WEBVTT - Goldman Sachs CEO David Solomon Talks French Hub

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<v Speaker 1>Bloomberg Audio Studios, Podcasts, radio News.

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<v Speaker 2>Very happy to say alongside me David Solomon of gomaz

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<v Speaker 2>SAX David, good afternoon.

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<v Speaker 1>Good Afternoon's good to see you.

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<v Speaker 2>Fantastic to see in Paris as well.

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<v Speaker 1>At Paris, France.

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<v Speaker 2>I think we need to talk about France first and

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<v Speaker 2>we'll move our way through the business and talk about

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<v Speaker 2>the United States as well. Typically, I can say as

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<v Speaker 2>a brit that we used to look at France as

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<v Speaker 2>sort of anti business, not a place you'd want to

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<v Speaker 2>put an employee. Perhaps you'd choose London over Paris. That

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<v Speaker 2>seems to have changed, am I right, Well.

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<v Speaker 3>It's involved a little bit, and Brexit had a big

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<v Speaker 3>impact on that evolution. You know, we have between three

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<v Speaker 3>hundred and fifteen four hundred people in Paris now, that's

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<v Speaker 3>triple what we would have had, you know, five six

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<v Speaker 3>years ago, So there's been an evolution. I do think

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<v Speaker 3>it's still a complex place for a professional services person

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<v Speaker 3>to put an employee. In our dialogues, you know, here

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<v Speaker 3>we've talked about that. It's one of the things, you know,

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<v Speaker 3>I'm encouraged by. I think the administration is looking to

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<v Speaker 3>do things here that actually improve you know, this is

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<v Speaker 3>a business environment. I think one of the things that

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<v Speaker 3>is interesting is we've chosen France. It's a very very

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<v Speaker 3>important hub for us here on the continent. But I'd

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<v Speaker 3>also say, are people like living here? And one of

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<v Speaker 3>the things in a competitive world for talent is we

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<v Speaker 3>give our people much more latitude to work and operate

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<v Speaker 3>out of places that they want to live.

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<v Speaker 1>And it's certainly a very attractive place.

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<v Speaker 2>So I wanted to ask you directly, have you chosen

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<v Speaker 2>France because somewhere else is getting worse or because France

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<v Speaker 2>and the continent is getting better.

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<v Speaker 1>Well, I think it's a combination.

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<v Speaker 3>France on the continent has gotten better, the regulatory structure

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<v Speaker 3>requires that we have more people here for certain functions

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<v Speaker 3>that are important to our business. Our clients are here,

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<v Speaker 3>and we want to be near our clients, and so

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<v Speaker 3>you know, it's a combination of things that make this

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<v Speaker 3>an appropriate place for Golden Sacks to continue to grow.

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<v Speaker 2>I think a lot of us going forward through twenty

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<v Speaker 2>twenty four into twenty twenty five feel like we're flying

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<v Speaker 2>blind a little bit. You have more clarity, more visibility

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<v Speaker 2>on the future of Europal, the future of the United States.

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<v Speaker 3>I don't have a lot of visibility on the future

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<v Speaker 3>of the world, let alone Europe and the United States.

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<v Speaker 3>I know there are a lot of people that you

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<v Speaker 3>talk to that are very sure as to how things

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<v Speaker 3>will play out as we go forward. I tend to

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<v Speaker 3>look at things and think about risks. How do we

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<v Speaker 3>manage risks? What are the tails that are out there

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<v Speaker 3>that we need to be concerned about. When I think

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<v Speaker 3>about economic outcomes, I think about distribution of those outcomes,

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<v Speaker 3>and so you know, there's a perception of the.

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<v Speaker 1>Direction of travel.

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<v Speaker 3>We can certainly talk about that, but I certainly I

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<v Speaker 3>certainly don't you know what the direction of travel is.

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<v Speaker 3>I will say, going back to what we were talking

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<v Speaker 3>about here in France and just listening to you know,

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<v Speaker 3>a number of officials that spoke at lunch today. They're

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<v Speaker 3>talking about ways that they can accelerate more entrepreneurship, more investment,

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<v Speaker 3>more flexibility, and also more strengthening and interdependency in Europe.

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<v Speaker 3>Those things are hard to execute on, but I think

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<v Speaker 3>they are very important.

