Podcasts about Goldman Sachs

What if our loyalty is not to the healthcare system we were handed, it's to the future we can build? And how do we crack an industry highly resistant to change? In Halle Tecco's newest book, Massively Better Healthcare, Tecco offers an insider's guide to transforming healthcare through innovation. Drawing on her experience as an entrepreneur, investor, and educator, she distills 15+ years of lessons into a practical roadmap for building solutions that align profit with purpose, and a guide for leaders who want to leave the system better than they found it.rnrnHalle Tecco has dedicated her career to making healthcare massively better. She is the founder of Rock Health and has backed and advised dozens of healthcare companies. She teaches future healthcare leaders at Columbia Business School and Harvard Medical School, and serves on the boards of Collective Health and Cofertility. Tecco's work has been featured in The New York Times, The Wall Street Journal, and Bloomberg. She was named as one of Goldman Sach's Most Intriguing Entrepreneurs and listed on Fast Company's Most Creative People in Business 2023.

Goldman Sachs Research's Kamakshya Trivedi analyzes the market's reaction to the conflict in Iran and the case for emerging markets. This episode was recorded on March 12, 2026. The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. © 2026 Goldman Sachs. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

Grit isn't a personality trait — it's something you can build. In this episode, leadership expert Lara "LJ" Johnson breaks down how the "born with it or not" myth holds people back and what grit actually looks like in real life. You'll learn why the "muscle through" mentality fails most teams, why most people stay trapped in negative thought loops, and the tools that helped Lara survive life's toughest moments. Topics discussed: Introduction (00:00) From homelessness to rebuilding her life in the U.S. (01:35) Belief as the difference between quitting and finding a solution (07:37) The tragedy that inspired the Global Grit System (10:32) How the 54321 grounding technique saved her life (13:42) The aftermath: why she wrote

March 17, 2026: Five major AI models shipped in a single week in February. Your company's training budget grew 5%. Cathie Wood told Bloomberg this morning that AI is already pushing productivity above trend and projects it hits 6% annually — Goldman Sachs says there's no macro evidence of it yet. Both can be right, and today we explain why. Plus: FedEx's blueprint for an AI agent workforce across 50% of its operations, the real argument against traditional corporate training programs, and the full financial math on Meta's reported 15,000-person layoff — including whether the company leaked it on purpose to let Wall Street price in $160 billion in market cap before a single cut is confirmed.

Alex Blackwood is a real estate entrepreneur reshaping how people invest in property. A former Goldman Sachs professional and licensed real estate agent, he recognized a major gap between Wall Street level real estate investing and everyday investors. To close that gap, he founded Mogul, a platform that allows people to buy fractional ownership in residential rental properties with just a few clicks. This approach removes the need for massive down payments or landlord responsibilities and gives more investors access to one of the most powerful wealth building tools in the world.   Here's some of the topics we covered:   How Investors Can Buy Property for Just $250 The Secret Investment Club Structure That Avoids Traditional Syndications Why Renting Individual Rooms Can Outperform Traditional Rentals The Off-Market Deal Pipeline Most Investors Never See How AI Could Cut Real Estate Transaction Work by 95% The Near-Bankrupt Moment That Turned Into a 4× Oversubscribed Funding Round Why the Next Billion-Dollar Companies May Be Built by Just One Person Using AI   If you'd like to apply to the warrior program and do deals with other rockstars in this business: Text crush to 72345 and we'll be speaking soon. For more about Rod and his real estate investing journey go to www.rodkhleif.com

Goldman Sachs International Co-CEO's Anthony Gutman and Kunal Shah discuss CEO sentiment, market volatility, and the case for Europe. This episode was recorded on March 12, 2026. The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. © 2026 Goldman Sachs. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this week's episode of the Rich Habits Podcast, Robert Croak and Austin Hankwitz sit down with Alexandra Wilson-Elizondo, the co-Chief Investment Officer of Multi-Asset Solutions at Goldman Sachs. ---

I sat down with Kat from Space and Time to talk about what real institutional adoption actually looks like. While crypto Twitter feels bearish, banks like JP Morgan and Goldman Sachs are hiring entire teams focused on digital assets. Space and Time has already onboarded over 100,000 students in Southeast Asia for verifiable education credentials, shipped a zero-knowledge proof for databases, and is working with major institutions on tokenized assets and compliant stablecoin reward distribution. We dive into AI-powered vibe coding, why surviving the bear market matters more than anything else, and why the next wave of builders will have access to on-chain data like never before. --- CONNECT ---Space and Time: https://spaceandtime.io/https://www.linkedin.com/company/space-and-time-db/https://discord.com/invite/spaceandtimeDBTwitter/X - Space and Time: https://twitter.com/SpaceandTimeDB--- KEY POINTS WITH TIMESTAMPS ---• [00:00:00] Space and Time has onboarded over 100,000 students in Southeast Asia for verifiable education credentials• [00:02:00] Major university partnerships expanding in both Southeast Asia and the US• [00:03:00] Dream Space - AI vibe coding platform allowing non-developers to build apps and smart contracts• [00:04:00] Institutional adoption is the biggest growth area - stablecoin issuers, tokenized assets, major banks• [00:06:00] Despite bearish sentiment on crypto Twitter, institutions like JP Morgan, US Bank, Fidelity, and Goldman Sachs are more bullish than ever• [00:07:00] Banks are hiring entire teams of digital asset specialists, not just single roles• [00:09:00] 98% of stablecoin market is USDT/USDC, but new categories will emerge as adoption expands• [00:11:00] Marketing in crypto changes dramatically between bull and bear markets - focus on real value proposition and real customers• [00:14:00] Space and Time invented a patented zero-knowledge proof specifically for databases, making data computations fast and efficient• [00:18:00] Nearly $2 trillion of institutional capital waiting on the sidelines to enter crypto over next 2-5 yearsDisclaimerNothing mentioned in this podcast is investment advice and please do your own research. It would mean a lot if you can leave a review of this podcast on Apple Podcasts or Spotify and share this podcast with a friend. Be a guest on the podcast or contact us - https://www.web3pod.xyz/

Find me on Substack!Arie van Gemeren is a CFA, Goldman Sachs veteran, and CEO of Lombard Equities Group who translates 2,000 years of wealth-building history into actionable modern real estate and investment strategy.Episode Sponsor: Fiscal AI is a modern data terminal that gives investors instant access to twenty years of financials, earnings transcripts, and extensive segment and KPI data—use my link for a two-week free trial plus 15% off: https://fiscal.ai/talkingbillions/3:00 – Ari's family origin story: grandmother fled Nazi Berlin to South America, father grew up fatherless in Bolivia, came to the U.S. at 18 speaking no English, put himself through medical school. History was alive in the household.5:15 – The contrarian leap from Wall Street to real estate. Started at Fisher Investments, moved to Goldman Sachs, but it was his Persian father-in-law who kept asking: "Why would I do that when I could buy a good property?"7:30 – The live-in flip that changed everything. Bought a Bay Area bungalow for $515K, invested $60K in renovations, saw equity jump to $850–900K. "I was hooked."9:18 – At Goldman, wealthiest clients — especially Middle Eastern tech entrepreneurs — were pouring profits into real estate, not stocks. Pattern recognition clicked.11:59 – Real estate vs. stocks: "They're both tremendous wealth-building asset classes." Ari argues for a portfolio approach — stocks as majority for passive investors, real estate as complement. Introduces the scarcity insight: the stock market is the only market where inventory shrinks over time via buybacks.19:51 – Timeless principles and behavioral finance. Nothing new under the sun — 8,000 years of recorded history isn't enough for human nature to evolve. Patience, discipline, avoiding excessive leverage are the throughlines of lasting fortunes.21:43 – Hitler's invasion of the Soviet Union as an investing parable: certainty vs. conviction. "If you are so convinced of your thesis that you cannot hear contrary advice… guys confuse having a strong thesis with it being the absolute truth."33:27 – Concentrated wealth creation. 67% of the world's billionaires are self-made first-generation who built companies — a form of concentration investing.40:17 – Generational wealth traps. The "first generation builds, second maintains, third loses" proverb exists in Italian, Japanese, Mandarin, Russian, Spanish. Contrasts Vanderbilt collapse with Walton and Grosvenor family structures.47:12 – The Hanseatic League: 500+ years of patient, boring warehouse ownership that generated extraordinary wealth and even conquered Copenhagen.57:33 – Success redefined: "What we're really looking for is freedom and independence."Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed.

What if the future of education isn't bigger—but smaller, more personal, and radically student-driven?In this episode of Case Studies, Casey Baugh sits down with Matt Clayton, founder of Slope School, to explore how traditional schools are being disrupted by a new, human-centered model. From working at Goldman Sachs to studying under Clayton Christensen, Matt shares how autonomy, real-world learning, and community are transforming how kids learn.You'll hear why Slope School focuses on mastery over credentials, how AI is accelerating student growth, and why building identity is the most important part of education. This episode is packed with insights for parents, educators, and entrepreneurs who care about the next generation. Hosted on Acast. See acast.com/privacy for more information.

We continue our Weathering Decarbonization series this week by welcoming Samantha Dart back into the SmarterMarkets™ studio. Samantha is Co-Head of Global Commodities Research at Goldman Sachs. David Greely sits down with Samantha to discuss how our changing energy system is weathering the conflict in Iran at the same time as its weathering decarbonization.

C dans l'air du samedi 14 mars 2026 - Détroit d'Ormuz : Trump appelle la France à l'aideLe spectre d'un choc pétrolier se rapproche. Vendredi, les Etats-Unis ont bombardé l'îlot stratégique de Kharg, principal terminal d'exportation du pétrole brut iranien. Les frappes se sont concentrées sur les installations militaires, mais Donald Trump menace d'y détruire les infrastructures militaires « si l'Iran ou quiconque d'autre venait à faire quoi que ce soit pour entraver le passage libre et sûr des navires dans le détroit d'Ormuz ». Depuis que le régime islamique a bloqué le détroit et menace de miner le bras de mer, de nombreux pétroliers sont bloqués dans le Golfe arabo persique. Pendant ce temps, l'idée d'une intervention militaire au sol n'est plus exclue par l'état-major américain. Selon les informations du New York Times, Washington étudierait le déploiement de forces spéciales américaines en Iran pour récupérer ou neutraliser un stock d'uranium enrichi toujours enfoui sous la ville d'Ispahan. Dans les pays du Golfe, ciblés par l'Iran pour leur proximité avec les Etats-Unis, l'économie, qui dépend encore beaucoup de la production de pétrole, est asphyxiée par les attaques de Téhéran. Goldman Sachs estime que la baisse de la production de pétrole en 2026 serait la plus importante au Qatar, au Koweït et à Bahreïn (-25 %). Et d'autres secteurs sont touchés, à l'instar des compagnies aériennes, dont les avions sont cloués au sol, et du tourisme. Près de 20 000 ressortissants français ont déjà été rapatriés du Moyen-Orient depuis le début de la guerre. Selon le World Travel and Tourism Council (WTTC), le conflit dans la région ferait ainsi perdre 600 millions de dollars par jour au Moyen-Orient. Le PIB pourrait donc se contacter de 14 % au Koweït et au Qatar, de 5 % aux Émirats arabes unis et de 3 % en Arabie saoudite, selon les prévisions de Goldman Sachs. Au Liban, les bombardements israéliens visant le Hezbollah, allié du régime chiite, ont tué au moins 773 personnes, dont 103 enfants, et causé plus de 800 000 déplacés, selon les autorités libanaises. Jeudi, un double tir de drone contre une voiture a tué 12 personnes. « Même si un chef [du Hezbollah] était là, rien ne peut justifier un tel carnage », s'indigne un chauffeur libanais dans les colonnes du Monde. Quelques jours plus tôt, c'est le père Pierre El-Raï, un curé respecté de la paroisse maronite de Qlayaa, qui était tué dans une frappe israélienne. Mêmes le quartier général de la mission de l'Organisation des Nations unies dans le sud du Liban (Finul) a été touché vendredi. Face à l'insécurité grandissante qui menace le pays, et à l'acharnement du Hezbollah dans la guerre contre Israël, Emmanuel Macron a appelé samedi l'État hébreu à accepter des « discussions directes » avec le Liban et propose de les accueillir à Paris. Pourquoi les Etats-Unis réfléchissent-ils à une opération militaire terrestre en Iran ? L'asphyxie économique des monarchies du Golfe peut-elle influer sur le cours de la guerre ? Et jusqu'où ira Israël dans ses frappes sur le Liban ?Nos experts :- Georges MALBRUNOT - Grand reporter spécialiste du Moyen-Orient - Le Figaro - Christine OCKRENT - Journaliste, spécialiste des affaires étrangères – France Culture, auteure : « Le Trump de A à Z »- Agnès LEVALLOIS - Spécialiste du Moyen-Orient et présidente de l'Institut de Recherche et d'Études Méditerranée Moyen-Orient - Richard WERLY - Éditorialiste international - Blick.ch, auteur de « Cette Amérique qui nous déteste »- Général Jean-Paul PALOMÉROS - Ancien chef d'état-major, ex-commandant suprême de la transformation de l'OTAN

You can find more from Josh and his book here:⁠www.joshdavisphd.com/dads⁠What does it take to be a present, resilient father while also succeeding as a leader? In this powerful episode of The Self Esteem and Confidence Mindset, we sit down with Josh Davis—dad of three, co-author of USA Today bestseller "The Difference That Makes the Difference," former Ivy League professor, NLP master practitioner, and founder of the Science-Based Leadership Institute—to explore the mindset skills that help fathers be present, bounce back from setbacks, and build meaningful connections with their kids and partners.Josh brings unique expertise from teaching in "last chance" public high schools to guiding executives at Goldman Sachs and IDEO. He shares science-backed strategies using neurolinguistic programming (NLP) and leadership principles that help fathers develop the emotional intelligence, resilience, and confidence to show up fully for their families while navigating the pressures of modern life.

