WEBVTT - Goldman Sachs Vice Chairman Rob Kaplan Talks Economic Uncertainty

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news. We have an opportunity

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<v Speaker 1>to bring you a fascinating conversation. It's underway right now

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<v Speaker 1>at the Bloomberg sell Side leaders Forum in New York.

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<v Speaker 1>Our colleague, Bloomberg's Eric Shatsker sitting down with Rob Kaplan,

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<v Speaker 1>vice chair at Goldman Sachs, former Dallas FED President.

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<v Speaker 2>Let's listen live. I'm Bloomberg TV and Radio.

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<v Speaker 3>Your career has taken a very interesting trajectory Goldman, Harvard,

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<v Speaker 3>the Fed. Goldman again. Tell us a bit about it,

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<v Speaker 3>how because I think it really helps to establish context

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<v Speaker 3>for what you're going to hear from Rob.

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<v Speaker 4>Well, So, I'm from Kansas City, and I went to

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<v Speaker 4>her City, Kansas, but I went to business school and

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<v Speaker 4>I loved the markets from the time I was young.

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<v Speaker 4>So I went to Goldman Sachs and it was I

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<v Speaker 4>think the perfect place for me. I stayed for twenty

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<v Speaker 4>two to twenty three years, but then I took a

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<v Speaker 4>leave of absence to teach leadership at Harvard Business School.

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<v Speaker 4>I went from instructor to professor senior associate. Them did

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<v Speaker 4>that for ten years, and then a former client was

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<v Speaker 4>chairman of the board of the Dallas FED and I

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<v Speaker 4>always wanted to do public service, and so that's how

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<v Speaker 4>I moved to Dallas to be head of the Dallas FED.

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<v Speaker 4>And in terms of coming back to Goldman, it's a

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<v Speaker 4>different firm. I've been gone for a long time, but

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<v Speaker 4>I was part of recruiting David Solomon and John Waldrin

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<v Speaker 4>to the firm. Believe it or not, I felt like

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<v Speaker 4>I could help, and with what I've learned since I left,

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<v Speaker 4>I felt I could particularly help. So it's been about

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<v Speaker 4>a year and it's been a great experience so far

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<v Speaker 4>to be back.

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<v Speaker 3>Tell us as a vice chairman about your focus, your

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<v Speaker 3>responsibilities and to the degree that they've been articulated for you,

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<v Speaker 3>and to the degree that you've been able to formulate

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<v Speaker 3>them yourself about your objectives.

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<v Speaker 2>So it's funny.

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<v Speaker 4>David and I talked over a year ago about this

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<v Speaker 4>concept and it's held pretty true. I spend two thirds

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<v Speaker 4>of my time on clients all over the world. I'm

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<v Speaker 4>an investment banker by training, but I spend a portion

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<v Speaker 4>of my time in investment banking. I spend a lot

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<v Speaker 4>of my time with trading clients. I spend a lot

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<v Speaker 4>of my time with asset management and private wealth clients

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<v Speaker 4>all over the world, and then because of my leadership

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<v Speaker 4>teaching background, I will teach a leadership class in between

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<v Speaker 4>client meetings somewhere in the world in Golden Sets. Every week,

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<v Speaker 4>I mentor and coach, I annoy people. I try to

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<v Speaker 4>coach business leaders, division heads, heads of the firm about

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<v Speaker 4>things I think we could do better. And that's pretty

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<v Speaker 4>much what we agreed coming in and it's been so far.

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<v Speaker 4>It's been a great experience. It's a fifty billion revenue

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<v Speaker 4>firm with fifty thousand people, so the pool is deep

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<v Speaker 4>and there's more to do than I can do, and

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<v Speaker 4>it's been a fabulous experience so far.

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<v Speaker 3>One of the things Rob that I've always a preciated

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<v Speaker 3>about you and talking to you, is the systematic approach

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<v Speaker 3>you take to studying problems. I'm assuming that this started

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<v Speaker 3>in your earlier days in Goldensacts, but no doubt you

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<v Speaker 3>perfected it while you were teaching at Harvard. We're in

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<v Speaker 3>the midst We're quite clearly in the midst of major

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<v Speaker 3>policy driven structural changes in the US economy, both domestically

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<v Speaker 3>and internationally. Everyone in the room is wrestling with the

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<v Speaker 3>implications of these changes give us your framework how to

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<v Speaker 3>think about this.

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<v Speaker 4>So one of the things I brought to the FED

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<v Speaker 4>is a focus on structural drivers. I'm a business person,

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<v Speaker 4>not an economist, and business people, as most of you know,

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<v Speaker 4>focus on structural drivers. You look at cyclical factors and data,

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<v Speaker 4>but ultimately those come as a.

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<v Speaker 2>Result of structural drivers.

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<v Speaker 4>There's five big structural economic changes going on right now.

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<v Speaker 4>That's a lot for any point in time. What are

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<v Speaker 4>the five? Number one, the administration is trying to take

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<v Speaker 4>what they perceive as an over leveraged US government. It's

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<v Speaker 4>gone from mid seventies debt to GDP pre COVID to.

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<v Speaker 2>Now over one hundred percent.

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<v Speaker 4>And they come into this into their new administration wanting

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<v Speaker 4>to de leverage, to take six and a half seven

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<v Speaker 4>percent of GDP deficits lower. This is where you can

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<v Speaker 4>debate the tactics, but this is where Doze came from,

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<v Speaker 4>and a number of other things. But they would like

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<v Speaker 4>to deleverage. We'll see at the end of day how

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<v Speaker 4>far they get without carving it in titlements. They're doing

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<v Speaker 4>a regulatory review of every industry with the hope that

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<v Speaker 4>we can improve productivity growth. Three ways to grow grow

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<v Speaker 4>the workforce, improve productivity and leverage up. We've exhausted leveraging

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<v Speaker 4>and so productivity growth through a regulatory review is one driver.