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<v Speaker 2>The White House is doing something similar, but it comes

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<v Speaker 2>at a cost. I think the budget deficit was six

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<v Speaker 2>percent of GDP note to six percent last year at

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<v Speaker 2>a time when unemployment is sounth the full speaking of

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<v Speaker 2>risks is not WMP.

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<v Speaker 3>It's certainly one that I'm very focused on. I think

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<v Speaker 3>the level of debt in the United States, the level

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<v Speaker 3>of spending is something that we need a sharper focus

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<v Speaker 3>on and more dialogue around than what we've seen. We

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<v Speaker 3>obviously had a pandemic, we made a bunch of decisions,

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<v Speaker 3>you know, in that pandemic, but we're long out of

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<v Speaker 3>that pandemic, and the spending levels, you know, are continuing

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<v Speaker 3>at a pace that I think is raising our debt

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<v Speaker 3>level and creating issues for us down the road. So

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<v Speaker 3>I think this is something that deserves a lot of attention.

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<v Speaker 3>It's not getting as much attention as I'd like to

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<v Speaker 3>see it yet right now. We're obviously in an election year,

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<v Speaker 3>so I'm not you know, I don't have my head

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<v Speaker 3>in the sand. I don't think you're going to see

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<v Speaker 3>that get a lot of attention prior to the election.

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<v Speaker 3>But I do think it's something that requires focus.

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<v Speaker 1>We need to deal.

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<v Speaker 3>With the debt and the deficits, and you know, hopefully

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<v Speaker 3>there'll be a lot more discussion as we come through

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<v Speaker 3>the election and move into the next administry.

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<v Speaker 2>Well, let's give it a bit of time, now, can

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<v Speaker 2>I think I often say that the United States has

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<v Speaker 2>the privilege of behaving recklessly sometimes that maybe the likes

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<v Speaker 2>of the Europeans do not have. You sense this's been

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<v Speaker 2>any kind of pushback from the treasury market, from investors

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<v Speaker 2>against the backdrop and this risk that we're talking about currently.

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<v Speaker 1>Well, the.

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<v Speaker 3>Reserve currency is a great privilege, and you know, I'm

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<v Speaker 3>not going to sit here and say that I see

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<v Speaker 3>in the near term, you know, a threat to that

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<v Speaker 3>in any way, shape or form, but it's not something

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<v Speaker 3>that you can take for granted. And the United States'

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<v Speaker 3>ability to spend without constraint is not unlimited. Ultimately, the

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<v Speaker 3>market will challenge that hasn't challenged it yet. Not saying

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<v Speaker 3>that's something that's coming soon, but it's certainly something.

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<v Speaker 1>That we should be very cognitive of and very protective of.

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<v Speaker 2>If you think the experience of the UK A company

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<v Speaker 2>years bank was maybe a case study for what we

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<v Speaker 2>could face in America.

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<v Speaker 3>You know that that was a disruption to the guilt market,

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<v Speaker 3>and it's one of the things I think you need

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<v Speaker 3>to be concerned about.

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<v Speaker 1>It's a risk issue. I've highlighted before.

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<v Speaker 3>You know, at the time the Bank of England to

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<v Speaker 3>reserve had to reverse its course and become very accommodative

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<v Speaker 3>to deal with that blip in the markets. We've had

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<v Speaker 3>disruptions of the treasury market before. We certainly had a

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<v Speaker 3>disruption in March twenty twenty. To the degree that we

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<v Speaker 3>had a significant disruption in the treasury market sometime in

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<v Speaker 3>the future, we don't have a lot of capacity through

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<v Speaker 3>the banking system to intermediate that. It would require very

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<v Speaker 3>accommodative policy. If that came at a time where that

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<v Speaker 3>was not right for the Central Bank to be accommodated,

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<v Speaker 3>that would be a risk issue that would have to

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<v Speaker 3>be monitored.

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<v Speaker 2>We've had some big moves in the last three four months.

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<v Speaker 2>I can just think about the start of twenty twenty four,

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<v Speaker 2>we were looking ahead to maybe seven rate cuts priced

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<v Speaker 2>into markets from the Federal Reserve went all the way

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<v Speaker 2>down to none. I think Jan Hatzis and the team

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<v Speaker 2>are down to two July and November. Big swings and

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<v Speaker 2>equity markets too, David, can we talk a little bit

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<v Speaker 2>about that. I think we're seeing ten percent swings in

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<v Speaker 2>trillion dollar names post earnings. Is that good for business

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<v Speaker 2>that kind of market environment. It's not what you want

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<v Speaker 2>to see.

