WEBVTT - Fixing NYC's Subways Requires Study That Isn't Happening: Ravitch

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<v Speaker 1>Welcome to the Bloomberg p m L Podcast. I'm Pim Fox.

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<v Speaker 1>Along with my co host Lisa Bramowitz. Each day we

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<v Speaker 1>bring you the most important, noteworthy, and useful interviews for

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<v Speaker 1>you and your money, whether you're at the grocery store

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<v Speaker 1>or the trading floor. Find the Bloomberg p m L

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<v Speaker 1>Podcast on Apple Podcasts, SoundCloud, and Bloomberg dot com. There

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<v Speaker 1>has been a lot of discussion that has led up

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<v Speaker 1>to a story yesterday that was published by the New

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<v Speaker 1>York Times magazine that has garnered a lot of attention

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<v Speaker 1>about the disrepair of the New York City subway system

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<v Speaker 1>and potential catastrophe that could ensue if these problems are

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<v Speaker 1>not fixed. Here to speak with us about that is

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<v Speaker 1>somebody who has intimate knowledge with the m t A

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<v Speaker 1>and the New York City subway system, Richard Ravitch, who

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<v Speaker 1>is the chairman and partner of Ravage, Rice and Co.

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<v Speaker 1>Also though former Lieutenant Governor of New York State and

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<v Speaker 1>head of the Metropolitan Transportation Authority. Thank you so much

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<v Speaker 1>for coming in on this incredibly snowy day. I want

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<v Speaker 1>to start with this story in the New York Times

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<v Speaker 1>magazine that put the bill at a hundred and eleven

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<v Speaker 1>billion dollars conservatively that would be needed to fix the

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<v Speaker 1>New York City subway system. Did you think that the

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<v Speaker 1>tone of it was accurate, that we're kind of at

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<v Speaker 1>a do or die point for the entire subway system. Well,

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<v Speaker 1>there is no instant solution. What has been lacking because

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<v Speaker 1>of the board's failure to fulfill their responsibilities properly, Uh,

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<v Speaker 1>has been There is no analysis of what it would

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<v Speaker 1>take to restore the system. It was stating good repair.

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<v Speaker 1>The number that the author of that article came up

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<v Speaker 1>with was a composite of what other people said. But

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<v Speaker 1>what you need is an analysis of what the replacement

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<v Speaker 1>cost and useful life of every component part of the

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<v Speaker 1>subway system is. Then you decide from that how much

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<v Speaker 1>is necessary. Then you prioritize, and then you look at

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<v Speaker 1>new stations, new new challenges, and you make policy choices.

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<v Speaker 1>But you can't start when you don't have the fundamental knowledge.

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<v Speaker 1>And the board has failed to fulfillix responsibility in a

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<v Speaker 1>very serious manner. They have acted negligently and irresponsibly. So, uh,

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<v Speaker 1>how can this be fixed? The legislature of the State

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<v Speaker 1>of New York it has a responsibility to look into this.

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<v Speaker 1>They are the authors of laws. They pass for Law

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<v Speaker 1>UH in two thousand and nine, making it abundantly clear

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<v Speaker 1>that the fiduciary responsibility of the boards of authorities like

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<v Speaker 1>the m t A is to the purposes of the authority,

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<v Speaker 1>and the legislature has the power to investigate, to hold hearings,

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<v Speaker 1>to bring public's attention UH, to demand that the people

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<v Speaker 1>who will hold these appointments fulfill their responsibility is as

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<v Speaker 1>the law intended that they be fulfilled. Mr Ravitch, I

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<v Speaker 1>understand that back in nineteen seventy nine, cast your mind back.

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<v Speaker 1>You came up with such a plan. You took a

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<v Speaker 1>detailed look at the entire system, and you put together

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<v Speaker 1>a playlist for what needed to happen, even how to

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<v Speaker 1>wear a bulletproof vest. I think at one point it

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<v Speaker 1>didn't work out the way you thought it was. You

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<v Speaker 1>had a call of gentleman named David Rockefeller. I'm wondering

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<v Speaker 1>if you could just didn't you have to call him

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<v Speaker 1>and take him from them at five am in the morning.

