WEBVTT - Bloomberg Businessweek Weekend - August 14th, 2021

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<v Speaker 1>This is Bloomberg Business Week inside from the reporters and

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<v Speaker 1>editors who bring you America's most trusted business magazine, plus

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<v Speaker 1>global business, finance and tech news. As it happened. Sloomberg

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<v Speaker 1>Business Week with Carol Messer and Bloomberg Quick Takes Tim

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<v Speaker 1>Stenovic on Bloomberg Radio. Hi, Am Carol Masser. My co

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<v Speaker 1>host Tim Stenovic is off this week. Well, it was

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<v Speaker 1>another infrastructure week where something actually got done. It was

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<v Speaker 1>also a week of mixed markets records for some equity

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<v Speaker 1>indexes and a consistent flurry of stories on companies that

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<v Speaker 1>are figuring out what work looks like in the fall

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<v Speaker 1>and for a growing number got to say it means

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<v Speaker 1>a delay in getting back to the office. We'll talk

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<v Speaker 1>more about how work is shifting because of the pandemic.

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<v Speaker 1>Will do that in our second hour. Coming up though

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<v Speaker 1>this hour, we've got the CEO of Truly on more

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<v Speaker 1>Americans than ever being able to access cannabis. Also an

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<v Speaker 1>up close look at real estate with the co founder

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<v Speaker 1>of rom Or Dubos. They're based in New York. They'll

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<v Speaker 1>about why first time homebuyers are feeling the squeeze as

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<v Speaker 1>they wait into a red hot housing market. Plus the

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<v Speaker 1>CEO of Freight Farms on advancements in agricultural technology that

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<v Speaker 1>are helping farmers deal with increasingly extreme climates. All of

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<v Speaker 1>that to come, We begin with a story from Business

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<v Speaker 1>Week about why Silicon Valleys many Asian Americans still feel

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<v Speaker 1>like minority. I caught up with Bloomberg business Week editor

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<v Speaker 1>Joe Weber and Bloomberg Venture Capital reporter pre An. So

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<v Speaker 1>we've known for a while that Silicon Valley is not

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<v Speaker 1>great with diversity. And you would assume these companies, you know,

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<v Speaker 1>um companies crop up every day here. These a lot

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<v Speaker 1>of these companies are are not that many decades old.

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<v Speaker 1>You would assume that they weren't sattled with some of

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<v Speaker 1>the historical issues that other institutions that have been around

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<v Speaker 1>for maybe hundreds of years might be saddled with. But

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<v Speaker 1>one one key thing that we realized was, you know,

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<v Speaker 1>in the demographic reports that these companies put out Alphabet,

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<v Speaker 1>Google's parent companies, Facebook, etcetera, one bright spot always appears

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<v Speaker 1>to be that Asians account for almost as much of

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<v Speaker 1>the company as white folks and sometimes more of the

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<v Speaker 1>population at a company in the US, at least Facebook,

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<v Speaker 1>for example, Asian people outnumber they're white peers. UM ever

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<v Speaker 1>so slightly in the US, And so we looked at

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<v Speaker 1>that a little deeper and we realized, you know, there

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<v Speaker 1>is a gap as you move up the ranks at

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<v Speaker 1>tech companies, and the data shows this, um, there are

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<v Speaker 1>far fewer Asian folks in leadership compared to their overall

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<v Speaker 1>representation at the company. UM. So we noticed that gap,

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<v Speaker 1>and we thought, you know, what is behind that gap.

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<v Speaker 1>Let's start asking the questions and talking to people. Yeah,

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<v Speaker 1>and you know, Joel, I think it is a surprise.

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<v Speaker 1>You know, we do often cover how tech companies are.

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<v Speaker 1>We talk with tech company executives. They love to say

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<v Speaker 1>we've got a lot of diversity and inclusion, and yes,

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<v Speaker 1>sometimes that is the case, but it's not such a

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<v Speaker 1>clear picture. It's a lot more complicated. Yeah, and I

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<v Speaker 1>think that, you know, that was really the thrust of

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<v Speaker 1>the story. And what Prea did um I think remarkably well,

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<v Speaker 1>is like there's the data set of the story, ben't

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<v Speaker 1>then there's the human one. And so I just wanted

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<v Speaker 1>to actually like take a moment like these are people

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<v Speaker 1>who haven't often spoken on the record about sort of

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<v Speaker 1>the environment that the work environment that they're in and

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<v Speaker 1>and there were several themes that UMU stuck out I

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<v Speaker 1>think in the reporting, and and why don't you just

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<v Speaker 1>talk to us about what some of those were and

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<v Speaker 1>what people felt. So one of the things that is

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<v Speaker 1>most frustrating for Asians in the tech industry is that

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<v Speaker 1>the racism against them is barely acknowledged. There's this idea.

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<v Speaker 1>I spoke with someone yesterday who said, thank you for

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<v Speaker 1>writing this story, because there's been this idea that we

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<v Speaker 1>shouldn't talk about this because at least we're well represented

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<v Speaker 1>at these companies. But there are a lot of challenges

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<v Speaker 1>that come along the ways you're progressing at a tech company.

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<v Speaker 1>We spoke with folks who are fairly young in their twenties.

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<v Speaker 1>As an intern um a woman who moved to San

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<v Speaker 1>Francisco for an intern ship was told, you know, um,

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<v Speaker 1>white men here will love to date you. And so

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<v Speaker 1>for women in the tech industry, there's this double whammy,

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<v Speaker 1>right of receiving the gendered feedback and also this sort

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<v Speaker 1>of feedback that that fetishizes Asian women. The same woman

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<v Speaker 1>has been told by a manager or by a colleague that, um,

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<v Speaker 1>you know, you only have succeeded here because someone in

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<v Speaker 1>leadership has an Asian fetish, and this is someone in

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<v Speaker 1>their twenties. And this person, you know, has also been

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<v Speaker 1>told that they lack executive presence, which for someone in

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<v Speaker 1>their twenties, you know, is this vague kind of coded

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<v Speaker 1>feedback on what does that even mean? You've never managed

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<v Speaker 1>anyone in the first place, um, And when you combine

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<v Speaker 1>all those things together, it's quite a discouraging outlook. And

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<v Speaker 1>then when folks reach middle management stage, this vague feedback

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<v Speaker 1>continues right related to executive presence. And also people are

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<v Speaker 1>often told, you know, you don't fit the profile of

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<v Speaker 1>what we're looking for in this role. And they look

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<v Speaker 1>at their credential, they look at um, their successes that

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<v Speaker 1>they've had in their career, they look at their peers

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<v Speaker 1>and sometimes only differences. They're an Asian American compared to

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<v Speaker 1>a lot of their white peers, and they're less wondering

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<v Speaker 1>whether this big feedback had something to do with their

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<v Speaker 1>performance or their credentials, or is it about their identity.

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<v Speaker 1>There is one person that I think um is more

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<v Speaker 1>dientful than others, which is Ellen Powe. And you know

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<v Speaker 1>that she became famous for the case that she lost

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<v Speaker 1>in but it also, um, you know, it speaks to

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<v Speaker 1>sort of what she was able to accomplish in the

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<v Speaker 1>legacy her legacy a little bit. So what did you

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<v Speaker 1>learn from talking with Ellen Powe? Well, one thing I

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<v Speaker 1>wanted to chat with Ellen Powe about in particular was

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<v Speaker 1>when she was interim CEO of Reddit. Firstly, why was

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<v Speaker 1>it interim? Right? Um? Did did the board coming in

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<v Speaker 1>decide that she wouldn't be staying on forever? And why

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<v Speaker 1>it was that? And she says she looks back and

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<v Speaker 1>wonders the same thing. Why she had that taxed under

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<v Speaker 1>a title and she let it go at the time. Um.

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<v Speaker 1>But one of the things that struck me most was

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<v Speaker 1>looking back on her career. While she was running Reddit,

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<v Speaker 1>there were all these racist memes, but users would post

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<v Speaker 1>calling her chairman now or chairman pal after you know

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<v Speaker 1>now style memes, um. And and that just seemed really

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<v Speaker 1>striking right to rebel against the changes she was making

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<v Speaker 1>with not just any kind of meme, but these like

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<v Speaker 1>frankly very racist memes um calling her chairman pal. So

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<v Speaker 1>that that was something that I think if that happened now, um,

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<v Speaker 1>perhaps we look at even more than it was covered

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<v Speaker 1>in the past that was pre and non Bloomberg Venture

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<v Speaker 1>Capital reporter and Bloomberg Business Week editor Joel Weber coming up,

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<v Speaker 1>Truly CEO Kim Rivers is back stopping about to talk

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<v Speaker 1>about earnings and an increasingly smoke in marijuana market in

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<v Speaker 1>the United States. You're listening to Bloomberg Business Week. This

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<v Speaker 1>is Bloomberg. This is Bloomberg Business Week with Carol Masser

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<v Speaker 1>and Bloomberg Quick Takes Tim Spinovik from Bloomberg Radio. One

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<v Speaker 1>of the industries we gotta check on this week is

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<v Speaker 1>the cannabis industry. Thanks to earnings from True Leaf Cannabis,

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<v Speaker 1>second quarter revenue at the company beating estimates, up seventy

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<v Speaker 1>eight percent year over year. Profits also a beat, and

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<v Speaker 1>for more, we checked in with Kim Rivers. She's chairman,

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<v Speaker 1>president CEO of Quincy, Florida based True Leave Cannabis. Things

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<v Speaker 1>are going great. We continue to see, um, you know,

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<v Speaker 1>the continuation of cannabis really this great American growth story. Um.

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<v Speaker 1>You know, even in the face of right and or

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<v Speaker 1>the lack thereof, I guess of of federal federal legalization movement, Um,

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<v Speaker 1>it continues to be really a state by state story.

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<v Speaker 1>And in this quarter was no different, with strong demand

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<v Speaker 1>across all the markets that we operate in and and

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<v Speaker 1>really a continued positive outlook in the industry. We'll talk

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<v Speaker 1>to me about the cannabis regulatory environment. I mean, this

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<v Speaker 1>is something we have had multiple conversations with many individuals

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<v Speaker 1>in the industry, and I keep I think, we keep

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<v Speaker 1>thinking we're gonna get closer and closer to some kind

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<v Speaker 1>of federal rulings on it in federal oversight, and yet

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<v Speaker 1>here we are what are the indications, what kind of

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<v Speaker 1>guidance are you getting from policymakers in d C. Yeah,

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<v Speaker 1>you know, I think that it's you know, it's fascinating,

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<v Speaker 1>and that we came from an environment under a previous

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<v Speaker 1>administration where we really couldn't get any traction in the

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<v Speaker 1>Senate at all, right, and we we didn't get get

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<v Speaker 1>anything to be to to to progress or make it

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<v Speaker 1>at all to the floor. Now we're in kind of

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<v Speaker 1>the opposite, the opposite environment where there's a lot of

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<v Speaker 1>interest and a lot of a lot of willingness to

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<v Speaker 1>get something done. And here we have this proposal that

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<v Speaker 1>is so robust um that that perhaps it's um it

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<v Speaker 1>may be and this remains to be seen, of course,

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<v Speaker 1>and I'm talking about you know, Center Schumer's bill. It

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<v Speaker 1>included thing that we could ever want to address, right

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<v Speaker 1>with respect to cannabis reform. It you know, I think

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<v Speaker 1>that the answer likely lies somewhere in the middle, and

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<v Speaker 1>that this is a process at the federal level, like

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<v Speaker 1>it is with any large policy policy matters. So I

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<v Speaker 1>don't cannabis is no different. And we've swung the pendulum

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<v Speaker 1>kind of from one end to the other. And and

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<v Speaker 1>I hope that at the very least, I hope that

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<v Speaker 1>we can get at least some piece of substance policy

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<v Speaker 1>legislation passed out of this Congress. I think it would

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<v Speaker 1>be an absolute shame if if we were to if

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<v Speaker 1>they were to allow Congress to a join without something

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<v Speaker 1>significant passing at at the federal level. You know, we

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<v Speaker 1>know that the votes are there for state banking. Um,

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<v Speaker 1>that's fundantly clear, right, And but you know, at this

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<v Speaker 1>sentence position is that that's that's simply you know, at

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<v Speaker 1>this point in time, not enough as a standalone piece

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<v Speaker 1>of legislation. And so from our from our standpoint, and

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<v Speaker 1>we would be ecstatic with say banking, we would be

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<v Speaker 1>even more ecstatic. It was if it was safe banking

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<v Speaker 1>plus some significant element of social justice um in or

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<v Speaker 1>criminal justice is reformed, but that it needs to be

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<v Speaker 1>something right because still on a federal level it's illegal. Well,

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<v Speaker 1>what guidance do you have on that? And how much

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<v Speaker 1>did covid derail the movement forward when it comes to

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<v Speaker 1>either a safe banking act or you know, ending cannabis prohibition.

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<v Speaker 1>You know, I don't know. I mean, certainly and rightly

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<v Speaker 1>so COVID is is top of mind for all of us,

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<v Speaker 1>um in our personal lives and our business lives, and

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<v Speaker 1>of course for policymakers as well, and that's understandable and inappropriate. Um.

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<v Speaker 1>That being said, you know, it was. I don't think

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<v Speaker 1>ever the plaint the cannabis policymaking is on the schedule

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<v Speaker 1>that I think that many of us thought that it

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<v Speaker 1>would be on in that you know, a cent our

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<v Speaker 1>streamer introduced his his proposal, Um, they went into recess.

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<v Speaker 1>I believe that it will be revisited in in September.

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<v Speaker 1>UM at that point, you know, towards the back half

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<v Speaker 1>of the year. I think there's going to be additional

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<v Speaker 1>discussion around it and will decide whether or not. You know,

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<v Speaker 1>that's the path if there's enough, if there's enough momentum

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<v Speaker 1>there in terms of a heavier lift, or if instead, um,

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<v Speaker 1>it should be paired back into something and that may

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<v Speaker 1>be more palatable for a bipartison, for a pipartisan um,

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<v Speaker 1>you know, the ability to get passed them from on

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<v Speaker 1>a bark on a bipartisan basis, which of course we

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<v Speaker 1>would like to see as well, because the reality is

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<v Speaker 1>is that when you look at the states and you

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<v Speaker 1>look at what's happening at the state level, you know,

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<v Speaker 1>we just want to license in Georgia for getting operational there.

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<v Speaker 1>You look at what happened last November with states like

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<v Speaker 1>Mississippi passing a medical a medical um initiative, you know,

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<v Speaker 1>Arizona going recreational. I mean at the state level, things

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<v Speaker 1>are not slowing down, as a matter of fact, they're accelerating. So,

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<v Speaker 1>you know, I think it's important for folks to realize

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<v Speaker 1>that the growth of the industry is not tied to

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<v Speaker 1>what happens in dc UM really at all. UM. It

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<v Speaker 1>makes it more difficult from a we just paid eighty

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<v Speaker 1>million dollars in taxes, for example, under to eight UM.