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<v Speaker 4>They are trying to do a overhaul of the energy ecosystem,

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<v Speaker 4>So what does that mean. They're trying to increase the

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<v Speaker 4>global oil production. They hope to do it domestically, but

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<v Speaker 4>it's not so easy at lower prices. But they're pushing

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<v Speaker 4>OPEC and Saudi Arabia to produce more. They're going to

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<v Speaker 4>make it easier to run a refinery, permit a refinery,

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<v Speaker 4>do transmission.

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<v Speaker 2>So why are they doing this?

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<v Speaker 4>Because they're sensitive that there are tens of millions of

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<v Speaker 4>families in this country that roll down on an income

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<v Speaker 4>of fifty thousand dollars a year or less.

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<v Speaker 2>They've lost twenty five percent purchasing power. They're struggling to

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<v Speaker 2>make ends meet.

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<v Speaker 4>They help this administration get elected, they want to show

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<v Speaker 4>them a tangible benefit.

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<v Speaker 2>Fourth Big Change.

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<v Speaker 4>One of the reasons the US economy has outgrown the world.

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<v Speaker 4>One of them is, i would argue, is very high

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<v Speaker 4>levels of fiscal spending and special programs. But the other

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<v Speaker 4>reason is we've had a surge in labor force growth

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<v Speaker 4>heavily due to immigration, much of it. Undocumented, they are

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<v Speaker 4>risk of state in the Obviously they are shutting that down.

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<v Speaker 4>They haven't yet ramped up legal immigration, but hopefully they will.

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<v Speaker 4>And they are also working to deport at a minimum,

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<v Speaker 4>people with criminal records. The issue is, which we can

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<v Speaker 4>talk more about. There are many millions of workers in agriculture,

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<v Speaker 4>in construction, other industries who are undocumented.

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<v Speaker 2>They're probably thirteen million Green card holders in the United States.

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<v Speaker 4>In addition, and I would say at a minimum, the

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<v Speaker 4>undocumented workers are very unsure of their status.

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<v Speaker 2>I'm hearing from businesses.

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<v Speaker 4>They're not in some cases coming into work, They're not

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<v Speaker 4>sending their kids in some cases to school, they're certainly

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<v Speaker 4>not shopping. It's having a chilling effect on the workforce

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<v Speaker 4>and probably on consumption. So that's the fourth one, and

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<v Speaker 4>then it gets to the one. We're getting all the

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<v Speaker 4>airtime tariffs and suffice it to say, I had thought

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<v Speaker 4>going into this, if you want to level the playing field,

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<v Speaker 4>which I think makes sense, fairer trade, better access, and

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<v Speaker 4>you want to encourage reshoring, the challenge is you'd probably

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<v Speaker 4>carve out Mexico and Canada because that allows you logistics

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<v Speaker 4>and supply chain arrangements which allows people to domicile here.

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<v Speaker 4>You might even carve out poorer countries who don't have

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<v Speaker 4>a hope to buy our goods. Vietnam might be an example,

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<v Speaker 4>where their GDP per capita is four thousand a person.

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<v Speaker 4>They tend to do lower value added manufacturing. We probably

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<v Speaker 4>don't want here, and they're going to struggle to buy

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<v Speaker 4>US goods because their GDP per capita, And you would

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<v Speaker 4>center on a handful of countries you really want to

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<v Speaker 4>rebalance the arrangement with we've instead created terrace on everyone.

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<v Speaker 4>And I think we're now negotiating deals one by one.

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<v Speaker 4>But it takes time to negotiate a trade deal, and

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<v Speaker 4>it's very critical that there are many things we do

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<v Speaker 4>with China. Yes, they're an adversary in certain things, they're

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<v Speaker 4>a competitor in others, and there's some places where inextricably

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<v Speaker 4>linked agriculture market for our farmers rare earth back to

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<v Speaker 4>US intermediate goods is forty percent of the imports. And

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<v Speaker 4>so I think what you're seeing now is a working

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<v Speaker 4>through one by one how.

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<v Speaker 2>Do we.

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<v Speaker 4>Lower these tariffs because US companies right now are struggling

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<v Speaker 4>to do all this at once in an abrupt way,

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<v Speaker 4>and so that's the process we're working through. But those

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<v Speaker 4>are the five big changes. And if that sounds like

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<v Speaker 4>a lot, it's because it's a lot, and it's a

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<v Speaker 4>lot going on at once.

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<v Speaker 3>There is more going on. Are you leaving those things

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<v Speaker 3>out because they are not big enough or because they

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<v Speaker 3>amount to noise?

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<v Speaker 4>The other things you're referring to, will just say what

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<v Speaker 4>you're I think you're referring to the things going on

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<v Speaker 4>with higher education, other battles away, and I'm I'm always

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<v Speaker 4>careful in my previous job and my current job to

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<v Speaker 4>stay away from the you know, the political parts of these.

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<v Speaker 4>But the one thing I do see around the world

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<v Speaker 4>in pools of capital, which we talk with regularly, is

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<v Speaker 4>countries that maybe a month ago a lot of the

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<v Speaker 4>uncertainty had to do with the abrupt nature of the

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<v Speaker 4>tariffs and adjusting to it. I think it is broadened

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<v Speaker 4>out a little bit where countries and investors around the world,

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<v Speaker 4>including here, are asking what's the institutional makeup of the

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<v Speaker 4>United States, what will it be in the next three

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<v Speaker 4>or four years, and whereas they came into the years

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<v Speaker 4>saying if in doubt, I want to over allocate to

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<v Speaker 4>the dom at a minimum, they're saying, maybe I want

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<v Speaker 4>to be more balanced, and even in some cases they're saying,

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<v Speaker 4>I want to reduce my exposure to the dollar. And

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<v Speaker 4>we're seeing a little bit in weakness of dollar rallying, gold,

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<v Speaker 4>ten year treasury backing up. And I think all this

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<v Speaker 4>is part of a mosaic that we can work through,

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<v Speaker 4>but it's creating this amount of uncertainty, including institutional uncertainty,

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<v Speaker 4>is affecting asset allocation and access to capital for the

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<v Speaker 4>United States.