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<v Speaker 1>I did because there were upstate Republicans who are reluctant

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<v Speaker 1>to approve all the revenue measures that I had recommended

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<v Speaker 1>to the legislature to provide a stream of revenue that

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<v Speaker 1>we would use to support the borrowing, the capital borrowing

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<v Speaker 1>that we needed to fix the subway system. So I

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<v Speaker 1>needed the support of the business community in New York

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<v Speaker 1>to get the Republican support. But we had the support

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<v Speaker 1>of the governor, the active support of the governor, the

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<v Speaker 1>active support of the New York State Assembly, the active

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<v Speaker 1>support of of the Mayor of the City of New York,

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<v Speaker 1>um and and the unions and the business community, and

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<v Speaker 1>and they got behind this, and they authorized or enacted

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<v Speaker 1>legislation that provided hundreds of millions of dollars of revenue

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<v Speaker 1>which we used to support the indebtedness that enabled me

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<v Speaker 1>to buy three billion dollars of subway cars. Well, but

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<v Speaker 1>I want to sort of broaden out here, because you're

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<v Speaker 1>underscoring fundamental flaws in the management of the subway system

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<v Speaker 1>at a time when more broadly, we're talking about infrastructure

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<v Speaker 1>spending and how much we can invest. Just real quick,

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<v Speaker 1>can we even make these infrastructure investments without a wholesale

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<v Speaker 1>change in the management? Uh. I obviously am no longer

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<v Speaker 1>familiar with the technicians who operate at the m t A.

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<v Speaker 1>But I have to tell you. The professional engineers who

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<v Speaker 1>I've known over the years have very eminently qualified. The

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<v Speaker 1>problem isn't the professional technical management people know how to

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<v Speaker 1>fix this. People know how to buy subway cars. People

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<v Speaker 1>know how to change the signal system to uh triple

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<v Speaker 1>the throughput of so we don't have as many people

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<v Speaker 1>waiting in stations for two or three trains because of

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<v Speaker 1>all we're crowding. Everybody knows how to do it. That's

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<v Speaker 1>not what's missing. What's missing his money, and money requires

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<v Speaker 1>paying for the person was going to pay it. And

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<v Speaker 1>and therefore the question is, in the best sense of

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<v Speaker 1>the word in a democracy, a political question. How do

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<v Speaker 1>you allocate the burden? We are speaking with Richard Ravitch.

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<v Speaker 1>He is the former chairman of the Metropolitan Transportation Authority,

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<v Speaker 1>former Lieutenant Governor of the State of New York, the

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<v Speaker 1>author of the book So Much to Do, A Full

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<v Speaker 1>Life of business, politics and confronting fiscal crises. One crisis

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<v Speaker 1>that we've been following is Puerto Rico, and Mr Ravitch

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<v Speaker 1>has been looking at the situation in the devastated Commonwealth.

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<v Speaker 1>And Mr Ravitch, and maybe you could offer us some

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<v Speaker 1>thoughts about the current conditions and what if you were

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<v Speaker 1>given a clean slate. If you were given a white board,

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<v Speaker 1>what would you suggest be one of the first steps

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<v Speaker 1>that has taken in order to right the ship at

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<v Speaker 1>the first of all the three And they have million

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<v Speaker 1>people and it's unfortunately it's probably closer to three today. UH.

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<v Speaker 1>Our United States citizens and they have not been treated

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<v Speaker 1>the same way that the United States citizens in Houston,

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<v Speaker 1>Texas or New Orleans were treated after devastating hurricanes. Are

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<v Speaker 1>distinguished President through paper towels at them, but has failed

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<v Speaker 1>to make any serious effort to get an amount of

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<v Speaker 1>money to restore the power, to restore the physical infrastructure.

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<v Speaker 1>And as a consequence, people are leaving the island. There

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<v Speaker 1>is no incentive for people to invest. UM. The health

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<v Speaker 1>care system is in jeopardy. Uh. There is still a

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<v Speaker 1>substantial percentage of the population that has to boil the

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<v Speaker 1>water uh to um before they drink it. UM. And

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<v Speaker 1>I talked to a friend of I know was the

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<v Speaker 1>chairman of one of the largest banks in Puerto Rico

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<v Speaker 1>who told me he still doesn't have power in his

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<v Speaker 1>home and it's not because he's not rich and can't

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<v Speaker 1>afford it. You advise the government, correct, I advise the

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<v Speaker 1>government and the U. S. Treasury Department, So you're advising

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<v Speaker 1>no longer h One major issue that was facing the

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<v Speaker 1>government is the pension obligations, and this has been one

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<v Speaker 1>of the most onerous issues apart from the seventy billion

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<v Speaker 1>dollars of debt UM. I'm wondering what lessons we can

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<v Speaker 1>draw from that, you know, what, what sort of the

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<v Speaker 1>rout out is and sort of extract lay out to

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<v Speaker 1>the pension issues that we're seeing across the US right now.

