WEBVTT - Greg Becker on the Innovation Business (Podcast)

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<v Speaker 1>This is Mesters in Business with Very Results on Bloomberg Radio.

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<v Speaker 1>Here this week on the podcast, I have an extra

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<v Speaker 1>special guest. If you are at all interested in startups, entrepreneurism, lending,

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<v Speaker 1>risk managements, venture capital, strap yourself in. This is a

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<v Speaker 1>great one. Greg Becker. He's the CEO of Silicon Valley Bank,

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<v Speaker 1>where he's worked since and where he served as president

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<v Speaker 1>and CEO of SVB Financial Group and Silicon Valley Bank

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<v Speaker 1>since two thousand and eleven. This is really a wide

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<v Speaker 1>ranging and fascinating conversation for somebody who is right at

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<v Speaker 1>the nexus of everything from venture capital to life sciences,

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<v Speaker 1>to fintech, to you name it, but from the perspective

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<v Speaker 1>of a commercial banker, really located at the bull's eye

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<v Speaker 1>of the innovation economy, not just in the United States,

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<v Speaker 1>but for the entire world. I found this conversation to

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<v Speaker 1>be absolutely fascinating, and I think you will also, with

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<v Speaker 1>no further ado, my discussion with Silicon Valley Banks CEO

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<v Speaker 1>Greg Becker. This is Mesters in Business with Very Redholts

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<v Speaker 1>on Bloombird Radio. My extra special guest this week is

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<v Speaker 1>Greg Becker. He is the president and CEO of Silicon

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<v Speaker 1>Valley Bank, where he has worked since. Since two thousand

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<v Speaker 1>and eleven, he has been running the place both as

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<v Speaker 1>CEO of SVB Financial Group and Silicon Valley Bank. Greg

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<v Speaker 1>was named to Worth Magazine's Power one hundred most Influential

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<v Speaker 1>People in Global Finance. Greg Becker, Welcome to Bloomberg. Thanks

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<v Speaker 1>very great to be here. It's really great to have

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<v Speaker 1>you here in doing this live in person. So when

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<v Speaker 1>I look at Silicon Valley Bank, the question that comes

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<v Speaker 1>into my head is is this a bank that does

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<v Speaker 1>some venture capital or is this a VC that offers

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<v Speaker 1>some banking services. Well, we are banking, so let's be

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<v Speaker 1>clear about that. We're a bank that caters to a

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<v Speaker 1>very specific industry and then does a lot of things

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<v Speaker 1>to support those companies in those industries. So it's about

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<v Speaker 1>innovation companies all around the world. You start with him

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<v Speaker 1>very early. We support them with commercial banking, private banking,

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<v Speaker 1>and investment banking and asset management, so all those things

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<v Speaker 1>fit together to help these innovation clients. So you've been

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<v Speaker 1>with the bank since ninety three. What was your first

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<v Speaker 1>role there? How did you arrive at Silicon Valley Bank. Yeah,

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<v Speaker 1>so I started out as a loan officer, so lending

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<v Speaker 1>money to companies, and I came from another bank that

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<v Speaker 1>worked with more traditional companies. My manager at the time

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<v Speaker 1>was leaving to join Silicon Valley Bank and he encouraged

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<v Speaker 1>me to join him, and I did, and it was

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<v Speaker 1>phenomenon to an incredible, incredible career. But I started out

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<v Speaker 1>lending money to early stage technology companies at Silicon Valley Bank.

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<v Speaker 1>Now that sounds like a very high risk sort of

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<v Speaker 1>loan that typical banks don't make. How do you go

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<v Speaker 1>about vetting a loan to a company that is brand

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<v Speaker 1>new as a startup, doesn't have a long financial history.

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<v Speaker 1>How does that process differ than traditional bank lending. Yeah,

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<v Speaker 1>well it's changed a lot in twenty eight years. So

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<v Speaker 1>when you think about it, um, way back when when

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<v Speaker 1>I first started, the loans were much smaller. There were

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<v Speaker 1>you know, does not have many these choices for these companies.

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<v Speaker 1>It was really lending money in a very i'll call

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<v Speaker 1>it more conservative way than we do today. And venture capital.

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<v Speaker 1>Those are the two ways that companies were financed. And

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<v Speaker 1>then today, when you think about it, it's all about

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<v Speaker 1>capital debt, lending money. It's about venture capital from all

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<v Speaker 1>different sources and so how you go about lending money

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<v Speaker 1>to these companies is it's really about pattern recognition. It's

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<v Speaker 1>about understanding who the investors are, it's understanding what market

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<v Speaker 1>they're in. There's a whole series of things that we do,

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<v Speaker 1>but we've been doing it for so long and adapting

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<v Speaker 1>this lending capability that we've learned to do it really

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<v Speaker 1>well and both safely but also in a way that

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<v Speaker 1>it's hard for other people who do it. So you're

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<v Speaker 1>there in the nineties, that was quite an exciting period

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<v Speaker 1>when everything was just going up, up up. How did

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<v Speaker 1>you handle the other side of that when when the

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<v Speaker 1>dot COM's imploded? What was the bank doing? How bad

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<v Speaker 1>were losses and how did you manage them? Yes, so

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<v Speaker 1>when I think back at that two thousand two thousand

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<v Speaker 1>one time period, it was such an interesting time, and

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<v Speaker 1>I described it as the highest of highs and the

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<v Speaker 1>lowest of lows. And the beginning of two thousand, everything

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<v Speaker 1>was going well. Everything was going well with our companies.

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<v Speaker 1>They were growing so fast, they were getting started and

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<v Speaker 1>going public within a few years. There was just such

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<v Speaker 1>a euphoria at that time period. And then very quickly,

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<v Speaker 1>kind of March of that year, there was the Baron's

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<v Speaker 1>article that came out, and all of a sudden everything

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<v Speaker 1>changed and it went from everything was going well to

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<v Speaker 1>everything was going poorly. And what was fascinating about that time?

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<v Speaker 1>You know, it's actually my view it's the time when

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<v Speaker 1>you built the best relationships. Going through difficult times with

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<v Speaker 1>venture capitalists and companies. You found out who you were

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<v Speaker 1>as an institution. And so as much as I don't

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<v Speaker 1>want to ever go back to that time period, there

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<v Speaker 1>were a lot of good lessons learned that at that

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<v Speaker 1>time period. But yeah, we took losses. It was challenging

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<v Speaker 1>time for us. It took us a few years to

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<v Speaker 1>get back into what i'll call a nice growth mode

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<v Speaker 1>back in that kind of two thousand three, two thousand four.

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<v Speaker 1>But I look back at it, finally I learned I

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<v Speaker 1>learned a lot about the institution. I learned a lot

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<v Speaker 1>about how to lend money, and I learned learned a

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<v Speaker 1>lot about how to build relationships at that time. And

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<v Speaker 1>if I remember correctly, the the Barons article featured Howard

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<v Speaker 1>Marks and was titled Amazon dot Bomb, is that the

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<v Speaker 1>uh like January two thousand At that way, I couldn't

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<v Speaker 1>remember what month it was. I was either I thought

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<v Speaker 1>it was March, but well Mars was when the pre

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<v Speaker 1>announcements began. I don't remember if it was Intel or

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<v Speaker 1>Dell y t K pulled a lot of tech purchases forward.

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<v Speaker 1>So the first quarter was not surprisingly very light and

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<v Speaker 1>at those high levels didn't take a lot to send

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<v Speaker 1>that boulder down the hill. So so that turned out

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<v Speaker 1>as difficult a period as it was, that turned out

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<v Speaker 1>to be very formative, I don't know if that's the

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<v Speaker 1>right word, but certainly valuable for the bank in its

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<v Speaker 1>relationships with all the various players in Silicon Valley. It's

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<v Speaker 1>the entrepreneurs, it's the vcs. Who else is in that

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<v Speaker 1>ecology that that you had to deal with, Yeah, it's

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<v Speaker 1>all the professional service providers in the innovation business. So

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<v Speaker 1>it's the lawyers, it's the accountants, and it's it's really

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<v Speaker 1>during the difficult times is when you build your reputation,

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<v Speaker 1>and that reputation then is what's going to carry you

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<v Speaker 1>through that next leg of growth. I don't want to

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<v Speaker 1>go back to it. I can't say during the middle

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<v Speaker 1>of it it was enjoyable, but again I do look

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<v Speaker 1>back and say we learned so much and the relationships

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<v Speaker 1>still to this day, are still I look back in

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<v Speaker 1>some of my best relationships in the venture capital community

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<v Speaker 1>were formed back in that time period working through difficult

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<v Speaker 1>situations because you had to you had to work together

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<v Speaker 1>to solve these problems, and it ended up being great

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<v Speaker 1>from my career, ended up being great for the institution.

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<v Speaker 1>When did you see optimism start to return to early

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<v Speaker 1>stage investment post dot com crash? It took a while.

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<v Speaker 1>I took a while. I would say in two thousand

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<v Speaker 1>and three, two thousand four, two thousand and five. It

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<v Speaker 1>was not one thing was really a gradual. Year by

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<v Speaker 1>year it kind of picked up, and I I can

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<v Speaker 1>trust that Versus the financial crisis in oh eight oh nine,

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<v Speaker 1>in the innovation space, there was really only a couple

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<v Speaker 1>of quarters where it took a pretty steep drop and

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<v Speaker 1>then it basically rapidly increased. So two thousand and ten,

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<v Speaker 1>two thousand and eleven, it was a much more steeper

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<v Speaker 1>acceleration than it was back in two thousand two and

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<v Speaker 1>two thousand and three. So I don't think people realized

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<v Speaker 1>that they looked back at that time period that it

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<v Speaker 1>was actually a better time to be investing in. So

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<v Speaker 1>people invested more aggressively in the innovation space back in

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<v Speaker 1>again two thousand and ten and two thousand eleven, and

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<v Speaker 1>I think that was a good lesson. So you mentioned

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<v Speaker 1>the financial crisis of O eight oh nine. Obviously, from

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<v Speaker 1>let's call it March two thousand to either October oh

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<v Speaker 1>two or March oh three, that was very focused on

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<v Speaker 1>technology and telecom. The financial crisis obviously was financially focused,

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<v Speaker 1>but everything froze, credit markets froze, capital flows frozen. How

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<v Speaker 1>did you guys manage through that? What was the impact

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<v Speaker 1>of the financial crisis on the environment in Silicon Valley

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<v Speaker 1>relatively soon after the dot com crashed seven years later. Yeah,

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<v Speaker 1>in the financial crisis, when I think about what happened,

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<v Speaker 1>you know, we were impacted by it, and so we

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<v Speaker 1>really were worried about how deep this was going to

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<v Speaker 1>be and how long it was going to last. And

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<v Speaker 1>so we started, we raised capital, we did a lot

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<v Speaker 1>of things to be as protected as we could if

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<v Speaker 1>this was going to last quite a long period of time.

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<v Speaker 1>But again, what we were surprised by. I was surprised

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<v Speaker 1>by how fast investing in the innovation market picked up,

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<v Speaker 1>how fast venture capital came back, And so we were

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<v Speaker 1>bottoming out venture capital and annual basis was down in

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<v Speaker 1>that kind of twenty billion billion dollars per year. Dropped

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<v Speaker 1>pretty significantly to that level from from what how high

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<v Speaker 1>was it before? The highest amount historically up until the

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<v Speaker 1>last couple of years was a hundred billion dollars invested

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<v Speaker 1>in two thousand. It dropped off dramatically, and then it

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<v Speaker 1>kind of worked its way back up and then dropped

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<v Speaker 1>again in the financial crisis. And since the financial crisis

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<v Speaker 1>it's gone, you know when from the billion dollars in

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<v Speaker 1>the US, and it has been on this steady increase

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<v Speaker 1>in the last few years. Has been truly incredible in comparison,

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<v Speaker 1>last year was a hundred seventy billion dollars and this

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<v Speaker 1>year already the first half the year has been a

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<v Speaker 1>hundred eighty billion dollars in the first half. So this

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<v Speaker 1>year first half, first half, so it's been an incredible

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<v Speaker 1>first half the year. So I've seen people make the

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<v Speaker 1>claim that there's too much money floating around, that oldest

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<v Speaker 1>capital sloshing around, finds its way to companies and ends

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<v Speaker 1>up over paying, and you end up with things like

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<v Speaker 1>we work last year and all the craziness with soft

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<v Speaker 1>bank how do you look at the vast amount of

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<v Speaker 1>investable capital in the system. Have people become too focused

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<v Speaker 1>on on early stage startups or or even pre I

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<v Speaker 1>p O companies. I'm not one of those people, Berry,

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<v Speaker 1>And it says that there's too much, too much liquidity

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<v Speaker 1>out there, And and let me explain why. There's a

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<v Speaker 1>few reasons. One is people look back to two thousand.

