WEBVTT - Stephen Schwarzman

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<v Speaker 1>Stephen Schwartzman is the founder of Blackstone Group, the largest

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<v Speaker 1>alternative asset manager in the world with five hundred fifty

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<v Speaker 1>four billion dollars worth of assets under management. With a

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<v Speaker 1>wide range of global business interests in private equity, debt financing,

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<v Speaker 1>hedge fund management, and real estate acquisitions, Schwartzman is one

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<v Speaker 1>of the most powerful people on Wall Street. He was

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<v Speaker 1>named one of Time Magazine's most Influential People in two

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<v Speaker 1>thousand seven, and has donated hundreds of millions of dollars

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<v Speaker 1>to different causes over the years. Schwartzman sat down with

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<v Speaker 1>David Rubinstein, co founder of the Carlisle Group and host

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<v Speaker 1>of the Bloomberg television show Peer to Peer Conversations, to

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<v Speaker 1>discuss starting the firm, surviving the real estate crash of

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<v Speaker 1>two thousand seven, and being rejected from Harvard. Before we

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<v Speaker 1>get into Blackstone, I like to talk about a couple

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<v Speaker 1>other things. Um, you grew up in a middle class

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<v Speaker 1>environment in Philadelphia, and now you're one of the wealthiest

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<v Speaker 1>men in the world. You're one of the biggest philanthropists

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<v Speaker 1>in the world, and you are an advised with the presidents.

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<v Speaker 1>The last three presidents have asked your advice on various things.

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<v Speaker 1>And you're very close to President Trump. So when you're

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<v Speaker 1>growing up in Philadelphia, did you ever, in your wildest dreams,

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<v Speaker 1>imagine this could possibly happen? No? Did you? Are you?

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<v Speaker 1>Do you pinch yourself every day now you think about

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<v Speaker 1>where you have achieved your status in life? Yeah, frankly,

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<v Speaker 1>every day is an adventure. Uh, and every day is

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<v Speaker 1>a privilege. Now you've come to know President Trump quite

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<v Speaker 1>well in recent years since he's been president. Did you

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<v Speaker 1>know him before he was president? Or know him very well? Then?

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<v Speaker 1>I knew him before he was president. So when he

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<v Speaker 1>told you I'm running thinking of running for president, did

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<v Speaker 1>you tell him you have a good chance? Or do

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<v Speaker 1>you tell him that's a tough thing to do. I

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<v Speaker 1>thought that was a veritable impossibility. Okay, So when he

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<v Speaker 1>got elected, did he say, Steve Um, you were wrong

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<v Speaker 1>and why don't you come in and serve in the administration?

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<v Speaker 1>I can't tell you exactly what he said, but it

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<v Speaker 1>was very funny. Uh, And uh, you know I I

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<v Speaker 1>didn't want to be part of, uh the government. I

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<v Speaker 1>have a wonderful life as it is, and I didn't

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<v Speaker 1>want to disrupt that. So you've been an advisor off

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<v Speaker 1>and one for from the beginning administration to president. And

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<v Speaker 1>he's actually to do a number of assignments. But I've

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<v Speaker 1>never seen him tweet anything unfavorable about you. So you've

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<v Speaker 1>managed to stay on his good side. What's the secret

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<v Speaker 1>to staying on his good side? Well, you tell people

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<v Speaker 1>the truth. Uh. You know, I don't work in the administration.

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<v Speaker 1>I'm an independent person and I give my views. I

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<v Speaker 1>find that he likes to listen. Uh, and and that's

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<v Speaker 1>I think a good thing. But I suppose he's reelected

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<v Speaker 1>and he said, I, Steve like to be Secretary of State,

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<v Speaker 1>Secretary of Treasury. Would you ever consider that? When I

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<v Speaker 1>was younger, I would do that, David, I'm at a

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<v Speaker 1>point in my life now where that that's not where

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<v Speaker 1>I want to spend my time. Okay, So you have

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<v Speaker 1>spent some time recently writing a new book. Um, this

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<v Speaker 1>is Steve Schwartzman. What it takes Lessons in the Pursuit

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<v Speaker 1>of Excellence? Well, I read the book and it's quite fascinating.

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<v Speaker 1>I know you quite well, but I didn't know a

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<v Speaker 1>lot about your background, and which I found quite interesting.

