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Speaker 1: Thank you for joining us.

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Speaker 2: We talked about maybe moving this event to the Caribbean

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Speaker 2: next year.

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Speaker 1: You can watch some cricket, have some good weather. That

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Speaker 1: sounds great.

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Speaker 2: If you want to lob a question up here for Satya,

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Speaker 2: please scan the QR code and you.

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Speaker 1: Could submit a question.

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Speaker 2: But I want to start with the question Satia that

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Speaker 2: I know you're just going to love, which is acknowledging

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Speaker 2: this remarkable moment at the end of last week where

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Speaker 2: the market capitalization of Microsoft so passed Apple and Microsoft

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Speaker 2: became the most.

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Speaker 1: Valuable public company in the world.

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Speaker 2: And it just reminded me of a moment in twenty

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Speaker 2: ten when Apple's market cap exceeded Microsoft's and Steve Jobs

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Speaker 2: sent an email to employees and he said, stocks go

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Speaker 2: up and down, but he wanted to recognize an extraordinary moment,

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Speaker 2: and he said, and remember, Apple is only as good

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Speaker 2: as our next amazing product.

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Speaker 1: I wanted to know, and I suspect the answers know

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Speaker 1: whether you.

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Speaker 2: Acknowledged to Microsoft employees this moment, and if you had

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Speaker 2: how you would finish that sentence.

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Speaker 1: Microsoft is only as good as what I think you got, Jobs.

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Speaker 3: Added, right, I think if I had to sort of

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Speaker 3: pick up We're only as good as our ability to

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Speaker 3: execute prosecute our mission, because in some sense, there's no

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Speaker 3: god given right for companies to even exist forever. Right

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Speaker 3: they have to serve as social purpose. And our mission

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Speaker 3: is to empower every person in every organization on the

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Speaker 3: planet to achieve more.

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Speaker 1: And I feel that if we're building products.

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Speaker 3: Services that speak to that mission in the sense it's

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Speaker 3: relevant to people and organizations, that's I think pretty unique

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Speaker 3: about Microsoft. We think about people as first class, but

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Speaker 3: we think about institutions and organizations people build to outclass

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Speaker 3: them as also first class.

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Speaker 1: And as long as.

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Speaker 3: We're building things for that, then I think we have

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Speaker 3: a right to exist.

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Speaker 1: Did you take even a moment personally with.

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Speaker 2: Employees to recognize in my thirty two years of Microsoft,

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Speaker 2: we have gone up and down.

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Speaker 3: And that's why I think the most important thing to

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Speaker 3: focus on is and this is after all, a lagging indicator,

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Speaker 3: not a leading indicator. So the last thing you want

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Speaker 3: to do is to fixate on the stock price, which

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Speaker 3: you know means nothing in terms of what happens tomorrow,

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Speaker 3: especially in our industry which really has no franchise value.

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Speaker 1: Quite frankly, I mean the problem in some sense is

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Speaker 1: for all of us.

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Speaker 3: Whether we can bet it all on what comes next,

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Speaker 3: which means it's very very hard, right.

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Speaker 2: And speaking of what comes next, you guys have been

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Speaker 2: fairly aggressive and out in front on adding AI features

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Speaker 2: and capabilities to your products, and yesterday you made an

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Speaker 2: announcement where you're expanding the rollout of the co pilot

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Speaker 2: tool fuel partly by your partnership with an open AI

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Speaker 2: in the Microsoft products like Outlook and Word and Excel.

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Speaker 2: Talk a little bit about that and how idly do

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Speaker 2: you expect those tools to be used?

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Speaker 3: Yeah, I mean if I stepped back, if you sort

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Speaker 3: of look at what has happened even in the last

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Speaker 3: i'd say sixteen months, Right, you have to go back

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Speaker 3: to November of twenty two when chat Gipt first came out.

