WEBVTT - The Bullish Case for WeWork

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<v Speaker 1>Hello, and welcome to another episode of the Odd Lots Podcast.

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<v Speaker 1>I'm Joe Wisenthal and I'm Tracy Hallaway Tracy nineteen. There's

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<v Speaker 1>been a lot of interesting things that have happened in

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<v Speaker 1>markets so far this year, but one of the defining

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<v Speaker 1>characteristics I think has to be that it's really been

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<v Speaker 1>the year of the I p O, or at least

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<v Speaker 1>i pos have been a big story in a way

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<v Speaker 1>that they haven't been in a long time, right, and

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<v Speaker 1>not just any I p as We've had quite a

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<v Speaker 1>few tech company I p o s. Right, so we

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<v Speaker 1>had let's see Uber beyond Meat both like relatively uh,

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<v Speaker 1>I guess some people would call it unsuccessful giving the

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<v Speaker 1>share price performance since then. Well, Uber, I guess has

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<v Speaker 1>been a little bit unsuccessful in the fact that it

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<v Speaker 1>didn't have a pop and b on Meat is unsuccessful

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<v Speaker 1>in the other direction, in the sense that it's soared

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<v Speaker 1>to an insane degree since when public implying that the

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<v Speaker 1>the company left a lot of money on the table. Although,

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<v Speaker 1>to be honest, you know, when when stocks sore, I

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<v Speaker 1>get this argument that a company left a lot of

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<v Speaker 1>money on the table, But I doubt anyone who's really

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<v Speaker 1>complaining because they're all crazy rich now, so oh yeah,

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<v Speaker 1>you hear that all the time, that the underwriter's messed

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<v Speaker 1>up or something. But yeah, I doubt anyone who's standing

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<v Speaker 1>there watching like the listing price, watching their net value

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<v Speaker 1>go up, is actually upset about that one. Yeah, like,

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<v Speaker 1>are they really that upset? And they can always sell

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<v Speaker 1>more stock at a secondary if they want. But yeah,

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<v Speaker 1>as you said, you know, like that, we had some

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<v Speaker 1>like really murky I p o s this year already,

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<v Speaker 1>Uber being the most notable uh, the largest at the

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<v Speaker 1>time startup in the world or private company in the world,

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<v Speaker 1>I think, or close to it. Uh, it's kind of fizzled.

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<v Speaker 1>But actually it's been a pretty kind of euphoric year

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<v Speaker 1>now between Beyond Meat and Zoom Video and CrowdStrike was

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<v Speaker 1>another reason. One. There's a number of companies that have

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<v Speaker 1>found very enthusiastic receptions on the public market this year, right,

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<v Speaker 1>and I believe there's another one that's sort of waiting

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<v Speaker 1>in the wings. And this is a you know, even

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<v Speaker 1>compared to Uber, this is a really interesting company that

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<v Speaker 1>sort of generates a lot of very different opinions. Let's say, yes,

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<v Speaker 1>so you're talking about we Work, which is the famous

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<v Speaker 1>or maybe infamous commercial real estate company that's gigantic. I

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<v Speaker 1>don't know how many tens of billions it's worth right now.

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<v Speaker 1>I think maybe just under fifty billion, but right they're

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<v Speaker 1>known for taking out these big leases from building owners

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<v Speaker 1>and then re renting the space out to startups, and

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<v Speaker 1>it's a hip office environment and there's a lot of beer,

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<v Speaker 1>and they the company is incredibly controversial, to say the least.

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<v Speaker 1>There have been numerous profiles written of its c O,

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<v Speaker 1>who himself seems to be quite a character. Like many

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<v Speaker 1>uh these startup c e o s are lots of

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<v Speaker 1>people extremely skeptical that it's going to be a long

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<v Speaker 1>term money making business. But after Uber, it really is

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<v Speaker 1>the gigantic one sort of sitting out there waiting in

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<v Speaker 1>the wings. I don't think anyone knows exactly when it

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<v Speaker 1>will become public, but at some point it almost certainly

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<v Speaker 1>will have to file for an ip O. I like

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<v Speaker 1>that your description of we work office space is there's

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<v Speaker 1>a lot of beer, but but it's like a big

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<v Speaker 1>thing like of of it's office space, but it's supposed

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<v Speaker 1>to be cool and start up a start that means

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<v Speaker 1>beer taps and cold brew coffee on tap and stuff

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<v Speaker 1>like that. But I'm just going to point out you've

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<v Speaker 1>already sort of betrayed a slight bias because you called

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<v Speaker 1>it a commercial real estate company. And of course, the

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<v Speaker 1>big debate over we Work and its valuation and its

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<v Speaker 1>future is whether or not it's actually something more than

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<v Speaker 1>a commercial real estate company. Because if you're attaching a

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<v Speaker 1>fifty bill in dollar evaluation to something, you know it's

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<v Speaker 1>probably going to have the words tech in it or

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<v Speaker 1>some sort of like all encompassing lifestyle brand, and that's

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<v Speaker 1>the huge debate currently raging, right or it's got to

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<v Speaker 1>be a platform in some way to justify that. So

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<v Speaker 1>the interesting thing about we Work to me is, you know,

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<v Speaker 1>it's like, if you're talking about Uber, there's very easy

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<v Speaker 1>to come up with the bull in the bear case.

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<v Speaker 1>You say, okay, the bowl case is that sort of

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<v Speaker 1>on demand mobility is going to be gigantic and it's

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<v Speaker 1>barely even started, and that there's all other kinds of

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<v Speaker 1>businesses that they can layer into their UM ride sharing business,

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<v Speaker 1>like food delivery and other logistics things. And then the

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<v Speaker 1>bear cases, well, they're losing a lot of money, and

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<v Speaker 1>you can have a real debate and there seems to

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<v Speaker 1>be very legitimate. Two sides to it. And what's really

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<v Speaker 1>striking about We Work is it's extremely rare to find

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<v Speaker 1>a bowl or even a partial bowl, or an optimist.

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<v Speaker 1>It's universally, I think people are skeptical about this company.

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<v Speaker 1>And that's pretty unusual because usually there's someone or a

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<v Speaker 1>good contingent that says, no, you don't really get this right.

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<v Speaker 1>I mean, someone is clearly giving this company money, right,

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<v Speaker 1>So you know, bowls must be out there somewhere. They're

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<v Speaker 1>just not very vocal, I guess. So the good news

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<v Speaker 1>is we have a bowl, or at least a modest bowl.

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<v Speaker 1>We found one. We're going to hear the uh, the

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<v Speaker 1>less pessimistic case on we Work. He tweeted about it

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<v Speaker 1>a few weeks ago, and it was like it was

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<v Speaker 1>it was the true unicorn, someone saying something positive about

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<v Speaker 1>we work on the internet. The real unicorn, the real unicorn.

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<v Speaker 1>And so I knew we had to get him on

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<v Speaker 1>the show. So without further ado, let's bring him in.

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<v Speaker 1>I want to welcome to Odd Lots Sandy Corey. He

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<v Speaker 1>has a managing director at Horizon Partners. Out in the

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<v Speaker 1>Valley is a Silicon Valley investment banker, and we're going

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<v Speaker 1>to be talking about why perhaps the doom and gloom

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<v Speaker 1>story about we Work is overrated. So, Sandy, thank you

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<v Speaker 1>very much for joining us. Thanks a lot for having

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<v Speaker 1>me So, Sandy, I mean, as I sort of alluded to,

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<v Speaker 1>everyone kind of knows the pessimistic story about we Work,

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<v Speaker 1>and it really is relentless. And there's so many sort

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<v Speaker 1>of classical red flags that caused people to think that

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<v Speaker 1>this company will eventually fizzle or that it's a house

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<v Speaker 1>of cards. They come up with their own bespoke metrics

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<v Speaker 1>of how to measure their business. They have something I

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<v Speaker 1>think it was called community adjusted but uh, they lose

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<v Speaker 1>tons of money. Um. Their CEO is all kinds of eccentricities.