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<v Speaker 1>And why don't we start with your back when I

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<v Speaker 1>take you through the creation of Blackstone. So you grew

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<v Speaker 1>up in the Philadelphia suburbs, is that right? That's right?

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<v Speaker 1>And you were from a middle class family. Your father

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<v Speaker 1>had a curtain store. Yeah, curtain story sort of would

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<v Speaker 1>have been a bed bath and beyond the type of store.

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<v Speaker 1>And it was started by his father, and so he

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<v Speaker 1>came into the business. And did they say, Steve, you're

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<v Speaker 1>the oldest of the three sons that he had. Now

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<v Speaker 1>it's time for you to come into the business. So

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<v Speaker 1>that was sort of expected. And I found that standing

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<v Speaker 1>up and waiting on people buying linen handkerchiefs was perhaps

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<v Speaker 1>not my highest and best use. But you told your father,

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<v Speaker 1>according to the book, that maybe he should expand it,

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<v Speaker 1>do more than one store, and maybe become bead bath

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<v Speaker 1>and beyond. What did he say to that advice? He said, Steve,

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<v Speaker 1>that's really interesting. I don't feel like doing that. And

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<v Speaker 1>I said, Dad, why why don't you want to do?

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<v Speaker 1>Would we have lots of people in this store. I

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<v Speaker 1>haven't seen another store like this. I think we could

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<v Speaker 1>be national and he just said not for him, he said,

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<v Speaker 1>I'm just not interested. So I I said, well, why

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<v Speaker 1>don't we open stores? All over Pennsylvania because I was

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<v Speaker 1>from Philadelphia. And he said, I don't want to do that.

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<v Speaker 1>So then I had a third option, which is why

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<v Speaker 1>don't we open stores all over Philadelphia? And he said

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<v Speaker 1>I don't want to do that either. I said, Dad,

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<v Speaker 1>why why don't you want to do this? And he said,

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<v Speaker 1>I'm happy the way I am. I have a house,

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<v Speaker 1>I have two cars. I have enough money to send

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<v Speaker 1>you and your brothers to college, and that's really all

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<v Speaker 1>I want. And I shook my head and I went,

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<v Speaker 1>I don't understand that. I just saw the opportunity to

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<v Speaker 1>open stores all over the country, and he just didn't

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<v Speaker 1>want to do it. And surprising to me is he

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<v Speaker 1>was very very intelligent. When you're saying your book that

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<v Speaker 1>he was far more intelligent than you, that might be

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<v Speaker 1>an exaggeration, but he obviously was a very smart person.

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<v Speaker 1>That was not an exaggeration because I would talk to him, Uh,

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<v Speaker 1>when I was starting my career on things, and no

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<v Speaker 1>matter what I was working on, he could always find

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<v Speaker 1>the weakness in the argument or in the deal. And

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<v Speaker 1>what about your mother? What did she do? She she

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<v Speaker 1>was just aggressive? Uh, she was a housewife. Was the

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<v Speaker 1>nineteen fifties, uh, and in sixties, and I have twin brothers,

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<v Speaker 1>and three of us were a handful, and that that

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<v Speaker 1>was the paradigm at that time. So, as I said,

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<v Speaker 1>I've known you for quite a while, but honestly, until

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<v Speaker 1>I read this book, I did not realize you were

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<v Speaker 1>a track star. Were there a lot of you know,

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<v Speaker 1>white Jewish boys on the track team or were you

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<v Speaker 1>a minority in that regard. I think I was a

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<v Speaker 1>minority of one. You say in the book, which obviously

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<v Speaker 1>is true, that you did something that's quite audacious. You

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<v Speaker 1>applied to Harvard Yale, and I think Princeton and Harvard

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<v Speaker 1>did not accept you. So you then got out some

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<v Speaker 1>coins and called the director of admissions at Harvard and

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<v Speaker 1>said you made a mistake. What was that? Like? That

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<v Speaker 1>was frightening? Actually, uh, you know, we didn't have cell

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<v Speaker 1>phones then, so so I got some quarters, uh, and

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<v Speaker 1>I found the phone number for the admissions office and

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<v Speaker 1>some document and and the pay phone was was outside

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<v Speaker 1>the gym. Uh, And I stood there and put those

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<v Speaker 1>quarters on in and you could hear the ringing when

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<v Speaker 1>they dropped down, and I asked for the dean of admissions,

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<v Speaker 1>and I was put right through. And so he picks

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<v Speaker 1>up the phone and I said, Hi, I'm Steve Schwartzman

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<v Speaker 1>from Abington High School in Abington, Pennsylvania, and I'm on

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<v Speaker 1>the waiting list and I'd really like to go to Harvard,

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<v Speaker 1>So why don't you take me off the waiting list?

