WEBVTT - Bloomberg Businessweek Weekend - November 25th, 2022

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<v Speaker 1>This is Bloomberg Business Week Inside from the reporters and

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<v Speaker 1>editors who bring you America's most trusted business magazine, plus

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<v Speaker 1>global business, finance and tech news as it happened. Sloomberg

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<v Speaker 1>Business Week with Carol Messier and Bloomberg Quick Takes Tim

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<v Speaker 1>Stinovic on Bloomberg Radio. Hi, everyone, Welcome to a holiday

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<v Speaker 1>weekend edition of Bloomberg Business Week. A cornucopia of conversations

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<v Speaker 1>you might say as you would cover to match your

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<v Speaker 1>feast this Thanksgiving weekend. In this hour, concerns about charter

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<v Speaker 1>airlines inside one of the world's most influential consulting firms,

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<v Speaker 1>Meta's digital ad dilemma brought on by none other than Apple,

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<v Speaker 1>and at once great pandemic play tries to regain its mojo.

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<v Speaker 1>We're going to speak to the CEO of so No.

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<v Speaker 1>That's the fun conversation. Then in our second hour, some

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<v Speaker 1>lighter fair as you indulge, perhaps in another slice of

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<v Speaker 1>apple or pecan pie. How do you say it? Pecan

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<v Speaker 1>pecan tomato tomato, Carol pecan pie, including speaking of food,

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<v Speaker 1>Bam Emerald Legassi, renowned chef and restaurate tour also grub

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<v Speaker 1>Hub founder Mike Evans, and then we've got the CEO

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<v Speaker 1>b Et Scott Mills on Tyler Perry and Oprah all

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<v Speaker 1>of that to come. We begin, though, with a word

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<v Speaker 1>of caution as travelers take to the air this holiday season.

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<v Speaker 1>In the current double issue of Bloomberg Business Week, Alan

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<v Speaker 1>Levin sheds light on the dark corners of the private

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<v Speaker 1>aviation market, specifically charter flights. This story was also a

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<v Speaker 1>Bloomberg Big Take. Alan is Aviation safety and f a reporter.

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<v Speaker 1>He joined us along with the editor of Bloomberg Business Week,

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<v Speaker 1>Joe Weber. Private aviation has become almost sort of the

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<v Speaker 1>shadow world that is very attractive. You can get places

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<v Speaker 1>far easier, and all you need is a little bit

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<v Speaker 1>more money than flying via normal one. And Alan's reporting

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<v Speaker 1>here reveals that it comes with a host of problems

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<v Speaker 1>and worries. Alan, Yeah, yeah, that's correct, um. And you know,

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<v Speaker 1>in our world today, we can assume when you get in,

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<v Speaker 1>if you call on Uber or you're getting a taxi,

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<v Speaker 1>that it's sort of been vetted by the government. It's

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<v Speaker 1>not perfect, but at least you know they're looking at it.

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<v Speaker 1>And I think that's that assumption carries over into the

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<v Speaker 1>charter world, not least, you know, at least in part

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<v Speaker 1>it's due to the fact that there are lots of

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<v Speaker 1>apps you can get that will get you a charter flight,

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<v Speaker 1>and some people just assume it's the same thing. But

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<v Speaker 1>unless you know what you're doing, it's really hard to

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<v Speaker 1>tell the legitimate operators from the ones who are not licensed,

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<v Speaker 1>and you know, in some cases are really cutting corners

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<v Speaker 1>on safety. I'm sorry, I'm just having like ft X

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<v Speaker 1>flashbacks and your accountability. You assume that parent has a

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<v Speaker 1>fancy app that you know, and that it has ads

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<v Speaker 1>that it's going to be okay. So this is really interesting.

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<v Speaker 1>There's this also this this part in the piece, Allan,

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<v Speaker 1>and you have just some you know, really heart wrenching examples.

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<v Speaker 1>Marcy Wilhelm is somebody who spoke to you for the

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<v Speaker 1>piece tell us about her experience flying privately. Yeah, let

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<v Speaker 1>me just start by saying, I've been covering air crashes

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<v Speaker 1>for a couple of decades now, and this is really

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<v Speaker 1>one of the most heart wrenching ones. Marcy is was amazing,

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<v Speaker 1>had an amazing success story. She had co founded a

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<v Speaker 1>healthcare company and they'd sold it for almost two hundred

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<v Speaker 1>million dollars was back in she'd been hired to be

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<v Speaker 1>the CEO of the successor company, and um, you know,

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<v Speaker 1>she had was going away on a long weekend to

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<v Speaker 1>Nantucket with some friends from her house in Florida. They

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<v Speaker 1>stopped in uh, South Carolina to pick up some some

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<v Speaker 1>folks and the plane essentially did not have breaks. And

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<v Speaker 1>it's a fairly big corporate jet um with high speeds

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<v Speaker 1>compared to some other planes, and it just went screaming

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<v Speaker 1>off the end of the runway down an embankment and

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<v Speaker 1>broke into pieces. Killed both pilots and marsiennor your husband

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<v Speaker 1>were both severely injured. And what investigators came to learn

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<v Speaker 1>very quickly was that the plane never should have been

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<v Speaker 1>in service on many different levels. For one thing, Marcy

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<v Speaker 1>booked the flight on a legitimate charter operator, but they're

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<v Speaker 1>required to put each and every aircraft on their certification.

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<v Speaker 1>This aircraft was not. Beyond that, it had dozens of

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<v Speaker 1>maintenance items that weren't complete. And the most stunning thing

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<v Speaker 1>of all is a mechanic had noticed that the brakes

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<v Speaker 1>weren't working, had put a bright orange placard kind of

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<v Speaker 1>a sticky note if you will, on the brake panel

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<v Speaker 1>right in front of the pilot's faces that said inoperable,

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<v Speaker 1>and they still landed without the brakes and had this accident.

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<v Speaker 1>How is this happening still? What are the blind spots here?

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<v Speaker 1>You know? In the legitimate air charter world, I don't

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<v Speaker 1>want to leave listeners confused. In the legitimate world, there

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<v Speaker 1>is a ton of f A oversight. It's not perfect.

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<v Speaker 1>Occasionally we see flaws, but they're required to everything from

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<v Speaker 1>pilot training to drug testing employees, on and on and on.

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<v Speaker 1>But there's twenty thousand or so private jets that are

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<v Speaker 1>privately owned in the US. And let's say our business

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<v Speaker 1>and you bought this jet and suddenly the costs of

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<v Speaker 1>maintenance are adding up. You might say, well, jeez, why

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<v Speaker 1>don't we just rent it out, you know, to somebody.

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<v Speaker 1>And if you do that, you're not following all those

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<v Speaker 1>safety measures that the legitimate guys do. And from the

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<v Speaker 1>outside of the plane, it's almost impossible to tell the difference.

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<v Speaker 1>What's your advice to folks out there who might be

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<v Speaker 1>interested in chartering. Well, it turns out the f A

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<v Speaker 1>a partly in a reaction to this a few years ago,

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<v Speaker 1>be in publishing a list of all the aircraft are

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<v Speaker 1>legitimately licensed to carry people for hire. So you can

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<v Speaker 1>look that up. If you google f A A Air

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<v Speaker 1>charter safety, you'll find a link to it. There's a

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<v Speaker 1>trade group that has been very involved in this as well,

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<v Speaker 1>and there are also several private companies that do auditing

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<v Speaker 1>of charter companies sort of save the customer the hassle

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<v Speaker 1>of doing that and so so there are definitely ways

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<v Speaker 1>to figure out who's legit and who's not. That was

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<v Speaker 1>Bloomberg News Aviation Safety and A reporter Alan Levin, along

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<v Speaker 1>with the editor of the magazine, Joel Weber. Check out

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<v Speaker 1>Allen's full story in the Business section of the magazine

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<v Speaker 1>and this story it also involves members of the Hollywood

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<v Speaker 1>Carol and political elites. Yeah, names you will definitely know.

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<v Speaker 1>Coming up an inside look at one of the most

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<v Speaker 1>powerful and secretive consulting firms on the planet. We're talking

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<v Speaker 1>about McKenzie Company. You're listening to Bloomberg Business Week. This

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<v Speaker 1>is Bloomberg. This is Bloomberg Business Week with Carol Masser

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<v Speaker 1>and Bloomberg Quick Takes. Tim Stenovik from Bloomberg Radio. Thank consulting,

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<v Speaker 1>and yeah, you think of McKenzie and Company. It's a

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<v Speaker 1>firm that's nearly a hundred years old, with more than

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<v Speaker 1>forty thou employees, a firm with an alumni network of

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<v Speaker 1>more than thirty four thousand working in just about every

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<v Speaker 1>business sector out there in a hundred twenty countries. Speaking

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<v Speaker 1>of those alums, many household names, I mean Carol, We're

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<v Speaker 1>talking people like Cheryl Sandberg, Chelsea Clinton, current CEO is

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<v Speaker 1>all over, including a city group, Alphabet and Morgan Stanley.

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<v Speaker 1>McKinsey itself though a household name, and it's the subject

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<v Speaker 1>of a new book. It's called When McKenzie Comes to Town,

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<v Speaker 1>The Hidden Influence of the World's most powerful consulting Firm.

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<v Speaker 1>The co authors are decorated New York Times investigative reporters

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<v Speaker 1>Walt Bogdanich and Michael Forsythe our conversation began with Walt

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<v Speaker 1>explaining how he managed to gather information about the ultra

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<v Speaker 1>clandestine private firm. Well, when we started, we knew it

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<v Speaker 1>would be a challenge because Mackenzie's entire business model is

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<v Speaker 1>based on secrecy. You know, never disclose our client lists,

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<v Speaker 1>never dispose what they pay us um and and they're

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<v Speaker 1>hugely powerful. I mean they have no accountability um. And

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<v Speaker 1>what we wanted to do was look at the secretive

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<v Speaker 1>company see what we could find and uh and find

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<v Speaker 1>out whether you know they're they're doing good things are

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<v Speaker 1>bad things. That's what journalists do. That's true, right, that's

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<v Speaker 1>what they're supposed to do. UM. Well, you did get

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<v Speaker 1>ahold of that McKenzie client list, which they do hold

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<v Speaker 1>near and dear. So what did it as you went through?

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<v Speaker 1>What did it reveal to you? I think we were

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<v Speaker 1>most interested in the conflicts of interest that emerged from

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<v Speaker 1>that list. These are conflicts of interest that would never

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<v Speaker 1>have been known. What kind of conflicts I'm talking about? Well,

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<v Speaker 1>you know advising you know, the biggest pharmaceutical companies in

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<v Speaker 1>the world at the same time that they're advising the

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<v Speaker 1>Food and Drug Administration. That would seem to be a

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<v Speaker 1>magic problem. They were advising all the big cigarette companies

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<v Speaker 1>at a time when they were advising the Office of

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<v Speaker 1>Smoking in Health or Office of Smoking UM within the FDA.

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<v Speaker 1>So those are glaring examples that we would not have

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<v Speaker 1>learned about until if we had not obtained that list. Well,

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<v Speaker 1>is there any type of work that McKenzie won't take

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<v Speaker 1>these days? I think they'll say yes, Um, But I

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<v Speaker 1>mean I won't know until I see the proof. I

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<v Speaker 1>mean what they did and to their credit, and let's

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<v Speaker 1>see whether they carry through on it. After a lot

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<v Speaker 1>of the expose as that were in the media, mostly

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<v Speaker 1>in the Times, Um, you know, they decided to change.

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<v Speaker 1>They decided to screen their clients more carefully and to

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<v Speaker 1>monitor them to do a better risk assessment. You know

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<v Speaker 1>how well that's working. How you know thoroughly they they

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<v Speaker 1>are engaged in that new policy. I hate to use

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<v Speaker 1>the time will tell, but time will tell. One thing

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<v Speaker 1>I did want to share is that mckensey um has

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<v Speaker 1>actually put out a statement and it's on their website.

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<v Speaker 1>It's in the media section, and it says, quote, a

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<v Speaker 1>recently published book fundamentally fundamentally misrepresents our firm in our work.

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<v Speaker 1>The book also seeks to associate our firm with events

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<v Speaker 1>like the two financial crisis, a Major League Baseball cheating scandal,

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<v Speaker 1>or safety incidents at a theme park that we simply

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<v Speaker 1>had nothing to do with. Perhaps this is why the

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<v Speaker 1>book contains more than a dozen disclaimers across these and

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<v Speaker 1>other issues, acknowledging that our work did not cause or

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<v Speaker 1>was not associated with the trend or event for which

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<v Speaker 1>the authors criticize us. And I would love for maybe

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<v Speaker 1>both of you to weigh in on this, Michael, why

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<v Speaker 1>don't you take it first? So, Um, you know, mckensey

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<v Speaker 1>did put out that statement that they we published the book. Um.

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<v Speaker 1>You know, we in the book look at so many

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<v Speaker 1>issues across the world. You know where mckensey has had

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<v Speaker 1>a very big impact and in many cases very negative

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<v Speaker 1>impact to South Africa, China, Saudi Arabia. UM. You know,

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<v Speaker 1>looking at the opioid crisis, their work with tobacco companies. Um,

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<v Speaker 1>there are so many instances where they did have a

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<v Speaker 1>big impact. I don't think we ever would have written

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<v Speaker 1>this book if we didn't think McKinsey made a difference. Um.

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<v Speaker 1>And of course there are many many projects at McKinsey,

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<v Speaker 1>many things that we never hear about because you know,

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<v Speaker 1>they go fine and they do plenty of good work

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<v Speaker 1>as well. But like well it often likes to say,

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<v Speaker 1>you know, as journalists, we don't write about the aircraft

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<v Speaker 1>that safely take off and land. We write about the crashes.

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<v Speaker 1>And the fact is that a McKinsey, there are so

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<v Speaker 1>many airplane crashes so to speak. And that's what we

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<v Speaker 1>we've compiled in the book. It's it's more than just

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<v Speaker 1>a one off incident. Hey Michael, what did you guys

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<v Speaker 1>find about the company's financials? And you know, I think

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<v Speaker 1>a lot of people hear about, you know, at least

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<v Speaker 1>in my experience, I've learned about and hear about the

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<v Speaker 1>consultants who spend four or five days on the road

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<v Speaker 1>working on secretive projects and traveling to different places for

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<v Speaker 1>a year at a time, for example, and maybe doing

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<v Speaker 1>that for a few years, and then they get into

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<v Speaker 1>their thirties and they go off and they do something

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<v Speaker 1>else and you know, potentially become the CEO of a

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<v Speaker 1>different company. What about the partners who stay there and

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<v Speaker 1>how is their wealth tied to these projects? You know?

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<v Speaker 1>So so they're very well paid, maybe not as well

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<v Speaker 1>paid as a private equity you know partner or you know,

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<v Speaker 1>a hedge fund manager or or the CEO of a

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<v Speaker 1>bank on Wall Street, but you know, we're talking millions

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<v Speaker 1>of dollars, you know, three or four million dollars for

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<v Speaker 1>senior partners at times, so or even more so, they're

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<v Speaker 1>they're well compensated. Um, you know, they also can invest

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<v Speaker 1>there's an internal hedge fund called the McKinsey Investment Office

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<v Speaker 1>where they can make and put their money as well. UM,

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<v Speaker 1>so you know these they're well paid. But as you said,

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<v Speaker 1>a lot of people do leave McKinsey and go on

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<v Speaker 1>to do other things. Uh. And you know many CEOs

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<v Speaker 1>of Wall Street Bank to see of Morgan Stanley is

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<v Speaker 1>a former McKenzie uh consultant. Hey, well, come on back in.

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<v Speaker 1>Tell us about who you talked to, both of you.

0:13:07.640 --> 0:13:09.440
<v Speaker 1>Who you talked to you to do some of this book.

0:13:09.440 --> 0:13:13.360
<v Speaker 1>A lot of I'm assuming right, former McKenzie insiders. I'm

0:13:13.400 --> 0:13:16.960
<v Speaker 1>glad you asked that question, because every mackenzie consultant signs

0:13:16.960 --> 0:13:21.240
<v Speaker 1>a nondisclosure agreement. That's a tall mountain for us to climb.