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<v Speaker 1>They announced recently they're launching a new off balance sheet

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<v Speaker 1>vehicle to buy buildings which will then be leased back

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<v Speaker 1>to WE Work. And somehow that's supposed to make the

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<v Speaker 1>buildings more valuable. Uh. The CEO had some questionable related

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<v Speaker 1>party transactions because he owned some buildings that which questions

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<v Speaker 1>about whether WE Work was getting a fair deal or

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<v Speaker 1>not in renting them. It's just like the red flags

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<v Speaker 1>with this company, which has become ubiquitous and cities all

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<v Speaker 1>around the world are so numerous, and that is why

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<v Speaker 1>it seems like almost nobody is willing to step up

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<v Speaker 1>and say, wait, there might be something here, This might

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<v Speaker 1>be really something valuable and growing. So, Sandy, what is

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<v Speaker 1>it at its core that people misunderstand about We Work? Well,

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<v Speaker 1>thanks a lot, Joe. It's a fascinating company, and it

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<v Speaker 1>certainly is polarizing. And I think, you know, I like

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<v Speaker 1>to try to take historical lens and looking at some

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<v Speaker 1>of these businesses, and a lot of the critiques that

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<v Speaker 1>you are presenting, I think have also been applied to

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<v Speaker 1>other companies over history, you know, that have been misunderstood.

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<v Speaker 1>You know, in the eighties, there was this wacky financial

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<v Speaker 1>metric that was being promoted by operators in the cable

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<v Speaker 1>industry because those businesses weren't really making money. It was

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<v Speaker 1>called IBADA and in people thought that was pretty wacky.

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<v Speaker 1>And of course now everyone uses ebitda as a as

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<v Speaker 1>a pretty reasonable financial metric, and that the cable industry

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<v Speaker 1>really did take off. Um, you know, back then and

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<v Speaker 1>for many years after. So um, I think that the

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<v Speaker 1>book case with We Work is that, look, you know,

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<v Speaker 1>in Q one, they released some financial information and Q one.

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<v Speaker 1>They they were annualized to three billion in revenue and

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<v Speaker 1>they were growing a year every year. UM. So I

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<v Speaker 1>think that's the start of something that potentially could be

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<v Speaker 1>very valuable. They're in a massive industry, commercial real estate

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<v Speaker 1>that's very fragmented, UH, and I think that they are

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<v Speaker 1>in a position to build you know, leverage in that

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<v Speaker 1>ecosystem in a really unique way. UM. They have a

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<v Speaker 1>growing brand UH that you know, gives them an advantage

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<v Speaker 1>in acquiring new customers or new users. You know. I

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<v Speaker 1>think they have built a little bit of technology that

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<v Speaker 1>can give UM leverage. I think they're probably still just

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<v Speaker 1>scratching the surface there. And in fact, that might be

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<v Speaker 1>one of the biggest bullish UH factors for the company,

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<v Speaker 1>which is that if they can dig in in technology

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<v Speaker 1>in an industry that historically has been allergic to technology,

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<v Speaker 1>there's a there's a big source of advantage there. So, Sandy,

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<v Speaker 1>you mentioned this notion of we work building up leverage

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<v Speaker 1>in the real estate industry, and Joe and I were

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<v Speaker 1>talking earlier about how if you have evaluation of this magnitude,

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<v Speaker 1>it's usually because you have a sort of growth story

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<v Speaker 1>attached to it, a growth story that might be you know,

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<v Speaker 1>a big brand, a platform of some sort, or some

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<v Speaker 1>sort of tech disruption angle. So talk to us about

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<v Speaker 1>how exactly we work is disrupting the real estate industry

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<v Speaker 1>and how exactly are they building up leverage within real estate. Sure, well,

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<v Speaker 1>I think on the leverage aspect, it's mostly a function

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<v Speaker 1>of scale. And I think that you know, coming across business,

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<v Speaker 1>you know, when you have massive scale, it gives you

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<v Speaker 1>leverage to get better economics and to push around suppliers

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<v Speaker 1>and vendors and so forth. Um So I think that's

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<v Speaker 1>the path that they are you know, kind of taking

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<v Speaker 1>that that should pay off, you know, with more and

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<v Speaker 1>more leverage that can kind of squeeze into better you

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<v Speaker 1>can unit economics in the future. Look at the core disruption,

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<v Speaker 1>I think it's just that they're you know, they have

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<v Speaker 1>a better a better user experience you know, for their

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<v Speaker 1>customers and so, you know, and that starts with the

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<v Speaker 1>flexibility of the of the product, which I think, you know,

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<v Speaker 1>on the one hand, it looks, uh, hey, it's just

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<v Speaker 1>month the month, what's the big deal. Well, you know

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<v Speaker 1>historically that the you know, one of the key aspects

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<v Speaker 1>of consuming commercial real estate, you know, renting an office

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<v Speaker 1>is a long term commitment that can be very painful

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<v Speaker 1>for for many many businesses, and so I think the

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<v Speaker 1>flexibility aspect is is very important. And then you know,

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<v Speaker 1>it also gives them a chance to reorient their business

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<v Speaker 1>around customers, ideally you know, using the Internet and technology,

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<v Speaker 1>and that can have really powerful implications and how they

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<v Speaker 1>operate their business and how they can build a compet

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<v Speaker 1>advantage of our time, you know, a Netflix or some

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<v Speaker 1>of the other great kind of disruptors that have built

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<v Speaker 1>service layers, you know, leveraging technology and the Internet. So again,

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<v Speaker 1>you know, in the beginning, Tracy was talking about how

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<v Speaker 1>to achieve such a big valuation. The idea is typically

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<v Speaker 1>you have to like, oh, we're a tech company or

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<v Speaker 1>we're a platform. But it kind of sounds like what

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<v Speaker 1>you're saying is no, we were just just a really

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<v Speaker 1>well run innovative landlord in a sense. But well not exactly. Look,

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<v Speaker 1>it's a very hard business to understand. There's lots of

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<v Speaker 1>sources of kind of misunderstanding. And you know, look, one

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<v Speaker 1>is is valuation. So you can find a valuation headline

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<v Speaker 1>of forty seven billion, but that that's a you know,

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<v Speaker 1>kind of based on a preferred instrument that soft bank,

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<v Speaker 1>which is kind of underrated, and they're there the complexity

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<v Speaker 1>of their financial engineering, so they you know, they came

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<v Speaker 1>up with that as part of the last announced round.

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<v Speaker 1>But then that I think the real valuation for the

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<v Speaker 1>company is more like twenty billion, which is the valuation

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<v Speaker 1>where kind of seller's got so that I think it

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<v Speaker 1>was a mix of common shareholders and early preferred who

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<v Speaker 1>sold in into around a few months back, and they

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<v Speaker 1>had a twenty billion dollar evaluation. And so yeah, look

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<v Speaker 1>it's a great question, is you know, is this is

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<v Speaker 1>this a tech company or not? Does it deserve a

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<v Speaker 1>software is a service revenue multiple? And I would say no.

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<v Speaker 1>You know, we're in the market where SASS businesses are

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<v Speaker 1>easily getting ten twenty times revenue, and so I don't

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<v Speaker 1>think that that is that is necessarily warranted here for

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<v Speaker 1>we Work. But is it worth you know, maybe five times,

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<v Speaker 1>seven times, eight times in this hyper growth mode, I

0:12:37.640 --> 0:12:41.439
<v Speaker 1>think it can be. So you mentioned the magic word

0:12:41.920 --> 0:12:45.160
<v Speaker 1>hyper growth, and of course I guess the key to

0:12:45.240 --> 0:12:48.600
<v Speaker 1>building up leverage in real estate for we Work is

0:12:48.880 --> 0:12:52.440
<v Speaker 1>growing so quickly and amassing so much market power that

0:12:52.520 --> 0:12:56.760
<v Speaker 1>you sort of basically just beat out competitors talk to

0:12:56.840 --> 0:13:00.560
<v Speaker 1>us about like this notion of hyper growth. How long

0:13:00.800 --> 0:13:05.200
<v Speaker 1>is it acceptable for a company to not post any profits,

0:13:05.360 --> 0:13:09.199
<v Speaker 1>you know, for the sake of building up its market share?

0:13:09.400 --> 0:13:16.680
<v Speaker 1>And how vital is funding to hyper growth? Well, that's

0:13:16.679 --> 0:13:18.720
<v Speaker 1>a great question, and I think, you know, we work

0:13:18.840 --> 0:13:22.400
<v Speaker 1>is a kind of a running experiment on how far

0:13:22.760 --> 0:13:24.560
<v Speaker 1>you know you can go. But I do think that

0:13:25.000 --> 0:13:27.079
<v Speaker 1>you know, you've got to keep the context in mind,

0:13:27.080 --> 0:13:29.000
<v Speaker 1>which is that we are in a world where money

0:13:29.080 --> 0:13:33.079
<v Speaker 1>is is historically cheap um and and access to capital

0:13:33.120 --> 0:13:36.560
<v Speaker 1>for hyper growth companies UM is you know, pretty open.