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<v Speaker 1>But you know, Indy cats these businesses, but it isn't

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<v Speaker 1>slowing down demand. Hey, Kim, so talk to us about

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<v Speaker 1>some of the strategies you guys have been working on.

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<v Speaker 1>You have been making some acquisitions, you've been expanding where

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<v Speaker 1>you are operational and that includes Massachusetts also West Virginia.

0:12:06.880 --> 0:12:09.000
<v Speaker 1>So give us a little bit more insight into, uh,

0:12:09.400 --> 0:12:12.680
<v Speaker 1>how growth has been going. Yeah, absolutely, so we you know,

0:12:12.720 --> 0:12:16.040
<v Speaker 1>we started in Florida and we were in our the

0:12:16.600 --> 0:12:20.120
<v Speaker 1>market leader, uh you know, significant market leader in Florida

0:12:20.160 --> 0:12:24.520
<v Speaker 1>with about of the stores and have approximately over of

0:12:24.559 --> 0:12:26.640
<v Speaker 1>the market here. And that was purposeful and that we

0:12:26.679 --> 0:12:29.560
<v Speaker 1>really wanted to ensure a couple of things. One that

0:12:29.600 --> 0:12:32.520
<v Speaker 1>we could actually scale a cannabis company in a market

0:12:32.559 --> 0:12:34.720
<v Speaker 1>that allowed us to do so, and into we wanted

0:12:34.760 --> 0:12:39.000
<v Speaker 1>to get our very solid financial footing prior to expanding

0:12:39.080 --> 0:12:42.880
<v Speaker 1>into other markets. And so truly has UM certainly a

0:12:42.880 --> 0:12:45.360
<v Speaker 1>reputation of being the most profitable cannabis business in the

0:12:45.440 --> 0:12:48.480
<v Speaker 1>US UM and that has allowed us to fuel our

0:12:48.520 --> 0:12:52.320
<v Speaker 1>growth um internally and really kind of insulated us from

0:12:52.440 --> 0:12:56.079
<v Speaker 1>the volatility of the capital markets over time. And so however,

0:12:56.360 --> 0:12:58.679
<v Speaker 1>UM that being said, we started five years ago and

0:12:58.920 --> 0:13:01.960
<v Speaker 1>really about a team months ago, we made a strategic

0:13:02.000 --> 0:13:04.800
<v Speaker 1>decision to begin expanding UM in a hub and spoke

0:13:04.880 --> 0:13:08.839
<v Speaker 1>model across the US, and we did that first by

0:13:08.840 --> 0:13:11.280
<v Speaker 1>expanding into the Northeast. As you mentioned, we have operations

0:13:11.280 --> 0:13:15.120
<v Speaker 1>in Massachusetts. We also have operations in Pennsylvania recently made

0:13:15.120 --> 0:13:18.040
<v Speaker 1>another acquisition there as well as UM as well as

0:13:18.080 --> 0:13:21.920
<v Speaker 1>West Virginia in Connecticut. UH, and then UM we we

0:13:22.000 --> 0:13:24.000
<v Speaker 1>decided that it was time for us to really take

0:13:24.440 --> 0:13:27.360
<v Speaker 1>a card look at where we wanted to go from

0:13:27.400 --> 0:13:31.280
<v Speaker 1>there and which other markets were our next moves, and

0:13:31.320 --> 0:13:33.160
<v Speaker 1>whether or not we wanted to make a bigger a

0:13:33.160 --> 0:13:35.880
<v Speaker 1>bigger move or continue this UM this sort of you know,

0:13:36.000 --> 0:13:39.920
<v Speaker 1>state by state or company by company strategy. And at

0:13:40.000 --> 0:13:42.800
<v Speaker 1>that point we decided to UH kind of go big,

0:13:42.840 --> 0:13:45.520
<v Speaker 1>if you will, and UM entered into a deal with

0:13:45.559 --> 0:13:49.160
<v Speaker 1>Harvest and Health and Recreation. Harvest is the largest player

0:13:49.200 --> 0:13:52.640
<v Speaker 1>in Arizona. They also have significant presence in Pennsylvania and

0:13:52.679 --> 0:13:56.560
<v Speaker 1>also operations in Florida. Combined, we will be by far

0:13:56.720 --> 0:13:59.480
<v Speaker 1>the largest cannabis company in the US. UM. But any

0:13:59.520 --> 0:14:02.840
<v Speaker 1>available metric UM this quarter on a combined basis, how

0:14:02.880 --> 0:14:05.560
<v Speaker 1>do we closed the deal? So the Harvest shareholders voted

0:14:05.559 --> 0:14:08.880
<v Speaker 1>on the transaction and we're looking to close here as

0:14:08.920 --> 0:14:11.679
<v Speaker 1>soon and if we if we were combined today, we

0:14:11.720 --> 0:14:15.040
<v Speaker 1>would have you know, top line seventeen point six million

0:14:15.080 --> 0:14:18.360
<v Speaker 1>in revenue, hundred two point nine million in in Ebada

0:14:18.760 --> 0:14:20.840
<v Speaker 1>would be in eleven states, have a hundred and forty

0:14:20.920 --> 0:14:23.720
<v Speaker 1>stores and over three million score feet of grow. That

0:14:23.840 --> 0:14:26.920
<v Speaker 1>grow footprint is about fifty larger than any competitor in

0:14:26.960 --> 0:14:30.360
<v Speaker 1>the number of stores is north of thirty. So um,

0:14:30.360 --> 0:14:32.800
<v Speaker 1>we will be the dominant player in the in the space.

0:14:33.040 --> 0:14:35.560
<v Speaker 1>That was true leaves CEO Kim Rivers. Check out that

0:14:35.600 --> 0:14:38.200
<v Speaker 1>full conversation. You can find it at Bloomberg dot com.

0:14:38.640 --> 0:14:41.360
<v Speaker 1>Still ahead on Bloomberg Business Week, from growing and selling

0:14:41.400 --> 0:14:45.520
<v Speaker 1>cannabis to farming and freight containers. That's coming up next.

0:14:45.760 --> 0:14:52.880
<v Speaker 1>This is Bloomberg Broadcasting from the financial capital of the

0:14:52.880 --> 0:14:56.800
<v Speaker 1>world Bloomberg eleven Rio in New York to Washington, d C.

0:14:57.000 --> 0:15:01.720
<v Speaker 1>Bloomberg to Boston, Bloomberg one oh six one does San Francisco,

0:15:01.760 --> 0:15:05.240
<v Speaker 1>Bloomberg nine sixty to the country Sirius xm JEDDO one

0:15:05.280 --> 0:15:08.240
<v Speaker 1>nine team and around the globe the Bloomberg Business app

0:15:08.360 --> 0:15:12.720
<v Speaker 1>and Bloomberg Radio dot Com. This is Bloomberg Business Week.

0:15:13.840 --> 0:15:16.640
<v Speaker 1>So when I got this pitch, I thought our audience,

0:15:16.640 --> 0:15:19.040
<v Speaker 1>our Bloomberg audience, might be interested. It's a company that's

0:15:19.040 --> 0:15:21.400
<v Speaker 1>on a mission to create a global infrastructure for local

0:15:21.440 --> 0:15:25.440
<v Speaker 1>access to food. So far, they've spread across thirty four countries,

0:15:25.520 --> 0:15:28.000
<v Speaker 1>foarding on US states and territories, and have created more

0:15:28.000 --> 0:15:31.200
<v Speaker 1>than six d freight farmers all over the past eight years.

0:15:31.440 --> 0:15:33.520
<v Speaker 1>Here with what they are doing and how climate change

0:15:33.560 --> 0:15:35.400
<v Speaker 1>is definitely playing a role in all of this, as

0:15:35.400 --> 0:15:38.280
<v Speaker 1>well as Rick Venzera, he's CEO of Freight Farms. Rick

0:15:38.360 --> 0:15:41.000
<v Speaker 1>tell us a little bit about exactly what you guys

0:15:41.120 --> 0:15:43.640
<v Speaker 1>have been doing over the past almost ten years here.

0:15:43.720 --> 0:15:46.280
<v Speaker 1>I think it's actually might be even longer than ten years,

0:15:47.320 --> 0:15:50.120
<v Speaker 1>right right, yeah? Are our co founders, John Friedman and

0:15:50.160 --> 0:15:54.720
<v Speaker 1>Brad McNamara came together in to try and address um

0:15:55.640 --> 0:15:59.800
<v Speaker 1>urban access to food and food deserts with roof top gardens.

0:16:00.080 --> 0:16:03.640
<v Speaker 1>They realized pretty quickly that that wasn't a very economical

0:16:03.800 --> 0:16:08.080
<v Speaker 1>or our practical approach to um to scaling, so in

0:16:09.080 --> 0:16:12.640
<v Speaker 1>they they founded Freight Farms, and and John came up

0:16:12.640 --> 0:16:16.560
<v Speaker 1>with this crazy idea too to grow produce inside a

0:16:16.720 --> 0:16:21.040
<v Speaker 1>used shipping container because he saw that there were many

0:16:21.080 --> 0:16:23.800
<v Speaker 1>of them around and that if you put led lights

0:16:23.800 --> 0:16:26.800
<v Speaker 1>in the right environmentals in it and nutrients that you

0:16:26.800 --> 0:16:30.160
<v Speaker 1>could grow produce. And and since then we've gone through

0:16:30.200 --> 0:16:35.960
<v Speaker 1>ten generations of farms, and and uh UM realized that

0:16:36.200 --> 0:16:40.400
<v Speaker 1>trying to use use shipping containers really wasn't optimized for growing,

0:16:40.520 --> 0:16:44.720
<v Speaker 1>so developed a lot of patents around UM optimizing growth

0:16:44.760 --> 0:16:48.880
<v Speaker 1>and customized shipping containers. So we launched the greenery in

0:16:49.880 --> 0:16:52.440
<v Speaker 1>and we've gone through several of the evolutions of that

0:16:52.640 --> 0:16:55.920
<v Speaker 1>to come to the greenery s and in a nutshell,

0:16:56.040 --> 0:16:58.400
<v Speaker 1>it allows you to grow about two and a half

0:16:58.440 --> 0:17:02.560
<v Speaker 1>acres of produce in UM an eight by forty ft

0:17:02.680 --> 0:17:07.240
<v Speaker 1>shipping container, and you can do it with UM less

0:17:07.240 --> 0:17:13.920
<v Speaker 1>water than traditional agriculture, no soil. It dramatically cuts transportation miles.

0:17:14.640 --> 0:17:18.119
<v Speaker 1>Nine of the lettuce in the US comes from fields

0:17:18.160 --> 0:17:21.160
<v Speaker 1>in Salinas, California, so here on the East Coast, that's

0:17:21.200 --> 0:17:24.920
<v Speaker 1>having to spend several days and travel thousands of miles

0:17:24.960 --> 0:17:28.080
<v Speaker 1>to get to uh shelves and grocery stores on the

0:17:28.119 --> 0:17:31.200
<v Speaker 1>East Coast. Whereas you can grow in our shipping containers

0:17:31.440 --> 0:17:34.840
<v Speaker 1>UM anywhere in virtually any climate, any time, So we

0:17:34.880 --> 0:17:38.959
<v Speaker 1>can put those containers right where there's need and deliver

0:17:39.240 --> 0:17:44.879
<v Speaker 1>you know, hyperlocal sustainable fresh produce UM anywhere where you

0:17:44.920 --> 0:17:48.359
<v Speaker 1>have access to power and water. So that's it. And

0:17:48.400 --> 0:17:51.080
<v Speaker 1>based on that, we're now in in forty nine states

0:17:51.119 --> 0:17:54.919
<v Speaker 1>and in our thirty fourth country. So UM it's been.

0:17:54.920 --> 0:17:59.520
<v Speaker 1>It's been, uh just a great turn and uh great

0:17:59.560 --> 0:18:03.160
<v Speaker 1>to do some thing that's that's um scalable and good

0:18:03.160 --> 0:18:05.040
<v Speaker 1>for folks around the world. Talk to me about the

0:18:05.040 --> 0:18:09.280
<v Speaker 1>financial dynamics of what you are doing. UM, the cost

0:18:09.760 --> 0:18:12.600
<v Speaker 1>equation of all of this and how that works. Our

0:18:12.720 --> 0:18:16.800
<v Speaker 1>farms cost a hundred thirty nine thousand dollars, which pretty

0:18:16.840 --> 0:18:21.680
<v Speaker 1>low cost of access for commercial farming, particularly given it

0:18:21.359 --> 0:18:25.919
<v Speaker 1>it takes virtually no footprint, and on that investment you

0:18:25.920 --> 0:18:29.800
<v Speaker 1>can get a payback in about two years. Again thanks

0:18:29.800 --> 0:18:33.080
<v Speaker 1>to the advances in the technology, you can you can

0:18:33.119 --> 0:18:35.400
<v Speaker 1>grow that two and a half acres worth of crops

0:18:35.640 --> 0:18:38.720
<v Speaker 1>and UM. You know, I've I've been involved in evolving

0:18:38.760 --> 0:18:43.280
<v Speaker 1>technology that months before in my life, where early stage

0:18:43.320 --> 0:18:45.359
<v Speaker 1>it looks like how is this ever going to make sense?

0:18:45.440 --> 0:18:47.120
<v Speaker 1>And then it gets to the point where it kind

0:18:47.119 --> 0:18:50.280
<v Speaker 1>of makes sense, and then a few years later it

0:18:50.359 --> 0:18:53.800
<v Speaker 1>leads leads the alternatives and the dullest, So I think

0:18:54.280 --> 0:18:56.439
<v Speaker 1>not just for us, but for the industry in general,

0:18:56.480 --> 0:18:59.600
<v Speaker 1>you're seeing that same sort of evolution. I mentioned climate

0:18:59.640 --> 0:19:02.639
<v Speaker 1>chain in the lead up to this, and we certainly

0:19:02.640 --> 0:19:05.320
<v Speaker 1>were talking. Everybody was about the latest report from the

0:19:05.400 --> 0:19:09.040
<v Speaker 1>u N and talking about UM the impact that certainly

0:19:09.240 --> 0:19:12.679
<v Speaker 1>humans are having on our climate. Food is one of

0:19:12.680 --> 0:19:15.359
<v Speaker 1>those things we talk about it, but I don't think

0:19:15.440 --> 0:19:20.800
<v Speaker 1>we realize how dangerous a situation we could be getting

0:19:20.840 --> 0:19:23.680
<v Speaker 1>into because of climate change and making it much more

0:19:23.720 --> 0:19:26.760
<v Speaker 1>difficult to grow the food that the world needs. How

0:19:26.800 --> 0:19:29.120
<v Speaker 1>do you think about climate change and what you what

0:19:29.160 --> 0:19:34.760
<v Speaker 1>you folks are doing absolutely critical issue with se of

0:19:34.760 --> 0:19:39.679
<v Speaker 1>of the world's freshwater resources go towards agriculture. We've lost

0:19:39.720 --> 0:19:42.680
<v Speaker 1>about a third of the arable land on Earth over

0:19:42.720 --> 0:19:46.200
<v Speaker 1>the last forty years for a variety of reasons, including

0:19:46.240 --> 0:19:49.080
<v Speaker 1>climate change, and and you know, we've all read about

0:19:49.640 --> 0:19:52.040
<v Speaker 1>a lot of the devastating things that are happening with

0:19:52.200 --> 0:19:56.359
<v Speaker 1>fresh water levels and just climate conditions generally to grow

0:19:56.400 --> 0:19:59.600
<v Speaker 1>around the world. So you know, having a solution that

0:20:00.000 --> 0:20:03.959
<v Speaker 1>doesn't rely on soil, that UM takes memory water and

0:20:04.080 --> 0:20:07.879
<v Speaker 1>can grow in an extreme climate is really important. And

0:20:08.640 --> 0:20:10.720
<v Speaker 1>you know we're going to have to preserve what we

0:20:10.840 --> 0:20:14.840
<v Speaker 1>can you know, the latest reports. As you have said,

0:20:14.840 --> 0:20:17.960
<v Speaker 1>we're now at the point where, um, you can't turn

0:20:18.000 --> 0:20:20.840
<v Speaker 1>back the clock, but at least protect what we have

0:20:20.960 --> 0:20:23.119
<v Speaker 1>and we need to do that. That's Rick van Zura.