0:13:21.520 --> 0:13:24.160
<v Speaker 1>We don't have subpoena power, but let me tell you this.

0:13:24.440 --> 0:13:26.840
<v Speaker 1>We kept digging and digging, and by the end of

0:13:26.880 --> 0:13:32.440
<v Speaker 1>it we interviewed nearly a hundred current and former Mackensey consultants,

0:13:32.440 --> 0:13:35.120
<v Speaker 1>which I think is astounding. And the reason we did

0:13:35.160 --> 0:13:40.120
<v Speaker 1>that is because Mackenzie hires by and large responsible, you know,

0:13:40.160 --> 0:13:44.160
<v Speaker 1>idealistic people, the best at the schools where they recruit,

0:13:44.800 --> 0:13:47.240
<v Speaker 1>and when you hire those kinds of people, and they

0:13:47.280 --> 0:13:50.360
<v Speaker 1>see a difference between what they were told when they

0:13:50.360 --> 0:13:56.240
<v Speaker 1>were hired and the McKenzie's actions in the real world.

0:13:56.760 --> 0:14:00.800
<v Speaker 1>They get unhappy. And fortunately they were able to find

0:14:00.800 --> 0:14:03.920
<v Speaker 1>our phone numbers and they called us, well, have you

0:14:04.000 --> 0:14:07.959
<v Speaker 1>heard from more folks at McKenzie are formerly at McKenzie

0:14:08.000 --> 0:14:11.640
<v Speaker 1>since the book came out? I would say, like in

0:14:11.679 --> 0:14:15.720
<v Speaker 1>the last ten minutes, yes, Wow, from around the world.

0:14:16.320 --> 0:14:19.240
<v Speaker 1>And and if they you know, at this point, you know,

0:14:19.280 --> 0:14:20.800
<v Speaker 1>what are we going to do with that? I don't know,

0:14:21.280 --> 0:14:24.360
<v Speaker 1>but we're certainly collecting it. And if after discussing it

0:14:24.400 --> 0:14:27.040
<v Speaker 1>with our editors and we decide there's more to be written,

0:14:27.520 --> 0:14:30.720
<v Speaker 1>we will write our Thanks to New York Times investigative

0:14:30.720 --> 0:14:34.480
<v Speaker 1>reporters Waltoke Danich and Michael forsythe their book called When

0:14:34.560 --> 0:14:37.440
<v Speaker 1>McKenzie Comes to Town, The Hidden Influence of the World's

0:14:37.440 --> 0:14:40.880
<v Speaker 1>most powerful consulting firm, and it's out now, still ahead

0:14:40.880 --> 0:14:43.600
<v Speaker 1>on Bloomberg Business Week. While the world's biggest social media

0:14:43.680 --> 0:14:46.760
<v Speaker 1>company is seeing its digital ad dollars squeeze the hardest,

0:14:47.040 --> 0:14:49.520
<v Speaker 1>there might be kind of the bigger reason that Meta,

0:14:49.560 --> 0:14:52.880
<v Speaker 1>in particular ad business um it has a big hole

0:14:52.960 --> 0:14:55.880
<v Speaker 1>in it and that pole is shaped like Apple. Our

0:14:55.960 --> 0:14:59.320
<v Speaker 1>tech team breaks down Meta's most pressing issues. Next, this

0:14:59.560 --> 0:15:07.840
<v Speaker 1>is bloom Berg Broadcasting from the financial capital of the

0:15:07.840 --> 0:15:11.760
<v Speaker 1>World Bloomberg eleven Rio in New York to Washington, d C.

0:15:11.960 --> 0:15:16.680
<v Speaker 1>Bloomberg to Boston, Bloomberg one O six one to San Francisco,

0:15:16.720 --> 0:15:20.160
<v Speaker 1>Bloomberg nine six to the country Sirius XM Channel one

0:15:20.280 --> 0:15:23.960
<v Speaker 1>nine and around the globe the Bloomberg Business and Bloomberg

0:15:24.040 --> 0:15:28.160
<v Speaker 1>Radio dot Com. This is Bloomberg Business Week with Carol

0:15:28.240 --> 0:15:32.520
<v Speaker 1>Messer and Bloomberg Quick Takes Tim Stinovan on Bloomberg Radio.

0:15:33.760 --> 0:15:36.560
<v Speaker 1>Last year's changes to Apple's privacy policies have shaken the

0:15:36.560 --> 0:15:40.760
<v Speaker 1>foundations of the targeted advertising industry. Meta Platforms has felt it.

0:15:40.800 --> 0:15:43.520
<v Speaker 1>As revenue in the third quarter total Yeah, twenty seven

0:15:43.520 --> 0:15:45.360
<v Speaker 1>point seven billion. That's a lot, but it was four

0:15:45.360 --> 0:15:48.320
<v Speaker 1>and a half percent lower than the same quarter in one.

0:15:48.560 --> 0:15:50.720
<v Speaker 1>In the Technology section of the current double issue of

0:15:50.760 --> 0:15:53.560
<v Speaker 1>Bloomberg Business Week, It's out now, online, on newsstands and

0:15:53.680 --> 0:15:55.960
<v Speaker 1>on the terminal, is a story about how Meta is

0:15:56.000 --> 0:15:58.840
<v Speaker 1>confronting a huge hit to its once mighty ad business.

0:15:59.120 --> 0:16:02.360
<v Speaker 1>We get more from bloom Burg News Technology Reporter Alex Brinka.

0:16:02.560 --> 0:16:05.240
<v Speaker 1>We've heard a lot of anger at the general economic

0:16:05.240 --> 0:16:07.800
<v Speaker 1>conditions from all of the Internet companies like Meta that

0:16:08.080 --> 0:16:11.440
<v Speaker 1>depend on digital ads, blaming the economy for the really

0:16:11.480 --> 0:16:14.000
<v Speaker 1>bad quarters they've had over the last six months or so.

0:16:14.440 --> 0:16:16.560
<v Speaker 1>I'm writing that there might be kind of a bigger

0:16:16.600 --> 0:16:20.400
<v Speaker 1>reason that Meta in particulars ad business. Um, it has

0:16:20.440 --> 0:16:22.880
<v Speaker 1>a big hole in it, and that pole is shaped

0:16:23.000 --> 0:16:26.840
<v Speaker 1>like Apple. About a year ago, Apple changed its privacy

0:16:26.880 --> 0:16:30.640
<v Speaker 1>policies for the iPhone that made ads on social media

0:16:30.760 --> 0:16:34.840
<v Speaker 1>both harder to target specific people and harder to track

0:16:35.040 --> 0:16:37.720
<v Speaker 1>the return on the spend on those ads. And a

0:16:37.800 --> 0:16:40.600
<v Speaker 1>year in Meta has estimated that that's had a ten

0:16:40.640 --> 0:16:43.400
<v Speaker 1>billion dollar hit on its pad business. And you know,

0:16:43.480 --> 0:16:46.080
<v Speaker 1>myself and a lot of the analysts and insiders I

0:16:46.080 --> 0:16:49.560
<v Speaker 1>spoke for this story would also argue that that's what's

0:16:49.680 --> 0:16:53.040
<v Speaker 1>dragging Meta down to potentially it's there. It's third quite

0:16:53.040 --> 0:16:57.120
<v Speaker 1>straight quarter of revenue declines. It's more Apple than the economy.

0:16:57.360 --> 0:16:59.600
<v Speaker 1>Um and I tried to break that down for folks

0:16:59.640 --> 0:17:03.560
<v Speaker 1>this week. Well, there's a stark chart included in your

0:17:03.600 --> 0:17:08.240
<v Speaker 1>piece that shows how other companies are faring or projected

0:17:08.240 --> 0:17:14.280
<v Speaker 1>to fair between two TikTok, according to e Marketer, has

0:17:14.320 --> 0:17:17.720
<v Speaker 1>a projected change of one fifty versus Meta down at

0:17:17.720 --> 0:17:20.800
<v Speaker 1>the bottom of which project a change of negative. Why

0:17:20.880 --> 0:17:23.159
<v Speaker 1>is TikTok able to capitalize on something when you know

0:17:23.240 --> 0:17:26.920
<v Speaker 1>they're using the same hardware in the same operating systems

0:17:26.960 --> 0:17:30.400
<v Speaker 1>to deliver those ads. I think there's two key reasons.

0:17:30.440 --> 0:17:33.320
<v Speaker 1>So Meta, as you mentioned Facebook, Instagram, those are metas

0:17:33.359 --> 0:17:36.920
<v Speaker 1>companies have historically been based on who you know your

0:17:36.960 --> 0:17:40.040
<v Speaker 1>friend graph is how they derive kind of insights on

0:17:40.080 --> 0:17:43.160
<v Speaker 1>you um and plus the information that they were able

0:17:43.200 --> 0:17:45.800
<v Speaker 1>to glean from Apple to make sure that advertisers are

0:17:45.800 --> 0:17:49.119
<v Speaker 1>reaching the people they want to reach. Picktok. On the

0:17:49.119 --> 0:17:52.840
<v Speaker 1>other hand, Um has built out an ai UM kind

0:17:52.840 --> 0:17:57.480
<v Speaker 1>of focused recommendation engine that is derived on our users interests,

0:17:57.520 --> 0:17:59.600
<v Speaker 1>so they know more about you than just who you know.

0:18:00.000 --> 0:18:02.760
<v Speaker 1>They know who you're actually interested in. That is some

0:18:02.840 --> 0:18:05.640
<v Speaker 1>of the information UM. It's not quite apples to apples

0:18:05.680 --> 0:18:08.760
<v Speaker 1>that Meta has lost, So TikTok has been able to

0:18:08.840 --> 0:18:12.320
<v Speaker 1>kind of really lean into this interest based recommendations. Now,

0:18:12.320 --> 0:18:14.720
<v Speaker 1>the one caveat I would give is Meta is still

0:18:14.760 --> 0:18:17.720
<v Speaker 1>an advertising giant. They're still expected to bran about a

0:18:17.760 --> 0:18:20.880
<v Speaker 1>hundred and sixteen billion dollars in rapids this year. TikTok

0:18:21.000 --> 0:18:23.399
<v Speaker 1>is only about a tenth of that. So there is

0:18:23.440 --> 0:18:26.919
<v Speaker 1>some kind of youth in growth there for TikTok. But

0:18:27.040 --> 0:18:29.520
<v Speaker 1>that is kind of the big reason um that folks

0:18:29.600 --> 0:18:33.080
<v Speaker 1>might be looking too platforms where they can target people

0:18:33.280 --> 0:18:36.040
<v Speaker 1>a little bit more effectively than maybe what's been lost

0:18:36.080 --> 0:18:38.119
<v Speaker 1>on Facebook and Instagram. I gotta say, Alex, one of

0:18:38.160 --> 0:18:39.720
<v Speaker 1>the lines I love in your story, you say the

0:18:39.760 --> 0:18:43.880
<v Speaker 1>company has no experience managing decline. There's something to be said.

0:18:43.960 --> 0:18:46.800
<v Speaker 1>I mean, this is a company that has been on fire,

0:18:47.040 --> 0:18:48.760
<v Speaker 1>maybe a little bit of you know, trouble about that.

0:18:48.800 --> 0:18:50.920
<v Speaker 1>I p o initially but figured it out right of

0:18:51.000 --> 0:18:53.119
<v Speaker 1>the ship. But when things start to go wrong, like

0:18:53.200 --> 0:18:54.960
<v Speaker 1>you might not have a playbook or the people in

0:18:54.960 --> 0:18:56.600
<v Speaker 1>place to be like, well wait, how do we fix

0:18:56.640 --> 0:19:00.720
<v Speaker 1>this right? And you'll remember they laid off workforce in

0:19:00.720 --> 0:19:03.600
<v Speaker 1>their biggest layoff ever. So this is a company now

0:19:03.640 --> 0:19:05.919
<v Speaker 1>that's going to be expected to do more with less.

0:19:06.000 --> 0:19:08.000
<v Speaker 1>So this Apple thing is a big problem, But there

0:19:08.040 --> 0:19:10.679
<v Speaker 1>are a lot of other problems that meta. You have

0:19:10.800 --> 0:19:14.680
<v Speaker 1>the economic conditions, you have the scrutiny on the political

0:19:14.800 --> 0:19:18.080
<v Speaker 1>power that Facebook and Instagram have on the world. You

0:19:18.160 --> 0:19:21.840
<v Speaker 1>have this big bet that Mark Zuckerberg is making trying

0:19:21.880 --> 0:19:25.199
<v Speaker 1>to build a virtual reality world called the metaverse and

0:19:25.240 --> 0:19:28.360
<v Speaker 1>funneling ten billion dollars a year into that direction. So

0:19:28.640 --> 0:19:30.840
<v Speaker 1>there's a lot going on there, and now it's going

0:19:30.920 --> 0:19:34.440
<v Speaker 1>on with eleven thousand people, fewer than just two weeks ago,

0:19:34.600 --> 0:19:36.600
<v Speaker 1>so it seems like they're really going to have to

0:19:36.680 --> 0:19:39.400
<v Speaker 1>kind of buckle down. So this will definitely be one

0:19:39.480 --> 0:19:42.120
<v Speaker 1>to watch as they kind of juggle both coming back

0:19:42.160 --> 0:19:46.200
<v Speaker 1>from these changes that Apple forced upon their business, battling

0:19:46.240 --> 0:19:49.640
<v Speaker 1>economic conditions, and trying to paint the future of computing

0:19:49.640 --> 0:19:51.960
<v Speaker 1>in the metaverse. Hey, Alex, kind of want to throw

0:19:51.960 --> 0:19:53.880
<v Speaker 1>a little bit of a curveball at you because it's,

0:19:53.960 --> 0:19:56.400
<v Speaker 1>you know, not necessarily what your most recent pieces about,

0:19:56.440 --> 0:19:58.160
<v Speaker 1>but I know you've done so much reporting about this.

0:19:58.720 --> 0:20:01.320
<v Speaker 1>I'm wondering what small busin this is think of this change,

0:20:01.359 --> 0:20:03.520
<v Speaker 1>because they're the ones who have done a lot of

0:20:03.520 --> 0:20:07.480
<v Speaker 1>advertising historically on meta platforms including Facebook and Instagram, and

0:20:07.520 --> 0:20:10.560
<v Speaker 1>now ostensibly it's more difficult for them to target their

0:20:10.560 --> 0:20:14.280
<v Speaker 1>potential customers. Yep, throw those curveballs away. Um, I will

0:20:14.280 --> 0:20:17.960
<v Speaker 1>say they have been okay um, they've spent more on

0:20:18.040 --> 0:20:21.359
<v Speaker 1>like newspapers or buying ads on TV channel. So the

0:20:21.440 --> 0:20:23.840
<v Speaker 1>big companies can do that because they have the budgets.

0:20:24.000 --> 0:20:26.840
<v Speaker 1>Small businesses have kind of historically been stuck with two

0:20:26.880 --> 0:20:31.320
<v Speaker 1>options basically meta or Google alphabets UM search ads when

0:20:31.320 --> 0:20:34.240
<v Speaker 1>it comes to reaching customers on the Internet. So they've

0:20:34.280 --> 0:20:36.720
<v Speaker 1>been the folks who basically have had to kind of

0:20:37.280 --> 0:20:39.520
<v Speaker 1>go roll with the punches here, and that's also why

0:20:39.560 --> 0:20:42.159
<v Speaker 1>we think there's been such a big decline in overall

0:20:42.200 --> 0:20:45.800
<v Speaker 1>ad spending. That's Bloomberg News Technology reporter Alex Brinka. You're

0:20:45.800 --> 0:20:48.560
<v Speaker 1>listening to Bloomberg Business Week. Coming up next, how a

0:20:48.680 --> 0:20:51.400
<v Speaker 1>high end audio equipment maker is fighting for market share

0:20:51.520 --> 0:20:54.760
<v Speaker 1>amid stiff economic headwinds. The number one way that new

0:20:54.800 --> 0:20:57.719
<v Speaker 1>customers coming to the system is existing customers telling their

0:20:57.720 --> 0:21:00.800
<v Speaker 1>friends and family. So it's a it's a powerful model

0:21:00.920 --> 0:21:02.760
<v Speaker 1>in that way, and we've got a good balance between

0:21:02.760 --> 0:21:05.800
<v Speaker 1>existing and new. So no CEO Patrick Spence joins us

0:21:05.800 --> 0:21:15.919
<v Speaker 1>on the other side. This is Bloomberg. You're listening to

0:21:16.040 --> 0:21:19.920
<v Speaker 1>Bloomberg Business Week with Carol Messer and Bloomberg Quick Takes.