0:13:36.880 --> 0:13:38.640
<v Speaker 1>So I think you know, you can look at we

0:13:38.640 --> 0:13:40.600
<v Speaker 1>were going to say, hey, this couldn't have existed twenty

0:13:40.679 --> 0:13:42.640
<v Speaker 1>years ago, and it's kind of the meat at least,

0:13:42.720 --> 0:13:45.320
<v Speaker 1>you know obvious lots of these businesses UM like an

0:13:45.440 --> 0:13:48.240
<v Speaker 1>uber or a lift um, you know, depend on the

0:13:48.520 --> 0:13:50.480
<v Speaker 1>access to low cost capital, and so we worked as

0:13:50.520 --> 0:13:53.160
<v Speaker 1>as well. Um, you know, can they continue to grow

0:13:53.160 --> 0:13:57.319
<v Speaker 1>acent well into the billions of revenue um? That might

0:13:57.360 --> 0:14:00.680
<v Speaker 1>be difficult. Um. I think it's it's it is hard

0:14:00.760 --> 0:14:03.520
<v Speaker 1>to get too deep into the finances because while they

0:14:03.559 --> 0:14:06.200
<v Speaker 1>do release some financial formation, there's a lot that we

0:14:06.240 --> 0:14:10.240
<v Speaker 1>don't know about the kind of cohort economics and the

0:14:10.240 --> 0:14:13.600
<v Speaker 1>economics by geography, and so my I think the bowl

0:14:13.640 --> 0:14:16.920
<v Speaker 1>case is that in we Works more mature geographies, the

0:14:16.960 --> 0:14:19.320
<v Speaker 1>unit economics are pretty good. I think that's also the

0:14:19.320 --> 0:14:22.480
<v Speaker 1>bowl case for businesses like uber or door dash as well,

0:14:22.560 --> 0:14:25.800
<v Speaker 1>and that they are investing a lot in new markets UM,

0:14:25.880 --> 0:14:28.560
<v Speaker 1>and that is is kind of the big cash depleted.

0:14:28.760 --> 0:14:31.240
<v Speaker 1>So if in their mature markets, we Work is is

0:14:31.280 --> 0:14:34.040
<v Speaker 1>hemorrhaging in cash, then that's obviously pretty worrisome. But my

0:14:34.080 --> 0:14:35.880
<v Speaker 1>guess is that looking at more mature markets like a

0:14:35.920 --> 0:14:39.200
<v Speaker 1>San Francisco, UM, you know, looking at buildings that they've

0:14:39.240 --> 0:14:41.760
<v Speaker 1>been uh, you know, kind of leasing out for a

0:14:41.760 --> 0:14:45.120
<v Speaker 1>period of time, the uneconomics are are pretty good. And

0:14:45.160 --> 0:14:47.800
<v Speaker 1>I think with scale, you know that customer acquisition costs

0:14:47.800 --> 0:14:50.600
<v Speaker 1>advantage gets kind of more and more meaningful. UM. They

0:14:50.640 --> 0:14:53.600
<v Speaker 1>also are able to kind of squeeze out more efficiencies,

0:14:53.640 --> 0:14:55.840
<v Speaker 1>you know, from various suppliers and back to find the

0:14:55.920 --> 0:14:59.320
<v Speaker 1>leverage point once they are are renting, you know, fift

0:15:00.040 --> 0:15:03.240
<v Speaker 1>the building from a landlord. The landlord might need them

0:15:03.360 --> 0:15:05.800
<v Speaker 1>more than we Work needs the landlord. And that's just

0:15:05.880 --> 0:15:07.720
<v Speaker 1>on a building. The building basis, and I think kind

0:15:07.720 --> 0:15:10.160
<v Speaker 1>of similarly in a geo area. You know, we work

0:15:10.160 --> 0:15:12.040
<v Speaker 1>and have a lot of leverage by you know, having

0:15:12.080 --> 0:15:16.440
<v Speaker 1>a multiple buildings with with various landlords. So I think

0:15:16.520 --> 0:15:19.760
<v Speaker 1>it's it's an open question just how much uh you know,

0:15:19.840 --> 0:15:23.560
<v Speaker 1>better economics they can extract from suppliers, but I think

0:15:23.600 --> 0:15:25.360
<v Speaker 1>they certainly can and they do. I mean, they they've

0:15:25.480 --> 0:15:29.960
<v Speaker 1>said this that you know, they typically get their landlords

0:15:30.000 --> 0:15:34.720
<v Speaker 1>to pay ninety percent of build out costs versus industry average,

0:15:34.760 --> 0:15:37.560
<v Speaker 1>So that's an advantage. And then look on the flip side,

0:15:37.560 --> 0:15:42.080
<v Speaker 1>they still need to innovate with their user experience, uh,

0:15:42.120 --> 0:15:43.800
<v Speaker 1>you know, and their brand, you know, and kind of

0:15:43.840 --> 0:15:46.600
<v Speaker 1>the social aspect that they offer so that they don't

0:15:46.600 --> 0:15:49.720
<v Speaker 1>get caught in in a price war. You know, certainly

0:15:49.720 --> 0:15:51.840
<v Speaker 1>that the bear case on an uber or a lift

0:15:52.280 --> 0:15:54.120
<v Speaker 1>is that you know, they're selling a commodity there in

0:15:54.160 --> 0:15:55.880
<v Speaker 1>a price war where the margins that were going to

0:15:55.960 --> 0:15:58.880
<v Speaker 1>come from. And you know, with we work, you know

0:15:58.880 --> 0:16:02.000
<v Speaker 1>that that the better the experience they can offer, hopefully

0:16:02.040 --> 0:16:04.120
<v Speaker 1>you know, enabled by more and more technology, you know,

0:16:04.160 --> 0:16:06.880
<v Speaker 1>they'll be able to command that kind of premium pricing.

0:16:07.480 --> 0:16:09.280
<v Speaker 1>And I think, you know, one of those. One of

0:16:09.320 --> 0:16:12.160
<v Speaker 1>the cases of skepticism is looking at hey, you know,

0:16:12.200 --> 0:16:15.920
<v Speaker 1>the average member is only getting you know, fifty square feet, uh,

0:16:15.960 --> 0:16:18.360
<v Speaker 1>and they're paying you know, six thousand bucks a year.

0:16:18.720 --> 0:16:22.760
<v Speaker 1>That's crazy. Well, you know, I don't think it's necessarily crazy. Um,

0:16:22.800 --> 0:16:26.240
<v Speaker 1>given that what they're selling to their customers is not

0:16:26.320 --> 0:16:30.000
<v Speaker 1>just space, it's the the experience in the community, and well,

0:16:30.040 --> 0:16:31.960
<v Speaker 1>it's easy to be able to skeptical of some of that.

0:16:32.280 --> 0:16:35.480
<v Speaker 1>I do think that that that We Work users are

0:16:35.560 --> 0:16:38.640
<v Speaker 1>voting with their feet, and you know, seeing their massive

0:16:38.680 --> 0:16:43.080
<v Speaker 1>growth and high occupancy, it does seem like they really

0:16:43.080 --> 0:17:00.640
<v Speaker 1>do have that differentiated offering. Obviously real estate. Everyone in

0:17:00.720 --> 0:17:04.320
<v Speaker 1>real estate wants leverage. It's a leverage game. But that

0:17:04.400 --> 0:17:07.200
<v Speaker 1>can really come back to bite you in a downturn.

0:17:07.280 --> 0:17:09.720
<v Speaker 1>So I'm curious, like, let's say we were to hit

0:17:09.720 --> 0:17:14.040
<v Speaker 1>a recession. The We Work defenders. Is your argument that a,

0:17:14.760 --> 0:17:17.719
<v Speaker 1>they have their landlords to some extent over a barrel

0:17:17.760 --> 0:17:20.399
<v Speaker 1>because they occupy so much of their space that they

0:17:20.440 --> 0:17:25.520
<v Speaker 1>could renegotiate long term leases and be that obviously their

0:17:25.600 --> 0:17:29.600
<v Speaker 1>tenants that they would take a hit. But because they

0:17:29.640 --> 0:17:33.320
<v Speaker 1>offer more flexible terms, maybe they don't get as hit.

0:17:33.440 --> 0:17:36.640
<v Speaker 1>As bad as some other uh, some other landlords. Isn't

0:17:36.640 --> 0:17:40.440
<v Speaker 1>that the idea? Yeah, I think that's that's the book case.

