WEBVTT - Brookfield CEO Bruce Flatt Talks Tariff Impact & Deal Making

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<v Speaker 1>Bloomberg Audio Studios Podcasts Radio.

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<v Speaker 2>We want to go now to the Bloomberg invest conference

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<v Speaker 2>taking place in downtown New York, where the Brookfield CEO

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<v Speaker 2>Bruce Lass is currently speaking.

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<v Speaker 1>Take a listen, mantage of opportunities, and.

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<v Speaker 3>As long as you keep your eye on twenty years

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<v Speaker 3>from now and the businesses that you're running, all of

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<v Speaker 3>these things will be looked back upon as very short

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<v Speaker 3>term items. This will not be what we're going through today,

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<v Speaker 3>will not be relevant twenty five years from today.

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<v Speaker 4>It might not be relevant beyond this presidential term.

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<v Speaker 3>I'm just telling you twenty five years from now, we're

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<v Speaker 3>going to look back and it won't be relevant.

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<v Speaker 5>You're thinking, and I did that time horizon.

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<v Speaker 1>We always think on those time horizons. Everything we do.

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<v Speaker 5>Not everybody here can afford to think like that.

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<v Speaker 3>Everything we do, or why we're in private markets is

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<v Speaker 3>because we buy things for long periods of time and

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<v Speaker 3>either we're going to hold them or it's in a

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<v Speaker 3>fund where we may have to sell.

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<v Speaker 1>But what we need to do is to prepare.

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<v Speaker 3>The investment for the next owner that they will accept

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<v Speaker 3>the next twenty five years.

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<v Speaker 1>And that's really really important.

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<v Speaker 3>To keep your eye on the long Ball.

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<v Speaker 4>I know that you are certainly competitive, competitive in your industry,

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<v Speaker 4>competitive as an individual. Sometimes the how of the deal

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<v Speaker 4>making process is important. The deal that I just mentioned,

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<v Speaker 4>this nineteen billion dollar deal for these global ports, originated,

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<v Speaker 4>as we understand it, with a pitch by Larry Fink,

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<v Speaker 4>of course, who is a peer of yours, runs Blackrock

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<v Speaker 4>directly to the White House and again thinking only in

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<v Speaker 4>terms of the next four years, not necessarily twenty five.

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<v Speaker 4>From a competitive standpoint, is that the kind of thinking

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<v Speaker 4>that you have to be operating with in.

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<v Speaker 5>Order to be competitive, in order to win, you know.

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<v Speaker 4>That kind of of access and that kind of I

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<v Speaker 4>think under the circumstances deal making creativity.

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<v Speaker 3>You know, we're building the Intel fabrication plan for thirty

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<v Speaker 3>two billion dollars in Arizona. We just signed a twelve

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<v Speaker 3>billion dollars Microsoft Power contract to build renewables for them,

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<v Speaker 3>largely in the United States. We just did a large

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<v Speaker 3>deal in Germany with Deutsche Telecom with their telecom towers.

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<v Speaker 1>We just signed AI deployment.

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<v Speaker 3>Data center business in France with the French government for

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<v Speaker 3>twenty billion. Our business is about facilitating our operating skills

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<v Speaker 3>and amassing the large.

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<v Speaker 1>Sums of money.

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<v Speaker 3>We have to take on opportunities that are significant, and

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<v Speaker 3>increasingly there aren't that many people that can compete with

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<v Speaker 3>us just because of the.

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<v Speaker 1>Access to capital that we have.

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<v Speaker 4>You're right, there aren't many people who can compete with you.

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<v Speaker 4>There were few, however, right, Some of them started in

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<v Speaker 4>different places. Brookfield for many years was known as a

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<v Speaker 4>huge player and real estate and infrastructure, and now, of

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<v Speaker 4>course you're also huge in private equity and credit and renewable.

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<v Speaker 5>Energy and insurance.