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<v Speaker 1>How how bleak of a situation is this with obligations

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<v Speaker 1>that way outstripped potential income and current current reserves. These

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<v Speaker 1>were not obligations in curtain bad faith. They were incurred

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<v Speaker 1>without a realistic expectation and understanding of how they would

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<v Speaker 1>be ultimately met. So that the underfunding of the pension

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<v Speaker 1>system in Puerto Rico, where it's particularly egregious, they've essentially

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<v Speaker 1>run out of the principal amount of the pension funds,

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<v Speaker 1>and how gonna have to pay whatever benefits they wish

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<v Speaker 1>to pay out of current revenue, which is of course

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<v Speaker 1>diminishing UM. Elsewhere in the United States, uh from Chicago

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<v Speaker 1>to New Jersey to Kentucky to California, I could give

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<v Speaker 1>you a list, Colorado, there's no capacity to meet their

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<v Speaker 1>pension obligations. There are a lot of very serious efforts

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<v Speaker 1>that intellectually. There are four or five major foundations that

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<v Speaker 1>are funding studies on this subject um. And you have

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<v Speaker 1>a very serious moral and political question. If you say

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<v Speaker 1>you want to reduce the pension benefits for somebody who

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<v Speaker 1>worked for govern and for twenty years, why is that

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<v Speaker 1>morally acceptable? But you don't want to cut the interest

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<v Speaker 1>that you're paying this somebody who lent you money they

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<v Speaker 1>shouldn't have lent you because you were solving when you

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<v Speaker 1>borrowed it. And why why people in New York City

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<v Speaker 1>billions of dollars, which is what led to the New

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<v Speaker 1>York City fiscal crisis in all these hedge funds that

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<v Speaker 1>lent Puerto Rico had brought hundreds of or billions and

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<v Speaker 1>billions of dollars of the debt when they were broke,

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<v Speaker 1>when they didn't even have a worded in financial statements,

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<v Speaker 1>they gambled. Why is their entitlement to interest morally superior

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<v Speaker 1>to the payment of the pension to a former public servant. Unfortunately,

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<v Speaker 1>we're gonna have to to leave it there. Richard Ravitch,

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<v Speaker 1>who is the author of So Much to Do as

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<v Speaker 1>well as former Lieutenant Governor of New York and head

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<v Speaker 1>of the m t A. All right, we want to

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<v Speaker 1>learn about Tesla, and we have Liam Denning are a

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<v Speaker 1>Bloomberg Gadfly columnists, to tell us about the Model three. Liam,

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<v Speaker 1>is Tesla really going to be able to meet their

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<v Speaker 1>targets when it comes to that five thousand unit mark?

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<v Speaker 1>And how much is it going to cost for them

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<v Speaker 1>to produce those cars? Well, the question is, well, you know,

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<v Speaker 1>you need to take a step. I can say what

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<v Speaker 1>actually is a target here? Because that five thousand number

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<v Speaker 1>or and other numbers have been thrown around, like the

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<v Speaker 1>old tens thousand a week rate that was spoken of. Um.

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<v Speaker 1>If a target moves over time enough, does it? Is

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<v Speaker 1>it really still a target? I mean, it's it's it's

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<v Speaker 1>fairly certain that Tesla will get to producing five thousand

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<v Speaker 1>Model three a week at some point. UM. But I'm

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<v Speaker 1>not sure we can even call it a target at

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<v Speaker 1>this point because it has been moved around so much.