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Speaker 3: I think that was the moment which I like to

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Speaker 3: describe as the Mosaic like moment. In fact, interestingly enough,

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Speaker 3: it is November of ninety three, a year after I

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Speaker 3: joined Microsoft in Mosaic first came out, and I think

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Speaker 3: that's the first AI product that we all could relate

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Speaker 3: to and get a real sense of what this generation

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Speaker 3: of AI can do in our lives. But for me,

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Speaker 3: maybe The product that really helped crystallize the potential was

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Speaker 3: get ub co pilot, which probably came six eight months

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Speaker 3: before that, and especially when we move you know, we

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Speaker 3: scaled from GPT three to three five, that's around the

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Speaker 3: time when we fell that if you can take something

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Speaker 3: like software development, which is, let's call it, the most

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Speaker 3: elite knowledge work there is, and have a tool that

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Speaker 3: allows software developmer, in fact, bring joy back to software development,

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Speaker 3: keep them in flow, get them to finish tasks that

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Speaker 3: to be solidified. In fact, the idea that you can

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Speaker 3: have a copilot for pretty much every human task. And

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Speaker 3: so we have been on that journey and we are

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Speaker 3: anchored on two real things.

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Speaker 1: Right.

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Speaker 3: The one thing the breakthrough is the user interface. In fact,

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Speaker 3: seventy years of computing history has always been about can

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Speaker 3: you build that most intuitive user experience. That's kind of

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Speaker 3: how it led to graphical interfaces or the multi touch phone.

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Speaker 1: Or what have you.

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Speaker 3: But now with natural language, you ultimately in some sense

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Speaker 3: have arrived at that point where it's not about us

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Speaker 3: understanding computers, but computers understanding us.

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Speaker 1: So that's one major breakthrough. The other breakthrough is we

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Speaker 1: now have.

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Speaker 3: A new reasoning engine, which is a neural reasoning engine,

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Speaker 3: because the other seventy year history of computing was we

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Speaker 3: digitize people, places and things and try to make sense

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Speaker 3: of it, reason about it. And so we now have

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Speaker 3: a new capability. So you put these two things together,

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Speaker 3: a new user interface that's much more intuitive, grounded in

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Speaker 3: natural language, multi modal, multi turn, multi domain.

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Speaker 1: And a reasoning engine.

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Speaker 3: Pretty much every software category, what is productivity, what is

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Speaker 3: an operating system, what's a browser? They all in some

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Speaker 3: sense collapse. And so that's why we ask copilot. Just

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Speaker 3: as maybe in the past we were known as an

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Speaker 3: office company, or a Windows company or a cloud company.

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Speaker 1: I think going forward we will be We have a

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Speaker 1: co pilot.

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Speaker 3: We have a co pilot stack in Azure, which is

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Speaker 3: all the APIs, and that's sort of what our co

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Speaker 3: focus is.

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Speaker 2: Right now, tell us, let's talk a little bit about

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Speaker 2: the relationship with open ai and how we should understand it.

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Speaker 1: Copilot is powered by open Ai.

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Speaker 2: We saw some instability in the relationship back in November, which.

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Speaker 1: You seem to have now come through.

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Speaker 2: Is Microsoft outsourcing what you're describing as a core capability

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Speaker 2: going forward?

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Speaker 3: Yeah, So I think if you sort of step back

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Speaker 3: in fact, it's probably helpful to understand. I grew up

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Speaker 3: in a Microsoft which sort of had these massive partnerships.

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Speaker 3: The first partnership that at least I joined was around

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Speaker 3: Intel and Microsoft. I don't think Windows would have existed

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Speaker 3: without Intel, and Intel wouldn't have had the success without Windows. Subsequently,

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Speaker 3: in fact, it's interesting I worked on a SQL server

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Speaker 3: product with SAP. In fact, I don't think sql database

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Speaker 3: would have existed without SAP. SAP success often being able

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Speaker 3: to support SQL server also help them a lot. And

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Speaker 3: so in the same way, and I think of open

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Speaker 3: AI and Microsoft, so I'm you who's still constructing. In fact,

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Speaker 3: a lot of people talk about organic development, which of

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Speaker 3: course is the core people talk about M and A,

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Speaker 3: but sort of not as much as talked about how

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Speaker 3: much enterprise value gets created by partnering effectively. So that's

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Speaker 3: the spirit with which I think about open AI.

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Speaker 1: So there's a whole lot we do.

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Speaker 3: So when you say outsourcing, who's outsourcing what to whom?

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Speaker 1: Is the real question? Right?

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Speaker 3: So we build a compute, they then use the compute

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Speaker 3: to do the training. We then take that put it

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Speaker 3: into products, and so in some sense it's a partnership

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Speaker 3: that is based on each of us really reinforcing what

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Speaker 3: everyone each other does, and then ultimately being competitive in

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Speaker 3: the marketplace. There's room for I call it horizontal specialization.