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<v Speaker 4>But the others, I could name some of them, you

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<v Speaker 4>know who they are, are following a similar playbook, right,

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<v Speaker 4>trying to give clients everything that could possibly want under

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<v Speaker 4>one roof concentrating more and more LP assets. It's been

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<v Speaker 4>great for your stock price and for.

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<v Speaker 5>Their stock prices.

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<v Speaker 4>Is the future more of the same, which is to say,

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<v Speaker 4>more concentration and more convergence, the biggest firms getting not

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<v Speaker 4>just bigger, but more alike one another. Or will there

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<v Speaker 4>be a divergence at some point with say a brook

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<v Speaker 4>Field and perhaps another firm or two going in one

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<v Speaker 4>direction and everybody else going in another.

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<v Speaker 3>I think over time, if you look at financial services,

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<v Speaker 3>there's always opportunity for niche players, and there will be

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<v Speaker 3>always that around the world, but there's increasingly concentration within

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<v Speaker 3>large scale players, which as you note, are probably five

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<v Speaker 3>or six today, maybe at seven or eight over time.

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<v Speaker 3>And those large players look similar, but they're not exactly

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<v Speaker 3>the same, and it's how they developed the access the

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<v Speaker 3>capital that they have.

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<v Speaker 1>Available to be able to deploy their businesses.

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<v Speaker 3>So they're similar, but then they're not exactly the same.

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<v Speaker 3>And it's not that one is better than the other,

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<v Speaker 3>it's just they're a little bit different for various reasons,

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<v Speaker 3>probably developed over twenty five thirty years.

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<v Speaker 4>One of the big differentiators in your industry now is insurance,

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<v Speaker 4>a huge growth engine for alternative asset managers as a

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<v Speaker 4>group of Brookfield of course included why is that business

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<v Speaker 4>so appealing growing so quickly?

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<v Speaker 3>One of the last businesses in the financial services industry.

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<v Speaker 1>That had not almost it's now turned on its head.

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<v Speaker 3>We're in the business of in our insurance business is

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<v Speaker 3>finding low risk liabilities and maximizing the asset value that

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<v Speaker 3>we can generate on the asset side of the balance sheet. Historically,

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<v Speaker 3>insurance companies made money from insurance and found somebody to

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<v Speaker 3>invest their money, so the model's almost been turned like this.

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<v Speaker 3>And our special ingredient to all of this is we

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<v Speaker 3>have one hundred and fifty billion dollars of capital at

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<v Speaker 3>our parent company. We put almost twenty billion dollars into

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<v Speaker 3>the equity of our insurance business, which we've just sold assets.

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<v Speaker 1>And put that money into the company, and.

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<v Speaker 3>We will continue to do that to build out the

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<v Speaker 3>business over the next ten years. So because we have

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<v Speaker 3>one hundred and fifty billion dollars of tangible capital, we

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<v Speaker 3>can grow that business very significantly, and it both helps facilitate,

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<v Speaker 3>of course, earnings in the insurance business, but drives our

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<v Speaker 3>whole asset management franchise as well.

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<v Speaker 4>So if you were to take the twenty plus billion

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<v Speaker 4>dollars of equity that you have in that insurance business

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<v Speaker 4>now and add one hundred plus.

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<v Speaker 3>You know it ultimately could be all the capital we

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<v Speaker 3>have up top, which is one hundred and fifty billion dollars.

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<v Speaker 4>That turned it into an insurance business with what in

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<v Speaker 4>the way of assets.

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<v Speaker 1>It would just be turned up this way.

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<v Speaker 3>It would be an insurance business owning or asset management

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<v Speaker 3>and our investment operations, which is really what Berkshire Hathaway is.

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<v Speaker 3>It's an insurance company that owns investments intially.

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<v Speaker 5>Also what apollows has become.

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<v Speaker 3>Yes, they don't have an extra one hundred and fifty

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<v Speaker 3>billion dollars in capital up top, but.

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<v Speaker 1>Yes, exactly.