0:21:20.040 --> 0:21:24.919
<v Speaker 1>Tim Stinovich from Bloomberg Radio. We'll share. Some Sons traded

0:21:25.000 --> 0:21:28.080
<v Speaker 1>higher right after reporting earnings this past week, stock, though

0:21:28.119 --> 0:21:32.080
<v Speaker 1>still down around forty year to date. Among the quarterly headlines,

0:21:32.080 --> 0:21:35.159
<v Speaker 1>though that stood out. Fourth quarter revenue beat estimates, and

0:21:35.200 --> 0:21:37.560
<v Speaker 1>analysts found the print to be quote solid well. The

0:21:37.600 --> 0:21:41.040
<v Speaker 1>reaction to guidance for three was mixed, with some impressed

0:21:41.080 --> 0:21:43.720
<v Speaker 1>and others seeing it as a little light. We dug

0:21:43.720 --> 0:21:45.359
<v Speaker 1>into all of that and more with the CEO of

0:21:45.400 --> 0:21:49.040
<v Speaker 1>son Nos, Patrick Spence. We've seen things stabilized. So we

0:21:49.080 --> 0:21:51.760
<v Speaker 1>obviously took a hit back in June in terms of

0:21:51.800 --> 0:21:54.240
<v Speaker 1>kind of the trajectory in our business, and so since

0:21:54.359 --> 0:21:57.720
<v Speaker 1>then post pandemic, our continuation of a post pandemic reason,

0:21:57.960 --> 0:21:59.919
<v Speaker 1>I think was more macro economic in terms of just

0:22:00.080 --> 0:22:02.159
<v Speaker 1>generally like what consumers are doing and in the summer

0:22:02.160 --> 0:22:04.200
<v Speaker 1>traveling and all of those things, and so you know,

0:22:04.240 --> 0:22:05.560
<v Speaker 1>we did a bit of a reset at that point,

0:22:05.640 --> 0:22:08.000
<v Speaker 1>and what we've seen in this quarter is we got

0:22:08.040 --> 0:22:10.879
<v Speaker 1>it right. Our business stabilized, and we shared a few

0:22:10.960 --> 0:22:13.359
<v Speaker 1>data points on the call around registrations which are kind

0:22:13.359 --> 0:22:15.800
<v Speaker 1>of like the underlying activations of new son No speakers

0:22:15.800 --> 0:22:18.800
<v Speaker 1>that show in fact, it's kind of we're pretty optimistic

0:22:18.800 --> 0:22:20.280
<v Speaker 1>in terms of where we are right now and what

0:22:20.320 --> 0:22:23.760
<v Speaker 1>we're seeing and so, um, it's stable. Uh, And that's

0:22:23.800 --> 0:22:25.640
<v Speaker 1>kind of the way we we've set our guidance as

0:22:25.640 --> 0:22:28.160
<v Speaker 1>we go forward, and we're not expecting, you know, things

0:22:28.200 --> 0:22:30.800
<v Speaker 1>to get much worse. We're not expecting it to get

0:22:30.840 --> 0:22:32.199
<v Speaker 1>much better. So we're just trying to be prudent in

0:22:32.200 --> 0:22:34.560
<v Speaker 1>this kind of environment. A lot of competition in this space.

0:22:34.800 --> 0:22:37.000
<v Speaker 1>You guys are still relatively small, as you point out

0:22:37.000 --> 0:22:39.400
<v Speaker 1>when you join us. You know, every few months, Um,

0:22:39.440 --> 0:22:41.640
<v Speaker 1>I'm wondering about who your customer is. And I think

0:22:41.640 --> 0:22:43.080
<v Speaker 1>about this in the context of what we saw from

0:22:43.080 --> 0:22:48.440
<v Speaker 1>Walmart Tennis. Well that's the thing. Yeah, we all that

0:22:48.440 --> 0:22:51.000
<v Speaker 1>that's true, but but I'm wondering, you know, as you

0:22:51.040 --> 0:22:52.879
<v Speaker 1>try to grow. You know, we see a company like

0:22:52.920 --> 0:22:55.160
<v Speaker 1>Walmart report results and they say that, you know, upper

0:22:55.200 --> 0:22:57.679
<v Speaker 1>middle class customers are now trading down and shopping at

0:22:57.680 --> 0:23:00.720
<v Speaker 1>Walmart rather than Target. Who's your customer and are you

0:23:00.720 --> 0:23:04.520
<v Speaker 1>worried about people trading down to less expensive competitors. We're not.

0:23:04.800 --> 0:23:06.560
<v Speaker 1>And I'm watching during a period like this, you want

0:23:06.560 --> 0:23:08.720
<v Speaker 1>to watch market share very closely, and from what we're seeing,

0:23:08.760 --> 0:23:11.520
<v Speaker 1>we're gaining share in this period Um, and I think

0:23:11.520 --> 0:23:14.480
<v Speaker 1>that speaks to the brand. But but we do talk

0:23:14.520 --> 0:23:17.439
<v Speaker 1>about the more affluent homes that we're in, and and

0:23:17.440 --> 0:23:19.480
<v Speaker 1>again you pointed it out. You know, we're so small

0:23:19.480 --> 0:23:21.320
<v Speaker 1>in the grand scheme of things. We're in nine percent

0:23:21.400 --> 0:23:24.000
<v Speaker 1>of the homes that we think we can be in ultimately,

0:23:24.080 --> 0:23:25.960
<v Speaker 1>so we have a lot of room to go. Um,

0:23:26.040 --> 0:23:28.119
<v Speaker 1>we don't you know, we don't get overly promotional. We

0:23:28.200 --> 0:23:31.159
<v Speaker 1>kind of approached this in a very sustainable, kind of

0:23:31.160 --> 0:23:34.119
<v Speaker 1>steady way, and so we feel like there's lots of

0:23:34.119 --> 0:23:37.560
<v Speaker 1>opportunity ahead. Um. They'll be obviously ups and downs because

0:23:37.560 --> 0:23:40.480
<v Speaker 1>of the economy, but overall, we feel like our customer

0:23:40.920 --> 0:23:43.360
<v Speaker 1>um is stable right now from what we can see,

0:23:43.359 --> 0:23:45.480
<v Speaker 1>and so we'll be watching it closely. You know, if

0:23:45.560 --> 0:23:48.240
<v Speaker 1>if things change, will definitely make adjustments in our business.

0:23:48.240 --> 0:23:50.959
<v Speaker 1>But right now, UM, it appears our customers are pretty stable.

0:23:51.000 --> 0:23:53.520
<v Speaker 1>So you're not talking recession or thinking recession internally in

0:23:53.600 --> 0:23:55.320
<v Speaker 1>terms of meetings and saying, hey guys, we're gonna have

0:23:55.320 --> 0:23:59.240
<v Speaker 1>to be thinking about this now. We're watching it very carefully. UM.

0:23:59.240 --> 0:24:02.439
<v Speaker 1>Obviously an economists, so I don't know whether recession or not,

0:24:02.520 --> 0:24:04.920
<v Speaker 1>but it has slowed down, you know, it slowed down.

0:24:04.920 --> 0:24:07.560
<v Speaker 1>We kind of took that that change in June and then,

0:24:07.680 --> 0:24:09.960
<v Speaker 1>but since then it's been stable. So we haven't seen

0:24:10.000 --> 0:24:12.200
<v Speaker 1>it get worse. I haven't seen it get better. Um.

0:24:12.240 --> 0:24:13.880
<v Speaker 1>I do expect at some point it will get better,

0:24:13.880 --> 0:24:16.200
<v Speaker 1>but I don't know if that's twelve months, eighteen months.

0:24:16.240 --> 0:24:18.280
<v Speaker 1>You know, from from now as well, Patrick, who's your

0:24:18.320 --> 0:24:20.600
<v Speaker 1>best customer? Is it existing customers like a Tim and

0:24:20.680 --> 0:24:23.520
<v Speaker 1>myself and others who already have Sennis equipment, or is

0:24:23.560 --> 0:24:26.159
<v Speaker 1>it the new guy? So we added one point four

0:24:26.280 --> 0:24:28.439
<v Speaker 1>million new ones in the last twelve months, were up

0:24:28.480 --> 0:24:32.320
<v Speaker 1>to over fourteen million homes now and it's remarkably steady

0:24:32.359 --> 0:24:35.080
<v Speaker 1>in the sense that forty of our sales every year

0:24:35.200 --> 0:24:38.359
<v Speaker 1>come from our existing customers adding more, and then the

0:24:39.359 --> 0:24:41.359
<v Speaker 1>rest of it comes from new customers and so, and

0:24:41.359 --> 0:24:43.760
<v Speaker 1>the number one way that new customers coming to the

0:24:43.760 --> 0:24:47.000
<v Speaker 1>system is existing customers telling their friends and family. So

0:24:47.119 --> 0:24:49.480
<v Speaker 1>it's a it's a pretty powerful model in that way,

0:24:49.480 --> 0:24:51.600
<v Speaker 1>and we've got a good balance between existing and new.

0:24:51.840 --> 0:24:53.560
<v Speaker 1>Guilty I said this all the time, and I'm guilty of,

0:24:53.600 --> 0:24:55.880
<v Speaker 1>you know, buying gifts. So no gifts from my sister

0:24:55.960 --> 0:24:59.159
<v Speaker 1>and my dad, who are big customers. Hey Patrick, UM,

0:24:59.200 --> 0:25:00.879
<v Speaker 1>you're not an economy, you said, but you've got to

0:25:00.880 --> 0:25:02.680
<v Speaker 1>make decisions based on what you think the economy is

0:25:02.720 --> 0:25:06.440
<v Speaker 1>going to look like. What's headcount looking like in three

0:25:06.520 --> 0:25:08.720
<v Speaker 1>Have you had to pull back and lay anyone off?

0:25:08.720 --> 0:25:11.760
<v Speaker 1>Are you planning to lay anyone off? So we focused

0:25:11.760 --> 0:25:14.960
<v Speaker 1>on sustainable, profitable growth before it was fashionable. So you know,

0:25:15.000 --> 0:25:17.840
<v Speaker 1>we've been profitable for four years. UM. You know, we

0:25:17.880 --> 0:25:21.520
<v Speaker 1>didn't get to what I say crazy in terms of hiring.

0:25:21.640 --> 0:25:23.240
<v Speaker 1>You know, through these periods, we've been investing in a

0:25:23.359 --> 0:25:26.040
<v Speaker 1>very disciplined way. UM. So I'd say we're kind of

0:25:26.160 --> 0:25:28.840
<v Speaker 1>zigging while other zag we're still hiring people. We're looking

0:25:28.880 --> 0:25:31.119
<v Speaker 1>at expanding into four new categories, and so we've been

0:25:31.160 --> 0:25:34.199
<v Speaker 1>hiring people that help us actually do some things and

0:25:34.240 --> 0:25:37.160
<v Speaker 1>bring some skills we don't have UM yet today. So

0:25:37.280 --> 0:25:39.200
<v Speaker 1>I feel like this is one of those times where

0:25:39.320 --> 0:25:43.280
<v Speaker 1>there's opportunity for us to emerge from this period even stronger. UM.

0:25:43.359 --> 0:25:45.919
<v Speaker 1>And that's why we've focused on being profitable and being

0:25:45.920 --> 0:25:48.240
<v Speaker 1>able to be in control of our own destiny. What

0:25:48.320 --> 0:25:51.359
<v Speaker 1>does worry our own ability to execute and deliver on

0:25:51.400 --> 0:25:55.200
<v Speaker 1>the new problems? CEOs in presidents say this all the time. Well,

0:25:55.480 --> 0:25:57.439
<v Speaker 1>it's much more about what you can control and what

0:25:57.480 --> 0:25:59.439
<v Speaker 1>you can do, so making sure we bring out I

0:25:59.480 --> 0:26:02.040
<v Speaker 1>know what you mean, but it really is about our

0:26:02.119 --> 0:26:04.359
<v Speaker 1>ability to get the new products out, you know, be

0:26:04.440 --> 0:26:05.959
<v Speaker 1>able to do the things that we need to do.

0:26:06.000 --> 0:26:09.320
<v Speaker 1>Because we can't control the economy, we can't control the consumer.

0:26:09.359 --> 0:26:11.879
<v Speaker 1>All we can do is make sure that we're showing

0:26:11.960 --> 0:26:16.120
<v Speaker 1>up in the best way possible and adjust accordingly. So, Patrick, innovation,

0:26:16.160 --> 0:26:18.680
<v Speaker 1>how do you think about it in the space? Um,

0:26:18.720 --> 0:26:20.600
<v Speaker 1>you know, we're playing in a few different areas of

0:26:20.600 --> 0:26:23.720
<v Speaker 1>audio today, so about four different categories, and we are

0:26:23.760 --> 0:26:27.080
<v Speaker 1>always balancing do we do something new to raise the

0:26:27.080 --> 0:26:29.359
<v Speaker 1>bar in the existing category that we're already playing in,

0:26:29.440 --> 0:26:31.679
<v Speaker 1>or do we expand into a new one? Um? And

0:26:31.720 --> 0:26:35.000
<v Speaker 1>so we go through really an assessment of kind of

0:26:35.000 --> 0:26:37.720
<v Speaker 1>where our capabilities are and the opportunities we see in

0:26:37.720 --> 0:26:40.960
<v Speaker 1>the market. And uh and then we kind of you know,

0:26:41.080 --> 0:26:43.159
<v Speaker 1>follow our instinct quite frankly in terms of okay, we

0:26:43.200 --> 0:26:45.280
<v Speaker 1>think this is somewhere that our customers will want to

0:26:45.280 --> 0:26:46.960
<v Speaker 1>go with us. And so and our story has really

0:26:47.000 --> 0:26:49.159
<v Speaker 1>been you know, software eating audio. So where can we

0:26:49.160 --> 0:26:53.360
<v Speaker 1>bring our system and our software and do something differentiated, uh,

0:26:53.400 --> 0:26:55.719
<v Speaker 1>in a new space or in the space we're in,

0:26:55.760 --> 0:26:57.160
<v Speaker 1>like raise the bar if you will. So you will

0:26:57.160 --> 0:26:59.480
<v Speaker 1>see us at times bring out things that are new,

0:26:59.600 --> 0:27:01.760
<v Speaker 1>like we it with the Rome like a portable speaker,

0:27:01.760 --> 0:27:04.520
<v Speaker 1>and into a new area or um like we've done

0:27:04.520 --> 0:27:07.160
<v Speaker 1>with Submini recently, where okay, we're going to do something

0:27:07.200 --> 0:27:10.000
<v Speaker 1>different in a space we're already in, and we try

0:27:10.040 --> 0:27:11.680
<v Speaker 1>then if we're doing something in the space we're already in,

0:27:11.800 --> 0:27:13.680
<v Speaker 1>have a good, better, best approach to our portfolio. So

0:27:13.720 --> 0:27:15.800
<v Speaker 1>we've got products for a variety of price points and

0:27:15.800 --> 0:27:19.120
<v Speaker 1>customers and um, you know, different aesthetic appeals as well.

0:27:19.160 --> 0:27:22.440
<v Speaker 1>Where's the room left to innovate? Uh? You know this

0:27:22.520 --> 0:27:25.720
<v Speaker 1>is the thing that I think companies are always looking

0:27:25.760 --> 0:27:28.080
<v Speaker 1>at and trying to understand, you know, where to go next.