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<v Speaker 1>And so he said, how in the world did you

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<v Speaker 1>get through to me? He said, you're not allowed to

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<v Speaker 1>talk to me. I don't talk to applicants. Um And

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<v Speaker 1>I said, but we're talking and he said yes, he said,

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<v Speaker 1>he said, you sound like a very nice young man,

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<v Speaker 1>but unfortunately, we're not going to be taking anyone from

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<v Speaker 1>the waiting list this year, you know, we are. Yield

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<v Speaker 1>was was higher than we thought. And where where else

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<v Speaker 1>were you accepted? I said, well, I've accepted at Yale.

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<v Speaker 1>And he said, well, you'll have a very good time

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<v Speaker 1>at Yale and you'll enjoy it. I said, I'm sure

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<v Speaker 1>I would. I said, but that wasn't my objective for

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<v Speaker 1>the phone call. He said, well, I understand that. I'm

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<v Speaker 1>just so sorry. Did you ever see him again or

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<v Speaker 1>hear from rom again in life? Ironically, it's really a

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<v Speaker 1>great story. Uh. The CEO of Mackenzie was in my

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<v Speaker 1>office twenty five years later, and he was on the

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<v Speaker 1>Harvard Corporation. Uh and Um I told him this story.

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<v Speaker 1>So he asked what year. And that dean of admissions

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<v Speaker 1>UM was a close friend of his. He said, do

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<v Speaker 1>you mind if I told him that I ran into you.

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<v Speaker 1>I said, no, that's fine. Uh. And and so I

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<v Speaker 1>got a letter two weeks later from that former dean

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<v Speaker 1>of admissions. Uh. And he said, I remember getting that

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<v Speaker 1>phone call in sixty four and he said, every time

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<v Speaker 1>I see you in a newspaper, I realized I blew it. Uh.

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<v Speaker 1>I wish I made all the right decisions, but as

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<v Speaker 1>I told you at the time, there were no no

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<v Speaker 1>beds at the end you Um then went to Harvard

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<v Speaker 1>Business School? Yes? And did you enjoy Harvard Business School?

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<v Speaker 1>Did you want to drop out? Yes? And what kept

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<v Speaker 1>you from dropping out? I wrote a letter? Uh? There

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<v Speaker 1>was no internet. Uh. I wrote a letter to Dick Jennerette,

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<v Speaker 1>who was president of a firm called Donaldson Lufkin Jennerette,

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<v Speaker 1>which is where I worked a bit right after I graduated,

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<v Speaker 1>before I went into the army. And I said, Dick,

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<v Speaker 1>it's called up here. The classes are highly repetitive. Uh.

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<v Speaker 1>And I'd like to come back to work, and if

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<v Speaker 1>you don't want me to d LJ, I'll do something else.

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<v Speaker 1>What do you think? So, so he wrote me a

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<v Speaker 1>six page letter and he said, that's just the way

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<v Speaker 1>I felt in December of my first year, and I

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<v Speaker 1>was going to transfer uh to to the Economic School

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<v Speaker 1>and get a PhD. And I didn't drop out, and

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<v Speaker 1>you shouldn't either. You should complete what you're doing. And

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<v Speaker 1>I was so dumbfound that he was so kind and

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<v Speaker 1>thoughtful and had similar feelings and and basically said, don't

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<v Speaker 1>you do that. It's the wrong decision that I just

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<v Speaker 1>listened to him and stay. You stayed. You must have

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<v Speaker 1>done pretty well because you had lots of offers afterwards. Yes,

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<v Speaker 1>so you interviewed with number of firms and the one

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<v Speaker 1>you decided to go with was Lehman Brothers. Yes, why

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<v Speaker 1>did you pick Lehman Brothers? So? I thought it would

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<v Speaker 1>be the most interesting cast of characters. Uh. You know

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<v Speaker 1>that was before m b a's went to Wall Street,

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<v Speaker 1>uh and um so, so they just hired at random.