0:17:40.480 --> 0:17:43.359
<v Speaker 1>And I think that the idea is that, you know,

0:17:43.440 --> 0:17:46.600
<v Speaker 1>like white bread consumption goes up in recessions because people

0:17:46.640 --> 0:17:49.320
<v Speaker 1>are switching from the fancy whole weight to the whitebread,

0:17:49.480 --> 0:17:52.480
<v Speaker 1>at least historically, you know, the flexible offering that they

0:17:52.480 --> 0:17:54.920
<v Speaker 1>have will be more attractive, you know. And I think that,

0:17:54.960 --> 0:17:57.240
<v Speaker 1>you know, intuitively, it makes sense, especially if you're a

0:17:57.240 --> 0:17:59.159
<v Speaker 1>small business. And so a lot of people say, oh,

0:17:59.200 --> 0:18:01.440
<v Speaker 1>what about these small businesses and startups, you know, what's

0:18:01.440 --> 0:18:03.760
<v Speaker 1>going to happen in a recession? And I think that

0:18:03.800 --> 0:18:06.320
<v Speaker 1>there's there's so many of them that that even in

0:18:06.320 --> 0:18:08.800
<v Speaker 1>a recession, there's gonna be you know, more than enough

0:18:09.160 --> 0:18:11.399
<v Speaker 1>to keep we work growing. I think that they're going

0:18:11.440 --> 0:18:13.760
<v Speaker 1>to be attracted to that we work you know, flexibility.

0:18:14.160 --> 0:18:16.639
<v Speaker 1>Um And and I think there's been anecdotal evidence, you

0:18:16.680 --> 0:18:19.000
<v Speaker 1>know that in a few markets like Salpollo that they're

0:18:19.040 --> 0:18:21.920
<v Speaker 1>in um where there was some uh, there was a

0:18:21.960 --> 0:18:24.760
<v Speaker 1>kind of minor recession, you know, they did see an

0:18:24.760 --> 0:18:27.880
<v Speaker 1>increase in demand. So I do think that that that

0:18:28.000 --> 0:18:30.440
<v Speaker 1>is a powerful argument they have, and then yeah, I

0:18:30.720 --> 0:18:33.880
<v Speaker 1>agree that they leverage they have with landlords will allow

0:18:34.000 --> 0:18:37.120
<v Speaker 1>them to renegotiate if necessary, um to get better terms.

0:18:37.119 --> 0:18:38.480
<v Speaker 1>And look, I mean I remember in two thousand and

0:18:38.520 --> 0:18:41.240
<v Speaker 1>eight looking at all these actors across the financial spectrum

0:18:41.280 --> 0:18:44.080
<v Speaker 1>and thinking all these are gonna go bust, And I

0:18:44.080 --> 0:18:45.919
<v Speaker 1>mean it wasn't really something to be happy about. But

0:18:46.280 --> 0:18:49.400
<v Speaker 1>as a kind of an amateur, you know, retail investor,

0:18:49.480 --> 0:18:51.480
<v Speaker 1>I tried to make some trades to take advantage of

0:18:51.480 --> 0:18:53.359
<v Speaker 1>these balance sheets that looked like they were going to

0:18:53.400 --> 0:18:55.040
<v Speaker 1>blow up. But but guess what, you know, a lot

0:18:55.119 --> 0:18:58.159
<v Speaker 1>of these institutions survived. And you know it was the

0:18:58.200 --> 0:19:00.960
<v Speaker 1>old what was it? What did they say? The amend, extend,

0:19:01.040 --> 0:19:04.399
<v Speaker 1>pretend And I mean it's nothing to be you know,

0:19:04.680 --> 0:19:06.959
<v Speaker 1>uh too cheerful about. But I do think that we

0:19:07.000 --> 0:19:09.600
<v Speaker 1>work will have that that type of flexibility where you know,

0:19:09.560 --> 0:19:10.600
<v Speaker 1>at the end of the day, a lot of these

0:19:10.680 --> 0:19:13.320
<v Speaker 1>landlords have their own creditors, um, and they're not going

0:19:13.359 --> 0:19:15.480
<v Speaker 1>to be looking to a victim major tenant and what

0:19:15.560 --> 0:19:18.840
<v Speaker 1>are their alternatives in a downturn where there aren't necessarily

0:19:18.880 --> 0:19:21.320
<v Speaker 1>as many um, you know tenants you know kind of

0:19:21.359 --> 0:19:24.320
<v Speaker 1>queued up for for big space. So I think I

0:19:24.320 --> 0:19:26.840
<v Speaker 1>think that, you know, some of the biggest sources of

0:19:26.840 --> 0:19:29.720
<v Speaker 1>of kind of misunderstanding what we work are. Yeah, this

0:19:29.800 --> 0:19:32.800
<v Speaker 1>vulnerability to a recession. Look, I think we're all still

0:19:32.840 --> 0:19:35.359
<v Speaker 1>scarred from the financial crisis of two, two does and nine,

0:19:35.440 --> 0:19:38.159
<v Speaker 1>you know, which is reasonable given how brutal it was.

0:19:38.280 --> 0:19:40.960
<v Speaker 1>But I think that even there is recessions, very unlikely

0:19:41.040 --> 0:19:43.800
<v Speaker 1>will you'll approach anything like that. And I think we

0:19:43.880 --> 0:19:46.800
<v Speaker 1>work as actually pretty well positioned. So I think that

0:19:46.800 --> 0:19:49.040
<v Speaker 1>that is, to me, actually kind of one of the

0:19:49.080 --> 0:19:51.800
<v Speaker 1>weaker elements of the bear case. I think kind of

0:19:51.800 --> 0:19:53.920
<v Speaker 1>there's a there's an adjacent part of the bear case,

0:19:53.960 --> 0:19:56.240
<v Speaker 1>you know, which is, hey, they're there, you know, and

0:19:56.280 --> 0:19:58.320
<v Speaker 1>if you look at you know, fin Twitter, people called

0:19:58.600 --> 0:20:00.960
<v Speaker 1>a Ponzi scheme. You know, they've got these long term

0:20:00.960 --> 0:20:04.600
<v Speaker 1>releases and long term releases, you know, short term rentals.

0:20:04.600 --> 0:20:08.600
<v Speaker 1>That's crazy and it's like well wright liability mismatch. Yeah,

0:20:08.640 --> 0:20:10.199
<v Speaker 1>a lot of a lot of businesses have done that.

0:20:10.240 --> 0:20:13.520
<v Speaker 1>I mean, that's the ESPN business model. And ESPN is

0:20:13.560 --> 0:20:15.919
<v Speaker 1>not doing great today, but but historically, you know, they

0:20:15.960 --> 0:20:18.879
<v Speaker 1>would send these long term deals with sports leagues to

0:20:18.920 --> 0:20:21.680
<v Speaker 1>pay them exorbitant rice fees, you know, when they would

0:20:21.720 --> 0:20:23.760
<v Speaker 1>sign them. You know, people in media say that's crazy,

0:20:24.080 --> 0:20:26.600
<v Speaker 1>but guess what, you know, they made a lot of money.

0:20:26.920 --> 0:20:29.720
<v Speaker 1>And there are cases where you know, owners of assets

0:20:29.760 --> 0:20:33.240
<v Speaker 1>prefer you know, the certainty of getting paid and will

0:20:33.280 --> 0:20:35.879
<v Speaker 1>forego some of the short term upside um that you

0:20:35.920 --> 0:20:37.720
<v Speaker 1>can get when you take risk. And so I think

0:20:37.760 --> 0:20:40.480
<v Speaker 1>we work, we works path there is actually pretty common.

0:20:40.840 --> 0:20:42.199
<v Speaker 1>But a lot of folks, I think in the real

0:20:42.240 --> 0:20:45.320
<v Speaker 1>esty industry look at that and think and think it

0:20:45.560 --> 0:20:47.480
<v Speaker 1>you know, it can't last. But in fact, I think

0:20:47.480 --> 0:20:49.240
<v Speaker 1>it's actually been a path that's worked pretty well for

0:20:49.240 --> 0:20:52.600
<v Speaker 1>a lot of businesses across industries. So Sandy, I have

0:20:52.640 --> 0:20:56.359
<v Speaker 1>a different um sort of bear case concern, I guess,

0:20:56.359 --> 0:20:58.479
<v Speaker 1>and I think when it comes to a lot of

0:20:58.600 --> 0:21:01.320
<v Speaker 1>sort of disruptive company or unicorns, I think there's a

0:21:01.320 --> 0:21:03.960
<v Speaker 1>tendency to think that they all come in to the

0:21:04.160 --> 0:21:07.959
<v Speaker 1>market whatever it might be, you know, cars or in

0:21:08.000 --> 0:21:10.080
<v Speaker 1>this case real estate, and they come in, they do

0:21:10.160 --> 0:21:13.800
<v Speaker 1>something different, they disrupt the market, and that that business

0:21:13.800 --> 0:21:17.240
<v Speaker 1>model can continue forever and that the market basically stays static.