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<v Speaker 1>I get that question a fair amount. Why it helped

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<v Speaker 1>me understand why this isn't just a repeat of two thousand. Well,

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<v Speaker 1>when you go back and think about two thousand, I

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<v Speaker 1>would first argue, the size of the market that companies

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<v Speaker 1>are going after is probably I would historically say ten

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<v Speaker 1>times bigger. I would actually say it's more like fifty sixty,

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<v Speaker 1>seventy times bigger than the market was back then. And

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<v Speaker 1>technology is in every part of what our daily lives

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<v Speaker 1>are all about. I would argue, when you think about

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<v Speaker 1>the pandemic and our ability to get through this pandemic

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<v Speaker 1>is a function of technology. So the zoom of the

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<v Speaker 1>world and our ability to work remotely and all the

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<v Speaker 1>different technologies that supported that. But let's also think about

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<v Speaker 1>the healthcare, the vaccines and how rapidly they came to

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<v Speaker 1>market with Madernay and others is because money was put

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<v Speaker 1>into these companies in prior years. So the size of

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<v Speaker 1>the market is much much, much bigger. That's number number one.

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<v Speaker 1>Number two, the markets these companies are going after is

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<v Speaker 1>are so much larger in scale, right it would be

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<v Speaker 1>companies would be building software for industries or for companies

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<v Speaker 1>to sell to industries, and now they're building software to

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<v Speaker 1>attack and completely disrupt entire industries. And you can see

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<v Speaker 1>that in hotels and taxis and all the different industries.

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<v Speaker 1>So the size of the markets much bigger. So I

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<v Speaker 1>look at this and say, billion dollars in the first

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<v Speaker 1>half the year is a big number. I don't want

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<v Speaker 1>to mistake that. But in the whole scheme of global money,

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<v Speaker 1>it's still pretty small. So my view is, um, there's

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<v Speaker 1>the liquidity is is actually okay given the size of

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<v Speaker 1>the market. Let's start right with those two. What is

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<v Speaker 1>the difference between s VB Financial Group and Silicon Valley Bank.

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<v Speaker 1>Not much of a difference. Overall this we have a

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<v Speaker 1>holding company and that's the financial group, and underside the

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<v Speaker 1>holding company we have activities such as investment banking and

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<v Speaker 1>some of the investing that we do in venture capital

0:13:08.280 --> 0:13:11.439
<v Speaker 1>firms and in technology and life science companies. That's done

0:13:11.440 --> 0:13:14.680
<v Speaker 1>at our holding company. And then the bank itself, Silicon

0:13:14.800 --> 0:13:18.360
<v Speaker 1>Valley Bank is nine percent of what we do as

0:13:18.400 --> 0:13:21.720
<v Speaker 1>far as the publicly traded company. So they're very similar.

0:13:21.760 --> 0:13:24.640
<v Speaker 1>It's just what activities fit in which business. And you

0:13:24.679 --> 0:13:28.880
<v Speaker 1>say Silicon Valley Bank, but you're not like a traditional bank.

0:13:29.040 --> 0:13:33.000
<v Speaker 1>We were just talking about branches and tellers and things

0:13:33.040 --> 0:13:36.000
<v Speaker 1>like that. That's not the sort of storefront you operate,

0:13:36.120 --> 0:13:39.600
<v Speaker 1>is it. Now. We are a commercial bank predominantly, and

0:13:39.640 --> 0:13:42.800
<v Speaker 1>that means that we work with companies. So companies again,

0:13:43.160 --> 0:13:46.800
<v Speaker 1>you know, it's the startups that are being funded by

0:13:47.000 --> 0:13:49.880
<v Speaker 1>families and friends. You know, people have ideas and they're

0:13:49.920 --> 0:13:53.559
<v Speaker 1>raising fifty a hundred thousand dollars and they're starting in business.

0:13:53.600 --> 0:13:56.160
<v Speaker 1>But they're starting a business that is in software or

0:13:56.200 --> 0:13:59.840
<v Speaker 1>the internet or in e commerce. It's in those industries

0:14:00.120 --> 0:14:02.800
<v Speaker 1>we we support, and that's the business side of it,

0:14:03.040 --> 0:14:05.199
<v Speaker 1>and we grow with them as they get larger and larger,

0:14:05.200 --> 0:14:07.720
<v Speaker 1>and hopefully they go public they get larger lists on

0:14:07.760 --> 0:14:09.400
<v Speaker 1>a NASADAC or they get listed on the New York

0:14:09.400 --> 0:14:13.120
<v Speaker 1>Stock Exchange. That's our models. So we don't have tellers,

0:14:13.320 --> 0:14:15.920
<v Speaker 1>we don't have branches, because so much of this can

0:14:15.960 --> 0:14:19.240
<v Speaker 1>be done virtually. And so when again, it helps when

0:14:19.560 --> 0:14:22.080
<v Speaker 1>you know, when you have a tragedy like the pandemic occurring,

0:14:22.320 --> 0:14:24.360
<v Speaker 1>you know we can still operate exactly as we had

0:14:24.400 --> 0:14:29.480
<v Speaker 1>operated historically. So I noticed you sort of funds companies

0:14:29.520 --> 0:14:34.080
<v Speaker 1>and bank with companies at different phases of their lifespan

0:14:34.680 --> 0:14:38.320
<v Speaker 1>startup banking, venture funded, late stage. Let's let's start up

0:14:38.320 --> 0:14:43.080
<v Speaker 1>with what is SVB startup banking. Yeah, So weave it

0:14:43.080 --> 0:14:45.880
<v Speaker 1>into our strategy overall because I think it's helpful in context.

0:14:46.360 --> 0:14:50.080
<v Speaker 1>Our strategy is we want to bring companies in that

0:14:50.120 --> 0:14:52.720
<v Speaker 1>are just getting started. So think about it like the

0:14:52.760 --> 0:14:55.080
<v Speaker 1>top of the funnel. You want to bring in thousands

0:14:55.080 --> 0:14:58.760
<v Speaker 1>of new companies each year, new companies that are being formed,

0:14:58.800 --> 0:15:01.960
<v Speaker 1>and we're talking about six, seven, eight nine thousand new

0:15:02.000 --> 0:15:05.920
<v Speaker 1>companies per year. We support them with banking services, getting

0:15:05.920 --> 0:15:08.480
<v Speaker 1>them off the ground, give them an advice, making connections

0:15:08.480 --> 0:15:11.760
<v Speaker 1>to investors, making connections to their service providers, and then

0:15:11.800 --> 0:15:14.160
<v Speaker 1>we tailor our products to them. As they raise their

0:15:14.160 --> 0:15:17.040
<v Speaker 1>first round of venture capital financing, their second round of

0:15:17.320 --> 0:15:19.960
<v Speaker 1>venture capital financing. We're lending them money in unique ways.

0:15:20.680 --> 0:15:25.400
<v Speaker 1>Ventured debt could be acquisition financing all different products and services,

0:15:25.440 --> 0:15:29.120
<v Speaker 1>giving them FX capabilities as they go international. And then

0:15:29.160 --> 0:15:32.120
<v Speaker 1>we support them with even greater capabilities as they go

0:15:32.240 --> 0:15:35.560
<v Speaker 1>international and they go public and they're doing hundreds of

0:15:35.560 --> 0:15:38.520
<v Speaker 1>millions of dollars of revenue. And so our our strategy

0:15:38.560 --> 0:15:42.040
<v Speaker 1>is bring them in early and support them all throughout

0:15:42.040 --> 0:15:45.280
<v Speaker 1>their life cycle as they get larger and larger. That's,

0:15:45.440 --> 0:15:48.520
<v Speaker 1>in a in a nutshell, that's what our our strategy is.

0:15:48.560 --> 0:15:50.720
<v Speaker 1>And to do it not just in the US, but

0:15:50.840 --> 0:15:52.880
<v Speaker 1>to do it globally, to do it in the UK,

0:15:53.080 --> 0:15:54.920
<v Speaker 1>to do in Europe, to do it in China, to

0:15:54.920 --> 0:15:57.200
<v Speaker 1>do it in Canada. And that's what we got to do.

0:15:57.280 --> 0:16:00.160
<v Speaker 1>Work with the most innovative, the coolest companies in the

0:16:00.280 --> 0:16:03.400
<v Speaker 1>entire world. So let's let's put some numbers on that

0:16:05.160 --> 0:16:08.320
<v Speaker 1>of venture backed tech and life sciences company in the

0:16:08.440 --> 0:16:11.920
<v Speaker 1>US Bank with you. That's a tremendous number. And then

0:16:11.960 --> 0:16:15.000
<v Speaker 1>if we talk about those same sort of companies that

0:16:15.400 --> 0:16:21.080
<v Speaker 1>have gone I p O of them in bank with you. So,

0:16:21.080 --> 0:16:24.800
<v Speaker 1>so you guys really seem to have cornered this market.

0:16:25.800 --> 0:16:29.920
<v Speaker 1>What are you doing to protect that giant lead? Yeah,

0:16:30.040 --> 0:16:33.560
<v Speaker 1>I definitely don't like the description cornered because that implies

0:16:33.600 --> 0:16:35.760
<v Speaker 1>in some ways that there isn't competition and you don't

0:16:35.760 --> 0:16:37.640
<v Speaker 1>have to wake up every day and kind of Andrew

0:16:37.680 --> 0:16:40.760
<v Speaker 1>Groves quote only the paranoid survive, which is something we

0:16:40.880 --> 0:16:45.360
<v Speaker 1>certainly adhere to. You know, it starts with really being

0:16:45.480 --> 0:16:51.080
<v Speaker 1>relentlessly focused on helping these companies at all stages figuring

0:16:51.120 --> 0:16:53.920
<v Speaker 1>out what are the keys to their success. What I

0:16:54.160 --> 0:16:56.480
<v Speaker 1>was talked to our team about, it's that one piece

0:16:56.480 --> 0:17:00.800
<v Speaker 1>of advice, It's that one connection, It's that one piece

0:17:00.840 --> 0:17:04.040
<v Speaker 1>of help that can make the difference between a company

0:17:04.080 --> 0:17:08.000
<v Speaker 1>being successful and not being successful. And you have to

0:17:08.000 --> 0:17:11.480
<v Speaker 1>think about that every single day. Is you engage with

0:17:11.680 --> 0:17:15.639
<v Speaker 1>and you work with our clients. And it makes sense

0:17:15.680 --> 0:17:18.159
<v Speaker 1>that when you have teams of people at SVB, that

0:17:18.280 --> 0:17:20.600
<v Speaker 1>this is all they do, work with companies that are

0:17:20.640 --> 0:17:25.760
<v Speaker 1>in the healthcare industry, biotech companies or medical devices, or

0:17:25.960 --> 0:17:29.000
<v Speaker 1>software or cyber software. That if they do that all

0:17:29.080 --> 0:17:32.080
<v Speaker 1>day long and the next cybersecurity software walks in the door,

0:17:32.119 --> 0:17:34.240
<v Speaker 1>their ability to point them in the right direction to

0:17:34.280 --> 0:17:38.359
<v Speaker 1>make interactions or engagements or connections that makes such a

0:17:38.440 --> 0:17:40.920
<v Speaker 1>huge difference. And so we just have to keep thinking

0:17:40.920 --> 0:17:44.640
<v Speaker 1>about that every single day, and that's you know, differentiating

0:17:45.000 --> 0:17:47.639
<v Speaker 1>and it's also what's really a lot of fun. If

0:17:47.680 --> 0:17:50.240
<v Speaker 1>you believe you have helped a company, you go home

0:17:50.280 --> 0:17:53.000
<v Speaker 1>at night you feel pretty darn good that you've made

0:17:53.040 --> 0:17:57.040
<v Speaker 1>a difference in a company that's changing something significant in

0:17:57.080 --> 0:18:01.400
<v Speaker 1>the world, very impressive. Let's talk about later stage companies

0:18:01.400 --> 0:18:05.520
<v Speaker 1>and public companies. Do you offer a similar suite of

0:18:05.560 --> 0:18:09.000
<v Speaker 1>services and and how different is that from the very

0:18:09.000 --> 0:18:12.119
<v Speaker 1>early stage compan Yeah, it is, it is very different, um,

0:18:12.160 --> 0:18:15.560
<v Speaker 1>but it is still again in that same commentary about

0:18:15.600 --> 0:18:19.000
<v Speaker 1>helping them be successful, that's what the product said, is

0:18:19.040 --> 0:18:21.440
<v Speaker 1>that's what the solutions are. That's where all the advice

0:18:21.840 --> 0:18:25.240
<v Speaker 1>and connections. So we may bring, um, some CFOs together

0:18:25.359 --> 0:18:27.240
<v Speaker 1>or ceo s together. If a company is thinking about

0:18:27.280 --> 0:18:30.240
<v Speaker 1>going public, well let's connect them with other c e

0:18:30.359 --> 0:18:32.359
<v Speaker 1>o s who have gone through that process so they

0:18:32.359 --> 0:18:35.080
<v Speaker 1>can get the advice about how to do that. Do

0:18:35.119 --> 0:18:37.320
<v Speaker 1>you raise money before you go public or do you

0:18:37.400 --> 0:18:39.520
<v Speaker 1>raise kind of all the money you need when you

0:18:39.560 --> 0:18:42.800
<v Speaker 1>go public or after you go public? Giving that feedback

0:18:42.840 --> 0:18:46.200
<v Speaker 1>and that experience to other people going through that same thing,

0:18:46.520 --> 0:18:49.640
<v Speaker 1>those connections are really, really, really valuable. But other things