Geopolitical uncertainty and a decline in S&P 500 liquidity are prompting institutional investors to hedge against macro risks. How are investors responding to surging volumes and shifting thematic trades? John Flood, head of Americas Equities Execution Services in Goldman Sachs Global Banking & Markets, discusses with Chris Hussey on the Goldman Sachs trading floor. Recorded on March 12, 2026. The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. Copyright 2026. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

“Breaking the Glass Ceiling: Julia Carreon’s Fight Against Corporate Gaslighting” In this episode, Frazer Rice sits down with Julia Carreon to explore her recent high-profile litigation against a major financial institution and her powerful insights on women in leadership, corporate culture, and overcoming systemic barriers. YOUTUBE https://youtu.be/e05k7SVQ2xI We discuss: Julia's experience with workplace gaslighting and her litigation journey with Wells Fargo The importance of transparency, accountability, and protecting yourself in corporate environments How societal and corporate cultures disadvantage women, especially around motherhood and leadership The themes and motivations behind Julia's book, Walking on Broken Glass Practical strategies women can use to build political capital and safeguard their careers The significance of external networks and understanding your personal strengths The evolving landscape of equity, ownership, and governance in corporations How to proactively prepare for and respond to systemic workplace challenges SPOTIFY https://open.spotify.com/episode/5c546gs6Qctx4bGOvalgXj?si=1dDyJxnwSyu4tnhXxpzVxg Timestamps: 00:00 – Introduction: Julia's litigation and book overview 02:03 – Gaslighting in corporate culture and early experiences 04:14 – Dealing with systemic backstage politics and fighting for justice 05:10 – Motivations for writing Walking on Broken Glass 08:08 – Diagnosing workplace culture and gender dynamics 09:33 – The weaponized HR department and accountability 11:38 – Protecting yourself: cultural awareness and bias 13:12 – Demographics, gender disparities, and moving forward 15:12 – Institutional misogyny and societal shifts 16:05 – Motherhood, work-life balance, and corporate support 18:28 – Questions of corporate culture change post-COVID 22:21 – The fear factor and change in workplace loyalty 27:12 – Tactical career strategies and building political capital 28:15 – Always Be Executing (ABE) and tracking success 30:53 – The ownership mentality and equity's role in career resilience 34:45 – Building internal and external networks for support 36:49 – Understanding personal aptitudes through testing and reflection 40:12 – Leveraging political capital and seizing opportunities 43:31 – How to follow Julia and stay updated on her journey Transcript Frazer Rice (00:01.004)Welcome aboard, Julia. Julia (00:03.32)Thanks for having me. Frazer Rice (00:04.652)Well, as I said in the opening, the concept of gaslighting in the boardroom is something that certainly isn’t new, but it doesn’t make it any more comfortable for the people who deal with it on a day-to-day basis or as part of their career. And you’re in the midst of litigation right now with a major financial services company. Maybe talk a little bit about what’s going on there. Julia (00:24.801)Yeah, so I am in a high profile lawsuit with my former employer. I would say this is not a path that anyone chooses on purpose. In my particular case, Frazer, I spent 20 years at Wells Fargo, 15 of which were pretty spectacular. I have come to realize almost maybe fairy tale like in terms of my experience. I want to talk about some of the things later on that made it a fairy tale. So yeah, I wouldn’t have chosen this. I did not see the culture at my former employer coming for me. I was blindsided by it and it got ugly quickly. One of the things that I think I am doing here. Or at least trying to do is not be shy about it. Not hide from it. Try to show women a different way for how to deal with these situations. Because I have very strong feelings about the fact. With the rollback of DEI and the current administration’s point of view on women, that we’re going backwards. If women don’t start fighting for ourselves in a more public way and without fear, then I don’t know where we’re going to be in the next five to 10 years. I am soldiering on and it’s not easy to your point. But it is what it is and it’s a fight that I believe is worthy. Frazer Rice (02:03.608)So it’s a daunting task taking on a big bank. Big financial services firm, whether it’s in this situation or frankly any. It’s just these well-resourced big behemoths. What has been the experience been like so far? As far as gathering information? Of getting the walls built that you need to in order to live your life while you go through this conflict with this bank? Julia (02:29.822)It’s hat that is the million dollar question. Right? I will say that in my case i got really fortunate and came across a quote. It’s going to sound really strange. But i came across a quote that said fear is fake and danger is real but fear is fake. I believe that the patriarchy wants women to be afraid. So it tells us these bad things are going to happen if you take on a big firm like this. It is grueling. The days are long sometimes. But once I internalize the reality that it is all fake in terms of all of the bad things that you think could happen really can’t happen. Worst case scenario, there’s nothing Like I’m not going to die. They’re not going to, you know, take away my family. Like all of these things, right? We tell ourselves that it could get really nasty. And in my case, I have to stay really grounded in the fact that what I’m doing is worthy. We tried my lawyer and I tried for 14 months to come to a different answer. And so in a way, not just telling myself fear is fake. But in another way, I kind of feel like it’s my destiny. Because, I just want to say this real quick, I had 20 years at a place that was not toxic. And so I know what good looks like, and this is not good. So in that way, I really feel like it’s my destiny. And so that’s what you do, and you have to have a good support network. I have a great husband, so that really helps. Frazer Rice (04:14.21)The, as I’ve told people, sometimes doing the right thing or going after something that upholds justice. It can be expensive and hard. I give you kudos for standing up. Not only for yourself, but others who are going through a difficult situation. Where you’ve had a significant wrong done to you. You’ve written a book about this experience as well. We can take some time to think, to talk about what the book tries to do. First of all, writing one in tandem with the process here, I think is a bit unusual. Some people do it after the fact. To go through a catharsis after going through a difficult process. Talk about first the why of the book.thhen we’ll talk a little bit about what you talk about in it. Julia (05:17.241)The book is called Walking on Broken Glass: Navigating the Aftermath of the Glass Ceiling.” It was co-written with a fabulous woman named Shannon Nutter. I hope people follow on LinkedIn. The book is not squarely about what happened to me the book came together. With Shannon and I meeting on LinkedIn. Then discovering that we had a lot of the same shared experiences as we are Gen X. in hindsight. Our generation has had the opportunity to have the most benefit of the Gloria Steinem Women’s Movement. Think about the fact that we got the advantage of the birth control and all of the DEI efforts that have been in the last 15, 20 years. And we really felt like there was still a long way to go. Then all of that is starting to go backwards. So last year when we met or the year before, we’re like, my God, the idea that we got the best of the best is shocking to us. And so what are we going to do about it? We really wanted the book to speak to women of all ages in their career. But it was written from a lens of two then 53 year old women who had seen a lot. We wanted to give the book as a love letter or a gift to our 35 year old self. To say, this is what we should have or wish we had known 20 years ago. Because we would have done things differently if we had really faced kind of what the challenges were that women are facing at work. In a real way right not in a way that sugarcoats it or pretends to throw it under the rug. And or always makes it the woman’s fault like the woman always has to be changing and evolving in order to adapt to the systems and i you know it’s exhausting right so the book was written for that reason and it does tap into a lot of the things that we both experienced. Julia (07:35.17)But it isn’t a kind of a personal journal of what happened to me with my former employer. Frazer Rice (07:39.82)Right, one of the things that I found useful about the book is you divided it into three sections. I think it brings us sort of clarity into what you’re trying to achieve here. The first one is just diagnosing the situation that you’re in. Maybe talk a little bit about that. Part one the understanding of your surroundings. What’s happening around you. The conditions that women are facing as they embark on these big situations in the workplace. Julia (08:08.982)Yeah. So the first part of the book does give a primer on kind of the history of feminism and how did we get here and what are some of the big open questions that are still left to answer. We also want to set the stage that makes it very clear that women are accountable for our actions in the workplace. Like this is not in any way a book that seeks to make someone who’s failing feel good about the fact that they’re failing, right? Shannon and I both reached really high levels of corporate success at major global firm. There is a lot of work to do. So we really try to dimension how, what are some effective ways for you to approach that work? What are some of the pitfalls and how are some of the ways that you can handle that? In a way that’s kind of clear-eyed, but never about putting the blame or the onus on the company. And if you don’t mind, I want to say something about that because it relates to my lawsuit. One of the things that I’ve heard criticisms about is that people on social media often I saw when I kind of scanned the landscape of it recently are, this woman is naive. She thinks. HR is her friend because one of the things that I have sued my former employer for is a weaponized HR department and I want to get very clear. mean, Frazer, you don’t manage hundreds of people in 13 states like I did for a very long time successfully innovating, having great client experience team scores and having great employee team scores, right? If you believe HR is your friend. So that’s not what i’m trying to say what i’m trying to say in my lawsuit is. HR shouldn’t be picking off people for political reasons either. We are saying all the way along there is shared accountability between the employer and the employee. That’s really important. I think that you know one of the backlash is going too far field here. Julia (10:27.401)We went so far politically correct on some things that some employees do show up to work and think that they just need things handed to them. And I do think that that was part of the backlash, right? So I just am always striving for balance. I think we should all be always striving for balance. Frazer Rice (10:45.13)One of the concepts too, I think in the book that I sort of grabbed onto and enjoyed was the idea of taking steps to protect yourself. You’re dealing with a lot of different asymmetries when you work for a big company. You’re dealing with information asymmetry, you’re dealing with political asymmetry, you’re dealing with resource asymmetry. Sometimes you’re even dealing with just… Accountability asymmetry in terms of, you some people get free passes at other times people are judged on things or unfairly judged on different criteria that just don’t make a lot of sense. If we step back for a second and for people who are trying to understand, I’ll put it in quotes, how the world works and how to how to be aware of one’s and to protect yourself, what would be the first couple of things that you would tell people to think about on that back? Julia (11:38.471)The number one thing is I would be very aware of the kind of culture that you’re operating in. And it’s very easy to take for granted what a culture really is, what your own personal bias and history is, and then how is it that you are fitting. into that culture with your own shared history. So I love to be candid, right? And provocative about my own situation. If I could do something different, I would be very aware of what my biases were going into Citi with 20 years of being at a place where It was a really fair game, but probably because I had a lot of political capital and I grew up there. So I understood it. But I went into that place thinking that I was a fancy managing director, that obviously I was hired to be a change maker. I can do a lot of great things. And I was, you know, doing my thing, not realizing that I was swimming in a different lake and that lake was filled. with a lot of different kinds of wildlife that I was unprepared for. So, I mean, that’s really important. Frazer Rice (13:12.398)As we talk a little bit about some sort of bullet questions as far as how your experience has gone, the demographics of the workplace are different and changing. On one hand, college graduates are now majority women or higher in just about every college situation. Yet institutions like the CFP, the women make up… Believe the number is somewhere in the 24 % range. So you have this weird dichotomy of more women entering the workplace, but not in the numbers necessarily that would indicate that they are in places to make as much change as they would like. They are still in the vast minority in terms of boards of directors and executive positions at almost every Fortune 500 company that I can think of. As we chart a path forward where, let’s call it merit. Julia (13:58.813)Mm-hmm. Frazer Rice (14:04.494)presides over sort of misogyny and I guess I would call it sort of political gamesmanship. How do you think about that in terms of advice for people entering the workforce? Julia (14:16.461)Yeah, look, so nobody gets to say that women aren’t in the pipeline, right? I mean, that just, doesn’t hold up, especially at the more junior levels, right, of entering the workforce after college. What starts to happen is that it starts to go downhill as you get higher and higher up into hierarchy. And I believe that there is a mismatch between women who want to work and do the right thing. And we’re going to talk about this. Then what does it mean to also then become a mother and give birth and have to manage all of that? And then coming up against institutional misogyny. Obviously my perspective in the last 18 months has changed about the degree to which institutional misogyny exists. Because I had a fairy tale experience before I was able to be willfully blind about the realities. so a really direct way of answering your question is that our book is seeking to hit women in the face with the realities of this because I don’t think we’re gonna change it overnight, right? And it is so entrenched, it’s getting worse and it will get worse. Before it gets better, but I do believe that it will get better eventually because the old system that’s, know, aging out, baby boomers are aging out. Like I think that there’s going to be cracks in that. And then there would be a tsunami of change. But right now the old guard is hanging on and, we are going backwards. And so we just have to be realistic about what it requires to go forward. And we talk about what that is. Frazer Rice (16:05.58)One of the things, right, and so let’s touch back on the motherhood issue, is, that is biology. And so women who go that route and have kids. Which is frankly one of the big precepts in society. Unfortunately. n some ways takes you out of the normal trajectory of a corporate path, just from a time perspective. Certainly, the balance of work that happens at the household level. Where that ends up alling usually, creates a stress that is not well understood or received at the corporate level. What are your thoughts on that front? As far as charting a path that recognizes that reality and at the same time doesn’t put upon going the other direction necessarily in terms of favoring one outcome or the other. Julia (17:02.019)I know a lot of women who did not have children because they felt like that it would, it would harm their career. And, um, certainly it’s a personal issue and there’s no judgment from me. I don’t think I would have had children if I hadn’t met my husband. He was willing to do 50 % of the workload and he has, and, always has probably does maybe more than 50. It is a very deeply personal issue. What I have strong feelings about the fact that companies who lean in to, don’t expect the woman to lean in, but the company leans in to supporting pregnant women, have higher loyalty scores. They have better team member satisfaction. They get a lot from those women that they have supported. This is a crazy story, Frazer. I was pregnant and or just coming back from maternity leave all three times I got major promotions at Wells. I mean, think about that. And I now, because I lived my life kind of in a vacuum for a long time, I didn’t realize that this wasn’t happening to other people, right? So look at me now. I am 25 years from when I got hired, still saying that Wells is a great company. because of my own personal experience. And they got a lot out of me, but I gave a lot back. So to me, supporting women who are pregnant doesn’t have to be a zero sum game. Yet somehow that is the narrative. And I would love to ask you why that is. Like, I mean, what has happened to corporate culture that this is such a pervasive issue when If you were to scan a lot of my Gen X friends, we did not have the same experience. Frazer Rice (19:04.147)I mean, from my perspective, I don’t know. I think that I blame some of this a little bit on the COVID blip in the sense that managers of all types just have no idea where to go as far as how to treat people fairly, either from a work from home experience or how that reconciles with… women in particular who are having careers and families in addition to what’s going on with other folks like the men in the world. My short answer is I don’t know. The longer answer is that I think between the shorter news cycle, social media, work from home, there are a lot of different change agents out there that have taken the focus off of. maybe the issues that worth talking about right now. And as a managerial class, especially as millennials are taking up the mantle on that front, they’re either forgetting about this particular issue and understanding the importance that it has, or they are just so overwhelmed by change at this point and self-preservation that it’s just an area where they’re triaging the different issues that they can deal with. Julia (20:22.492)Do you do you at all think that it is a problem of losing common sense and like letting rigid ideology take over from common sense. I certainly was benefited from working from home for most of my career, right? So it’s fascinating. Frazer Rice (20:46.061)Common sense isn’t common. And depending on the institution that you’re dealing with, work from home is either an excellent tool or a cover to hide under if you’re a mediocre performer. If you’re a manager out of sight, out of mind is a difficult place to be. I think that we’re I think everyone is reconciling to the relative absence of work and sort of acclimating to Zoom phone calls and things like that. And that gets you then away from taking care of the real issues, which is to make sure that the company’s doing right, the employees are doing right by the company, and at the same time that people are being treated fairly, because I think when people are so disparate, it just becomes a real management challenge. What we’re talking about as far as making sure that women are treated fairly in the workplace, Combine that