0:21:17.280 --> 0:21:19.240
<v Speaker 1>And of course what tends to happen is the market

0:21:19.280 --> 0:21:23.280
<v Speaker 1>actually adapts quite quickly, usually to a lot of these

0:21:23.280 --> 0:21:26.720
<v Speaker 1>new business models um and you also get competitors at

0:21:26.760 --> 0:21:29.240
<v Speaker 1>the same time. So in the case of we Work,

0:21:29.320 --> 0:21:32.560
<v Speaker 1>you know, they come in with these short term office

0:21:32.600 --> 0:21:35.520
<v Speaker 1>rental offers. They come in with, as Joe puts it,

0:21:35.880 --> 0:21:38.840
<v Speaker 1>office space with lots of beer available on tap in

0:21:38.880 --> 0:21:43.919
<v Speaker 1>this community atmosphere. Is there not a risk that by

0:21:44.000 --> 0:21:48.200
<v Speaker 1>making those two things so popular in the real estate market,

0:21:48.240 --> 0:21:51.800
<v Speaker 1>that those things start becoming the norm. And we Work

0:21:51.920 --> 0:21:54.960
<v Speaker 1>basically sort of arbitrage as its own edge out of

0:21:55.000 --> 0:21:58.000
<v Speaker 1>the market because we've already seen some other companies like

0:21:58.160 --> 0:22:01.639
<v Speaker 1>UM read us for In to start to sort of

0:22:01.640 --> 0:22:04.119
<v Speaker 1>follow this model. You know, they've redone a lot of

0:22:04.160 --> 0:22:07.119
<v Speaker 1>their office spaces to make them look more like we

0:22:07.280 --> 0:22:11.680
<v Speaker 1>Work kind of offering. So is that a risk. That's

0:22:11.680 --> 0:22:14.919
<v Speaker 1>a great question, and I think it is risk. I

0:22:14.960 --> 0:22:17.560
<v Speaker 1>think that you know we Work, you know, and I

0:22:17.560 --> 0:22:19.480
<v Speaker 1>think you know you you ask that question, I think

0:22:19.480 --> 0:22:21.600
<v Speaker 1>in a great way, and because it really is, you know,

0:22:21.680 --> 0:22:24.320
<v Speaker 1>relative to their industry peers, and so you know, I

0:22:24.359 --> 0:22:27.320
<v Speaker 1>think one of the biggest sources of criticism in Silicon

0:22:27.400 --> 0:22:29.800
<v Speaker 1>Valley of We Work is, hey, there's not much technology

0:22:29.880 --> 0:22:32.720
<v Speaker 1>or there's no technology well, you know it's relative. You know,

0:22:32.960 --> 0:22:35.000
<v Speaker 1>we Work isn't competing with Google. If they were trying

0:22:35.000 --> 0:22:37.480
<v Speaker 1>to compete with Google and search, they need to hire

0:22:37.520 --> 0:22:40.040
<v Speaker 1>you know, a million of the best engineers on the planet.

0:22:40.080 --> 0:22:42.760
<v Speaker 1>But we're we're talking about an industry that is historically

0:22:43.040 --> 0:22:46.760
<v Speaker 1>allergic to technology, and so we Works bar wasn't as

0:22:46.840 --> 0:22:49.560
<v Speaker 1>high I think to to innovate and offer a better,

0:22:49.880 --> 0:22:52.520
<v Speaker 1>you know, better user experience. But yeah, that's right. You know,

0:22:52.600 --> 0:22:56.639
<v Speaker 1>can competitors come in and offer comparable um, you know,

0:22:56.680 --> 0:23:00.639
<v Speaker 1>experiences and compete on price, and I think Regus, I mean,

0:23:00.640 --> 0:23:03.440
<v Speaker 1>I think their brand spaces is you know, kind of

0:23:03.440 --> 0:23:06.360
<v Speaker 1>an attempt at that. You know, there's also Industrious, which

0:23:06.400 --> 0:23:08.440
<v Speaker 1>is a well funded startup that's that's taking a little

0:23:08.440 --> 0:23:10.720
<v Speaker 1>bit of a different path, but it's also pretty similar.

0:23:10.960 --> 0:23:13.359
<v Speaker 1>And so you know, you kind of get this attack

0:23:13.359 --> 0:23:16.280
<v Speaker 1>of the clones, right, which you know, that's still I

0:23:16.320 --> 0:23:18.880
<v Speaker 1>think that was referring to the old kind of laptop

0:23:18.920 --> 0:23:22.399
<v Speaker 1>wars when Compact came out of nowhere to have a

0:23:22.560 --> 0:23:24.600
<v Speaker 1>giant business in a couple of years, but but really

0:23:24.640 --> 0:23:27.600
<v Speaker 1>got beaten up by clones. So what's gonna happen? Do

0:23:27.640 --> 0:23:30.399
<v Speaker 1>we Work? Uh, They're gonna have to execute, And to me,

0:23:30.520 --> 0:23:34.080
<v Speaker 1>that's the biggest question is can they execute? And you know,

0:23:34.200 --> 0:23:37.920
<v Speaker 1>can they you know, focus on a few key priorities

0:23:38.320 --> 0:23:41.240
<v Speaker 1>and build technology that can compound to create more and

0:23:41.240 --> 0:23:44.760
<v Speaker 1>more advantage. They've got more capital than competitors, They've I

0:23:44.800 --> 0:23:48.119
<v Speaker 1>think they've hired you know, arguably you know better, better

0:23:48.160 --> 0:23:51.120
<v Speaker 1>folks at technology and engineering. So I think they've got

0:23:51.119 --> 0:23:54.160
<v Speaker 1>the ingredients to do that. I'm not sure if they are.

0:23:54.240 --> 0:23:56.760
<v Speaker 1>I just don't know, but I think that to me,

0:23:56.840 --> 0:24:00.320
<v Speaker 1>the most compelling Bear criticism is that while you know

0:24:00.359 --> 0:24:02.960
<v Speaker 1>that the CEO and the leadership you have a ton

0:24:03.000 --> 0:24:05.800
<v Speaker 1>of credit for for building this company is so fast

0:24:05.840 --> 0:24:08.960
<v Speaker 1>and doing some pretty amazing things, Uh, they haven't shown

0:24:09.040 --> 0:24:12.119
<v Speaker 1>really a kind of a consistency around prioritization. And so

0:24:12.160 --> 0:24:15.080
<v Speaker 1>when you look at some of the great operators in tech,

0:24:15.160 --> 0:24:18.600
<v Speaker 1>like Jeff Bezos, they've been super focused and that's kind

0:24:18.600 --> 0:24:22.280
<v Speaker 1>of created a culture of operational rigor, financial rigor that

0:24:22.359 --> 0:24:25.200
<v Speaker 1>has um kind of percolated throughout all the different lines

0:24:25.200 --> 0:24:27.399
<v Speaker 1>of business at a company like Amazon, and so for

0:24:27.520 --> 0:24:30.440
<v Speaker 1>we work, I think they're getting really good people there,

0:24:30.720 --> 0:24:32.920
<v Speaker 1>but that doesn't mean that they're going to be able

0:24:32.960 --> 0:24:36.480
<v Speaker 1>to execute and and you know, build software and build

0:24:36.560 --> 0:24:39.639
<v Speaker 1>you know, financial discipline because the growth inevitably will slow

0:24:39.720 --> 0:24:42.240
<v Speaker 1>down and they will need to kind of trade growth

0:24:42.440 --> 0:24:45.600
<v Speaker 1>for profitability um and they need to be able to

0:24:45.680 --> 0:24:49.200
<v Speaker 1>have evidence of that as they approached the public markets.