0:18:49.680 --> 0:18:51.920
<v Speaker 1>that are different, how much money you lend to them,

0:18:51.920 --> 0:18:54.600
<v Speaker 1>the type of money it's acquisition financing. It could be

0:18:54.680 --> 0:18:58.280
<v Speaker 1>large acquisition financing, it could be making introductions to pe

0:18:58.320 --> 0:19:02.120
<v Speaker 1>firms who may want to take them private if they're

0:19:02.160 --> 0:19:05.240
<v Speaker 1>public already. So it's a whole suite of solutions that

0:19:05.280 --> 0:19:07.560
<v Speaker 1>we give to these companies. And again I'll go back

0:19:07.560 --> 0:19:09.560
<v Speaker 1>to what I said, that's the most important, that's the

0:19:09.560 --> 0:19:12.280
<v Speaker 1>most fun part when you really do believe that you've

0:19:12.320 --> 0:19:15.280
<v Speaker 1>made a difference in that company. Very interesting. Tell us

0:19:15.280 --> 0:19:18.000
<v Speaker 1>a little bit about open Door. I love the story

0:19:18.119 --> 0:19:22.040
<v Speaker 1>that everybody passed on them. What did you guys see

0:19:22.080 --> 0:19:25.040
<v Speaker 1>in them? That was so unique? Part of companies like

0:19:25.080 --> 0:19:27.560
<v Speaker 1>an open door. And there's such a long list of

0:19:27.600 --> 0:19:29.439
<v Speaker 1>companies that you put it, you know, put in that

0:19:29.520 --> 0:19:33.560
<v Speaker 1>list that I think the biggest challenge for individuals to

0:19:33.600 --> 0:19:37.520
<v Speaker 1>look at these companies and to really believe in them

0:19:37.760 --> 0:19:41.560
<v Speaker 1>is to understand what they're going after. And it's very

0:19:41.600 --> 0:19:44.040
<v Speaker 1>easy to say no, It's very easy to list all

0:19:44.080 --> 0:19:47.080
<v Speaker 1>the challenges and the reasons that something may not work.

0:19:47.520 --> 0:19:50.760
<v Speaker 1>It is much more difficult to be that optimistic point

0:19:50.760 --> 0:19:53.480
<v Speaker 1>of view and to say what if, what if they're successful?

0:19:53.480 --> 0:19:55.840
<v Speaker 1>What if they're right, What if they actually go after

0:19:55.880 --> 0:19:58.920
<v Speaker 1>this market? How big could this be? And then understanding

0:19:59.400 --> 0:20:02.800
<v Speaker 1>again who investors are, understanding the management team and there

0:20:03.000 --> 0:20:06.240
<v Speaker 1>and their dry for success. All those things are ingredients

0:20:06.600 --> 0:20:09.000
<v Speaker 1>that really gives you that view of the potential for

0:20:09.040 --> 0:20:12.080
<v Speaker 1>that business. And that that's what I mean, Honestly, that's

0:20:12.359 --> 0:20:15.280
<v Speaker 1>the most inspiring part of what I get to do

0:20:15.320 --> 0:20:19.000
<v Speaker 1>as a CEO to see these companies, to understand where

0:20:19.000 --> 0:20:21.920
<v Speaker 1>they're going, to listen to the CEOs and the c

0:20:22.119 --> 0:20:24.119
<v Speaker 1>suites in these companies, to see where they want to go,

0:20:24.200 --> 0:20:25.720
<v Speaker 1>where they want to go and what they want to build.

0:20:26.080 --> 0:20:30.199
<v Speaker 1>UM is truly incredible And that's that's incredibly motivating to me,

0:20:30.280 --> 0:20:32.480
<v Speaker 1>and I know it's incredibly motivating to our team. So

0:20:32.480 --> 0:20:36.440
<v Speaker 1>so let's stick with that. And before we describe how

0:20:36.480 --> 0:20:40.960
<v Speaker 1>the open door investment worked out, people should be aware

0:20:41.119 --> 0:20:45.000
<v Speaker 1>that the vast majority of venture investments don't pan out.

0:20:45.520 --> 0:20:49.000
<v Speaker 1>This is a space where somewhere between sixty the companies

0:20:49.640 --> 0:20:52.239
<v Speaker 1>UM never really get off the ground in in an

0:20:52.240 --> 0:20:55.239
<v Speaker 1>appreciable way. How do you manage that risk and how

0:20:55.240 --> 0:20:58.560
<v Speaker 1>do you make sure that whatever that relationship is, you're

0:20:58.600 --> 0:21:02.239
<v Speaker 1>not just burning through She at a horrifying rate. So

0:21:02.280 --> 0:21:06.000
<v Speaker 1>there's the investment piece of these companies, and then there's

0:21:06.040 --> 0:21:10.560
<v Speaker 1>the lending money to these companies. So the investing piece

0:21:10.800 --> 0:21:15.040
<v Speaker 1>is you you have to have a few winners to

0:21:15.200 --> 0:21:19.360
<v Speaker 1>make up for all the companies where they don't. They

0:21:19.400 --> 0:21:23.520
<v Speaker 1>don't either realize their full potential or they outright fail.

0:21:24.160 --> 0:21:28.200
<v Speaker 1>So equity is very different than lending money. Lending money,

0:21:28.720 --> 0:21:31.520
<v Speaker 1>you don't have to have as many winners to make

0:21:31.600 --> 0:21:33.520
<v Speaker 1>up for the for the ones you lose money on,

0:21:33.640 --> 0:21:36.720
<v Speaker 1>you do have a higher loss rate um, but because

0:21:37.200 --> 0:21:40.400
<v Speaker 1>we as a senior lender in these loans, we get

0:21:40.440 --> 0:21:43.480
<v Speaker 1>repaid first when you when a company goes out of business,

0:21:43.560 --> 0:21:46.360
<v Speaker 1>we get repaid as the company's winding down. That has

0:21:46.400 --> 0:21:49.719
<v Speaker 1>certain protections to us. So loss rates are still higher,

0:21:50.080 --> 0:21:52.439
<v Speaker 1>but you can still underwrite them in a way that

0:21:52.600 --> 0:21:55.960
<v Speaker 1>is different than the equity investors do. We don't have

0:21:56.000 --> 0:21:58.080
<v Speaker 1>the same upside and we don't have the same downside.

0:21:58.640 --> 0:22:02.280
<v Speaker 1>On the lending side, if something doesn't work out and

0:22:02.320 --> 0:22:05.960
<v Speaker 1>you're recapturing eight of the loan, that's a loss, but

0:22:06.080 --> 0:22:09.200
<v Speaker 1>it's not a total right. You're not writing everything off

0:22:09.320 --> 0:22:11.280
<v Speaker 1>right on the equity side, if it doesn't work out,

0:22:11.440 --> 0:22:14.320
<v Speaker 1>that's take it down to zero. It usually means that

0:22:14.320 --> 0:22:15.840
<v Speaker 1>you're gonna take it down to zero, you're gonna take

0:22:15.840 --> 0:22:17.760
<v Speaker 1>a complete loss. Yes, And at the end of the

0:22:17.800 --> 0:22:20.840
<v Speaker 1>open Door investment, you guys were the only ones who

0:22:21.119 --> 0:22:24.560
<v Speaker 1>were willing to make that equity investment in open door,

0:22:25.119 --> 0:22:27.959
<v Speaker 1>and ultimately they end up going public with a spack.

0:22:28.480 --> 0:22:31.879
<v Speaker 1>It's a giant winner for everybody involved. That has to

0:22:32.000 --> 0:22:35.120
<v Speaker 1>give you a lot of confidence that, Hey, our due

0:22:35.160 --> 0:22:39.120
<v Speaker 1>diligence process and our ability to both lend and make

0:22:39.160 --> 0:22:43.000
<v Speaker 1>equity investments seems to be finding the right companies. So

0:22:43.040 --> 0:22:44.880
<v Speaker 1>the equity investors in that deal, we weren't the only

0:22:44.920 --> 0:22:47.600
<v Speaker 1>equity were the only investor. In fact, we were lending

0:22:47.640 --> 0:22:50.560
<v Speaker 1>money to them. But the equity investors did very well.

0:22:50.920 --> 0:22:53.200
<v Speaker 1>Don't you get warrants on a lot of these small

0:22:53.240 --> 0:22:56.720
<v Speaker 1>companies when you're one of the early investors as well. Yeah,

0:22:56.760 --> 0:22:59.960
<v Speaker 1>but it's it uries a really interesting distinction between equity

0:23:00.080 --> 0:23:03.840
<v Speaker 1>investing where you get, um, you're putting in tens of

0:23:03.880 --> 0:23:08.960
<v Speaker 1>millions of dollars and you're getting right when you're lending money.

0:23:09.280 --> 0:23:12.400
<v Speaker 1>Think about it almost like getting a few stock options.

0:23:13.040 --> 0:23:15.640
<v Speaker 1>So for the upside, it offsets some of the losses

0:23:15.680 --> 0:23:18.320
<v Speaker 1>that you will take over time in the portfolio. But

0:23:18.720 --> 0:23:23.000
<v Speaker 1>it's it's mainly it's a small amount of stock. When

0:23:23.000 --> 0:23:25.760
<v Speaker 1>a company is really successful, though it can still add

0:23:25.800 --> 0:23:27.479
<v Speaker 1>up to a lot of a lot of money, and

0:23:27.520 --> 0:23:30.560
<v Speaker 1>so we've seen that especially last year and this year.

0:23:30.680 --> 0:23:33.480
<v Speaker 1>The warrant gains that we've had have been substantial. But

0:23:33.520 --> 0:23:36.280
<v Speaker 1>the reason it's more challenging is that when things are

0:23:36.280 --> 0:23:39.840
<v Speaker 1>going really well, you have really low credit losses and

0:23:39.880 --> 0:23:43.320
<v Speaker 1>your warrant gains are also doing really well, it looks

0:23:43.359 --> 0:23:46.919
<v Speaker 1>really easy. When the markets more challenging, your warrant gains

0:23:47.560 --> 0:23:50.240
<v Speaker 1>are non existent. You could be even losing money on

0:23:50.280 --> 0:23:52.639
<v Speaker 1>your warrants right and you could be having a higher

0:23:52.720 --> 0:23:56.280
<v Speaker 1>rite off rate. So it is it is more cyclical

0:23:56.560 --> 0:23:59.639
<v Speaker 1>up and down than people would believe. So you you

0:23:59.720 --> 0:24:02.280
<v Speaker 1>really have to think about this under a long term strategy.

0:24:02.800 --> 0:24:06.200
<v Speaker 1>Companies these days are staying private for much longer. Tell

0:24:06.280 --> 0:24:09.119
<v Speaker 1>us a little bit about your partnership with NASDAK to

0:24:09.160 --> 0:24:13.440
<v Speaker 1>help bring some liquidity to pre I p O startups.

0:24:13.960 --> 0:24:15.680
<v Speaker 1>Let me give a little more context to be able

0:24:15.680 --> 0:24:19.320
<v Speaker 1>to answer the question better. Um, So, the big difference

0:24:19.359 --> 0:24:24.399
<v Speaker 1>between private companies and public companies is access to information.

0:24:24.680 --> 0:24:27.679
<v Speaker 1>They are. They're very very very very different as far

0:24:27.680 --> 0:24:30.280
<v Speaker 1>as what is known about a private company and what's

0:24:30.280 --> 0:24:32.280
<v Speaker 1>not about a public company. Public companies you know all

0:24:32.280 --> 0:24:34.719
<v Speaker 1>the information, it's all you know. We all have access

0:24:34.720 --> 0:24:37.760
<v Speaker 1>to the same information and knowledge. Um it's you know,

0:24:38.440 --> 0:24:43.119
<v Speaker 1>very small margins on trading and all those things. Private companies,

0:24:43.359 --> 0:24:48.160
<v Speaker 1>by definition, it's more opaque. It's more unknown about their

0:24:48.160 --> 0:24:52.200
<v Speaker 1>financials and what's going on. So buying and selling private stock,

0:24:52.240 --> 0:24:55.880
<v Speaker 1>if you could even find some, has been a historical challenge.