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<v Speaker 3>There's no question rob in uncertainty is the word on

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<v Speaker 3>everyone's lips.

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<v Speaker 2>You hear it.

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<v Speaker 3>Perhaps now I haven't used the Bloomberg and the AI

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<v Speaker 3>tools that we've been given to determine yet you know

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<v Speaker 3>how much more often we're hearing it. But anecdotally it

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<v Speaker 3>seems like never before. You mentioned earlier, you told us,

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<v Speaker 3>in fact earlier that you spent about two thirds of

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<v Speaker 3>your time with clients. What is the mood in the

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<v Speaker 3>c suite and in the boardroom is it? Would you

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<v Speaker 3>go so far as to say it's one of sort

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<v Speaker 3>of paralysis.

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<v Speaker 4>I wouldn't go that far. In that Listen, we started

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<v Speaker 4>the year. It's interesting because a lot's happened in a

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<v Speaker 4>short period. We started the year with great enthusiasm and optimism,

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<v Speaker 4>and I think the regulatory review was a big part

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<v Speaker 4>of that. And the company said, you know, I'd love

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<v Speaker 4>to improve productivity. We're sort of being constrained in all

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<v Speaker 4>these different ways, and I'm excited that we're going to

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<v Speaker 4>be able to be freer to run a capitalist business.

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<v Speaker 4>That a number of these changes happened, the terriff uncertainty,

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<v Speaker 4>and I'd say i'd say businesses by and large, because

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<v Speaker 4>that's sort of the DNA, including me, of most business people.

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<v Speaker 4>You want to be optimistic, cautiously optimistic, but they're struggling

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<v Speaker 4>right now to be to figure out how they want

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<v Speaker 4>to adjust either supply chains or their business or their

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<v Speaker 4>access to workforce. And they'll, well, they'll work through this.

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<v Speaker 4>Business people adapt. Capital allocators also adapt, but business people

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<v Speaker 4>will adapt. I think to the extent we negotiate, for example,

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<v Speaker 4>tariffs down to mutually zero versus say ten percent or

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<v Speaker 4>twenty percent with these various countries, it will make it

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<v Speaker 4>easier for them to adjust. And right now they don't

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<v Speaker 4>know what the endpoint is going to be in the

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<v Speaker 4>timing of it, and that's why they're wrestling to work

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<v Speaker 4>through the ones that are wrestling. The most last comment

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<v Speaker 4>is big businesses have a lot more levers. Small businesses

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<v Speaker 4>we're hearing are struggling in that they don't have a

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<v Speaker 4>lot of levers and they don't know how to replace

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<v Speaker 4>the supply they've gotten, but they're afraid they're not going

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<v Speaker 4>to be competitive. And many more small businesses we talk

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<v Speaker 4>to are more nervous at this moment about their business

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<v Speaker 4>failing and certainly not being able to employ as many

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<v Speaker 4>people as the employer, certainly not being able to employ

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<v Speaker 4>them full time.

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<v Speaker 3>Problem is that now there are we presume because we

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<v Speaker 3>don't have a ton of visibility into the details, but

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<v Speaker 3>we presume there are multiple negotiations going on with multiple

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<v Speaker 3>countries on multiple timelines.

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<v Speaker 2>Right.

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<v Speaker 3>David Solomon, in fact, was saying earlier today that the

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<v Speaker 3>delay in tariffs didn't decrease the level of uncertainty. In

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<v Speaker 3>some ways, the delay increased the level of uncertainty. So,

0:13:25.480 --> 0:13:28.240
<v Speaker 3>with the feedback that you've been getting from clients, what

0:13:28.440 --> 0:13:34.720
<v Speaker 3>is it that business leaders, CEOs, members of the board

0:13:34.920 --> 0:13:39.280
<v Speaker 3>will need to see to feel a degree of certainty,

0:13:39.280 --> 0:13:43.720
<v Speaker 3>a degree of confidence such that they're more willing to transact.

0:13:43.760 --> 0:13:47.840
<v Speaker 3>They're more willing to commit capital. They're more willing, for example,

0:13:47.960 --> 0:13:50.560
<v Speaker 3>to do what they're largely not doing now, which is

0:13:50.800 --> 0:13:51.840
<v Speaker 3>investing cap X.

0:13:52.960 --> 0:13:56.480
<v Speaker 4>So CEOs are watching the news and their teams are

0:13:56.480 --> 0:14:00.080
<v Speaker 4>watching the news more than they're historically a customer. By

0:14:00.120 --> 0:14:03.920
<v Speaker 4>the way, this administration is talking to businesses very extensively,

0:14:04.160 --> 0:14:07.520
<v Speaker 4>so they're giving their views, but depend on who they are.

0:14:07.600 --> 0:14:11.479
<v Speaker 4>What's an example, many businesses want to see the relationship

0:14:11.520 --> 0:14:16.960
<v Speaker 4>with Canada and Mexico resolved because they need the logistics

0:14:16.960 --> 0:14:20.120
<v Speaker 4>and supply chain arrangements, and if they're going to change those,

0:14:20.720 --> 0:14:24.520
<v Speaker 4>it's not a thirty day process. It is an extensive

0:14:25.000 --> 0:14:28.920
<v Speaker 4>process to move them. They're watching carefully the negotiation going

0:14:28.960 --> 0:14:35.240
<v Speaker 4>on with Japan, and so they're literally just I think

0:14:35.240 --> 0:14:38.800
<v Speaker 4>what would help businesses if they're encouraged listen. They're also

0:14:38.840 --> 0:14:42.120
<v Speaker 4>where it takes a long time to negotiate a trade deal.

0:14:42.280 --> 0:14:44.560
<v Speaker 2>Trail deals are very complicated.