0:24:49.240 --> 0:24:51.280
<v Speaker 1>So it's a great question. I think right now, you know,

0:24:51.320 --> 0:24:54.240
<v Speaker 1>their their brand does still give them an advantage. You know,

0:24:54.440 --> 0:24:57.159
<v Speaker 1>it might be, you know, look a little thin, but

0:24:57.200 --> 0:24:59.080
<v Speaker 1>I think a lot of times brands you know, can

0:24:59.160 --> 0:25:02.040
<v Speaker 1>look thin if you look from certain direction. On the

0:25:02.040 --> 0:25:05.320
<v Speaker 1>other hand, I do think that the average non expert

0:25:05.440 --> 0:25:08.199
<v Speaker 1>potential you know, customer in this space would would go

0:25:08.320 --> 0:25:11.359
<v Speaker 1>for we Work over a spaces or an industrious or

0:25:11.359 --> 0:25:13.960
<v Speaker 1>another brand, because we Work does have that brand, but

0:25:14.040 --> 0:25:16.280
<v Speaker 1>it doesn't necessarily last forever. And they really as a

0:25:16.320 --> 0:25:18.240
<v Speaker 1>company are going to need to be able to to

0:25:18.800 --> 0:25:23.280
<v Speaker 1>commit themselves towards focused execution, to innovate and and use

0:25:23.320 --> 0:25:26.800
<v Speaker 1>more technology to build that differentiation. So to me, to me,

0:25:26.880 --> 0:25:29.720
<v Speaker 1>that's really the multibility and all question is, you know,

0:25:29.840 --> 0:25:33.800
<v Speaker 1>can they execute? Just so people are clear about some

0:25:33.880 --> 0:25:39.199
<v Speaker 1>of the questions regarding this company's ability to focus or

0:25:39.200 --> 0:25:44.120
<v Speaker 1>engage in focused execution. In two seventeen, it was reported

0:25:44.640 --> 0:25:47.920
<v Speaker 1>that we Work had made an investment in a company

0:25:48.000 --> 0:25:53.240
<v Speaker 1>called wave Garden, which is a company that makes wave pools.

0:25:53.560 --> 0:25:55.800
<v Speaker 1>They are reading from the New York Business Journal. Spain

0:25:55.840 --> 0:25:59.879
<v Speaker 1>based wave Garden is touted as an engineering company specializing

0:26:00.200 --> 0:26:04.480
<v Speaker 1>mad manmade lagoons that could be used for recreation, surfing,

0:26:04.680 --> 0:26:08.960
<v Speaker 1>in various water sports, other things that the company has

0:26:09.240 --> 0:26:11.840
<v Speaker 1>dabbled into. I think it has like a place where

0:26:11.840 --> 0:26:15.600
<v Speaker 1>you can live. They've opened up a talked about launching

0:26:15.680 --> 0:26:19.840
<v Speaker 1>a grade school. So that is indeed. I mean it's

0:26:19.880 --> 0:26:24.160
<v Speaker 1>almost like an understatement to ask whether this company really

0:26:24.200 --> 0:26:28.520
<v Speaker 1>knows how to do uh focused execution. Joe, I can't

0:26:28.560 --> 0:26:32.119
<v Speaker 1>believe you don't understand the synergy sic value of of

0:26:32.119 --> 0:26:34.440
<v Speaker 1>of wave pools. I just don't think you've got this.

0:26:35.080 --> 0:26:38.640
<v Speaker 1>I don't have the CEO, Adam Newman. I definitely don't

0:26:38.720 --> 0:26:41.640
<v Speaker 1>have his vision any like. There have been numerous profiles

0:26:41.640 --> 0:26:44.840
<v Speaker 1>of him. Business Week our publication here did a great profile.

0:26:44.880 --> 0:26:47.240
<v Speaker 1>It was just a New York mad profile of him

0:26:47.280 --> 0:26:50.080
<v Speaker 1>basically about you know, he's like, oh, we're not a

0:26:50.080 --> 0:26:52.959
<v Speaker 1>real estate company. Where changed the world? You know, like

0:26:53.040 --> 0:26:57.760
<v Speaker 1>one of very sort of classic California Silicon Valley style

0:26:57.880 --> 0:27:01.679
<v Speaker 1>of talking about changing everything. I think to most people

0:27:02.320 --> 0:27:06.000
<v Speaker 1>it feels like a pretty big red flag. Yeah. Look,

0:27:06.040 --> 0:27:09.280
<v Speaker 1>I mean I guess the you know, the bowl case

0:27:09.400 --> 0:27:12.440
<v Speaker 1>is all publicity is good publicity. But yeah, I've read

0:27:12.440 --> 0:27:15.119
<v Speaker 1>a lot of this similar things, and is it is

0:27:15.119 --> 0:27:18.120
<v Speaker 1>a little scary, you know that It's really hard, I think,

0:27:18.119 --> 0:27:21.960
<v Speaker 1>and this is a really kind of an underappreciated phenomena

0:27:22.000 --> 0:27:25.320
<v Speaker 1>when you have a startup CEO to have so much

0:27:25.359 --> 0:27:28.280
<v Speaker 1>success so quickly, I think it's really hard to to

0:27:28.400 --> 0:27:30.639
<v Speaker 1>not learn the wrong things, or at least some of

0:27:30.640 --> 0:27:33.960
<v Speaker 1>the wrong things from success. And so that might be

0:27:34.040 --> 0:27:37.520
<v Speaker 1>happening here. You know. I hope that the persona that

0:27:37.720 --> 0:27:39.840
<v Speaker 1>is um that that you see when you read these pieces,

0:27:39.880 --> 0:27:43.960
<v Speaker 1>you know, I hope that's kind of ironic, you know, uh,

0:27:44.359 --> 0:27:45.960
<v Speaker 1>And you know, I hope he's got some people around

0:27:46.080 --> 0:27:49.000
<v Speaker 1>him who are really sharp and who will question him

0:27:49.040 --> 0:27:51.120
<v Speaker 1>and orn't just going to say yes. I think they've

0:27:51.160 --> 0:27:53.840
<v Speaker 1>got a strong CFO. I don't know any of the

0:27:53.840 --> 0:27:55.720
<v Speaker 1>C level folks personally, but I think they have a

0:27:55.800 --> 0:27:59.320
<v Speaker 1>very strong discipline CFO. That's really important. So someone has

0:27:59.359 --> 0:28:01.960
<v Speaker 1>to call the ce on on some of the nonsense,

0:28:02.000 --> 0:28:05.400
<v Speaker 1>because I can't defend the nepotism. That yeah, that that

0:28:05.480 --> 0:28:07.359
<v Speaker 1>to me, if we're talking about red flags, that's the

0:28:07.400 --> 0:28:10.200
<v Speaker 1>one that I would be really focusing on because it's

0:28:10.400 --> 0:28:14.359
<v Speaker 1>terrible for culture when people are being promoted and given

0:28:14.359 --> 0:28:17.880
<v Speaker 1>responsibility for the wrong reasons. Now, I don't think I've

0:28:17.880 --> 0:28:20.680
<v Speaker 1>got enough information to really judge if there's something that's

0:28:20.720 --> 0:28:23.080
<v Speaker 1>on toward going on there, but I I you know,

0:28:23.160 --> 0:28:25.119
<v Speaker 1>back to say like a Jeff Bezos, I mean, it

0:28:25.119 --> 0:28:28.040
<v Speaker 1>would be ludicrous for anyone, and you know, for one

0:28:28.080 --> 0:28:30.680
<v Speaker 1>of his relatives in Amazon to get promoted or to

0:28:30.760 --> 0:28:33.960
<v Speaker 1>get something just because of their their last name or

0:28:34.000 --> 0:28:36.440
<v Speaker 1>their their family, Like everyone would would realize that would

0:28:36.480 --> 0:28:39.280
<v Speaker 1>just be kind of anathema to their culture. So I

0:28:39.320 --> 0:28:42.160
<v Speaker 1>don't I hope that this is more of just kind

0:28:42.200 --> 0:28:44.479
<v Speaker 1>of silly stuff that percolates in the media. Is kind

0:28:44.480 --> 0:28:46.960
<v Speaker 1>of misunderstood. But but it's it's also hard because you

0:28:47.000 --> 0:28:49.440
<v Speaker 1>can look at Amazon and say, well, what about Amazon,

0:28:49.600 --> 0:28:51.680
<v Speaker 1>you know, and their focused I mean, aws, what the

0:28:51.720 --> 0:28:53.600
<v Speaker 1>heck did that have to do with with with retail?

0:28:53.960 --> 0:28:56.040
<v Speaker 1>And so we work as starting you know, a school

0:28:56.080 --> 0:28:58.760
<v Speaker 1>business and this business and that business, and well, you know,

0:28:58.800 --> 0:29:01.200
<v Speaker 1>I think within reason can make sense to try new

0:29:01.240 --> 0:29:03.920
<v Speaker 1>products and be innovative and and so you know we work.