with, I would say, message confusion that occurs in social media, where some loud voices may not be the right voices to be taking up this mantle, versus some of the quieter, stable people who are really the exemplars that we’d really like to point to. Sometimes that gets mixed. And I think the brew, if you stir it together, I think is created. Maybe if we think that there was progress since the 70s on through the 80s, 90s, 2000s for fairness and women progressing within the corporate ladder nicely, I think this the COVID blip has been a bit of a toe stub on that front. That’s an opinion, extremely uninformed, but more of an observation. Julia (22:35.713)No, no, but well, listen, I just I love it because I do want to unpack it just a little bit. It’s what’s fascinating to me is that I negotiated 15 years before covid to work remote and then my boss knowing that I had to be on the road three to four weeks a month regardless was like, I’d rather you be happy where you live because you’re to be on the road regardless. So I got to work from home and then during COVID when they tried to bring everybody back, they’re like, well, you can’t be the only exception. And I’m like, okay, I have been an exception for 15 years. So that’s where I go back to, know, where is this right balance? did, I mean, COVID is as good a reason as any that it’s things are upside down. I mean, really it’s a great theory. Frazer Rice (23:22.671)Well, it also bespeaks different corporations have different cultures and certainly some people are worried about other things than others. Muriel Siebert, who I think is an amazing example of someone who took a look at Wall Street and said, look, I refuse to be held back by anything here. She started her own company and to call it a company is to not give it the respect it’s due. She’s a major absolute force in Wall Street and one of the real legends. To me, entrepreneurism is one way through this. to create the company that you want to work in is, in some ways, to me, one of the solutions for people who are having difficulty in a corporate environment that they’re in right now. Whether they’re able to be the change agent within, which is often hard at a big, you know, bulky company that turns with the agility of a battleship as opposed to being nimble in doing things or going out and starting on their own, which involves its own risks. That to me is one of the solutions. But again, not without risk, not easy by any stretch. Where did that fit into your mindset as you were thinking about this? Julia (24:37.16)Well, so, so she is an icon, not just because of what she was able to accomplish, but she also did it, I think, without a college degree. And she did it. And this is important. She did it fearlessly. And what I would love to go back in time and have a conversation with her about where did she tap into that fearlessness? And you will start to see. Frazer Rice (24:48.665)Mm-hmm. Julia (25:06.77)On my own social media, am trying to tap into that whole mindset of women need to lose fear. I’ve already talked about it, but here’s what’s important to know, right? By 2030 in the US alone, women will control $34 trillion of investable assets. I believe that that is when you start seeing the game change. Look at how Mackenzie Scott is giving without glory. I posted that in a remark that’s gone semi-viral on LinkedIn. Like she is giving without glory. She wants to give, she wants to be anonymous almost about it, and she’s giving without handcuffs. And what is she giving to? She’s giving to communities, she’s giving to schools, she’s giving to healthcare. I mean, it gives me goosebumps every single time. And so I feel like women When we start to control more, we’ll start giving in, Alice Walton is the same way, giving in a different way to change society in a more meaningful way at scale. And Muriel was a pioneer in that regard. And she is someone I think we need the next generation to know about. because she was so fearless and it’s an inspiration. But you and i both know that all kinds of things that women have accomplished are never spoken about in the same way that they are about man and about men. I do think that that’s one of the great things about some of we can go into social media some of the social media change that we see happening with alpha female and all of these great accounts that are just starting to say, know what ladies, we don’t have to buy into the patriarchy. We can do it our own way. And so I think we will finally see change, but I wanna be very clear, Frazer, it’s going to get worse before it gets better. Frazer Rice (27:12.195)Got it. So for people who are in a corporate structure, corporate environment, aren’t ready to make the leap to starting their own business, which is obviously a difficult decision, but when you’re in there, what are the things tactically that one can do to prepare, not only prepare themselves, but protect themselves against these forces that are out there? One of the thoughts I had is making sure that in the job description that you’re able to point to numerical or formulaic successes so that if a narrative is being built against you, you can point to dollars created or jobs saved or metrics that in the boardroom. Not only just qualitative successes, but also quantitative ones that makes it difficult for people to ignore you from a pure dollar perspective. Things like that, what pops up in your mind? That you would tell people to think about in terms of art directing their career. Julia (28:15.023)Yeah, well, the number one thing that I always say, and I’m kind of, it’s kind of a legend for it. So it’s ABE and it stands for Always Be Executing. And when I look back and see how successful I was in a corporate setting, of course, in my case, it was that I had a great boss and a great mentor and sponsor in him. But actually, I was always focused on executing and doing it in a way that is collaborative so that you don’t have the knives coming for you from every direction. think a lot of people who the more successful that you get in your career, you think, I’m fabulous because I’m fabulous. No. You need a mindset of I’m fabulous because I am creating a team around me, no matter who I am, even if I’m not the boss, to protect each other and help each other and lift each other up. if you are always executing and you hit on it, right, as a woman, you should always be keeping track of your metrics in a way that is tangible and defensible. But you also should never take for granted the fact that no matter how senior you are, you need to be getting something done. And I do think that it is a big mistake for people to get high on their own supply and forget that. And then, and then the sharks will come for you. So always do something. And this is just a final thing, cause I have lots of people that I mentor. They’re like, just name one thing. I’m going to give you one thing. Send meeting notes. If you go to a meeting, and everybody’s on a call, 15 people are on a call. If you’re the one who sends meeting notes and this is a hot button, right? For women, they’re like, well, I’m not the secretary. I don’t wanna take me. You know what? Put your ego, park it in a parking lot and send meeting notes. You would be shocked how much goodwill and how effective you’re perceived when those notes, like say a project is going downhill and somebody goes, but. Julia (30:30.157)Such and so committed to this and you’re like, those meeting notes were written by Julia Carrion. Nobody has to do that. But corporations get unwieldy. lot of churn happens. A lot of stuff doesn’t get done in a day. If you can demonstrate that you are someone who is acting in good faith and doing small things to keep the needle moving, somebody in senior management is going to notice that, I promise. Frazer Rice (30:53.763)The other thing I sort of, and this doesn’t just go for women, this is for people generally, is the ownership mentality and the move toward equity, and by equity I mean stock equity, where the mindset to me shifts when you move from sort of salary and bonus to equity in the firm. And that subtle shift suddenly puts you in a different position in terms of sitting at the same table as someone who is, let’s call it quote unquote, making the decisions. When you’re there and your ownership of the firm, however small it is, is rendered unimportant. First of all, that tells you to go. Second of all, I just feel like the people who exist on that plane bring up different things and then are thought of differently. Does that track with your experience? Julia (31:48.819)It does, but I think that this goes to kind of how is the corporate world changing and then how does that impact employees? So, and where I’m going with this is when I was at Wells, my compensation was a third, a third, a third. So it was a third cash, a third cash bonus and a third in stock. Do you want to know what’s going on? And I don’t know if you know what’s happened on Wall Street. Every single major bank is moving to you only get a quarter in equity and the rest of it is cash. So I think that the onus to here is on corporations to be thinking about how they’re treating employees. And to your point, what, what does that mean when you show up and how vested are you in the option? Just real quick, I want to give a shout out to Maureen Clough. I don’t know if you follow her, she just yesterday did an amazing six minute post on why companies are losing loyalty from employees. so like, again, this goes back to is everybody backsliding right now because these corporations have to realize that in order to keep good talent, you want them to have a stake in the game, but that’s winnowing, I think. Frazer Rice (33:11.819)I know. I agree. Frankly you know to me at the larger institutions that aren’t willing to sort of play ball as far as involving people in the ownership that’s a signal and when it’s a signal then you know if you’re good at your job and you bring things to bear you know there are other there are other places out there. I think those places that value you want you around and they want you to be able to participate and how the broader governance of the company works. It’s a lot like how Goldman Sachs was back when it was in the partnership days. Everyone who was a partner there understood how everything else was working and ultimately that meant that, I don’t know, I feel like Goldman still does well now, but it’s a different climate, different firm where you’re completely involved in everything else and therefore the information is out there and… it’s something that you’re not blindsided as much by what’s happening in other divisions within your firm. Julia (34:15.472)Yeah, totally agree. Frazer Rice (34:16.911)One other thought that as we were sort of squiring through this was the idea that it’s important to have information sources or networks both within your company that are outside of your reporting line, but also information networks and support outside your company. I call it sort of the kitchen cabinet of people who are similarly situated or in different spots so that you have context into which to sort of find out what your what you’re up against both inside the company and outside of it. Is that something that makes sense to you or is it something that was lacking in your current situation? How did you think about that? Julia (34:57.906)Hmm. I love that because in 2017, I took stock of the fact that I had become too comfortable in my lane and I was seeing that my influence at Wells was waning for whatever reason. And so I started blogging on LinkedIn in 2017. Because of a conversation with a Harvard sociologist that I write a lot about. Fscinating guy who predicted the current turmoil 10 years, almost 10 years ago. And so I started networking outside and I could not agree with you more that you need to be building your networks, not just inside. That goes without saying, right? Like I had a great career partly because I was a boss at gaining political capital at Wells all the time, right? Giving goodwill and getting it back but outside is critical. during our book, what we found out is, that women are more likely to put that aside. Because we feel like we’ve got too many other things going on, work, know, kids, all of the pressures, trying not to, you know, have a nervous breakdown on any given day, trying to stay fit, dealing with menopause. Which of course is a whole other thing that is a whole other bag of tricks. And so we don’t do it as much and it hurts us. So I absolutely think being deliberate about an external network is essential. When women ask me how to do that, I say to commit to a certain number of hours, half an hour to two hour, whatever you can give a week to doing it deliberately. I wish I had done that earlier in my career for sure. So it’s great advice. Frazer Rice (36:49.865)Along that line, I’m a big believer in being aware of your surroundings. In a sense aware of yourself and what your skills. Things that you’re annoyed are at are and what you’re good at and what you’re not good at. Did you take any tests or anything to understand what your aptitudes were or what you were interested in or more importantly not interested in or how you interact with other people personality wise and Is that something that resonates with you? sort of am a big sports fan. Dan Quinn, who’s the Washington commander coach. He got fired from the Falcons. He did a real deep soul searching and went in and got tested on a whole bunch of different things and where he came up short, where he was really good. And that allowed him to get hired again and to have at least some initial success with the team and hopefully going forward from my rooting perspective. But where does that fit into your analysis for people? Julia (37:50.351)Did somebody set that question up? That’s what I want to know. I am a huge believer in strength finders. Some people take discs, some do Myers-Briggs. The reason I asked if it was a setup is because strength finders saved my life. I was deemed top talent when I was like 34 years old at Wells and they gave me a career coach who by the way was Sarah Grady is her name. and she was Dick Kvasevich’s legend on Wall Street. She was his leadership coach and she gave me strength finders and I very quickly was very clear my top five strengths and then my bottom five strengths are not a surprise. Like I am zero. I’m like negative zero at woo. I was like, it won’t even shock you for a minute. Yes i do think that those kinds of valuations are critical and in fact i’m gonna talk to my twenty year old son about taking one i think you’ll end up taking disk but. One thousand percent if you if you do not know what you’re good at and why then try to find out because it can save your life i mean the awareness and the learnings that i got about myself. From taking one test have stayed with me for 25 years. And I’m gonna be really blunt here. I forgot those lessons when I stepped into a new culture and it was painful. So I think you have to also be disciplined about… Take it again, remind yourself, reread whatever book helps you stay grounded in who you are and how you’re showing up. And get some friends to give you feedback. Frazer Rice (39:44.111)Well, mean, people get better or change or worse at certain things. And so you’re not the same person you were 20 years ago. And, you know, it merits revisiting every once in a while. As we wind down here, unfortunately, we probably could go on for about three hours, which I wish we could do. But one of the things that I think is interesting, too, you talked about political capital and building it up, is that I think one piece of advice that I tend to give to people who are starting out and might be useful in the situation that we’re describing here is that when you have political capital, you’ve got to be willing to spend it occasionally. Careers, in my experience, take quantum leaps in that you’ll be going around for a while and then something good will happen and then you’ve got to kind of take advantage of the advantage while you have the advantage of having the advantage and moving up and then reestablishing the plane. And it’s a little bit like a ratchet where when the wrench turns, it doesn’t turn backward. You can kind of continue to elevate on that point. Is that something that you saw where, you know, as you were making the moves up the ladder that didn’t happen at the last situation that maybe might’ve been something that could’ve turned out differently? Julia (41:01.791)Yes, and I think that being more aware of my surroundings would have helped. I don’t think it would have changed the outcome in the other example. But the political capital that I was able to gain is that I got promoted every single time Wells did a major merger when people were panicking about their jobs. Frazer Rice (41:08.623)Mm-hmm. Julia (41:31.061)And one of the things that I did that you and I could probably discuss for two days is I gave up control of trying to manage the outcome. In other words, I went to senior management with two major mergers and I said, you know what? I don’t care what I do for the time that the companies are trying to come together. You give me something hard to do and ugly and I will get it done the right way. And then you decide whether I get rewarded or not. And when I crushed both of those tasks, I got major promotions. So I think it, I think a lot of people think, I’m going, I had a, had an employee who told me I should just get promoted because I’m sitting here and I’ve been sitting here for two years. mean, it really, life just really doesn’t work that way. In my experience, you got to work your ass off for it. And, and you have to put your ego aside and you have to hope that the universe is gonna pay you back. And I believe that because the universe always has. I believe that even now with my current situation, like everything that has brought me here has made me a spokesperson for like a better way because of what happened to me, right? I had 20 years of goodness and then I had something really hard happen. And I’m trying to make lemonade out of a very difficult situation because it is the only way, the only way out is through. So I just have to keep going through and I love the idea of yes, you’ve got to spend your political capital. can’t, know, George Bush said that you can’t just collect it. What are you collecting it for? If you’re not going to spend it. Frazer Rice (43:17.817)Exactly. Okay, we have to disembark here, unfortunately. How should people keep track of your situation? How do they find the book? And how do people get in touch? Julia (43:31.846)Yep. I have, um, I’m on LinkedIn. I have a website, juliacarrion.com. If you are looking for, I’m doing some consulting on a digital transformation always and org design or whatever. So you can find me there. And then, um, you know, today’s a big day. We are filing today or tomorrow, a response to my lawsuit. So it would probably make the news. Thank you to you for being a great ally to women and having me on. The book is walking on broken glass.com. It’s such a great name. So you can order the book on the website from any of your favorite book resellers. Frazer Rice (44:14.639)Super, well good luck with the legal proceedings. All of your information will have that in the show notes so people can find it easily. I think you’re coming off of a difficult situation. I think you’re gonna turn it into something far more transformative. Even you’re envisioning it right now. So I’m hoping for the best here. Resources & Links: Walking on Broken Glass: Navigating the Aftermath of the Glass Ceiling StrengthsFinder Assessment Julia Carrion on LinkedIn Julia Carrion's Website Connect with Julia: LinkedIn Website Stay tuned for updates on her legal case and ongoing advocacy efforts. Don't miss her insights into transforming adversity into empowerment and systemic change. https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ Keywords: Gaslighting, Corporate Culture, Women in Leadership, Workplace Equity, Julia Carreon, Wells Fargo, Citi, Legal Battle, Glass Ceiling, Political Capital, StrengthsFinder, Work-Life Balance, Systemic Change, Weaponized HR