0:14:44.920 --> 0:14:47.480
<v Speaker 4>Normally in the past it might take nine months or

0:14:47.480 --> 0:14:49.480
<v Speaker 4>a year or longer to do a trade deal.

0:14:49.840 --> 0:14:51.200
<v Speaker 2>So they're watching.

0:14:51.480 --> 0:14:54.360
<v Speaker 4>Maybe there's going to be an agreement in principle lower

0:14:54.400 --> 0:14:57.600
<v Speaker 4>the tariffs, then negotiate the details. But I think the

0:14:57.640 --> 0:15:01.320
<v Speaker 4>more progress that's visible over the next couple of weeks

0:15:01.440 --> 0:15:04.200
<v Speaker 4>or thirty days, it will make people think that more

0:15:04.280 --> 0:15:07.720
<v Speaker 4>progress is coming. But every company I talk to has

0:15:07.760 --> 0:15:11.800
<v Speaker 4>a little different supply chain arrangement, whether it's with Vietnam

0:15:12.240 --> 0:15:16.840
<v Speaker 4>or with Canada or Mexico or elsewhere. They're ready to

0:15:16.960 --> 0:15:20.040
<v Speaker 4>adjust that, they're not sure how. The one thing they

0:15:20.120 --> 0:15:24.880
<v Speaker 4>do say is it probably isn't at the moment. Unless

0:15:24.920 --> 0:15:29.160
<v Speaker 4>there is really very high level technology, it's hard to

0:15:29.200 --> 0:15:33.880
<v Speaker 4>imagine replacing all of it in the US and being

0:15:33.880 --> 0:15:34.880
<v Speaker 4>globally competitive.

0:15:34.880 --> 0:15:37.640
<v Speaker 2>And that's the key every question every.

0:15:37.400 --> 0:15:39.400
<v Speaker 4>CEO wants to whatever they're going to do, it's got

0:15:39.440 --> 0:15:43.320
<v Speaker 4>to be globally competitive. The irony is on China, what

0:15:43.400 --> 0:15:46.680
<v Speaker 4>they're looking for is not more news. They're actually looking

0:15:46.800 --> 0:15:49.600
<v Speaker 4>for less. And I was joking around with someone the

0:15:49.680 --> 0:15:53.720
<v Speaker 4>other day. If you hear no discussion from our administration

0:15:53.880 --> 0:15:56.600
<v Speaker 4>or either side about China for a few days, I

0:15:56.600 --> 0:15:59.960
<v Speaker 4>think it may increase confidence that negotiations are going on,

0:16:00.560 --> 0:16:05.560
<v Speaker 4>because with China they need to go on unseen behind

0:16:05.640 --> 0:16:09.040
<v Speaker 4>closed doors, not in the press, And so maybe the

0:16:09.120 --> 0:16:11.880
<v Speaker 4>less said on China that would also encourage businesses.

0:16:12.400 --> 0:16:17.680
<v Speaker 3>I was in Washington last week and had some conversations

0:16:17.720 --> 0:16:21.480
<v Speaker 3>with people in the administration, and one thing I was told,

0:16:21.600 --> 0:16:24.920
<v Speaker 3>which I'm not sure it necessarily surprised me, but it

0:16:25.000 --> 0:16:30.480
<v Speaker 3>stuck with me, is that, of course CEOs are complaining right,

0:16:30.520 --> 0:16:33.600
<v Speaker 3>they're highly self interested. They're either self interested because it's

0:16:33.640 --> 0:16:38.320
<v Speaker 3>their job to husband the bottom lines of their companies,

0:16:38.960 --> 0:16:42.720
<v Speaker 3>or in a similar vein they may be even more

0:16:42.720 --> 0:16:45.560
<v Speaker 3>self interested because their conversation is so closely linked to

0:16:45.600 --> 0:16:49.960
<v Speaker 3>their stock price and so certain. And the message to

0:16:50.000 --> 0:16:53.360
<v Speaker 3>me was that some of what the administration is hearing

0:16:53.360 --> 0:16:55.400
<v Speaker 3>from corporate America is being discounted?

0:16:56.240 --> 0:16:56.840
<v Speaker 2>Is that fair?

0:16:58.680 --> 0:17:03.080
<v Speaker 4>I can't speak for the administration, should they be? I

0:17:03.120 --> 0:17:07.160
<v Speaker 4>think my senses they're listening. What CEOs are now trying

0:17:07.200 --> 0:17:10.200
<v Speaker 4>to also gauge is is this going to lead to

0:17:10.240 --> 0:17:14.159
<v Speaker 4>a modest slowing or something more severe? And that's the

0:17:14.240 --> 0:17:18.280
<v Speaker 4>other thing they're gauging. And the other thing that's a

0:17:18.280 --> 0:17:22.520
<v Speaker 4>little jarring. They're watching the dollar, they're watching gold, and

0:17:22.560 --> 0:17:25.320
<v Speaker 4>they're watching the long end of the curve because I

0:17:25.400 --> 0:17:31.560
<v Speaker 4>think they would be heartened by seeing a capital allocation

0:17:31.680 --> 0:17:36.000
<v Speaker 4>away from dollars and US treasuries come the other way.

0:17:36.520 --> 0:17:36.920
<v Speaker 2>And so.

0:17:39.560 --> 0:17:42.600
<v Speaker 4>CEOs their job is to express their views, be advocates

0:17:42.600 --> 0:17:44.639
<v Speaker 4>for their companies. The job of the administration is to

0:17:44.680 --> 0:17:48.080
<v Speaker 4>make good policy they think's the right thing. There's attension there,

0:17:48.080 --> 0:17:49.840
<v Speaker 4>and there probably ought to be attention.

0:17:49.560 --> 0:17:52.879
<v Speaker 3>There, whether it's from CEOs, whether it's from current or

0:17:52.960 --> 0:17:56.760
<v Speaker 3>former diplomats. There is some level of concern about what

0:17:56.840 --> 0:18:00.920
<v Speaker 3>these changes that we're getting in the world of policy

0:18:00.960 --> 0:18:05.520
<v Speaker 3>from the Trump administration will mean for America's place in

0:18:05.560 --> 0:18:06.040
<v Speaker 3>the world.