0:29:04.040 --> 0:29:06.480
<v Speaker 1>I think actually has in many ways done a great

0:29:06.520 --> 0:29:09.120
<v Speaker 1>job moving quickly. UM. They've been very aggressive on M

0:29:09.160 --> 0:29:11.560
<v Speaker 1>and A. I've seen them kind of behind the scenes

0:29:11.600 --> 0:29:14.560
<v Speaker 1>on some deals, and I think they're actually pretty pretty

0:29:14.560 --> 0:29:17.240
<v Speaker 1>savvy as far as moving quickly. They also I think

0:29:17.240 --> 0:29:19.520
<v Speaker 1>are are working with a lot of tech startups as

0:29:19.560 --> 0:29:22.240
<v Speaker 1>a customer UM in ways that I think are pretty

0:29:22.280 --> 0:29:25.400
<v Speaker 1>enlightened relative to most bigger companies. So, you know, so

0:29:25.440 --> 0:29:27.560
<v Speaker 1>they're they're kind of ability to move fast can be

0:29:27.600 --> 0:29:30.600
<v Speaker 1>a real asset. At the same time, if if they're

0:29:31.200 --> 0:29:34.120
<v Speaker 1>you know, unfocused and priorities are shifting constantly, you know

0:29:34.200 --> 0:29:36.600
<v Speaker 1>that that's the thing that that worries me the most.

0:29:36.640 --> 0:29:39.360
<v Speaker 1>But I think they very well might have a handle

0:29:39.480 --> 0:29:41.720
<v Speaker 1>that that this is an issue and they might be

0:29:41.800 --> 0:29:44.280
<v Speaker 1>taking kind of proven measures to build that culture of

0:29:44.320 --> 0:29:46.680
<v Speaker 1>operational discipline. If they can do that, then I really

0:29:46.680 --> 0:29:48.760
<v Speaker 1>think it's a business that that could make soft Bank

0:29:48.800 --> 0:29:51.680
<v Speaker 1>look really smart. But it's to me that that question

0:29:51.720 --> 0:29:54.160
<v Speaker 1>around execution that is really the one that that I

0:29:54.200 --> 0:29:56.320
<v Speaker 1>would be studying the most if I was trying to

0:29:56.360 --> 0:30:00.240
<v Speaker 1>make a trade on the business. So there's one They're

0:30:00.800 --> 0:30:03.200
<v Speaker 1>big red flag that a lot of people have focused on,

0:30:03.240 --> 0:30:07.240
<v Speaker 1>aside from the sort of Silicon Valley cliche type CEO

0:30:07.400 --> 0:30:10.000
<v Speaker 1>who wants to change the world, although I guess this

0:30:10.040 --> 0:30:14.720
<v Speaker 1>other red flag is slightly related. But the community adjusted

0:30:14.960 --> 0:30:18.080
<v Speaker 1>EBITDAW which has already been mentioned a couple of times

0:30:18.120 --> 0:30:21.840
<v Speaker 1>in this conversation, this is the thing that we work

0:30:21.920 --> 0:30:26.400
<v Speaker 1>trotted out ebitdawes basically earnings you know, before interest, tax,

0:30:26.640 --> 0:30:31.920
<v Speaker 1>depreciation and amoritization and community adjusted ebitdas stripped out a

0:30:31.960 --> 0:30:35.640
<v Speaker 1>bunch of costs, a bunch of we work costs like marketing, construction,

0:30:35.720 --> 0:30:37.960
<v Speaker 1>basically things that we work. Said we're going to go

0:30:38.040 --> 0:30:43.240
<v Speaker 1>away once it reached some sort of maturity level, whenever

0:30:43.280 --> 0:30:49.040
<v Speaker 1>that might be. How can investors take companies seriously when

0:30:49.080 --> 0:30:54.160
<v Speaker 1>it not just unveils adjusted earnings, which are, as you mentioned,

0:30:54.200 --> 0:30:58.840
<v Speaker 1>you know, fairly regular in the financial industry nowadays, but

0:30:58.960 --> 0:31:04.360
<v Speaker 1>when it veils adjusted earnings under the umbrella of community

0:31:04.400 --> 0:31:07.360
<v Speaker 1>adjusted EBITDA because I think to a lot of people

0:31:07.400 --> 0:31:09.760
<v Speaker 1>that just sounds like the company's sort of not taking

0:31:09.840 --> 0:31:14.360
<v Speaker 1>itself seriously. That's a great question as well, And I

0:31:14.920 --> 0:31:19.400
<v Speaker 1>don't know the strict definition behind that term. But it's

0:31:19.440 --> 0:31:23.120
<v Speaker 1>really important that they are you know, very serious and

0:31:23.120 --> 0:31:27.040
<v Speaker 1>incredibility building in their use of financial metrics. I think

0:31:27.080 --> 0:31:30.440
<v Speaker 1>it's such an unusual business that it is reasonable that

0:31:30.520 --> 0:31:33.840
<v Speaker 1>they might have some new metrics that they're sharing, you know,

0:31:34.080 --> 0:31:36.160
<v Speaker 1>even when they go public and the rumor is that

0:31:36.200 --> 0:31:39.480
<v Speaker 1>they've already filed, they will have to be very transparent

0:31:39.520 --> 0:31:42.000
<v Speaker 1>around you know, what does that metric means specifically, and

0:31:42.360 --> 0:31:44.880
<v Speaker 1>what does the business look like kind of under the

0:31:45.480 --> 0:31:48.840
<v Speaker 1>you know, under more conventional metrics. UM. So that's really important.

0:31:48.840 --> 0:31:51.440
<v Speaker 1>You know, they did a debt offering last summer and

0:31:51.800 --> 0:31:53.720
<v Speaker 1>that you know, and so you can, you know, by

0:31:54.440 --> 0:31:56.520
<v Speaker 1>I believe, you know, buy some of that debt on

0:31:56.520 --> 0:31:59.719
<v Speaker 1>the open market. And it's not priced like the business

0:31:59.720 --> 0:32:01.320
<v Speaker 1>is about out to go bust. Now it's not. It's

0:32:01.320 --> 0:32:04.920
<v Speaker 1>not priced like treasuries. There's some risk, but I think

0:32:05.000 --> 0:32:06.760
<v Speaker 1>that is a good way to look at at how

0:32:06.760 --> 0:32:08.680
<v Speaker 1>does the market think about the business. And I think

0:32:08.720 --> 0:32:10.920
<v Speaker 1>the um you know, the yield on that debt is

0:32:10.920 --> 0:32:14.000
<v Speaker 1>is nine percent, so it's not the most high grade.

0:32:14.480 --> 0:32:16.720
<v Speaker 1>But I don't think the folks that are are looking

0:32:16.760 --> 0:32:19.040
<v Speaker 1>closely at the numbers and really have seen the most

0:32:19.040 --> 0:32:22.480
<v Speaker 1>I don't think they're showing, um, you know, too much

0:32:22.800 --> 0:32:26.320
<v Speaker 1>concerned about that, but certainly you know when they are

0:32:26.320 --> 0:32:28.720
<v Speaker 1>public and filing as a public company that they're gonna

0:32:28.720 --> 0:32:31.160
<v Speaker 1>have to be really rigorous in their metrics and and

0:32:31.200 --> 0:32:32.760
<v Speaker 1>they're not gonna be able to be kind of cute

0:32:32.800 --> 0:32:36.760
<v Speaker 1>and cheeky about about their differential metrics. So yeah, I mean,

0:32:36.760 --> 0:32:40.000
<v Speaker 1>I'm with you on being pretty curious, if not skeptical,

0:32:40.240 --> 0:32:44.400
<v Speaker 1>on how they're using that metric. Sandy, Corey really appreciate

0:32:44.600 --> 0:32:48.680
<v Speaker 1>you coming on the Odd Lots podcast. I actually think

0:32:48.880 --> 0:32:50.160
<v Speaker 1>I don't know if I would say I'm what we

0:32:50.160 --> 0:32:54.600
<v Speaker 1>work bowl after talking uh to, but I feel like

0:32:54.640 --> 0:32:56.880
<v Speaker 1>I have a little bit more of a grasp about

0:32:56.920 --> 0:32:59.200
<v Speaker 1>why the whole thing might not be some house of

0:32:59.240 --> 0:33:03.400
<v Speaker 1>cards that's on the verge of inevitable inevitable collapse. I

0:33:03.440 --> 0:33:07.520
<v Speaker 1>appreciate your contrarian take and thank you for coming on. Well,

0:33:07.560 --> 0:33:26.400
<v Speaker 1>thanks to Left for having me. I appreciate it. Thanks Sandy. So, Tracy,

0:33:26.400 --> 0:33:30.120
<v Speaker 1>are you convinced? I mean, this is such a cop out.