In this episode, we speak with Michael Henriques, Partner and Senior Portfolio Manager at Magnetar, a multi-strategy alternative investment manager with more than $22 billion in AUM. Founded in 2005, the firm invests across public and private markets in the U.S. and Europe, with a focus on alternative credit, fixed income, and venture strategies. Its Alternative Credit & Fixed Income business targets Specialty Finance, Structured Solutions, and Opportunistic Markets, seeking to generate attractive risk-adjusted returns, particularly during periods of market dislocation. Michael brings three decades of experience in fixed income, structured securities, and real estate. He joined the firm in 2007 and previously served as a Managing Director at Deutsche Bank. Before that, he spent more than ten years at Goldman Sachs, where he began as a structured finance analyst and ultimately co-headed the CDO and Synthetic ABS group. Michael received his MBA from Wharton and his BA from Princeton. Magnetar was recently recognized as a Top Private Credit Firm of 2025 by GrowthCap. Michael supports HE3AT. To learn more about this organization click here. I am your host, RJ Lumba. We hope you enjoy the show. If you like the episode, click to follow.

Market volatility is “all part of the process,” says John Buckingham, telling investors to pay attention to the prices they're paying for stocks. “We like what we've been seeing in this market.” He argues value stocks perform well during inflationary times; the only thing that worries him is a recession. As a stock picker, he says this year has been successful, highlighting AI names like Adobe (ADBE), Cisco (CSCO) and NetApp (NTAP), and financials like JPMorgan (JPM) or Goldman Sachs (GS).======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

How do global companies make confident decisions when supply chains are constantly disrupted by tariffs, geopolitical tension, shifting consumer demand, and unpredictable global events? In this episode of Tech Talks Daily, I sat down with Dr. Ashwin Rao, EVP of AI and R&D at o9 Solutions, to talk about how artificial intelligence is changing the way organizations plan, forecast, and respond to uncertainty. Ashwin brings a fascinating mix of experience to the conversation. After earning a PhD in mathematics and computer science, he spent fifteen years on Wall Street working on derivatives trading strategies at Goldman Sachs and Morgan Stanley before moving into the world of enterprise technology. Today, he operates at the meeting point between business and academia as both a senior AI leader and an adjunct professor at Stanford University. Our conversation begins with Ashwin's unusual career path and how those early experiences in finance shaped the way he thinks about risk, decision making, and real world AI deployment. The journey from theoretical mathematics to trading floors and eventually into Silicon Valley offers an interesting lens on how analytical thinking can travel across industries and still remain highly relevant. We then move into the work happening at o9 Solutions, where AI is helping organizations make smarter decisions across supply chain planning, demand forecasting, and inventory management. In a world that Ashwin describes using the acronym VUCA, volatility, uncertainty, complexity, and ambiguity, businesses are under pressure to react faster and make better informed decisions. He explains how enterprise AI platforms can connect fragmented data across departments and create a more complete view of the business. One example he shares brings the concept down to earth. Even predicting how many bananas a grocery store should stock on any given day requires analyzing internal sales trends alongside external signals such as weather, social media trends, and economic conditions. Machine learning systems can now process those signals in real time and continuously update forecasts so businesses can respond quickly to changes. We also explore the rise of neuro- and symbolic AI, a concept Ashwin believes represents the next stage in enterprise decision-making. Rather than relying only on large language models, this approach blends the structured reasoning of symbolic systems with the pattern recognition of neural networks. The result, he suggests, feels less like a chatbot and more like having an expert coach embedded inside the decision-making process. Along the way, we also discuss why many organizations still struggle to embed AI successfully. Technology is only one piece of the puzzle. Ashwin believes the toughest obstacle is organizational change management, bringing teams together, connecting data across silos, and helping leaders guide their organizations through transformation. If you have ever wondered how AI moves beyond chatbots and into the systems that quietly power global supply chains, this conversation offers a thoughtful and practical perspective. So, how prepared is your organization to make decisions in a world defined by volatility and uncertainty, and could AI become the trusted partner that helps guide those choices? Useful Links Ashwin's blog Ashwin's LinkedIn o9 Solutions Website o9 LinkedIn  

On this episode of The Money Mondays, Dan Fleyshman sits down with Courtney Reum—co-founder and partner at M13, former Goldman Sachs investment banker, and co-founder of VeeV—for a practical conversation on the show's three pillars: how to make money, how to invest money, and how to give it away. Courtney shares his path from banking into entrepreneurship and venture capital, where he now helps back and build high-growth companies through M13. y get deep into what makes a founder stand out, why most pitches get ignored, and what actually earns a second meeting with a VC firm. Courtney explains the traits he looks for beyond pattern recognition—grit, self-awareness, adaptability, and the ability to build a strong team around personal weaknesses. He also breaks down why so many founders misuse the AI label, and why staying aligned with your investment thesis matters more than chasing hype.Investing side, Courtney opens up about how his thinking has evolved over time—from taking aggressive risks to build wealth, to thinking more seriously about preserving capital, generating cash flow, and diversifying into areas like real estate. He and Dan also talk candidly about financial literacy, why families need more honest conversations about money, and how marriage, future kids, and changing life stages can shift your personal investment strategy.Discuss why giving back matters for both brands and individuals, how mission-driven companies build stronger culture and loyalty, and Dan closes with the signature legacy question: how much wealth should you really leave to your children?

