg Audio Studios, Podcasts, radio News.

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<v Speaker 2>I feel like we might have made a mistake recording

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<v Speaker 2>this episode on Wednesday, October twenty third, which is the

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<v Speaker 2>day that we're awaiting the strike vote over at Boeing.

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<v Speaker 3>Oh yeah, but you know, yes, that's right, that's annoying timing.

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<v Speaker 3>But on the other hand, what I would say is

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<v Speaker 3>that Boeing issues seem so deep, et cetera, that the

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<v Speaker 3>strike is only one chase. So even if there were

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<v Speaker 3>you know, even if there were all, you know, by

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<v Speaker 3>the time people listen to this and there's some resolution,

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<v Speaker 3>I don't think there's going to be some resolution to

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<v Speaker 3>the issues at Boeing at large. Well.

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<v Speaker 2>The good news, I guess, in terms of timing, is

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<v Speaker 2>also that we had Boeing earnings just yesterday, so you

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<v Speaker 2>can kind of see a lot of those issues that

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<v Speaker 2>you are alluding to directly on the balance sheet. Do

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<v Speaker 2>you want to know some some good news for my

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<v Speaker 2>personal life? Yeah?

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<v Speaker 1>Please?

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<v Speaker 2>Okay, The correlation between Boeing and Southwest, their biggest customer,

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<v Speaker 2>is finally breaking down, so Southwest shares are up. Boeing

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<v Speaker 2>is still pretty depressed. My dad used to fly for Southwest,

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<v Speaker 2>so he still has a lot of Southwest stock.

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<v Speaker 3>So there's a disclaimer. This is this is a financial disclaimer.

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<v Speaker 2>That's all right.

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<v Speaker 1>This is what's important.

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<v Speaker 2>Also, this is what constitutes good news for me nowadays.

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<v Speaker 1>I did a deadlift one, two, three, Jimmy, Okay, go up, barges.

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<v Speaker 1>This isn't after school Special, except I've.

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<v Speaker 2>Decided I'm going to base my entire personality going forward

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<v Speaker 2>on campaigning for a strategic pork reserve in the US.

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<v Speaker 1>Where's the best in posta? These are the important question?

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<v Speaker 1>Is that robots taking over the world.

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<v Speaker 4>No.

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<v Speaker 3>I think that, like in a couple of years, the

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<v Speaker 3>AI will do a really good job of making The

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<v Speaker 3>Odd launch podcast and people.

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<v Speaker 1>To say, I don't really need to listen to Joe

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<v Speaker 1>and Tracy anymore. We do have ofuching the perfect.

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<v Speaker 2>You're listening to lots more where we catch up with

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<v Speaker 2>friends about what's going on right now, because.

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<v Speaker 1>Even when The Odd Lots is over, there's always lots.

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<v Speaker 2>Smart and we really do have the perfect guest.

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<v Speaker 3>We did an episode I don't know, maybe three or

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<v Speaker 3>four weeks ago, and the title of that one was

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<v Speaker 3>the Ongoing Mess that is Intel. This one, I think

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<v Speaker 3>we're going to title the ongoing mess that is Boeing.

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<v Speaker 3>But it's interesting. I don't know if you saw earlier

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<v Speaker 3>this week. I think it might have been Monday. Greg

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<v Speaker 3>ipp Over at The Wall Street Journal wrote.

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<v Speaker 2>This call, Oh yeah, I saw that.

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<v Speaker 3>That is basically like, the crises at Intel and Boeing

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<v Speaker 3>are a national emergency. And this is something that I've

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<v Speaker 3>thought specifically. Sometimes random people who know that I like

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<v Speaker 3>cover stuff like this for work, they'll say, what are

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<v Speaker 3>you worried about these days? And this is usually what

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<v Speaker 3>I go to first. That we're in an era of

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<v Speaker 3>or trying to revitalize US manufacturing, and yet the two

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<v Speaker 3>defining flagship US manufacturers are deeply struggling. And what does

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<v Speaker 3>that say about institutional operations in the nature of you

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<v Speaker 3>as capitalism. These are the companies that I think about

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<v Speaker 3>first when I worry.

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<v Speaker 2>You know who else thinks about them a lot. Richard Abulafia,

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<v Speaker 2>who is of course a managing director at Aerodynamic Advisory.

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<v Speaker 2>We've had him on before talking about both Boeing and Embraer.

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<v Speaker 3>One day we're going to talk and it'll be good news.