0:18:06.240 --> 0:18:07.040
<v Speaker 2>Share with us your.

0:18:06.960 --> 0:18:14.840
<v Speaker 4>Thoughts well, so listen us. Exceptionalism is real. There are

0:18:14.880 --> 0:18:20.080
<v Speaker 4>many distinctive elements of that. We've got the most I mean,

0:18:20.760 --> 0:18:24.000
<v Speaker 4>we have the most most outstanding companies in the world,

0:18:24.480 --> 0:18:28.080
<v Speaker 4>extremely innovative. We're a magnet. We've been a magnet for

0:18:28.200 --> 0:18:31.879
<v Speaker 4>talent globally. Our higher university system has been part of

0:18:31.920 --> 0:18:36.240
<v Speaker 4>that story where we attracted great talent who now run

0:18:36.760 --> 0:18:41.119
<v Speaker 4>and work in many of our most innovative companies. We

0:18:41.320 --> 0:18:43.800
<v Speaker 4>have been a place that workers around the world want

0:18:43.840 --> 0:18:46.640
<v Speaker 4>to come to. My grandparents were not born here, and

0:18:47.080 --> 0:18:51.600
<v Speaker 4>that's been critical. And it's been a place where you

0:18:51.760 --> 0:18:53.720
<v Speaker 4>always know rule of law.

0:18:54.760 --> 0:18:55.960
<v Speaker 2>And other aspects.

0:18:56.000 --> 0:19:00.479
<v Speaker 4>You can have confidence in our own institutional framework. And

0:19:00.560 --> 0:19:04.640
<v Speaker 4>I think people are very hopeful and I'd say cautiously optimistic,

0:19:05.119 --> 0:19:07.040
<v Speaker 4>but they're hopeful that will come out of this period

0:19:07.119 --> 0:19:11.440
<v Speaker 4>with those intact, because that those are critical to our future.

0:19:12.280 --> 0:19:16.800
<v Speaker 3>To the degree that maybe I'll put it differently, American

0:19:16.840 --> 0:19:21.800
<v Speaker 3>companies have in some ways been ambassadors for American exceptionalism

0:19:23.080 --> 0:19:26.240
<v Speaker 3>as America was leading the trade liberalization of the world

0:19:26.359 --> 0:19:30.520
<v Speaker 3>in the post war period. It was led by companies

0:19:30.640 --> 0:19:33.600
<v Speaker 3>like Coca Cola, for example, or Procter and Gamble on

0:19:33.640 --> 0:19:36.480
<v Speaker 3>the consumer goods side, but also companies like Golden Sacks

0:19:36.480 --> 0:19:39.359
<v Speaker 3>and JP Morgan on the financial side. Will it become

0:19:39.400 --> 0:19:42.359
<v Speaker 3>more difficult for American companies to do business outside of

0:19:42.359 --> 0:19:43.520
<v Speaker 3>the United States.

0:19:43.280 --> 0:19:45.600
<v Speaker 4>So this is a blow. So we run a goods

0:19:45.640 --> 0:19:48.199
<v Speaker 4>deficit with the world, and we know that some of

0:19:48.200 --> 0:19:50.440
<v Speaker 4>it is for low value added goods, some of it's

0:19:50.440 --> 0:19:54.120
<v Speaker 4>for intermediate goods, and some of this has to be rebalanced.

0:19:54.600 --> 0:19:56.560
<v Speaker 4>On the other hand, I think you're getting this. We

0:19:56.640 --> 0:20:00.920
<v Speaker 4>also are very aware we run a large service sector

0:20:01.240 --> 0:20:05.160
<v Speaker 4>surplus with the rest of the world. Our leading companies

0:20:05.200 --> 0:20:09.040
<v Speaker 4>here do a lot of business around the globe, and

0:20:09.160 --> 0:20:12.080
<v Speaker 4>when in doubt, we are great beneficiary of that. And

0:20:12.119 --> 0:20:15.800
<v Speaker 4>I think people are also hopeful that we make improvements

0:20:15.840 --> 0:20:20.040
<v Speaker 4>on the manufacturing side, but we don't in retaliation, we

0:20:20.200 --> 0:20:25.760
<v Speaker 4>don't lose our edge on the very distinctive competitive advantage

0:20:25.800 --> 0:20:29.600
<v Speaker 4>we have for services, which is enormously beneficial to the

0:20:29.680 --> 0:20:33.520
<v Speaker 4>United States and causes us to run a big services surplus.

0:20:34.119 --> 0:20:38.840
<v Speaker 3>Let's go back for a moment to your five point

0:20:39.520 --> 0:20:42.080
<v Speaker 3>structural framework that we talked about at the beginning of

0:20:42.119 --> 0:20:47.080
<v Speaker 3>the conversation. One of the things there is, at least

0:20:47.119 --> 0:20:50.080
<v Speaker 3>there would appear to be an underlying objective to each

0:20:50.160 --> 0:20:53.439
<v Speaker 3>of those five things, and you articulated it quite well.

0:20:54.240 --> 0:20:58.600
<v Speaker 3>But what's missing, what I hear from business leaders is

0:20:58.640 --> 0:21:06.880
<v Speaker 3>missing is a coherent narrative. What's the objective, what's the endgame,

0:21:06.960 --> 0:21:08.200
<v Speaker 3>who's supposed to benefit?

0:21:08.840 --> 0:21:09.800
<v Speaker 2>Is there a strategy?

0:21:09.920 --> 0:21:13.440
<v Speaker 4>Yeah, so I think i'll give I'll take a stab

0:21:13.480 --> 0:21:17.240
<v Speaker 4>at that because I think the narrative, if I would

0:21:17.320 --> 0:21:21.919
<v Speaker 4>articulate it, is we want a less government spending led economy,

0:21:22.640 --> 0:21:25.879
<v Speaker 4>more private sector organically driven economy.