Goldman Sachs Research's Gabriela Borges explains how AI disruption has been affecting the software sector and what it will take for the sector to stabilize. For more, also read the related Goldman Sachs Research's Top of Mind report, Will AI eat software? This episode was recorded on March 10, 2026. The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. © 2026 Goldman Sachs. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode 795: Neal and Toby talk about the oil price crisis deepening as more Gulf producers slow their output. Then, the Friday jobs report showed a widespread and unexpected downturn in the labor market. For our weekend winners, an authorized photo shoot of Goldman Sachs junior bankers has upset the old heads. And AI ‘man camps' offer golf and steaks to lure workers to build data centers. Finally, what you need to know in the week ahead.  Learn more at taxact.com/business-returns Join us for trivia! https://mbdtrivianight-march2026.splashthat.com/  Subscribe to Morning Brew Daily for more of the news you need to start your day. Share the show with a friend, and leave us a review on your favorite podcast app. Listen to Morning Brew Daily Here:⁠ ⁠⁠https://www.swap.fm/l/mbd-note⁠⁠⁠  Watch Morning Brew Daily Here:⁠ ⁠⁠https://www.youtube.com/@MorningBrewDailyShow⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Keith is joined by housing market intelligence authority Rick Sharga—a frequent guest on outlets like CNBC and Bloomberg who "quietly gets it right" rather than chasing clickbait crashes. Together, they dig into whether America really has a housing shortage and how that lines up with what you're seeing in prices and inventory.  They explore why entry-level homes are so constrained and what that means for both investors and homebuyers.  They also examine how mortgage rates, builder behavior, and demographic shifts could shape housing demand and investment opportunities over the next several years. Episode Page: GetRichEducation.com/596 For access to properties or free help with a GRE Investment Coach, start here: GREmarketplace.com GRE Free Investment Coaching: GREinvestmentcoach.com Get mortgage loans for investment property: RidgeLendingGroup.com or call 855-74-RIDGE  or e-mail: info@RidgeLendingGroup.com Invest with Freedom Family Investments.  For predictable 10-12% quarterly returns, visit FreedomFamilyInvestments.com/GRE or text  1-937-795-8989 to speak with a freedom coach Will you please leave a review for the show? I'd be grateful. Search "how to leave an Apple Podcasts review"  For advertising inquiries, visit: GetRichEducation.com/ad Best Financial Education: GetRichEducation.com Get our wealth-building newsletter free— GREletter.com  Our YouTube Channel: www.youtube.com/c/GetRichEducation Follow us on Instagram: @getricheducation Complete episode transcript:   Keith Weinhold  0:01   Keith, welcome to GRE I'm your host. Keith Weinhold, does America really have a housing shortage? And if so, how long will it last? Those answers and more, with an expert guest and I today on get rich education.   Speaker 1  0:19   Since 2014 the powerful get rich education podcast has created more passive income for people than nearly any other show in the world. This show teaches you how to earn strong returns from passive real estate investing in the best markets without losing your time being a flipper or landlord. Show Host Keith Weinhold writes for both Forbes and Rich Dad advisors and delivers a new show every week since 2014 there's been millions of listener downloads of 188 world nations. He has a list show guests include top selling personal finance author Robert Kiyosaki. Get rich education can be heard on every podcast platform, plus it has its own dedicated Apple and Android listener phone apps build wealth on the go with the get rich education podcast. Sign up now for the get rich education podcast, or visit get rich education.com   Keith Weinhold  1:03   the same place where I get my own mortgage loans is where you can get yours. Ridge lending group and MLS, 42056, they provided our listeners with more loans than anyone because they specialize in income properties. They help you build a long term plan for growing your real estate empire with leverage. Start your prequel and even chat with President chailey Ridge personally while it's on your mind, start at Ridge lending group.com that's Ridge lending group.com   Speaker 2  1:36   You're listening to the show that has created more financial freedom than nearly any show in the world. This is get rich education.   Keith Weinhold  1:46   Welcome to GRE from Nantucket, Massachusetts to Pawtucket, Rhode Island and across 188 nations worldwide. America's favorite shaved mammal on a microphone has got his slack jawed act back on track for another wealth building week with you. I'm Keith Weinhold. This is get rich education. I'm still not wearing a pair of knockers, and I've returned here to bring you more value than your HOA dues. It's kind of crazy that America First put a man on the moon, and we're the first nation to put a man on the moon in 1969 and yet today, we have trouble housing our own people here on Earth. Shortly, we're going deep on does America really have a housing shortage first? Sometimes real estate investors can learn lessons from the stock market about the future direction of housing prices and demand and just simply what assets people have demand for, how AI is disrupting some stock sectors. Has been rather germane lately. One CEO made this perfect example. It's about how two different stocks travel search engine Expedia and Delta Airlines, those two stocks were once closely tied together. Their share prices used to be correlated, but they've gone in separate directions. See, Expedia offers you a service that can be replicated by bots, but delta has actual planes that take you somewhere, and it's hard for AI to replace that. This is why there's been a recent push toward more tangible stocks and tangible assets, a divergence, an attraction to assets that give you a share of either a tangible good, or, in the case of something like an airline, a service that's directly tied to something tangible. And similarly, commodities like gold, silver and copper cannot be replaced by AI. Neither can real estate. There is a growing sense to own things that can't be disrupted, dematerialized and demonetized by AI, like so much software can. In fact, as overall stock market valuations are lofty. You know, some people have become rather wary of an AI speculative bubble that perceptive to this demand. Just a few weeks ago, Goldman Sachs introduced an everything but AI index, yeah, where you can invest in a basket of companies that are sheltered from Ai disruption, this everything but AI index that's attracting investors. In fact, there's another trend that interfaces with real estate that just launched recently too today, you can wager on future homes. Prices through the platform, poly market, yes, place bets for profit or loss on the future direction of the median home price. In fact, one recent college graduate joked, I was born too late to afford a house, and born just in time to gamble on people who can buy a house? Yeah, you're probably familiar with poly market by now. It's the prediction market that lets you speculate on things like elections and Fed rate decisions and various geopolitical events and other real world outcomes. Well, they have launched a set of real estate markets that allow users to bet on future home values. The way it works is that you can wager on future home values in New York, Los Angeles, Miami, San Francisco and Austin, Texas, as well as US national home values. So that's six different markets. Now I haven't gambled on Poly market, I had checked it at times to get an idea of where people really think markets are headed or what's going to happen next. Because, rather than major media, where sometimes as a hype machine, they create headlines that scare you in order to try to get clicks, well, instead of all that, regular people are placing their money on polymarket, and you can look at what that action is like, because that can be a more reliable harbinger of future price direction at last check with a national median home price of about 420k with the numbers, poly market is using one month from now, 66% of people think that home prices will rise. And it's more nuanced than that. You can bet on just what price range you believe home prices will fall into one month from now. And this is nothing that I recommend wagering on, but besides an interesting trend, yeah, you can get that idea of where real people actually believe markets are headed. As we're about to talk to national housing expert Rick sharga on whether or not we really have a housing shortage, we've got new data about the level of housing permits. Of course, housing permits are a gage of the level of future housing inventory, because after a permit is issued, it's typically six to 12 months until a single family home is built. But I'll share that with you near the end of the show, because it makes sense to cover this with you in chronological order. We'll discuss housing supply first, and then I'll tell you about the future supply direction based on housing permits. Now, you know from the inception of this show in 2014 I talked about the why of real estate investing before the how with anything in life, it's only when you truly know why you're doing something that you'll profoundly care about the how and you'll want to do it well. In fact, when I do an in person real estate presentation, one of the modules that I teach most often is simply called Why real estate. The biggest Why is not altruistic, although that matters, and that's part of it. But instead it's that real estate pays five ways. That's the biggest why any GRE devotee knows that the five ways are simultaneously paid, are appreciation, cash flow, ROA tax benefits, and not inflation hedging. But specifically inflation profiting. Yet I have found multi decade real estate investors that don't understand this, the most valuable hour that you can spend is knowing all the ways that you're paid and seeing and believing how your total rate of return of 20% 30% or even 40% is not far fetched or risky, but it's actually common and even estimated conservatively. If you're initiated on this, you already know, but if you aren't, it can sound a little hard to believe what I just said right there, I recently reshot the entire real estate pays five ways video course, and it's the most valuable hour of investing video content that you're likely ever to see. It's premium, masterclass level content. I'm just giving it away for free because people need to know this. And actually, on the newest shoot, I've condensed it down into just 40 minutes of content across the five videos, one instructional video for each of the five ways you're paid. The videos average eight minutes. So that's about 40 minutes total, and they build on. Each other. So at the end of each one, you get to see your cumulative rate of return. It just keeps adding up, and you know exactly where all of the numbers come from. That's why it's more conducive to video form than audio form. I know that many of you have seen it, but if not, it is foundational, and I cannot recommend it enough. It's free and available to you now. At get richeducation.com/course, get that now, while it's on your mind. At get rich education.com/course, more next, I'm Keith Weinhold, this is get rich education.   Keith Weinhold  10:39   Flock homes helps you retire from real estate and landlording, whether it's one problem property or your whole portfolio, through a 721 exchange, deferring your capital gains tax and depreciation recapture, it's a strategy long used by the ultra wealthy now Mom and Pop landlords can 721, the residential real estate request your initial valuation, see if your properties qualify@flockhomes.com slash GRE, that's F, l, O, C, K, homes.com/gre.   Keith Weinhold  11:16   You know, most people think they're playing it safe with their liquid money, but they're actually losing savings accounts and bonds don't keep up when true inflation eats six or 7% of your wealth. Every single year, I invest my liquidity with FFI freedom family investments in their flagship program. Why fixed 10 to 12% returns have been predictable and paid quarterly. There's real world security backed by needs based real estate like affordable housing, Senior Living and health care. Ask about the freedom flagship program. When you speak to a freedom coach there, and that's just one part of their family of products, they've got workshops, webinars and seminars designed to educate you before you invest. Start with as little as 25k and finally, get your money working as hard as you do. Get started at Freedom, family investments.com/gre, or send a text. Now it's 1-937-795-8989 Yep. Text their freedom coach directly. Again, 1-937-795-8989,   Kathy Fettke  12:27   this is the real wealth network's Kathy betke, and you are listening to the always valuable get rich education with Keith Weinhold. You   Keith Weinhold  12:46   Is America really short millions of homes? If so, that doesn't mean every market is undersupplied, and prices can only go up because of it. If there's a housing shortage, why are prices falling in some cities? So the shortage? Is that something that's real, or is it just misunderstood, and you're gonna learn what it means to you? I'm get rich education's Keith Weinhold along with an intelligence authority today that usually gets it right. In fact, I found an old clip of him on Bloomberg where he suggested home prices bottoming in 2011 and as it turns out, they sure did today, together, we're answering the question, does America really have a housing shortage? And my guest has often appeared in major media, CNBC, Fox NPR. He's the founder of the CJ Patrick company. Hey, welcome back to the show. Rick sharga,   Rick Sharga  13:39   good to see you again. Keith, thanks for inviting me.   Keith Weinhold  13:41   You know, it's funny. Four years ago, Rick and I found each other, and we sort of checked each other out. I found him to be an authority that just doesn't go on saying this bombastic and absurd stuff just to get attention. Instead, he quietly gets it right, and when he knew I had a real estate YouTube channel, similarly, I resonated, because I'm not one of these people that's constantly saying that housing prices are going to crash just to get views and then those crash. People never follow up when they're wrong, and they've been wrong for about 14 years now. But Rick, rather than prices, we're here to understand if there's really a housing shortage today, most agencies believe we have a shortage. Moody's will tell you 2 million. Zillow, four to 5 million. Congressional Republicans have gone on to say 20 million. I sure don't know about that. And then yet, Rick sometimes at the same time, you do see these conflicting stats, where it says that sellers outnumber buyers today, which sort of flies in the face of a housing shortage. So what is your take amidst all this?   Rick Sharga  14:46   Well, Keith, I think what we're seeing is a fairly obvious example that if you torture data enough, you can make it say anything in the right you wanted to say. And there is a lot of confusion about how much. A housing shortage we really do have. It's not like we have 20% of the population unable to find anywhere to live. Most people still prefer to live indoors, and they've been able to do so, but the fact of the matter is that all of the math suggests that we are underserved in terms of the number of housing units available across the country, and we can go through some of the math. The big question, of course, is, how many houses are we short? How many housing units are we short? And the reason the numbers are all over the place, and as you suggested, let's set aside the Republican estimate of 20 million, because there's, there's certainly something political going on there, but the estimates range from around a million to as high as five or 6 million. And the reality is all of those estimates are counting something different. Some are counting housing growth versus population growth. Some are counting vacancy rates compared to historic levels, some are counting inventory available for sale today versus inventory available to sale in prior years. So each of these organizations, and they're all pretty reliable organizations, Moody's is certainly good. Zillow's research team is top notch. Fannie Mae and Freddie Mac the National Association of Realtors. None of these people are hiring dime store economists. They're all good folks, but they're all measuring something slightly different, which is why these numbers come out all over the place, and the one of the fundamental challenges is trying to figure out housing shortages compared to what, or compared to when. All of these estimates assume that there was some point in history when we had exactly the right number of housing units to suit the needs of the population. So they start with some point in time, and I think if you did enough research, you find they all start at slightly different points in time, and then kind of work their way forward from that and come to very different conclusions, again, based on where they started and where they ended up, and what they count. The one thing I would push back on a little bit from some of your comments in the intro is that I am highly, highly skeptical, extraordinarily skeptical of the reports that talk about how many more sellers we have than buyers, because that makes some wild assumptions about the number of people that are actually interested in buying a house. And I've never seen any research methodology that's really nailed that number accurately. Because nobody knows if you're thinking about buying a house right now, until you go to an open house until you do a search on on Zillow, or realtor.com or homes.com until you actually are applying for a loan or making a deposit. So the notion of being able to mind read three 40 million Americans to figure out how many of them are interested in buying, I think, is a neat trick, but I do think it's at least in part one of those methods that people use to get a lot of clicks to their website   Keith Weinhold  18:05   right? This whole thing of and I think when we talk about sellers versus buyers, that's shorthand. What we really mean are, there are some stats out there that show that prospective sellers outnumber prospective buyers, in some cases, which, yeah, I think I agree with you there. I doubt that as well. And yeah, of course, I think you're getting on some of the nuance here. We're trying to predict how some people would behave. For example, how much pent up demand is there when we're talking about sellers versus buyers, and we're talking about a shortage, for example, say, the 28 year old living with their parents that could move out and afford to buy a home if mortgage rates hit 5% like for example, how do you count that? Or, how would you even know to   Rick Sharga  18:53   it's a valid point. Keith, and I think that fundamentally, is my question. With that particular report, you really can't count that person. We do have some metrics that we follow, and it's funny, you mentioned that 5% mortgage, because as we record this, mortgages have broken that 6% threshold for the first time in a number of years. And just about every kind of mortgage you could buy right now is below 6% so that's a good thing. And every time we've gotten close to that 6% mark. In recent years, since mortgage rates doubled back in 2022 we've seen a huge influx of people applying for purchase loans, for those mortgage loans to buy a house, those numbers are up somewhere between 13 and 15% year over year right now, and that's before we've really had these mortgage rates dip below 6% so to me, that suggests there really is pent up demand out there, and I judge that just based on what I see in terms of a number of people actively applying for a loan.   Keith Weinhold  19:54   Yeah, there's a lot of nuance here. HUD tells us that we have more. Homeless people than we've ever had in this nation. So that's sort of an extreme affordability problem. To your point earlier about how most people want to live indoors, and I'm sure not making light of homelessness. It's a sad situation, but we're always going to have homeless people regardless of whether we have excess housing or a housing shortage. We have about 146 million housing units in the United States. The census shows and suggests that 8 million of those 146 million are housing units where people have doubled up and are sharing space with non relatives. That's one way to think about the level of pent up demand within the shortage,   Rick Sharga  20:44   I don't know if that's a result of shortage necessarily, or if that's a result of having the weakest affordability for people looking to buy homes that we've had in over 40 years. The last time affordability was as bad was the 1980s and the reason affordability was bad back then was because mortgage rates were at 1819, 20% and it made it very difficult for people to afford homes. But we're coming out of a very unusual cycle, and this is a little bit off topic from our inventory question, but it's the only time in US history when two conditions have hit the housing market back to back, if you go back to covid, coming out of covid, we saw home prices go up nationally by over 50% in about 18 months. It was a huge, huge, unprecedented increase. Yeah, and right on the heels of that, as inflation started to get out of control, the Federal Reserve had to take pretty extreme measures to get that back down. So they started playing with the Fed funds rate, and we saw mortgage rates double in 2022 in the history of the country, according to Freddie Mac we've never seen mortgage rates double in a calendar year. And in 2022 They not only doubled in a calendar year, they doubled in the space of a few weeks. So we're coming out of a period where home prices went up by over 50% and then mortgage rates doubled, and it just crushed affordability. So the people that have been looking to buy a $400,000 house suddenly realized they could only afford a $200,000 house, and there were none of those around. It's really why home sales have gone down as rapidly as they had volume of sales. In 2021 we sold 6 million existing homes. In 2022 it dropped to 5 million. And for the last three years, we've been sitting at around about 4 million annual sales of existing homes. And again, that doesn't suggest a lack of inventory, a lack of homes, because there are fewer people buying, and there's more properties staying on the market longer. But the underlying numbers, the underlying metrics we would look at, are where we can start to kind of deduce that there aren't enough homes. For example, you mentioned that there are about 146 million housing units across the country. Most recent census data I have from the end of 2024 says it's about 140 748, 40 748 million. So it's up just slightly from your number. That represents a growth of about 6.7% in housing units between 2010 and 2024 during the same period of time, the population went from about 309 million to about 340 1 million, and that represents a growth rate of about 7.4% so if everything else stayed equal, your population grew at a faster rate than your housing units did. And that suggests that even if the number of housing units was ideal back in 2000 it's somewhere less than ideal by the time we got to the end of last year,    Keith Weinhold  23:42   we're talking with Rick sharga. He's the founder and owner of the housing market intelligence firm, the CJ Patrick company. We're answering the question, does America really have a housing shortage? We're getting a yes there. And before we're done, we're going to talk about, how long could the shortage persist? But Rick, you spoke to affordability, and I think that has a lot to do with the nuances within the shortage, and that brings up shortages within the luxury tier versus shortages in the entry tier. And the entry tier is really what a lot of our listeners and viewers are interested in, because we're used to buying those as rental properties. So can you tell us about that?   Rick Sharga  24:23   It's a great point, Keith. And what we've been talking about so far is kind of a structural shortage in the overall number of housing units that could be purchased, could be owner occupied, could be rented. And one of the culprits there, and I will answer your question, I promise, one of the culprits there is that builders simply haven't built that much. If you look at the long term average, like 2025 years, the average number of housing starts was somewhere between 1.3 and 1.4 million a year coming out of the Great Recession in 2010 so you look at that last 15 year period or so, 12. Of those years, they've started less homes than that long term average. So builders simply haven't been keeping pace, not only with population growth, but also with just the ability to create enough homes in general, to offset the number of homes that are obsoleted every year, that get bulldozed every year. So there is a structural shortage. To your point, if you look at inventory available for sale, we are up about 9% year over year, but we're still down about 15% from where we were prior to the pandemic. So there are fewer homes for sale than there were back when the market was functioning more efficiently. The most drastic shortage is at the entry level builders simply have not been making a lot of entry level properties. There's a reason for that. There's some independent research out there, including some research from Fannie Mae that suggests that the pre construction cost a builder has to absorb before they break ground is over $100,000 across the country, on average, higher than that, where I'm calling you from today, in California, it's about 120,000 there. If your table stakes are 100,000 $120,000 it's really difficult to make a profit on an entry level property. So the builders, I think understandably, have been focusing on higher dollar, higher value properties and not replenishing that supply that we need for first time buyers and the kind of properties that real estate investors tend to like. The other problem we've had, Keith, is that when those mortgage rates doubled, the people who had purchased those entry level homes refinanced into a two and a half 3% mortgage and are now sitting on a $300,000 property, let's say or $250,000 property with a two and a half percent mortgage. And if they wanted to trade up, they'd be trading up to a four or $500,000 house with a 6% mortgage. And they simply can't afford to do that. So the combination of entry level owners staying put at much larger numbers and builders creating new entry level homes at much smaller numbers has really created kind of a crisis of inventory at the entry level segment of the housing market.    Keith Weinhold  27:18   Yeah, when we talk about that crisis of inventory in what's available. I'm not talking about shortage numbers now. I'm talking about the active listing count. This means more or less available homes to buy. This includes single family homes and condos. We have an active listing count of around 1 million today. The historic average is around 2.2 million, and that peaked near 4 million during the global financial crisis. So today, only about one quarter as many active listings, available homes as at the peak,    Rick Sharga  27:54   yeah, only about half as many as, let's call it a normal market, and that's one of the reasons. I think the first time you and I spoke on your podcast, we were talking about all the online snake oil salesmen who were predicting a home price crash. But that's one of the reasons why home prices haven't crashed, and why they've kind of continued to grow, at least at a modest pace, and in some cases now are starting to decline a little bit. But that lack of inventory on the market. When you don't have enough inventory to meet demand, or just barely enough to meet demand, that means that seller doesn't really have to negotiate all that much. That means that buyers are kind of at a disadvantage, and so as long as that's the case, you'll see home price stability. That doesn't mean that every market is going to see prices go up. But if you look across the country right now, if you look at markets where home prices are down even marginally year over year, you're looking at the Gulf Coast states, you're looking at some other southern markets, Las Vegas, Phoenix, you're looking at some outlying markets like Boise, Florida, certainly, and Texas. And those are markets where inventory is actually considerably higher than it was a year ago, and in some cases, considerably higher than it was back in 2019, if you look at markets where prices are still going up a lot, Midwest, Northeast, those are still markets where there's not enough inventory to meet demand. So that relationship between available inventory for sale and demand is really what drives pricing    Keith Weinhold  29:23   this whole discussion, which is really about the supply, just in the economics one on one. Adam Smith of supply versus demand. A lot of people, just like including my dad, when I was telling him about housing, something he doesn't follow. And I told him that prices are up the most in the Northeast and Midwest. That surprised him. He was like, No, well, population growth is lower here and lower than Pennsylvania, where he lives. And that's when I brought up, well, they're under building there. So in parsing this by geography, Rick, I think another way that we can do it is parsing the housing shortage by the single family homes versus apartments, because it's. Pretty well documented that nationally, apartments could be seen as overbuilt, and single family is under built. Do you have any details with respect to that?    Rick Sharga  30:08   We talk a little bit about that, and quick shout out to both of our home state, Pennsylvania, yeah, Phil, Philadelphia actually had some of the highest annual price increases right in their home sales last year. But part of that isn't just because they haven't been building a lot in Philadelphia or the suburbs. It's because we see people moving from higher priced markets into lower priced markets. So we have people actually commuting to New York who have bought homes in Philadelphia or the Philadelphia area. They can get much more house for their money there. They're not subject to some of the wage taxes that happen in New York State. They just get on that Amtrak and train into the city every day. So there is some of that going on across the country too, as we still see net migration of people moving out of states like California, New York and Illinois into nearby states where the cost of living is much lower. That slowed down since covid, since a lot of companies have been requiring people to come work back at the office. But it is still happening. It is still happening in generally the same direction you raise the issue of inventory for rental units versus inventory for, let's say, owner occupied properties, we have seen a plateau in the number of single family rental homes. So the stuff you're hearing out of DC, that you're seeing the media about the really important ban on institutional investor buying is really much more sizzle than substance. Oh, right. Institutional investors are owned and are buying a fraction, but we've seen over a million apartment units come online in the last 18 months. It's about the largest number of apartments that have that have sprung up and in that shorter period of time on record. And we've gotten to a point where in some markets, there's actually a little bit of an oversupply of those apartment units now that will balance itself out over the next couple of years, because multifamily building starts are way down too so we're not seeing a lot of activity there as builders hold off, waiting for this new inventory to get absorbed. But to put it in perspective, vacancy rates went from near zero back during covid in those apartments to over 6% last year. Rental rates have gone down from 15% year over year, increases back in 2020, 2021, to negative numbers nationally in the last year, just talking apartments, just apartments. So we have a short term mini glut, if you will, of apartments. It will be absorbed rapidly. We have 92 million people between the ages of 26 and 54 who are have either formed households or are about to a lot of them would like to be homebuyers can't afford today's prices, so they're renting instead. And about 5 million people a year are turning 35 which is when, you know, we parents start literally kicking them out of the house. So I think that rental overage will resolve itself, really, in the next 12 to 18 months. And if the builders don't start building new inventory by that point, we'll wind up with another shortage on the housing front, I'm of the opinion that we're at least a million homes short compared to what demand should be. I think the number is probably somewhere between one and 2 million. And again, I'm doing that simply based on a slight decrease in vacancy rates, population growth and the aging of the population. What could throw all of our numbers off? Keith is one of the X factors in demographics and population, which is immigration. Population growth, if it's organic, if it's by birth, does have an effect on housing, to an extent, but it's it's more nuanced, and it takes longer to really show itself if you're dealing with adult immigrants coming into the country, particularly immigrants who are coming in for jobs and have income that they can spend on housing, your housing demand goes up quickly, and that can have some local market repercussions depending on where the immigrants are going.   Keith Weinhold  34:18   In Philadelphia is not a coastal city. Its cost of housing is surprisingly low to a lot of people, but it's not on a coast. Just look at a map. Well, Rick, as we're winding down here, how long could the housing shortage persist overall?   Rick Sharga  34:33   I think we're in a period of time right now where builders are reluctant to overbuild. They got caught in the great recession with about a 13 month supply of homes available for sale, and then as home prices crashed, they were competing with their own inventory from the prior year, and many of them took a real beating financially during that period of time. So I don't expect we'll see builders overbuild anytime soon. And that tells me that we're probably looking at at least another three to five years before we can have a rational conversation about housing numbers kind of leveling off to be where they should be. We mentioned immigration. That is an X factor that could extend the housing shortage. If we start to see more immigration coming into the country, it could mean that we don't need as many houses as I suspect, if we have fewer people coming into the country. And the other x factor here is the boomers, the baby boomers of any generational cohort, probably have the highest home ownership rates right now and ultimately will age out of their properties. They've stayed there longer than any prior generation has, and that's also contributed to the inventory shortage, as opposed to the housing shortage. But as a friend of mine said, and it's a little macabre, but as he says, boomers will eventually leave their homes, either vertically or horizontally, so that will bring some inventory back to the market as well   Keith Weinhold  35:58   housing supply. It is rather inelastic, and we're probably going to be in this shortage for a number of years. Well, Rick, tell us how and why people consult with you and then just how they can do that.   Rick Sharga  36:12   Yeah, I work with mostly companies that are in the real estate or mortgage industries. Keith, I typically prepare a lot of market intelligence reports to them. It's real estate data, economic data, mortgage data. For some clients, I do foreclosure reports. They know what's going on in terms of delinquencies and defaults. For others, I do research on investor purchase activity, what they're buying, what they're selling, what they're paying, where they're doing all this. So anything that's data related to real estate data, mortgage data, economic data, I'm kind of neck deep in and I'm very easy to find on either LinkedIn or x. So if anybody's listening today and wants to connect on those platforms, just reach out and tell me you saw me on the GRE podcast, and I'll know you're legit.   Keith Weinhold  36:56   Housing supply is coming up short, but Rick never does. It's been great having you back on the show.   Rick Sharga  37:02   We'll do it again soon, Keith, It's great talking to you.   Keith Weinhold  37:10   Do we really have a housing shortage? The answer is yes, and the number of units short is one to 2 million. The shortage is worst in the entry level home segment, which matters so much to us as investors, we are owning an asset that's going to have sustainable demand for quite a while into the future. Rick indicated that it could take perhaps three to five years just to get back into balance. Now, we recently learned that there were fewer housing permits issued last year than there were in any year since 2019 and housing permits are an indicator of the future home supply. They had their recent peak five years ago with 1.7 5 million, and last year, there were just about 1.4 million. So home permits issued are 19% lower today than they were back in 2021 this is a harbinger of supply, because from the time that a permit is issued, it takes six to 12 months to complete a single family home. It's about six months to build a tract home, and closer to 12 months for a custom home. For apartments, it can take in excess of 24 months to deliver that period of time from permitting to completion. So nationally, we should continue to see scarce supply in the one to four unit space, keeping upward pressure on prices again for the most valuable 40 minutes of educational real estate investing material around you can access my premium real estate pays five ways, master class of five videos, totally free. And you know how I operate. I don't try to upsell you to some paid course. Either. It's just truly free. I'll send it to you. You can access it at get rich education.com/course coming up on future episodes here on the get rich education podcast, we're about to go on a run. The next stretch of GRE is loaded. We've got fresh topics with some game changing monolog content that I'm going to share with you new guests, distinguished guests. Next week, the youngest guest to ever appear on the show is going to be with us. He's a 19 year old college student with a real estate investing related major. How does he see Gen Z's financial world? Is there any hope at all? The following week, we're going to break down an innovative way to sell properties that could completely change how you think about your exit strategy when it's all done, when it's time for you to retire from real estate, rather than a 1031, Exchange, which would just keep you in the real estate game and with more of it, do a seven. 21 exchange into a real estate fund. Have no more assets to manage, no more property managers to manage total capital gains tax deferral and still get financial upside. And then just four weeks from now, it's get rich education podcast episode number 600 debt is the American dream. So if you're serious about building wealth, be sure to follow or subscribe to the show. If you've already done that, I would really appreciate it if you told a friend about this show until next week. I'm your host. Keith Weinhold, don't quit your Daydream.   Speaker 3  40:39   Nothing on this show should be considered specific personal or professional advice. Please consult an appropriate tax, legal, real estate, financial or business professional for individualized advice. Opinions of guests are their own. Information is not guaranteed. All investment strategies have the potential for profit or loss. The host is operating on behalf of get rich Education LLC, exclusively.    Keith Weinhold  40:58   The preceding program was brought to you by your home for wealth, building, get richeducation.com