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<v Speaker 3>We're going to talk about something going really right.

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<v Speaker 1>But I don't think.

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<v Speaker 3>I don't think today is that day yet?

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<v Speaker 4>Yeah, jetliner delivered to happy customers and waiting for book

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<v Speaker 4>members that would be.

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<v Speaker 3>Doors, staying on planes things like that.

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<v Speaker 4>Well that's asking a lot, but yeah.

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<v Speaker 2>Okay, yeah, So in terms of what you're watching at Boeing,

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<v Speaker 2>I just mentioned the strike vote is coming later today,

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<v Speaker 2>But what is the next catalyst for you in terms

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<v Speaker 2>of the future of this company.

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<v Speaker 4>Yeah, I mean, obviously getting the strike settled is just

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<v Speaker 4>so enormous, but you know, quite frankly, once you get

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<v Speaker 4>it back, get work going again, getting to the rate

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<v Speaker 4>they want is really the key to everything. You know,

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<v Speaker 4>the seven thirty seven is they're only really big profitability driver.

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<v Speaker 4>So if you ever get to that Houlcyon place where

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<v Speaker 4>they're delivering fifty something per month cash, sea seems to

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<v Speaker 4>be a problem. You know, it's just that simple. And

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<v Speaker 4>they've been stuck in first or second year for years

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<v Speaker 4>now at twenty something or zero in the aftermath of

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<v Speaker 4>the two crashes that you know, we're waiting and waiting

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<v Speaker 4>and waiting, and all of their financial problems are basically

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<v Speaker 4>as a consequence of this. There are other contributing factors,

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<v Speaker 4>like they're rather horrible defense programs and whatever else.

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<v Speaker 5>But it comes to the key that solving the company's

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<v Speaker 5>problems comes back to getting that ramp going, and of

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<v Speaker 5>course the key part of that is getting suppliers healthy

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<v Speaker 5>and delivering again too, which is an added complication.

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<v Speaker 3>We on this question. Okay, so they need to just

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<v Speaker 3>objectively to be a profitable company that has a healthy

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<v Speaker 3>balance sheet, they need to improve that production cadence. Just

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<v Speaker 3>to be clear, like, Okay, if the strike is resolved

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<v Speaker 3>at some point, which presumably it will either by the

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<v Speaker 3>time we're talking about this or later on, what does

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<v Speaker 3>that mean in terms of actually getting back to their

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<v Speaker 3>production cadence. But that's also I don't think the only issue.

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<v Speaker 4>Yeah, it's just sort of a necessary condition, I guess.

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<v Speaker 4>You know, this is not a right to work state,

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<v Speaker 4>which means that when the workers go on strike and

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<v Speaker 4>pu should sound pretty much all deliveries kind of more

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<v Speaker 4>or less come to a halt. Accept the stuff that

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<v Speaker 4>was about to be delivered, and that means that the

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<v Speaker 4>strike simply has to end for things to start again.

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<v Speaker 4>But then there's finding the necessary resources and in terms

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<v Speaker 4>of talent, which is an added complication to any terms

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<v Speaker 4>and benefits they offer the workers. You know, you also

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<v Speaker 4>want to regard this as an opportunity to attract talent,

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<v Speaker 4>and I'm not so sure they're doing that. But then

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<v Speaker 4>the next thing is you got to look at the

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<v Speaker 4>supply chain, which has been badly dilapidated by everything from

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<v Speaker 4>the pandemic to Boeing's terms and conditions over the past decade. Basically,

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<v Speaker 4>Boeing was kind of using their supply base as an ATM,

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<v Speaker 4>and they all have to be well turned back on.

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<v Speaker 4>I have to have the adequate working capital and adequate

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<v Speaker 4>labor resources of their own. And of course, at the

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<v Speaker 4>center of all of the susperiord Eero Systems and Boeing,

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<v Speaker 4>it reached the conclusion that the only way to make

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<v Speaker 4>this good is to bring it back in the company.

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<v Speaker 4>So that situation has to be cleared up. And that's

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<v Speaker 4>a big one.

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<v Speaker 2>That's exactly what I was going to ask you about.

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<v Speaker 2>Do you get the sense at all that Boeing is

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<v Speaker 2>going to sort of revamp its relationship with suppliers, because

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<v Speaker 2>this was one of the big criticisms of the company

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<v Speaker 2>and the sort of cultural change that happened. It was

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<v Speaker 2>this idea that they just decided to outsource a bunch

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<v Speaker 2>of stuff because it was cheaper.