0:27:28.240 --> 0:27:30.520
<v Speaker 1>And in our world, you know, we really only play

0:27:30.560 --> 0:27:32.760
<v Speaker 1>in about twenty billion of the audio market today and

0:27:32.840 --> 0:27:34.960
<v Speaker 1>our revenue last year was one point seven so you

0:27:34.960 --> 0:27:36.479
<v Speaker 1>have a lot of room in the home. But then

0:27:36.480 --> 0:27:38.200
<v Speaker 1>there's a whole bunch of categories beyond that. They take

0:27:38.240 --> 0:27:41.119
<v Speaker 1>us to nine billion dollars. So we're investing in the

0:27:41.119 --> 0:27:43.320
<v Speaker 1>categories that we're already in, but we're as well investing

0:27:43.320 --> 0:27:45.480
<v Speaker 1>in four new ones UM that we think called a

0:27:45.520 --> 0:27:47.840
<v Speaker 1>lot of potential UM as well. So we're excited that

0:27:47.840 --> 0:27:49.800
<v Speaker 1>we're working on those and we're looking forward to bring

0:27:49.880 --> 0:27:52.000
<v Speaker 1>out those products over time too. But I mean, apart

0:27:52.040 --> 0:27:55.960
<v Speaker 1>from getting smaller, batteries lasting longer, audio quality getting better,

0:27:56.320 --> 0:27:58.879
<v Speaker 1>and you know, you already have speakers for what seemed

0:27:58.920 --> 0:28:01.520
<v Speaker 1>like to me as a Sons customer kind of every

0:28:01.520 --> 0:28:05.720
<v Speaker 1>occasion right now, I've heard that for ten years, UM.

0:28:05.840 --> 0:28:07.320
<v Speaker 1>And we keep coming out with the woods that reach

0:28:07.400 --> 0:28:10.040
<v Speaker 1>into you know, new customers and new ideas, and that's

0:28:10.080 --> 0:28:11.719
<v Speaker 1>the fun part of the job is to come out

0:28:11.760 --> 0:28:14.280
<v Speaker 1>with these products that then our our existing customers rush

0:28:14.320 --> 0:28:20.360
<v Speaker 1>out and by let's no of course not our customers

0:28:20.359 --> 0:28:22.160
<v Speaker 1>will go out and by and that with the tracts

0:28:22.200 --> 0:28:24.000
<v Speaker 1>new ones right as well. So we're always thinking about

0:28:24.000 --> 0:28:26.639
<v Speaker 1>how are we servicing those existing customers but at the

0:28:26.640 --> 0:28:29.280
<v Speaker 1>same time attracting a new set of customers into the products.

0:28:29.280 --> 0:28:31.919
<v Speaker 1>And so it's this you know, this balance kind of

0:28:31.920 --> 0:28:34.080
<v Speaker 1>that we're doing from year to year in terms of

0:28:34.119 --> 0:28:35.480
<v Speaker 1>what products we're going to bring out and how we

0:28:35.520 --> 0:28:38.200
<v Speaker 1>attract more people into the system. But it is a

0:28:38.240 --> 0:28:40.640
<v Speaker 1>long term view. Two right, like, I don't you know

0:28:40.680 --> 0:28:42.720
<v Speaker 1>next year will be next year? For for me, the

0:28:42.720 --> 0:28:44.720
<v Speaker 1>biggest thing is what happens over the next ten years.

0:28:44.720 --> 0:28:47.560
<v Speaker 1>And so we're investing in software and a and all

0:28:47.560 --> 0:28:49.400
<v Speaker 1>the all the kind of stuff that everybody knows is

0:28:49.400 --> 0:28:51.160
<v Speaker 1>happening in tech to make sure that we can bring

0:28:51.160 --> 0:28:54.360
<v Speaker 1>out products and experiences that will continue to surprise people.

0:28:54.440 --> 0:28:58.440
<v Speaker 1>How do you deal with Okay, wait, two questions metaverse?

0:28:58.920 --> 0:29:02.040
<v Speaker 1>Do you think about that? Um? For you? I think, yeah,

0:29:02.080 --> 0:29:06.320
<v Speaker 1>I think the whole idea of augmented reality, virtual reality,

0:29:06.440 --> 0:29:09.000
<v Speaker 1>there's definitely something to that and audio will play a

0:29:09.040 --> 0:29:12.000
<v Speaker 1>big role. UM. So it's definitely something that we think

0:29:12.000 --> 0:29:13.920
<v Speaker 1>about today. Don't know exactly what it looks like yet,

0:29:14.000 --> 0:29:16.960
<v Speaker 1>but um, you know, we've we're pretty good about partnering

0:29:17.040 --> 0:29:19.880
<v Speaker 1>with a variety different companies and trying to figure out

0:29:19.880 --> 0:29:22.120
<v Speaker 1>our ways into spaces like that. So we're watching it

0:29:22.200 --> 0:29:24.240
<v Speaker 1>very closely, all right. And I asked this of a

0:29:24.280 --> 0:29:27.080
<v Speaker 1>lot of leaders of publicly health companies. Stock down for

0:29:27.160 --> 0:29:30.000
<v Speaker 1>you two percent this year? How do you think about it?

0:29:30.120 --> 0:29:33.920
<v Speaker 1>Wor get into the conversations, Um, how does the board

0:29:34.040 --> 0:29:36.440
<v Speaker 1>kind of approach like, how do you think about that?

0:29:36.480 --> 0:29:38.480
<v Speaker 1>And there's a lot of names that are beaten down,

0:29:38.960 --> 0:29:44.200
<v Speaker 1>menage down. So I'm just but I'm curious. It's got

0:29:44.200 --> 0:29:46.800
<v Speaker 1>to be something you keep in mind. Oh, absolutely, it

0:29:46.880 --> 0:29:49.640
<v Speaker 1>has to be. And I think those that claim that

0:29:49.680 --> 0:29:52.320
<v Speaker 1>they don't, I don't think are necessarily being genuine because

0:29:52.480 --> 0:29:54.880
<v Speaker 1>it is a factor. And all of our people, you know,

0:29:54.920 --> 0:29:59.240
<v Speaker 1>all of our people UM get compensation through restricted stock units,

0:29:59.240 --> 0:30:03.000
<v Speaker 1>so that matters. UM. I feel responsibility to our people

0:30:03.080 --> 0:30:05.280
<v Speaker 1>and to our investors, and so I think it's important

0:30:05.320 --> 0:30:07.720
<v Speaker 1>too in these times, like really make sure you're telling

0:30:07.760 --> 0:30:10.040
<v Speaker 1>your story clearly. So when we did our earnings call

0:30:10.120 --> 0:30:12.120
<v Speaker 1>last night, we disclose some data points that we hadn't

0:30:12.120 --> 0:30:15.520
<v Speaker 1>before around registrations inventry UM and as well future products,

0:30:15.520 --> 0:30:17.560
<v Speaker 1>even about the number of categories we're going into to

0:30:17.600 --> 0:30:20.560
<v Speaker 1>help people better understand where we're going. So we can

0:30:20.600 --> 0:30:23.000
<v Speaker 1>always do a better job I think of telling our story.

0:30:23.360 --> 0:30:25.160
<v Speaker 1>And then there then there are some things that are

0:30:25.200 --> 0:30:26.880
<v Speaker 1>out of our control in terms of the markets and

0:30:26.880 --> 0:30:31.440
<v Speaker 1>those kind of things. But fundamentally, you know, I do think, UM,

0:30:31.560 --> 0:30:33.600
<v Speaker 1>you have to be mindful of it, and then you

0:30:33.680 --> 0:30:35.960
<v Speaker 1>also have to understand you can't control it, but you

0:30:36.000 --> 0:30:38.040
<v Speaker 1>can control your communications. And then the number one thing

0:30:38.080 --> 0:30:41.080
<v Speaker 1>you can control is your own execution and the ability

0:30:41.120 --> 0:30:43.600
<v Speaker 1>to actually deliver you know, on those things over time

0:30:43.600 --> 0:30:46.840
<v Speaker 1>and build you know, build a real business. Right thirty seconds, Patrick,

0:30:47.000 --> 0:30:49.600
<v Speaker 1>you're based in Santa Barbara, a very desirable place to live.

0:30:49.640 --> 0:30:51.240
<v Speaker 1>Not a lot of companies based there. Do you have

0:30:51.280 --> 0:30:53.080
<v Speaker 1>to overpay to attract talent or do you have to

0:30:53.200 --> 0:30:55.560
<v Speaker 1>do you underpay because it is such a desirable place

0:30:55.560 --> 0:30:58.640
<v Speaker 1>to be. So we uh through the pandemic, We've been

0:30:58.680 --> 0:31:02.080
<v Speaker 1>hiring all over the United States. We pay the same

0:31:02.560 --> 0:31:04.920
<v Speaker 1>you know, salary whether you happen to live in city

0:31:04.960 --> 0:31:06.800
<v Speaker 1>A or city B. Um, as we go through it

0:31:06.840 --> 0:31:09.480
<v Speaker 1>across the country, because I figured, as as we try

0:31:09.520 --> 0:31:12.880
<v Speaker 1>to attract you know, the group of like amazing talent,

0:31:13.000 --> 0:31:15.800
<v Speaker 1>a group of diverse talent that we can why you know,

0:31:15.800 --> 0:31:17.480
<v Speaker 1>if you're doing the same job as somebody in city

0:31:17.480 --> 0:31:18.920
<v Speaker 1>A versus City B, why would you be paid I

0:31:18.960 --> 0:31:21.560
<v Speaker 1>need differently, right, I think at less to live in CITYB. Well,

0:31:21.560 --> 0:31:23.480
<v Speaker 1>but but that doesn't mean you should get paid less

0:31:23.480 --> 0:31:26.720
<v Speaker 1>for your impact at a company. So you know, like

0:31:27.000 --> 0:31:29.640
<v Speaker 1>I think it should be, I'm just going double advocate. Yeah, yeah, no,

0:31:29.640 --> 0:31:34.440
<v Speaker 1>I understand, But but I think a personal question, but

0:31:34.520 --> 0:31:36.520
<v Speaker 1>I do think, you know, people should be paid based

0:31:36.520 --> 0:31:38.760
<v Speaker 1>on the impact they're having in their organization. That was

0:31:38.800 --> 0:31:41.360
<v Speaker 1>the CEO of so Nos, Patrick Spence, and that reps

0:31:41.440 --> 0:31:43.280
<v Speaker 1>up the first hour of the weekend edition of Bloomberg

0:31:43.320 --> 0:31:45.920
<v Speaker 1>Business Week from Bloomberg Radio. I'm Carol Masser and I'm

0:31:45.960 --> 0:31:48.320
<v Speaker 1>Tim Snaneek. Ahead in our next hour, if you're still

0:31:48.400 --> 0:31:51.800
<v Speaker 1>hungry after your Thanksgiving feast, world renowned celebrity chef Emerald

0:31:51.840 --> 0:31:55.240
<v Speaker 1>Legazi stops by with some culinary tips and a pulse

0:31:55.320 --> 0:31:57.320
<v Speaker 1>check on the restaurant business. Can I just tell you

0:31:57.360 --> 0:31:59.640
<v Speaker 1>all of Thanksgiving food the day after? I kind of

0:31:59.640 --> 0:32:02.080
<v Speaker 1>love it. That is the best part, Carol, all those

0:32:02.160 --> 0:32:08.800
<v Speaker 1>leftoverers man turkey sandwiches. I have it for breakfast hosted pie.

0:32:10.760 --> 0:32:12.280
<v Speaker 1>All right. We're also going to check in with Grubhub

0:32:12.320 --> 0:32:15.360
<v Speaker 1>founder Mike Evans. He shares his story, Yeah, he shares

0:32:15.400 --> 0:32:18.720
<v Speaker 1>his story turning a pizza craving into a multi billion

0:32:18.760 --> 0:32:22.520
<v Speaker 1>dollar business. Also, the president CEO b Et Scott Mills

0:32:22.560 --> 0:32:25.680
<v Speaker 1>on his game changing deal with Tyler Perry that needed

0:32:25.720 --> 0:32:36.520
<v Speaker 1>a blessing from Oprah. This is Bloomberg. This is Bloomberg

0:32:36.640 --> 0:32:40.200
<v Speaker 1>Business Week. Inside from the reporters and editors who bring

0:32:40.240 --> 0:32:44.600
<v Speaker 1>you America's most trusted business magazine, plus global business, finance

0:32:44.640 --> 0:32:48.080
<v Speaker 1>and tech news as it happened, Sloomberg Business Week with

0:32:48.160 --> 0:32:52.320
<v Speaker 1>Carol Messer and Bloomberg Quick Takes, Tim Stinovic on Bloomberg

0:32:52.480 --> 0:32:55.680
<v Speaker 1>Radio Plenty. Hen in our second hour of this holiday

0:32:55.720 --> 0:32:59.080
<v Speaker 1>weekend edition of Bloomberg Business Week, including some later fair

0:32:59.160 --> 0:33:02.200
<v Speaker 1>to just kind of back with relax this holiday weekend,

0:33:02.600 --> 0:33:06.240
<v Speaker 1>including a conversation with celebrity chef Emerald Legassi on his

0:33:06.320 --> 0:33:09.920
<v Speaker 1>latest project and the changing landscape of the hospitality sector.

0:33:10.000 --> 0:33:12.440
<v Speaker 1>We'll also speak with grubhub founder Mike Evans on his

0:33:12.480 --> 0:33:16.200
<v Speaker 1>groundbreaking journey into the food delivery space, and Laural Paris

0:33:16.280 --> 0:33:19.280
<v Speaker 1>USA president Ali Goldstein on the company's outlook and its

0:33:19.360 --> 0:33:22.920
<v Speaker 1>signature philanthropic program, Women of Worth. I was impressed by

0:33:22.920 --> 0:33:25.040
<v Speaker 1>the work that they are doing. First up this hour

0:33:25.160 --> 0:33:28.160
<v Speaker 1>more from the recent Bloomberg Live Growth Summit two weeks ago.

0:33:28.200 --> 0:33:31.320
<v Speaker 1>You might recall we featured a conversation with Tony Vince Aquera,

0:33:31.440 --> 0:33:34.760
<v Speaker 1>chairman and CEO at Sony Pictures Entertainment. From the event.

0:33:35.160 --> 0:33:38.800
<v Speaker 1>Will also there with Scott Mills President CEO b et which,

0:33:38.800 --> 0:33:42.560
<v Speaker 1>among other things, provides black content from black creators. We

0:33:42.600 --> 0:33:45.360
<v Speaker 1>talked about a lot, including a years long pursuit of

0:33:45.360 --> 0:33:48.920
<v Speaker 1>a game changing deal with one of America's most popular showman.

0:33:49.320 --> 0:33:53.800
<v Speaker 1>The starting point really when we started recrafting BT for

0:33:53.800 --> 0:33:58.840
<v Speaker 1>the future was entering to a strategic partnership with Tyler Perry.

0:33:59.000 --> 0:34:02.240
<v Speaker 1>And and that is really the first of a number

0:34:02.280 --> 0:34:05.160
<v Speaker 1>of key steps that we made to transform the ekey

0:34:05.200 --> 0:34:07.760
<v Speaker 1>and it's worked really well. He's been an amazing partner.

0:34:08.200 --> 0:34:10.680
<v Speaker 1>It was extraordinary challenging to pull off. Well, wait, let's

0:34:10.680 --> 0:34:12.480
<v Speaker 1>talk about that. And this is I think a great

0:34:12.560 --> 0:34:15.440
<v Speaker 1>lesson for everybody. This is something you thought about a

0:34:15.440 --> 0:34:18.720
<v Speaker 1>long time ago, yes, and suggested it to the folks

0:34:18.719 --> 0:34:23.120
<v Speaker 1>in Viacom. Yes, how many years ago? Yeah, two thousand

0:34:23.120 --> 0:34:24.759
<v Speaker 1>and six, two thousand and seven was when we when

0:34:24.840 --> 0:34:28.080
<v Speaker 1>when when we started we that I started evangelizing about

0:34:28.120 --> 0:34:31.640
<v Speaker 1>the merits of b ET doing a partnership with Tyler Perry.