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<v Speaker 3>You know, the market's the market, and you know, I

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<v Speaker 3>think there are a handful of things that are driving

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<v Speaker 3>these platform worms to grow earnings very significantly and gain

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<v Speaker 3>a larger importance in the overall market capitalization.

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<v Speaker 1>These hyper scalers, as they're.

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<v Speaker 3>Called, I think have enormous competitive advantages in the world

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<v Speaker 3>that we're operating in. And it's you know, it's not

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<v Speaker 3>been surprising, given some of the changes in technology in

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<v Speaker 3>the last twelve months, that their market caps have accelerated,

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<v Speaker 3>don't I don't worry about that. From a market perspective,

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<v Speaker 3>I think markets are relatively efficient. I do worry that

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<v Speaker 3>the structure of the equity markets, particularly in the United States,

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<v Speaker 3>but this is true all over the world, are bringing

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<v Speaker 3>fewer and fewer public companies, and that is concerning.

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<v Speaker 1>That is concerning.

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<v Speaker 3>There's obviously an abundance of capital available in private markets,

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<v Speaker 3>but I do think it's important that we have open, accommodative,

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<v Speaker 3>strong public markets. There's tremendous disclosure transparency in public markets.

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<v Speaker 3>I think that's good for capital deployment, and you know,

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<v Speaker 3>I am concerned that the breadth of the public markets

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<v Speaker 3>is getting a little bit more narrow and I think

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<v Speaker 3>that's something first of all, to watch and think about.

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<v Speaker 1>The Eavego visits on the pint.

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<v Speaker 2>Do you see that improve it at all?

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<v Speaker 3>Well, it's easy to improve when it was zero, So

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<v Speaker 3>the IPO market closed, it has opened up. We've seen

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<v Speaker 3>some very successful IPOs during the course of the first

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<v Speaker 3>few months of the year.

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<v Speaker 1>I think the level of.

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<v Speaker 3>IPO activity will pick up in the second half of

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<v Speaker 3>the year into twenty twenty five. It's not going to

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<v Speaker 3>be as robust as it was during twenty twenty one,

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<v Speaker 3>but I think we'll move back to what i'd call

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<v Speaker 3>a more normalized environment for IPOs. That said, the overall

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<v Speaker 3>size or number of companies coming public. Companies are staying

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<v Speaker 3>private longer, they have more access to capital, and that's

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<v Speaker 3>something I think is important for us to think about.

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<v Speaker 3>There are consequences associated with that.

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<v Speaker 2>Let's think about M and A as well. It's difficult

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<v Speaker 2>in my position to understand which deal can get done

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<v Speaker 2>and which deal can't get done based on current regulation.

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<v Speaker 2>Tapestry cap pre apparently that's the problem. The deals can

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<v Speaker 2>go forward. How much is that holding back M and

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<v Speaker 2>A activity in the United States.

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<v Speaker 3>I think there's no question that the regulatory environment has

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<v Speaker 3>been a headwind to M and A active I'd say,

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<v Speaker 3>for example, a large cap tech has kind of closed

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<v Speaker 3>out because of the regulatory environment from making significant acquisitions.

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<v Speaker 3>And I do think the you know, the regulatory environment

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<v Speaker 3>has made it harder to understand or really expect exactly

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<v Speaker 3>how it will intervene. And so I think that's how

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<v Speaker 3>a chilling effect. That said, the world's a competitive place.

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<v Speaker 3>Scale matters everywhere you turn. People are going to do

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<v Speaker 3>what they need to do strategically to advance their position,

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<v Speaker 3>and if they have to litigate it.

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<v Speaker 1>To litigate it.

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<v Speaker 3>You know, generally those companies that have chosen to litigate

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<v Speaker 3>have generally made progress. Nobody wants to go down that path.

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<v Speaker 3>But I you know, I think at the end of

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<v Speaker 3>the day's scale matters and confidence matters, and so confidence

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<v Speaker 3>has been improving over the last twelve months.

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<v Speaker 1>Certainly in twenty twenty two and twenty twenty.