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<v Speaker 4>Well, you know, outsoarrescing would have been fine. At the

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<v Speaker 4>end of the day. They had always outsourced a certain

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<v Speaker 4>degree of the production aspect. It was the disease to

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<v Speaker 4>also outsource designed and integration that when things made things

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<v Speaker 4>a little bit worse. But then it got really bad

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<v Speaker 4>when they sort of learned exactly nothing from General Motors

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<v Speaker 4>and said, what if we outsource and outsource designed and

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<v Speaker 4>integration and didn't treat them like a lemon to be squeezed,

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<v Speaker 4>that'll work out great, right, And they adopted back in

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<v Speaker 4>the twenty tens the same approach to the supply chain

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<v Speaker 4>as they did to their workforce. You know, these are

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<v Speaker 4>people we can squeeze and extract cash from, and they're

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<v Speaker 4>realizing that incredible. I mean, no one could have seen

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<v Speaker 4>this coming. But actions have consequences, and you know, taking

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<v Speaker 4>all the margins out of your suppliers and giving them

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<v Speaker 4>one hundred and twenty day payment terms and whatever else,

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<v Speaker 4>and even demanding that you own the stuff that's on

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<v Speaker 4>their factory for you know, just any metal them might

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<v Speaker 4>have fallen into the I'm not making this up, is

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<v Speaker 4>you know, buying property not theres I mean basically squeezed

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<v Speaker 4>the sweathing them in all directions.

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<v Speaker 3>Wait say that when you said I'm not making this

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<v Speaker 3>up any metal?

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<v Speaker 1>That's what?

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<v Speaker 5>What?

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<v Speaker 3>What?

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<v Speaker 2>What was on the floor?

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<v Speaker 4>You know, wait a minute. You know, if there's any

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<v Speaker 4>scrap metal that falls from the manufacturing process, that's ours,

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<v Speaker 4>not yours.

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<v Speaker 2>We get to build that term that's true micromanaging.

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<v Speaker 3>Yeah, that's true.

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<v Speaker 1>Yeah, a lot of Wow, Yeah it is.

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<v Speaker 4>And there was a rather Orwellian sounding program called Partnership

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<v Speaker 4>for Success aka Partnering for Poverty basically, and they did

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<v Speaker 4>this in two two different trenches, basically going in and

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<v Speaker 4>saying we're going to cut your margins and by the way,

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<v Speaker 4>we're going to have a go at your aftermarket business too,

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<v Speaker 4>if you're an aftermarket player. Basically, they went after their

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<v Speaker 4>supply chain and for a while, you know, suppliers basically

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<v Speaker 4>were depending upon if they had Pentagon exposure, you know,

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<v Speaker 4>to make things a little bit healthier during the pandemic,

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<v Speaker 4>the Pentagon had an accelerated payment program for suppliers, which

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<v Speaker 4>really helped a lot. And for a while it was

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<v Speaker 4>sort of you know, everyone who loved Boeing regarded the

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<v Speaker 4>Boeing part of their work portfolio is not so good

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<v Speaker 4>at all because it was the least profitable.

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<v Speaker 2>So another thing I wanted to catch up with you

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<v Speaker 2>on is just the mood at Boeing. Have you been

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<v Speaker 2>back to Seattle since the last time we talked to you?

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<v Speaker 2>Uh yeah, And what's it like? What are people saying?

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<v Speaker 4>You know, I mean, people were different, right, the workforce

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<v Speaker 4>isn't completely homogenous. Having said that, boy, at that ninety

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<v Speaker 4>six percent I think vote after the first contract offer,

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<v Speaker 4>that is pretty telling. There's a real feeling that for

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<v Speaker 4>the first time in many decades, labor actually has power.

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<v Speaker 4>They can get back some of the ground they lost

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<v Speaker 4>over the previous decade or so. Today is going to

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<v Speaker 4>be incredibly telling. Whether or not they're willing to say, Okay, hey,

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<v Speaker 4>it's a pretty good offer, let's get back to work,

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<v Speaker 4>or whether they say, no, we gave up our pension

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<v Speaker 4>ten years ago and we want it back read our lips.

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<v Speaker 4>That's going to be the most interesting aspect, effectively a

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<v Speaker 4>referendum on the the pension.