0:33:30.200 --> 0:33:34.120
<v Speaker 1>I think there's some value there, but I'm not necessarily

0:33:34.120 --> 0:33:37.640
<v Speaker 1>convinced about the valuation. I mean, after that conversation, I

0:33:37.720 --> 0:33:41.160
<v Speaker 1>sort of come out thinking that we work is sort

0:33:41.200 --> 0:33:45.840
<v Speaker 1>of a leveraged play on the health of the wider economy,

0:33:45.880 --> 0:33:50.680
<v Speaker 1>but also on free flowing liquidity from venture capital funds,

0:33:50.760 --> 0:33:55.040
<v Speaker 1>which is sort of like a double risk to me. Yeah,

0:33:55.120 --> 0:33:57.600
<v Speaker 1>I mean it seems like the way I think about

0:33:57.640 --> 0:34:02.320
<v Speaker 1>it after talking to him is the at if they

0:34:02.560 --> 0:34:05.480
<v Speaker 1>I guess it kind of goes back to the focused execution.

0:34:05.560 --> 0:34:09.000
<v Speaker 1>But the basic offering of here is a very nice

0:34:09.120 --> 0:34:12.200
<v Speaker 1>office space that has a pleasing aesthetic that it's very

0:34:12.239 --> 0:34:15.239
<v Speaker 1>flexible and easy to get in and out of. It's

0:34:15.280 --> 0:34:17.600
<v Speaker 1>not a bad product to offer. You could see the

0:34:17.640 --> 0:34:20.600
<v Speaker 1>appeal and that if they can just make that brand

0:34:20.640 --> 0:34:23.480
<v Speaker 1>really synonymous with good office space. And we've all been

0:34:23.520 --> 0:34:27.680
<v Speaker 1>to most offices across New York City or whatever, excluding Bloomberg,

0:34:27.680 --> 0:34:30.600
<v Speaker 1>which is fantastic, but most offices are very boring and

0:34:30.640 --> 0:34:33.640
<v Speaker 1>the lighting is bad and the sort of dreary. So

0:34:33.760 --> 0:34:37.600
<v Speaker 1>if you could have this sort of very good aesthetic

0:34:37.640 --> 0:34:40.600
<v Speaker 1>to an office and scale it up, uh, you could

0:34:40.600 --> 0:34:43.239
<v Speaker 1>see the appeal. You could see how that might be

0:34:43.320 --> 0:34:47.440
<v Speaker 1>something that could scale up. It's definitely a product. I

0:34:47.440 --> 0:34:51.560
<v Speaker 1>think again, like the danger in this case when it

0:34:51.600 --> 0:34:54.960
<v Speaker 1>comes to the valuation is basically when this like huge

0:34:55.040 --> 0:34:58.719
<v Speaker 1>story starts getting attached to what is actually a relatively

0:34:58.960 --> 0:35:03.160
<v Speaker 1>simple product and the CEO is actually quite keen on

0:35:03.160 --> 0:35:05.480
<v Speaker 1>on that story. You know, the things that come across

0:35:05.880 --> 0:35:07.879
<v Speaker 1>in the Business Week profile and also the New York

0:35:07.960 --> 0:35:12.480
<v Speaker 1>Mac pieces that he's the sort of self proclaimed visionary

0:35:12.480 --> 0:35:15.080
<v Speaker 1>who wants to change the world and is starting all

0:35:15.120 --> 0:35:17.200
<v Speaker 1>these new other businesses in order to do that. So

0:35:17.560 --> 0:35:20.600
<v Speaker 1>I think the story is sort of part of the

0:35:20.719 --> 0:35:24.520
<v Speaker 1>selling point of the company, but probably also its biggest risk. Well,

0:35:24.560 --> 0:35:27.600
<v Speaker 1>and also, you know, we're talking about what would happen

0:35:27.640 --> 0:35:30.360
<v Speaker 1>in a downturn, and you know, you could make the

0:35:30.480 --> 0:35:34.879
<v Speaker 1>argument that, um, you know, because they're flexible offerings, maybe

0:35:34.920 --> 0:35:37.160
<v Speaker 1>they won't get hurt as bad. On the other hand,

0:35:37.800 --> 0:35:39.759
<v Speaker 1>you have to wonder, like how many of the we

0:35:39.920 --> 0:35:45.319
<v Speaker 1>Work tenants are themselves startups, tech startups who themselves may

0:35:45.360 --> 0:35:48.960
<v Speaker 1>have visions of one day selling to an uber or

0:35:49.120 --> 0:35:53.000
<v Speaker 1>we Work, or getting a really big investment from soft

0:35:53.000 --> 0:35:55.160
<v Speaker 1>bank one day. And so when you think of like

0:35:55.200 --> 0:35:57.520
<v Speaker 1>a house of cards, you're like, how much is this

0:35:57.640 --> 0:36:01.400
<v Speaker 1>all just a really leveraged bet on the same pool

0:36:01.440 --> 0:36:05.359
<v Speaker 1>of money, the same pool of cheap capital, the same

0:36:05.480 --> 0:36:07.200
<v Speaker 1>end where you're going to sell to a Google or

0:36:07.280 --> 0:36:10.240
<v Speaker 1>Facebook or an Uber or lift for or an Amazon.

0:36:10.960 --> 0:36:14.839
<v Speaker 1>And if that sort of if the liquidity evaporates, if

0:36:14.880 --> 0:36:17.960
<v Speaker 1>one day SoftBank doesn't want to fund all these startups

0:36:18.040 --> 0:36:20.759
<v Speaker 1>or keep backing all these unicorns, or there is a

0:36:20.760 --> 0:36:24.040
<v Speaker 1>real downturn among major tech companies that could be due

0:36:24.120 --> 0:36:27.120
<v Speaker 1>to regulation, whether that would just sort of ripple like

0:36:27.160 --> 0:36:30.879
<v Speaker 1>a bomb through all of their you know, the bread

0:36:30.880 --> 0:36:33.440
<v Speaker 1>and butter tenants that they have in New York City

0:36:33.520 --> 0:36:36.480
<v Speaker 1>and Silicon Valley and other big cities around the world.

0:36:36.520 --> 0:36:39.640
<v Speaker 1>Like it feels just in some sense like an incredibly

0:36:40.040 --> 0:36:44.640
<v Speaker 1>concentrated bet on a particular style of doing business that

0:36:44.719 --> 0:36:47.000
<v Speaker 1>we've really seen to merge over the last decade. Really

0:36:48.160 --> 0:36:51.560
<v Speaker 1>it's startups all the way down, and all those startups

0:36:51.640 --> 0:36:54.840
<v Speaker 1>end up going back to you know, Starbucks coffee shops

0:36:55.000 --> 0:36:57.480
<v Speaker 1>when the when the bubble bursts, right like, if it's

0:36:57.520 --> 0:37:00.279
<v Speaker 1>really bad, they're just gonna scope out free disks where

0:37:00.280 --> 0:37:04.920
<v Speaker 1>with a power outlet and WiFi forget we work alright

0:37:05.000 --> 0:37:07.960
<v Speaker 1>well on that happy note, This has been another edition

0:37:08.000 --> 0:37:10.440
<v Speaker 1>of the Odd Loots podcast. I'm Tracy Alloway. You can

0:37:10.480 --> 0:37:14.839
<v Speaker 1>follow me on Twitter at Tracy Alloway. And I'm Joe Wisenthal.

0:37:14.960 --> 0:37:18.279
<v Speaker 1>You can follow me on Twitter at the Stalwart, and

0:37:18.360 --> 0:37:21.759
<v Speaker 1>you should follow our guests on Twitter. Sandy Corey, He's

0:37:21.880 --> 0:37:25.719
<v Speaker 1>at Sandy Corey with a K. He was. It was

0:37:25.760 --> 0:37:28.839
<v Speaker 1>his tweets where I saw the contrary and we work case,

0:37:28.880 --> 0:37:31.040
<v Speaker 1>so you definitely want to check him out and be

0:37:31.120 --> 0:37:34.520
<v Speaker 1>sure to follow our producer on Twitter, Laura Carlson at

0:37:34.600 --> 0:37:38.040
<v Speaker 1>Laura M. Carlson, as well as the Bloomberg head of podcast,

0:37:38.120 --> 0:37:43.400
<v Speaker 1>Francesco Leavy at Francesca Today and Bloomberg Podcast has a

0:37:43.400 --> 0:37:48.360
<v Speaker 1>new home on Twitter. The handle is at podcasts. Thanks

0:37:48.360 --> 0:38:00.920
<v Speaker 1>for listening, O