El conflicto entre Israel/EEUU e Irán, iniciado el 28 de febrero, entra en su segunda semana sin signos de resolución. Israel ha atacado depósitos de combustible en Teherán, mientras Irán ha respondido con drones y misiles contra infraestructuras del Golfo: yacimientos saudíes, una planta desalinizadora en Bahréin y objetivos en Kuwait, Dubai y Riad. Ninguna de las dos estrategias iniciales ha funcionado. Trump esperaba una rendición rápida de Irán; el régimen iraní confiaba en fracturar la alianza entre EEUU y las monarquías del Golfo. Ambas apuestas han fallado. El conflicto se ha convertido en una guerra de desgaste económico e infraestructural. Irán ha lanzado más de 2.000 proyectiles, causando cierres de refinerías, cancelaciones masivas de vuelos y paralización de ciudades. Los precios del petróleo superaron los 100 dólares por barril, con Goldman Sachs advirtiendo de posibles máximos históricos en 150 dólares. Las declaraciones conciliadoras del presidente iraní Pezeshkian fueron ignoradas, y los bombardeos continuaron. La pregunta central es quién cederá primero: una guerra prolongada genera presión política en EEUU y malestar económico en el Golfo, pero una escalada mayor podría ser devastadora para un Irán ya debilitado internamente. · Canal de Telegram: https://t.me/lacontracronica · “Contra el pesimismo”… https://amzn.to/4m1RX2R · “Hispanos. Breve historia de los pueblos de habla hispana”… https://amzn.to/428js1G · “La ContraHistoria del comunismo”… https://amzn.to/39QP2KE · “La ContraHistoria de España. Auge, caída y vuelta a empezar de un país en 28 episodios”… https://amzn.to/3kXcZ6i · “Contra la Revolución Francesa”… https://amzn.to/4aF0LpZ · “Lutero, Calvino y Trento, la Reforma que no fue”… https://amzn.to/3shKOlK Apoya La Contra en: · Patreon... https://www.patreon.com/diazvillanueva · iVoox... https://www.ivoox.com/podcast-contracronica_sq_f1267769_1.html · Paypal... https://www.paypal.me/diazvillanueva Sígueme en: · Web... https://diazvillanueva.com · Twitter... https://twitter.com/diazvillanueva · Facebook... https://www.facebook.com/fernandodiazvillanueva1/ · Instagram... https://www.instagram.com/diazvillanueva · Linkedin… https://www.linkedin.com/in/fernando-d%C3%ADaz-villanueva-7303865/ · Flickr... https://www.flickr.com/photos/147276463@N05/?/ · Pinterest... https://www.pinterest.com/fernandodiazvillanueva Encuentra mis libros en: · Amazon... https://www.amazon.es/Fernando-Diaz-Villanueva/e/B00J2ASBXM #FernandoDiazVillanueva #iran #israel Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

Find me on Substack!Matt Reustle is the former CEO of Colossus and architect of the Business Breakdowns podcast, who spent a decade at Goldman Sachs mastering business dissection before building one of the investment world's most influential media platforms.The episode is sponsored by TenzingMEMO — the AI-powered market intelligence platform I use daily for smarter company analysis. Code BILLIONS gets you an extended trial + 10% off.3:00 – Matt reflects on his upbringing: engineer father, educator mother, and how dinner table conversations about managing teams shaped his thinking on accountability and action.5:00 – The pivot from Goldman Sachs to Colossus: Matt describes the frustration with compliance-driven communication at large firms and the freedom podcasting offered to reach wider audiences with authentic analysis.7:15 – Second-order impact of content: how episodes designed for investors also reach management teams, founders, and unexpected audiences who extract different lessons.10:51 – From analyzing businesses to running one: Matt describes eating “humble pie” when moving from the investor seat to the operator seat, gaining appreciation for nuance, experimentation, and details that don't scale.15:06 – The Patek Philippe episode and stewardship: watches powered by human movement, built to last centuries, and the marketing genius of positioning a product as something you never truly own but look after for the next generation.19:09 – Long-term thinking benefits you now: Bogumil argues that applying a multi-generational filter to decisions delivers returns in the current generation, not just future ones.22:58 – What makes a compounder: Matt identifies three characteristics — a self-reinforcing sales model, religious cost efficiency, and disciplined capital allocation — set against the macro backdrop of industries growing faster than GDP.31:35 – Mapping value chains: finding mission-critical, low-cost components with high barriers to entry where small players capture outsized profits.37:34 – Financial hygiene: management teams that communicate future flexibility and demonstrate depth of knowledge signal discipline; track records outweigh rhetoric.43:40 – Evolutionary DNA of businesses: the ability to adapt and pivot, what Henry Ellenbogen calls “act two companies,” and why the best investors change their minds when information changes.49:30 – Audience of one philosophy: creating content for a specific person breeds focus, quality, and trust — and paradoxically reaches far more people than content designed for mass appeal.54:35 – AI as a creative superpower: interacting with your own content library in new ways, finding use cases from peers, and owning the technology rather than letting it own you.58:20 – Success as fulfillment: family, creation, and relationships — Matt's definition shaped by watching his parents balance it all.Podcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed.EPISODE NOTES

Prosper Trading Academy's Scott Bauer sees great trading opportunities in a geopolitical-driven volatility spike. He points to TSMC's (TSM) sharp decline, gold's resiliency, and Goldman Sachs' (GS) nearing major support as his latest opportunities. Scott offers example options trades While Rick Ducat backs the trades with technical analysis for today's Big 3. ======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Geoff Blades explains why most self-help advice fails, how automatic thought patterns dominate our lives, and why mastering your mind may be the single most important skill for the future.Show Partners:Get your MENTAL FITNESS BLUEPRINT here! A special thanks to our mental fitness + sweat partner Sip SaunasPersonal Socrates: Better Question, Better LifeConnect with Marc: https://konect.to/marcchampagneTimestamps:00:00 — The question that opens every interview: “Who are you?”01:00 — Geoff's early career at Goldman Sachs and the moment everything changed03:00 — The question that started a 25-year journey: “Is this the life I truly want?”05:30 — Why asking better questions can completely change your life07:00 — The hidden architecture of the human mind08:30 — Reading thousands of self-help books… and still not finding answers10:30 — The problem with most personal development advice13:00 — Why knowing what to do doesn't mean you'll actually do it15:00 — Leaving Wall Street and searching for deeper answers17:00 — The trap of “when I get there, then I'll be happy”19:00 — Discovering hypnosis, NLP, and deeper mental programming20:30 — The shocking reality of 80,000 thoughts per day22:00 — Pattern interrupts: the key to breaking automatic thinking24:00 — Why obsession is necessary for real mental transformation26:00 — The negativity bias and why the world feeds low-vibration thinking28:30 — The three energy systems that drive performance30:00 — Why your internal experience is separate from your external life33:00 — Changing your energy to change your thoughts35:00 — Physical, emotional, and spiritual energy explained38:00 — The Ultimate Day system for managing energy and focus41:00 — The three-step method for building a limitless mind44:00 — Tools for interrupting negative thinking in real time46:00 — “Stop. Wake up.” — the pattern interrupt that changes everything47:30 — Designing environments that support mental clarity48:30 — Why controlling your mind may be the ultimate human skill50:00 — Final reflections on mastering the mind*Special props

In this podcast extra, longtime Goldman Sachs CEO Lloyd Blankfein discusses current U.S. policy, inequality, AI, the current risk of a "bubble," criticism of Wall St. and Goldman Sachs, Pres. Trump's trade war and Federal Reserve meddling, and Blankfein's career, in this wide-ranging discussion. Blankfein also outlines how to assess risk, a functioning market, investor discipline, what money is good for and if any amount is "too much" for one person - and his new book, "Streetwise: Getting to and Through Goldman Sachs." This interview is a new installment of 'The Summit Series with Ari Melber,' featuring discussions with leaders at the summit of their fields To listen to this show and other MS podcasts without ads, sign up for MS NOW Premium on Apple Podcasts. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

My guest today is Kristin Olson, Global Head of Alternatives for Wealth at Goldman Sachs. Last year she was named one of the 100 Most Influential Women in US Finance by Barron's. In today's episode, Kristin discusses the explosive growth of the alternatives market over the past decade. She explains what has driven interest from individual investors, particularly millennials, and touches on recent volatility within software and private credit BDCs. Finally, she shares her expectations for the 2026 IPO market, the potential for renewed interest in hedge funds, and how AI is set to reshape sourcing, underwriting, and portfolio construction. (0:00) Starts (1:31) Introduction of Kristin Olson (3:16) Evolution of alternative investments (10:19) Secondary strategies (13:05) Private equity alpha and liquidity concerns (19:13) Private credit market concerns (22:29) Manager selection and due diligence (24:17) Non-traditional investments and hedge fund interest (27:17) Millennial interest in alternatives (31:40) Infrastructure and global opportunities ----- Follow Meb on X, LinkedIn and YouTube For detailed show notes, click here To learn more about our funds and follow us, subscribe to our mailing list or visit us at cambriainvestments.com ----- Sponsor: Register for Alpha Architect's LIVE HIDE webinar on March 26th ⁠here⁠. Want to Learn More about Alpha Architect? Visit ⁠www.funds.alphaarchitect.com ⁠Follow The Idea Farm: X | LinkedIn | Instagram | TikTok ----- Interested in sponsoring the show? Email us at Feedback@TheMebFaberShow.com ----- Past guests include Ed Thorp, Richard Thaler, Jeremy Grantham, Joel Greenblatt, Campbell Harvey, Ivy Zelman, Kathryn Kaminski, Jason Calacanis, Whitney Baker, Aswath Damodaran, Howard Marks, Tom Barton, and many more.  ----- Meb's invested in some awesome startups that have passed along discounts to our listeners. Check them out here! ----- Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com). Learn more about your ad choices. Visit megaphone.fm/adchoices

Cramer tells investors he would buy this financial stock if he could. Become an Investing Club member to go behind the scenes with Jim Cramer and Jeff Marks every day as they talk candidly about the market's biggest headlines, analyst calls and holdings in the Charitable Trust – and see up close how they decide when, and if, to take action on stocks. Sign up here: cnbc.com/morningtake   CNBC Investing Club Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A weaker-than-expected employment report, and increasing geopolitical concerns, are leading to significant market volatility. How should investors make sense of this environment? Josh Schiffrin, Chief Strategy Officer and Head of Financial Risk for Goldman Sachs Global Banking & Markets, discusses with Chris Hussey on the Goldman Sachs trading floor.  Recorded on March 6, 2026.  The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. Copyright 2026. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

Jon Hartley and Jim Esposito discuss Jim's beginnings, his career in senior roles at Goldman Sachs in New York and London, and moving to Miami to run one of the world's largest broker-dealer and market makers, Citadel Securities. They also discuss the rising role Miami is playing in global capital markets (becoming “Wall Street South”) with Citadel's moving its headquarters there, ongoing trends in the economy, and the rising role of AI in finance and business. Recorded on February 27, 2026. ABOUT THE SERIES Each episode of Capitalism and Freedom in the 21st Century, a video podcast series and the official podcast of the Hoover Economic Policy Working Group, focuses on getting into the weeds of economics, finance, and public policy on important current topics through one-on-one interviews. Host Jon Hartley asks guests about their main ideas and contributions to academic research and policy. The podcast is titled after Milton Friedman‘s famous 1962 bestselling book Capitalism and Freedom, which after 60 years, remains prescient from its focus on various topics which are now at the forefront of economic debates, such as monetary policy and inflation, fiscal policy, occupational licensing, education vouchers, income share agreements, the distribution of income, and negative income taxes, among many other topics. For more information about the podcast, or subscribe for the next episode, click here.