0:24:56.760 --> 0:25:00.520
<v Speaker 1>What happens is the companies stay private longer. Right, The

0:25:00.600 --> 0:25:03.479
<v Speaker 1>issue for investors, the issues for the employees that are

0:25:03.520 --> 0:25:06.719
<v Speaker 1>part of that company. You may have made on paper

0:25:06.800 --> 0:25:08.960
<v Speaker 1>a lot of money, but you may not be able

0:25:09.000 --> 0:25:11.320
<v Speaker 1>to get any liquidity, and so you have to figure

0:25:11.320 --> 0:25:14.840
<v Speaker 1>out a way how can you keep these companies private

0:25:14.880 --> 0:25:18.280
<v Speaker 1>longer to build additional wealth and still provide liquidity to

0:25:18.320 --> 0:25:21.760
<v Speaker 1>the investors and still probably liquidity to the employees. One

0:25:21.760 --> 0:25:24.560
<v Speaker 1>way to do it is to create an exchange in

0:25:24.680 --> 0:25:28.679
<v Speaker 1>exchange for private company shares, and that's what Nastick Private

0:25:28.680 --> 0:25:31.320
<v Speaker 1>Market has been doing. Historically, they've done more than thirty

0:25:31.359 --> 0:25:36.119
<v Speaker 1>billion dollars of trading in private shares and what we

0:25:36.200 --> 0:25:39.680
<v Speaker 1>wanted to do pulling together this group. So it's Nasdeck,

0:25:39.960 --> 0:25:44.800
<v Speaker 1>it's ourselves, it's Goldman, Morgan, Stanley, and City is basically

0:25:44.880 --> 0:25:48.320
<v Speaker 1>a consortium that comes together that all brings something valuable

0:25:48.760 --> 0:25:53.960
<v Speaker 1>to create a private exchange that is bigger, bolder, is

0:25:54.040 --> 0:25:58.520
<v Speaker 1>more accessible to investors on the issuer side and on

0:25:58.560 --> 0:26:00.600
<v Speaker 1>the investors side. And that's really what this is about,

0:26:00.600 --> 0:26:03.440
<v Speaker 1>and that's why we're excited to be working together. So

0:26:03.640 --> 0:26:06.960
<v Speaker 1>obviously it's a private exchange. It's not open to the public.

0:26:07.600 --> 0:26:09.800
<v Speaker 1>How big of a market is this? How big can

0:26:09.840 --> 0:26:13.439
<v Speaker 1>it get? And who are the buyers and sellers in

0:26:13.520 --> 0:26:17.800
<v Speaker 1>this private market? These sellers are the issuers are really

0:26:18.160 --> 0:26:22.600
<v Speaker 1>the vast majority of private companies that have raised maybe

0:26:22.640 --> 0:26:26.959
<v Speaker 1>it's a series C round D round, so they're they're

0:26:27.000 --> 0:26:30.800
<v Speaker 1>more mature. They may be doing fifty million, two hundred

0:26:30.840 --> 0:26:33.720
<v Speaker 1>million dollars in revenue right um, and so they may

0:26:33.720 --> 0:26:39.120
<v Speaker 1>be two, three, four years away from going public. And

0:26:39.359 --> 0:26:41.600
<v Speaker 1>those companies wanted, you know, maybe they've been around for

0:26:41.640 --> 0:26:43.760
<v Speaker 1>eight years, nine years, ten years, so they want to

0:26:43.760 --> 0:26:48.280
<v Speaker 1>provide liquidity for early investors or for employees. So there's

0:26:48.320 --> 0:26:51.240
<v Speaker 1>the issue where side of it. So it's a big market.

0:26:51.280 --> 0:26:53.960
<v Speaker 1>The issue where a side is a big market. On

0:26:54.000 --> 0:26:57.320
<v Speaker 1>the other side is the buyers, right, So the investors,

0:26:57.359 --> 0:26:59.840
<v Speaker 1>it will mostly be the institutional and mostly be the

0:27:00.000 --> 0:27:03.440
<v Speaker 1>ones who are maybe coming into invest in these businesses

0:27:03.760 --> 0:27:07.080
<v Speaker 1>once they become public and they want to participate two

0:27:07.160 --> 0:27:11.119
<v Speaker 1>or three years earlier while they're still private. So a

0:27:11.119 --> 0:27:13.520
<v Speaker 1>lot of the investors will be the same investors. But

0:27:13.600 --> 0:27:17.040
<v Speaker 1>you can see family offices, you could see some accredited

0:27:17.080 --> 0:27:20.240
<v Speaker 1>investors participating in that. And so it is a big

0:27:20.280 --> 0:27:22.800
<v Speaker 1>market on both sides, and that's why we were excited

0:27:22.800 --> 0:27:26.359
<v Speaker 1>to participate um in this new joint venture with Nasdak

0:27:26.440 --> 0:27:29.520
<v Speaker 1>and the other investment banks. And the assumption is when

0:27:29.560 --> 0:27:32.320
<v Speaker 1>you're buying pre i p O shares, you're getting a

0:27:32.359 --> 0:27:35.880
<v Speaker 1>discount from not only a couple of years of growth,

0:27:36.280 --> 0:27:39.280
<v Speaker 1>but what the I p O valuation might be. It depends.

0:27:39.320 --> 0:27:42.240
<v Speaker 1>Sometimes you'll be getting a discount and sometimes the valuation

0:27:42.560 --> 0:27:44.840
<v Speaker 1>may go the other way. Right. It's just when people

0:27:44.880 --> 0:27:47.520
<v Speaker 1>ask me the question about it almost makes it seem

0:27:47.560 --> 0:27:51.160
<v Speaker 1>like you're guaranteed to make money because you're investing before

0:27:51.160 --> 0:27:55.320
<v Speaker 1>a company goes public, and obviously or guarantee is always

0:27:55.359 --> 0:27:57.960
<v Speaker 1>so loaded. Yeah, it's so it just doesn't work that way, right,

0:27:58.040 --> 0:27:59.879
<v Speaker 1>It's but it's like when you buy a public stock.

0:28:00.080 --> 0:28:02.159
<v Speaker 1>When you buy a public stock, you make an assumption

0:28:02.640 --> 0:28:05.159
<v Speaker 1>about that stock. You believe it has upside and it

0:28:05.160 --> 0:28:07.960
<v Speaker 1>will go up. Every stock that you invest in Bury

0:28:08.040 --> 0:28:11.240
<v Speaker 1>does it always go up? Is every single but not

0:28:10.920 --> 0:28:14.720
<v Speaker 1>for the average actually actually for everybody for the past

0:28:14.800 --> 0:28:18.760
<v Speaker 1>couple of years, it's gone up. But that's not what

0:28:18.880 --> 0:28:21.639
<v Speaker 1>happens in the real world over longer periods of time.

0:28:21.920 --> 0:28:24.000
<v Speaker 1>And look, it was only a year ago we watched

0:28:24.040 --> 0:28:31.200
<v Speaker 1>we Work implode after a pretty rich uprounds. So maybe

0:28:31.280 --> 0:28:34.359
<v Speaker 1>it's not that extreme of an example, but there's no

0:28:34.440 --> 0:28:38.000
<v Speaker 1>reason to think that a successful C round or D

0:28:38.200 --> 0:28:41.560
<v Speaker 1>round company can have things go off the rails and

0:28:41.640 --> 0:28:44.000
<v Speaker 1>the next round is appreciably lower. You asked me a

0:28:44.080 --> 0:28:46.960
<v Speaker 1>question earlier in the discussion about you know, how do

0:28:47.000 --> 0:28:49.960
<v Speaker 1>we deal with this high loss rate? Remember, I mean,

0:28:50.120 --> 0:28:52.520
<v Speaker 1>even if they get to a later stage, a series

0:28:52.560 --> 0:28:55.600
<v Speaker 1>C or D round, and they are doing fifty million

0:28:55.600 --> 0:28:59.040
<v Speaker 1>dollars in revenue, it doesn't mean they may not struggle.

0:28:59.120 --> 0:29:01.800
<v Speaker 1>It doesn't mean that there they may not go out

0:29:01.800 --> 0:29:03.640
<v Speaker 1>of business. They still may go out of business. So

0:29:03.960 --> 0:29:06.120
<v Speaker 1>it's still it's a higher risk. You're just trying to

0:29:06.120 --> 0:29:11.640
<v Speaker 1>give information and accessibility to these private companies so people

0:29:11.680 --> 0:29:15.600
<v Speaker 1>can participate in it, institutions and individuals, and that's what's

0:29:15.680 --> 0:29:18.160
<v Speaker 1>unique about it and that's what we're excited about. So,

0:29:18.160 --> 0:29:22.920
<v Speaker 1>so you mentioned how much information is available for public companies.

0:29:23.840 --> 0:29:26.720
<v Speaker 1>How do you go about doing your due diligence on

0:29:26.840 --> 0:29:30.920
<v Speaker 1>private companies where you can't just sit at a Bloomberg

0:29:31.000 --> 0:29:34.200
<v Speaker 1>terminal or punch something into Google and find everything there

0:29:34.320 --> 0:29:36.840
<v Speaker 1>is to find out about a company. What is that

0:29:36.920 --> 0:29:41.040
<v Speaker 1>process like and how much energy and time and capital

0:29:41.080 --> 0:29:43.360
<v Speaker 1>do you invest in it? Yeah, well, it is a

0:29:43.400 --> 0:29:45.120
<v Speaker 1>function of a couple things, right. One is has to

0:29:45.120 --> 0:29:48.360
<v Speaker 1>be the private company and what they're willing to share,

0:29:49.040 --> 0:29:52.440
<v Speaker 1>and then the buyer takes that information and they marry

0:29:52.440 --> 0:29:55.200
<v Speaker 1>it with any comparables that you can make in the

0:29:55.240 --> 0:29:58.400
<v Speaker 1>public market, and then you make assumptions. Right, That's why

0:29:58.440 --> 0:30:00.720
<v Speaker 1>it's it is more difficult. Right, it will not be

0:30:00.960 --> 0:30:07.840
<v Speaker 1>ever be as transparent, as clear and with information accessible

0:30:08.280 --> 0:30:09.880
<v Speaker 1>the way a public market is. That's why that is

0:30:09.880 --> 0:30:12.440
<v Speaker 1>still a private market. But you should be able to

0:30:12.480 --> 0:30:14.719
<v Speaker 1>make certain assumptions. So let's say if it's as sassed

0:30:15.080 --> 0:30:19.560
<v Speaker 1>assass enterprise software company. Well, even if it's private, you

0:30:19.640 --> 0:30:23.320
<v Speaker 1>have public comps that you then can apply based on

0:30:23.360 --> 0:30:26.040
<v Speaker 1>the industry, the market where it's going, growth rates, all

0:30:26.080 --> 0:30:27.880
<v Speaker 1>those things. So you know, yeah, you have to do

0:30:27.960 --> 0:30:31.040
<v Speaker 1>work as an investor. But it's not you know, it's

0:30:31.080 --> 0:30:33.480
<v Speaker 1>not as if there won't be comparisons out there that

0:30:33.560 --> 0:30:35.960
<v Speaker 1>you can make in judgment that you can make in

0:30:36.080 --> 0:30:38.120
<v Speaker 1>order to make your assessment whether it's a good investment

0:30:38.160 --> 0:30:42.680
<v Speaker 1>or not. So I'm doing my research preparing for this conversation,

0:30:43.200 --> 0:30:46.320
<v Speaker 1>and I start working my way back through some of

0:30:47.680 --> 0:30:52.600
<v Speaker 1>Silicon Valley banks early relationships. They were Cisco's first bank,

0:30:53.040 --> 0:30:57.280
<v Speaker 1>I know the relationships with Apple, Intel. Tell us about

0:30:57.400 --> 0:31:00.320
<v Speaker 1>some of the history and some of the companies s

0:31:00.400 --> 0:31:03.000
<v Speaker 1>VB has worked with. Yeah, well, i'll give you some

0:31:03.080 --> 0:31:05.440
<v Speaker 1>of the history. I was not here at the time,

0:31:05.560 --> 0:31:08.880
<v Speaker 1>but I'll tell you the story that goes along with it.

0:31:08.920 --> 0:31:12.160
<v Speaker 1>One of our co founders, a gentleman named Bill bigger Staff.

0:31:12.640 --> 0:31:15.960
<v Speaker 1>The story goes that when the two individuals that formed

0:31:16.320 --> 0:31:20.720
<v Speaker 1>Cisco started the company, that he had um given them alone,

0:31:20.840 --> 0:31:23.840
<v Speaker 1>and he actually went to their house to actually give

0:31:23.880 --> 0:31:26.680
<v Speaker 1>them a very very small a loan to help them,

0:31:27.040 --> 0:31:29.680
<v Speaker 1>um so the capital plus that loan got them started.

0:31:29.720 --> 0:31:33.360
<v Speaker 1>So that's that's one of of many stories and kind

0:31:33.360 --> 0:31:35.720
<v Speaker 1>of our in our history books that we like to

0:31:35.840 --> 0:31:39.560
<v Speaker 1>certainly um reference and and given another story is that

0:31:39.600 --> 0:31:42.480
<v Speaker 1>one of the first acquisitions, if not the first acquisitions

0:31:42.480 --> 0:31:45.760
<v Speaker 1>that Cisco did, was one of my first clients when

0:31:45.840 --> 0:31:49.720
<v Speaker 1>I was a junior banker at at SVB called Crescendo,

0:31:50.120 --> 0:31:53.000
<v Speaker 1>and John Chambers and I, who know each other, we

0:31:53.000 --> 0:31:55.640
<v Speaker 1>were talking about that that story, and it was a

0:31:55.680 --> 0:31:58.560
<v Speaker 1>great acquisition for them, it was a great client of mine,

0:31:59.080 --> 0:32:01.840
<v Speaker 1>and it just it's again it's one of the great

0:32:01.880 --> 0:32:04.000
<v Speaker 1>things about the institution where you can go back and

0:32:04.000 --> 0:32:07.720
<v Speaker 1>look in history about these amazing, iconic companies that we

0:32:07.720 --> 0:32:10.200
<v Speaker 1>were part of at the beginning, and that's it's just

0:32:10.240 --> 0:32:11.920
<v Speaker 1>a it's a great thrill to look back at that.