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<v Speaker 3>So obviously, again, by the time this comes out, people

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<v Speaker 3>have heard you know, I think and now we've talked

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<v Speaker 3>to a few times. The one line you've said that

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<v Speaker 3>like truly haunts me, or that like sticks in my head,

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<v Speaker 3>is that Boeing could get to the point where, because

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<v Speaker 3>it's been so long since they've launched a new a

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<v Speaker 3>brand new product, you know, start from a clean sheet

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<v Speaker 3>of paper and launch a new product, that it could

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<v Speaker 3>get to the point where eventually they have no one

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<v Speaker 3>inside the company who has ever been part of the

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<v Speaker 3>process of designing a new product. And I think there

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<v Speaker 3>were comments out today from the CEO that there's still

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<v Speaker 3>no hurry on that aspect of it.

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<v Speaker 2>No, no, no, He said that Boeing is still focused on

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<v Speaker 2>building an all new airplane. But the question, to your

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<v Speaker 2>point is like how do they actually do it?

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<v Speaker 3>Yeah, And it's like this to me, Like when you

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<v Speaker 3>said that there's like no one who knows how to

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<v Speaker 3>build a new airplane from the beginning, I remember like, Oh,

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<v Speaker 3>that's like a really chilling thought. And so I'm curious,

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<v Speaker 3>like where that stand.

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<v Speaker 4>Well, we're not at that point just yet. There's a

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<v Speaker 4>risk of it given the demographics of the you know,

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<v Speaker 4>design workforce, and you meet a lot of them and

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<v Speaker 4>they're on the older side, you know, this be a

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<v Speaker 4>engineering union. I think their median age is somewhere in

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<v Speaker 4>the fifty ish range, you know, don't hold me to that,

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<v Speaker 4>but it's it's it's older and the number of people

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<v Speaker 4>who were around it the last time that a clean

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<v Speaker 4>sheet design was launched the seven eight seven around two

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<v Speaker 4>thousand and four. It's diminishing. And you can make an

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<v Speaker 4>argument triple seven X has been kind of halfway to

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<v Speaker 4>a clean sheet as a major derivative, and that's something.

0:11:37.920 --> 0:11:40.840
<v Speaker 4>But you can see that if something new isn't launched

0:11:41.200 --> 0:11:43.040
<v Speaker 4>in the next four or five years, they're going to

0:11:43.080 --> 0:11:46.720
<v Speaker 4>have a really hard time reconstituting that that muscle memory,

0:11:46.720 --> 0:11:47.360
<v Speaker 4>that cornelage.

0:12:01.000 --> 0:12:03.439
<v Speaker 2>What do you think is more likely at the moment?

0:12:03.520 --> 0:12:04.959
<v Speaker 2>And I get that there are a lot of moving

0:12:05.040 --> 0:12:08.959
<v Speaker 2>parts here, but is it a turnaround of the company,

0:12:08.960 --> 0:12:12.199
<v Speaker 2>a successful turnaround? Is it a sort of long slow

0:12:12.400 --> 0:12:14.880
<v Speaker 2>death or is it a breakup?

0:12:15.200 --> 0:12:17.959
<v Speaker 4>You know, that depends on leadership. You know, the previous leader,

0:12:18.080 --> 0:12:20.600
<v Speaker 4>Dave Calhoun, as we discussed, you can see that the

0:12:20.640 --> 0:12:23.920
<v Speaker 4>future right there, it was you know, either a glide

0:12:23.920 --> 0:12:26.200
<v Speaker 4>soope into the ground or a breakup. And I think

0:12:26.240 --> 0:12:30.800
<v Speaker 4>they were probably thinking about their breakup options. Killy Ortberg.

0:12:31.120 --> 0:12:33.640
<v Speaker 4>That's the big change. Of course, his track record is

0:12:33.960 --> 0:12:36.520
<v Speaker 4>not absolutely perfect, But there's still a lot of hope.

0:12:36.760 --> 0:12:38.720
<v Speaker 4>I mean, he's somebody who knows the industry, who cares

0:12:38.720 --> 0:12:42.480
<v Speaker 4>about the industry. We're kind of hoping that with him

0:12:42.520 --> 0:12:44.920
<v Speaker 4>at the HELM, there is a chance of getting things

0:12:44.960 --> 0:12:48.040
<v Speaker 4>back on track and for the company to survive and

0:12:48.120 --> 0:12:52.160
<v Speaker 4>perhaps even be restored to health in something like its

0:12:52.360 --> 0:12:53.199
<v Speaker 4>current incarnation.