0:34:31.880 --> 0:34:34.520
<v Speaker 1>And the analog that I use is that if you

0:34:34.680 --> 0:34:37.640
<v Speaker 1>accept that be ET is to the black community, what

0:34:38.120 --> 0:34:42.040
<v Speaker 1>say Disney is to children that when Pixar came along, right,

0:34:42.080 --> 0:34:44.799
<v Speaker 1>we all know, it was hugely disruptive to Disney, and

0:34:44.800 --> 0:34:46.840
<v Speaker 1>it really took them off of their game. With respect

0:34:46.840 --> 0:34:50.799
<v Speaker 1>to to creating content for kids. Tyler Perry was a

0:34:50.840 --> 0:34:55.759
<v Speaker 1>similar phenomena. The ET was striving. He came, he entered

0:34:55.800 --> 0:34:59.440
<v Speaker 1>the television landscape, and his content was transformative, much like

0:34:59.520 --> 0:35:03.200
<v Speaker 1>Pixar as animated movies were transformative. And b ET did

0:35:03.239 --> 0:35:05.279
<v Speaker 1>exactly what Disney did. We tried to compete with him

0:35:05.280 --> 0:35:09.560
<v Speaker 1>and what have you, and and realized that Tyler was

0:35:09.719 --> 0:35:12.880
<v Speaker 1>singular in creating a particular type of content that resonated

0:35:12.920 --> 0:35:17.640
<v Speaker 1>with audiences. And my view was we shouldn't try to

0:35:17.800 --> 0:35:20.400
<v Speaker 1>out Tyler Tyler. We should partner with Tyler, bring him

0:35:20.400 --> 0:35:23.920
<v Speaker 1>into the b ET ecosystem. Tyler, right, We should be

0:35:23.920 --> 0:35:26.240
<v Speaker 1>with Tyler. We should allow him to thrive in third

0:35:26.400 --> 0:35:29.160
<v Speaker 1>flourish in our ecosystem, and then the rest of the

0:35:29.280 --> 0:35:31.560
<v Speaker 1>ET can do the things that it's really great at,

0:35:32.120 --> 0:35:35.239
<v Speaker 1>much like Mr. Iger did with with with Pixar. Right.

0:35:35.280 --> 0:35:37.880
<v Speaker 1>And eventually they stopped competing. They brought them into the ecosystem.

0:35:37.920 --> 0:35:39.600
<v Speaker 1>They bought them. We did not buy Tyler. He's not

0:35:39.680 --> 0:35:43.120
<v Speaker 1>for sale. To be clear, um right that Tyler? I

0:35:43.160 --> 0:35:46.560
<v Speaker 1>said that, Um the U. But so you can partner

0:35:46.600 --> 0:35:49.680
<v Speaker 1>with Tyler, and we brought him into the ecosystem, and

0:35:49.800 --> 0:35:53.960
<v Speaker 1>in bringing him in, he has flourished in a way

0:35:54.040 --> 0:35:56.560
<v Speaker 1>that exceeded all of the success that he had prior.

0:35:56.640 --> 0:35:59.200
<v Speaker 1>And also be Et has flourished. And so it is

0:35:59.320 --> 0:36:02.399
<v Speaker 1>very much like a Disney Pixar dynamic. But in two

0:36:02.480 --> 0:36:06.480
<v Speaker 1>thousand and eight we tried to sell it in um

0:36:06.600 --> 0:36:09.680
<v Speaker 1>Ultimately we couldn't get buy off at the Viacom corporate

0:36:09.719 --> 0:36:12.439
<v Speaker 1>level because Tyler it was a big undertaking. And then

0:36:12.480 --> 0:36:15.759
<v Speaker 1>we came back to it in two thousand seventeen. Uh,

0:36:15.800 --> 0:36:17.800
<v Speaker 1>and we're able to get it done. Time for to

0:36:17.800 --> 0:36:20.000
<v Speaker 1>get it done in a little bit more expensive. You know.

0:36:20.239 --> 0:36:24.880
<v Speaker 1>The trick is if you don't move early and um,

0:36:24.920 --> 0:36:28.040
<v Speaker 1>you know, people have extraordinary that's right, people have extraordinary success.

0:36:28.040 --> 0:36:29.480
<v Speaker 1>You'll have to pay for that. Well, there's one fun

0:36:29.560 --> 0:36:32.080
<v Speaker 1>nugget to this story. Because Tyler Perry actually had to

0:36:32.239 --> 0:36:35.799
<v Speaker 1>break up with Oprah to do this. That's that's exactly right.

0:36:35.960 --> 0:36:38.280
<v Speaker 1>That's exactly right. And I didn't have a relationship with Tyler.

0:36:38.320 --> 0:36:40.520
<v Speaker 1>So when we when when in two thousand and sixteen,

0:36:40.560 --> 0:36:42.600
<v Speaker 1>two thousand and seventeen, we've got a green light to

0:36:42.640 --> 0:36:45.520
<v Speaker 1>go and pursue this. The issue was Tyler was in

0:36:45.560 --> 0:36:51.520
<v Speaker 1>a deal with Oprah and Discovery Networks. So the issue was, Okay,

0:36:51.520 --> 0:36:54.320
<v Speaker 1>it's challenging enough because when you know that, we understood

0:36:54.320 --> 0:36:55.759
<v Speaker 1>he was going to come to the end of his deal,

0:36:55.760 --> 0:36:57.680
<v Speaker 1>and so the view was, can you get him to

0:36:57.760 --> 0:37:01.520
<v Speaker 1>not renew and come with you? And UM, So you're

0:37:01.560 --> 0:37:04.920
<v Speaker 1>always comfortable competing with other companies, but you're really not

0:37:05.000 --> 0:37:08.319
<v Speaker 1>comfortable competing with Oprah Winford, UM and there, and they

0:37:08.320 --> 0:37:10.680
<v Speaker 1>were right and they were great friends and UM. But

0:37:10.840 --> 0:37:13.960
<v Speaker 1>long story short, Tyler had a vision for what he

0:37:14.000 --> 0:37:17.399
<v Speaker 1>could do in partnership with b ET and then via

0:37:17.480 --> 0:37:21.360
<v Speaker 1>Common now Paramount, and he was able to articulate that

0:37:21.440 --> 0:37:23.320
<v Speaker 1>vision and why he thought it was a unique opportunity

0:37:23.560 --> 0:37:27.680
<v Speaker 1>to Oprah and she she generously understood and and said,

0:37:27.680 --> 0:37:29.440
<v Speaker 1>we can still be friends even if you leave me.

0:37:29.480 --> 0:37:31.879
<v Speaker 1>So it worked out. Were a little nervous, I mean,

0:37:31.880 --> 0:37:34.919
<v Speaker 1>that's risk. It was tremendous risk. It was tremendous risk.

0:37:34.960 --> 0:37:38.960
<v Speaker 1>And so what we had was extraordinary high conviction. And

0:37:39.200 --> 0:37:42.319
<v Speaker 1>that conviction was anchored in all of the analysis and

0:37:42.360 --> 0:37:45.319
<v Speaker 1>research that we've done with respect to really understanding how

0:37:45.400 --> 0:37:48.960
<v Speaker 1>his content performed relative to under other content, relative to

0:37:49.000 --> 0:37:53.239
<v Speaker 1>other price points. And it gave us extraordinary conviction that

0:37:53.360 --> 0:37:55.160
<v Speaker 1>we had to use a hundred and fifty percent of

0:37:55.160 --> 0:37:56.960
<v Speaker 1>that conviction that actually get the deal done. And it

0:37:57.040 --> 0:37:59.960
<v Speaker 1>was understood that if it didn't work, that the consequent

0:38:00.000 --> 0:38:03.359
<v Speaker 1>to this would be profound UM. But because we were

0:38:03.360 --> 0:38:06.399
<v Speaker 1>so anchored in that conviction, right, I think it's fair

0:38:06.560 --> 0:38:09.160
<v Speaker 1>like without question, they're they're been keep No, it's true.

0:38:09.239 --> 0:38:11.040
<v Speaker 1>There's been key points where you've had to put your

0:38:11.080 --> 0:38:15.719
<v Speaker 1>career on the line for these high conviction plays, high risk,

0:38:15.800 --> 0:38:18.200
<v Speaker 1>high conviction plays. And I think to the credit of

0:38:18.239 --> 0:38:22.080
<v Speaker 1>Bob Bakis, the CEO of Paramount, when we walked him

0:38:22.080 --> 0:38:25.680
<v Speaker 1>through the logic of it, he said he saw the logic.

0:38:25.760 --> 0:38:28.560
<v Speaker 1>He said he appreciated that it was it was a

0:38:28.719 --> 0:38:32.160
<v Speaker 1>risky undertaking, but that the logic made sense and he

0:38:32.239 --> 0:38:36.879
<v Speaker 1>supported the initiative. And actually the partnership has over delivered UM.

0:38:36.880 --> 0:38:38.759
<v Speaker 1>And it then set us up for the next big

0:38:38.800 --> 0:38:40.600
<v Speaker 1>idea that we wanted to take. And we said, okay,

0:38:40.640 --> 0:38:42.279
<v Speaker 1>we've done that one. That one worked, here's the next

0:38:42.320 --> 0:38:45.080
<v Speaker 1>big idea. That was Scott Mills. He's president and CEO

0:38:45.120 --> 0:38:47.919
<v Speaker 1>of Black Entertainment Television, better known to many as b ET.

0:38:48.360 --> 0:38:50.520
<v Speaker 1>Check out his full conversation with Carol. It was at

0:38:50.560 --> 0:38:52.960
<v Speaker 1>the Bloomberg Growth Summit. You can find it at Bloomberg

0:38:53.080 --> 0:38:55.799
<v Speaker 1>Live dot com, including his thoughts on the explosion of

0:38:55.840 --> 0:38:58.520
<v Speaker 1>streaming and where b Et fits in. You're listening to

0:38:58.560 --> 0:39:02.600
<v Speaker 1>Bloomberg Business Week. Coming up, cosmetics giant. Loreal's annual philanthropy

0:39:02.640 --> 0:39:05.760
<v Speaker 1>competition is back and better than ever. It's really about

0:39:05.800 --> 0:39:09.719
<v Speaker 1>celebrating women who were leading grassroots organizations and giving back

0:39:09.760 --> 0:39:13.000
<v Speaker 1>to their communities against probably some of the most important

0:39:13.000 --> 0:39:16.880
<v Speaker 1>causes out there. Loreal Paris USA President Ali Goldstein talks

0:39:17.040 --> 0:39:35.280
<v Speaker 1>Women of Worth. This is Bloomberg, This is Bloomberg Business

0:39:35.320 --> 0:39:39.040
<v Speaker 1>Week with Carol Messer and Bloomberg Quick Takes. Tim Stinovik

0:39:39.280 --> 0:39:43.120
<v Speaker 1>from Bloomberg Radio. I gotta say I love this time

0:39:43.160 --> 0:39:46.840
<v Speaker 1>for many reasons, including the pie. There is the pie.

0:39:47.280 --> 0:39:49.279
<v Speaker 1>It's also when the city starts to really feel like

0:39:49.280 --> 0:39:53.080
<v Speaker 1>the holidays are coming. It's always fun. It's also when

0:39:53.160 --> 0:39:56.200
<v Speaker 1>you get a super uber feel good moment. Courtesy of

0:39:56.239 --> 0:39:58.920
<v Speaker 1>the team over at Lorial Paris USA. They put on

0:39:58.960 --> 0:40:02.319
<v Speaker 1>an event, an initiative. It's called Women of Worth. It's

0:40:02.360 --> 0:40:04.800
<v Speaker 1>an annual honoring of women who are committed to improving

0:40:04.840 --> 0:40:08.600
<v Speaker 1>the lives and worlds of vulnerable communities. Their philanthropy covers

0:40:08.640 --> 0:40:11.720
<v Speaker 1>everything from civil rights advocacy and financial hardships for families

0:40:11.719 --> 0:40:14.880
<v Speaker 1>and medical treatment to literacy and our therapy programs for

0:40:14.960 --> 0:40:18.160
<v Speaker 1>kids and more. These women are recognized and then given

0:40:18.160 --> 0:40:21.200
<v Speaker 1>a major assist in their mission thanks to Loreal for

0:40:21.280 --> 0:40:24.880
<v Speaker 1>more back with us. As Ali Goldstein Loreal Paris USA President,

0:40:25.560 --> 0:40:28.640
<v Speaker 1>we're in our seventeenth year of doing this. We will

0:40:28.680 --> 0:40:31.799
<v Speaker 1>honor We honor ten women every single year, so we

0:40:31.840 --> 0:40:35.000
<v Speaker 1>have a a now a an alumni web network of

0:40:35.040 --> 0:40:37.600
<v Speaker 1>a hundred and sixty women. This year we will add

0:40:37.680 --> 0:40:41.359
<v Speaker 1>ten more women. And it's really about celebrating women who

0:40:41.360 --> 0:40:45.000
<v Speaker 1>were leading grassroots organizations and giving back to their communities

0:40:45.040 --> 0:40:48.319
<v Speaker 1>against probably some of the most important causes out there

0:40:48.800 --> 0:40:51.280
<v Speaker 1>UM and and our job as a brand is really

0:40:51.320 --> 0:40:55.120
<v Speaker 1>to support them financially. We do give them dollars each,

0:40:55.280 --> 0:40:59.080
<v Speaker 1>but it's really about giving them access awareness to everything

0:40:59.120 --> 0:41:02.440
<v Speaker 1>that Loreal Paris can offer um and giving visibility to

0:41:02.520 --> 0:41:07.200
<v Speaker 1>the causes that they represent and dig deeper because I mean,

0:41:07.400 --> 0:41:11.480
<v Speaker 1>I've been at the event. It's really heartwarming because there's

0:41:11.520 --> 0:41:13.480
<v Speaker 1>some really tough issues that are out there and some

0:41:13.520 --> 0:41:15.560
<v Speaker 1>of them are people who see it firsthand or some

0:41:15.560 --> 0:41:18.560
<v Speaker 1>people who just realize there's a vulnerable community and there's

0:41:18.560 --> 0:41:20.919
<v Speaker 1>a way to do it better. So dig a little

0:41:20.920 --> 0:41:23.200
<v Speaker 1>bit deeper to what it is because it's just unbelievable.

0:41:23.200 --> 0:41:26.000
<v Speaker 1>So we we look for the causes often that people

0:41:26.040 --> 0:41:28.239
<v Speaker 1>don't want to talk about, and and we look for

0:41:28.280 --> 0:41:31.319
<v Speaker 1>a variety of causes. And this year actually when we

0:41:31.440 --> 0:41:34.239
<v Speaker 1>surfaced and we were screening all of the applications, we

0:41:34.320 --> 0:41:36.920
<v Speaker 1>had over one thousand applications for this, of which we

0:41:36.960 --> 0:41:41.719
<v Speaker 1>select ten and people nominate, people nominate other summer self nominations,

0:41:41.800 --> 0:41:45.440
<v Speaker 1>summer friends and colleagues that nominate the women UM. And

0:41:45.520 --> 0:41:48.000
<v Speaker 1>this year we basically where we net it out is

0:41:48.000 --> 0:41:51.480
<v Speaker 1>there were three big themes that emerged. One mental health,

0:41:51.760 --> 0:41:57.520
<v Speaker 1>no surprise to issues related to SOI socioeconomic issues, and

0:41:57.719 --> 0:42:01.960
<v Speaker 1>three a host of causes at our Supporting Children UM.

0:42:02.000 --> 0:42:04.440
<v Speaker 1>And that was really this year the big themes that

0:42:04.480 --> 0:42:06.799
<v Speaker 1>are merged, which I think we are so excited and

0:42:06.840 --> 0:42:09.879
<v Speaker 1>proud to be helping these organizations. I want to talk

0:42:09.920 --> 0:42:14.040
<v Speaker 1>about one of the winners and their accomplishments, specifically Mindy Atwood.

0:42:14.160 --> 0:42:16.640
<v Speaker 1>She's got two sons who dealt with life changing illnesses

0:42:16.960 --> 0:42:18.920
<v Speaker 1>at a young age, and the inspired her to launch

0:42:19.239 --> 0:42:22.320
<v Speaker 1>an organization that helps families who are dealing with financial

0:42:22.360 --> 0:42:26.239
<v Speaker 1>hardships for children who are in treatment and recovery as well.

0:42:26.760 --> 0:42:29.239
<v Speaker 1>What what really stuck out about her story, so I

0:42:29.280 --> 0:42:32.040
<v Speaker 1>think so so. Mindy's organization is called Patches of Light.