0:20:23.240 --> 0:20:26.040
<v Speaker 1>He's the CEO of Freight Farms. You're listening to Bloomberg

0:20:26.040 --> 0:20:29.119
<v Speaker 1>Business Week straight ahead. What really is going on in

0:20:29.200 --> 0:20:32.920
<v Speaker 1>residential and commercial real estate? One hint, not so great

0:20:32.960 --> 0:20:35.080
<v Speaker 1>to be a first time home buyer. We'll get an

0:20:35.160 --> 0:20:37.360
<v Speaker 1>update from the co founder of the boutique real estate

0:20:37.480 --> 0:20:48.240
<v Speaker 1>law firm Rummer to bas. This is Bloomberg. You're listening

0:20:48.280 --> 0:20:52.399
<v Speaker 1>to Bloomberg Business Week with Carol Messer and Bloomberg Quick Takes.

0:20:52.440 --> 0:20:57.520
<v Speaker 1>Tim Stinovik from Bloomberg Radio. All right, so real estate

0:20:57.560 --> 0:20:59.000
<v Speaker 1>is something we'd like to talk about a lot, and

0:20:59.040 --> 0:21:01.320
<v Speaker 1>we do it and covered a lot here at Bloomberg.

0:21:01.600 --> 0:21:04.480
<v Speaker 1>And there are a few stories. Blackstone Real Estate Investment Trust,

0:21:04.600 --> 0:21:07.520
<v Speaker 1>a caring WPT Industrial Real Estate Investment Trust that was

0:21:07.520 --> 0:21:10.280
<v Speaker 1>a cash deal value at three point one billion, included debt.

0:21:10.760 --> 0:21:13.760
<v Speaker 1>You've also had the Biden administration urging state and local

0:21:13.800 --> 0:21:16.800
<v Speaker 1>governments to move quickly to distribute billions of dollars provided

0:21:16.800 --> 0:21:19.840
<v Speaker 1>by Congress to help struggling renters and landlords. So there

0:21:20.000 --> 0:21:22.159
<v Speaker 1>is a lot always going on when it comes to

0:21:22.280 --> 0:21:24.880
<v Speaker 1>real estate. So someone who's got a front row seat

0:21:24.880 --> 0:21:27.320
<v Speaker 1>to it all. Pierre du bas He is co founder

0:21:27.359 --> 0:21:30.320
<v Speaker 1>managing partner of Rumor Dubas. It is the boutique real

0:21:30.440 --> 0:21:32.399
<v Speaker 1>estate law firm. It's based in New York City, in

0:21:32.480 --> 0:21:36.560
<v Speaker 1>Midtown Manhattan. Pierre, good to have you back. How are you, Carol.

0:21:36.640 --> 0:21:38.280
<v Speaker 1>Great to hear from you. Thanks for having me back

0:21:38.280 --> 0:21:39.920
<v Speaker 1>on the show. Well, it's great to have you here.

0:21:40.000 --> 0:21:42.120
<v Speaker 1>How are things going? And I think the last time

0:21:42.160 --> 0:21:45.360
<v Speaker 1>we talked was maybe I think back in November. UM,

0:21:45.720 --> 0:21:49.320
<v Speaker 1>tell me how the world is right now from your perspective. Well,

0:21:49.480 --> 0:21:52.200
<v Speaker 1>it's a loaded question, but you know, luckily it seems

0:21:52.240 --> 0:21:55.440
<v Speaker 1>that you know, we we've been in an upper progression

0:21:55.680 --> 0:21:58.239
<v Speaker 1>and I think that everybody in town, you know, is

0:21:58.240 --> 0:22:00.639
<v Speaker 1>sitting here saying, you know, is it Alta Varian going

0:22:00.680 --> 0:22:03.439
<v Speaker 1>to take us a step back? And you know, praying

0:22:03.480 --> 0:22:06.080
<v Speaker 1>that we don't go back to the you know, shutdowns

0:22:06.080 --> 0:22:08.639
<v Speaker 1>and you know, love of protocols that we're having you know,

0:22:08.680 --> 0:22:12.280
<v Speaker 1>several probably last week spoke in November. Um, ironically enough,

0:22:12.400 --> 0:22:15.359
<v Speaker 1>you know, even with saying that our real estate market, though,

0:22:15.560 --> 0:22:18.240
<v Speaker 1>is at record highs. I mean, I'm looking, you know,

0:22:18.280 --> 0:22:21.120
<v Speaker 1>I'm a real estate lawyer in Manhattan. I look at

0:22:21.119 --> 0:22:24.640
<v Speaker 1>our Manhattan market and also the nation's housing market, and

0:22:24.760 --> 0:22:27.920
<v Speaker 1>they're both the most active and business I've ever seen

0:22:27.920 --> 0:22:30.919
<v Speaker 1>in my entire career, which is remarkable given you know,

0:22:30.960 --> 0:22:33.160
<v Speaker 1>how we started off this conversation with worrying about what's

0:22:33.200 --> 0:22:35.320
<v Speaker 1>going on in the world and taking a step back,

0:22:35.600 --> 0:22:39.200
<v Speaker 1>is it still so much people running from cities? Like,

0:22:39.680 --> 0:22:42.879
<v Speaker 1>how do you explain the activity right now? You know,

0:22:42.920 --> 0:22:45.959
<v Speaker 1>it's funny because a while back, there was no secret

0:22:46.080 --> 0:22:48.520
<v Speaker 1>that a lot of people there's somewhat of an exodus

0:22:48.520 --> 0:22:51.160
<v Speaker 1>of people from New York City, mainly renters, who said,

0:22:51.240 --> 0:22:53.600
<v Speaker 1>you know, if I can be remote and virtual, why

0:22:53.600 --> 0:22:56.800
<v Speaker 1>not live in a lower cost living state, have a

0:22:56.920 --> 0:22:59.439
<v Speaker 1>have a house, have more space, work from home, and

0:22:59.720 --> 0:23:02.480
<v Speaker 1>I will find a job that's either fully virtual or

0:23:02.520 --> 0:23:05.600
<v Speaker 1>you know, predominantly virtual. And that was exactly that was

0:23:05.640 --> 0:23:09.119
<v Speaker 1>a catalyst for what started driving this robust housing market

0:23:09.119 --> 0:23:11.200
<v Speaker 1>that we're in. But then, you know, when we're talking

0:23:11.240 --> 0:23:14.400
<v Speaker 1>present day, that statements kind of counterintuitive to the fact

0:23:14.440 --> 0:23:16.720
<v Speaker 1>that New York City real estate is doing exceptionally well.

0:23:17.080 --> 0:23:19.440
<v Speaker 1>So what is you know, what is driving the housing

0:23:19.480 --> 0:23:22.160
<v Speaker 1>market because it's not the exodus of people from cities. People.

0:23:22.440 --> 0:23:24.640
<v Speaker 1>People are fling back to Manhattan right now, I mean

0:23:25.160 --> 0:23:29.960
<v Speaker 1>our really you're seeing strong trends back. Oh yeah, absolutely.

0:23:30.000 --> 0:23:33.160
<v Speaker 1>I mean the residential the co op, condo, townhouse market

0:23:33.200 --> 0:23:36.119
<v Speaker 1>New York City is the most active I've ever seen it,

0:23:36.320 --> 0:23:39.399
<v Speaker 1>and and it's been that way since the beginning of

0:23:39.400 --> 0:23:42.400
<v Speaker 1>this year. So you can't even attribute it to pent

0:23:42.520 --> 0:23:45.639
<v Speaker 1>up demand from I mean, this is not pent up demand.

0:23:45.720 --> 0:23:48.640
<v Speaker 1>This is a new market. Well that's interesting, Pierre, because

0:23:48.680 --> 0:23:52.960
<v Speaker 1>is it? Is it because people have money to put

0:23:52.960 --> 0:23:56.160
<v Speaker 1>to work? I mean, the pandemic was this really odd

0:23:56.200 --> 0:23:58.840
<v Speaker 1>thing where some people, a lot of people, if you're

0:23:58.840 --> 0:24:03.359
<v Speaker 1>in the markets and so on with you ultimately you know, benefited.

0:24:03.400 --> 0:24:06.120
<v Speaker 1>I hate to use those words, but you know, there

0:24:06.200 --> 0:24:07.960
<v Speaker 1>was a lot of wealth creation. We talked about it

0:24:08.000 --> 0:24:09.840
<v Speaker 1>all the time here at Bloomberg, and there was there

0:24:09.880 --> 0:24:12.000
<v Speaker 1>a lot of wealth creation that people are now putting

0:24:12.400 --> 0:24:15.919
<v Speaker 1>to work in terms of real estate investments. Yeah. No,

0:24:16.000 --> 0:24:17.879
<v Speaker 1>I mean, you're you're you're you're spot on. You know,

0:24:17.880 --> 0:24:20.240
<v Speaker 1>when you look at the when you references stock market,

0:24:20.520 --> 0:24:23.440
<v Speaker 1>I think at the depths of March, SMB had dipped

0:24:23.440 --> 0:24:25.920
<v Speaker 1>down to as low as twenty dred So whoever is

0:24:25.920 --> 0:24:27.879
<v Speaker 1>in the market made a substantial amount of money in

0:24:27.880 --> 0:24:29.760
<v Speaker 1>the last year and a half. Um. I read a

0:24:29.760 --> 0:24:32.760
<v Speaker 1>great stat a month or two ago that the percentage

0:24:32.760 --> 0:24:36.119
<v Speaker 1>of billionaires in the world in I think, increases roughly

0:24:37.200 --> 0:24:39.560
<v Speaker 1>somewhere in the twenties in one year, in the middle

0:24:39.560 --> 0:24:41.919
<v Speaker 1>of a global pandemic. I mean, that's a that's a

0:24:42.240 --> 0:24:45.480
<v Speaker 1>staggering statistic, and that is translating to a lot of

0:24:45.480 --> 0:24:48.199
<v Speaker 1>our demand for New York City real estate because on

0:24:48.240 --> 0:24:50.119
<v Speaker 1>the high end side, which is where we're seeing the

0:24:50.200 --> 0:24:53.399
<v Speaker 1>most activity or record levels of activity, that's where the

0:24:53.400 --> 0:24:56.320
<v Speaker 1>little steepest discounts are in the in the residential market

0:24:56.320 --> 0:24:59.719
<v Speaker 1>in Manhattan, and people who had obviously made a lot

0:24:59.720 --> 0:25:01.720
<v Speaker 1>of money in the last year or two are taking

0:25:01.760 --> 0:25:05.080
<v Speaker 1>advantage of buying at this discount, knowing that it's the

0:25:05.080 --> 0:25:07.920
<v Speaker 1>city will undoubtedly come back. It's just you know, they're

0:25:07.960 --> 0:25:11.200
<v Speaker 1>okay riding out a couple of years. But even to that,

0:25:11.280 --> 0:25:13.280
<v Speaker 1>you know, I'm seeing now in the last couple of months,

0:25:13.640 --> 0:25:16.760
<v Speaker 1>the amount of renters coming back is skyrocketed as well,

0:25:17.359 --> 0:25:19.840
<v Speaker 1>so you know, and that's not driven by you know,

0:25:20.000 --> 0:25:23.000
<v Speaker 1>the high end you know, purchaser. That's really driven by

0:25:23.040 --> 0:25:26.640
<v Speaker 1>people coming back anticipating living here and working here. Again. Yeah,

0:25:26.640 --> 0:25:28.800
<v Speaker 1>I've seen a lot of fluid just among you know,

0:25:28.840 --> 0:25:33.040
<v Speaker 1>our movement, I should say, among colleagues who and some buying,

0:25:33.119 --> 0:25:34.920
<v Speaker 1>but some also renting. And I said to them, so

0:25:34.960 --> 0:25:36.240
<v Speaker 1>did you get a deal? And they're like, yeah, maybe

0:25:36.280 --> 0:25:39.440
<v Speaker 1>they took a like not really a deal anymore. It's

0:25:39.440 --> 0:25:43.000
<v Speaker 1>not like it was six seven, eight months ago. No,

0:25:43.200 --> 0:25:47.600
<v Speaker 1>the rental market is definitely rebounded significantly. Uh a year ago.