0:32:12.480 --> 0:32:15.320
<v Speaker 1>So so given that amazing history and and all these

0:32:15.440 --> 0:32:19.800
<v Speaker 1>now giant names, SVB has been kind of low key.

0:32:19.840 --> 0:32:21.959
<v Speaker 1>And I don't know if media shy is the right

0:32:22.000 --> 0:32:25.640
<v Speaker 1>word because you're here doing this, but certainly you guys

0:32:25.680 --> 0:32:28.600
<v Speaker 1>don't advertise, you're not in the paper all the time.

0:32:29.000 --> 0:32:31.880
<v Speaker 1>You tend to be pretty low key. What's the thinking

0:32:31.880 --> 0:32:35.360
<v Speaker 1>behind that? Yeah, Well, from an advertising perspective, I mean

0:32:35.400 --> 0:32:39.240
<v Speaker 1>when I think of advertising, that's mostly for consumers, consumers,

0:32:39.520 --> 0:32:43.360
<v Speaker 1>consumer brands, and and that's not who we are. Um

0:32:43.520 --> 0:32:47.120
<v Speaker 1>we are. We work with companies, we work with venture capitalists,

0:32:47.160 --> 0:32:49.760
<v Speaker 1>we work it with you know, the healthcare space to

0:32:49.840 --> 0:32:52.680
<v Speaker 1>life science and where we spend time, and it's really

0:32:52.680 --> 0:32:55.480
<v Speaker 1>it's about relationships and making sure we're top of mind

0:32:55.520 --> 0:32:58.840
<v Speaker 1>with them. We're spending time with those individuals, spending time

0:32:58.880 --> 0:33:01.880
<v Speaker 1>with the venture capitalists, We're spending time with the entrepreneurs.

0:33:01.920 --> 0:33:05.800
<v Speaker 1>That's where our teams of people are and will sponsor things,

0:33:05.840 --> 0:33:09.360
<v Speaker 1>will host events, will create events around that. But it's

0:33:09.400 --> 0:33:12.600
<v Speaker 1>not it's not in mainstream. It's becoming more popular, it's

0:33:12.600 --> 0:33:17.000
<v Speaker 1>becoming more top of mind for individuals, but historically it

0:33:17.040 --> 0:33:19.000
<v Speaker 1>has been more low key. To use your your word.

0:33:19.480 --> 0:33:23.120
<v Speaker 1>So so let's let's stay with the organization. Guys are

0:33:23.160 --> 0:33:27.920
<v Speaker 1>publicly traded. You're the CEO. How did you manage the organization?

0:33:27.960 --> 0:33:31.080
<v Speaker 1>How did you run things during the pandemic when everyone

0:33:31.240 --> 0:33:34.440
<v Speaker 1>was forced to work from home. Well, the simple way

0:33:34.480 --> 0:33:36.440
<v Speaker 1>to describe it is make sure if you're going to

0:33:36.520 --> 0:33:38.520
<v Speaker 1>go through something like that, you've got a really good

0:33:38.520 --> 0:33:42.080
<v Speaker 1>team of people, and it starts with that, and no

0:33:42.280 --> 0:33:46.760
<v Speaker 1>CEO is making all the calls. No CEO is you know,

0:33:47.000 --> 0:33:50.520
<v Speaker 1>using just their own thinking, their own decision making process.

0:33:50.920 --> 0:33:53.200
<v Speaker 1>And so number one start with a great team, which

0:33:53.240 --> 0:33:55.719
<v Speaker 1>we we had. And so as we started to assess

0:33:55.760 --> 0:34:00.360
<v Speaker 1>the situation, it was thinking about our employees first and

0:34:00.400 --> 0:34:05.360
<v Speaker 1>thinking about our clients and shareholders. While important, always important.

0:34:05.360 --> 0:34:07.680
<v Speaker 1>When to make that note, UM, you got to focus

0:34:07.720 --> 0:34:09.919
<v Speaker 1>on the first two things. And so when we thought

0:34:09.920 --> 0:34:13.160
<v Speaker 1>about employees, it was how fast we can make sure

0:34:13.200 --> 0:34:15.120
<v Speaker 1>that we're taking care of them and protecting them. So

0:34:15.160 --> 0:34:18.480
<v Speaker 1>we went very quickly from a remote perspective, making sure

0:34:18.520 --> 0:34:22.319
<v Speaker 1>we were supporting them with home office, home technology capabilities

0:34:22.360 --> 0:34:24.799
<v Speaker 1>so they could do what they needed to do UM

0:34:24.840 --> 0:34:27.680
<v Speaker 1>and also take care of their families. That was first

0:34:27.680 --> 0:34:31.320
<v Speaker 1>and foremost. The second thing was taking care of our clients.

0:34:31.640 --> 0:34:34.800
<v Speaker 1>So when you see a shock like that, they're worried about.

0:34:35.239 --> 0:34:37.560
<v Speaker 1>I don't know what's going to happen next. My crystal

0:34:37.560 --> 0:34:40.600
<v Speaker 1>ball becomes very cloudy. I what I don't want to

0:34:40.640 --> 0:34:44.120
<v Speaker 1>have to deal with is my banking partner kind of

0:34:44.400 --> 0:34:47.359
<v Speaker 1>ringing up the phone or call him or emailing me saying, hey,

0:34:47.440 --> 0:34:50.759
<v Speaker 1>your loan payback your loan or we're worried about this.

0:34:51.200 --> 0:34:54.600
<v Speaker 1>So we give our clients a lot of flexibility and

0:34:54.640 --> 0:34:58.280
<v Speaker 1>we're paying our loans, holding off on making payments because

0:34:58.400 --> 0:35:01.280
<v Speaker 1>we said, we're in this together. This isn't your fault.

0:35:01.400 --> 0:35:03.600
<v Speaker 1>You didn't do this, and so we should be working

0:35:03.600 --> 0:35:06.640
<v Speaker 1>together to solve this problem, to get through this. And

0:35:06.960 --> 0:35:10.400
<v Speaker 1>I look back at that and A it was absolutely

0:35:10.400 --> 0:35:13.799
<v Speaker 1>the right call and be we got a lot of

0:35:13.840 --> 0:35:16.920
<v Speaker 1>great feedback from our clients and how supportive we were

0:35:17.000 --> 0:35:19.640
<v Speaker 1>for them and how important that was to them. And

0:35:19.880 --> 0:35:23.160
<v Speaker 1>as a CEO, you know, there's no better feeling than

0:35:23.200 --> 0:35:27.000
<v Speaker 1>getting those positive comments from your clients that you really

0:35:27.320 --> 0:35:29.319
<v Speaker 1>took care of them. And the same thing is true

0:35:29.320 --> 0:35:32.040
<v Speaker 1>with employees. So UM, I think we weathered the storm

0:35:32.200 --> 0:35:36.800
<v Speaker 1>really well. And and again our target market, this innovation economy,

0:35:36.880 --> 0:35:40.759
<v Speaker 1>bounced back so quickly, UM that we were fortunate to

0:35:40.760 --> 0:35:43.279
<v Speaker 1>be in the right space as well. So here in

0:35:43.320 --> 0:35:46.320
<v Speaker 1>New York there's drumbeat from a lot of big companies

0:35:46.440 --> 0:35:50.120
<v Speaker 1>want to see their staffers back in the office, but

0:35:50.239 --> 0:35:53.120
<v Speaker 1>there's a little resistance. Some of it is bi sector,

0:35:53.320 --> 0:35:56.600
<v Speaker 1>some of it is generational. What are your plans for

0:35:56.680 --> 0:36:00.520
<v Speaker 1>let's talk in the fall. Does everybody come back to office?

0:36:00.640 --> 0:36:03.560
<v Speaker 1>Is it a little more of a hybrid situation? What

0:36:03.560 --> 0:36:07.160
<v Speaker 1>what are the plans for a Silicon Valley bank post pandemic?

0:36:07.239 --> 0:36:09.600
<v Speaker 1>If I can dare use that phrase, Yeah, I think

0:36:09.840 --> 0:36:11.799
<v Speaker 1>first it goes back to what I just said, which

0:36:11.800 --> 0:36:13.960
<v Speaker 1>is you gotta take care of your employees first, right,

0:36:14.200 --> 0:36:17.040
<v Speaker 1>safety is the most important thing. And as much as

0:36:17.080 --> 0:36:20.040
<v Speaker 1>we want to get back together, we want to socialize,

0:36:20.080 --> 0:36:22.279
<v Speaker 1>we want to connect um, we want to make sure

0:36:22.440 --> 0:36:26.320
<v Speaker 1>that people are safe and there isn't you know, in

0:36:26.400 --> 0:36:28.839
<v Speaker 1>an impact on their on their families as well, and

0:36:28.840 --> 0:36:30.440
<v Speaker 1>so we we need to be first sensitive to that.

0:36:30.480 --> 0:36:33.040
<v Speaker 1>So what we're doing right now is we're doing some trials,

0:36:33.440 --> 0:36:36.399
<v Speaker 1>um testing things out, bringing some people back, seeing how

0:36:36.400 --> 0:36:39.120
<v Speaker 1>it operates, seeing what technology we need to adapt to

0:36:39.520 --> 0:36:42.400
<v Speaker 1>in this new flexible environment which we're going to. So

0:36:42.440 --> 0:36:44.680
<v Speaker 1>we want to make sure that first and foremost are

0:36:44.800 --> 0:36:48.160
<v Speaker 1>employees are safe. Second part is that they're taking care

0:36:48.160 --> 0:36:49.919
<v Speaker 1>of our clients and they've done a great job during

0:36:49.920 --> 0:36:52.120
<v Speaker 1>the pandemic. No reason to think that it's going to

0:36:52.200 --> 0:36:54.080
<v Speaker 1>slow down and they won't continue to do a great

0:36:54.120 --> 0:36:56.799
<v Speaker 1>job for our clients. But it's really the combination of

0:36:56.800 --> 0:36:58.719
<v Speaker 1>those two things, and so we're doing a lot of

0:36:58.760 --> 0:37:01.400
<v Speaker 1>surveys listening to our luis, and what our employees want

0:37:02.160 --> 0:37:05.120
<v Speaker 1>is they want flexibility. And so the future of work

0:37:05.120 --> 0:37:08.560
<v Speaker 1>at s VB will be to provide a more flexible

0:37:08.920 --> 0:37:12.480
<v Speaker 1>work environment. We're redoing a lot of our offices to

0:37:12.600 --> 0:37:17.840
<v Speaker 1>create more flexibility. We're allowing more UM support to have

0:37:17.960 --> 0:37:20.640
<v Speaker 1>them build their home offices so they can work from home.

0:37:21.080 --> 0:37:22.840
<v Speaker 1>So I think we're gonna have a lot of people

0:37:22.880 --> 0:37:25.279
<v Speaker 1>that are gonna be UM coming in a few days

0:37:25.280 --> 0:37:28.520
<v Speaker 1>a week, but the vast majority will not be coming

0:37:28.560 --> 0:37:30.680
<v Speaker 1>in UM five days a week. We think it's better

0:37:30.719 --> 0:37:32.640
<v Speaker 1>for our employees and we think it's better for our clients.

0:37:33.440 --> 0:37:39.520
<v Speaker 1>That's interesting. I'm I'm kind of fascinated by let's talk

0:37:39.560 --> 0:37:42.360
<v Speaker 1>sector by sector. A lot of finance was able to

0:37:42.400 --> 0:37:46.080
<v Speaker 1>work remotely. A lot of technology was able to work remotely.

0:37:46.120 --> 0:37:52.360
<v Speaker 1>There are certain businesses travel, entertainment, hospitality that physically have

0:37:52.480 --> 0:37:55.680
<v Speaker 1>to be be there. You're doing a little bit of

0:37:55.680 --> 0:37:58.799
<v Speaker 1>business travel. You're here in New York from California. What

0:37:58.920 --> 0:38:02.279
<v Speaker 1>do you see as you travel around the country. Is California,

0:38:02.360 --> 0:38:06.440
<v Speaker 1>because of the tech heaviness, more open to a hybrid model.

0:38:06.480 --> 0:38:09.560
<v Speaker 1>What what are you seeing from your perspective. Yeah, I

0:38:09.560 --> 0:38:14.400
<v Speaker 1>think technology companies are definitely more open to hybrid They're

0:38:14.520 --> 0:38:18.279
<v Speaker 1>much more open to working remotely, They're more open to

0:38:18.920 --> 0:38:21.960
<v Speaker 1>being flexible. Part of it is is that you know

0:38:22.080 --> 0:38:25.240
<v Speaker 1>you have a skill, a contribution that can be made,

0:38:25.280 --> 0:38:28.640
<v Speaker 1>and if it's computer programmers or UM sales support or

0:38:28.640 --> 0:38:30.839
<v Speaker 1>whatever you want to call it, that you can be

0:38:31.160 --> 0:38:35.960
<v Speaker 1>more more remote. The more business or industry has an

0:38:36.000 --> 0:38:40.960
<v Speaker 1>apprentice model, the more being in person like that's going

0:38:41.000 --> 0:38:43.359
<v Speaker 1>to be even more important. So it it depends upon

0:38:43.480 --> 0:38:45.920
<v Speaker 1>what the needs are of the of the business. So

0:38:45.960 --> 0:38:48.960
<v Speaker 1>technology companies, by definition, are going to be more more flexible.