0:42:32.560 --> 0:42:35.280
<v Speaker 1>And what's so great about her organization, which is similar

0:42:35.320 --> 0:42:37.759
<v Speaker 1>for many others, is that it's really started through a

0:42:37.840 --> 0:42:41.120
<v Speaker 1>personal challenge. You know, she faced issues where her own

0:42:41.200 --> 0:42:45.040
<v Speaker 1>children were suffering as as you said, from health issues.

0:42:45.480 --> 0:42:48.000
<v Speaker 1>And oftentimes what we find out is the parents are

0:42:48.000 --> 0:42:50.400
<v Speaker 1>so overwhelmed by the health issues and taking care of

0:42:50.400 --> 0:42:53.719
<v Speaker 1>their children that they're not able to pay their rent,

0:42:53.800 --> 0:42:57.960
<v Speaker 1>pay their utility bills. And the organization really supports people

0:42:57.960 --> 0:43:00.719
<v Speaker 1>who are in similar situations to what she was in,

0:43:01.200 --> 0:43:03.400
<v Speaker 1>and that was sort of the impetus for her creating

0:43:03.400 --> 0:43:07.440
<v Speaker 1>this organization to basically help people who need to be

0:43:07.480 --> 0:43:10.400
<v Speaker 1>able to focus on their children and can't worry about

0:43:10.480 --> 0:43:13.560
<v Speaker 1>continuing their jobs and paying their bills, and so it's

0:43:13.640 --> 0:43:18.240
<v Speaker 1>truly grassroots. And she provides care packages, financial support, baby

0:43:18.280 --> 0:43:21.560
<v Speaker 1>sitting for the siblings, whatever is needed to these organizations.

0:43:21.560 --> 0:43:23.960
<v Speaker 1>And that's one really great example as you look back

0:43:24.200 --> 0:43:27.480
<v Speaker 1>and you look at what some of them have accomplished. UM,

0:43:27.520 --> 0:43:29.880
<v Speaker 1>how do you think about the impact that these women

0:43:29.960 --> 0:43:32.319
<v Speaker 1>have had overall on so many important parts of our

0:43:32.360 --> 0:43:35.560
<v Speaker 1>society and forgotten parts often. I mean, I think these

0:43:35.600 --> 0:43:39.160
<v Speaker 1>women have really just brought awareness and and support for

0:43:39.320 --> 0:43:42.479
<v Speaker 1>organizations that are so difficult to deal with. And many

0:43:42.520 --> 0:43:44.279
<v Speaker 1>of the women in our alumni network, I mean and

0:43:44.320 --> 0:43:47.560
<v Speaker 1>now hundred and sixty women have really gone on and

0:43:47.600 --> 0:43:51.440
<v Speaker 1>accomplished the amazing things. We have one Nobel Prize winner,

0:43:51.960 --> 0:43:55.320
<v Speaker 1>we have a few have who have received Presidential Medals

0:43:55.320 --> 0:43:57.680
<v Speaker 1>of honor. I mean, we actually have a pretty good

0:43:57.680 --> 0:44:02.040
<v Speaker 1>track record. We've we've identified some fantastic women, and we've

0:44:02.080 --> 0:44:05.919
<v Speaker 1>also just launched, um it seems it's finally, but we've

0:44:05.960 --> 0:44:09.440
<v Speaker 1>just launched a LinkedIn and alumni network because what we're

0:44:09.480 --> 0:44:12.560
<v Speaker 1>also recognizing is the women themselves can help each other.

0:44:13.000 --> 0:44:16.640
<v Speaker 1>So so many of the causes are become similar over time,

0:44:16.719 --> 0:44:19.840
<v Speaker 1>and so the older women of worth the more seasons

0:44:19.880 --> 0:44:22.759
<v Speaker 1>can help the new ones, and Lorill Paris can kind

0:44:22.760 --> 0:44:25.600
<v Speaker 1>of create this network that that brings them all together.

0:44:25.680 --> 0:44:27.080
<v Speaker 1>Can you talk a little bit about how in the

0:44:27.080 --> 0:44:30.000
<v Speaker 1>earlier years, how the themes change to what the focus

0:44:30.080 --> 0:44:32.160
<v Speaker 1>is in recent years, or but the themes are in

0:44:32.200 --> 0:44:36.200
<v Speaker 1>recent years, you know, the themes themselves don't change that much, UM,

0:44:36.400 --> 0:44:40.400
<v Speaker 1>although I think we're more comfortable talking about the dirtier

0:44:40.480 --> 0:44:43.160
<v Speaker 1>topic what you're saying, um, you know. And and things

0:44:43.200 --> 0:44:46.280
<v Speaker 1>in terms of abuse have really become front and center.

0:44:46.360 --> 0:44:49.640
<v Speaker 1>Mental health has become front and center, um, you know.

0:44:49.880 --> 0:44:51.759
<v Speaker 1>And then there are things that are timely. This year,

0:44:51.840 --> 0:44:55.560
<v Speaker 1>one of the honorees UM is a nurse UM Shannon

0:44:55.600 --> 0:44:58.799
<v Speaker 1>and Peak from Operation Happiness. So and you can imagine

0:44:58.880 --> 0:45:01.279
<v Speaker 1>with COVID and the pres sure of being in hospitals,

0:45:01.320 --> 0:45:04.480
<v Speaker 1>the mental health crisis that our nurses are facing. And

0:45:04.520 --> 0:45:08.799
<v Speaker 1>so this organization provides support for nurses. UM that's extremely

0:45:08.840 --> 0:45:11.759
<v Speaker 1>timely right now. Probably has existed for a long time,

0:45:11.800 --> 0:45:15.000
<v Speaker 1>but with COVID it's rampant. UM And so we we

0:45:15.040 --> 0:45:18.120
<v Speaker 1>see trends sort of come up and down depending upon

0:45:18.160 --> 0:45:20.319
<v Speaker 1>what's happening in the world. All Right, we have to

0:45:20.360 --> 0:45:23.720
<v Speaker 1>ask you you know this because we're at a funny

0:45:23.760 --> 0:45:26.240
<v Speaker 1>time and you talk about issues, there's so many different

0:45:27.960 --> 0:45:31.120
<v Speaker 1>when we last, well, yes, but there's still lots of

0:45:31.239 --> 0:45:34.520
<v Speaker 1>questions about kind of the global economic environment and we

0:45:34.600 --> 0:45:36.960
<v Speaker 1>feel like some things we could count on, you know,

0:45:36.960 --> 0:45:38.799
<v Speaker 1>whether it was supply chains and so on and so forth,

0:45:38.840 --> 0:45:41.640
<v Speaker 1>Like there's still in question. We're talking about recession. How

0:45:41.680 --> 0:45:44.239
<v Speaker 1>do you guys see your global company, you deal with

0:45:44.280 --> 0:45:47.000
<v Speaker 1>supply chains, How do you see it right now? I

0:45:47.040 --> 0:45:50.040
<v Speaker 1>think I think we're learning to live in a very

0:45:50.120 --> 0:45:53.240
<v Speaker 1>volatile world and that's the new normal that we face.

0:45:53.360 --> 0:45:57.479
<v Speaker 1>You know. UM, I think generally people like beauty. We've

0:45:57.480 --> 0:46:00.000
<v Speaker 1>seen over the last few months, it's been pretty resilient

0:46:00.040 --> 0:46:02.440
<v Speaker 1>in UM. I can't predict what's going to happen in

0:46:02.480 --> 0:46:05.879
<v Speaker 1>the next six months, but but I can tell you that,

0:46:06.560 --> 0:46:09.799
<v Speaker 1>you know, there's an emotional piece of beauty and you know,

0:46:10.760 --> 0:46:14.080
<v Speaker 1>doing your hair, putting on some making the pandemic, yeah,

0:46:14.200 --> 0:46:17.839
<v Speaker 1>we saw you know, we see ups and downs, but generally, UM,

0:46:17.840 --> 0:46:21.440
<v Speaker 1>we see, you know, a pretty decent resilience in the market.

0:46:21.600 --> 0:46:23.640
<v Speaker 1>Have you seen any shift yet in the way that

0:46:23.680 --> 0:46:25.720
<v Speaker 1>customers are spending? I mean, you have so many different

0:46:25.719 --> 0:46:28.160
<v Speaker 1>brands at and I'm wondering if you're seeing some of

0:46:28.200 --> 0:46:31.760
<v Speaker 1>the brands that aren't expensive see higher sales and essentially,

0:46:31.800 --> 0:46:34.360
<v Speaker 1>you know, for lack of a better term, some customers

0:46:34.360 --> 0:46:37.919
<v Speaker 1>trading down to buy those I think we see very

0:46:37.960 --> 0:46:40.520
<v Speaker 1>different There's there's dynamics all over the place. So there

0:46:40.560 --> 0:46:43.240
<v Speaker 1>are some group of individuals who might decide to switch

0:46:43.320 --> 0:46:46.080
<v Speaker 1>from a like a department store product to a mass

0:46:46.120 --> 0:46:50.080
<v Speaker 1>market product. In some cases, someone might take a break

0:46:50.120 --> 0:46:52.520
<v Speaker 1>and spread their hair coloring and stretch it out a bit.

0:46:53.040 --> 0:46:55.080
<v Speaker 1>Some people might decide, you know what, instead of going

0:46:55.120 --> 0:46:57.800
<v Speaker 1>on vacation, I'm going to invest in a great skin cream.

0:46:58.080 --> 0:47:01.520
<v Speaker 1>So there's lots of different dynamics that are happening, and

0:47:01.520 --> 0:47:03.719
<v Speaker 1>and all of it takes effect, you know. And so

0:47:03.760 --> 0:47:06.640
<v Speaker 1>we we have a very diverse portfolio of products of

0:47:06.680 --> 0:47:09.239
<v Speaker 1>brands at all different price points. And that's our goal

0:47:09.560 --> 0:47:12.080
<v Speaker 1>is to reach everyone and provide an option no matter

0:47:12.120 --> 0:47:15.120
<v Speaker 1>who you are and what you can afford. That's Alie Goldstein.

0:47:15.160 --> 0:47:18.040
<v Speaker 1>She's the president of Loreal Paris USA. Check out their

0:47:18.080 --> 0:47:20.640
<v Speaker 1>website for more on the latest installment of their Women

0:47:20.680 --> 0:47:23.399
<v Speaker 1>of Worth program. Still to come on Bloomberg Business Week.

0:47:23.719 --> 0:47:27.240
<v Speaker 1>We've got a pair of food luminaries, you might say,

0:47:27.480 --> 0:47:31.239
<v Speaker 1>grub Hub founder Mike Evans and then Bam celebrity chef

0:47:31.239 --> 0:47:34.560
<v Speaker 1>and Malagassia Bam. That's why he's so cool. Let's stick around.

0:47:34.760 --> 0:47:41.680
<v Speaker 1>This is Bloomberg Broadcasting from the financial capital of the

0:47:41.680 --> 0:47:45.600
<v Speaker 1>world Bloomberg eleven Rio in New York to Washington, d C.

0:47:45.800 --> 0:47:50.520
<v Speaker 1>Bloomberg to Boston, Bloomberg one O six one to San Francisco,

0:47:50.560 --> 0:47:54.440
<v Speaker 1>Bloomberg nine six to the country Sirius XM Channel one

0:47:54.120 --> 0:47:57.840
<v Speaker 1>nine and around the globe the Bloomberg Business and Bloomberg

0:47:57.880 --> 0:48:02.000
<v Speaker 1>Radio dot Com. This is Bloomberg Business Week with Carol

0:48:02.080 --> 0:48:06.400
<v Speaker 1>Messer and Bloomberg Quick Takes Tim Stinovan on Bloomberg Radio.

0:48:07.719 --> 0:48:09.439
<v Speaker 1>We've got two great guests from the world of food

0:48:09.480 --> 0:48:12.000
<v Speaker 1>coming your way in our last half hour. Here. We've

0:48:12.000 --> 0:48:15.040
<v Speaker 1>got Emerald Legassi in just a bit, and we're going

0:48:15.080 --> 0:48:18.160
<v Speaker 1>to begin though with someone who really really brought disruptions

0:48:18.200 --> 0:48:20.000
<v Speaker 1>to the food space. It's the story of how a

0:48:20.080 --> 0:48:22.360
<v Speaker 1>pizza craving turned into a hobby and then became a

0:48:22.360 --> 0:48:25.280
<v Speaker 1>business and then ultimately grew into a multi billion dollar

0:48:25.360 --> 0:48:28.760
<v Speaker 1>behemoth that changed the way we eat Grubhubs. Mike Evans

0:48:28.880 --> 0:48:31.840
<v Speaker 1>is out with a memoir called Hangry, a startup journey.

0:48:32.080 --> 0:48:34.879
<v Speaker 1>Bloomberg News senior markets reporter Katie Gratfield and I asked

0:48:34.920 --> 0:48:38.319
<v Speaker 1>him about the company's journey to the public markets. It

0:48:38.400 --> 0:48:40.520
<v Speaker 1>was not a straight line from A to B. And

0:48:40.560 --> 0:48:42.680
<v Speaker 1>that's the nature of startups, you know, every time that

0:48:42.719 --> 0:48:45.480
<v Speaker 1>you you innovate something and you create something new. So

0:48:45.719 --> 0:48:48.239
<v Speaker 1>that start, it was just finding all the restaurants that

0:48:48.280 --> 0:48:50.319
<v Speaker 1>delivered to you, and then it became online ordering, and

0:48:50.360 --> 0:48:52.000
<v Speaker 1>every time we did that, there was all sorts of

0:48:52.000 --> 0:48:54.680
<v Speaker 1>other companies that copied us, and so we the only

0:48:54.760 --> 0:48:58.440
<v Speaker 1>true competitive differentiator is to keep innovating to sort of

0:48:58.480 --> 0:49:01.600
<v Speaker 1>stay ahead of that curve. And so ultimately we've really

0:49:01.600 --> 0:49:03.840
<v Speaker 1>doubled down on customer service and by the time of

0:49:03.880 --> 0:49:06.239
<v Speaker 1>the I p O we had eighty thou restaurants on

0:49:06.280 --> 0:49:10.160
<v Speaker 1>the platform and uh and it was it was homming along. Mike,

0:49:10.200 --> 0:49:13.680
<v Speaker 1>you're no longer involved in grubhub. You started another business

0:49:13.719 --> 0:49:15.720
<v Speaker 1>since then. But I want to talk about the food

0:49:15.760 --> 0:49:19.640
<v Speaker 1>delivery food delivery as a business because with the likes

0:49:19.680 --> 0:49:22.960
<v Speaker 1>of Uber Eat, with the lights likes of you know,

0:49:23.040 --> 0:49:25.319
<v Speaker 1>so many platforms that restaurants can choose from right now,

0:49:26.120 --> 0:49:28.400
<v Speaker 1>and also the way how much it cost restaurants to

0:49:28.600 --> 0:49:32.200
<v Speaker 1>actually make food. I'm wondering about the business if there

0:49:32.360 --> 0:49:34.480
<v Speaker 1>is a chance for this type of thing to become

0:49:34.480 --> 0:49:39.480
<v Speaker 1>profitable on a wide scale. Yeah, I think so. Grubhub

0:49:39.560 --> 0:49:41.800
<v Speaker 1>was profitable before every finance thing we took. We started

0:49:41.800 --> 0:49:44.799
<v Speaker 1>it without investment money and bootstrapped. It was profitable at

0:49:44.800 --> 0:49:46.799
<v Speaker 1>the I p O and for eight quarters before and

0:49:46.920 --> 0:49:48.880
<v Speaker 1>after the I p O. And that was at scale.

0:49:48.960 --> 0:49:51.319
<v Speaker 1>And so I absolutely think that it's possible to run

0:49:51.360 --> 0:49:53.920
<v Speaker 1>these companies at ad problem why isn't that happening now?

0:49:55.280 --> 0:49:58.200
<v Speaker 1>Really two reasons. One is there has been pressure from

0:49:58.200 --> 0:50:01.759
<v Speaker 1>public markets for companies to show growth as opposed to profitability.