0:25:47.640 --> 0:25:49.480
<v Speaker 1>I mean you could have named your price in whatever

0:25:49.520 --> 0:25:52.200
<v Speaker 1>concession you want. But again, I mean, you know, being

0:25:52.200 --> 0:25:54.600
<v Speaker 1>based here, you walk around New York City. For those

0:25:54.600 --> 0:25:56.200
<v Speaker 1>people who haven't been here in a couple of years,

0:25:56.280 --> 0:25:58.600
<v Speaker 1>it doesn't look like it did, you know, two thousand

0:25:58.800 --> 0:26:01.639
<v Speaker 1>nineteen and before. But it looks night and day than

0:26:01.680 --> 0:26:03.520
<v Speaker 1>what I did last summer at this time. So I

0:26:03.560 --> 0:26:04.879
<v Speaker 1>have a couple of things I wanted to pick your

0:26:04.880 --> 0:26:07.640
<v Speaker 1>brain about here. First of all, first time home buyers,

0:26:07.680 --> 0:26:12.120
<v Speaker 1>are they being completely squeezed out of the market. Yeah,

0:26:12.160 --> 0:26:14.440
<v Speaker 1>I mean that's a that's a great point to bring

0:26:14.560 --> 0:26:17.800
<v Speaker 1>up UM, and the answers yes, Um. At the moment,

0:26:17.880 --> 0:26:21.040
<v Speaker 1>you know, the last week or earlier in July, I

0:26:21.040 --> 0:26:23.560
<v Speaker 1>should say, I'm sorry, the housing market hit another record

0:26:23.640 --> 0:26:26.199
<v Speaker 1>level in terms of pricing, and what we're seeing in

0:26:26.200 --> 0:26:29.840
<v Speaker 1>the marketplace is at roughly of all purchases that have

0:26:29.920 --> 0:26:32.879
<v Speaker 1>taken place a summer have been cash purchases. So that

0:26:33.080 --> 0:26:35.280
<v Speaker 1>is yeah, I mean it's I don't recall over seeing

0:26:35.600 --> 0:26:38.280
<v Speaker 1>such a significant portion of all deals being on a

0:26:38.280 --> 0:26:41.440
<v Speaker 1>cash basis. And you know, majority of first time home buyers,

0:26:41.520 --> 0:26:43.359
<v Speaker 1>you know, I believe the average price was three or

0:26:43.400 --> 0:26:46.520
<v Speaker 1>fifty three thousand dollars. They're they're not buying any cash,

0:26:46.640 --> 0:26:50.520
<v Speaker 1>you know, they're putting down five ten percent maximum and

0:26:50.800 --> 0:26:53.879
<v Speaker 1>getting a mortgage. And the problem they're encountering is that

0:26:54.200 --> 0:26:57.800
<v Speaker 1>sellers and you know, markets that are very very hot

0:26:57.880 --> 0:27:02.240
<v Speaker 1>right now, are not concerning consenting etage contingencies. And you know,

0:27:02.280 --> 0:27:05.000
<v Speaker 1>banks are becoming have become more conservative in their lending,

0:27:05.320 --> 0:27:08.960
<v Speaker 1>requiring higher sum higher down payment sums. So the net

0:27:08.960 --> 0:27:12.359
<v Speaker 1>effect is at first time homebuyers and the millennial generation

0:27:13.119 --> 0:27:15.639
<v Speaker 1>are being you know, pushed out of the market in

0:27:15.680 --> 0:27:17.680
<v Speaker 1>most parts of the country. At the moment, you know,

0:27:17.720 --> 0:27:19.840
<v Speaker 1>it's interesting to say that about banks too. I mean,

0:27:19.840 --> 0:27:22.359
<v Speaker 1>because we know money is so cheap right now, right,

0:27:22.440 --> 0:27:25.080
<v Speaker 1>and we've talked so much about mortgage raids and refinancing,

0:27:25.280 --> 0:27:28.359
<v Speaker 1>but the banks are being pretty difficult, whether it's on

0:27:28.400 --> 0:27:31.080
<v Speaker 1>a refinancing or even a first time mortgage, they continue

0:27:31.080 --> 0:27:33.760
<v Speaker 1>to be So you're seeing evidence of that. Yeah, I know,

0:27:33.800 --> 0:27:35.919
<v Speaker 1>I would agree, and you know, in a in a

0:27:35.960 --> 0:27:38.399
<v Speaker 1>lot of ways, that's good for us because our last

0:27:38.400 --> 0:27:41.040
<v Speaker 1>housing market boom of you know, two thousand five to

0:27:41.119 --> 0:27:44.080
<v Speaker 1>two thousand eight was driven by reckless lending standards and

0:27:44.119 --> 0:27:47.560
<v Speaker 1>sub prime lending. And when you know, many people speculate,

0:27:47.720 --> 0:27:50.040
<v Speaker 1>are we sitting here in a housing bubble when you

0:27:50.119 --> 0:27:53.200
<v Speaker 1>take into account the higher down payment sums that are

0:27:53.200 --> 0:27:56.640
<v Speaker 1>taking place all over, the amount of cash deals and

0:27:56.800 --> 0:28:01.000
<v Speaker 1>banks having more stringent, you know, underwriting regularly sations and standards.

0:28:01.400 --> 0:28:02.879
<v Speaker 1>You know, that would lead you to believe that we're

0:28:02.920 --> 0:28:05.240
<v Speaker 1>not in a housing bubble, because it's not. It's this

0:28:05.320 --> 0:28:09.280
<v Speaker 1>market's not fabricated by something that wasn't real in a

0:28:09.320 --> 0:28:11.880
<v Speaker 1>sense of subprime lending, where you know, the banks were

0:28:11.920 --> 0:28:14.199
<v Speaker 1>just giving a mortgage to anybody, anybody in town with

0:28:14.240 --> 0:28:17.040
<v Speaker 1>no income or verification or anything. So you don't see

0:28:17.040 --> 0:28:20.560
<v Speaker 1>sloppy deals being done, I know from my perspective, I

0:28:20.560 --> 0:28:22.919
<v Speaker 1>I really don't. Um. You know, we have a majority

0:28:22.960 --> 0:28:25.680
<v Speaker 1>of our clients are in the New York City area,

0:28:25.760 --> 0:28:28.240
<v Speaker 1>but you know, we've we've represented a number of people

0:28:28.280 --> 0:28:31.040
<v Speaker 1>who have gone to other parts of the country and

0:28:30.720 --> 0:28:34.000
<v Speaker 1>I'm not hearing of any you know, any sloppy lending

0:28:34.080 --> 0:28:36.800
<v Speaker 1>or transactions at all when you look around the country

0:28:36.880 --> 0:28:39.960
<v Speaker 1>or look around the world, but country specifically. We've talked

0:28:39.960 --> 0:28:42.760
<v Speaker 1>about Austin being popular in some of these secondary and

0:28:43.120 --> 0:28:45.920
<v Speaker 1>tertiary markets. Where do you see a lot of people

0:28:45.960 --> 0:28:48.480
<v Speaker 1>going and wanting to buy, you know, a lot of

0:28:48.560 --> 0:28:51.200
<v Speaker 1>forward has obviously been a huge beneficiary of everything that's

0:28:51.200 --> 0:28:53.760
<v Speaker 1>going on, and that's our a number of reasons. Um.

0:28:53.840 --> 0:28:57.480
<v Speaker 1>One given how you know, the weather down there, the

0:28:57.520 --> 0:29:01.080
<v Speaker 1>COVID pandemic and not you know, going to political conversation

0:29:01.080 --> 0:29:02.880
<v Speaker 1>what they're doing now there. But I don't think the

0:29:02.960 --> 0:29:05.320
<v Speaker 1>risk was as high there as it was in densely

0:29:05.360 --> 0:29:08.320
<v Speaker 1>populated cities that you know, it's known that the virus

0:29:08.400 --> 0:29:12.000
<v Speaker 1>wasn't as contagious and warmer weather in outdoors. Um. And

0:29:12.000 --> 0:29:14.160
<v Speaker 1>then also you're looking at it from the perspective of

0:29:14.360 --> 0:29:17.000
<v Speaker 1>taxes and cost of living, you know, with no state

0:29:17.080 --> 0:29:19.720
<v Speaker 1>or city income tax in Florida and the lower cost

0:29:19.800 --> 0:29:22.480
<v Speaker 1>of living, I think that Florida has probably been the

0:29:22.480 --> 0:29:26.880
<v Speaker 1>biggest beneficiary of this whole pandemic. UM, if I recall correctly,

0:29:27.200 --> 0:29:30.680
<v Speaker 1>I think Florida had the highest highest number of new

0:29:30.720 --> 0:29:34.880
<v Speaker 1>residents moved there in I think Texas was number two.

0:29:35.440 --> 0:29:37.720
<v Speaker 1>I think yeah, because I know we've talked a lot

0:29:37.800 --> 0:29:41.720
<v Speaker 1>about increasingly the financial community, you know, moving down there

0:29:41.760 --> 0:29:44.600
<v Speaker 1>setting up shop. But there does seem to be um,

0:29:44.640 --> 0:29:46.760
<v Speaker 1>a fairly big migration down there, as you as you

0:29:46.800 --> 0:29:50.080
<v Speaker 1>point out, hey, listen, just got about seconds left here.

0:29:50.480 --> 0:29:52.720
<v Speaker 1>There are so many things we talked about trends and

0:29:52.760 --> 0:29:55.440
<v Speaker 1>things being changed because of the pandemic. Is there any

0:29:55.520 --> 0:29:58.000
<v Speaker 1>trend because of the pandemic that you think definitely stays

0:29:58.040 --> 0:30:01.360
<v Speaker 1>with us longer term? Just quickly? You know, I think

0:30:01.400 --> 0:30:04.720
<v Speaker 1>that the hybrid structure of remote work in coming into

0:30:04.760 --> 0:30:06.920
<v Speaker 1>office a few days a week is here to stay. Um.

0:30:07.000 --> 0:30:10.040
<v Speaker 1>Some of the major investment banks are trying to, you know,

0:30:10.360 --> 0:30:12.640
<v Speaker 1>force people to come back into the office, and you're

0:30:12.680 --> 0:30:14.920
<v Speaker 1>seeing that's being pushed back by a majority of major

0:30:14.960 --> 0:30:18.160
<v Speaker 1>corporations due to the delta variant. And I think it's

0:30:18.160 --> 0:30:21.600
<v Speaker 1>inevitable that, you know, a hybrid model will be here

0:30:21.640 --> 0:30:24.040
<v Speaker 1>to stay, and that's going to impact how our you know,

0:30:24.080 --> 0:30:27.000
<v Speaker 1>we operate as a society tremendously over the next you know,

0:30:27.160 --> 0:30:30.000
<v Speaker 1>several years. Hey quick follows. So does that mean in corporations,

0:30:30.000 --> 0:30:32.200
<v Speaker 1>I mean they are going to cut back on their

0:30:32.200 --> 0:30:35.720
<v Speaker 1>commercial real estate Need's just got about twenty seconds. Yeah,

0:30:35.760 --> 0:30:37.920
<v Speaker 1>I think that, you know, what to what extent they're

0:30:37.960 --> 0:30:39.840
<v Speaker 1>going to cut back is a question, because even if

0:30:39.840 --> 0:30:43.200
<v Speaker 1>you're in a hybrid policy, you still need space. And

0:30:43.440 --> 0:30:45.120
<v Speaker 1>you know, are you going to go on a rotation

0:30:45.320 --> 0:30:47.280
<v Speaker 1>in terms of offices or you gonna look at it

0:30:47.320 --> 0:30:49.640
<v Speaker 1>that people are just as productive and revenues, you know,

0:30:49.800 --> 0:30:52.280
<v Speaker 1>just as good, if not better. I don't need to

0:30:52.320 --> 0:30:54.720
<v Speaker 1>really downsize my real estate holdings that much. That's a

0:30:54.800 --> 0:30:56.800
<v Speaker 1>million dollar question over the next couple of years. That's

0:30:56.840 --> 0:30:59.280
<v Speaker 1>Pierre de bas he is, co founder and managing partner

0:30:59.400 --> 0:31:01.800
<v Speaker 1>Rumored Us. And that wraps up the first hour of

0:31:01.840 --> 0:31:04.520
<v Speaker 1>the weekend edition of Bloomberg Business Week from Bloomberg Radio.

0:31:04.560 --> 0:31:07.880
<v Speaker 1>I'm Carol Masser heading our next hour with the debate

0:31:07.960 --> 0:31:12.680
<v Speaker 1>over vaccine mandates intensifying across the country. Restaurants are now

0:31:12.720 --> 0:31:16.400
<v Speaker 1>back at the center of America's culture war. How hostesses,

0:31:16.400 --> 0:31:20.400
<v Speaker 1>waiters and bartenders and owners will need to play bouncer

0:31:20.480 --> 0:31:23.680
<v Speaker 1>to the unvaccinated. Plus, we go inside the c suite

0:31:23.680 --> 0:31:27.040
<v Speaker 1>at a pair of publicly traded companies into very different sectors.

0:31:27.440 --> 0:31:30.280
<v Speaker 1>We'll talk with the chief human resources officer at Carlisle Group,

0:31:30.280 --> 0:31:32.760
<v Speaker 1>Bruce Lawson. He'll tell us how the firm is putting

0:31:32.800 --> 0:31:34.720
<v Speaker 1>its money where its mouth is when it comes to

0:31:34.760 --> 0:31:38.480
<v Speaker 1>employee wellness. Plus Jennifer Weber, she holds the same title

0:31:38.520 --> 0:31:41.480
<v Speaker 1>over at Archer Daniels Midland. She'll talk about the future

0:31:41.480 --> 0:31:43.880
<v Speaker 1>of work at a company that is heavily dependent on

0:31:44.000 --> 0:31:46.480
<v Speaker 1>in person labor and how the company is trying to

0:31:46.520 --> 0:31:49.520
<v Speaker 1>close the gap between blue and white collar workers. More.

0:31:49.560 --> 0:31:53.360
<v Speaker 1>Bloomberg Business Week is coming up next. This is Bloomberg.

0:31:57.400 --> 0:32:01.760
<v Speaker 1>This is Bloomberg Business Week inside from the reporters and

0:32:01.960 --> 0:32:05.560
<v Speaker 1>editors who bring you America's most trusted business magazine. Plus

0:32:05.600 --> 0:32:09.560
<v Speaker 1>global business, finance and tech news as it happened. Sloomberg

0:32:09.600 --> 0:32:13.120
<v Speaker 1>Business Week with Carol Messer and Bloomberg Quick Takes. Tim

0:32:13.160 --> 0:32:18.040
<v Speaker 1>Stanovic on Bloomberg Radio. Hi'm Carol Masser My co host

0:32:18.040 --> 0:32:20.560
<v Speaker 1>Tim Stanovic is off this week. Coming up in our

0:32:20.600 --> 0:32:23.000
<v Speaker 1>second hour of the weekend edition of Bloomberg Business Week.

0:32:23.120 --> 0:32:26.400
<v Speaker 1>It is definitely the dog days of summer, pretty hot

0:32:26.400 --> 0:32:28.720
<v Speaker 1>week this week, and yet we are hearing a lot

0:32:28.760 --> 0:32:31.320
<v Speaker 1>from companies that are weighing in on what work looks

0:32:31.360 --> 0:32:34.480
<v Speaker 1>like as students get back to school and workers come

0:32:34.480 --> 0:32:37.000
<v Speaker 1>back to the office. With that in mind, we took

0:32:37.040 --> 0:32:40.040
<v Speaker 1>a deep dive into work in a post pandemic world

0:32:40.480 --> 0:32:43.080
<v Speaker 1>and one that is still grappling with rising virus cases

0:32:43.120 --> 0:32:47.240
<v Speaker 1>and hospitalizations again because of the delta variant, getting workers

0:32:47.240 --> 0:32:50.160
<v Speaker 1>back to the office not so easy. With that in mind,

0:32:50.360 --> 0:32:52.360
<v Speaker 1>how would you like to get an extra week off

0:32:52.400 --> 0:32:55.680
<v Speaker 1>this week as well as a wellness stipend and even more,

0:32:56.080 --> 0:32:57.960
<v Speaker 1>That's exactly what's going on at one of the private

0:32:57.960 --> 0:33:01.360
<v Speaker 1>equity giants will fill you in. Plus, not every worker

0:33:01.400 --> 0:33:04.760
<v Speaker 1>we know can work from home. That's something Archer Daniels

0:33:04.800 --> 0:33:07.040
<v Speaker 1>Midland knows about big time, as about half of its

0:33:07.080 --> 0:33:11.840
<v Speaker 1>forty four thousand global employees work in the company's manufacturing facilities.