Interview with Mark Chalmers, President & CEO of Energy Fuels Inc.Our previous interview: https://www.cruxinvestor.com/posts/energy-fuels-nyseuuuu-advancing-rare-earth-integration-with-asm-acquisition-9151Recording date: 4th March 2026Energy Fuels Inc. (NYSE:UUUU) is one of the most strategically distinctive companies in the critical minerals space. While most Western rare earth ventures address a fragment of the supply chain, Energy Fuels has spent five years assembling a vertically integrated operation that spans the full value chain: from heavy mineral sands in Australia and Madagascar, monazite processing at its White Mesa Mill in Utah, to separated rare earth oxides, and following the acquisition of Australian Strategic Materials. No other Western company has assembled this complete a picture.The relevance of that distinction has never been greater. China controls an estimated 85–90% of global rare earth processing capacity, and Western governments, particularly the United States and Australia, have identified this dependency as a critical strategic vulnerability. Policy support, government financing programmes, and demand from original equipment manufacturers seeking non-Chinese supply are all converging to create the market that Energy Fuels has been building toward.The company's rare earth strategy is technically differentiated in an important way. By processing monazite rather than bastnäsite, Energy Fuels produces both light and heavy rare earth elements. Heavy rare earths, particularly dysprosium and terbium, are essential for the high-performance permanent magnets used in electric vehicles, wind turbines, and defence systems. This positions Energy Fuels in a part of the market where supply scarcity is most acute and strategic urgency is highest.Near-term, uranium is the business. Energy Fuels is guiding for up to 2.5 million pounds of uranium production (the highest of any US-based producer) at competitive costs, against a backdrop of firming uranium prices driven by a structural global supply deficit. This uranium revenue stream funds the rare earth build-out without requiring the company to dilute aggressively or rely entirely on external capital markets.On the financing front, the picture has changed materially. A Goldman Sachs-arranged convertible note, completed at just 0.75% interest in under one week, has pushed deployable capital to nearly $1 billion. The company's total build-out requirement is estimated at $2 billion, a figure that seemed ambitious 18 months ago but is now regarded by management, and increasingly by investors, as achievable through a combination of capital markets access, offtake agreements with floor price structures, and potential government support from the US and Australian governments.The two flagship projects: the Phase Two rare earth expansion at White Mesa, and the Vera heavy mineral sands project in Madagascar to carry a combined NPV of close to $4 billion and a combined EBITDA potential of $800–$900 million per year at steady-state. Full rare earth revenues are targeted from 2028–2030, making this a medium-to-long-term investment thesis.For investors with a 3–5 year horizon and conviction in the structural ex-China critical minerals demand story, Energy Fuels offers a rare combination: a producing uranium business generating real revenues today, and a rare earth platform with genuine scale, technical depth, and improving financial visibility. The build-out is complex and multi-year, but the pieces finally are falling into place.View Energy Fuels' company profile: https://www.cruxinvestor.com/companies/energy-fuelsSign up for Crux Investor: https://cruxinvestor.com

On Thursday, the markets had their worst day since the U.S. war in Iran began, and oil prices saw another big jump. Amna Nawaz discussed the broader economic concerns with Lloyd Blankfein, the former CEO of Goldman Sachs and author of "Streetwise: Getting to and Through Goldman Sachs." PBS News is supported by - https://www.pbs.org/newshour/about/funders. Hosted on Acast. See acast.com/privacy