0:12:53.920 --> 0:12:56.240
<v Speaker 3>I have a question that I don't really want to

0:12:56.360 --> 0:13:01.040
<v Speaker 3>know the answer to, but you mentioned troubles on the

0:13:01.400 --> 0:13:03.960
<v Speaker 3>defense side of the business, which probably doesn't get talked

0:13:04.000 --> 0:13:06.440
<v Speaker 3>about as much because the market is different and the

0:13:06.480 --> 0:13:11.600
<v Speaker 3>public doesn't know those products. Defense stocks, say a Lockheed Martin,

0:13:11.840 --> 0:13:15.160
<v Speaker 3>have actually done extremely well, despite the fact that I

0:13:15.240 --> 0:13:18.280
<v Speaker 3>see a parade of headlines all the time about troubles

0:13:18.800 --> 0:13:21.520
<v Speaker 3>at Lockheed Martin, and there is a headline out literally

0:13:21.800 --> 0:13:25.280
<v Speaker 3>yesterday Lockheed falls as F thirty five delays, drag sales,

0:13:25.320 --> 0:13:29.280
<v Speaker 3>and there's other things like that. Could we do versions

0:13:29.360 --> 0:13:34.200
<v Speaker 3>of this conversation about many other American defense contractors.

0:13:34.679 --> 0:13:38.640
<v Speaker 4>The good news is not really The bad news is, yes,

0:13:38.679 --> 0:13:40.240
<v Speaker 4>we can about Boeing's defense side.

0:13:40.360 --> 0:13:43.000
<v Speaker 3>Okay, so there actually is like it's not like what

0:13:43.160 --> 0:13:46.760
<v Speaker 3>you identify in Boeing and whatever it is, and you know,

0:13:47.440 --> 0:13:51.079
<v Speaker 3>there are probaty many different causes. Is not, in your view,

0:13:51.120 --> 0:13:54.040
<v Speaker 3>completely endemic to the US defense sector.

0:13:54.640 --> 0:13:58.040
<v Speaker 4>Right, It's pretty unique to Boeing, and it gets back

0:13:58.080 --> 0:14:01.240
<v Speaker 4>to the roots of the or in class management that

0:14:01.559 --> 0:14:05.320
<v Speaker 4>ran Boeing in the last decade and into this one. Basically,

0:14:05.320 --> 0:14:08.400
<v Speaker 4>they made the strategic decision to sign a bunch of

0:14:08.600 --> 0:14:12.480
<v Speaker 4>incredible money losing contracts, and of course the US military

0:14:12.559 --> 0:14:15.120
<v Speaker 4>was fine with that. You want your investors to pay

0:14:15.160 --> 0:14:18.640
<v Speaker 4>for our weapons systems, great, and the strategy was to

0:14:18.760 --> 0:14:23.400
<v Speaker 4>use the amazing, incredible revenue from their unstoppable commercial jetliner

0:14:23.840 --> 0:14:27.680
<v Speaker 4>cash flow to basically subsidize the defense. That was a

0:14:27.720 --> 0:14:32.640
<v Speaker 4>strategic decision made worse by a decision to well inflict

0:14:32.680 --> 0:14:36.200
<v Speaker 4>on the defense side exactly the same management mispractice that

0:14:36.240 --> 0:14:39.920
<v Speaker 4>they did on the commercial side, you know, under resourcing things,

0:14:40.320 --> 0:14:44.840
<v Speaker 4>demanding results without actually showing up and discussing requirements with people,

0:14:45.360 --> 0:14:49.600
<v Speaker 4>and the consequences, predictably, were just horrible losses on major

0:14:49.680 --> 0:14:52.880
<v Speaker 4>programs that dwarf anything else in the defense industry.

0:14:53.400 --> 0:14:56.200
<v Speaker 2>Do you think Ortberg is going to recreate the strategy

0:14:56.200 --> 0:14:59.760
<v Speaker 2>department that Calhoun dissolved so they actually know what they're

0:15:00.120 --> 0:15:02.840
<v Speaker 2>ending all that new capital on and what they're aiming for.

0:15:03.960 --> 0:15:06.800
<v Speaker 4>Well, again, you're asking for a lot with a strategic direction,

0:15:07.200 --> 0:15:11.000
<v Speaker 4>big kitty. I mean, it's like, oh, wow, actually figure

0:15:11.000 --> 0:15:14.320
<v Speaker 4>out where the super tanker is headed? Good idea? Crazy,

0:15:14.640 --> 0:15:17.200
<v Speaker 4>I should hope, so, right, I mean, I'm really sure.