0:33:12.120 --> 0:33:15.080
<v Speaker 1>So how are they adapting in a post pandemic world?

0:33:15.720 --> 0:33:19.640
<v Speaker 1>And on the menu at restaurants vaccine bouncers, and that

0:33:19.800 --> 0:33:22.280
<v Speaker 1>is where we begin this hour with the business Week

0:33:22.360 --> 0:33:25.560
<v Speaker 1>story featured online and on the Bloomberg terminal this week

0:33:25.880 --> 0:33:29.160
<v Speaker 1>about how restaurants and restaurant owners continue to pivot in

0:33:29.160 --> 0:33:32.960
<v Speaker 1>our pandemic and post pandemic world, and that has meant

0:33:33.000 --> 0:33:38.160
<v Speaker 1>becoming creative, innovative, changing menus, and sometimes being cop We

0:33:38.240 --> 0:33:40.960
<v Speaker 1>got that story from Bloomberg business Week editor Joe Weber

0:33:41.080 --> 0:33:44.840
<v Speaker 1>and Bloomberg News investigative reporter Polly Moss ends, Well, one

0:33:44.840 --> 0:33:47.480
<v Speaker 1>of the biggest things that we heard was just surprise.

0:33:47.760 --> 0:33:51.800
<v Speaker 1>Restaurants feel not entirely prepared to deal with this, but

0:33:52.120 --> 0:33:54.880
<v Speaker 1>they're also willing to roll with the punches. They were

0:33:54.920 --> 0:33:57.720
<v Speaker 1>certainly not resistant to the idea. They just are going

0:33:57.800 --> 0:34:00.000
<v Speaker 1>to need a little bit of time to acclimate because

0:34:00.160 --> 0:34:02.200
<v Speaker 1>not only are they going to have to check all

0:34:02.240 --> 0:34:04.920
<v Speaker 1>of their diners, they're also going to have to check

0:34:04.960 --> 0:34:08.319
<v Speaker 1>all of their staff. Because the policy applies to their

0:34:08.360 --> 0:34:11.759
<v Speaker 1>employees as well as to the diners. These owners are

0:34:11.800 --> 0:34:13.960
<v Speaker 1>really having to police who's in there. I mean, it's

0:34:14.040 --> 0:34:16.200
<v Speaker 1>it's it's like checking your ideas when you were seventeen

0:34:16.280 --> 0:34:19.360
<v Speaker 1>or eighteen. This is what they're doing. Polly, Yeah, absolutely.

0:34:19.360 --> 0:34:21.839
<v Speaker 1>This is like the ultimate I D check where you'll

0:34:21.880 --> 0:34:23.640
<v Speaker 1>have to show your ID and then you'll have to

0:34:23.680 --> 0:34:26.680
<v Speaker 1>show your vaccine card. And just like they do as

0:34:26.719 --> 0:34:28.239
<v Speaker 1>the ideas, they're going to have to be on the

0:34:28.239 --> 0:34:30.520
<v Speaker 1>lookout for fakes when it comes to the vaccine cards.

0:34:30.680 --> 0:34:33.040
<v Speaker 1>Talk to us about the Excelsior paths and sort of

0:34:33.040 --> 0:34:35.319
<v Speaker 1>like what the people you talk to, how do they

0:34:35.320 --> 0:34:38.480
<v Speaker 1>how do they feel about it in practice? So, the

0:34:38.520 --> 0:34:40.680
<v Speaker 1>good thing about the Excelsi Pass is that it is

0:34:40.680 --> 0:34:44.719
<v Speaker 1>a pretty thorough app. However, in practice, it is possible

0:34:44.760 --> 0:34:47.160
<v Speaker 1>to pass the phone in between two diners, you know,

0:34:47.440 --> 0:34:49.520
<v Speaker 1>two folks that might be going out to dinner together.

0:34:50.040 --> 0:34:54.000
<v Speaker 1>They in one case, they heard that the hostess and

0:34:54.080 --> 0:34:56.680
<v Speaker 1>the owner of the restaurant she caught them passing the

0:34:56.719 --> 0:34:59.800
<v Speaker 1>app between them. So while the app is certainly Sorrow's

0:35:00.080 --> 0:35:02.239
<v Speaker 1>it seems to work well, you do run the risk

0:35:02.360 --> 0:35:04.680
<v Speaker 1>of people just passing the phone between the two of

0:35:04.719 --> 0:35:09.319
<v Speaker 1>them in order to circumvent that vaccination mandate you talk about.

0:35:09.360 --> 0:35:12.759
<v Speaker 1>For someone it might be an Asian restaurant. I mean,

0:35:12.920 --> 0:35:15.720
<v Speaker 1>it's not just you know, policing when it comes to vaccine,

0:35:15.719 --> 0:35:18.920
<v Speaker 1>but there's also other factors at play that makes it

0:35:18.960 --> 0:35:22.160
<v Speaker 1>even more difficult for restaurant owners. Absolutely, it is just

0:35:22.239 --> 0:35:24.239
<v Speaker 1>one more hurdle that they were going to have to

0:35:24.239 --> 0:35:27.319
<v Speaker 1>deal with, and they've had eighteen months of hurdles, and

0:35:27.560 --> 0:35:30.320
<v Speaker 1>some restaurants they're going to be able to afford to

0:35:30.600 --> 0:35:34.160
<v Speaker 1>offload this responsibility to security guards, but that's not something

0:35:34.200 --> 0:35:36.840
<v Speaker 1>that's feasible for all restaurants. I love there's a quote

0:35:36.840 --> 0:35:39.560
<v Speaker 1>from is it Scott Gerber that's in a story, and

0:35:39.640 --> 0:35:43.560
<v Speaker 1>it says, we've dealt with intoxicated people, irrational people. Uh

0:35:43.600 --> 0:35:45.560
<v Speaker 1>and uh. He says our people are skilled at de

0:35:45.719 --> 0:35:49.279
<v Speaker 1>escalating problems. I mean, yes, that's so true. But it

0:35:49.360 --> 0:35:51.680
<v Speaker 1>does feel like this takes it, you know, to a

0:35:51.719 --> 0:35:54.720
<v Speaker 1>whole other level. I think that this definitely does ticket

0:35:54.800 --> 0:35:57.520
<v Speaker 1>to a whole different level. And you know, we have seen,

0:35:57.680 --> 0:36:01.200
<v Speaker 1>unfortunately in the past, people do get very violent and

0:36:01.320 --> 0:36:03.799
<v Speaker 1>very upset with folks who are working the door. That's

0:36:03.840 --> 0:36:07.839
<v Speaker 1>something that service workers at grocery stores and that retailers

0:36:07.880 --> 0:36:10.319
<v Speaker 1>dealt with a lot in the early days of the pandemic.

0:36:10.440 --> 0:36:13.400
<v Speaker 1>You know, in two instances of security guards were unfortunately

0:36:13.440 --> 0:36:17.480
<v Speaker 1>even killed over masked mandates that they were attempting to enforce.

0:36:17.960 --> 0:36:22.440
<v Speaker 1>I do think about how restaurants are doing additional training. Right,

0:36:22.440 --> 0:36:24.640
<v Speaker 1>we did it after the Me Too movement and as

0:36:24.760 --> 0:36:28.920
<v Speaker 1>you know, certainly after George Floyd, companies adapting in general

0:36:29.360 --> 0:36:32.960
<v Speaker 1>to what's happening in our world. And that's the same

0:36:33.000 --> 0:36:36.080
<v Speaker 1>thing for restaurant owners, right that you know, probably we

0:36:36.120 --> 0:36:38.719
<v Speaker 1>have to see them maybe instituting new training for their

0:36:38.760 --> 0:36:41.360
<v Speaker 1>workers so that they know how to handle these situations.

0:36:41.360 --> 0:36:45.000
<v Speaker 1>They've got the tools to figure it out. Yeah. Absolutely,

0:36:45.040 --> 0:36:47.120
<v Speaker 1>And I'm sure they will also be looking to law

0:36:47.239 --> 0:36:50.160
<v Speaker 1>enforcement in the most extreme of situations, and law enforcement

0:36:50.200 --> 0:36:52.399
<v Speaker 1>has had to do their own set of training as

0:36:52.440 --> 0:36:55.040
<v Speaker 1>as they navigate just new an unusual world that we're

0:36:55.040 --> 0:36:58.960
<v Speaker 1>living in. Our people thinking that in the restaurant groups

0:36:59.120 --> 0:37:02.200
<v Speaker 1>in particular, are craving to be in restaurants right now

0:37:02.239 --> 0:37:04.719
<v Speaker 1>still or are they Is it more of like, uh

0:37:05.400 --> 0:37:07.960
<v Speaker 1>taking a backseat um to where we were kind of

0:37:08.000 --> 0:37:10.640
<v Speaker 1>at the beginning of the pandemic. No, I think that

0:37:10.719 --> 0:37:13.160
<v Speaker 1>people are still craving it. I definitely think that there

0:37:13.160 --> 0:37:15.240
<v Speaker 1>will still be a market for it. Because it's impotant

0:37:15.239 --> 0:37:17.560
<v Speaker 1>to understand that in New York City we actually have

0:37:17.600 --> 0:37:21.040
<v Speaker 1>a phenomenally high vaccination rate. New York is doing really

0:37:21.040 --> 0:37:24.480
<v Speaker 1>well in vaccination, and I think that the mayor's office

0:37:24.560 --> 0:37:27.319
<v Speaker 1>and restaurateurs are hopeful that this will take it to

0:37:27.360 --> 0:37:30.839
<v Speaker 1>the next level of vaccination rate. So I definitely think

0:37:30.880 --> 0:37:32.520
<v Speaker 1>that there is still a big market and a big

0:37:32.520 --> 0:37:35.080
<v Speaker 1>desire to be out and about, and you know, this

0:37:35.200 --> 0:37:38.319
<v Speaker 1>policy may encourage some people who have been on the

0:37:38.360 --> 0:37:42.279
<v Speaker 1>fence about vaccination to ultimately get that well. And you know,

0:37:42.320 --> 0:37:44.360
<v Speaker 1>I also do wonder. We've talked about this a lot,

0:37:44.600 --> 0:37:47.760
<v Speaker 1>probably about you know, private sector public sector working together,

0:37:47.840 --> 0:37:50.840
<v Speaker 1>and it does feel like restaurants have to be a

0:37:50.880 --> 0:37:53.239
<v Speaker 1>little bit on pins and needles as new mandates come

0:37:53.280 --> 0:37:56.640
<v Speaker 1>down from officials about how to do things, and then

0:37:56.680 --> 0:37:59.879
<v Speaker 1>they've got their left kind of figuring it all out. Uh.

0:38:00.000 --> 0:38:02.000
<v Speaker 1>And I do wonder if there'll be more collaboration to

0:38:02.080 --> 0:38:06.360
<v Speaker 1>kind of help restaurants through this, especially when it's stricter policy.

0:38:06.680 --> 0:38:08.520
<v Speaker 1>I think that's the biggest thing that we heard, both

0:38:08.520 --> 0:38:11.440
<v Speaker 1>from the security guard companies and from the restaurateurs is

0:38:11.520 --> 0:38:13.759
<v Speaker 1>just we need more time. We need to figure out

0:38:13.760 --> 0:38:16.480
<v Speaker 1>how this is going to work. You know, they do

0:38:16.640 --> 0:38:20.439
<v Speaker 1>need to to get acclimated to this new policy. And

0:38:20.760 --> 0:38:22.680
<v Speaker 1>I think that there's the shoes that they haven't even

0:38:22.680 --> 0:38:24.920
<v Speaker 1>thought it yet. They will deal with when the time

0:38:24.960 --> 0:38:27.440
<v Speaker 1>comes when people are ultimately showing up at their doors

0:38:27.440 --> 0:38:29.879
<v Speaker 1>that have to prove that they're vacinating. That's Bloomberg News

0:38:29.880 --> 0:38:33.040
<v Speaker 1>investigative reporter Polly moss Ends and Bloomberg Business Week editor

0:38:33.200 --> 0:38:36.960
<v Speaker 1>Chill Weber. Find more at business week dot Com. Coming up.

0:38:37.000 --> 0:38:39.439
<v Speaker 1>Wouldn't it be nice? Yeah, wouldn't it be nice? Really

0:38:39.520 --> 0:38:41.880
<v Speaker 1>nice to be given an extra week off this summer

0:38:42.040 --> 0:38:45.799
<v Speaker 1>just because perhaps even this coming week. Well, if you

0:38:45.800 --> 0:38:49.000
<v Speaker 1>work at the private equity firm Carlisle Group, that's exactly

0:38:49.000 --> 0:39:01.640
<v Speaker 1>what's happening. We'll explain this is Bloomberg is Bloomberg business

0:39:01.680 --> 0:39:05.400
<v Speaker 1>Week with Carol Masser and Bloomberg Quick Takes Tim Stinovik

0:39:05.640 --> 0:39:09.160
<v Speaker 1>from Bloomberg Radio. If you haven't to work at the

0:39:09.160 --> 0:39:11.840
<v Speaker 1>private equity firm Carlisle Group, you are getting an extra

0:39:11.880 --> 0:39:14.200
<v Speaker 1>week off next week. That's on top of a seven

0:39:14.680 --> 0:39:18.600
<v Speaker 1>fifty well being stipended. So for more on that and

0:39:18.640 --> 0:39:21.400
<v Speaker 1>how the company is thinking about the wellness of its employees,

0:39:22.000 --> 0:39:24.800
<v Speaker 1>let's find out from Bruce Lawson. He is chief human

0:39:24.840 --> 0:39:27.640
<v Speaker 1>resources officer over at Carlisle Group. He's on the phone.