0:21:26.560 --> 0:21:29.800
<v Speaker 2>We want we want tough.

0:21:29.600 --> 0:21:33.080
<v Speaker 4>Regulation, but more balanced we can get more productivity growth.

0:21:35.720 --> 0:21:40.520
<v Speaker 4>And I think the purpose of this is to create

0:21:41.359 --> 0:21:45.720
<v Speaker 4>an economy where low moderate income workers can get good

0:21:45.800 --> 0:21:52.560
<v Speaker 4>jobs and with living wages, and we can become more

0:21:53.119 --> 0:21:55.800
<v Speaker 4>globally competitive. I guess that would be the narrative I

0:21:55.800 --> 0:21:58.879
<v Speaker 4>would put on it, and I think most CEOs and

0:21:59.000 --> 0:22:03.600
<v Speaker 4>business leaders in this country share those aspirations. I think

0:22:03.640 --> 0:22:06.040
<v Speaker 4>the debate we're having these days is just more on

0:22:06.080 --> 0:22:09.680
<v Speaker 4>the tactics and the implementation. I think the objectives are

0:22:09.960 --> 0:22:11.320
<v Speaker 4>ones that many people share.

0:22:12.320 --> 0:22:16.119
<v Speaker 3>Speaking of tactics, we should talk about the elephant in

0:22:16.119 --> 0:22:18.359
<v Speaker 3>the room that I've ignored up until now, which is

0:22:18.400 --> 0:22:21.159
<v Speaker 3>the Federal Reserve. Given that you are observed as the

0:22:21.200 --> 0:22:23.439
<v Speaker 3>president of the Dallas FED, your point of view on

0:22:23.480 --> 0:22:28.560
<v Speaker 3>the subject is important and certainly relevant. Chairman Powell is

0:22:28.600 --> 0:22:31.160
<v Speaker 3>the target, as we all know of repeated attacks by

0:22:31.200 --> 0:22:33.639
<v Speaker 3>the president, not quite daily, but it's getting to the

0:22:33.640 --> 0:22:36.520
<v Speaker 3>point where it's close. He has a nickname now too late.

0:22:40.600 --> 0:22:43.639
<v Speaker 3>Try to walk us through Chairman Powell's mindset right now?

0:22:43.720 --> 0:22:44.640
<v Speaker 2>What is he thinking?

0:22:45.320 --> 0:22:50.520
<v Speaker 4>So we come into twenty twenty five with it's interesting.

0:22:51.640 --> 0:22:55.639
<v Speaker 4>Service sector inflation still sticky, running in the low to

0:22:55.720 --> 0:22:59.639
<v Speaker 4>mid threes, but goods inflation in pretty good shape. Goods

0:22:59.640 --> 0:23:04.040
<v Speaker 4>have been disinflating, and so why did we have sticky services?

0:23:04.320 --> 0:23:07.520
<v Speaker 4>Probably a little bit of excess demand. You might attribute

0:23:07.560 --> 0:23:11.000
<v Speaker 4>some of that to excess government spending. Okay, we're now

0:23:11.080 --> 0:23:17.439
<v Speaker 4>shifting to seeing a cost shock, which we don't know

0:23:17.440 --> 0:23:18.960
<v Speaker 4>how it's going to unfold because we don't know what

0:23:19.000 --> 0:23:20.560
<v Speaker 4>these tariff deals are going to be. But at the

0:23:20.560 --> 0:23:23.280
<v Speaker 4>minimum we got right now ten percent tariffs. So we're

0:23:23.320 --> 0:23:28.359
<v Speaker 4>having a cost shock, which affecting goods, which which had

0:23:28.440 --> 0:23:29.560
<v Speaker 4>sort of been helping us.

0:23:30.119 --> 0:23:30.640
<v Speaker 2>And so.

0:23:32.119 --> 0:23:36.080
<v Speaker 4>This is a big structural change, and I think Japali's

0:23:36.119 --> 0:23:38.959
<v Speaker 4>handled this very well. And what he's trying to do

0:23:39.040 --> 0:23:43.440
<v Speaker 4>is say, listen, we are watching carefully. If there's a downturn,

0:23:43.600 --> 0:23:46.800
<v Speaker 4>we're going to carefully monitor market function. If there's any

0:23:47.000 --> 0:23:50.040
<v Speaker 4>question that there's not orderly market function, we're prepared.

0:23:50.000 --> 0:23:51.840
<v Speaker 2>To step in. But we don't see that yet.

0:23:52.160 --> 0:23:55.080
<v Speaker 4>And what we want to assess is how significant is

0:23:55.119 --> 0:23:59.360
<v Speaker 4>the cost shock, and in particular is the drop in

0:24:00.080 --> 0:24:04.600
<v Speaker 4>growth going to which should be disinflationary help offset some

0:24:04.680 --> 0:24:07.840
<v Speaker 4>of the cost shock. While he's waiting to see that,

0:24:09.600 --> 0:24:13.520
<v Speaker 4>he needs to anchor inflation expectations. What I mean anchor

0:24:13.920 --> 0:24:17.320
<v Speaker 4>You don't want inflation expectations to get away from you

0:24:17.600 --> 0:24:18.440
<v Speaker 4>because that'll.

0:24:18.200 --> 0:24:19.760
<v Speaker 2>Make it harder to cut rates.