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<v Speaker 1>We just have to call it an expectation. UM. And

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<v Speaker 1>that was kind of the point of the column that

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<v Speaker 1>I published today. UM. Because the thing is, if you're

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<v Speaker 1>really relying on these targets, um, then it's kind of

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<v Speaker 1>hard to say that you're actually investing on the strength

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<v Speaker 1>of those. What you're really investing on is just a

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<v Speaker 1>general belief that Tesla will get to profitability and volume

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<v Speaker 1>production at some point. But you're not really you're sort

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<v Speaker 1>of trusting them, but you're not really following up with

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<v Speaker 1>the with the verifying bit. In other words, this is

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<v Speaker 1>pure faith and nothing based in particular numbers. I mean,

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<v Speaker 1>I guess that uh, sort of edifying that point is

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<v Speaker 1>Tesla shares today they're down a little bit less than

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<v Speaker 1>one percent. You would expect a much bigger decline with

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<v Speaker 1>yet another disappointment from their actual production when this has

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<v Speaker 1>been one of the key concerns. Also, there's still they're

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<v Speaker 1>still burned through a billion dollars of cash every quarter

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<v Speaker 1>and are probably going to have to raise more money

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<v Speaker 1>now you would expect. So, I mean, if you if

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<v Speaker 1>you think back to when they reported third quarter results,

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<v Speaker 1>which was early November, now those results were, um, you know,

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<v Speaker 1>they missed targets across the board. There a miss forecast

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<v Speaker 1>across the board. Um, they cut the the outlook for

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<v Speaker 1>production of the Model three, which is kind of at

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<v Speaker 1>all that anyone really cares about at this point. Um,

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<v Speaker 1>and the stork did actually fall quite sharply after that,

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<v Speaker 1>went back below three hundred bucks a share, But since

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<v Speaker 1>came back, I mean partly because um, you know, we

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<v Speaker 1>had the launch of the well we call it launch,

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<v Speaker 1>but we had the the sort of demo of of

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<v Speaker 1>the Tesla Electric semitrucks since then, and the stock went

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<v Speaker 1>up a bit on that and it's actually higher now

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<v Speaker 1>than it was in the immediate aftermas of those results. Um.

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<v Speaker 1>But if you look forward to this year, I mean

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<v Speaker 1>what you have a combination of here is Tesla has

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<v Speaker 1>invested already a lot of money into building this production line,

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<v Speaker 1>which isn't working as planned. They haven't reached um, you know,

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<v Speaker 1>smooth mass production of the car yet and they've had

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<v Speaker 1>to scale back um at the pace of growth in

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<v Speaker 1>that And if you think about that, what that means

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<v Speaker 1>is you've invested all the money in this production line,

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<v Speaker 1>but you're still waiting to really produce the cars that

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<v Speaker 1>are going to generate the revenue to pay back on

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<v Speaker 1>that investment. And as we look forward to the rest

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<v Speaker 1>of the year, you know, it does seem likely that

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<v Speaker 1>unless something drastic changes in the pace at which Tesla

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<v Speaker 1>can produce these cars, um, they are probably going to

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<v Speaker 1>have to tap the markets for more financing this year.

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<v Speaker 1>Whether now, whether that comes in the form of equit

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<v Speaker 1>or another bond or a convertible or something else, um,

0:15:03.560 --> 0:15:08.200
<v Speaker 1>that is looking ever more likely. Of course, the flip

0:15:08.240 --> 0:15:12.600
<v Speaker 1>side of that is, as long as the stock doesn't

0:15:12.640 --> 0:15:17.040
<v Speaker 1>react badly to this, you know, consistent missing of targets,

0:15:17.880 --> 0:15:21.440
<v Speaker 1>then Tesla does appear to have a ready way of

0:15:21.560 --> 0:15:23.760
<v Speaker 1>raising that money. Liam Denning, thank you so much for

0:15:23.840 --> 0:15:27.840
<v Speaker 1>joining us. Liam Denning, Energy Mining and Commodities calumnist for

0:15:28.040 --> 0:15:47.960
<v Speaker 1>Bloomberg Gadfly Research. No, forget about it. Meeting chief executive

0:15:48.000 --> 0:15:51.920
<v Speaker 1>officers a waste of time for this fund manager, and

0:15:51.960 --> 0:15:54.560
<v Speaker 1>they've actually done pretty well here to help us understand

0:15:54.600 --> 0:15:57.200
<v Speaker 1>their strategy. As Kurt Kara, he is the chief investment

0:15:57.240 --> 0:16:01.760
<v Speaker 1>strategist for my invest They're based in Copenhagen, Denmark, and

0:16:01.800 --> 0:16:03.960
<v Speaker 1>he joins us on the phone. Kurt, thank you very

0:16:04.000 --> 0:16:07.080
<v Speaker 1>much for being with us. Just described for people your