0:15:17.360 --> 0:15:20.000
<v Speaker 4>I hope so. But there's so many things, and there's

0:15:20.040 --> 0:15:22.960
<v Speaker 4>also frankly a lot he's doing that I don't get,

0:15:23.360 --> 0:15:25.080
<v Speaker 4>you know, for a guy who knows the business, I mean,

0:15:25.600 --> 0:15:28.680
<v Speaker 4>it's about a week or two. Well, he announced a

0:15:28.760 --> 0:15:32.600
<v Speaker 4>literal decimation of the company. They're going to fire seventeen thousand,

0:15:32.640 --> 0:15:35.640
<v Speaker 4>at of one hundred and seventy thousand people. Where the

0:15:35.640 --> 0:15:38.240
<v Speaker 4>heck would they come from? So, Tracy, inting to your question,

0:15:38.440 --> 0:15:42.960
<v Speaker 4>you know, to reconstitute a strategy team while cutting overhead

0:15:43.040 --> 0:15:45.520
<v Speaker 4>quote unquote and whatever else that that doesn't seem to

0:15:45.520 --> 0:15:47.320
<v Speaker 4>make a lot of sense to me. And where would

0:15:47.320 --> 0:15:49.640
<v Speaker 4>those people come from in any event? Because commercial needs

0:15:49.640 --> 0:15:52.600
<v Speaker 4>resources to do the ramp, and the one consistent problem

0:15:52.600 --> 0:15:55.960
<v Speaker 4>with all those money losing defense programs is inadequate resources.

0:15:56.080 --> 0:15:57.800
<v Speaker 4>So where do those workers come from?

0:15:58.240 --> 0:15:58.440
<v Speaker 5>Yeah?

0:15:58.480 --> 0:16:01.360
<v Speaker 3>By the way, on CNBC this morning, Ortberg, there is

0:16:01.400 --> 0:16:06.360
<v Speaker 3>a quote calling Boeing quote overstaffed for its business going forward,

0:16:06.400 --> 0:16:07.960
<v Speaker 3>and then he said I would rather err on the

0:16:08.000 --> 0:16:11.000
<v Speaker 3>side of doing less than doing more and not doing well,

0:16:11.040 --> 0:16:14.120
<v Speaker 3>which you know, I guess that sounds fine. But yeah,

0:16:14.160 --> 0:16:16.120
<v Speaker 3>if you're building out things, if you're building out a

0:16:16.160 --> 0:16:18.680
<v Speaker 3>new product, if you're building out a new strategy team,

0:16:19.640 --> 0:16:22.040
<v Speaker 3>seems like there are things intention to say the least.

0:16:22.760 --> 0:16:24.760
<v Speaker 4>Yeah, I just don't get it. I mean, they're trying

0:16:24.800 --> 0:16:27.920
<v Speaker 4>to ramp, as we discussed earlier, from twenty something to

0:16:27.960 --> 0:16:34.160
<v Speaker 4>fifty something seven thirty seven's that's directly linked to people. Similarly,

0:16:34.920 --> 0:16:38.920
<v Speaker 4>the one Crew thing that Dave Calhoun said was some

0:16:39.000 --> 0:16:43.480
<v Speaker 4>of their key defense programs were suffering from well personnel

0:16:43.520 --> 0:16:49.200
<v Speaker 4>and talent shortages. I don't get the under resource or

0:16:49.240 --> 0:16:52.080
<v Speaker 4>over resourced argument at all. He's going to have to

0:16:52.200 --> 0:16:55.520
<v Speaker 4>actually explain where those jobs would come from.

0:16:55.960 --> 0:16:58.520
<v Speaker 2>One thing I wanted to ask you, and I'm actually

0:16:58.520 --> 0:17:00.440
<v Speaker 2>a little bit I don't know if you want to

0:17:00.480 --> 0:17:03.760
<v Speaker 2>talk about this, but we do have the election coming up,

0:17:04.320 --> 0:17:07.760
<v Speaker 2>and as Joe said in the intro, you know, boosting

0:17:07.880 --> 0:17:12.239
<v Speaker 2>America's manufacturing sector has been such a big thing in

0:17:12.480 --> 0:17:17.640
<v Speaker 2>recent years, a big policy goal, and both presidential candidates,

0:17:18.040 --> 0:17:20.480
<v Speaker 2>you know, have talked about this and say they care

0:17:20.560 --> 0:17:24.600
<v Speaker 2>about it. But do you have any opinion or idea

0:17:24.680 --> 0:17:28.520
<v Speaker 2>or insight on what the two candidates would mean for

0:17:28.600 --> 0:17:29.639
<v Speaker 2>a company like Boeing.