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<v Speaker 4>So if you secute on that plan and we compare

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<v Speaker 4>Brookfield with Apollo, because sounds to me like it's at

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<v Speaker 4>this point or going to be a very useful comparison,

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<v Speaker 4>what do the two look like at the end.

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<v Speaker 5>Of the day.

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<v Speaker 3>Look, our business has a very large asset management business,

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<v Speaker 3>which is a trillion dollars of assets under management, a

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<v Speaker 3>large insurance company that's getting bigger, and a very significant

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<v Speaker 3>pool of cash, cash and assets.

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<v Speaker 1>That can be turned into cash.

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<v Speaker 3>What we do with those assets that can be turned

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<v Speaker 3>into cash will decide over time. They may go in

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<v Speaker 3>to we're insurance company if we can find opportunities, or

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<v Speaker 3>we will redeploy them into some other financial services business,

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<v Speaker 3>or we'll just keep buying stock back over the next

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<v Speaker 3>twenty years. We'll have to see where it goes, and

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<v Speaker 3>it'll all depend on opportunities.

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<v Speaker 4>Brucey recently predicted that there will be more consolidation in

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<v Speaker 4>the alternatives industry.

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<v Speaker 5>Will Brickfield be a buyer.

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<v Speaker 3>As well, we are at the point where we almost

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<v Speaker 3>have everything that we want. We have a few very

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<v Speaker 3>simple metrics for things that could be additive to us.

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<v Speaker 3>But if something can be additive to us, that we

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<v Speaker 3>can bring something to a group and that culturally we

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<v Speaker 3>can see eye to eye and be partners, we might

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<v Speaker 3>add in other businesses into Brickfield asset management, but we

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<v Speaker 3>see no real need to pay up for anything at

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<v Speaker 3>this point in time, just because we're a pretty broad

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<v Speaker 3>We have a pretty broad array of products for our.

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<v Speaker 1>Clients and we continue to build those out.

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<v Speaker 4>I do want to take a minute and talk to

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<v Speaker 4>you about AI in particular, because infrastructure is quite obviously

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<v Speaker 4>to all of us becoming one of the gating factors

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<v Speaker 4>in the ros of AI. Hundreds and hundreds of billion

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<v Speaker 4>dollars being committed to AI infrastructure.

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<v Speaker 5>Brookfield as a player, what's.

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<v Speaker 4>Your commitment to date and what role do you see

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<v Speaker 4>yourselves playing over time.

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<v Speaker 3>So we are the largest private builder of renewable power

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<v Speaker 3>in the world, we're among the top three largest builders

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<v Speaker 3>of data centers in the world, and we're continuing to

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<v Speaker 3>morph the model into funding compute capacity for the technology groups.

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<v Speaker 1>That the number one the number one things.

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<v Speaker 3>Thing that stands between us achieving all of the models

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<v Speaker 3>that will drive the AI revolution and productivity advances is

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<v Speaker 3>the backbone of infrastructure around the world.

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<v Speaker 1>It's the singular one thing.

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<v Speaker 3>And so we continue to put enormous amounts of money

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<v Speaker 3>behind these big businesses, and it's largely because our view

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<v Speaker 3>is that the productivity advances that are going to come

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<v Speaker 3>out of AI models in advanced robotics and services are

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<v Speaker 3>going to be unprecedented over the next twenty years. And

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<v Speaker 3>what that means is we're in the midst in the

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<v Speaker 3>United States, but also globally, we'll in the midst of

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<v Speaker 3>this enormous investment era, but it's going into highly productive,

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<v Speaker 3>all right.

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<v Speaker 2>That is the Bloomberg invest Conference. If you want to

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<v Speaker 2>continue to listen to the conversation between Eric Shasker and

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<v Speaker 2>Bruce Latt, you can check it out on the Bloomberg

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<v Speaker 2>terminal by typing live go and tune into the developments

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<v Speaker 2>at Bloomberg Live