0:24:19.920 --> 0:24:22.600
<v Speaker 4>So I would argue the speech he gave last week

0:24:22.640 --> 0:24:26.000
<v Speaker 4>in Chicago and other things you're hearing. They're trying to

0:24:26.080 --> 0:24:30.400
<v Speaker 4>keep inflation expectations anchored while they have time to see

0:24:30.400 --> 0:24:33.720
<v Speaker 4>how these policies are going to unfold. Does not mean

0:24:34.200 --> 0:24:37.320
<v Speaker 4>that Jpal and the FED won't be ready to act,

0:24:37.760 --> 0:24:41.280
<v Speaker 4>but they need to understand better. And the last thing

0:24:41.320 --> 0:24:43.760
<v Speaker 4>they want to do is telegraph we're going to abandon

0:24:44.119 --> 0:24:46.400
<v Speaker 4>or ease up on the inflation fight. We've just gone

0:24:46.440 --> 0:24:49.879
<v Speaker 4>through an inflation trauma. I think for many low modern

0:24:49.920 --> 0:24:53.040
<v Speaker 4>income families. He doesn't want to signal that they're going

0:24:53.119 --> 0:24:56.680
<v Speaker 4>to ease up, and so it's a pretty complicated communication

0:24:57.640 --> 0:25:02.080
<v Speaker 4>and tactical balances trying to weave. And I think that's

0:25:02.119 --> 0:25:07.840
<v Speaker 4>what you're seeing. And the irony is if j palll

0:25:07.880 --> 0:25:10.040
<v Speaker 4>could find his way clear in the committee, and if

0:25:10.040 --> 0:25:12.040
<v Speaker 4>I were there, if I could find my way clear

0:25:12.080 --> 0:25:14.680
<v Speaker 4>at the lower rates, I'd love to, but I need

0:25:14.680 --> 0:25:17.280
<v Speaker 4>to understand how this is going to unfold. I doubt

0:25:17.280 --> 0:25:20.960
<v Speaker 4>they'll be able to figure it out by May. They're

0:25:20.960 --> 0:25:23.520
<v Speaker 4>going to take at one meeting at a time. They're

0:25:23.560 --> 0:25:26.600
<v Speaker 4>not going to be prognosticators. They're going to be risk managers,

0:25:27.000 --> 0:25:29.159
<v Speaker 4>and I think that's what you're seeing.

0:25:31.040 --> 0:25:34.320
<v Speaker 3>We have taken for the past forty years, certainly since

0:25:35.800 --> 0:25:39.200
<v Speaker 3>I first recall hearing the term interest rates in the

0:25:39.240 --> 0:25:43.840
<v Speaker 3>early nineteen eighties. Two things is gospel right, the respectful

0:25:43.920 --> 0:25:46.760
<v Speaker 3>dynamic in the relationship between the White House and the

0:25:46.760 --> 0:25:50.480
<v Speaker 3>Federal Reserve, and the importance of cimple bank independence. What's

0:25:50.640 --> 0:25:52.800
<v Speaker 3>at stake if they go away?

0:25:53.880 --> 0:25:58.520
<v Speaker 4>So I've always felt, and I do believe today after

0:25:58.640 --> 0:26:01.200
<v Speaker 4>having looked intensively at this and lived at the FED,

0:26:01.760 --> 0:26:07.280
<v Speaker 4>a mark of a successful country in the modern era

0:26:07.400 --> 0:26:11.159
<v Speaker 4>has been an independent central bank. Now they each of

0:26:11.200 --> 0:26:13.840
<v Speaker 4>them have different objectives. We have a dual mandate here,

0:26:14.000 --> 0:26:16.760
<v Speaker 4>some have just had an inflation mandate. But you want

0:26:17.040 --> 0:26:21.320
<v Speaker 4>there are times where you can have a crisis and

0:26:21.359 --> 0:26:24.440
<v Speaker 4>you need an independent central bank to have the independence

0:26:24.440 --> 0:26:26.960
<v Speaker 4>to come in and help with that crisis.

0:26:27.240 --> 0:26:28.960
<v Speaker 2>There are also times.

0:26:28.760 --> 0:26:32.800
<v Speaker 4>Where maybe we get overheated, and the FED, as it's

0:26:32.800 --> 0:26:34.280
<v Speaker 4>done in the last few years, has got to do

0:26:34.359 --> 0:26:38.000
<v Speaker 4>something very unpopular, or Paul Volker did in the late

0:26:38.080 --> 0:26:42.639
<v Speaker 4>seventies early eighties, very unpopular, but necessary in order to

0:26:42.760 --> 0:26:47.679
<v Speaker 4>tamp down inflation. And I think that independence that's not

0:26:47.880 --> 0:26:51.840
<v Speaker 4>wrapped up in the political system has been critical to

0:26:52.600 --> 0:26:54.959
<v Speaker 4>the success of our economy now. I think people have

0:26:54.960 --> 0:26:56.680
<v Speaker 4>worked at the FED would be the first to say

0:26:56.960 --> 0:27:00.280
<v Speaker 4>there have been mistakes along the way and lessons learned, and.

0:27:00.520 --> 0:27:01.720
<v Speaker 2>I would certainly say that.

0:27:02.000 --> 0:27:06.320
<v Speaker 4>But I think the independence is a is a cornerstone

0:27:06.800 --> 0:27:09.159
<v Speaker 4>of what one of the many factors that's helped the

0:27:09.240 --> 0:27:11.040
<v Speaker 4>United States be successful in the world.

0:27:11.359 --> 0:27:13.120
<v Speaker 3>I want to touch on one thing before we run

0:27:13.160 --> 0:27:19.080
<v Speaker 3>out of time, and it concerns the time that you've

0:27:19.080 --> 0:27:22.160
<v Speaker 3>spent a Golden Sacks since starting there out of business

0:27:22.200 --> 0:27:24.440
<v Speaker 3>school in nineteen eighty three and now for the past

0:27:24.440 --> 0:27:27.320
<v Speaker 3>eleven months. Back there as vice chairman, Mike shared with

0:27:27.400 --> 0:27:32.320
<v Speaker 3>us the fantastic anecdote about programming and Fortrand. You know

0:27:32.840 --> 0:27:36.600
<v Speaker 3>what has changed the most, clearly, nobody's programming in Fortrand

0:27:36.640 --> 0:27:39.080
<v Speaker 3>and punching in cards any longer. We do things at

0:27:39.080 --> 0:27:42.240
<v Speaker 3>Bloomberg very differently. What's most different at Goldman Sachs about

0:27:42.240 --> 0:27:44.720
<v Speaker 3>the way the firm operates now relative to the way

0:27:44.760 --> 0:27:45.920
<v Speaker 3>things were done when you got there.