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Speaker 3: There is room for vertical specialization. Sometimes some business models

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Speaker 3: are in vogue. I'm a big believer in horizontal specialization,

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Speaker 3: especially if you can vertically integrate everything.

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Speaker 2: Do you have to worry about being index and over

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Speaker 2: reliant on a company, a partner whose ultimate goals and

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Speaker 2: mission might be different from Microsoft's.

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Speaker 3: I mean, you don't go into any partnership. First of all,

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Speaker 3: there is independence in a partnership. There are two different

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Speaker 3: companies answerable to two sets of different stakeholders with different interests.

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Speaker 3: So therefore you have to then create a commercial partnership

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Speaker 3: in it that is mutually beneficial.

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Speaker 1: So that's why I think partnerships.

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Speaker 3: Where you enter into partnerships where one side is trying

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Speaker 3: to take advantage of the other is not long term stable.

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Speaker 3: But if two partners can, and that's sort of why

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Speaker 3: I go back to the history of enterprise value that

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Speaker 3: was created with partnerships that at least I've been involved

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Speaker 3: in across my career at Microsoft. So yes, I think

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Speaker 3: you have to sort of I feel very way good

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Speaker 3: about the construct we have. I feel at the same

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Speaker 3: time very capable of controlling our own destiny. So it's

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Speaker 3: not like that we are single threaded even today on Azure.

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Speaker 3: And this is not about even open Ai. It's all

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Speaker 3: about reflection of what our customers want. Every customer will

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Speaker 3: comes to Azure for example infect our own products.

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Speaker 1: It's not about one model.

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Speaker 3: We care deeply about having the best frontier model, which

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Speaker 3: happens to be, for example today GPD four.

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Speaker 1: But we also have mixed straw as models.

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Speaker 3: As a service inside of Azure, we use Lama in places,

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Speaker 3: we have PI, which is the best SLM from Microsoft.

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Speaker 3: So there is going to be diversity of capability and

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Speaker 3: models that we will have that we will invest in.

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Speaker 1: But we will partner very very deeply with open Ai.

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Speaker 2: What is the right operating model for a company like

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Speaker 2: open Ai. I mean, currently it's a capped for profit

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Speaker 2: company owned by a nonprofit, a very unorthodox arrangement probably

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Speaker 2: contributed to some of the drama and instability in November.

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Speaker 1: Have they figured it out yet?

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Speaker 2: Are you comfortable now that you've got a partner with

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Speaker 2: a stable operating model?

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Speaker 1: You're talking to Sam later, I am, and I will

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Speaker 1: ask you as well. He's for your opinion.

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Speaker 3: He needs to answer that question and his board obviously,

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Speaker 3: and I'm sure they're working through it. Look, I always

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Speaker 3: say this, which is we invested, we partnered when they

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Speaker 3: were whatever they were and whatever they are today, right

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Speaker 3: in terms of being a cap profit, nonprofit what have you.

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Speaker 3: So i'mncomfortable. I have no issues with any structure. What

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Speaker 3: we just want is good stability.

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Speaker 1: Uh.

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Speaker 3: And and as I said, we don't even need like

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Speaker 3: I'm not even interested in a board seat.

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Speaker 1: Or we don't need control. We definitely don't have control.

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Speaker 3: We have no We just want to have a good

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Speaker 3: commercial partnership and we want to be investors in the

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Speaker 3: entity in even the way they are structured. So what

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Speaker 3: I would like is good governance and real stability.

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Speaker 1: That's it. You have a board observer, non voting.

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Speaker 2: I was joking backstage, it feels like having somebody at

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Speaker 2: the back on the back of the bus without a seatbelt.

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Speaker 1: Yeah.

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Speaker 3: I mean, so it doesn't matter to be right, I mean,

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Speaker 3: the board seat is not the critical path at all

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Speaker 3: for us. What is most important, as I said, is

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Speaker 3: we just want a board that cares about open AI

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Speaker 3: on the open AIE side, and that's all we care.

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Speaker 1: I mean, that's all we can.

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Speaker 3: Ask for, and we just want stability in the partnership

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Speaker 3: so that we can then continue to invest in it.