0:39:27.920 --> 0:39:29.279
<v Speaker 1>First of all, I want to get into what you

0:39:29.320 --> 0:39:32.759
<v Speaker 1>guys are doing your world. Tell us how things have

0:39:32.840 --> 0:39:35.319
<v Speaker 1>progressed over the past year and a half as you've

0:39:35.320 --> 0:39:37.920
<v Speaker 1>dealt with the pandemic, you know, getting through it, starting

0:39:37.920 --> 0:39:41.120
<v Speaker 1>to reopening kind of where where are you right now

0:39:41.120 --> 0:39:46.000
<v Speaker 1>in terms of your individual firm? So we're, UM, we're

0:39:46.080 --> 0:39:49.319
<v Speaker 1>doing a great job of managing through things. Our firm

0:39:49.360 --> 0:39:53.720
<v Speaker 1>has been having record level performances. Are people are working

0:39:53.719 --> 0:39:57.479
<v Speaker 1>incredibly hard and completely engaged. UM. But like everybody who's

0:39:57.520 --> 0:40:00.680
<v Speaker 1>been going through this has been a journey. We UM

0:40:01.000 --> 0:40:02.879
<v Speaker 1>challenges and things that have come up that we've tried

0:40:02.920 --> 0:40:05.960
<v Speaker 1>to deal with, and some of those are around our

0:40:06.040 --> 0:40:08.440
<v Speaker 1>new well being strategy that we've implemented a number of

0:40:08.480 --> 0:40:12.399
<v Speaker 1>months ago. UM. But we're we're hanging in there. We'll

0:40:12.400 --> 0:40:14.480
<v Speaker 1>talk to us about this well being strategy because it's

0:40:14.480 --> 0:40:17.320
<v Speaker 1>really been very interesting, at least for me as a

0:40:17.360 --> 0:40:21.560
<v Speaker 1>journalist and for many others to see how companies have

0:40:21.680 --> 0:40:25.640
<v Speaker 1>opened up in terms of thinking about their employees different

0:40:25.680 --> 0:40:29.200
<v Speaker 1>like how how is that relationship between Carlisle the employee

0:40:29.239 --> 0:40:34.640
<v Speaker 1>or change with Carlyle and its employees. Sure, so, look,

0:40:34.680 --> 0:40:37.080
<v Speaker 1>I think a lot of this started UM a little

0:40:37.080 --> 0:40:41.120
<v Speaker 1>bit before the pandemic where UM, you know, with new

0:40:41.200 --> 0:40:44.640
<v Speaker 1>leadership at Carlisle and our new CEO, Cuson Lee, trying

0:40:44.680 --> 0:40:48.840
<v Speaker 1>to focus on how do we enhance UM an already

0:40:48.920 --> 0:40:53.399
<v Speaker 1>very strong culture in the firm UM and really make

0:40:53.840 --> 0:40:56.640
<v Speaker 1>our human capital strategies in line with all of our

0:40:56.680 --> 0:40:59.200
<v Speaker 1>other strategies to deliver the right kind of commercial results.

0:40:59.200 --> 0:41:02.000
<v Speaker 1>And so we were beginning to talk about a number

0:41:02.000 --> 0:41:04.960
<v Speaker 1>of things, and then of course, in March of last year,

0:41:05.000 --> 0:41:07.080
<v Speaker 1>the world began to change and we all went out

0:41:07.520 --> 0:41:10.560
<v Speaker 1>on on a lockdown for what everybody thought would be

0:41:10.560 --> 0:41:13.319
<v Speaker 1>two weeks in life could get back to normal UM,

0:41:13.360 --> 0:41:17.120
<v Speaker 1>but of course that didn't happen UM, and so we

0:41:17.160 --> 0:41:19.880
<v Speaker 1>began navigating our way through that and one of the

0:41:20.000 --> 0:41:23.359
<v Speaker 1>key pillars of our human capital strategy that we wanted

0:41:23.400 --> 0:41:24.960
<v Speaker 1>to put in place. But what this all happened was

0:41:24.960 --> 0:41:29.520
<v Speaker 1>sort of a very clear and transparent communication from leadership

0:41:29.560 --> 0:41:31.480
<v Speaker 1>about what was going on in the world, and the

0:41:31.480 --> 0:41:33.879
<v Speaker 1>pandemic kind of gave us no choice but to really

0:41:33.880 --> 0:41:36.239
<v Speaker 1>accelerate that, and so we spent a lot of time

0:41:36.280 --> 0:41:39.200
<v Speaker 1>just very openly and candidly and honestly communicating with our

0:41:39.239 --> 0:41:41.919
<v Speaker 1>people about what was going on, even at times when

0:41:41.960 --> 0:41:43.920
<v Speaker 1>we didn't really know what was going on, so that

0:41:43.960 --> 0:41:47.560
<v Speaker 1>the new management was watching things and being concerned about things,

0:41:48.640 --> 0:41:54.040
<v Speaker 1>and as the pandemic progressed, UM, we all individually got

0:41:54.040 --> 0:41:56.279
<v Speaker 1>a sense for the increased stress levels that we're going

0:41:56.320 --> 0:41:59.640
<v Speaker 1>on UM because of your inability to separate from work

0:41:59.640 --> 0:42:02.880
<v Speaker 1>and just no stop button, and it felt like people

0:42:02.880 --> 0:42:05.279
<v Speaker 1>were living at work more than they were working from home.

0:42:06.000 --> 0:42:08.880
<v Speaker 1>And so we started to focus on a bunch of

0:42:08.880 --> 0:42:13.560
<v Speaker 1>things around UM, focusing on the well being of our people,

0:42:13.640 --> 0:42:16.479
<v Speaker 1>because we have a strong belief that if our people

0:42:16.480 --> 0:42:20.000
<v Speaker 1>are feeling better about themselves, both physically, mentally emotionally, they'll

0:42:20.040 --> 0:42:22.640
<v Speaker 1>be able to perform better individuals and their teams will

0:42:22.640 --> 0:42:26.560
<v Speaker 1>function better, and ultimately that will deliver better commercial results

0:42:26.560 --> 0:42:29.520
<v Speaker 1>for the firm. And so we started to put together

0:42:29.880 --> 0:42:33.360
<v Speaker 1>kind of a brief well being approach, which has evolved

0:42:33.400 --> 0:42:37.040
<v Speaker 1>into a much more formal strategy UM where we're trying

0:42:37.040 --> 0:42:41.359
<v Speaker 1>to cover essentially the five pillars of well being as

0:42:41.480 --> 0:42:46.080
<v Speaker 1>as we see them, which are physical, emotional, social, environmental,

0:42:46.120 --> 0:42:50.400
<v Speaker 1>and financial. And our initial thrust has really been on

0:42:50.640 --> 0:42:54.640
<v Speaker 1>the physical and emotional well being of our people. And

0:42:54.680 --> 0:42:58.080
<v Speaker 1>so we started kind of small by having UM you know,

0:42:58.200 --> 0:43:02.560
<v Speaker 1>very early on in the pandemic, zoom yoga classes and

0:43:03.080 --> 0:43:05.760
<v Speaker 1>meditation classes and some some things to just give people

0:43:05.800 --> 0:43:09.640
<v Speaker 1>a break, and started to do some other things, and

0:43:09.680 --> 0:43:11.480
<v Speaker 1>then we thought, we got to get more serious about this,

0:43:11.520 --> 0:43:13.319
<v Speaker 1>because this is this is going to be part of

0:43:13.320 --> 0:43:16.120
<v Speaker 1>our world going forward, and it's just smart business on

0:43:16.120 --> 0:43:19.880
<v Speaker 1>our part. And so we established well Being Advisory Committee

0:43:19.920 --> 0:43:22.680
<v Speaker 1>across the firm that consists of employees from all different levels,

0:43:23.280 --> 0:43:25.440
<v Speaker 1>across all of our businesses and all geographies to help

0:43:25.480 --> 0:43:28.480
<v Speaker 1>advise us on the kinds of things that we think

0:43:28.480 --> 0:43:32.759
<v Speaker 1>would be most impactful for our people, and one of

0:43:32.760 --> 0:43:36.480
<v Speaker 1>those was, you know, this inability to separate and have

0:43:36.560 --> 0:43:39.840
<v Speaker 1>any kind of disconnection from work, and so we started.

0:43:40.440 --> 0:43:43.000
<v Speaker 1>We started last year by giving people a day off

0:43:43.040 --> 0:43:45.520
<v Speaker 1>before the fourth July and before Labor Day and before

0:43:45.680 --> 0:43:48.480
<v Speaker 1>other holidays, just to extend the break a little bit

0:43:48.520 --> 0:43:50.480
<v Speaker 1>where everybody was off at the same time, because it

0:43:50.480 --> 0:43:52.319
<v Speaker 1>seemed to us like that was the only time you

0:43:52.320 --> 0:43:55.520
<v Speaker 1>could really disconnected if everybody was was off. And we

0:43:55.640 --> 0:44:00.560
<v Speaker 1>got such positive feedback from that that that evolved um

0:44:00.560 --> 0:44:03.920
<v Speaker 1>into us discussing as a leadership team earlier this year,

0:44:04.480 --> 0:44:06.560
<v Speaker 1>you know, we should just close the place down for

0:44:06.600 --> 0:44:09.719
<v Speaker 1>a week globally and give everybody a week off where

0:44:09.719 --> 0:44:13.520
<v Speaker 1>they can really disconnect. And we discussed amongst early leaders

0:44:13.520 --> 0:44:15.719
<v Speaker 1>globally about the right time to do that and when

0:44:15.760 --> 0:44:18.439
<v Speaker 1>made the most sense, and we ended up UM with

0:44:19.000 --> 0:44:23.000
<v Speaker 1>next week in August being the right week to do that.

0:44:23.160 --> 0:44:25.560
<v Speaker 1>Their workers are getting an extra week off next week.

0:44:25.600 --> 0:44:30.880
<v Speaker 1>They've also provided a seven well being stipend for UH

0:44:31.040 --> 0:44:33.440
<v Speaker 1>Carlisle workers and Bruce, you know, one of the things

0:44:33.440 --> 0:44:35.880
<v Speaker 1>I was thinking about is, and I think I do

0:44:35.960 --> 0:44:38.279
<v Speaker 1>wonder how much of this stays with us in terms

0:44:38.320 --> 0:44:43.640
<v Speaker 1>of permanent, you know, planning for our workers at companies UM.

0:44:43.800 --> 0:44:46.200
<v Speaker 1>And I do wonder if there's a you know, commercial

0:44:46.239 --> 0:44:49.040
<v Speaker 1>aspect to why you're doing it, that it that it works,

0:44:49.080 --> 0:44:53.640
<v Speaker 1>that it makes workers feel better, that it ultimately makes

0:44:53.640 --> 0:44:57.359
<v Speaker 1>them feel more productive. What kind of researcher science did

0:44:57.360 --> 0:45:00.319
<v Speaker 1>you guys maybe tap into before setting your sites on

0:45:00.360 --> 0:45:05.120
<v Speaker 1>some of these programs. Sure, UM, look, we've we've looked

0:45:05.160 --> 0:45:07.839
<v Speaker 1>at a bunch of different studies that indicate that if

0:45:07.880 --> 0:45:12.600
<v Speaker 1>people are physically and emotionally healthier, UM and well that

0:45:12.680 --> 0:45:15.600
<v Speaker 1>are off, they are engaged more in their life generally.

0:45:16.160 --> 0:45:18.440
<v Speaker 1>That's not not just in work, but in their personal lives.

0:45:19.040 --> 0:45:21.440
<v Speaker 1>And if your people are more energized and have the

0:45:21.440 --> 0:45:24.279
<v Speaker 1>ability to focus, are feeling better about themselves, they're going

0:45:24.360 --> 0:45:26.880
<v Speaker 1>to perform better. And when you've got a collection of

0:45:26.920 --> 0:45:30.960
<v Speaker 1>better performing individuals, you're going to have better performing teams. UM.

0:45:31.000 --> 0:45:32.960
<v Speaker 1>One of the measures that we look at to see

0:45:33.000 --> 0:45:35.000
<v Speaker 1>how people are feeling about some of our efforts is

0:45:35.040 --> 0:45:38.719
<v Speaker 1>in our recent employee engagement survey that closed in March

0:45:38.760 --> 0:45:42.000
<v Speaker 1>of this year, and our people said that they were

0:45:42.000 --> 0:45:44.120
<v Speaker 1>proud to work at Carlisle and would recommend it to

0:45:44.160 --> 0:45:46.439
<v Speaker 1>a friend, And that to me, says a lot about

0:45:46.440 --> 0:45:48.240
<v Speaker 1>how they feel about their job. And when they're feeling

0:45:48.360 --> 0:45:51.279
<v Speaker 1>great about their job, you know, this is a competitive,

0:45:51.360 --> 0:45:53.400
<v Speaker 1>intense business. They're gonna be moments where they've really got

0:45:53.440 --> 0:45:55.360
<v Speaker 1>to push themselves and they're going to be more willing

0:45:55.400 --> 0:45:57.799
<v Speaker 1>to do that if they're feeling good about UM, how

0:45:57.840 --> 0:45:59.840
<v Speaker 1>the company is thinking about them as a person, not

0:46:00.480 --> 0:46:02.439
<v Speaker 1>a cog in a wheel that's that's trying to crank

0:46:02.480 --> 0:46:05.960
<v Speaker 1>out commerce. That's Bruce Lawson, chief human resources officer over

0:46:06.000 --> 0:46:08.720
<v Speaker 1>at Carlisle Group. We'll taking off time during the pandemic

0:46:08.840 --> 0:46:11.120
<v Speaker 1>was impossible for a d M at least for many

0:46:11.160 --> 0:46:13.480
<v Speaker 1>of its workers because it's a company that we know

0:46:13.719 --> 0:46:17.040
<v Speaker 1>is integral to the global food chain. Coming up next,

0:46:17.080 --> 0:46:20.759
<v Speaker 1>how Archer Daniels Midland, like many other multinationals, are doing

0:46:20.760 --> 0:46:23.319
<v Speaker 1>a major rethink of how we work. We'll here from

0:46:23.360 --> 0:46:26.160
<v Speaker 1>one of the company's senior execs. That's coming up next.

0:46:26.320 --> 0:46:33.760
<v Speaker 1>This is Bloomberg Broadcasting from the financial capital of the world,

0:46:33.840 --> 0:46:37.320
<v Speaker 1>Bloomberg eleven Frio in New York to Washington, d C.

0:46:37.520 --> 0:46:42.239
<v Speaker 1>Bloomberg to Boston, Bloomberg one O six one to San Francisco,

0:46:42.280 --> 0:46:45.759
<v Speaker 1>Bloomberg nine sixty to the country Sirius XM CHADO one

0:46:45.840 --> 0:46:48.960
<v Speaker 1>nine and around the globe the Bloomberg Business app and

0:46:49.000 --> 0:46:54.399
<v Speaker 1>Bloomberg Radio dot Com. This is Bloomberg Business Week. Well

0:46:54.440 --> 0:46:56.200
<v Speaker 1>a little over a month ago I checked in with

0:46:56.360 --> 0:47:00.880
<v Speaker 1>this incredible roundtable of senior executives from a broad swath

0:47:00.920 --> 0:47:03.359
<v Speaker 1>of industries to talk about how work continues to ship

0:47:03.440 --> 0:47:05.920
<v Speaker 1>because of the pandemic, and among them was Jennifer Weber.

0:47:06.200 --> 0:47:08.960
<v Speaker 1>She's senior vice president and chief human Resources officer at

0:47:09.080 --> 0:47:11.480
<v Speaker 1>Archer Daniels Midland, as you know, a d M and

0:47:11.640 --> 0:47:14.279
<v Speaker 1>integral part of the global food chain, so they were

0:47:14.400 --> 0:47:17.840
<v Speaker 1>crucial during the pandemic. One of the world's largest processors

0:47:17.880 --> 0:47:20.719
<v Speaker 1>of agricultural commodities, founded over a hundred years ago, and

0:47:20.760 --> 0:47:23.680
<v Speaker 1>like many companies, taking a hard look at how we

0:47:23.719 --> 0:47:26.719
<v Speaker 1>work through the pandemic and making shifts to reflect that.