0:16:07.200 --> 0:16:10.960
<v Speaker 1>strategy and how you came to put this all together

0:16:12.320 --> 0:16:14.960
<v Speaker 1>all right, Well, thank you for letting me call in

0:16:16.160 --> 0:16:21.320
<v Speaker 1>very Briefly, we are very focused on being rational when

0:16:21.360 --> 0:16:24.520
<v Speaker 1>we invest, So we try to be as stringent and

0:16:24.560 --> 0:16:27.200
<v Speaker 1>the rational out of a sort of a moral imperative

0:16:27.200 --> 0:16:29.840
<v Speaker 1>wing invest. So one of the things that we find

0:16:29.880 --> 0:16:32.400
<v Speaker 1>it is very important is to be driven by data

0:16:32.560 --> 0:16:36.480
<v Speaker 1>and rationality and economic understanding of the businesses we invest in.

0:16:36.960 --> 0:16:39.360
<v Speaker 1>So what we do is basically we look for if

0:16:39.400 --> 0:16:41.680
<v Speaker 1>you want to catch some sort of if you want

0:16:41.680 --> 0:16:43.560
<v Speaker 1>to if you want to hunt a dinosaur, you look

0:16:43.600 --> 0:16:46.160
<v Speaker 1>for din dinosaur footprints and then you ask yourself if

0:16:46.200 --> 0:16:48.280
<v Speaker 1>this is a dinosaur, and then you then you go

0:16:48.360 --> 0:16:51.200
<v Speaker 1>for the hunting itself. So so that's basically what we do.

0:16:52.360 --> 0:16:55.040
<v Speaker 1>How many stocks do you invest in at any given time?

0:16:55.080 --> 0:16:57.560
<v Speaker 1>In other words, do you have to kind of concentrate

0:16:57.640 --> 0:17:00.920
<v Speaker 1>your bets with this type of strategies since it requires

0:17:01.440 --> 0:17:05.879
<v Speaker 1>uh profound understanding of the businesses. Yeah, well, it's a

0:17:05.880 --> 0:17:10.000
<v Speaker 1>good question because I think one of the conventional um

0:17:10.240 --> 0:17:13.480
<v Speaker 1>cardinal points of investment is that you should diversify a lot.

0:17:13.760 --> 0:17:17.640
<v Speaker 1>I think that there's a big difference between diversification and diversification.

0:17:18.119 --> 0:17:22.520
<v Speaker 1>If we diversify too much, we actually diversify. We believe

0:17:22.560 --> 0:17:26.240
<v Speaker 1>that twenty five to thirty five names is adequate. Anything

0:17:26.240 --> 0:17:28.720
<v Speaker 1>about thirty five names and we will start to become

0:17:29.160 --> 0:17:31.480
<v Speaker 1>index Haugust, And that's really not what we want to be.

0:17:31.520 --> 0:17:35.800
<v Speaker 1>We want to be active managers, picking the best businesses

0:17:35.840 --> 0:17:39.800
<v Speaker 1>we can find that at attractive prices. And I honestly

0:17:39.840 --> 0:17:41.800
<v Speaker 1>believe that if you look at, for instance, the financial

0:17:41.840 --> 0:17:46.159
<v Speaker 1>crisis in in oh eight, very diversified portfolios didn't do

0:17:46.240 --> 0:17:49.840
<v Speaker 1>much better than less diversified portfolios. So so in theory

0:17:50.000 --> 0:17:51.800
<v Speaker 1>it may work, but in reality, I don't think the

0:17:51.920 --> 0:17:57.560
<v Speaker 1>versification works. Once you're above thirty five forty names, Kurt,

0:17:57.920 --> 0:18:02.159
<v Speaker 1>where do you get the confidence to maintain this level

0:18:02.320 --> 0:18:07.600
<v Speaker 1>of discipline? Oh? Well, yeah, Well, first of all, I

0:18:07.640 --> 0:18:10.359
<v Speaker 1>have some good colleagues and they'll kick me if I

0:18:10.680 --> 0:18:14.720
<v Speaker 1>don't if I'm not discipline. But my confidence in my

0:18:15.000 --> 0:18:19.120
<v Speaker 1>and the discipline comes from I would say, first of all,

0:18:19.240 --> 0:18:22.399
<v Speaker 1>having this system. We have that that sort of looks

0:18:22.440 --> 0:18:25.520
<v Speaker 1>at the marketplace, looks at all the stocks in the marketplace,

0:18:25.560 --> 0:18:29.600
<v Speaker 1>and gives us ideas and scores every single stock out there.