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Speaker 1: That's it.

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Speaker 2: I'm always a little cautious in these sort of hype

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Speaker 2: cycles in Silicon Valley that certain technologies are being kind

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Speaker 2: of overhyped, over promised, you know so far, for example,

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Speaker 2: what the integration of.

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Speaker 1: Chat GPT into being.

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Speaker 2: Have the results met your expectations or has it been

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Speaker 2: over I.

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Speaker 3: Mean if you sort of take the combination of sort

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Speaker 3: of chat GPT usage and even being usage or copality usage,

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Speaker 3: I think it's at this point you have to sort

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Speaker 3: of ask yourself your own user habit right, how many

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Speaker 3: times do you go?

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Speaker 1: For example?

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Speaker 3: I think the real question here is the largest software

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Speaker 3: business there is is as we know, and the question

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Speaker 3: is is that stable.

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Speaker 1: I think, like all big things, it will take time.

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Speaker 3: But I think at this point the idea that you

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Speaker 3: go to one of these agents that gets you to

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Speaker 3: the answer quicker is pretty clear. It doesn't mean that

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Speaker 3: such as we know of it today. I mean Google

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Speaker 3: obviously it's super strong. They have the defaults on Apple,

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Speaker 3: they have their own Android defaults. Chrome on Windows is

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Speaker 3: the largest browser share and what have you. So it's

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Speaker 3: a structurally a fantastic position that they have. But that said,

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Speaker 3: I think search as we know if it is going

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Speaker 3: to change, and the web as we know if it

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Speaker 3: is going to change, and so we have a real opportunity,

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Speaker 3: whether it's with being but also even independent of bing

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Speaker 3: for example.

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Speaker 1: That's why I.

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Speaker 3: Think about co pilot as our real product. Right to me,

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Speaker 3: the relationship we all will have with computers is going

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Speaker 3: to be now with an agent which will be on

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Speaker 3: all your computers, and to me, that I think is

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Speaker 3: going to be the defining category.

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Speaker 1: Of this next generation.

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Speaker 3: I want to.

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Speaker 2: Change gears and ask you about this year's elections. I

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Speaker 2: think seventy democratic elections around the world, more than half

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Speaker 2: of people on Earth will have access to vote to

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Speaker 2: an election. Donald Trump yesterday won the Iowa caucuses. I

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Speaker 2: know it's sort of fashionable to say that these are

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Speaker 2: the most important elections of our lifetime. I'm curious what

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Speaker 2: you think is at stake for Microsoft, particularly with the

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Speaker 2: US election and for the safe stewardship of AI.

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Speaker 1: Does this feel momentous to you? I mean, you know,

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Speaker 1: if I step back for AI.

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Speaker 3: I mean, the one thing that to your core question

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Speaker 3: as a multinational company, you know, the one thing that

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Speaker 3: I'm always grounded on is we're also.

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Speaker 1: An American company.

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Speaker 3: So the state of the United States politically, economically, socially,

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Speaker 3: and its stature in the world across those dement matters

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Speaker 3: a lot. So I think that because that's our passport.

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Speaker 1: When we show up anywhere.

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Speaker 3: At the end of the day, we are an American company,

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Speaker 3: and to the degree to which America has the relationships

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Speaker 3: they're welcome, then they welcome the companies that are born

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Speaker 3: in the United States. So that's I think the fundamental

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Speaker 3: thing in that context. Obviously, in our democratic process, having

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Speaker 3: that process be you know, well administered, that people have

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Speaker 3: trust in it, I think it's super important. So we've

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Speaker 3: always i mean three years, we've done a lot around

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Speaker 3: what does it mean to support the democratic process, whether

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Speaker 3: it's the support for the parties, it's the support for

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Speaker 3: the election process itself. Of course, the thing in AI,

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Speaker 3: it's not like this is the first election where disinformation

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Speaker 3: or misinformation and election interference is going.

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Speaker 1: To be a real challenge that we all have to tackle.

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Speaker 3: Me as a company have to do our best work right,

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Speaker 3: whether in the context of AI. We have lots of

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Speaker 3: initiatives around content IDs and other things that will then

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Speaker 3: help us at least vouch for the veracity of any

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Speaker 3: content out there, and that's I think the work that

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Speaker 3: we need to do. But ultimately, in the democratic process,

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Speaker 3: essentially ensuring the integrity of elections is one of the

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Speaker 3: fundamental challenges we have to face up to.