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<v Speaker 1>And this was the first class of MBA's that Lehman

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<v Speaker 1>was going to hire, and the people were fascinating you

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<v Speaker 1>had x CIA agents, you had people who had worked

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<v Speaker 1>on oil rigs, who who had all kinds of unusual

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<v Speaker 1>people working at the firm. So I thought, for whatever

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<v Speaker 1>the reason, it was the right personality fit for me.

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<v Speaker 1>And you became a partner at an early age, I

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<v Speaker 1>think thirty one, something like thirty one, thirty one years old.

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<v Speaker 1>You're a partner at Lehman Brothers and life was going well.

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<v Speaker 1>But then there's a problem at Lehman Brothers. And Lehman

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<v Speaker 1>Brothers ultimately was sold is that right? Yes, that's right.

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<v Speaker 1>I sold it, uh, and to American Express. And the

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<v Speaker 1>problem was that in the trading side of the firm

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<v Speaker 1>there was a position taken that really went wrong. So

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<v Speaker 1>you then decided to join somebody who had been previously

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<v Speaker 1>been the president of Lehman Brothers, but he was eased out. Um,

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<v Speaker 1>that's Pete Peterson, previously also Secretary of Commerce and the

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<v Speaker 1>Knick's administration. And you and he decided to start a

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<v Speaker 1>new firm in Yes, and that firm's name was um Blackstone.

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<v Speaker 1>So Blackstone starts two people, you and Pete Peterson. Uh.

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<v Speaker 1>Where did you have to get the money for the firm? Well,

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<v Speaker 1>it didn't require much. It was an advisory business, so

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<v Speaker 1>you talk and people give you money. You each put

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<v Speaker 1>in two hundred thousand dollars. The strategic plan for the business,

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<v Speaker 1>which we announced in letter to everyone we knew, was

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<v Speaker 1>first you know, the m and a advisory business because

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<v Speaker 1>it required no capital. Right. Uh. The second was going

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<v Speaker 1>into the private equity business. And you had never been,

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<v Speaker 1>you or Pete privately invested before, and Peach that since

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<v Speaker 1>we haven't been, we'll go out and raise a small fund,

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<v Speaker 1>fifty million dollar fund. You said, if I recall the book,

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<v Speaker 1>let's go raise a billion dollars. Billion dollars. So that's

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<v Speaker 1>fairly audacious. Where were you gonna get a billion dollars?

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<v Speaker 1>So we went to our top eight team prospects. Everyone

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<v Speaker 1>said no, except Metropolitan Life in New York Life. One

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<v Speaker 1>said I'll give you a fifty million. The other one said,

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<v Speaker 1>I'll give you twenty five. But I don't want to be,

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<v Speaker 1>you know, sort of a big part of the things

0:12:30.800 --> 0:12:34.080
<v Speaker 1>that you have to raise at least five million dollars

0:12:34.200 --> 0:12:38.280
<v Speaker 1>or else our commitments are worthless. And we had already

0:12:38.280 --> 0:12:41.240
<v Speaker 1>gone to everybody we knew who was the best targets,

0:12:41.400 --> 0:12:43.200
<v Speaker 1>and I sort of looked at that and I went,

0:12:43.480 --> 0:12:47.520
<v Speaker 1>oh MG, we are going to fail. And we just

0:12:48.720 --> 0:12:52.559
<v Speaker 1>met one more company is called Prudential Life Insurance Company,

0:12:52.600 --> 0:12:56.640
<v Speaker 1>which was the number one financier in in those days.