0:38:49.320 --> 0:38:52.800
<v Speaker 1>We're we're somewhere in in between. We're not we're somewhat

0:38:52.800 --> 0:38:54.919
<v Speaker 1>of an apprentice model, We're not a full apprentice model.

0:38:55.160 --> 0:38:57.120
<v Speaker 1>So we can be in that middle ground of not

0:38:57.200 --> 0:39:01.080
<v Speaker 1>requiring everyone to be back, but also now having everybody

0:39:01.320 --> 0:39:03.600
<v Speaker 1>be flexible wherever they want to work. And I think

0:39:03.600 --> 0:39:06.120
<v Speaker 1>that's going to be the right balance. So I think

0:39:06.160 --> 0:39:10.160
<v Speaker 1>of Silicon Valley as a place, but if you have

0:39:10.239 --> 0:39:14.440
<v Speaker 1>a lot of people working remote, well, there's really no

0:39:14.640 --> 0:39:19.879
<v Speaker 1>latency difference between Colorado and Palo Alto. Do you run

0:39:19.920 --> 0:39:24.520
<v Speaker 1>the risk of losing that nexus of intellectual capital all

0:39:24.600 --> 0:39:28.200
<v Speaker 1>in in one place, if people are scattered to the

0:39:28.239 --> 0:39:29.920
<v Speaker 1>four winds and don't have to be in on a

0:39:29.960 --> 0:39:33.960
<v Speaker 1>regular basis. So I'll break that apart to two answers.

0:39:34.040 --> 0:39:37.239
<v Speaker 1>One is the technology in the life science industry, and

0:39:37.239 --> 0:39:39.960
<v Speaker 1>then I'll just speak for for our business on the

0:39:39.960 --> 0:39:43.800
<v Speaker 1>technical life science area. Silicon Valley has been for years

0:39:43.800 --> 0:39:45.920
<v Speaker 1>of people have said, oh, his Silicon Valley going to

0:39:46.320 --> 0:39:49.759
<v Speaker 1>fall apart. It's expensive, it's all these things are going

0:39:49.800 --> 0:39:52.640
<v Speaker 1>to be more of a challenge, and other markets are

0:39:52.680 --> 0:39:55.360
<v Speaker 1>going to pick up the pace and be more competitive.

0:39:55.840 --> 0:39:59.640
<v Speaker 1>And my view is while other markets are going to

0:39:59.760 --> 0:40:03.560
<v Speaker 1>do better than they have historically, right New York and

0:40:03.960 --> 0:40:08.600
<v Speaker 1>Atlanta and Chicago and Denver and Austin and Seattle are

0:40:08.600 --> 0:40:11.239
<v Speaker 1>going to continue to do better, it's not going to

0:40:11.280 --> 0:40:15.040
<v Speaker 1>be at the expense of Silicon Valley. Silicon Valley, from

0:40:15.080 --> 0:40:18.400
<v Speaker 1>my standpoint, will continue to thrive. It will still be,

0:40:18.440 --> 0:40:21.960
<v Speaker 1>at least for my lifetime, I believe, the innovation capital

0:40:22.080 --> 0:40:26.399
<v Speaker 1>of the world. But innovation is everywhere, and so it

0:40:26.440 --> 0:40:29.120
<v Speaker 1>makes sense that these other markets are going to still

0:40:29.160 --> 0:40:33.560
<v Speaker 1>do really well. They're still gonna get more innovation jobs

0:40:33.800 --> 0:40:37.960
<v Speaker 1>innovation companies in those markets, and so I believe kind

0:40:37.960 --> 0:40:40.759
<v Speaker 1>of all boats will rise, not It's not going to

0:40:40.800 --> 0:40:42.400
<v Speaker 1>be a zero sum game the way I think too

0:40:42.440 --> 0:40:45.359
<v Speaker 1>many people think about. For our business, we do have

0:40:45.400 --> 0:40:48.359
<v Speaker 1>a lot of interaction. We do have offices all over

0:40:48.400 --> 0:40:50.400
<v Speaker 1>the country, and so we want to make sure our

0:40:50.480 --> 0:40:53.279
<v Speaker 1>people are close to those hubs so when they do

0:40:53.360 --> 0:40:56.640
<v Speaker 1>come in that they have access to engaging with our

0:40:56.680 --> 0:41:00.200
<v Speaker 1>other teammates that allow them to learn and develop and

0:41:00.239 --> 0:41:03.040
<v Speaker 1>build relationships and all those things. So that's one thing.

0:41:03.080 --> 0:41:06.360
<v Speaker 1>The second thing is if you're a client facing individual,

0:41:06.719 --> 0:41:09.200
<v Speaker 1>you obviously have to be in the market where your

0:41:09.200 --> 0:41:11.279
<v Speaker 1>clients are, and so that that isn't going to change

0:41:11.320 --> 0:41:14.040
<v Speaker 1>if your if your clients are in northern California, you

0:41:14.080 --> 0:41:18.520
<v Speaker 1>can't live in Nashville, you can't live in you know, Austin, Texas,

0:41:18.600 --> 0:41:21.319
<v Speaker 1>if your clients are in the Bay Area. So that

0:41:21.440 --> 0:41:25.359
<v Speaker 1>obviously is one important important function, but we believe it's

0:41:25.400 --> 0:41:27.960
<v Speaker 1>a it's a balance of apprenticeship as well as um

0:41:28.040 --> 0:41:30.239
<v Speaker 1>you can do things remote as well. Let's talk a

0:41:30.239 --> 0:41:33.080
<v Speaker 1>little bit about fintech since that covers a little bit

0:41:33.160 --> 0:41:36.439
<v Speaker 1>of both the areas that you guys play in it's

0:41:36.480 --> 0:41:39.520
<v Speaker 1>obviously been a huge area of growth over the past decade.

0:41:39.960 --> 0:41:41.680
<v Speaker 1>What are you doing to stay ahead of the curve?

0:41:41.719 --> 0:41:44.759
<v Speaker 1>How do you make sure after helping all these disruptive

0:41:44.800 --> 0:41:49.160
<v Speaker 1>companies that you yourself don't get disrupted. Yeah, I'd say

0:41:49.239 --> 0:41:51.920
<v Speaker 1>it's it's both a blessing and I wouldn't call it

0:41:51.960 --> 0:41:53.440
<v Speaker 1>a curse, But I would say a blessing and a

0:41:53.560 --> 0:41:57.040
<v Speaker 1>challenge to be so close to the innovation UH market

0:41:57.120 --> 0:42:00.319
<v Speaker 1>and these fintech companies, because you see how fast grow,

0:42:00.400 --> 0:42:02.920
<v Speaker 1>you see how fast they adapt, and so there's a

0:42:02.960 --> 0:42:05.640
<v Speaker 1>there's a paranoid part about that, But I think that

0:42:05.719 --> 0:42:09.920
<v Speaker 1>helps us as an institution realize that we have to

0:42:10.000 --> 0:42:12.680
<v Speaker 1>keep pressing ahead, that we have to be bold, that

0:42:12.760 --> 0:42:15.359
<v Speaker 1>we can't wait for things to happen, that we need

0:42:15.360 --> 0:42:18.359
<v Speaker 1>to try new things. We have an innovation team, We're

0:42:18.400 --> 0:42:21.000
<v Speaker 1>investing in new businesses. Maybe it can't be part of

0:42:21.000 --> 0:42:24.719
<v Speaker 1>our core competency inside SVB, but we can invest in

0:42:24.760 --> 0:42:27.480
<v Speaker 1>those businesses and provide those solutions to our clients. So

0:42:27.719 --> 0:42:30.920
<v Speaker 1>I believe it's actually we can benefit from it, and

0:42:31.000 --> 0:42:33.000
<v Speaker 1>we can benefit from it in a business, but we

0:42:33.000 --> 0:42:35.719
<v Speaker 1>can also benefit it in supporting our clients because we know,

0:42:35.840 --> 0:42:38.359
<v Speaker 1>we have to innovate, So yeah, we spent a lot

0:42:38.360 --> 0:42:40.520
<v Speaker 1>of time. We have a national fintech practice and so

0:42:40.560 --> 0:42:44.480
<v Speaker 1>we work with many, many, many fintech companies and support

0:42:44.520 --> 0:42:47.960
<v Speaker 1>them in payments, We support them in warehouse lending when

0:42:47.960 --> 0:42:51.400
<v Speaker 1>they're trying to do loans themselves to consumers or loans

0:42:51.400 --> 0:42:53.880
<v Speaker 1>to small business. Um. So we support them in a

0:42:53.920 --> 0:42:55.719
<v Speaker 1>variety of different ways, and kind of every day that

0:42:55.760 --> 0:42:58.400
<v Speaker 1>goes by, we're figuring about what's the next thing we

0:42:58.400 --> 0:43:00.680
<v Speaker 1>can do to support them. Let me real curve ble

0:43:00.880 --> 0:43:05.200
<v Speaker 1>at you a little bit. WINEMI and wine business. Why

0:43:05.239 --> 0:43:08.200
<v Speaker 1>is Silicon Valley Bank. I know you work with life

0:43:08.239 --> 0:43:11.320
<v Speaker 1>science and clean tech and venture capital. How does wine

0:43:11.320 --> 0:43:15.000
<v Speaker 1>fit into that business other than the proximity of NAPA

0:43:15.080 --> 0:43:17.640
<v Speaker 1>and Sonoma so to where you guys are. Yeah, maybe

0:43:17.680 --> 0:43:20.640
<v Speaker 1>I could claim it's a life science connection because it's

0:43:20.680 --> 0:43:24.880
<v Speaker 1>all the health benefits, but it's actually a historical in

0:43:25.280 --> 0:43:27.279
<v Speaker 1>the sense when the bank was first formed back in

0:43:27.320 --> 0:43:32.640
<v Speaker 1>the early eighties, we did some innovation, so whatever technology

0:43:32.760 --> 0:43:34.680
<v Speaker 1>was back then in the in the eighties, semi connector

0:43:34.760 --> 0:43:37.760
<v Speaker 1>companies and some networking companies, and then we did general

0:43:38.239 --> 0:43:42.120
<v Speaker 1>commercial industries and real estate, and then we also did

0:43:42.200 --> 0:43:45.960
<v Speaker 1>some you know, private banking back at that time as well,

0:43:46.440 --> 0:43:49.680
<v Speaker 1>and so over time, when we were doing commercial industries,

0:43:49.680 --> 0:43:52.719
<v Speaker 1>we're doing commercial real estate. What we realized is that

0:43:53.000 --> 0:43:54.719
<v Speaker 1>maybe we weren't as good as we thought we were

0:43:54.760 --> 0:43:56.719
<v Speaker 1>at it, and so the real estate crisis in the

0:43:56.800 --> 0:44:00.120
<v Speaker 1>late eighties and the early nineties, we said, maybe that's

0:44:00.160 --> 0:44:01.960
<v Speaker 1>not something we should be doing. But we're pretty good

0:44:01.960 --> 0:44:04.799
<v Speaker 1>at this technology stuff. So what happened is we kept

0:44:04.800 --> 0:44:08.080
<v Speaker 1>whittling down what we are really good at until we

0:44:08.200 --> 0:44:12.640
<v Speaker 1>ended up in the late nineties of technology and life sciences,

0:44:12.960 --> 0:44:16.080
<v Speaker 1>and we had this one business, Premium Wines and NAPA

0:44:16.080 --> 0:44:19.359
<v Speaker 1>and Sonoma, and it was a really good business. But

0:44:19.520 --> 0:44:22.200
<v Speaker 1>with the other benefit to it is actually it's great

0:44:22.280 --> 0:44:25.680
<v Speaker 1>marketing and it's great connectivity. And if relationship building is

0:44:25.719 --> 0:44:29.680
<v Speaker 1>so important as it is, you can leverage those clients,

0:44:30.120 --> 0:44:34.600
<v Speaker 1>those winemakers, and those relationships and you can create connectivity

0:44:34.680 --> 0:44:37.560
<v Speaker 1>across your client base in a really unique way. So

0:44:37.600 --> 0:44:40.480
<v Speaker 1>we said, it's a great business that makes the rest

0:44:40.520 --> 0:44:42.719
<v Speaker 1>of the business better, so let's keep it. And it's

0:44:42.719 --> 0:44:44.919
<v Speaker 1>been it's been really nice to have and we host

0:44:44.920 --> 0:44:47.359
<v Speaker 1>events up a NAP and Sonoma and we help those

0:44:47.400 --> 0:44:51.480
<v Speaker 1>winery clients um sell more of their product to our

0:44:51.680 --> 0:44:54.160
<v Speaker 1>technology and innovation clients. And so there's a really good

0:44:54.400 --> 0:44:56.520
<v Speaker 1>match between the two. That makes a whole lot of sense.