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<v Speaker 3>Three, you didn't have high CEO confidence that affects M

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<v Speaker 3>and A. But based on the indicators that we can see,

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<v Speaker 3>some that are visible, some that aren't, I think dialogue's

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<v Speaker 3>picking up in my GUS is we'll move.

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<v Speaker 1>Back to what i'd call more normalized levels as we.

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<v Speaker 2>Finished the year, and these stock is picking up on

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<v Speaker 2>that up double digits YERE today up something like sixty

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<v Speaker 2>percent from the lows of October. I think Hopenheimus said

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<v Speaker 2>the first quarter was a near perfect print. You must

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<v Speaker 2>be fit and better, almost vindicated about where this business

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<v Speaker 2>is going now, and how appreciated that is. Well.

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<v Speaker 3>I've always felt good about Goldman Sachs and the way

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<v Speaker 3>the businesses has been positioned for a.

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<v Speaker 1>Long long time. We have a plan.

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<v Speaker 3>We've made a bunch of decisions over the last five

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<v Speaker 3>or six years to execute on that plan. That plan

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<v Speaker 3>has included our one GS operating ethos. That plan has

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<v Speaker 3>included putting more financial resources toward our client franchise and

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<v Speaker 3>banking and markets, which has allowed us to meaningfully take

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<v Speaker 3>market share from some of our competitors. We've grown our

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<v Speaker 3>financing business financing our clients, which is plays to our

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<v Speaker 3>strength given the way we're positioned. And we've also made

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<v Speaker 3>some very strategic decisions over the last five years to

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<v Speaker 3>bring a variety of businesses together in our asset wealth

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<v Speaker 3>management business, so we now have a real scale platform

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<v Speaker 3>and asset and wealth management supervising a little less than

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<v Speaker 3>three trillion dollars of assets, and we're seeing margin improvement

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<v Speaker 3>and growth in that business given the way we positioned it.

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<v Speaker 3>So I think the firm is very well positioned. We're

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<v Speaker 3>executing on our plan, we're staying focused on our clients,

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<v Speaker 3>and we've always been confident. What we can't control is

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<v Speaker 3>the environment. So you know, i'd say twenty twenty two

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<v Speaker 3>and twenty twenty three was not a great environment for

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<v Speaker 3>our business. The environment's improved.

0:10:27.280 --> 0:10:29.200
<v Speaker 1>I wouldn't say we're back to kind of you know,

0:10:29.360 --> 0:10:30.360
<v Speaker 1>average environment before.

0:10:30.360 --> 0:10:32.440
<v Speaker 3>We're getting there, and we're going to continue to stay

0:10:32.440 --> 0:10:34.640
<v Speaker 3>focused on our clients and execute on our plan.

0:10:34.880 --> 0:10:37.480
<v Speaker 2>Let's talk about leaning into certain postsitive business. Would you

0:10:37.600 --> 0:10:40.480
<v Speaker 2>be open some more acquisitions, particularly for asset management.

0:10:40.679 --> 0:10:43.560
<v Speaker 3>We're we're we're always you know, looking to grow and

0:10:43.600 --> 0:10:47.720
<v Speaker 3>extend our franchise. Great asset of wealth management businesses.

0:10:48.679 --> 0:10:49.520
<v Speaker 1>You don't buy them.

0:10:49.600 --> 0:10:52.400
<v Speaker 3>They're generally for sale at certain points in time. You

0:10:52.400 --> 0:10:54.360
<v Speaker 3>don't get to pick when those points in time are.

0:10:54.720 --> 0:10:57.800
<v Speaker 3>At the moment, we're very focused on our execution the

0:10:57.880 --> 0:11:01.359
<v Speaker 3>bar to do something you know, very significant or transformative.

0:11:01.400 --> 0:11:03.040
<v Speaker 3>I say this all the time when I'm asked, would

0:11:03.040 --> 0:11:06.480
<v Speaker 3>be very very high. But if something came along at

0:11:06.480 --> 0:11:10.319
<v Speaker 3>some point that we thought could accelerate our journey and

0:11:10.360 --> 0:11:13.439
<v Speaker 3>asset wealth management, bring a creative return, strengthen our.

0:11:13.400 --> 0:11:14.840
<v Speaker 1>Position, we'd certainly consider it.