0:12:57.280 --> 0:13:02.600
<v Speaker 1>And we're over at Newark on a Friday, having uh

0:13:02.880 --> 0:13:07.079
<v Speaker 1>lunch with the chief investment officer, and he was having

0:13:07.080 --> 0:13:11.120
<v Speaker 1>a two nail and white bread cut across and I'm

0:13:11.160 --> 0:13:15.800
<v Speaker 1>busy pitching this private equity fund and you can share

0:13:16.040 --> 0:13:20.040
<v Speaker 1>part of our advisory profits as a merchant bank. And

0:13:20.120 --> 0:13:24.080
<v Speaker 1>he keeps chewing and Adam's apples going up and down,

0:13:24.120 --> 0:13:28.160
<v Speaker 1>and I keep doing my thing, finishes the first half

0:13:28.160 --> 0:13:33.480
<v Speaker 1>of the sandwich, gets through the other half halfway, and

0:13:33.520 --> 0:13:36.200
<v Speaker 1>he looks over at me and he says, I think

0:13:36.240 --> 0:13:39.240
<v Speaker 1>that's a good idea. Put me down for a hundred

0:13:40.920 --> 0:13:45.760
<v Speaker 1>and I just I can still remember that moment. Did

0:13:46.000 --> 0:13:50.320
<v Speaker 1>did he actually say he's going to give us a

0:13:50.440 --> 0:13:54.640
<v Speaker 1>hundred million dollars? The number one investor in the world,

0:13:55.320 --> 0:13:59.320
<v Speaker 1>so if he gives us money, other people will follow him.

0:14:00.080 --> 0:14:05.640
<v Speaker 1>I realized somehow in Newark on some dreary friday, and

0:14:06.440 --> 0:14:08.560
<v Speaker 1>he gave us the money. I just didn't want him

0:14:08.600 --> 0:14:11.640
<v Speaker 1>to choke on the rest of that Sandwich, make sure

0:14:11.679 --> 0:14:13.720
<v Speaker 1>he lived to give you the money exactly. You did

0:14:13.760 --> 0:14:16.280
<v Speaker 1>pretty well and your devise, your business is booming. You

0:14:16.360 --> 0:14:19.880
<v Speaker 1>decided to get into um other businesses. The first one

0:14:20.080 --> 0:14:23.680
<v Speaker 1>was ended up is black Rock with Larry Fink, and

0:14:23.960 --> 0:14:28.480
<v Speaker 1>Larry brought people over and they were called Blackstone Financial,

0:14:28.880 --> 0:14:32.600
<v Speaker 1>Blackstone Financial. And so you actually owned the firm, or

0:14:32.640 --> 0:14:37.000
<v Speaker 1>own part of the Okay, so you owned fifty fifty

0:14:37.160 --> 0:14:40.760
<v Speaker 1>and now black Stone financials now black Rock, which is

0:14:40.840 --> 0:14:44.080
<v Speaker 1>managing like six trillion dollars I guess or something like that,

0:14:44.240 --> 0:14:46.760
<v Speaker 1>six and a half six and a half trillion. Okay,

0:14:46.840 --> 0:14:49.960
<v Speaker 1>So how did they escape from black Stone? Well, they

0:14:50.000 --> 0:14:53.520
<v Speaker 1>didn't really escape. Uh. You know, we set up in

0:14:53.560 --> 0:15:00.240
<v Speaker 1>an economic arrangement which ended up being inappropriate for a

0:15:00.280 --> 0:15:03.200
<v Speaker 1>business that was growing as rapidly needed to add as

0:15:03.280 --> 0:15:06.920
<v Speaker 1>many people. Uh. And I made a mistake, you know,

0:15:07.000 --> 0:15:09.240
<v Speaker 1>I took the original agreement. I didn't want to change it,

0:15:09.280 --> 0:15:14.040
<v Speaker 1>which was advantageous, uh, you know for my side. Uh.

0:15:14.080 --> 0:15:18.680
<v Speaker 1>And uh, the black Rock people, Blackstone Pavior, Blackstone Financial

0:15:18.680 --> 0:15:22.360
<v Speaker 1>people were frustrated with that. And and that was the

0:15:22.360 --> 0:15:27.160
<v Speaker 1>the judgment of an amateur me. On two thousand seven,

0:15:27.400 --> 0:15:30.200
<v Speaker 1>you decide maybe you should take the firm public. It's

0:15:30.200 --> 0:15:33.680
<v Speaker 1>a private company. Why did you take the firm public? Well,

0:15:33.720 --> 0:15:36.080
<v Speaker 1>I took a public for a lot of different reasons.