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Speaker 1: Whichever administration.

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Speaker 2: Takes over, they will probably make it more difficult for

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Speaker 2: Microsoft to do business in China. How are you thinking

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Speaker 2: about the technology you develop in China? And how long

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Speaker 2: do you think you'll be able to employee engineers working

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Speaker 2: on technologies like AI in China.

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Speaker 1: So a couple of things. I mean, China is not

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Speaker 1: a large business for Microsoft. In fact, if you sort

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Speaker 1: of look at our P and.

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Speaker 3: L even I think this is one of those things

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Speaker 3: that is probably not as well understood. Is it's fundamentally

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Speaker 3: we do business in China in order to support other

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Speaker 3: multinationals going into China.

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Speaker 1: So this is the German automakers or American.

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Speaker 3: Automakers, or CpG firms or what have you around the

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Speaker 3: world who depend on having commonality of infrastructure between the

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Speaker 3: rest of the world in China depend on Microsoft, and

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Speaker 3: that's why in some sense we have to be in

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Speaker 3: China in order to support our customers, and the same

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Speaker 3: it's true of Chinese multinationals going outside of China as well,

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Speaker 3: and so that's really our business. So there is not

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Speaker 3: a domestic business that we have to speak of. In

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Speaker 3: terms of human capital, the way I look at it

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Speaker 3: and say is the greatness of the United States has

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Speaker 3: been all about being able to attract the best talent.

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Speaker 3: We definitely want people to come to the United States,

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Speaker 3: we want them to work in the United States, but

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Speaker 3: we also want to tap into human capital around the

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Speaker 3: world to be able to contribute to what is essentially

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Speaker 3: American intellectual property.

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Speaker 1: At the end of the day.

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Speaker 3: Right now, when I look at some of the machine

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Speaker 3: learning papers and so on, there's as much being written

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Speaker 3: in Mandarin as it is written in English. And so

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Speaker 3: to the degree to which we believe that somehow knowledge

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Speaker 3: creation doesn't have boundaries, and in fact, the worst mistake

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Speaker 3: we could be making is to somehow shut ourselves up.

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Speaker 3: I mean the lesson of history, at least as I

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Speaker 3: read it, is that the worst mistake any civilization, any society,

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Speaker 3: can make is to somehow shut yourself off from knowledge

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Speaker 3: that's being created elsewhere. So to us, if there are

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Speaker 3: great there's great talent in China that wants to work

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Speaker 3: while at Microsoft contributing to essentially an American company's intellectual property,

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Speaker 3: we welcome it. At the same time, we are very

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Speaker 3: very clear about sort of a this is our intellectual property.

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Speaker 3: We are definitely not going to have any collaborations that

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Speaker 3: are not in alignment with in the United States's national interest.

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Speaker 2: Okay, I want to go back to Microsoft's investment in

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Speaker 2: open Ai, which is being scrutinized now by the EU

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Speaker 2: and others. It feels to me like to the extent

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Speaker 2: that there was a holiday for Microsoft in terms of

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Speaker 2: anti test scrutiny. The holiday has ended, but you feel

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Speaker 2: like Microsoft going forward will now be more limited and

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Speaker 2: not only the kind of acquisitions it can do, but

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Speaker 2: now the kinds of investments that it can make.

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Speaker 3: Look, I mean, I think it's inevitable that, you know,

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Speaker 3: regulators everywhere, anti trust folks are going to look at,

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Speaker 3: you know, whatever a company of our size and scale does.

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Speaker 3: And so that's why I think in this context, I

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Speaker 3: all I say is, if we want competition in AI

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Speaker 3: against you know, some players who are.

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Speaker 1: Completely vertically integrated.

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Speaker 3: I think partnerships is one avenue of in fact having competition.

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Speaker 1: So I'm sure the regulators will look at it.

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Speaker 3: And say is this a pro competition partnership or not?