0:47:26.840 --> 0:47:29.239
<v Speaker 1>So let's bring in Jennifer, who joins us on the

0:47:29.280 --> 0:47:32.000
<v Speaker 1>phone from Chicago. Jennifer, it is so great to have

0:47:32.080 --> 0:47:35.440
<v Speaker 1>you back with us. How are you. I am doing well. Carol,

0:47:35.440 --> 0:47:37.520
<v Speaker 1>it's nice to be back. How are you doing doing well?

0:47:37.560 --> 0:47:41.279
<v Speaker 1>Doing well? Your your contributions and your story during that

0:47:41.360 --> 0:47:44.000
<v Speaker 1>panel really resonated with me. You know, you actually had

0:47:44.040 --> 0:47:47.160
<v Speaker 1>started at the company during the pandemic, correct, I did.

0:47:47.239 --> 0:47:51.640
<v Speaker 1>I started in September of right right in the thick

0:47:51.719 --> 0:47:54.239
<v Speaker 1>of it and in the heat of the pandemic. So

0:47:54.440 --> 0:47:57.560
<v Speaker 1>talk to us about you know, you came in and

0:47:57.640 --> 0:47:59.520
<v Speaker 1>all of a sudden, you guys were dealing with so

0:47:59.640 --> 0:48:03.839
<v Speaker 1>much and you know, issues that I think as employers

0:48:04.120 --> 0:48:08.600
<v Speaker 1>we didn't necessarily think a lot about potentially um in

0:48:08.680 --> 0:48:10.880
<v Speaker 1>terms of our employee base, but all of a sudden

0:48:10.920 --> 0:48:13.839
<v Speaker 1>we had to, and we were talking about them at

0:48:13.920 --> 0:48:17.120
<v Speaker 1>the open, whether it was mental wellness or juggling families

0:48:17.160 --> 0:48:21.400
<v Speaker 1>and juggling work. Hybrid work. Tell us about the lessons

0:48:21.440 --> 0:48:23.799
<v Speaker 1>that you guys have learned at a d M and

0:48:23.880 --> 0:48:25.640
<v Speaker 1>things that are staying with you when it comes to

0:48:25.680 --> 0:48:29.359
<v Speaker 1>how we work, sure, absolutely well. I think I think

0:48:29.400 --> 0:48:32.520
<v Speaker 1>that UM a couple of things. One thing is just

0:48:33.000 --> 0:48:35.560
<v Speaker 1>from a from a background or a context standpoint. At

0:48:35.560 --> 0:48:39.480
<v Speaker 1>a d M, we have roughly forty employees, and half

0:48:39.520 --> 0:48:44.200
<v Speaker 1>of them and they're we're very global, So are are

0:48:44.239 --> 0:48:48.040
<v Speaker 1>in the United States, UM, and half of our workforce

0:48:48.160 --> 0:48:52.160
<v Speaker 1>works in our manufacturing facilities. And so, given the nature

0:48:52.200 --> 0:48:54.840
<v Speaker 1>of the role that we play in the global food

0:48:54.920 --> 0:48:58.800
<v Speaker 1>supply chain, we had a high percentage of our colleagues

0:48:58.800 --> 0:49:02.359
<v Speaker 1>around the globe. It UM needed to be in day

0:49:02.360 --> 0:49:04.880
<v Speaker 1>in and day out, and so and then the balance

0:49:04.920 --> 0:49:07.360
<v Speaker 1>of our employees are even either in office settings or

0:49:07.480 --> 0:49:12.040
<v Speaker 1>lab settings. We have innovation centers around the world. Uh So,

0:49:12.040 --> 0:49:16.440
<v Speaker 1>so throughout the pandemic, our our our colleagues kept that

0:49:16.560 --> 0:49:19.400
<v Speaker 1>vital role we play in the global food supply chain

0:49:19.640 --> 0:49:22.959
<v Speaker 1>moving along at quite a bit of string, right because

0:49:23.160 --> 0:49:25.399
<v Speaker 1>as you might imagine, we had a number of people

0:49:25.400 --> 0:49:27.520
<v Speaker 1>who had to go out and quarantine. We monitored and

0:49:27.560 --> 0:49:31.359
<v Speaker 1>tracked those things very very closely, and and I think

0:49:31.360 --> 0:49:34.000
<v Speaker 1>we learned a lot about ourselves. So, so to your

0:49:34.040 --> 0:49:37.040
<v Speaker 1>first question, what are some of the things that we've

0:49:37.160 --> 0:49:41.040
<v Speaker 1>learned through this um so, one thing is we I

0:49:41.080 --> 0:49:44.000
<v Speaker 1>think we gained a lot of confidence as an organization

0:49:44.239 --> 0:49:47.680
<v Speaker 1>on our ability to deliver on our commitments, deliver on

0:49:47.680 --> 0:49:52.920
<v Speaker 1>our commitments to customers, to our producers, to our shareholders

0:49:53.680 --> 0:49:57.160
<v Speaker 1>um and really make uh adjustments. We had to make

0:49:57.160 --> 0:50:01.239
<v Speaker 1>significant adjustments to the way we conducted our work um uh,

0:50:01.440 --> 0:50:05.360
<v Speaker 1>particularly across our office settings uh. And we had to

0:50:05.360 --> 0:50:06.759
<v Speaker 1>do it in a way that we didn't miss a

0:50:06.760 --> 0:50:09.680
<v Speaker 1>beat in terms of delivering. I think the other thing

0:50:09.680 --> 0:50:13.640
<v Speaker 1>that we learned is there was a very healthy um

0:50:13.719 --> 0:50:18.480
<v Speaker 1>individual by individual, person by person, family by family reassessment

0:50:18.480 --> 0:50:23.240
<v Speaker 1>of values right. And I would say a discussion about

0:50:23.280 --> 0:50:27.400
<v Speaker 1>these things more openly. Um. I think for some people

0:50:27.520 --> 0:50:30.000
<v Speaker 1>there were deep personal impacts that were felt as a

0:50:30.040 --> 0:50:34.080
<v Speaker 1>result of covid UM and it placed great strain on

0:50:34.160 --> 0:50:38.440
<v Speaker 1>their mental health and well being um uh. And then

0:50:38.560 --> 0:50:41.000
<v Speaker 1>you know, we had we had some colleagues who said, boy,

0:50:41.000 --> 0:50:45.480
<v Speaker 1>has this been refreshing to reconnect with with family, hunker

0:50:45.560 --> 0:50:49.759
<v Speaker 1>down with family, shelter in place and um and and

0:50:49.800 --> 0:50:53.920
<v Speaker 1>do so together through a through an incredible period of uncertainty,

0:50:54.840 --> 0:50:56.680
<v Speaker 1>and so you know, and then I and then I

0:50:56.680 --> 0:50:59.960
<v Speaker 1>would say, we we, as an employer step back from

0:51:00.080 --> 0:51:02.600
<v Speaker 1>this and said, boy, you look at this time, it's

0:51:02.600 --> 0:51:07.840
<v Speaker 1>been extremely isolating. UM. We've had we've had parents of

0:51:07.920 --> 0:51:11.399
<v Speaker 1>young children who have had to balance the demands of

0:51:12.120 --> 0:51:16.440
<v Speaker 1>UM work commitments along with you know, young children in

0:51:16.480 --> 0:51:20.440
<v Speaker 1>the home who sometimes their school has been interrupted. So

0:51:20.840 --> 0:51:22.960
<v Speaker 1>you know, so we we we stepped back from all

0:51:23.040 --> 0:51:25.680
<v Speaker 1>this and said, Okay, as we think about UM, the

0:51:25.719 --> 0:51:29.719
<v Speaker 1>ecosystem of support we provide to our colleagues, how is

0:51:29.719 --> 0:51:34.680
<v Speaker 1>this changing our thinking? Right? And and UM and it's

0:51:34.760 --> 0:51:38.040
<v Speaker 1>I think it's changed us in indelible and profound ways,

0:51:38.120 --> 0:51:40.799
<v Speaker 1>and and and and in many permanent ways. That's been

0:51:40.840 --> 0:51:44.240
<v Speaker 1>a healthy reset for many, many many companies. That's Jennifer Weber.

0:51:44.320 --> 0:51:47.160
<v Speaker 1>She's senior vice president and chief human resources officer Archer

0:51:47.239 --> 0:51:50.279
<v Speaker 1>Daniels Midland and coming up right to continue the conversation

0:51:50.360 --> 0:51:54.479
<v Speaker 1>with her, digging into working from home fairness. You're listening

0:51:54.520 --> 0:52:05.000
<v Speaker 1>to Bloomberg Business Week, and this is Bloomberg. You're listening

0:52:05.040 --> 0:52:09.120
<v Speaker 1>to Bloomberg Business Week with Carol Messer and Bloomberg Quick Takes,

0:52:09.200 --> 0:52:13.520
<v Speaker 1>Tim Stinovik from Bloomberg Radio. So about a month and

0:52:13.560 --> 0:52:16.480
<v Speaker 1>a half ago, I hosted a panel here at Bloomberg

0:52:16.520 --> 0:52:18.840
<v Speaker 1>and it was all about how work is shifting. Obviously,

0:52:18.840 --> 0:52:22.160
<v Speaker 1>the pandemic has impacted so much, and companies in all

0:52:22.280 --> 0:52:25.239
<v Speaker 1>walks of life, all industries are figuring out what work

0:52:25.320 --> 0:52:28.080
<v Speaker 1>looks like as workers come back to the office. And

0:52:28.120 --> 0:52:30.880
<v Speaker 1>on that panel was Jennifer Weber, senior vice president and

0:52:30.920 --> 0:52:34.399
<v Speaker 1>chief Human Resources Officer at Archer Daniels Midland. Here's more

0:52:34.440 --> 0:52:38.480
<v Speaker 1>from our conversation, specifically about working out policies for workers

0:52:38.520 --> 0:52:40.840
<v Speaker 1>who can work from home and those who cannot. We

0:52:40.960 --> 0:52:43.360
<v Speaker 1>have discussions about this quite a bit, and it's and

0:52:43.440 --> 0:52:47.879
<v Speaker 1>it's important that we do so right because we uh, well,

0:52:47.880 --> 0:52:50.680
<v Speaker 1>one thing, one thing I will say is we we

0:52:50.800 --> 0:52:53.720
<v Speaker 1>call our employees colleagues for a reason, and that means

0:52:53.760 --> 0:52:56.680
<v Speaker 1>that we are all colleagues. Whether you're in a manufacturing

0:52:56.680 --> 0:52:59.279
<v Speaker 1>facility or an office setting, you're in an innovation lab,

0:52:59.400 --> 0:53:02.960
<v Speaker 1>you're a you know, you're a you're a PhD and

0:53:03.000 --> 0:53:06.600
<v Speaker 1>food science, or you are critical um in one of

0:53:06.640 --> 0:53:10.319
<v Speaker 1>our milling operations. We are all called colleagues with each

0:53:10.320 --> 0:53:13.319
<v Speaker 1>other and and in this together, I think what I think,

0:53:13.320 --> 0:53:15.640
<v Speaker 1>what we what we stepped back and had to do

0:53:15.800 --> 0:53:21.160
<v Speaker 1>is recognize that UM, this that covid um was creating

0:53:21.160 --> 0:53:25.080
<v Speaker 1>a high degree of uncertainty for all of us UM

0:53:25.160 --> 0:53:29.200
<v Speaker 1>and the needs varied and how we meet the needs

0:53:29.239 --> 0:53:32.200
<v Speaker 1>of our different colleagues varies depending upon where you sit

0:53:32.239 --> 0:53:36.200
<v Speaker 1>in the organization, and so, you know, so we there

0:53:36.239 --> 0:53:38.359
<v Speaker 1>were there were many times when we would pause and say, Okay,

0:53:38.400 --> 0:53:40.759
<v Speaker 1>given what we know, now, what do we need to

0:53:41.320 --> 0:53:46.400
<v Speaker 1>adapt to more directly support our manufacturing colleagues more directly

0:53:46.440 --> 0:53:49.440
<v Speaker 1>support some of our office colleagues. And so just to

0:53:49.719 --> 0:53:52.839
<v Speaker 1>just to give you some some examples of that, you know,

0:53:52.960 --> 0:53:55.680
<v Speaker 1>we you know, throughout the course of this our focus

0:53:55.680 --> 0:54:00.080
<v Speaker 1>has been on keeping our colleagues safe and healthy. And

0:54:00.080 --> 0:54:04.120
<v Speaker 1>that's both physically and mentally. And so one of the

0:54:04.440 --> 0:54:07.880
<v Speaker 1>one of the challenges in our manufacturing environments is UM

0:54:08.000 --> 0:54:10.840
<v Speaker 1>is communications and the ability. You know, it's not somebody

0:54:10.880 --> 0:54:13.400
<v Speaker 1>sitting behind a computer where we can reach them with

0:54:13.480 --> 0:54:16.840
<v Speaker 1>a lot of educational resources and hey, here are you

0:54:16.880 --> 0:54:20.000
<v Speaker 1>know e a p services that you're eligible for. It's

0:54:20.040 --> 0:54:22.840
<v Speaker 1>just that's not that's not their day to day life.

0:54:23.440 --> 0:54:25.440
<v Speaker 1>And so we needed to come up with other ways

0:54:25.520 --> 0:54:29.160
<v Speaker 1>to make sure that we were arming our our leadership

0:54:29.160 --> 0:54:32.560
<v Speaker 1>teams within our operations, that we were reaching our our

0:54:32.560 --> 0:54:35.400
<v Speaker 1>early colleagues to make sure that they had the information

0:54:35.440 --> 0:54:39.280
<v Speaker 1>that they needed to know how to access various resources

0:54:40.040 --> 0:54:42.759
<v Speaker 1>to help them manage through this very very uncertain time.

0:54:42.840 --> 0:54:45.720
<v Speaker 1>So that would be one example, UM as it relates

0:54:45.760 --> 0:54:48.120
<v Speaker 1>to UM other things that can be done, I would

0:54:48.160 --> 0:54:54.360
<v Speaker 1>say with continued advances in UM manufacturing technologies, UM, but

0:54:54.560 --> 0:54:58.360
<v Speaker 1>also UM just different ways of thinking about the scheduling

0:54:58.400 --> 0:55:04.000
<v Speaker 1>of work. Uh uh So that uh that we're that

0:55:04.120 --> 0:55:08.799
<v Speaker 1>that in our in our goal of of you know,

0:55:08.960 --> 0:55:12.799
<v Speaker 1>delivering UM, you know, delivering on the commitments to our

0:55:12.800 --> 0:55:16.560
<v Speaker 1>customers that we that we manage work in a way,

0:55:16.760 --> 0:55:18.680
<v Speaker 1>we schedule work in a way and we structure it

0:55:18.719 --> 0:55:21.759
<v Speaker 1>in a way that allows people to you know, to

0:55:21.800 --> 0:55:24.080
<v Speaker 1>manage our work in life. And so you know, we

0:55:24.120 --> 0:55:25.680
<v Speaker 1>have had to take a step back and some of

0:55:25.680 --> 0:55:29.080
<v Speaker 1>our manufacturing facilities and say, you know, okay, how what

0:55:29.120 --> 0:55:31.600
<v Speaker 1>do we do now and how do we help support

0:55:31.920 --> 0:55:34.800
<v Speaker 1>these plant managers and maybe thinking about new and different

0:55:34.800 --> 0:55:37.640
<v Speaker 1>ways of of scheduling and the way work can get done.