0:15:36.560 --> 0:15:39.480
<v Speaker 1>I had a sixth sense that something terrible was going

0:15:39.520 --> 0:15:43.600
<v Speaker 1>to happen in the environment. Money was so available, money

0:15:43.680 --> 0:15:48.680
<v Speaker 1>was cheap, everybody was doing things, prices were crazy, and

0:15:49.120 --> 0:15:51.440
<v Speaker 1>I just had a sense this was going to come

0:15:51.480 --> 0:15:53.560
<v Speaker 1>to a bad ending and we should have a lot

0:15:53.640 --> 0:15:57.760
<v Speaker 1>of capital to make sure we were bomb proof. So

0:15:57.760 --> 0:16:01.400
<v Speaker 1>so that was one reason. A second reason is I

0:16:01.400 --> 0:16:04.000
<v Speaker 1>thought it would be a great branding event for the

0:16:04.080 --> 0:16:07.680
<v Speaker 1>firm on a global basis. Everybody would know who we were,

0:16:08.120 --> 0:16:11.360
<v Speaker 1>and that would make as easier to raise money as

0:16:11.560 --> 0:16:15.400
<v Speaker 1>as well as to um have people sell us companies

0:16:15.440 --> 0:16:18.360
<v Speaker 1>and other assets. So ultimately what happened was the China,

0:16:18.680 --> 0:16:21.360
<v Speaker 1>Chinese sovereign wealth from was the process of being created.

0:16:21.760 --> 0:16:25.000
<v Speaker 1>They heard about your going public and they threw an intermediary,

0:16:25.080 --> 0:16:27.480
<v Speaker 1>Actually somebody working for you said can we buy a

0:16:27.520 --> 0:16:29.160
<v Speaker 1>big stake in the I p O? And you ultimately

0:16:29.200 --> 0:16:31.000
<v Speaker 1>decided to let them do that. Right. I PO was

0:16:31.040 --> 0:16:34.240
<v Speaker 1>going to be four billion dollars. They offered to invest

0:16:34.320 --> 0:16:38.560
<v Speaker 1>three billion, which we didn't even ask them. Uh, and

0:16:38.600 --> 0:16:42.200
<v Speaker 1>I hadn't been to China since, so this was it

0:16:42.360 --> 0:16:48.400
<v Speaker 1>was shocking because um that China had not invested in

0:16:48.440 --> 0:16:54.840
<v Speaker 1>another public company since since it was founded in nine

0:16:55.280 --> 0:16:59.800
<v Speaker 1>So so this was a complete paradigm shift for for China.

0:17:00.160 --> 0:17:03.640
<v Speaker 1>We were chosen by them. It was pretty heavy stuff.

0:17:03.840 --> 0:17:06.240
<v Speaker 1>It worked out and UM ultimately you did the I

0:17:06.359 --> 0:17:09.719
<v Speaker 1>p O and Chinese invested. And then after you did

0:17:09.760 --> 0:17:12.119
<v Speaker 1>the I p O, let me mention two deals that

0:17:12.160 --> 0:17:15.600
<v Speaker 1>you did. One was the biggest real estate deal in history,

0:17:15.680 --> 0:17:19.320
<v Speaker 1>e OP real estate company built by Sam's l and

0:17:19.400 --> 0:17:22.480
<v Speaker 1>you did a forty billion dollar buyout and effect is

0:17:22.520 --> 0:17:26.280
<v Speaker 1>that right? Thirty nine actually? Okay, all right, thirty nine

0:17:26.320 --> 0:17:28.679
<v Speaker 1>billion dollars. It was a bidding war. You won the

0:17:28.680 --> 0:17:31.480
<v Speaker 1>bidding war, but the real estate market crumbled right after

0:17:31.520 --> 0:17:33.520
<v Speaker 1>the deal was done. So how did you survive with

0:17:33.560 --> 0:17:37.320
<v Speaker 1>that deal? Well, we worried because the same reason we're

0:17:37.359 --> 0:17:42.399
<v Speaker 1>going public. I since we were in market top for

0:17:42.480 --> 0:17:47.720
<v Speaker 1>real estate. So so just buying thirty nine billion dollars

0:17:47.720 --> 0:17:53.359
<v Speaker 1>of real estate, UM, I thought it was dangerous because

0:17:53.400 --> 0:17:55.480
<v Speaker 1>you had to pay a pretty good price to get

0:17:55.520 --> 0:17:59.320
<v Speaker 1>it because it was competitive. So as soon as we

0:17:59.440 --> 0:18:03.000
<v Speaker 1>decided we were going to actually raise our price enough

0:18:03.040 --> 0:18:07.280
<v Speaker 1>to be the winner. Um, there were two or three

0:18:07.320 --> 0:18:11.919
<v Speaker 1>of us sitting around saying, this deal is potentially dangerous.