0:11:14.880 --> 0:11:16.880
<v Speaker 3>But at the moment, we've got a lot to do

0:11:17.000 --> 0:11:19.720
<v Speaker 3>to drive our organic growth strategy and we're making good.

0:11:19.559 --> 0:11:21.480
<v Speaker 2>Problem and she you think those alpachitess might be in

0:11:21.480 --> 0:11:23.160
<v Speaker 2>Europe or else sweat well.

0:11:23.160 --> 0:11:26.120
<v Speaker 3>We made an acquisition in Europe a couple of years ago,

0:11:27.080 --> 0:11:30.120
<v Speaker 3>an NIP, which has been a good acquisition for us.

0:11:30.120 --> 0:11:33.280
<v Speaker 3>It doubled the size of our asset management business in Europe,

0:11:33.320 --> 0:11:37.960
<v Speaker 3>and it added certain capabilities, particularly around sustainable finance, that

0:11:38.040 --> 0:11:39.480
<v Speaker 3>we felt were strategic for us.

0:11:39.840 --> 0:11:40.720
<v Speaker 1>So we will you.

0:11:40.720 --> 0:11:43.559
<v Speaker 3>Know, it wasn't in the context of Golden Sachs was

0:11:43.559 --> 0:11:44.840
<v Speaker 3>a two billion dollar appetition.

0:11:44.920 --> 0:11:46.760
<v Speaker 1>It wasn't. But we're going to look.

0:11:47.040 --> 0:11:49.640
<v Speaker 3>We have a strategy around our asset and wealth management business.

0:11:49.679 --> 0:11:51.160
<v Speaker 1>We're executing on it.

0:11:51.240 --> 0:11:53.480
<v Speaker 3>We've been very very clear that we have room to

0:11:53.520 --> 0:11:55.800
<v Speaker 3>grow and that we think we can grow this business

0:11:55.880 --> 0:11:58.320
<v Speaker 3>high single digits and continue to improve the margins. And

0:11:58.360 --> 0:12:00.400
<v Speaker 3>so we've got room to run and so we're going

0:12:00.440 --> 0:12:01.800
<v Speaker 3>to continue on that execution path.

0:12:01.880 --> 0:12:04.559
<v Speaker 2>You've been acquiring town as well. They full m Dallas President,

0:12:04.800 --> 0:12:07.080
<v Speaker 2>mister Kaplan. Is Mike going a comeback? What's he going

0:12:07.160 --> 0:12:07.520
<v Speaker 2>to be doing?

0:12:07.800 --> 0:12:07.920
<v Speaker 1>Uh?

0:12:08.120 --> 0:12:12.440
<v Speaker 3>Well Rob, you know, Rob at a long and you know,

0:12:12.640 --> 0:12:14.360
<v Speaker 3>a very very important career at Golden Sax.

0:12:14.360 --> 0:12:16.599
<v Speaker 1>He ran the investment banking business. Yeah.

0:12:16.280 --> 0:12:20.240
<v Speaker 3>Uh for a significant period of time. You know, Rob

0:12:20.800 --> 0:12:24.000
<v Speaker 3>was looking to come back into the business, and you know,

0:12:24.160 --> 0:12:26.200
<v Speaker 3>we decided he should come home to Golden Sacks and

0:12:26.240 --> 0:12:28.760
<v Speaker 3>we're thrilled that'll spend time with our clients. Rob has

0:12:28.840 --> 0:12:31.880
<v Speaker 3>deep client relationships. He'll spend time with our people. He's

0:12:31.880 --> 0:12:35.360
<v Speaker 3>always been a leader as a mentor, uh, you know,

0:12:35.400 --> 0:12:37.839
<v Speaker 3>to people. He believes deeply in Golden Sacks culture and

0:12:37.840 --> 0:12:40.360
<v Speaker 3>so will be another senior leader that can spend time

0:12:40.559 --> 0:12:42.360
<v Speaker 3>with all of us, you know, on the culture of

0:12:42.360 --> 0:12:45.480
<v Speaker 3>Golden Sacks. We have four thousand people in Dallas, Texas now,

0:12:45.520 --> 0:12:48.480
<v Speaker 3>and he adds it puts another senior leader in Dallas,

0:12:48.520 --> 0:12:51.240
<v Speaker 3>which is obviously very very important for us. And he

0:12:51.320 --> 0:12:54.360
<v Speaker 3>certainly has a view on the macro that our clients

0:12:54.400 --> 0:12:56.680
<v Speaker 3>are going to want to hear. And so having Rob

0:12:56.720 --> 0:13:00.319
<v Speaker 3>coordinated with our research team and and you know, able

0:13:00.360 --> 0:13:02.120
<v Speaker 3>to talk to our clients about what we see going

0:13:02.160 --> 0:13:04.960
<v Speaker 3>on in the macro is another area where we can contribute.