0:17:30.680 --> 0:17:33.800
<v Speaker 4>Yeah, you know, during the Trump years, there were some

0:17:33.880 --> 0:17:37.439
<v Speaker 4>who believed there was actually a pattern of favoritism towards

0:17:37.440 --> 0:17:40.480
<v Speaker 4>Boeing and defense contracts. The F fifteen came back in

0:17:40.520 --> 0:17:43.640
<v Speaker 4>the budget, the Super Hornet came back in the budget,

0:17:43.960 --> 0:17:47.720
<v Speaker 4>and there were rumors that Boeing had even received Next

0:17:47.760 --> 0:17:52.600
<v Speaker 4>generation fighter contract development work. And you know, it's impossible

0:17:52.640 --> 0:17:55.240
<v Speaker 4>to say for sure or whether that would continue because

0:17:55.440 --> 0:17:58.400
<v Speaker 4>you know, Trump two point zero would look very very

0:17:58.440 --> 0:18:00.760
<v Speaker 4>different from Trump one point zero in terms of people

0:18:00.800 --> 0:18:05.280
<v Speaker 4>and policies. Obviously, Kamala Harris would probably be you know,

0:18:05.520 --> 0:18:09.639
<v Speaker 4>pretty much as is. Either way, it's not really clear

0:18:09.720 --> 0:18:13.280
<v Speaker 4>other than defense what could be done. And even with defense,

0:18:13.280 --> 0:18:16.560
<v Speaker 4>we're not really sure. I mean, this country doesn't really

0:18:16.720 --> 0:18:20.520
<v Speaker 4>do industrial policy the way say Europe or Japan does.

0:18:20.680 --> 0:18:24.600
<v Speaker 4>We can provide government resources to stabilize a very bad

0:18:24.600 --> 0:18:28.320
<v Speaker 4>financial situation with loan guarantees or you know, pension bailouts

0:18:28.400 --> 0:18:31.840
<v Speaker 4>or something like that, and of course there's long lead

0:18:31.920 --> 0:18:37.280
<v Speaker 4>Advanced Technology development, semiconductors, whatever, artificial intelligence, you know, just

0:18:37.440 --> 0:18:40.560
<v Speaker 4>DARPA sort of stuff. But the stuff in between favoring

0:18:40.600 --> 0:18:42.960
<v Speaker 4>industries in one way or another, we don't have a

0:18:43.000 --> 0:18:45.880
<v Speaker 4>lot of experience with and policy makers, you know, it's

0:18:45.880 --> 0:18:47.960
<v Speaker 4>not really clear exactly what they would do to further

0:18:48.040 --> 0:18:48.440
<v Speaker 4>that goal.

0:18:48.800 --> 0:18:51.760
<v Speaker 3>Last question for me, you still sort of bearish on Comac.

0:18:51.840 --> 0:18:53.200
<v Speaker 3>What's your view on them these days?

0:18:54.640 --> 0:18:56.640
<v Speaker 4>Yeah, you know, I mean it's pretty much the same thing,

0:18:56.680 --> 0:19:00.760
<v Speaker 4>and it's no dig at China itself, you know. I mean,

0:19:00.760 --> 0:19:03.040
<v Speaker 4>if they were to privatize COMAC and not make it

0:19:03.119 --> 0:19:06.200
<v Speaker 4>part of the you know, Central Committee of the Communist Party,

0:19:07.280 --> 0:19:10.680
<v Speaker 4>I think they'd probably be pretty darn good. And better still,

0:19:10.960 --> 0:19:13.280
<v Speaker 4>if they could become a global enterprise and say we're

0:19:13.320 --> 0:19:15.680
<v Speaker 4>going to buy best technologies all over the world, they'd

0:19:15.720 --> 0:19:18.840
<v Speaker 4>be really good. But right now they're basically the DMV

0:19:18.960 --> 0:19:22.560
<v Speaker 4>with wings trying to build. It's a little embarrassing. Frankly.