0:18:30.119 --> 0:18:33.280
<v Speaker 1>And that is a very good neutral, objective view on

0:18:33.680 --> 0:18:36.240
<v Speaker 1>the marketplace. And then we have our subjective views and

0:18:36.240 --> 0:18:40.479
<v Speaker 1>our subjective understanding of the businesses we invest in. The discipline, however,

0:18:40.600 --> 0:18:43.720
<v Speaker 1>is obviously something which has to be learned over the years,

0:18:43.720 --> 0:18:47.800
<v Speaker 1>and I believe we have done so. Uh. There is

0:18:47.840 --> 0:18:50.400
<v Speaker 1>a big difference between basically eating the menu and eating

0:18:50.400 --> 0:18:53.600
<v Speaker 1>the menu card, and a lot of investors perhaps eat

0:18:53.640 --> 0:18:56.359
<v Speaker 1>the card more than the menu. So it's easy to

0:18:56.400 --> 0:18:59.360
<v Speaker 1>say your value invest It's easy to say we're active

0:18:59.400 --> 0:19:03.600
<v Speaker 1>investors and we manage risk, but actually doing it requires discipline,

0:19:03.640 --> 0:19:05.480
<v Speaker 1>and this is something we've been working on over the

0:19:05.560 --> 0:19:07.840
<v Speaker 1>years and we still work on it. Maybe just use

0:19:08.000 --> 0:19:12.359
<v Speaker 1>one UH investment idea General Motors as an example, because

0:19:12.359 --> 0:19:14.320
<v Speaker 1>you know when you when you hear about your strategy,

0:19:14.359 --> 0:19:17.119
<v Speaker 1>you think, oh, there's some like super secret company that

0:19:17.160 --> 0:19:19.360
<v Speaker 1>they're going to invest in it, and it turns out

0:19:19.440 --> 0:19:22.480
<v Speaker 1>it may just be that you find a company that

0:19:22.520 --> 0:19:26.200
<v Speaker 1>everybody knows about, but the way you perceive the company

0:19:26.280 --> 0:19:30.720
<v Speaker 1>and the confidence you have in the decision is different. Yeah. Well,

0:19:30.760 --> 0:19:33.520
<v Speaker 1>I guess GM is a great example. I mean, we

0:19:33.600 --> 0:19:37.040
<v Speaker 1>bought GM in September last year. Uh. I believe the

0:19:37.040 --> 0:19:40.120
<v Speaker 1>market value was roughly around fifty billion dollars and they

0:19:40.040 --> 0:19:42.720
<v Speaker 1>the enterprise value is forty billion dollars and GM generates

0:19:42.720 --> 0:19:44.880
<v Speaker 1>ten billion dollars in earnings and and ten billion dollars

0:19:44.880 --> 0:19:47.840
<v Speaker 1>in free cash flow. Uh. It has a female CEO,

0:19:48.000 --> 0:19:50.480
<v Speaker 1>which is quite rare, so she's obviously doing a great

0:19:50.560 --> 0:19:53.960
<v Speaker 1>job in a in a sector which is dominated by males.

0:19:54.480 --> 0:19:57.680
<v Speaker 1>Uh So, Uh, all the things when you look at

0:19:57.720 --> 0:20:01.399
<v Speaker 1>it looked okay because you know, they have autonomus driving.

0:20:01.840 --> 0:20:04.320
<v Speaker 1>They have the Chevallet bowl, the Chevallet bowl, They have

0:20:04.400 --> 0:20:07.439
<v Speaker 1>the Cadillac, which is the only limo priced as a

0:20:07.440 --> 0:20:11.520
<v Speaker 1>as a Mercedes basically. Uh, they have the Camaro and

0:20:11.560 --> 0:20:13.360
<v Speaker 1>you know, you name it they have. They have nine

0:20:13.359 --> 0:20:16.200
<v Speaker 1>percent of lift as far as I understand. So they

0:20:16.240 --> 0:20:19.080
<v Speaker 1>have all these areas. And when you look at GM,

0:20:19.320 --> 0:20:23.160
<v Speaker 1>it's not the old dust covered company that some people