0:13:04.960 --> 0:13:06.880
<v Speaker 3>So we're thrilled to have Rob back as a senior

0:13:06.920 --> 0:13:09.400
<v Speaker 3>statesman at the firm, and and excited that he was

0:13:09.400 --> 0:13:10.640
<v Speaker 3>excited to come back to Golden SEC.

0:13:10.720 --> 0:13:12.920
<v Speaker 2>When I die one a hundred goldman full of left

0:13:12.920 --> 0:13:15.880
<v Speaker 2>fet col do I called Jan Hatzias or mister Kamplin?

0:13:15.920 --> 0:13:18.480
<v Speaker 3>Can you call Jan hatzik down to lead economists? But

0:13:19.080 --> 0:13:21.679
<v Speaker 3>Rob is certainly somebody you should call to. And by

0:13:21.679 --> 0:13:23.280
<v Speaker 3>the way, I'd be happy to give you opinions on

0:13:23.320 --> 0:13:26.360
<v Speaker 3>that also, as with John Waldron and you know forty

0:13:26.400 --> 0:13:26.800
<v Speaker 3>other parts.

0:13:26.840 --> 0:13:28.720
<v Speaker 1>How they spend a lot of the teens right now.

0:13:28.920 --> 0:13:30.880
<v Speaker 3>You know the range of opinions we have. We have

0:13:30.920 --> 0:13:33.559
<v Speaker 3>a research opinion, but the range of opinions, it's one

0:13:33.559 --> 0:13:36.120
<v Speaker 3>of debate. I think one of the things I feel

0:13:36.120 --> 0:13:38.640
<v Speaker 3>so lucky there's so many smart partners at Golden Sacks

0:13:39.040 --> 0:13:41.319
<v Speaker 3>that are out in the world talking to people. And

0:13:41.760 --> 0:13:44.480
<v Speaker 3>as you do that, you learn, you bring perspectives to

0:13:44.520 --> 0:13:47.680
<v Speaker 3>the table, and all those perspectives kind of go into

0:13:47.760 --> 0:13:51.640
<v Speaker 3>the you know, into the mindset factory. Yana Hatzias is

0:13:51.679 --> 0:13:55.280
<v Speaker 3>really really good at taking data and information and digesting it,

0:13:55.320 --> 0:13:58.160
<v Speaker 3>and he sits in a very powerful place inside Golden Sacks,

0:13:58.160 --> 0:14:00.640
<v Speaker 3>and all of us contribute to that and from flow,

0:14:00.920 --> 0:14:02.439
<v Speaker 3>and so I think that's one of the advantages of

0:14:02.480 --> 0:14:05.520
<v Speaker 3>the firm. Now we have a great ability to kind

0:14:05.520 --> 0:14:08.000
<v Speaker 3>of listen and learn and talk to very smart people,

0:14:08.280 --> 0:14:10.120
<v Speaker 3>and that gets incorporated into our views.

0:14:10.240 --> 0:14:12.439
<v Speaker 2>We'll get a ton of information this week, we get CPI,

0:14:12.520 --> 0:14:14.760
<v Speaker 2>we get retail sounds, a bit more dates, tons more

0:14:14.760 --> 0:14:17.240
<v Speaker 2>fet speak. Can we finish on one of the business

0:14:17.320 --> 0:14:19.160
<v Speaker 2>is telling you about the state of the US economy?

0:14:19.240 --> 0:14:21.400
<v Speaker 2>But tronic age if we're slowing down, full en off

0:14:21.400 --> 0:14:23.120
<v Speaker 2>a cliff or booming but well.

0:14:23.000 --> 0:14:25.000
<v Speaker 3>And that pointing out we're definitely not falling off a cliff.

0:14:25.040 --> 0:14:28.520
<v Speaker 3>I think the US economy is chugging along pretty well.