0:18:12.600 --> 0:18:17.439
<v Speaker 1>We've got to reduce the leverage, and we've got to

0:18:17.480 --> 0:18:21.719
<v Speaker 1>take advantage of the crazy prices that people are paying.

0:18:22.119 --> 0:18:25.760
<v Speaker 1>So we decided to sell half of what we bought

0:18:26.440 --> 0:18:29.640
<v Speaker 1>the same day we bought it. So when I told

0:18:29.680 --> 0:18:33.920
<v Speaker 1>people that, they just sort of looked at me and

0:18:33.920 --> 0:18:37.520
<v Speaker 1>and said the same day I said, I don't want

0:18:37.520 --> 0:18:42.119
<v Speaker 1>to take any risk that the world's going to change

0:18:42.119 --> 0:18:44.399
<v Speaker 1>and we're gonna be stuck with all of this. So

0:18:44.440 --> 0:18:49.600
<v Speaker 1>we basically had every conference room at the firm active

0:18:50.040 --> 0:18:53.199
<v Speaker 1>one buying. But then we broke it up into all

0:18:53.280 --> 0:18:55.560
<v Speaker 1>these pieces. But if you hadn't done that, you would

0:18:55.560 --> 0:18:58.640
<v Speaker 1>have lost all your money. I think that's probably market creater.

0:18:58.880 --> 0:19:02.680
<v Speaker 1>Virtually the next day because most of the people who

0:19:02.720 --> 0:19:07.960
<v Speaker 1>bought from us basically got into enormous financial trouble or

0:19:08.440 --> 0:19:13.119
<v Speaker 1>went in solvent. And so after we did that and closed,

0:19:14.359 --> 0:19:17.960
<v Speaker 1>everybody went home. They've been sleepless. Three days later they

0:19:17.960 --> 0:19:24.560
<v Speaker 1>came back and we said, let's sell half I've always

0:19:24.560 --> 0:19:30.200
<v Speaker 1>got left now and be even more conservative. So everybody

0:19:30.200 --> 0:19:32.840
<v Speaker 1>went back to work. And we ended up with one

0:19:32.920 --> 0:19:37.359
<v Speaker 1>quarter of what we bought very conservatively priced so we

0:19:37.400 --> 0:19:40.639
<v Speaker 1>could survive any kind of nuclear winner. We ended up

0:19:40.680 --> 0:19:45.920
<v Speaker 1>making three times our money buying this, this giant thing

0:19:46.119 --> 0:19:48.920
<v Speaker 1>at the top end. And there's never been more than

0:19:49.000 --> 0:19:54.600
<v Speaker 1>ten billion dollars bought or sold by a group. We

0:19:54.720 --> 0:19:59.119
<v Speaker 1>did seventy billion. So you also bought another company before

0:19:59.160 --> 0:20:02.720
<v Speaker 1>the recession, the hit that was called Hilton, and that

0:20:02.800 --> 0:20:05.359
<v Speaker 1>was a leverage buy out, some people might say, at

0:20:05.359 --> 0:20:09.520
<v Speaker 1>the top of the market, and that deal went down

0:20:09.560 --> 0:20:11.639
<v Speaker 1>in terms of the debt and maybe the equity, but

0:20:11.680 --> 0:20:13.720
<v Speaker 1>then you ultimately did things that made it the most

0:20:13.720 --> 0:20:16.720
<v Speaker 1>profitable buy out in the history of buyouts. What did

0:20:16.720 --> 0:20:20.200
<v Speaker 1>you do, Well, that was pretty easy, actually looked hard,

0:20:20.560 --> 0:20:24.119
<v Speaker 1>but uh, you know Hilton had not been integrated. They

0:20:24.119 --> 0:20:27.920
<v Speaker 1>were running four different headquarters. Uh, and there was a