0:20:23.200 --> 0:20:26.800
<v Speaker 1>may believe it is. It is actually a company which

0:20:26.840 --> 0:20:29.880
<v Speaker 1>is up to date technologically speaking. And the price tag

0:20:30.000 --> 0:20:32.040
<v Speaker 1>was very, very attractive, so you could say, you know,

0:20:33.160 --> 0:20:35.679
<v Speaker 1>we don't necessarily buy gold just because it's goal. We

0:20:35.720 --> 0:20:38.520
<v Speaker 1>want to buy gold when it's priced as silver. GM

0:20:38.600 --> 0:20:41.720
<v Speaker 1>is perhaps silver. Priceless bronze are actually more like junk metal,

0:20:42.080 --> 0:20:44.720
<v Speaker 1>whereas some of the more golden stocks in the stock

0:20:44.720 --> 0:20:47.480
<v Speaker 1>market right now, they're priceless diamonds and they're not diamonds.

0:20:47.560 --> 0:20:51.560
<v Speaker 1>So for us, it's all about buying the on the

0:20:51.640 --> 0:20:54.360
<v Speaker 1>valued stuff. And just wanted the breaking because I want

0:20:54.560 --> 0:20:56.919
<v Speaker 1>to come into but just quickly give you ten seconds,

0:20:57.000 --> 0:21:00.720
<v Speaker 1>Mary Barra, as the chairman, chief executive, it's important to

0:21:00.720 --> 0:21:06.719
<v Speaker 1>you explain well, very briefly. I mean it's important because

0:21:06.840 --> 0:21:10.679
<v Speaker 1>if you can make it as a CEO with your

0:21:11.040 --> 0:21:14.800
<v Speaker 1>biometric measures against you and your your biological measures against you,

0:21:14.840 --> 0:21:17.119
<v Speaker 1>in the sense that we know that there is an

0:21:17.160 --> 0:21:21.440
<v Speaker 1>overrepresentation in boardrooms and amongst the CEOs when we look

0:21:21.440 --> 0:21:26.280
<v Speaker 1>at for instance, Caucasian males uh. Tall, slim Caucasian males

0:21:26.280 --> 0:21:28.840
<v Speaker 1>are overrepresented. So if you have a CEO which is

0:21:29.160 --> 0:21:32.560
<v Speaker 1>which doesn't have these features, it must be because they're

0:21:32.600 --> 0:21:35.520
<v Speaker 1>doing some sort of you know, good stuff. As a CEO,

0:21:35.600 --> 0:21:39.160
<v Speaker 1>they have to be outperforming significantly since they can, they

0:21:39.160 --> 0:21:41.320
<v Speaker 1>can get to that position. And I think she's doing

0:21:41.320 --> 0:21:44.000
<v Speaker 1>a great job and I don't have to meet her.

0:21:44.040 --> 0:21:45.840
<v Speaker 1>I mean, we don't have to meet the CEO. We

0:21:45.840 --> 0:21:49.520
<v Speaker 1>we look at the results they generate, uh, and that's

0:21:49.520 --> 0:21:51.880
<v Speaker 1>more important for us. Kurt Kara, thank you so much

0:21:52.000 --> 0:21:56.119
<v Speaker 1>for joining us. Kurt Carra, chief investment strategist at my invest,

0:21:56.720 --> 0:22:00.800
<v Speaker 1>which runs the my Invest Value Act here and which

0:22:00.920 --> 0:22:04.800
<v Speaker 1>has returned on average each year in the past five years,

0:22:04.840 --> 0:22:13.439
<v Speaker 1>better than percent of its peers. Thanks for listening to

0:22:13.440 --> 0:22:16.320
<v Speaker 1>the Bloomberg P and L podcast. You can subscribe and

0:22:16.400 --> 0:22:20.360
<v Speaker 1>listen to interviews at Apple Podcasts, SoundCloud, or whatever podcast

0:22:20.400 --> 0:22:23.880
<v Speaker 1>platform you prefer. I'm pim Fox. I'm on Twitter at

0:22:24.040 --> 0:22:27.440
<v Speaker 1>pim Fox. I'm on Twitter at Lisa Abramo. It's one

0:22:27.640 --> 0:22:30.359
<v Speaker 1>before the podcast. You can always catch us worldwide on

0:22:30.400 --> 0:22:31.240
<v Speaker 1>Bloomberg Radio.