0:14:29.440 --> 0:14:32.720
<v Speaker 3>I think the market is set up for pretty much

0:14:32.800 --> 0:14:34.880
<v Speaker 3>what you see now is what you'll get.

0:14:34.920 --> 0:14:37.440
<v Speaker 1>Throughout the rest of twenty twenty four. There have been

0:14:37.440 --> 0:14:38.479
<v Speaker 1>a bunch of data.

0:14:38.240 --> 0:14:41.480
<v Speaker 3>Points that indicate a slowing in what i'd call the

0:14:41.480 --> 0:14:44.920
<v Speaker 3>bottom twenty five or thirty percent of the consumer economy,

0:14:44.920 --> 0:14:47.320
<v Speaker 3>where people are making different choices and starting to tighten

0:14:47.400 --> 0:14:48.800
<v Speaker 3>up on some of their spending choices.

0:14:49.000 --> 0:14:50.400
<v Speaker 1>You've seen some earnings reports in the.

0:14:50.440 --> 0:14:53.760
<v Speaker 3>Last few weeks that indicate that, But broadly speaking, the

0:14:53.800 --> 0:14:56.200
<v Speaker 3>service sector is still relatively strong, and I think the

0:14:56.240 --> 0:15:01.080
<v Speaker 3>economy is still in pretty good shape. You know where

0:15:01.080 --> 0:15:03.480
<v Speaker 3>it'll be in six months. How much of that slowed

0:15:03.480 --> 0:15:05.920
<v Speaker 3>down we see in the bottom quartile. We have to

0:15:05.920 --> 0:15:07.480
<v Speaker 3>watch the data very very carefully.

0:15:07.600 --> 0:15:09.440
<v Speaker 2>Just to final question, we alluded to it in a

0:15:09.480 --> 0:15:12.240
<v Speaker 2>conversation a lit bit earlier. She still personally vindicates it

0:15:12.240 --> 0:15:14.720
<v Speaker 2>about where the business is now versus some of the

0:15:14.720 --> 0:15:16.960
<v Speaker 2>comforts to business going over the last twelve months.

0:15:17.200 --> 0:15:19.360
<v Speaker 1>Goldman Sachs is a visible organization.

0:15:20.080 --> 0:15:23.840
<v Speaker 3>The team that I have that helps us, the broad

0:15:23.920 --> 0:15:27.160
<v Speaker 3>partners that help us serve our clients, run the firm

0:15:27.320 --> 0:15:29.800
<v Speaker 3>move forward. We've had a high degree of confidence in

0:15:29.840 --> 0:15:31.480
<v Speaker 3>our strategy over the last five.

0:15:31.320 --> 0:15:32.000
<v Speaker 1>To six years.

0:15:32.320 --> 0:15:36.360
<v Speaker 3>We continue to execute on that strategy. You know, when

0:15:36.440 --> 0:15:39.560
<v Speaker 3>times are good, you know, things feel good. When times

0:15:39.560 --> 0:15:42.000
<v Speaker 3>are tougher, things don't feel as good. But we kind

0:15:42.000 --> 0:15:44.920
<v Speaker 3>of take a long view execute against that strategy, and

0:15:44.920 --> 0:15:48.640
<v Speaker 3>we just know that if we have really really smart

0:15:48.680 --> 0:15:52.800
<v Speaker 3>people working together, working collaboratively, really driving.

0:15:52.400 --> 0:15:54.560
<v Speaker 1>For excellence to serve our clients. We're going to do

0:15:54.680 --> 0:15:55.640
<v Speaker 1>just fine.

0:15:55.320 --> 0:15:59.040
<v Speaker 3>And that's kind of true North serving our clients with excellence.

0:15:59.280 --> 0:16:01.320
<v Speaker 2>We'll do just fine, and so we remain focused on that.

0:16:01.400 --> 0:16:03.120
<v Speaker 2>David Solomon, thank you from very much for your time.

0:16:03.160 --> 0:16:05.280
<v Speaker 2>We appreciate it. Thank you for France, and we'll catch

0:16:05.320 --> 0:16:07.400
<v Speaker 2>up in New York next time. Absolutely stay with the flight,

0:16:07.440 --> 0:16:10.080
<v Speaker 2>thank you, thank you. That was David Solomon of Goldman

0:16:10.160 --> 0:16:10.440
<v Speaker 2>Sachs