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Speaker 3: And to me, I think it's a no brainer. I mean,

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Speaker 3: if you don't, if Mike think about this, right, if

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Speaker 3: Microsoft had not taken the highly risky I mean, this

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Speaker 3: is now all conventional wisdom. But when we made those investments,

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Speaker 3: and when we backed even open Ai went, you know,

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Speaker 3: all in on a particular form of compute that led

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Speaker 3: to all of these breakthroughs, you know it would have

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Speaker 3: not been what we wouldn't have had what we have,

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Speaker 3: and more importantly, you know the incumbents would have been

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Speaker 3: the winners.

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Speaker 1: Right.

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Speaker 2: It took twenty one months for Microsoft's acquisition of Activision

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Speaker 2: to be approved, and then almost I think it was

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Speaker 2: a couple of weeks later, Adobe's attempted acquisition of Figma

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Speaker 2: was going to be rejected. They walked away from It

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Speaker 2: is the era of big deals over.

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Speaker 1: I think this is where.

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Speaker 3: Perhaps looking at whenever I talked to any antitrust folks,

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Speaker 3: I always asked them have they talked to venture capitalists,

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Speaker 3: because I feel the best way to make sense is

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Speaker 3: not by size of any one company and things.

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Speaker 1: What is a big deal, what is a small deal?

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Speaker 3: There is conventional wisdom there are no flies no, Then

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Speaker 3: every VC you meet will tell you where the no

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Speaker 3: fly zone. See, all you've got to do is track

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Speaker 3: because at the end of the day, you want new entrance. Right,

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Speaker 3: That's the core of making sure you have vibrant competition

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Speaker 3: is that there is room for new entry and new innovation,

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Speaker 3: and that's.

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Speaker 1: Where venture money is focused on.

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Speaker 3: And so by category you look at that, you'll take

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Speaker 3: productivity right, sort of a place where we have, you know,

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Speaker 3: some great success in the past. But think about the

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Speaker 3: number of new companies that have been born even in

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Speaker 3: the last ten fifteen years, right, zoom slack notion.

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Speaker 1: I mean, you wake up and there's a big company.

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Speaker 1: Why is that?

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Speaker 3: That is because there's a real opportunity for new entrance.

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Speaker 3: Then you say, okay, how many new search engines have

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Speaker 3: been born? None?

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Speaker 1: And so to some degree that I think is the analysis.

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Speaker 3: The unit of analysis is as simple as looking at

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Speaker 3: where is venture money going in which categories?

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Speaker 1: And gaming that was up with you know, you know,

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Speaker 1: we've been at gaming. We love gaming. In fact, Flight.

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Speaker 3: Simulator was created before even Windows, but we were number three,

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Speaker 3: number four, and with now Activision, I think we have

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Speaker 3: a chance of being a good publisher quite frankly on

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Speaker 3: Sony and Nintendo and PCs and Xbox and so yeah,

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Speaker 3: we're excited about that acquisition. Closing, I'm glad we've got

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Speaker 3: it through. But I think each category by category is

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Speaker 3: the review.

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Speaker 2: I want to quickly ask an audience question and perhaps

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Speaker 2: this audience member went to CES where there were a

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Speaker 2: lot of AI of course was a theme and there

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Speaker 2: were a lot of AI powered gadgets that were displayed.

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Speaker 2: Do you feel like we're coming to the end of

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Speaker 2: the smartphone era? And what as an AI successor to

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Speaker 2: the smartphone look like? And does Microsoft eventually play in

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Speaker 2: that category?

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Speaker 1: Yeah, I mean, I think of CES this year was

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Speaker 1: very interesting.

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Speaker 3: Obviously, I thought the demo of the rabbit os and

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Speaker 3: the device was fantastic.

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Speaker 1: I think I must.

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Speaker 3: Say after jobs sort of launch of iPhone probably one

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Speaker 3: of the most impressive presentations I've seen of capturing the

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Speaker 3: vision of what is possible going forward for what is

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Speaker 3: an agent centric operating system? And interface, and I think

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Speaker 3: that's what everybody's going seeking, which device will make it

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Speaker 3: and so on. It's unclear, but I think it's very

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Speaker 3: very clear that computer I go back to that. Right,

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Speaker 3: if you have a breakthrough in natural interface where this

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Speaker 3: idea that you have to go one app at a

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Speaker 3: time and all of the cognitive load is with you

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Speaker 3: as a human, does seem like there can be a

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Speaker 3: real breakthrough because you know, in the past, when we

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Speaker 3: had the first generation, whether it was Kortana or Alexa,

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Speaker 3: Ciri or what have you, it was just not it

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Speaker 3: was too brittle where we didn't have these transformers, these

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Speaker 3: large language models, whereas now we have I think the

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Speaker 3: tech to go and come up with a new app model.