0:20:28.000 --> 0:20:33.119
<v Speaker 1>huge modernization and and and and cost take out. Ultimately,

0:20:33.119 --> 0:20:36.359
<v Speaker 1>you've sold it about a fourteen billion dollar profit. Yes, well,

0:20:36.560 --> 0:20:38.880
<v Speaker 1>if we had held it, it would have been held

0:20:38.920 --> 0:20:41.720
<v Speaker 1>it longer, would have been over twenty So so it

0:20:41.800 --> 0:20:46.080
<v Speaker 1>was a good day because in recent years you become

0:20:46.080 --> 0:20:48.920
<v Speaker 1>one of the nation's biggest philanthropists. You gave three and

0:20:49.000 --> 0:20:52.399
<v Speaker 1>fifty million dollars to m I T for a computing center.

0:20:52.840 --> 0:20:55.119
<v Speaker 1>And relating to artificial intelligence, you never went to m

0:20:55.160 --> 0:20:56.960
<v Speaker 1>I T. You had no connection there. How did that

0:20:57.000 --> 0:20:59.919
<v Speaker 1>come about? Well? That was that was really fascinating. Uh.

0:21:00.359 --> 0:21:04.040
<v Speaker 1>I'm not a technologist. I had met the president of

0:21:04.160 --> 0:21:08.720
<v Speaker 1>m I T, Raphael Raefe, and we started talking, uh,

0:21:08.720 --> 0:21:12.439
<v Speaker 1>and you know, we were concerned that the US was

0:21:12.560 --> 0:21:16.520
<v Speaker 1>just not investing enough in these technologies. And I said,

0:21:16.520 --> 0:21:21.520
<v Speaker 1>do you have any interesting ideas? So he came back

0:21:22.000 --> 0:21:26.840
<v Speaker 1>with a let's double the computer science faculty. Let's take

0:21:27.000 --> 0:21:31.240
<v Speaker 1>our established a new department, in effect, a new school,

0:21:32.240 --> 0:21:34.800
<v Speaker 1>called it a college, which is now going to be

0:21:34.880 --> 0:21:38.119
<v Speaker 1>the m I T. Schwartzman College of Computing. And let's

0:21:38.160 --> 0:21:43.600
<v Speaker 1>connect AI to all the other departments at m I T.

0:21:43.760 --> 0:21:47.160
<v Speaker 1>So m I T will become the first AI enabled

0:21:47.280 --> 0:21:51.080
<v Speaker 1>university in the world. And I said, now that's a

0:21:51.200 --> 0:21:54.359
<v Speaker 1>vision I could buy in. On final question, I'd like

0:21:54.400 --> 0:21:57.240
<v Speaker 1>to ask you it just deals with this um. If

0:21:57.280 --> 0:22:00.320
<v Speaker 1>somebody is watching, we're reading your book and they want

0:22:00.320 --> 0:22:03.440
<v Speaker 1>to be a leader, leader in business or philanthropy or

0:22:03.760 --> 0:22:05.480
<v Speaker 1>or in government, what do you think is the key

0:22:05.560 --> 0:22:07.600
<v Speaker 1>quality to be a leader, and what have you seen

0:22:07.600 --> 0:22:09.639
<v Speaker 1>as your key quality enable you to be a leader.

0:22:09.880 --> 0:22:12.199
<v Speaker 1>I think to be a leader you have to be

0:22:12.240 --> 0:22:16.760
<v Speaker 1>a really good listener. Um. You have to understand what's

0:22:16.800 --> 0:22:22.480
<v Speaker 1>going on around you. You have to be measured um,

0:22:22.560 --> 0:22:27.200
<v Speaker 1>and you have to realize that everything you do is

0:22:27.320 --> 0:22:30.639
<v Speaker 1>amplified in the minds of the people who are listening

0:22:30.680 --> 0:22:37.639
<v Speaker 1>to you. So so care, nuance uh, kindness uh. But

0:22:38.320 --> 0:22:43.200
<v Speaker 1>defining a culture, that's what a leader does. Steve, thanks

0:22:43.280 --> 0:22:46.240
<v Speaker 1>very much for this time. I appreciate it. Thanks David.

0:22:46.720 --> 0:22:50.440
<v Speaker 1>That's Blackstone Group Chairman and chief executive Officer Steven Schwartzman.