0:44:56.560 --> 0:44:59.520
<v Speaker 1>And I am a giant fan of Napa Valley cabs

0:45:00.120 --> 0:45:03.920
<v Speaker 1>that they come visit, come out um. Now that traveling

0:45:03.960 --> 0:45:07.160
<v Speaker 1>is reopening, it's absolutely on my uh A list of

0:45:07.200 --> 0:45:10.520
<v Speaker 1>things to do. As much as everybody claims to hate

0:45:10.520 --> 0:45:15.239
<v Speaker 1>business travel, you miss occasionally getting out on a on

0:45:15.280 --> 0:45:19.080
<v Speaker 1>a trip like that. The last conference I was in

0:45:19.080 --> 0:45:22.279
<v Speaker 1>in San Francisco ended with a bunch of us heading

0:45:22.320 --> 0:45:24.920
<v Speaker 1>up to Napa for a couple of days. And you know,

0:45:25.040 --> 0:45:27.560
<v Speaker 1>after three days of panels and that sort of stuff,

0:45:27.920 --> 0:45:30.120
<v Speaker 1>it was a great break. It's a little bit too

0:45:30.160 --> 0:45:32.800
<v Speaker 1>long of a flight to just go for a conference

0:45:32.800 --> 0:45:36.600
<v Speaker 1>for a couple of days, so it became something fun.

0:45:37.160 --> 0:45:41.319
<v Speaker 1>I could see how having Sonoma, Napa Valley in your

0:45:41.360 --> 0:45:46.320
<v Speaker 1>backyard is a great multiplier for all the other businesses.

0:45:46.320 --> 0:45:49.600
<v Speaker 1>How that connection and and much like we have in

0:45:50.040 --> 0:45:53.200
<v Speaker 1>healthcare and technology and software and all those industries, we

0:45:53.239 --> 0:45:55.400
<v Speaker 1>have experts that this is what they do kind of

0:45:55.440 --> 0:45:59.319
<v Speaker 1>twenty four by seven our wine group, they're experts in

0:45:59.320 --> 0:46:02.319
<v Speaker 1>this industry. They really are are viewed as being the

0:46:02.400 --> 0:46:06.440
<v Speaker 1>smartest people in understanding these industries, and and that's the

0:46:06.440 --> 0:46:09.080
<v Speaker 1>way are we approached investment banking. That's where we approach

0:46:09.160 --> 0:46:11.960
<v Speaker 1>private banking. We want to be the best, the best people,

0:46:11.960 --> 0:46:15.200
<v Speaker 1>the most knowledgeable people in giving advice in the industries

0:46:15.239 --> 0:46:17.160
<v Speaker 1>that we serve. And I think the Wine Group is

0:46:17.200 --> 0:46:20.799
<v Speaker 1>just another example of that. SVBS reputation is that it

0:46:20.920 --> 0:46:26.880
<v Speaker 1>understands startups like very few banking institutions. Those relationships are

0:46:26.920 --> 0:46:29.240
<v Speaker 1>a giant advantage that that you've had for a while.

0:46:29.800 --> 0:46:33.880
<v Speaker 1>How long can you maintain this lead? Is this something

0:46:33.920 --> 0:46:38.080
<v Speaker 1>that's specific to you? What are you doing to stay competitive?

0:46:38.800 --> 0:46:42.879
<v Speaker 1>As more and more financial institutions look at Silicon Vali

0:46:42.960 --> 0:46:45.840
<v Speaker 1>and say we want to muscle our ways into that space.

0:46:46.120 --> 0:46:48.600
<v Speaker 1>I look at it this way, Barry. You can take

0:46:49.120 --> 0:46:56.400
<v Speaker 1>a defensive posture, or you can take an offensive posture.

0:46:56.960 --> 0:47:00.320
<v Speaker 1>We are taking an offensive posture, meaning the way east

0:47:00.440 --> 0:47:04.040
<v Speaker 1>keep our relationships, the way we continue to do what

0:47:04.080 --> 0:47:07.000
<v Speaker 1>we're doing is you don't look back and say, what

0:47:07.040 --> 0:47:09.160
<v Speaker 1>can we hold back from our clients? What can we

0:47:09.200 --> 0:47:11.319
<v Speaker 1>how do we create more of a moat around them?

0:47:11.320 --> 0:47:14.240
<v Speaker 1>It is actually you end up doing a better job

0:47:14.280 --> 0:47:17.440
<v Speaker 1>of providing one stop shopping all the products and services,

0:47:17.480 --> 0:47:19.719
<v Speaker 1>so you go. It's like, the reason we did the

0:47:19.760 --> 0:47:22.400
<v Speaker 1>acquisition of of Living Partners and we're building out our

0:47:22.400 --> 0:47:25.400
<v Speaker 1>investment bank is to add more value to our clients.

0:47:25.880 --> 0:47:29.759
<v Speaker 1>The reason we acquired Boston Private was to add more

0:47:29.840 --> 0:47:33.240
<v Speaker 1>private banking and wealth management capabilities. The reason we acquired

0:47:33.280 --> 0:47:35.680
<v Speaker 1>West River Group is to make sure we can lend

0:47:36.040 --> 0:47:40.040
<v Speaker 1>even greater sums of money and higher risk type of

0:47:40.160 --> 0:47:44.799
<v Speaker 1>lending to them. All those things are My view is

0:47:44.880 --> 0:47:47.239
<v Speaker 1>you could say it's being defensive. I don't view it

0:47:47.280 --> 0:47:50.200
<v Speaker 1>as being defensive. VIEWS view it as being on the

0:47:50.280 --> 0:47:53.799
<v Speaker 1>offense to take care of our clients, no matter how

0:47:53.840 --> 0:47:56.560
<v Speaker 1>big they get, no matter whatever they need. From a

0:47:56.640 --> 0:47:59.520
<v Speaker 1>financial solutions perspective, we want to be there for them,

0:48:00.000 --> 0:48:02.239
<v Speaker 1>and I think we have to think about that every

0:48:02.280 --> 0:48:06.200
<v Speaker 1>single day. We can't take our relationships for granted. We

0:48:06.239 --> 0:48:09.600
<v Speaker 1>have to win those relationships back every single day. And

0:48:09.640 --> 0:48:12.879
<v Speaker 1>if every employee thinks that way, that's where I think

0:48:12.880 --> 0:48:15.600
<v Speaker 1>we're gonna continue to be um the winning solution for

0:48:15.680 --> 0:48:19.560
<v Speaker 1>these companies. That sounds really like like the right strategy.

0:48:20.040 --> 0:48:22.640
<v Speaker 1>I know I only have you for a few more moments,

0:48:22.640 --> 0:48:25.640
<v Speaker 1>so Let's jump to our favorite questions that we asked

0:48:26.040 --> 0:48:28.839
<v Speaker 1>all of our guests, starting with tell us what you're

0:48:28.840 --> 0:48:32.440
<v Speaker 1>streaming these days? Give us your favorite Netflix or Amazon Prime,

0:48:32.480 --> 0:48:36.200
<v Speaker 1>whatever is keeping you entertained. Two things. One, Ted Lasso

0:48:36.880 --> 0:48:39.399
<v Speaker 1>love that show. I'm glad it came back for a

0:48:39.400 --> 0:48:42.799
<v Speaker 1>season two. It's just it's such a great storyline and

0:48:42.840 --> 0:48:47.560
<v Speaker 1>it's so funny. It's that's awesome. The second one, during COVID,

0:48:47.880 --> 0:48:51.000
<v Speaker 1>my wife and I and family, we watch a ton

0:48:51.200 --> 0:48:56.480
<v Speaker 1>of anything David Adenborough, Anything David Adenburgh about you know,

0:48:56.560 --> 0:48:59.920
<v Speaker 1>the Earth and climate and you know it's the ocean.

0:49:00.200 --> 0:49:04.080
<v Speaker 1>I mean, it's the visual part and the just how

0:49:04.120 --> 0:49:06.640
<v Speaker 1>fortunate we are to have the earth that we have

0:49:06.880 --> 0:49:08.520
<v Speaker 1>and how we all need to do a better job

0:49:08.560 --> 0:49:11.239
<v Speaker 1>of protecting it. Those are the two biggest things that

0:49:11.280 --> 0:49:14.320
<v Speaker 1>we we stream. I'm trying to I'm googling while we speak,

0:49:14.440 --> 0:49:17.880
<v Speaker 1>trying to look up the name of the newest show

0:49:18.680 --> 0:49:22.600
<v Speaker 1>that he just came out with, and I'm drawing a

0:49:22.680 --> 0:49:25.560
<v Speaker 1>blank on it. It was it Life on Earth Again,

0:49:26.080 --> 0:49:30.040
<v Speaker 1>Life on Our Planet phenomenal. He has like the perfect

0:49:30.120 --> 0:49:33.600
<v Speaker 1>voice for narrating that sort of stuff. I'm a big

0:49:33.640 --> 0:49:37.520
<v Speaker 1>fan as well, So tell us about your early mentors

0:49:37.520 --> 0:49:41.960
<v Speaker 1>who helped to shape your career. Yeah, it's you know,

0:49:42.040 --> 0:49:45.040
<v Speaker 1>being in in financial services as long as I have

0:49:45.600 --> 0:49:48.360
<v Speaker 1>been UM and being at SVB for twenty eight years,

0:49:48.840 --> 0:49:53.880
<v Speaker 1>a lot of my mentors have been here at at SVB.

0:49:54.280 --> 0:49:56.919
<v Speaker 1>And actually one that was even before that. So Mark

0:49:57.000 --> 0:50:00.319
<v Speaker 1>Arrissimo was an individual that I managed. I were with

0:50:00.520 --> 0:50:02.759
<v Speaker 1>UM at another bank before I joined Silicon Valley Bank,

0:50:02.760 --> 0:50:04.600
<v Speaker 1>and he's the individual that brought me over. You know.

0:50:04.640 --> 0:50:10.080
<v Speaker 1>Mark was great about you know, basically inspiring you to

0:50:10.239 --> 0:50:15.600
<v Speaker 1>think differently, inspiring you to to just kind of try

0:50:15.719 --> 0:50:19.760
<v Speaker 1>new things, and giving you the autonomy, giving the responsibility

0:50:19.960 --> 0:50:22.680
<v Speaker 1>to fail. It's okay if you fail, what did you

0:50:22.800 --> 0:50:25.480
<v Speaker 1>learn from your failure? And so Mark was one, Uh

0:50:25.760 --> 0:50:30.520
<v Speaker 1>my predecessor, um Ken Wilcox. Um would definitely be a

0:50:30.600 --> 0:50:35.399
<v Speaker 1>second mentor in addition to giving me incredible opportunities which

0:50:35.440 --> 0:50:41.719
<v Speaker 1>I greatly appreciate. Uh, he was so um. What was

0:50:41.760 --> 0:50:45.440
<v Speaker 1>so important to him was leadership principles, and he taught

0:50:45.560 --> 0:50:49.319
<v Speaker 1>leadership principles to me, taught leadership principles to the rest

0:50:49.320 --> 0:50:52.879
<v Speaker 1>of the executive team about casting your shadow and how

0:50:52.920 --> 0:50:57.720
<v Speaker 1>important that is about decision making process. All these things

0:50:57.800 --> 0:51:00.239
<v Speaker 1>that even to this day, UM, I think of out

0:51:00.680 --> 0:51:02.680
<v Speaker 1>maybe not on a daily basis, but I think about

0:51:02.719 --> 0:51:06.440
<v Speaker 1>on a regular basis. And so UM clearly he was inspirational.

0:51:06.480 --> 0:51:09.160
<v Speaker 1>And the last person UM was a gentleman named Bob

0:51:09.200 --> 0:51:11.560
<v Speaker 1>Samuels who was an executive coach of mine for a

0:51:11.640 --> 0:51:13.880
<v Speaker 1>number of years. I learned a lot from Bob, but

0:51:13.920 --> 0:51:18.880
<v Speaker 1>the one thing in particular was how important empathy is,

0:51:19.520 --> 0:51:24.840
<v Speaker 1>how important empathy is to understand clients, how important empathy

0:51:25.000 --> 0:51:29.520
<v Speaker 1>is to understand the people you work with, understand kind

0:51:29.520 --> 0:51:33.920
<v Speaker 1>of everyone else, and you know, not faulting people when

0:51:33.960 --> 0:51:36.280
<v Speaker 1>they have when of a certain point of view, because

0:51:36.320 --> 0:51:38.960
<v Speaker 1>that's how they feel. And you can't take away how

0:51:39.000 --> 0:51:42.760
<v Speaker 1>people feel about something that's what they own. And understanding

0:51:42.760 --> 0:51:45.360
<v Speaker 1>that and being empathetic to that really allows you to

0:51:45.400 --> 0:51:48.040
<v Speaker 1>connect with people. And my view is in a very

0:51:48.080 --> 0:51:50.279
<v Speaker 1>different way. So those are a few of the many

0:51:50.360 --> 0:51:52.520
<v Speaker 1>mentors that I have had over the years that have

0:51:52.600 --> 0:51:56.160
<v Speaker 1>really helped shape my career. Let's talk about everybody's favorite

0:51:56.239 --> 0:51:58.719
<v Speaker 1>question books. Tell us some of your favorites and what

0:51:58.760 --> 0:52:01.920
<v Speaker 1>are you reading right now? Yeah? The one I described

0:52:01.960 --> 0:52:04.719
<v Speaker 1>to our team at the bank UH for many many years,

0:52:04.760 --> 0:52:06.360
<v Speaker 1>is this a book called The Boys in the Boat

0:52:06.719 --> 0:52:09.440
<v Speaker 1>and it's actually timely because of the Olympics being around,

0:52:09.880 --> 0:52:11.680
<v Speaker 1>and it's a set back on the I want to

0:52:11.680 --> 0:52:13.880
<v Speaker 1>say the thirties and the forties, and it was a

0:52:13.880 --> 0:52:16.960
<v Speaker 1>team up in Seattle and it was this individual who

0:52:17.000 --> 0:52:21.640
<v Speaker 1>came from nowhere and working together as a team in

0:52:21.760 --> 0:52:26.320
<v Speaker 1>the eight person's Skull to winning the Olympics in Germany.