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Speaker 3: And once you have a new interface in a new

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Speaker 3: app model, I think new hardware is also possible.

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Speaker 2: And it's had an opportunity for Microsoft or are you

448
00:23:06,920 --> 00:23:07,919
Speaker 2: moving away from hardware?

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00:23:07,920 --> 00:23:10,840
Speaker 3: I mean, look, I mean it's always it's an opportunity

450
00:23:10,880 --> 00:23:14,080
Speaker 3: for us, and so yeah, I mean we make hardware today,

451
00:23:14,119 --> 00:23:18,080
Speaker 3: we have surface devices, we make mixed reality devices. The

452
00:23:18,080 --> 00:23:20,800
Speaker 3: biggest hardware business we happen to have is our cloud.

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00:23:21,720 --> 00:23:23,240
Speaker 1: We stream from the cloud.

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00:23:23,320 --> 00:23:27,280
Speaker 3: So therefore I think you'll see us exercise the full

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00:23:27,320 --> 00:23:27,919
Speaker 3: stack of it.

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00:23:28,480 --> 00:23:31,000
Speaker 2: Last question, since we're out of time, on a topic

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00:23:31,040 --> 00:23:32,880
Speaker 2: that I know is near and dear, dear heart, which

458
00:23:32,920 --> 00:23:33,560
Speaker 2: is cricket.

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00:23:35,160 --> 00:23:37,320
Speaker 1: You're sponsoring a league here in the US.

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00:23:37,560 --> 00:23:41,440
Speaker 2: How do you convince Americans who can barely get through

461
00:23:41,440 --> 00:23:44,600
Speaker 2: a soccer game to fall in love with cricket.

462
00:23:44,760 --> 00:23:47,480
Speaker 3: Well, I mean, you look, you know, there's room in

463
00:23:47,520 --> 00:23:52,240
Speaker 3: the United States for all kinds of things. But quite honestly,

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00:23:52,240 --> 00:23:56,359
Speaker 3: I mean to us in fact, since you brought cricket. Actually,

465
00:23:56,320 --> 00:23:58,720
Speaker 3: the next World Cup of the T twenty is in

466
00:23:58,720 --> 00:24:00,320
Speaker 3: the United States, and I'm looking forward to.

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00:24:00,320 --> 00:24:02,880
Speaker 1: India and Pakistan. There's an India Pakistan game in New

468
00:24:02,960 --> 00:24:04,800
Speaker 1: York where you be going, I hope, so if I

469
00:24:04,840 --> 00:24:07,800
Speaker 1: can get tickets, that is, thank you for probably starting

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00:24:07,840 --> 00:24:08,200
Speaker 1: a ticket.

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00:24:08,800 --> 00:24:12,320
Speaker 3: But yo, it's you know, it's it's a it's a

472
00:24:12,359 --> 00:24:15,040
Speaker 3: sport that obviously for US South Asians it's a big deal.

473
00:24:15,359 --> 00:24:17,919
Speaker 3: It's a religion for us, and so we're obsessed about it,

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00:24:17,960 --> 00:24:19,240
Speaker 3: and I love the sport.

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00:24:19,000 --> 00:24:21,119
Speaker 1: And I'm glad that it's not being played even in

476
00:24:21,160 --> 00:24:21,760
Speaker 1: the United States.

477
00:24:21,760 --> 00:24:24,280
Speaker 3: In fact, originally the first Test match I think was

478
00:24:24,320 --> 00:24:27,640
Speaker 3: in US Canada, but after the American Revolution, I think

479
00:24:27,640 --> 00:24:28,480
Speaker 3: the one.

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00:24:28,880 --> 00:24:31,960
Speaker 1: I think the US one, and but but the US.

481
00:24:32,160 --> 00:24:36,200
Speaker 3: We rejected cricket as a British sport after the American Revolution,

482
00:24:36,400 --> 00:24:37,400
Speaker 3: but we can bring it back.

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00:24:38,240 --> 00:24:40,240
Speaker 1: Satya, thank you very much, thank you so much,