0:19:23.240 --> 0:19:26.120
<v Speaker 2>Well, I have one more question, which is, since we

0:19:26.359 --> 0:19:29.360
<v Speaker 2>spoke to you last, we've had this year's air shows,

0:19:29.600 --> 0:19:32.199
<v Speaker 2>and I'm just curious what was the most interesting or

0:19:32.240 --> 0:19:34.320
<v Speaker 2>surprising thing that you heard from those?

0:19:34.800 --> 0:19:37.280
<v Speaker 4>Yeah, thanks for asking, great great question. I guess the

0:19:37.320 --> 0:19:40.679
<v Speaker 4>mood at Farnborough this year outside of London was excuse me,

0:19:40.760 --> 0:19:43.720
<v Speaker 4>where's our planes. We've been waiting for a supply chain

0:19:43.760 --> 0:19:47.960
<v Speaker 4>in production recovery for some time now, and you talked

0:19:48.000 --> 0:19:52.840
<v Speaker 4>with supply chain managers and they were apologetic and they said, well,

0:19:52.840 --> 0:19:56.119
<v Speaker 4>look we're you know, we've got a roadmap map to

0:19:56.240 --> 0:19:59.800
<v Speaker 4>seeing the results from investments we're making at various levels

0:20:00.080 --> 0:20:04.119
<v Speaker 4>the supply chain. This wasn't one hundred percent completely convincing,

0:20:04.200 --> 0:20:06.840
<v Speaker 4>but hey, there's it sounds like they are starting to

0:20:06.840 --> 0:20:08.959
<v Speaker 4>make those investments. So in a year or so we

0:20:09.040 --> 0:20:13.200
<v Speaker 4>might begin to see a slightly faster, you know, increase

0:20:13.480 --> 0:20:16.399
<v Speaker 4>in production. That was sort of the big talked about topic,

0:20:16.440 --> 0:20:19.679
<v Speaker 4>and it sounds like people were getting serious about you know,

0:20:19.800 --> 0:20:23.800
<v Speaker 4>sourcing is a strategic function more than ever, so maybe

0:20:24.000 --> 0:20:25.720
<v Speaker 4>it's getting the priority it deserves.

0:20:26.240 --> 0:20:28.200
<v Speaker 3>By the way, Tracay, I just wanted to clarify something

0:20:28.400 --> 0:20:31.040
<v Speaker 3>I said earlier. So Ortberg was on CNBC today and

0:20:31.040 --> 0:20:33.439
<v Speaker 3>he was asked about the next plane that they're going

0:20:33.480 --> 0:20:36.639
<v Speaker 3>to design from scratch. Yeah, as I'm reading the Bloomberg articles,

0:20:36.840 --> 0:20:39.399
<v Speaker 3>restoring the balance sheet will be requirement for Boeing to

0:20:39.440 --> 0:20:42.679
<v Speaker 3>consider it's next commercial aircraft, Ortberg said, So the basic

0:20:42.760 --> 0:20:44.959
<v Speaker 3>gist is like, yeah, there's going to be another plane.

0:20:45.040 --> 0:20:48.320
<v Speaker 3>In theory, it's not going to happen until the current

0:20:48.920 --> 0:20:52.560
<v Speaker 3>financial issues are resolved. And so in the meantime, day

0:20:52.560 --> 0:20:55.440
<v Speaker 3>after day that work, the number of people who were

0:20:55.480 --> 0:20:58.680
<v Speaker 3>there the last time a new plane was launched dwindles.

0:20:59.000 --> 0:21:02.120
<v Speaker 2>Right, They're in a capital death spiral. So the most

0:21:02.160 --> 0:21:05.960
<v Speaker 2>pressing concern is gaining altitude by rebuilding that capital the

0:21:06.280 --> 0:21:08.760
<v Speaker 2>Christian before you can figure out where the plane is

0:21:08.800 --> 0:21:12.480
<v Speaker 2>actually going. There's my that's my flying analysis for today.

0:21:17.000 --> 0:21:20.120
<v Speaker 2>Lots More is produced by Carmen Rodriguez and Dashel Bennett,

0:21:20.119 --> 0:21:22.440
<v Speaker 2>with help from Moses Ondom and Cal Brooks.

0:21:22.800 --> 0:21:25.840
<v Speaker 3>Our sound engineer is Blake Maples. Sage Bauman is the

0:21:25.880 --> 0:21:27.240
<v Speaker 3>head of Bloomberg Podcasts.

0:21:27.480 --> 0:21:30.600
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0:21:30.600 --> 0:21:33.639
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0:21:39.920 --> 0:21:40.399
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