0:50:01.800 --> 0:50:05.160
<v Speaker 1>And so when everybody's banging that banging that drum as

0:50:05.200 --> 0:50:08.520
<v Speaker 1>loudly as possible, eventually companies listen and uh. And so

0:50:08.560 --> 0:50:11.759
<v Speaker 1>there's there's certainly no motivation to drive for profitability within

0:50:11.880 --> 0:50:14.240
<v Speaker 1>within pull up market markets. For startups, they don't get

0:50:14.239 --> 0:50:17.640
<v Speaker 1>a market cap as a result of being profitable. But

0:50:17.760 --> 0:50:20.759
<v Speaker 1>maybe more importantly, as competition has entered the space, the

0:50:20.800 --> 0:50:24.759
<v Speaker 1>differentiation between the different entities has really decreased. And so

0:50:24.880 --> 0:50:27.480
<v Speaker 1>because of that, um the companies have to spend a

0:50:27.480 --> 0:50:29.880
<v Speaker 1>lot more on marketing and re marketing back to customers

0:50:29.920 --> 0:50:32.560
<v Speaker 1>that they already had, instead of enjoying loyalty and frequency

0:50:33.000 --> 0:50:35.440
<v Speaker 1>um like you do when you really have a differentiated product.

0:50:35.880 --> 0:50:37.960
<v Speaker 1>I want to go back to the early days of

0:50:38.000 --> 0:50:41.320
<v Speaker 1>grub hub and the idea of toiling away for eighty

0:50:41.320 --> 0:50:45.160
<v Speaker 1>hour weeks and the startup story there. I'm wondering when

0:50:45.160 --> 0:50:47.000
<v Speaker 1>you look at the landscape this year, like what you're

0:50:47.040 --> 0:50:51.840
<v Speaker 1>optimistic about, what you're excited about in terms of startups. Yeah,

0:50:51.840 --> 0:50:56.400
<v Speaker 1>you know, there's this narrative that people have this go

0:50:56.480 --> 0:50:58.879
<v Speaker 1>to go and get a business plan and they um,

0:50:59.040 --> 0:51:00.759
<v Speaker 1>then they get this friends and family money, and then

0:51:00.840 --> 0:51:02.920
<v Speaker 1>venture capitalists throw millions of dollars at them, and then

0:51:02.960 --> 0:51:05.640
<v Speaker 1>suddenly their idea is a real company. And that is

0:51:05.760 --> 0:51:09.600
<v Speaker 1>the extraordinarily like small percentage of businesses that are started

0:51:09.600 --> 0:51:12.839
<v Speaker 1>in the United States. Um grub hub was started, we bootstrapped.

0:51:12.880 --> 0:51:14.919
<v Speaker 1>We we had no investment for the first four years,

0:51:14.960 --> 0:51:16.480
<v Speaker 1>and we got all the way up to just just

0:51:16.520 --> 0:51:18.840
<v Speaker 1>about half a million dollars in revenue before we took investment.

0:51:19.200 --> 0:51:22.759
<v Speaker 1>And so, you know, I always suggest to other entrepreneurs

0:51:22.800 --> 0:51:26.160
<v Speaker 1>just start like, you don't need a ton of investment.

0:51:26.200 --> 0:51:28.080
<v Speaker 1>You can you can learn almost every skill that you

0:51:28.080 --> 0:51:29.319
<v Speaker 1>need to know to do is start up and do

0:51:29.360 --> 0:51:31.319
<v Speaker 1>it yourself, which does take a lot of work. It

0:51:31.320 --> 0:51:33.360
<v Speaker 1>does take It is a bit of a Grindum but

0:51:33.440 --> 0:51:36.279
<v Speaker 1>it's a lot more Uh, it's a lot more controllable

0:51:36.320 --> 0:51:39.400
<v Speaker 1>output than sort of hoping that a VC will invest

0:51:39.480 --> 0:51:41.920
<v Speaker 1>in you. And so I think there's still plenty of

0:51:42.480 --> 0:51:45.480
<v Speaker 1>um startup activity, entrepreneurial activity happening in the very early

0:51:45.560 --> 0:51:48.520
<v Speaker 1>seed stages right now that doesn't necessarily have to depend

0:51:48.600 --> 0:51:51.440
<v Speaker 1>on venture capital investment. Mike, you touch on something I

0:51:51.480 --> 0:51:55.200
<v Speaker 1>actually think about a lot, because obviously on Bloomberg Radio

0:51:55.320 --> 0:51:58.200
<v Speaker 1>we talked to a lot of this successful founders, the

0:51:58.239 --> 0:52:01.520
<v Speaker 1>successful entrepreneur as. We don't talk to a lot of people,

0:52:01.560 --> 0:52:04.040
<v Speaker 1>you know, who have tried to start something new, to

0:52:04.080 --> 0:52:07.440
<v Speaker 1>create a business and it ultimately didn't work out. And

0:52:07.440 --> 0:52:09.920
<v Speaker 1>I'm curious. I mean, in those four years, for example,

0:52:09.960 --> 0:52:13.560
<v Speaker 1>where you didn't have necessarily investor funding, I mean, did

0:52:13.600 --> 0:52:17.520
<v Speaker 1>you know that grub hub would be a success? Talk

0:52:17.600 --> 0:52:22.080
<v Speaker 1>us through some of the self reflection that you went on. Yeah,

0:52:22.160 --> 0:52:24.120
<v Speaker 1>I was pretty clear with my goals. Early on, I

0:52:24.160 --> 0:52:25.400
<v Speaker 1>wanted to make it a funny to pay off my

0:52:25.440 --> 0:52:27.560
<v Speaker 1>school debt, and then later on I wanted to create

0:52:27.560 --> 0:52:30.040
<v Speaker 1>a business that really leveled the playing field for independent

0:52:30.040 --> 0:52:33.200
<v Speaker 1>restaurants and its like. As I was going through that,

0:52:33.320 --> 0:52:36.240
<v Speaker 1>I tried things that didn't work right. I tried things

0:52:36.320 --> 0:52:37.920
<v Speaker 1>that did work, and I tried things that it didn't.

0:52:37.960 --> 0:52:40.960
<v Speaker 1>And because of that, because it's the nature of innovation

0:52:41.600 --> 0:52:44.560
<v Speaker 1>is experimental, you have to be willing to quit the

0:52:44.640 --> 0:52:46.799
<v Speaker 1>things that aren't working. You have to put the work

0:52:46.840 --> 0:52:49.360
<v Speaker 1>in on the things that might work and that are working.

0:52:49.719 --> 0:52:52.560
<v Speaker 1>But it's really important to not get a blind spot

0:52:52.600 --> 0:52:55.120
<v Speaker 1>and just get stuck in beating your head against something

0:52:55.160 --> 0:52:58.640
<v Speaker 1>where it's it's just not working out. And and that like,

0:52:58.719 --> 0:53:00.560
<v Speaker 1>that was the nature of the thing that I really

0:53:00.640 --> 0:53:03.920
<v Speaker 1>learned in those first few years. Um and in venture

0:53:03.960 --> 0:53:06.000
<v Speaker 1>capital can hide that if you have enough cash to

0:53:06.040 --> 0:53:09.360
<v Speaker 1>not make tough choices, then you don't you don't necessarily

0:53:09.400 --> 0:53:11.840
<v Speaker 1>have as much motivation to stop the things that aren't working.

0:53:12.200 --> 0:53:14.399
<v Speaker 1>That was grubbub founder Mike Evans with me and Katie

0:53:14.440 --> 0:53:17.440
<v Speaker 1>Greifeld his memoir Angry, a Startup Journey is out now.

0:53:17.480 --> 0:53:20.040
<v Speaker 1>All right, you're listening to Bloomberg Business Week, still ahead.

0:53:20.320 --> 0:53:22.520
<v Speaker 1>All of a sudden, the camera people, you know, they

0:53:22.560 --> 0:53:24.680
<v Speaker 1>need all this food. All of a sudden, I'm like,

0:53:24.719 --> 0:53:28.240
<v Speaker 1>I'm losing them. And so Bam came about waking everybody

0:53:28.320 --> 0:53:31.400
<v Speaker 1>up to like, yes, can I get your attention everybody,

0:53:31.480 --> 0:53:42.799
<v Speaker 1>and Real Legassi is up next. This is Bloomberg. You're

0:53:42.880 --> 0:53:46.759
<v Speaker 1>listening to Bloomberg Business Week with Carol Messer and Bloomberg

0:53:46.840 --> 0:53:51.600
<v Speaker 1>Quick Takes. Tim Stinovich from Bloomberg Radio. I getta say,

0:53:51.640 --> 0:53:53.600
<v Speaker 1>we've been blessed with having the best of the best

0:53:53.640 --> 0:53:55.640
<v Speaker 1>when it comes to the world's great chefs visiting and

0:53:55.680 --> 0:53:58.600
<v Speaker 1>talking with us in our teams at Bloomberg. That includes

0:53:58.680 --> 0:54:02.000
<v Speaker 1>someone who is one of the original iconic chefs. Emerald

0:54:02.040 --> 0:54:05.000
<v Speaker 1>Legassi is a world renowned chef and restaurateur. He's the

0:54:05.000 --> 0:54:08.200
<v Speaker 1>host of Emerald Cooks and Emerald Tailgates. It's on Roku.

0:54:08.320 --> 0:54:10.960
<v Speaker 1>He stopped by our studio here at Bloomberg Headquarters to

0:54:11.080 --> 0:54:13.319
<v Speaker 1>talk about the state of the restaurant at Business the

0:54:13.360 --> 0:54:17.040
<v Speaker 1>Big Easy in his four decade long career in the kitchen,

0:54:17.480 --> 0:54:19.680
<v Speaker 1>it's been a few years and a lot of content

0:54:19.760 --> 0:54:22.680
<v Speaker 1>and it continues. You know. It's just like it doesn't stop,

0:54:22.719 --> 0:54:26.080
<v Speaker 1>because the restaurant business doesn't stop. If once you stop,

0:54:26.120 --> 0:54:29.799
<v Speaker 1>then the customer stops, the excitement stops. You know, the

0:54:29.920 --> 0:54:32.759
<v Speaker 1>creativity has to keep going on and you have to

0:54:32.840 --> 0:54:35.640
<v Speaker 1>keep driving every single day. So that's that's the message

0:54:35.640 --> 0:54:37.719
<v Speaker 1>of the staff every day. Let's get up today and

0:54:37.800 --> 0:54:39.400
<v Speaker 1>let's try to do a little bit better than we

0:54:39.440 --> 0:54:42.560
<v Speaker 1>did yesterday. And let's make it exciting so that the

0:54:42.600 --> 0:54:45.200
<v Speaker 1>guests are excited to come back. Well, it's interesting. I mean,

0:54:45.239 --> 0:54:47.560
<v Speaker 1>I mean, I want to get back to the program

0:54:47.560 --> 0:54:49.840
<v Speaker 1>in the show and in just a minute. But before

0:54:49.840 --> 0:54:51.120
<v Speaker 1>we do that, I want to get an update from

0:54:51.160 --> 0:54:54.040
<v Speaker 1>you about what's been happening over the last couple of years. Um.

0:54:54.120 --> 0:54:57.240
<v Speaker 1>Because when we do sep then and speaking of sometimes

0:54:57.239 --> 0:54:59.080
<v Speaker 1>things do stop. And we saw the world shut down

0:54:59.120 --> 0:55:01.240
<v Speaker 1>during the pandemic. And know that the fact the restaurant

0:55:01.239 --> 0:55:04.600
<v Speaker 1>industry so much, you had to close some restaurants during

0:55:04.600 --> 0:55:06.320
<v Speaker 1>the pandemic. Talk about what the last two and a

0:55:06.320 --> 0:55:08.960
<v Speaker 1>half years were like for you. I you know, I

0:55:09.040 --> 0:55:13.600
<v Speaker 1>was closed for a little over two years. Um uh

0:55:13.760 --> 0:55:16.600
<v Speaker 1>do you ever think about that? It's amazing. But you know,

0:55:16.680 --> 0:55:19.640
<v Speaker 1>there's good, there's good and bad. Right, So a good

0:55:19.680 --> 0:55:22.040
<v Speaker 1>thing is is that it gave me a chance to

0:55:22.080 --> 0:55:24.759
<v Speaker 1>really be at home, which I never really had a

0:55:24.760 --> 0:55:26.920
<v Speaker 1>lot of time to be at home with the family.

0:55:27.640 --> 0:55:29.759
<v Speaker 1>It gave me a chance to really sort of dig

0:55:29.760 --> 0:55:32.719
<v Speaker 1>in my inner soul to say, okay, where are we here?

0:55:33.200 --> 0:55:35.279
<v Speaker 1>And you know, where do we want to go and

0:55:35.320 --> 0:55:38.840
<v Speaker 1>how are we going to get there? Because some things

0:55:38.840 --> 0:55:41.719
<v Speaker 1>are great and some things on so great, and so

0:55:41.840 --> 0:55:45.719
<v Speaker 1>what happens to close seven restaurants? Um, we have five

0:55:45.760 --> 0:55:51.439
<v Speaker 1>open now, not counting the amazing UH B Strow at

0:55:51.480 --> 0:55:54.600
<v Speaker 1>sea at Carnival Cruise Line. Soon to be two. We're

0:55:54.640 --> 0:55:57.160
<v Speaker 1>going to do our second uh EMERALDT. B. Strow on

0:55:57.440 --> 0:56:02.160
<v Speaker 1>a new ship called Celebration. First restaurant is on Mardi Gras.

0:56:02.360 --> 0:56:06.040
<v Speaker 1>Go figure. But getting back to the restaurant business, it

0:56:06.200 --> 0:56:10.080
<v Speaker 1>was it was a difficult time because here's no revenue

0:56:10.200 --> 0:56:16.839
<v Speaker 1>coming in. But I kept my staff for the five restaurants. So, um,

0:56:16.880 --> 0:56:21.799
<v Speaker 1>you know that's expensive, very expensive, and obviously a very

0:56:22.080 --> 0:56:25.239
<v Speaker 1>big commitment to the communities that were in too. In

0:56:25.320 --> 0:56:27.799
<v Speaker 1>Las Vegas. How many people is that? Well, I went

0:56:27.880 --> 0:56:33.080
<v Speaker 1>from a little less than eight staff members right now

0:56:33.120 --> 0:56:36.640
<v Speaker 1>we have just a little under eight hundred. So but

0:56:36.719 --> 0:56:39.279
<v Speaker 1>I don't know where they went. That's that's the other thing.

0:56:39.320 --> 0:56:42.120
<v Speaker 1>You talked to the restaurant tours and chefs. It's like

0:56:42.360 --> 0:56:45.040
<v Speaker 1>you know, the label pool out there, talked to Danielle,

0:56:45.080 --> 0:56:48.279
<v Speaker 1>talked to Ericapare, etcetera. Where do they go? It's like,

0:56:48.520 --> 0:56:50.879
<v Speaker 1>you know, I talked to my doctor friend. He's having

0:56:50.880 --> 0:56:53.400
<v Speaker 1>trouble getting a nurse. You know, it's just it's crazy.

0:56:53.520 --> 0:56:55.960
<v Speaker 1>We've talked about it with economist market watchers. It's just like,

0:56:56.000 --> 0:56:58.360
<v Speaker 1>how is it persistently that so many people have just

0:56:58.440 --> 0:57:00.239
<v Speaker 1>kind of left the workforce and state of it and

0:57:00.320 --> 0:57:02.239
<v Speaker 1>some of it I get of retirees and sort of something,

0:57:02.960 --> 0:57:05.719
<v Speaker 1>but that's not necessarily the case. But you know what

0:57:05.840 --> 0:57:09.279
<v Speaker 1>his His's the thing is that, um, the majority of

0:57:09.280 --> 0:57:13.400
<v Speaker 1>those people went retirees or even close to being retirees.

0:57:13.480 --> 0:57:16.920
<v Speaker 1>They were you know, they were young people twenties, thirties, forties,

0:57:17.040 --> 0:57:20.040
<v Speaker 1>right that you know, still had a lot in them

0:57:20.040 --> 0:57:23.000
<v Speaker 1>and a lot more to go. But I just don't

0:57:23.040 --> 0:57:28.800
<v Speaker 1>it's it's so difficult these days, Uh, staffing supplies, purveyors.