0:55:37.680 --> 0:55:39.520
<v Speaker 1>So I think there's going to continue to be more

0:55:39.560 --> 0:55:43.400
<v Speaker 1>and more pressure on on doing that UM to follow

0:55:43.480 --> 0:55:46.480
<v Speaker 1>through on a commitment that we have again, and that's

0:55:46.560 --> 0:55:49.520
<v Speaker 1>keeping everybody healthy and safe. UM says, it's in mental

0:55:49.680 --> 0:55:53.000
<v Speaker 1>It sounds tricky, I gotta say. And I was thinking

0:55:53.000 --> 0:55:55.480
<v Speaker 1>about your job. I think this came up to that.

0:55:55.480 --> 0:55:58.240
<v Speaker 1>I had mentioned that we saw it after the crisis

0:55:58.280 --> 0:56:01.960
<v Speaker 1>where the CFO position really changed because they had to

0:56:01.960 --> 0:56:04.880
<v Speaker 1>figure out how to keep companies financially alive in you

0:56:04.880 --> 0:56:08.120
<v Speaker 1>know markets that had just you know, seized up. And

0:56:08.200 --> 0:56:11.879
<v Speaker 1>during the pandemic, you know, HR wasn't just about wait,

0:56:11.920 --> 0:56:15.440
<v Speaker 1>I gotta change my filing or you know, became crucial

0:56:15.520 --> 0:56:19.920
<v Speaker 1>to getting companies through it. How has that job changed forever?

0:56:21.360 --> 0:56:27.760
<v Speaker 1>Oh gosh? Uh, well, UM, I would say that, Uh.

0:56:28.160 --> 0:56:32.399
<v Speaker 1>One of the ways is uh in you know, the

0:56:32.400 --> 0:56:37.040
<v Speaker 1>the investment in the development of our people leaders. Uh,

0:56:37.080 --> 0:56:40.359
<v Speaker 1>that's always been That's always been a really important focus.

0:56:40.400 --> 0:56:44.799
<v Speaker 1>But I think this pandemic has placed additional strain and

0:56:44.880 --> 0:56:49.120
<v Speaker 1>pressure on the role of the people leader to UM

0:56:49.560 --> 0:56:53.120
<v Speaker 1>to understand to know how to be empathetic and to

0:56:53.239 --> 0:56:56.879
<v Speaker 1>meet colleagues where they are, given what they are going through,

0:56:57.040 --> 0:57:00.120
<v Speaker 1>given the way in which they are internalizing this. And

0:57:00.160 --> 0:57:02.960
<v Speaker 1>so I think that UM, the role of HR in

0:57:03.040 --> 0:57:06.800
<v Speaker 1>advising and coaching leaders and making sure that there are

0:57:06.840 --> 0:57:11.840
<v Speaker 1>approaches to development in place that UM that that that

0:57:11.920 --> 0:57:16.040
<v Speaker 1>makes sure that leaders understand how important that is. UM.

0:57:16.080 --> 0:57:19.360
<v Speaker 1>That's taken on I think a new significance and meaning.

0:57:20.120 --> 0:57:24.320
<v Speaker 1>I would say, you know, the the from an HR standpoint,

0:57:24.320 --> 0:57:27.240
<v Speaker 1>even the strategy around how do we make sure that

0:57:27.280 --> 0:57:31.560
<v Speaker 1>this UM, I would say convergence of both physical and

0:57:31.640 --> 0:57:35.760
<v Speaker 1>mental health is something that we pay UM far closer

0:57:35.800 --> 0:57:39.160
<v Speaker 1>attention to. You know, in the past, UM, it may

0:57:39.200 --> 0:57:41.760
<v Speaker 1>have been enough to say, are we offering the right benefits?

0:57:42.800 --> 0:57:48.520
<v Speaker 1>Are people? You know, are people taking care of themselves? Um? Uh?

0:57:48.680 --> 0:57:52.800
<v Speaker 1>Do they are benefits? Competitive now with with kind of

0:57:52.920 --> 0:57:56.720
<v Speaker 1>emotional mental health and well being and the role that

0:57:56.760 --> 0:57:58.960
<v Speaker 1>we know that plays in the in the way in

0:57:59.000 --> 0:58:03.640
<v Speaker 1>which people are feeling about their walk in life. Important.

0:58:03.720 --> 0:58:06.440
<v Speaker 1>That was Jennifer Webber, Senior vice president, chief Human Resources

0:58:06.480 --> 0:58:10.120
<v Speaker 1>Officer at Archer Daniels Midland. Before we go, a Bloomberg

0:58:10.120 --> 0:58:12.920
<v Speaker 1>Big take this week on the former wife of Jeff Bezos,

0:58:12.960 --> 0:58:16.560
<v Speaker 1>Mackenzie Scott, and how her money bombs are single handedly

0:58:16.680 --> 0:58:21.160
<v Speaker 1>reshaping America. Here's the story from Bloomberg News reporter Sophie Alexander.

0:58:21.320 --> 0:58:24.600
<v Speaker 1>There were seven hundred eighties six gifts in total, and

0:58:24.640 --> 0:58:27.440
<v Speaker 1>so that's a lot of people to get in touch with.

0:58:27.520 --> 0:58:31.280
<v Speaker 1>And she's quite about it, right, yeah. She she basically

0:58:31.320 --> 0:58:34.480
<v Speaker 1>just posts blog posts with a list of the organizations

0:58:34.800 --> 0:58:37.520
<v Speaker 1>and says, look at all these organizations, pay attention to them,

0:58:37.560 --> 0:58:40.240
<v Speaker 1>don't pay attention to me. Here's much how much I spent?

0:58:40.440 --> 0:58:43.720
<v Speaker 1>But she does not break it down um for each gift.

0:58:43.800 --> 0:58:45.480
<v Speaker 1>And so that's what we were trying to do to

0:58:45.560 --> 0:58:48.320
<v Speaker 1>try to get a sense of what types of organizations

0:58:48.320 --> 0:58:50.240
<v Speaker 1>she's giving the most money too, all right, And what's

0:58:50.240 --> 0:58:52.440
<v Speaker 1>really interesting too is that some of these gifts right

0:58:52.800 --> 0:58:57.360
<v Speaker 1>come to organizations and they actually maybe don't open up

0:58:57.360 --> 0:59:02.439
<v Speaker 1>the email tell us about that. Well there, I mean,

0:59:02.560 --> 0:59:06.120
<v Speaker 1>because she's so mysterious, because there's nothing really known about

0:59:06.160 --> 0:59:08.160
<v Speaker 1>her team. She doesn't have a website, she doesn't have

0:59:08.200 --> 0:59:11.320
<v Speaker 1>anything like that. It's really hard to find information about her.

0:59:11.480 --> 0:59:13.720
<v Speaker 1>So there have been some real scammers, the New York

0:59:13.720 --> 0:59:17.240
<v Speaker 1>Times reported, who are tricking some people into giving up

0:59:17.240 --> 0:59:21.080
<v Speaker 1>banking information that they ought not be. But some real

0:59:21.160 --> 0:59:25.320
<v Speaker 1>recipients are also a little spooked because there's no logo

0:59:25.480 --> 0:59:28.720
<v Speaker 1>those address there's no nothing in these people that are

0:59:28.720 --> 0:59:31.200
<v Speaker 1>working on her behalf. There's not much information on them

0:59:31.240 --> 0:59:33.720
<v Speaker 1>on the internet either, and so they're turning to their

0:59:33.760 --> 0:59:37.440
<v Speaker 1>lawyers and even one lawyer said that it's probably a scam.

0:59:37.440 --> 0:59:40.480
<v Speaker 1>You shouldn't don't open it. Don't open up the email, right,

0:59:41.040 --> 0:59:43.200
<v Speaker 1>and then it turns out to be real. Yes, all right,

0:59:43.480 --> 0:59:45.040
<v Speaker 1>So tell us what are some of the trends that

0:59:45.080 --> 0:59:47.959
<v Speaker 1>you found out in terms of size of gifts, where

0:59:47.960 --> 0:59:50.960
<v Speaker 1>they're going, and the types of causes that she's going after.

0:59:51.600 --> 0:59:54.640
<v Speaker 1>It looks like the biggest gifts are going to colleges

0:59:54.680 --> 0:59:59.360
<v Speaker 1>and universities, and she's largely giving to HBCUs Hispanic serving institutions,

0:59:59.720 --> 1:00:03.360
<v Speaker 1>UH two year colleges, technical colleges, and community colleges and

1:00:03.400 --> 1:00:07.880
<v Speaker 1>they're getting you know, ten million, twenty million, thirty million.

1:00:08.160 --> 1:00:11.560
<v Speaker 1>The biggest gift we saw was sixty million, and that

1:00:11.680 --> 1:00:15.840
<v Speaker 1>was to give directly, which gives UM, which is in

1:00:15.880 --> 1:00:20.560
<v Speaker 1>the Philanthropy and grant making infrastructure section UM. So education

1:00:20.640 --> 1:00:22.440
<v Speaker 1>is the big one UM. That's where we found the

1:00:22.480 --> 1:00:25.400
<v Speaker 1>most money going, and then philanthropy and grant making infrastructure

1:00:25.440 --> 1:00:28.080
<v Speaker 1>is number two UM and those are places like United

1:00:28.160 --> 1:00:31.560
<v Speaker 1>Way and really the backbone of the nonprofit industry, and

1:00:31.800 --> 1:00:35.400
<v Speaker 1>last big chunk was to social assistance groups. So that's

1:00:35.440 --> 1:00:38.400
<v Speaker 1>like Y M c A, Goodwill, etcetera. Remind me her fortune.

1:00:38.400 --> 1:00:42.000
<v Speaker 1>How big is it? It's about sixty billion billion at

1:00:42.040 --> 1:00:45.400
<v Speaker 1>last count. Okay, it's so far, based on your tracking

1:00:45.440 --> 1:00:48.040
<v Speaker 1>and our team's tracking, UM, at least four point three

1:00:48.040 --> 1:00:50.600
<v Speaker 1>billion given in three seventy five grants. That's that's what

1:00:50.640 --> 1:00:52.959
<v Speaker 1>we think we know so far. Well, we know there's

1:00:52.960 --> 1:00:56.400
<v Speaker 1>been eight point six total, but because she's not breaking

1:00:56.440 --> 1:00:59.680
<v Speaker 1>it down, we were only able to find that gift

1:00:59.680 --> 1:01:02.440
<v Speaker 1>amount for the four point three billions, so we've covered

1:01:02.480 --> 1:01:05.240
<v Speaker 1>about half of it, which is the most of the

1:01:05.280 --> 1:01:08.680
<v Speaker 1>accounting to date UM. But a lot of organizations aren't

1:01:08.720 --> 1:01:11.400
<v Speaker 1>sharing the amounts because they point to her and say, hey,

1:01:11.760 --> 1:01:13.280
<v Speaker 1>she's not sharing it, so we don't want to share it.

1:01:13.280 --> 1:01:15.640
<v Speaker 1>We're gonna take her lead. And others are saying, we're

1:01:15.680 --> 1:01:17.600
<v Speaker 1>afraid that people are going to see these huge amounts

1:01:17.640 --> 1:01:19.480
<v Speaker 1>and not want to give it to us anymore. Alright, So,

1:01:19.560 --> 1:01:22.640
<v Speaker 1>Mackenzie Scott, so, as you said, eight point six billion

1:01:22.640 --> 1:01:25.520
<v Speaker 1>in total gifts announced in just twelve months. That puts

1:01:25.520 --> 1:01:30.200
<v Speaker 1>her where in terms of ranking of philanthropy pretty much

1:01:30.320 --> 1:01:32.600
<v Speaker 1>number one. I mean, you think of the biggest billionaire

1:01:32.600 --> 1:01:36.160
<v Speaker 1>philanthropists who are living today, you think of the Gates

1:01:36.320 --> 1:01:40.560
<v Speaker 1>and French Gates, UM and the Gates Foundation, and Mackenzie

1:01:40.560 --> 1:01:42.320
<v Speaker 1>Scott has sort of blown them out of the water

1:01:42.400 --> 1:01:46.680
<v Speaker 1>in the past twelve months. Um. You know, her giving

1:01:46.720 --> 1:01:50.720
<v Speaker 1>and twelve months is larger than the Gates Foundations and

1:01:50.840 --> 1:01:55.480
<v Speaker 1>the Ford Foundations annual grants combined. She's really shaking up

1:01:55.520 --> 1:01:57.800
<v Speaker 1>the world. What's interesting to you guys found out that

1:01:57.840 --> 1:02:00.360
<v Speaker 1>for many of these organizations, it's the largest that they've

1:02:00.360 --> 1:02:03.080
<v Speaker 1>ever gotten. Oh yeah, for for the majority of people

1:02:03.120 --> 1:02:05.160
<v Speaker 1>who responded to the survey, of the vast majority. The

1:02:05.160 --> 1:02:07.280
<v Speaker 1>other thing that's kind of cool about it, Sophie is

1:02:07.320 --> 1:02:10.720
<v Speaker 1>that she seems to follow the news, follow the trends,

1:02:10.760 --> 1:02:13.640
<v Speaker 1>follow what's going on in the world, and then allocate

1:02:13.720 --> 1:02:16.240
<v Speaker 1>a gift or money or some giving to kind of

1:02:16.280 --> 1:02:19.080
<v Speaker 1>what's needed in the world at the time. That's right.

1:02:19.600 --> 1:02:23.080
<v Speaker 1>There's not one thing that she's consistently been giving to

1:02:23.200 --> 1:02:27.720
<v Speaker 1>except for philanthropy and grant making infrastructure aside from that.

1:02:27.800 --> 1:02:30.640
<v Speaker 1>You know, with her July gifts, those were largely to

1:02:30.840 --> 1:02:34.640
<v Speaker 1>racial equity groups and then to food banks later that year,

1:02:35.200 --> 1:02:39.040
<v Speaker 1>and more recently to Asian, American, Pacific and Islander groups

1:02:39.040 --> 1:02:41.720
<v Speaker 1>as hate crimes across the country spiked. That's Bloomberg News

1:02:41.800 --> 1:02:44.520
<v Speaker 1>reporter Sophie Alexander, and that wraps up the weekend edition

1:02:44.560 --> 1:02:47.040
<v Speaker 1>of Bloomberg Business Week from Bloomberg Radio. Thanks so much

1:02:47.080 --> 1:02:49.840
<v Speaker 1>for joining us. I'm Carol Masser. Be sure to tune

1:02:49.840 --> 1:02:52.520
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1:02:52.760 --> 1:02:55.360
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1:02:55.680 --> 1:02:58.360
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1:03:01.840 --> 1:03:04.720
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1:03:11.240 --> 1:03:13.800
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1:03:24.920 --> 1:03:25.960
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