0:27:45.960 --> 0:27:49.080
<v Speaker 4>So there might have been I forget, maybe two thousand

0:27:49.080 --> 0:27:52.800
<v Speaker 4>people at the firm when I joined, we were primarily us.

0:27:54.600 --> 0:27:56.480
<v Speaker 2>Today we are a global firm.

0:27:56.720 --> 0:28:00.000
<v Speaker 4>We're in a number of divisions, and businesses, including asset manager.

0:28:00.240 --> 0:28:01.639
<v Speaker 2>We weren't in when I joined.

0:28:01.840 --> 0:28:08.200
<v Speaker 4>We've got fifty thousand people, much bigger footprint. So globalization

0:28:08.920 --> 0:28:11.399
<v Speaker 4>was sort of the headline, I would argue in the

0:28:11.520 --> 0:28:14.920
<v Speaker 4>eighties and the nineties. Goldman was part of it. Many

0:28:15.040 --> 0:28:19.560
<v Speaker 4>US businesses became globalized. There's been a change, I would

0:28:19.720 --> 0:28:22.080
<v Speaker 4>argue in the last ten or fifteen years, and we

0:28:22.160 --> 0:28:25.280
<v Speaker 4>see it in our business. I'd say, if you lost

0:28:25.320 --> 0:28:29.159
<v Speaker 4>your job in the United States twenty years ago, was

0:28:29.160 --> 0:28:31.879
<v Speaker 4>probably might have been due to globalization. In the last

0:28:31.880 --> 0:28:35.760
<v Speaker 4>ten or fifteen years, probably more likely due to technology

0:28:36.160 --> 0:28:42.120
<v Speaker 4>and technology enabled disruption and businesses the rate of disruption

0:28:42.360 --> 0:28:46.840
<v Speaker 4>innovation has accelerated. That has been critical the Goldman Sachs

0:28:46.920 --> 0:28:50.120
<v Speaker 4>and the opportunity for us, But it's also changed our

0:28:50.200 --> 0:28:55.040
<v Speaker 4>economy to where the United States probably hasn't done as

0:28:55.080 --> 0:28:56.880
<v Speaker 4>good a job. And that's why many of us at

0:28:56.920 --> 0:29:00.320
<v Speaker 4>the firm are involved in education early childhood literally see

0:29:00.360 --> 0:29:04.760
<v Speaker 4>secondary education, digital divide skills training. We've got to improve

0:29:04.880 --> 0:29:08.400
<v Speaker 4>that in the United States to help people make the adjustment.

0:29:08.640 --> 0:29:12.120
<v Speaker 4>There'll be plenty of jobs that will require improved education,

0:29:12.520 --> 0:29:15.920
<v Speaker 4>and I think we're seeing those changes in our businesses.

0:29:15.920 --> 0:29:20.000
<v Speaker 4>At Goldman Sachs globally, and I think, I think the

0:29:20.920 --> 0:29:23.720
<v Speaker 4>society has got a different set of policy decisions to

0:29:23.720 --> 0:29:24.479
<v Speaker 4>make because of that.

0:29:24.760 --> 0:29:29.080
<v Speaker 3>You've experienced and observed as well as anyone what it

0:29:29.160 --> 0:29:33.280
<v Speaker 3>takes to be successful, not just at a firm like Goldman,

0:29:33.560 --> 0:29:39.000
<v Speaker 3>but at an industry well represented here Wall Street. If

0:29:39.040 --> 0:29:44.160
<v Speaker 3>you will, what about those ingredients to success are the

0:29:44.200 --> 0:29:47.640
<v Speaker 3>same as they were in nineteen eighty three, and which

0:29:47.640 --> 0:29:48.560
<v Speaker 3>ones are different today?

0:29:48.560 --> 0:29:49.360
<v Speaker 2>And why so?

0:29:50.080 --> 0:29:54.440
<v Speaker 4>Business principle Number one, client's interests come first. If they succeed,

0:29:54.440 --> 0:29:58.520
<v Speaker 4>our own interests will follow. It's always been number one.

0:29:58.560 --> 0:30:01.320
<v Speaker 4>And number two, our people are our most important asset.

0:30:02.400 --> 0:30:05.000
<v Speaker 4>And you better take care of your people, mentoring, coaching,

0:30:05.120 --> 0:30:09.040
<v Speaker 4>developing your people. That was true forty years ago, and

0:30:09.120 --> 0:30:13.080
<v Speaker 4>it's never been more true. That's never been more true today.

0:30:13.120 --> 0:30:16.960
<v Speaker 3>Also, anything different, anything new.

0:30:18.040 --> 0:30:22.720
<v Speaker 4>The complexity We always were a teamwork oriented firm was

0:30:22.760 --> 0:30:26.320
<v Speaker 4>one of the keys to the firm today. You multiply

0:30:26.480 --> 0:30:29.600
<v Speaker 4>that statement by fifty. In order to serve a client,

0:30:29.960 --> 0:30:34.800
<v Speaker 4>we bring the whole firm together. Globally, we've got to

0:30:34.840 --> 0:30:38.120
<v Speaker 4>get dramatically better. The world is so much more complex.

0:30:39.040 --> 0:30:41.160
<v Speaker 4>Clients don't want to hire an individual. They want to

0:30:41.200 --> 0:30:43.959
<v Speaker 4>hire a firm and know that that person covering them.

0:30:43.960 --> 0:30:46.320
<v Speaker 4>Our team will bring the whole firm to bear. That's

0:30:46.440 --> 0:30:48.000
<v Speaker 4>key to our business.