0:52:26.520 --> 0:52:30.400
<v Speaker 1>And it's about teamwork. It is about um, the feeling

0:52:30.520 --> 0:52:33.719
<v Speaker 1>when you're part of a great team, how important that

0:52:33.840 --> 0:52:36.399
<v Speaker 1>is and how impactful it can be. So that that's

0:52:36.400 --> 0:52:38.839
<v Speaker 1>a great That's a great book. Other books that I've

0:52:38.920 --> 0:52:42.160
<v Speaker 1>I've read recently the Pacific War nineteen forty one to

0:52:42.239 --> 0:52:44.360
<v Speaker 1>ninety five. And the most recent one which kind of

0:52:44.360 --> 0:52:47.520
<v Speaker 1>fits into that same genre, is a book called two

0:52:47.560 --> 0:52:52.520
<v Speaker 1>thousand thirty four and it's about a future war between

0:52:52.560 --> 0:52:57.440
<v Speaker 1>the US and China and how bad decisions, small bad

0:52:57.480 --> 0:53:02.080
<v Speaker 1>decisions can create some thing very significant. You know to

0:53:02.120 --> 0:53:07.279
<v Speaker 1>me that the war books are about strategy, it's about tactics,

0:53:07.680 --> 0:53:10.960
<v Speaker 1>it's about human nature, um and in lessons that we

0:53:11.000 --> 0:53:12.520
<v Speaker 1>can all learn from them. So those are a few

0:53:12.520 --> 0:53:14.799
<v Speaker 1>of the things that I've been I have read UM

0:53:14.840 --> 0:53:17.720
<v Speaker 1>that I like and I've been read read recently quite interesting.

0:53:18.320 --> 0:53:20.600
<v Speaker 1>What sort of advice would you give to a recent

0:53:20.719 --> 0:53:24.400
<v Speaker 1>college grad who was interested in a career in either

0:53:24.600 --> 0:53:29.920
<v Speaker 1>banking or lending or venture investor. Yeah, I would just

0:53:29.960 --> 0:53:33.319
<v Speaker 1>say advice in general, and I'll talk about advice and

0:53:33.840 --> 0:53:36.200
<v Speaker 1>banking and finance. And first of all, I gets an

0:53:36.200 --> 0:53:41.240
<v Speaker 1>incredible career. I think anytime you can really understand how

0:53:41.360 --> 0:53:44.800
<v Speaker 1>businesses operate and get exposed to a variety of different

0:53:44.840 --> 0:53:48.000
<v Speaker 1>businesses the way, um you know, commercial bankers do, the

0:53:48.000 --> 0:53:52.040
<v Speaker 1>way investment bankers do, I think that's an incredible skill.

0:53:52.480 --> 0:53:55.000
<v Speaker 1>It's incredible knowledge to be gained, and it will allow

0:53:55.040 --> 0:53:57.440
<v Speaker 1>you to be successful in my view, no matter what

0:53:57.480 --> 0:53:58.719
<v Speaker 1>you're doing. If you want to stay is at it

0:53:58.760 --> 0:54:00.879
<v Speaker 1>as a career, or if you want to leave that

0:54:01.000 --> 0:54:03.560
<v Speaker 1>as a career and then go into a business where

0:54:03.600 --> 0:54:06.440
<v Speaker 1>maybe you're a CFO or you're a finance person. I

0:54:06.440 --> 0:54:08.920
<v Speaker 1>think all those things are are great to learn, So

0:54:09.239 --> 0:54:12.000
<v Speaker 1>I would I wouldn't say less about lessons on that part.

0:54:12.000 --> 0:54:14.160
<v Speaker 1>I would say it is a great career. So if

0:54:14.160 --> 0:54:16.279
<v Speaker 1>you get a chance, you know, go for it, do it.

0:54:16.520 --> 0:54:19.719
<v Speaker 1>I don't think you'll be disappointed. Advice in general, that

0:54:19.840 --> 0:54:22.600
<v Speaker 1>I give to college grads, and I've got I've got

0:54:22.840 --> 0:54:24.840
<v Speaker 1>two kids that have just graduated from college of the

0:54:24.880 --> 0:54:27.160
<v Speaker 1>last couple of years, and I have three kids in college.

0:54:27.520 --> 0:54:29.719
<v Speaker 1>And so UM, I do spend a lot of time

0:54:29.760 --> 0:54:32.799
<v Speaker 1>thinking about about this and and talking about it. Whether

0:54:32.840 --> 0:54:34.880
<v Speaker 1>they take my advice or not, I don't know, but

0:54:34.960 --> 0:54:37.440
<v Speaker 1>I certainly am happy to share it. So one is

0:54:37.920 --> 0:54:41.080
<v Speaker 1>I think too many college kids when they graduate. I

0:54:41.239 --> 0:54:44.000
<v Speaker 1>think that they're going from this place of happiness and

0:54:44.080 --> 0:54:47.880
<v Speaker 1>joy in college too. I'm going to work for the

0:54:47.920 --> 0:54:50.600
<v Speaker 1>rest of my life and it's going to be miserable.

0:54:51.400 --> 0:54:54.200
<v Speaker 1>And my biggest piece of advice is if you don't

0:54:54.280 --> 0:54:57.399
<v Speaker 1>find joy in what you do in your career, right,

0:54:57.600 --> 0:55:01.640
<v Speaker 1>you got to change your mind around there. I know

0:55:01.680 --> 0:55:04.960
<v Speaker 1>when I first got out, I loved doing what I

0:55:05.000 --> 0:55:08.080
<v Speaker 1>did because the people I got to meet and the

0:55:08.200 --> 0:55:11.839
<v Speaker 1>lessons that I learned and understanding how different businesses work,

0:55:12.239 --> 0:55:15.520
<v Speaker 1>and to me, that was incredibly exciting and stimulating. So

0:55:15.560 --> 0:55:18.680
<v Speaker 1>the first thing is find joy in what you do.

0:55:19.080 --> 0:55:20.920
<v Speaker 1>You may do it for a long period of time,

0:55:21.320 --> 0:55:24.239
<v Speaker 1>but it's not forever, and you're gonna learn things are

0:55:24.239 --> 0:55:28.600
<v Speaker 1>gonna be great, stimulating, motivating, UM. And so that's number

0:55:28.719 --> 0:55:32.400
<v Speaker 1>that's number one. The second thing is to um realize

0:55:32.440 --> 0:55:35.279
<v Speaker 1>that it's not supposed to be easy. If you got

0:55:35.360 --> 0:55:38.839
<v Speaker 1>took a job and it's easy, you're probably a not

0:55:38.960 --> 0:55:42.799
<v Speaker 1>working hard enough or B. Well that's probably the main

0:55:42.920 --> 0:55:45.040
<v Speaker 1>the main, the main thing, or you're setting your bar

0:55:45.080 --> 0:55:47.520
<v Speaker 1>too low. Right. You should be thinking about something that's

0:55:47.520 --> 0:55:50.640
<v Speaker 1>going to stimulate you and challenge you, challenge you more. So,

0:55:51.000 --> 0:55:53.680
<v Speaker 1>It's not supposed to be easy, So get over it

0:55:53.760 --> 0:55:56.200
<v Speaker 1>and go back to point number one. Still find joy

0:55:56.239 --> 0:55:58.600
<v Speaker 1>in what you do. The third one fits into that

0:55:58.640 --> 0:56:02.720
<v Speaker 1>same vein as well, which is b curious. Um Again,

0:56:02.960 --> 0:56:05.759
<v Speaker 1>the most frustrating thing that I see with with with

0:56:05.840 --> 0:56:08.919
<v Speaker 1>people when they don't want to understand, when they don't

0:56:09.000 --> 0:56:11.239
<v Speaker 1>ask questions, but they don't want to find out kind

0:56:11.239 --> 0:56:14.680
<v Speaker 1>of things of like how things operate and how things work.

0:56:15.320 --> 0:56:17.680
<v Speaker 1>And the last part I would say is advice I

0:56:17.719 --> 0:56:20.920
<v Speaker 1>would give is be part of a great team. I

0:56:20.960 --> 0:56:23.200
<v Speaker 1>know when I look back in the best parts of

0:56:23.239 --> 0:56:27.560
<v Speaker 1>my career, it has always been being part of a

0:56:27.560 --> 0:56:30.359
<v Speaker 1>team of people that are not competing with each other,

0:56:30.920 --> 0:56:35.120
<v Speaker 1>but that are working together to compete externally to drive

0:56:35.160 --> 0:56:40.000
<v Speaker 1>a business forward. That has always been incredibly motivating, stimulating

0:56:40.080 --> 0:56:43.880
<v Speaker 1>and inspiring to me. And so I encourage college grads

0:56:43.920 --> 0:56:46.520
<v Speaker 1>to find that team where they're going to be inspired.

0:56:47.280 --> 0:56:50.759
<v Speaker 1>Quite quite interesting. And our final question, what do you

0:56:50.800 --> 0:56:54.160
<v Speaker 1>know about the world of banking and startups and investing

0:56:54.200 --> 0:56:57.960
<v Speaker 1>today that you wish you knew back in nine when

0:56:57.960 --> 0:57:01.319
<v Speaker 1>you first joined Silicon Valley Bank. Yeah. Probably probably the

0:57:01.320 --> 0:57:04.080
<v Speaker 1>biggest thing, and I think it's hard until you've gone

0:57:04.120 --> 0:57:08.920
<v Speaker 1>through cycles is to realize that, um, the challenges, they

0:57:08.920 --> 0:57:11.960
<v Speaker 1>will come up. You'll learn from those challenges, but they're

0:57:12.000 --> 0:57:14.680
<v Speaker 1>gonna be over a lot faster than you think. You

0:57:14.760 --> 0:57:17.520
<v Speaker 1>get so caught up in how challenging or how big

0:57:17.560 --> 0:57:19.960
<v Speaker 1>of an issue it is, you'll get past it. So

0:57:19.960 --> 0:57:22.960
<v Speaker 1>don't stress out as much as you do when those

0:57:23.040 --> 0:57:25.960
<v Speaker 1>challenges occur. You will get you will get through it,

0:57:26.200 --> 0:57:29.840
<v Speaker 1>You'll be better off and things will be okay. That's

0:57:29.920 --> 0:57:33.000
<v Speaker 1>terrific stuff. Thank you, Greg for being so generous with

0:57:33.160 --> 0:57:36.560
<v Speaker 1>your time. We have been speaking with Greg Becker. He

0:57:36.880 --> 0:57:40.680
<v Speaker 1>is the CEO of Silicon Valley Bank. If you enjoy

0:57:40.800 --> 0:57:44.520
<v Speaker 1>this conversation, well be sure and check out our podcast extras.

0:57:44.520 --> 0:57:47.840
<v Speaker 1>Will we keep the tape rolling and continue discussing all

0:57:47.960 --> 0:57:53.400
<v Speaker 1>things venture and banking related. You can find those at iTunes, Spotify,

0:57:53.520 --> 0:57:57.400
<v Speaker 1>wherever you find your favorite podcasts. We love your comments,

0:57:57.400 --> 0:58:00.880
<v Speaker 1>feedback and suggestions right to us at M I B

0:58:01.080 --> 0:58:04.440
<v Speaker 1>Podcast at Bloomberg dot net. Sign up for my daily

0:58:04.480 --> 0:58:07.400
<v Speaker 1>reads at Ridholtz dot com. Check out my weekly column

0:58:07.400 --> 0:58:12.160
<v Speaker 1>on Bloomberg at Bloomberg dot com slash Opinion. Follow me

0:58:12.240 --> 0:58:15.280
<v Speaker 1>on Twitter at Ritholtz. I would be rumiss if I

0:58:15.320 --> 0:58:17.760
<v Speaker 1>did not thank the crack team that helps put these

0:58:17.760 --> 0:58:22.200
<v Speaker 1>conversations together each week. My audio engineer is maroufal Paris

0:58:22.200 --> 0:58:27.160
<v Speaker 1>Wald is my producer. Michael Batnick is my researcher. I'm

0:58:27.240 --> 0:58:30.560
<v Speaker 1>Barry Riholtz. You've been listening to Masters in Business on

0:58:30.720 --> 0:58:31.720
<v Speaker 1>Bloomberg Radio.