0:57:28.880 --> 0:57:32.160
<v Speaker 1>I mean, it's still you still today. I mean we're

0:57:32.200 --> 0:57:35.960
<v Speaker 1>we are working on a renovation project right now, and um,

0:57:36.520 --> 0:57:39.400
<v Speaker 1>you don't have to order stoves like a year in advance,

0:57:39.520 --> 0:57:41.920
<v Speaker 1>you know, ten months in advance. Because it used to

0:57:41.920 --> 0:57:43.479
<v Speaker 1>be like you could pick up the phone, O case,

0:57:43.480 --> 0:57:47.240
<v Speaker 1>six months, six weeks, you know, boom. Now now it's

0:57:47.320 --> 0:57:49.120
<v Speaker 1>it's not like that at all. It's it's all the

0:57:49.120 --> 0:57:52.600
<v Speaker 1>way around. So it's still those persistent problems. It's it's

0:57:52.600 --> 0:57:55.440
<v Speaker 1>it's difficult operating out there. But you know what what

0:57:55.560 --> 0:57:57.120
<v Speaker 1>you have to do is you gotta pull back the

0:57:57.160 --> 0:58:00.320
<v Speaker 1>reins and you gotta go back and say okay, and

0:58:00.320 --> 0:58:02.000
<v Speaker 1>then you got to go to the team and say, right,

0:58:02.040 --> 0:58:03.520
<v Speaker 1>how are we going to do this better? And how

0:58:03.560 --> 0:58:07.200
<v Speaker 1>are we you know, we've already passed survival, right, so

0:58:07.240 --> 0:58:10.240
<v Speaker 1>we're already passed that stage. Gate one is gone, so

0:58:10.680 --> 0:58:12.160
<v Speaker 1>you know, how how we how are we going to

0:58:12.240 --> 0:58:14.600
<v Speaker 1>get there? I have to say, I'm in the k

0:58:14.800 --> 0:58:16.840
<v Speaker 1>on Twitter is saying please tell him my wife and

0:58:16.840 --> 0:58:19.840
<v Speaker 1>I missed his restaurant in the South Beach. Yes, yes,

0:58:20.080 --> 0:58:24.120
<v Speaker 1>we had a great restaurant, a couple of great restaurants

0:58:24.120 --> 0:58:26.240
<v Speaker 1>in Orlando as well. But you know that you gotta

0:58:26.280 --> 0:58:28.400
<v Speaker 1>do what you gotta do, said Bam. I'm just gonna

0:58:28.440 --> 0:58:30.160
<v Speaker 1>tell you. I'll make it. I'll make the story really

0:58:30.240 --> 0:58:33.120
<v Speaker 1>quick ready, Because there's there's a lot that we do.

0:58:33.720 --> 0:58:35.320
<v Speaker 1>Back in the old days when I was doing Essence

0:58:35.320 --> 0:58:38.040
<v Speaker 1>of Member, we're doing eight shows a day, and so

0:58:38.320 --> 0:58:41.120
<v Speaker 1>you guys know television, it's unheard of to do eight

0:58:41.120 --> 0:58:44.320
<v Speaker 1>shows a day. Okay, unheard of. Right. So being a

0:58:44.320 --> 0:58:47.080
<v Speaker 1>food show, we do three four shows, try and get

0:58:47.160 --> 0:58:49.520
<v Speaker 1>for lunch, we had we had what we called a

0:58:49.560 --> 0:58:52.240
<v Speaker 1>shift table, so all the food that we cooked, we'd

0:58:52.280 --> 0:58:54.360
<v Speaker 1>put on that table because the staff wanted to eat it.

0:58:54.440 --> 0:58:57.320
<v Speaker 1>That's that's that's why I would be yeah, that's all right.

0:58:57.760 --> 0:59:01.440
<v Speaker 1>So we would come back after after the break, and

0:59:01.640 --> 0:59:03.479
<v Speaker 1>all of a sudden, it was a very tiny crew,

0:59:03.600 --> 0:59:06.560
<v Speaker 1>you know, four camera, one stage person, people in the

0:59:06.600 --> 0:59:09.560
<v Speaker 1>control room, etcetera. And all of a sudden the camera

0:59:09.640 --> 0:59:12.000
<v Speaker 1>people out, you know, they need all this food. All

0:59:12.000 --> 0:59:14.280
<v Speaker 1>of a sudden, I'm like, I'm losing them. And so

0:59:14.480 --> 0:59:18.120
<v Speaker 1>Bam came about waking everybody up to like, yes, can

0:59:18.120 --> 0:59:21.040
<v Speaker 1>I get your attention everybody, because we've gotta we got

0:59:21.040 --> 0:59:24.080
<v Speaker 1>three more shows to do. Work. It did, all right.

0:59:24.120 --> 0:59:25.560
<v Speaker 1>We want to talk about crew ships. I want to

0:59:25.560 --> 0:59:28.440
<v Speaker 1>go back there because you guys you got deals with

0:59:28.520 --> 0:59:32.960
<v Speaker 1>Carnival and your food, your restaurants. Right, it's my It's

0:59:32.960 --> 0:59:36.280
<v Speaker 1>really my food, and it's a it's a remarkable experience

0:59:36.440 --> 0:59:39.560
<v Speaker 1>working with the staff. You know, first of all, it's

0:59:40.120 --> 0:59:43.560
<v Speaker 1>worldwide people, so they're from all over the world. The

0:59:43.640 --> 0:59:47.200
<v Speaker 1>kitchen staff predominantly is from India. Um, it's been an

0:59:47.200 --> 0:59:50.160
<v Speaker 1>absolute pleasure working with them. Of course I'm a huge

0:59:50.200 --> 0:59:53.320
<v Speaker 1>fan of the president, Christina, and of course Arnold, who's

0:59:53.880 --> 0:59:57.800
<v Speaker 1>really a driving force. But it's been a remarkable, remarkable

0:59:57.840 --> 1:00:01.920
<v Speaker 1>experience working with them because it's not just about like, Okay, here,

1:00:01.960 --> 1:00:04.760
<v Speaker 1>here's a dish that you can do. It's about training,

1:00:04.880 --> 1:00:08.080
<v Speaker 1>training manuals, working with the kitchen team, the food and

1:00:08.080 --> 1:00:11.720
<v Speaker 1>beverage team, and then doing a really really awesome job

1:00:11.840 --> 1:00:15.360
<v Speaker 1>executing because what they do really well is execute well.

1:00:15.360 --> 1:00:17.040
<v Speaker 1>How do you So, how do you do that when

1:00:17.080 --> 1:00:20.960
<v Speaker 1>it comes to consistency in a floating city as you've

1:00:21.000 --> 1:00:23.640
<v Speaker 1>described it before, Carol, but also you know in Las

1:00:23.760 --> 1:00:25.800
<v Speaker 1>Vegas and Florida, how do you do it? Yeah? So

1:00:25.880 --> 1:00:29.440
<v Speaker 1>it's it's not easy, but you know what, Um, you know,

1:00:29.520 --> 1:00:32.200
<v Speaker 1>I've been, I've been to the route where I've had many,

1:00:32.240 --> 1:00:37.040
<v Speaker 1>many restaurants, and obviously since the pandemic and by choice,

1:00:37.120 --> 1:00:42.320
<v Speaker 1>I've really tailored that down to now where it's manageable.

1:00:43.040 --> 1:00:46.120
<v Speaker 1>Great people, great team. Can't win a Super Bowl without

1:00:46.120 --> 1:00:48.600
<v Speaker 1>a great team, right, It's not just a quarterback, So

1:00:48.680 --> 1:00:50.840
<v Speaker 1>you can't. You can't. You know, you've gotta have a

1:00:50.840 --> 1:00:56.120
<v Speaker 1>great team. And great leadership. Um so, um, you know,

1:00:56.240 --> 1:00:59.600
<v Speaker 1>I just tried to remind the staff every day that

1:00:59.600 --> 1:01:01.000
<v Speaker 1>we're going to get up and we're gonna do a

1:01:01.040 --> 1:01:04.919
<v Speaker 1>little bit better than we did yesterday. And um, it's

1:01:05.000 --> 1:01:08.479
<v Speaker 1>it's a constant it's a constant movement. It's every day

1:01:08.520 --> 1:01:11.640
<v Speaker 1>we're just pushing and pushing and pushing, whether it's service

1:01:12.120 --> 1:01:16.240
<v Speaker 1>or whether it's the food, the seasonal menu, etcetera, etcetera.

1:01:16.280 --> 1:01:21.320
<v Speaker 1>It's just it's it's a constant, constant push. But once

1:01:21.360 --> 1:01:23.880
<v Speaker 1>you're in it, and that's I've been in it since

1:01:23.920 --> 1:01:27.400
<v Speaker 1>I was ten years old, so you it's very hard.

1:01:27.480 --> 1:01:29.200
<v Speaker 1>Once it gets in your blood, it's very hard to

1:01:29.560 --> 1:01:32.880
<v Speaker 1>you know, to you know, I thought at times that

1:01:32.920 --> 1:01:35.640
<v Speaker 1>I wanted to do something else. Wow, I'm gonna become

1:01:35.680 --> 1:01:39.760
<v Speaker 1>a wine guy, you know, gonna you know whatever. It's No,

1:01:40.040 --> 1:01:42.920
<v Speaker 1>it's not gonna happen. No, No, it gets into it

1:01:42.920 --> 1:01:45.360
<v Speaker 1>gets in your blood. And uh, you know, I have

1:01:45.720 --> 1:01:48.880
<v Speaker 1>I have four kids. Um My son is the only

1:01:48.920 --> 1:01:52.360
<v Speaker 1>one interested in the business. And uh, the girls are

1:01:52.400 --> 1:01:54.640
<v Speaker 1>just kind of ons a c p A you know

1:01:54.760 --> 1:01:58.760
<v Speaker 1>once Uh also valuable when you're running a business. Yeah,

1:01:58.800 --> 1:02:02.160
<v Speaker 1>you know, one does a cup massage the other one

1:02:02.240 --> 1:02:04.760
<v Speaker 1>is a senior in high school soon to go to college.

1:02:05.240 --> 1:02:09.000
<v Speaker 1>So they're interested, but they're not interested. And you know,

1:02:09.640 --> 1:02:11.880
<v Speaker 1>many times the girls have told me, you know, dad,

1:02:11.880 --> 1:02:13.760
<v Speaker 1>why do I want to do this? It's that's that's

1:02:13.840 --> 1:02:15.919
<v Speaker 1>too much work. Okay. What do you cook at home

1:02:16.240 --> 1:02:18.440
<v Speaker 1>when you're with your whole family? It depends. I'm a

1:02:18.560 --> 1:02:22.360
<v Speaker 1>very seasonal kind of weather kind of guy. I love seafood,

1:02:22.400 --> 1:02:26.200
<v Speaker 1>I love fish, so that's usually what kind of comes

1:02:26.200 --> 1:02:28.880
<v Speaker 1>to the top. But it could be a great roast chicken,

1:02:28.920 --> 1:02:32.120
<v Speaker 1>it could be bowl as, it could be uh, you know,

1:02:32.200 --> 1:02:36.680
<v Speaker 1>it could be after after spending. But after spending they

1:02:36.720 --> 1:02:39.160
<v Speaker 1>have more out there, by the way, spending twelve hours,

1:02:39.280 --> 1:02:41.720
<v Speaker 1>you know, shooting cooking. Do you actually want to come

1:02:41.720 --> 1:02:46.080
<v Speaker 1>home and cook? What do you order out? Very very rarely,

1:02:46.120 --> 1:02:48.280
<v Speaker 1>I don't need I don't really eat fast food, and

1:02:48.360 --> 1:02:52.439
<v Speaker 1>I don't really very very occasionally do we order out?

1:02:52.560 --> 1:02:55.640
<v Speaker 1>Mostly Vietnamese food in New Orleans has such an incredible

1:02:55.760 --> 1:03:00.280
<v Speaker 1>Vietnamese population and such incredible Vietnamese food, So that's really

1:03:00.600 --> 1:03:03.120
<v Speaker 1>I guess that would be called ordering out, I guess right.

1:03:03.160 --> 1:03:07.960
<v Speaker 1>And having far and bombies and and rolls, you know,

1:03:08.000 --> 1:03:10.840
<v Speaker 1>spring rolls, delivered to your house. Maybe that that's ordering

1:03:11.160 --> 1:03:15.560
<v Speaker 1>love New Orleans. I do. Yeah, Well, I moved there

1:03:15.560 --> 1:03:17.960
<v Speaker 1>in a D two to take over Commander's Palace. I

1:03:18.000 --> 1:03:20.840
<v Speaker 1>fell in love with the city, the architecture, the music.

1:03:20.880 --> 1:03:24.640
<v Speaker 1>Of course I have a little slight background in music,

1:03:24.720 --> 1:03:29.760
<v Speaker 1>so that that appeal. Yeah. Later, um, and then all

1:03:29.800 --> 1:03:31.560
<v Speaker 1>of a sudden, I just fell in love. The food

1:03:31.680 --> 1:03:35.400
<v Speaker 1>is just it's one of America's greatest food cities. In

1:03:35.400 --> 1:03:39.040
<v Speaker 1>my opinion, I think people in New Orleans, even after

1:03:39.080 --> 1:03:42.320
<v Speaker 1>the pandemic, eat dollar for dollar the better than most

1:03:42.600 --> 1:03:46.840
<v Speaker 1>places in the world, and certainly in this country. Uh.

1:03:46.880 --> 1:03:49.880
<v Speaker 1>It has you know, hundreds of years of traditions, so

1:03:50.680 --> 1:03:53.000
<v Speaker 1>you know, it's not just about Creole and Cajun and

1:03:53.080 --> 1:03:54.760
<v Speaker 1>so there's a lot of history. There's a lot of

1:03:54.760 --> 1:03:57.840
<v Speaker 1>tradition there and now you know, you add all of

1:03:57.840 --> 1:04:01.920
<v Speaker 1>the ingredients and techniques from other ultures that are influencing

1:04:02.080 --> 1:04:04.600
<v Speaker 1>you know, the city beside you know, the Cajun and

1:04:04.640 --> 1:04:08.160
<v Speaker 1>Creole aspect of it, and it's really really just a

1:04:08.200 --> 1:04:12.280
<v Speaker 1>remarkable food shuitio our thanks to celebrity chef Emerald Lagassi

1:04:12.360 --> 1:04:14.840
<v Speaker 1>for joining us in studio. He's host of Emerald Cooks

1:04:14.840 --> 1:04:17.960
<v Speaker 1>and Emerald Tailgates on Roku. Alright, that wraps up the

1:04:18.080 --> 1:04:22.160
<v Speaker 1>Thanksgiving special weekend edition of Bloomberg Business Week from Bloomberg Radio.

1:04:22.160 --> 1:04:23.760
<v Speaker 1>Thank you so much for joining us in our thanks

1:04:23.760 --> 1:04:26.520
<v Speaker 1>as always to Bloomberg's Katie Greifeld for helping us out

1:04:26.520 --> 1:04:29.120
<v Speaker 1>as well. I'm Carol Masser and I'm Tim Stanovik. Be

1:04:29.160 --> 1:04:31.440
<v Speaker 1>sure to tune into Bloomberg Business Week Monday through Friday.

1:04:31.440 --> 1:04:33.960
<v Speaker 1>It starts at two pm Wall Street Time on Bloomberg Radio.

1:04:34.040 --> 1:04:36.280
<v Speaker 1>You can also watch our daily broadcast on YouTube. Just

1:04:36.280 --> 1:04:39.120
<v Speaker 1>search Bloomberg Global News and check out our Bloomberg Business

1:04:39.160 --> 1:04:41.760
<v Speaker 1>Week podcast. You can find that at Bloomberg dot com, Apple,

1:04:41.840 --> 1:04:44.360
<v Speaker 1>or wherever you get your podcasts. Bloomberg Business Week is

1:04:44.400 --> 1:04:47.240
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1:04:47.320 --> 1:04:49.440
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1:04:49.440 --> 1:04:52.400
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1:04:52.520 --> 1:04:56.040
<v Speaker 1>and streaming platforms like Roku, Apple TV, Samsung TV, and more.

1:04:56.320 --> 1:04:58.400
<v Speaker 1>Have a great weekend, everyone. Have another piece of hie

1:04:58.440 --> 1:04:59.720
<v Speaker 1>in Stacy. This is