The reception to our recent post on Code Reviews has been strong. Catch up!Amid a maelstrom of discussion on whether or not AI is killing SaaS, one of the top publicly listed SaaS companies in the world has just reported record revenues, clearing well over $1.1B in ARR for the first time with a 28% margin. As we comment on the pod, Aaron Levie is the rare public company CEO equally at home in both worlds of Silicon Valley and Wall Street/Main Street, by day helping 70% of the Fortune 500 with their Enterprise Advanced Suite, and yet by night is often found in the basements of early startups and tweeting viral insights about the future of agents.Now that both Cursor, Cloudflare, Perplexity, Anthropic and more have made Filesystems and Sandboxes and various forms of “Just Give the Agent a Box” cool (not just cool; it is now one of the single hottest areas in AI infrastructure growing 100% MoM), we find it a delightfully appropriate time to do the episode with the OG CEO who has been giving humans and computers Boxes since he was a college dropout pitching VCs at a Michael Arrington house party.Enjoy our special pod, with fan favorite returning guest/guest cohost Jeff Huber!Note: We didn't directly discuss the AI vs SaaS debate - Aaron has done many, many, many other podcasts on that, and you should read his definitive essay on it. Most commentators do not understand SaaS businesses because they have never scaled one themselves, and deeply reflected on what the true value proposition of SaaS is.We also discuss Your Company is a Filesystem:We also shoutout CTO Ben Kus' and the AI team, who talked about the technical architecture and will return for AIE WF 2026.Full Video EpisodeTimestamps* 00:00 Adapting Work for Agents* 01:29 Why Every Agent Needs a Box* 04:38 Agent Governance and Identity* 11:28 Why Coding Agents Took Off First* 21:42 Context Engineering and Search Limits* 31:29 Inside Agent Evals* 33:23 Industries and Datasets* 35:22 Building the Agent Team* 38:50 Read Write Agent Workflows* 41:54 Docs Graphs and Founder Mode* 55:38 Token FOMO Culture* 56:31 Production Function Secrets* 01:01:08 Film Roots to Box* 01:03:38 AI Future of Movies* 01:06:47 Media DevRel and EngineeringTranscriptAdapting Work for AgentsAaron Levie: Like you don't write code, you talk to an agent and it goes and does it for you, and you may be at best review it. That's even probably like, like largely not even what you're doing. What's happening is we are changing our work to make the agents effective. In that model, the agent didn't really adapt to how we work.We basically adapted to how the agent works. All of the economy has to go through that exact same evolution. Right now, it's a huge asset and an advantage for the teams that do it early and that are kinda wired into doing this ‘cause you'll see compounding returns. But that's just gonna take a while for most companies to actually go and get this deployed.swyx: Welcome to the Lane Space Pod. We're back in the chroma studio with uh, chroma, CEO, Jeff Hoover. Welcome returning guest now guest host.Aaron Levie: It's a pleasure. Wow. How'd you get upgraded to, uh, to that?swyx: Because he's like the perfect guy to be guest those for you.Aaron Levie: That makes sense actually, for We love context. We, we both really love context le we really do.We really do.swyx: Uh, and we're here with, uh, Aaron Levy. Welcome.Aaron Levie: Thank you. Good to, uh, good to be [00:01:00] here.swyx: Uh, yeah. So we've all met offline and like chatted a little bit, but like, it's always nice to get these things in person and conversation. Yeah. You just started off with so much energy. You're, you're super excited about agents.I loveAaron Levie: agents.swyx: Yeah. Open claw. Just got by, got bought by OpenAI. No, not bought, but you know, you know what I mean?Aaron Levie: Some, some, you know, acquihire. Executiveswyx: hire.Aaron Levie: Executive hire. Okay. Executive hire. Say,swyx: hey, that's my term. Okay. Um, what are you pounding the table on on agents? You have so many insightful tweets.Why Every Agent Needs a BoxAaron Levie: Well, the thing that, that we get super excited by that I think is probably, you know, should be relatively obvious is we've, we've built a platform to help enterprises manage their files and their, their corporate files and the permissions of who has access to those files and the sharing collaboration of those files.All of those files contain really, really important information for the enterprise. It might have your contracts, it might have your research materials, it might have marketing information, it might have your memos. All that data obviously has, you know, predominantly been used by humans. [00:02:00] But there's been one really interesting problem, which is that, you know, humans only really work with their files during an active engagement with them, and they kind of go away and you don't really see them for a long time.And all of a sudden, uh, with the power of AI and AI agents, all of that data becomes extremely relevant as this ongoing source of, of answers to new questions of data that will transform into, into something else that, that produces value in your organization. It, it contains the answer to the new employee that's onboarding, that needs to ramp up on a project.Um, it contains the answer to the right thing to sell a customer when you're having a conversation to them, with them contains the roadmap information that's gonna produce the next feature. So all that data. That previously we've been just sort of storing and, and you know, occasionally forgetting about, ‘cause we're only working on the new active stuff.All of that information becomes valuable to the enterprise and it's gonna become extremely valuable to end users because now they can have agents go find what they're looking for and produce new, new [00:03:00] value and new data on that information. And it's gonna become incredibly valuable to agents because agents can roam around and do a bunch of work and they're gonna need access to that data as well.And um, and you know, sometimes that will be an agent that is sort of working on behalf of, of, of you and, and effectively as you as and, and they are kind of accessing all of the same information that you have access to and, and operating as you in the system. And then sometimes there's gonna be agents that are just.Effectively autonomous and kind of run on their own and, and you're gonna collaborate and work with them kind of like you did another person. Open Claw being the most recent and maybe first real sort of, you know, kind of, you know, up updating everybody's, you know, views of this landscape version of, of what that could look like, which is, okay, I have an agent.It's on its own system, it's on its own computer, it has access to its own tools. I probably don't give it access to my entire life. I probably communicate with it like I would an assistant or a colleague and then it, it sort of has this sandbox environment. So all of that has massive implications for a platform that manage that [00:04:00] enterprise data.We think it's gonna just transform how we work with all of the enterprise content that we work with, and we just have to make sure we're building the right platform to support that.swyx: The sort of shorthand I put it is as people build agents, everybody's just realizing that every agent needs a box. Yes.And it's nice to be called box and just give everyone a box.Aaron Levie: Hey, I if I, you know, if we can make that go viral, uh, like I, I think that that terminology, I, that's theswyx: tagline. Every agentAaron Levie: needs a box. Every agent needs a box. If we can make that the headline of this, I'm fine with this. And that's the billboard I wanna like Yeah, exactly.Every agent needs a box. Um, I like it. Can we ship this? Like,swyx: okay, let's do it. Yeah.Aaron Levie: Uh, my work here is done and I got the value I needed outta this podcast Drinks.swyx: Yeah.Agent Governance and IdentityAaron Levie: But, but, um, but, but, you know, so the thing that we, we kind of think about is, um, is, you know, whether you think the number 10 x or a hundred x or whatever the number is, we're gonna have some order of magnitude more agents than people.That's inevitable. It has to happen. So then the question is, what is the infrastructure that's needed to make all those agents effective in the enterprise? Make sure that they are well governed. Make sure they're only doing [00:05:00] safe things on your information. Make sure that they're not getting exposed. The data that they shouldn't have access to.There's gonna be just incredibly spectacularly crazy security incidents that will happen with agents because you'll prompt, inject an agent and sort of find your way through the CRM system and pull out data that you shouldn't have access to. Oh, weJeff Huber: have God,Aaron Levie: right? I mean, that's just gonna happen all over the place, right?So, so then the thing is, is how do you make sure you have the right security, the permissions, the access controls, the data governance. Um, we actually don't yet exactly know in many cases how we're gonna regulate some of these agents, right? If you think about an agent in financial services, does it have the exact same financial sort of, uh, requirements that a human did?Or is it, is the risk fully on the human that was interacting or created the agent? All open questions, but no matter what, there's gonna need to be a layer that manages the, the data they have access to, the workflows that they're involved in, pulling up data from multiple systems. This is the new infrastructure opportunity in the era of agents.swyx: You have a piece on agent identities, [00:06:00] which I think was today, um, which I think a lot of breaking news, the security, security people are talking about, right? Like you basically, I, I always think of this as like, well you need the human you and then there you need the agent. YouAaron Levie: Yes.swyx: And uh, well, I don't know if it's that simple, but is box going to have an opinion on that or you're just gonna be like, well we're just the sort of the, the source layer.Yeah. Let's Okta of zero handle that.Aaron Levie: I think we're gonna have an opinion and we will work with generally wherever the contours of the market end up. Um, and the reason that we're gonna have an opinion more than other topics probably is because one of the biggest use cases for why your agent might need it, an identity is for file system access.So thus we have to kind of think about this pretty deeply. And I think, uh, unless you're like in our world thinking about this particular problem all day long, it might be, you know, like, why is this such a big deal? And the reason why it's a really big deal is because sometimes sort of say, well just give the agent an, an account on the system and it just treats, treat it like every other type of user on the system.The [00:07:00] problem is, is that I as Aaron don't really have any responsibility over anybody else's box account in our organization. I can't see the box account of any other employee that I work with. I am not liable for anything that they do. And they have, I have, I have, you know, strict privacy requirements on everything that they're able to, you know, that, that, that they work on.Agents don't have that, you know, don't have those properties. The person who creates the agent probably is gonna, for the foreseeable future, take on a lot of the liability of what that agent does. That agent doesn't deserve any privacy because, because it's, you know, it can't fully be autonomously operated and it doesn't have any legal, you know, kind of, you know, responsibility.So thus you can't just be like, oh, well I'll just create a bunch of accounts and then I'll, I'll kind of work with that agent and I'll talk to it occasionally. Like you need oversight of that. And so then the question is, how do you have a world where the agent, sometimes you have oversight of, but what if that agent goes and works with other people?That person over there is collaborating with the agent on something you shouldn't have [00:08:00] access to what they're doing. So we have all of these new boundaries that we're gonna have to figure out of, of, you know, it's really, really easy. So far we've been in, in easy mode. We've hit the easy button with ai, which is the agent just is you.And when you're in quad code and you're in cursor, and you're in Codex, you're just, the agent is you. You're offing into your services. It can do everything you can do. That's the easy mode. The hard mode is agents are kind of running on their own. People check in with them occasionally, they're doing things autonomously.How do you give them access to resources in the enterprise and not dramatically increased the security risk and the risk that you might expose the wrong thing to somebody. These are all the new problems that we have to get solved. I like the identity layer and, and identity vendors as being a solution to that, but we'll, we'll need some opinions as well because so many of the use cases are these collaborative file system use cases, which is how do I give it an agent, a subset of my data?Give it its own workspace as well. ‘cause it's gonna need to store off its own information that would be relevant for it. And how do I have the right oversight into that? [00:09:00]Jeff Huber: One thing, which, um, I think is kind interesting, think about is that you know, how humans work, right? Like I may not also just like give you access to the whole file.I might like sit next to you and like scroll to this like one part of the file and just show you that like one part and like, you know,swyx: partial file access.Jeff Huber: I'm just saying I think like our, like RA does seem to be dead, right? Like you wanna say something is dead uhhuh probably RA is dead. And uh, like the auth story to me seems like incredibly unsolved and unaddressed by like the existing state of like AI vendors.ButAaron Levie: yeah, I think, um, we're, I mean you're taking obviously really to level limit that we probably need to solve for. Yeah. And we built an access control system that was, was kind of like, you know, its own little world for, for a long time. And um, and the idea was this, it's a many to many collaboration system where I can give you any part of the file system.And it's a waterfall model. So if I give you higher up in the, in the, in the system, you get everything below. And that, that kind of created immense flexibility because I can kind of point you to any layer in the, in the tree, but then you're gonna get access to everything kind of below it. And that [00:10:00] mostly is, is working in this, in this world.But you do have to manage this issue, which is how do I create an agent that has access to some of my stuff and somebody else's stuff as well. Mm-hmm. And which parts do I get to look at as the creator of the agent? And, and these are just brand new problems? Yeah. Crazy. And humans, when there was a human there that was really easy to do.Like, like if the three of us were all sharing, there'd be a Venn diagram where we'd have an overlapping set of things we've shared, but then we'd have our own ways that we shared with each other. In an agent world, somebody needs to take responsibility for what that agent has access to and what they're working on.These are like the, some of the most probably, you know, boring problems for 98% of people on, on the internet, but they will be the problems that are the difference between can you actually have autonomous agents in an enterprise contextswyx: Yeah.Aaron Levie: That are not leaking your data constantly.swyx: No. Like, I mean, you know, I run a very, very small company for my conference and like we already have data sensitivity issues.Yes. And some of my team members cannot see Yes. Uh, the others and like, I can't imagine what it's like to run a Fortune 500 and like, you have to [00:11:00] worry about this. I'm just kinda curious, like you, you talked to a lot like, like 70, 80% of your cus uh, of the Fortune 500, your customers.Aaron Levie: Yep. 67%. Just so we're being verySEswyx: precise.So Yeah. I'm notAaron Levie: Okay. Okay.swyx: Something I'm rounding up. Yes. Round up. I'm projecting to, forAaron Levie: the government.swyx: I'm projecting to the end of the year.Aaron Levie: Okay.swyx: There you go.Aaron Levie: You do make it sound like, like we, we, well we've gotta be on this. Like we're, we're taking way too long to get to 80%. Well,swyx: no, I mean, so like. How are they approaching it?Right? Because you're, you don't have a, you don't have a final answer yet.Why Coding Agents Took Off FirstAaron Levie: Well, okay, so, so this is actually, this is the stark reality that like, unfortunately is the kinda like pouring the water on the party a little bit.swyx: Yes.Aaron Levie: We all in Silicon Valley are like, have the absolute best conditions possible for AI ever.And I think we all saw the dke, you know, kind of Dario podcast and this idea of AI coding. Why is that taken off? And, and we're not yet fully seeing it everywhere else. Well, look, if you just like enumerated the list of properties that AI coding has and then compared it to other [00:12:00] knowledge work, let's just, let's just go through a few of them.Generally speaking, you bring on a new engineer, they have access to a large swath of the code base. Like, there's like very, like you, just, like new engineer comes on, they can just go and find the, the, the stuff that they, they need to work with. It's a fully text in text out. Medium. It's only, it's just gonna be text at the end of the day.So it's like really great from a, from just a, uh, you know, kinda what the agent can work with. Obviously the models are super trained on that dataset. The labs themselves have a really strong, kind of self-reinforcing positive flywheel of why they need to do, you know, agent coding deeply. So then you get just better tooling, better services.The actual developers of the AI are daily users of the, of the thing that they're we're working on versus like the, you know, probably there's only like seven Claude Cowork legal plugin users at Anthropic any given day, but there's like a couple thousand Claude code and you know, users every single day.So just like, think about which one are they getting more feedback on. All day long. So you just go through this list. You have a, you know, everybody who's a [00:13:00] developer by definition is technical so they can go install the latest thing. We're all generally online, or at least, you know, kinda the weird ones are, and we're all talking to each other, sharing best practices, like that's like already eight differences.Versus the rest of the economy. Every other part of the economy has like, like six to seven headwinds relative to that list. You go into a company, you're a banker in financial services, you have access to like a, a tiny little subset of the total data that's gonna be relevant to do your job. And you're have to start to go and talk to a bunch of people to get the right data to do your job because Sally didn't add you to that deal room, you know, folder.And that that, you know, the information is actually in a completely different organization that you now have to go in and, and sort of run into. And it's like you have this endless list of access controls and security. As, as you talked about, you have a medium, which is not, it's not just text, right? You have, you have a zoom call that, that you're getting all of the requirements from the customer.You have a lot of in-person conversations and you're doing in-person sales and like how do you ever [00:14:00] digitize all of that information? Um, you know, I think a lot of people got upset with this idea that the code base has all the context, um, that I don't know if you follow, you know, did you follow some of that conversation that that went viral?Is like, you know, it's not that simple that, that the code base doesn't have all the knowledge, but like it's a lot, you're a lot better off than you are with other areas of knowledge work. Like you, we like, we like have documentation practices, you write specifications. Those things don't exist for like 80% of work that happens in the enterprise.That's the divide that we have, which is, which is AI coding has, has just fully, you know, where we've reached escape velocity of how powerful this stuff is, and then we're gonna have to find a way to bring that same energy and momentum, but to all these other areas of knowledge work. Where the tools aren't there, the data's not set up to be there.The access controls don't make it that easy. The context engineering is an incredibly hard problem because again, you have access control challenges, you have different data formats. You have end users that are gonna need to kind of be kind of trained through this as opposed to their adopting [00:15:00] these tools in their free time.That's where the Fortune 500 is. And so we, I think, you know, have to be prepared as an industry where we are gonna be on a multi-year march to, to be able to bring agents to the enterprise for these workflows. And I think probably the, the thing that we've learned most in coding that, that the rest of the world is not yet, I think ready for, I mean, we're, they'll, they'll have to be ready for it because it's just gonna inevitably happen is I think in coding.What, what's interesting is if you think about the practice of coding today versus two years ago. It's probably the most changed workflow in maybe the history of time from the amount of time it's changed, right? Yeah. Like, like has any, has any workflow in the entire economy changed that quickly in terms of the amount of change?I just, you know, at least in any knowledge worker workflow, there's like very rarely been an event where one piece of technology and work practice has so fundamentally, you know, changed, changed what you do. Like you don't write code, you talk to an agent and it goes and [00:16:00] does it for you, and you may be at best review it.And even that's even probably like, like largely not even what you're doing. What's happening is we are changing our work to make the agents effective. In that model, the agent didn't really adapt to how we work. We basically adapted to how the agent works. Mm-hmm. All of the economy has to go through that exact same evolution.The rest of the economy is gonna have to update its workflows to make agents effective. And to give agents the context that they need and to actually figure out what kind of prompting works and to figure out how do you ensure that the agent has the right access to information to be able to execute on its work.I, you know, this is not the panacea that people were hoping for, of the agent drops in, just automates your life. Like you have to basically re-engineer your workflow to get the most out of agents and, uh, and that, that's just gonna take, you know, multiple years across the economy. Right now it's a huge asset and an advantage for the teams that do it early and that are kinda wired into doing this.‘cause [00:17:00] you'll see compounding returns, but that's just gonna take a while for most companies to actually go and get this deployed.swyx: I love, I love pushing back. I think that. That is what a lot of technology consultants love to hear this sort of thing, right? Yeah, yeah, yeah. First to, to embrace the ai. Yes. To get to the promised land, you must pay me so much money to a hundred percent to adopt the prescribed way of, uh, conforming to the agents.Yes. And I worry that you will be eclipsed by someone else who says, no, come as you are.Aaron Levie: Yeah.swyx: And we'll meet you where you are.Aaron Levie: And, and, and and what was the thing that went viral a week ago? OpenAI probably, uh, is hiring F Dees. Yeah. Uh, to go into the enterprise. Yeah. Yeah. And then philanthropic is embedded at Goldman Sachs.Yeah. So if the labs are having to do this, if, if the labs have decided that they need to hire FDE and professional services, then I think that's a pretty clear indication that this, there's no easy mode of workflow transformation. Yeah. Yeah. So, so to your point, I think actually this is a market opportunity for, you know, new professional services and consulting [00:18:00] firms that are like Agent Build and they, and they kind of, you know, go into organizations and they figure out how to re-engineer your workflows to make them more agent ready and get your data into the right format and, you know, reconstruct your business process.So you're, you're not doing most of the work. You're telling agents how to do the work and then you're reviewing it. But I haven't seen the thing that can just drop in and, and kinda let you not go through those changes.swyx: I don't know how that kind of sales pitch goes over. Yeah. You know, you're, you're saying things like, well, in my sort of nice beautiful walled garden, here's, there's, uh, because here's this, here's this beautiful box account that has everything.Yes. And I'm like, well, most, most real life is extremely messy. Sure. And like, poorly named and there duplicate this outdated s**tAaron Levie: a hundred percent. And so No, no, a hundred percent. And so this is actually No. So, so this is, I mean, we agree that, that getting to the beautiful garden is gonna be tough.swyx: Yeah.Aaron Levie: There's also the other end of the spectrum where I, I just like, it's a technical impossibility to solve. The agent is, is truly cannot get enough context to make the right decision in, in the, in the incredibly messy land. Like there's [00:19:00] no a GI that will solve that. So, so we're gonna have to kind of land in somewhere in between, which is like we all collectively get better at.Documentation practices and, and having authoritative relatively up-to-date information and putting it in the right place like agents will, will certainly cause us to be much better organized around how we work with our information, simply because the severity of the agent pulling the wrong data will be too high and the productivity gain of that you'll miss out on by not doing this will be too high as well, that you, that your competition will just do it and they'll just have higher velocity.So, uh, and, and we, we see this a lot firsthand. So we, we build a series of agents internally that they can kind of have access to your full box account and go off and you give it a task and it can go find whatever information you're looking for and work with. And, you know, thank God for the model progress, but like, if, if you gave that task to an agent.Nine months ago, you're just gonna get lots of bogus answers because it's gonna, it's gonna say, Hey, here's, here are fi [00:20:00] five, you know, documents that all kind of smell like the right thing. And I'm gonna, but I, but you're, you're putting me on the clock. ‘cause my assistant prompt says like, you know, be pretty smart, but also try and respond to the user and it's gonna respond.And it's like, ah, it got the wrong document. And then you do that once or twice as a knowledge worker and you're just neverswyx: again,Aaron Levie: never again. You're just like done with the system.swyx: Yeah. It doesn't work.Aaron Levie: It doesn't work. And so, you know, Opus four six and Gemini three one Pro and you know, whatever the latest five 3G BT will be, like, those things are getting better and better and it's using better judgment.And this sort of like the, all of these updates to the agentic tool and search systems are, are, we're seeing, we're seeing very real progress where the agent. Kind of can, can almost smell some things a little bit fishy when it's getting, you know, we, we have this process where we, we have it go fan out, do a bunch of searches, pull up a bunch of data, and then it has to sort of do its own ranking of, you know, what are the right documents that, that it should be working with.And again, like, you know, the intelligence level of a model six months ago, [00:21:00] it'd be just throwing a dart at like, I'm just, I'm gonna grab these seven files and I, I pray, I hope that that's the right answer. And something like an opus first four five, and now four six is like, oh, it's like, no, that one doesn't seem right relative to this question because I'm seeing some signal that is making that, you know, that's contradicting the document where it would normally be in the tree and who should have access.Like it's doing all of that kind of work for you. But like, it still doesn't work if you just have a total wasteland of data. Like, it's just not, it's just not possible. Partly ‘cause a human wouldn't even be able to do it. So basically if a, if a really, really smart human. Could not do that task in five or 10 minutes for a search retrieval type task.Look, you know, your agent's not gonna be able to do it any better. You see this all day long. SoContext Engineering and Search Limitsswyx: this touches on a thing that just passionate about it was just context engineering. I, I'm just gonna let you ramble or riff on, on context engineering. If, if, if there's anything like he, he did really good work on context fraud, which has really taken over as like the term that people use and the referenceAaron Levie: a hundred percent.We, we all we think about is, is the context rob problem. [00:22:00]Jeff Huber: Yeah, there's certainly a lot of like ranking considerations. Gentech surgery think is incredibly promising. Um, yeah, I was trying to generate a question though. I think I have a question right now. Swyx.Aaron Levie: Yeah, no, but like, like I think there was this moment, um, you know, like, I don't know, two years ago before, before we knew like where the, the gotchas were gonna be in ai and I think someone was like, was like, well, infinite context windows will just solve all of these problems and ‘cause you'll just, you'll just give the context window like all the data and.It's just like, okay, I mean, maybe in 2035, like this is a viable solution. First of all, it, it would just, it would just simply cost too much. Like we just can't give the model like the 5,000 documents that might be relevant and it's gonna read them all. And I've seen enough to, to start believing in crazy stuff.So like, I'm willing to just say, sure. Like in, in 10 years from now,swyx: never say, never, never.Aaron Levie: In, in 10 years from now, we'll have infinite context windows at, at a thousandth of the price of today. Like, let's just like believe that that's possible, but Right. We're in reality today. So today we have a context engineering [00:23:00] problem, which is, I got, I got, you know, 200,000 tokens that I can work with, or prob, I don't even know what the latest graph is before, like massive degradation.16. Okay. I have 60,000 tokens that I get to work with where I'm gonna get accurate information. That's not a lot of tokens for a corpus of 10 million documents that a knowledge worker might have across all of the teams and all the projects and all the people they work with. I have, I have 10 million documents.Which, you know, maybe is times five pages per document or something like that. I'm at 50 million pages of information and I have 60,000 tokens. Like, holy s**t. Yeah. This is like, how do I bridge the 50 million pages of information with, you know, the couple hundred that I get to work with in that, in that token window.Yeah. This is like, this is like such an interesting problem and that's why actually so much work is actually like, just like search systems and the databases and that layer has to just get so locked in, but models getting better and importantly [00:24:00] knowing when they've done a search, they found the wrong thing, they go back, they check their work, they, they find a way to balance sort of appeasing the user versus double checking.We have this one, we have this one test case where we ask the agent to go find. 10 pieces of information.swyx: Is this the complex work eval?Aaron Levie: Uh, this is actually not in the eval. This is, this is sort of just like we have a bunch of different, we have a bunch of internal benchmark kind of scenarios. Every time we, we update our agent, we have one, which is, I ask it to find all of our office addresses, and I give it the list of 10 offices that we have.And there's not one document that has this, maybe there should be, that would be a great example of the kind of thing that like maybe over time companies start to, you know, have these sort of like, what are the canonical, you know, kind of key areas of knowledge that we need to have. We don't seem to have this one document that says, here are all of our offices.We have a bunch of documents that have like, here's the New York office and whatever. So you task this agent and you, you get, you say, I need the addresses for these 10 offices. Okay. And by the way, if you do this on any, you know, [00:25:00] public chat model, the same outcome is gonna happen. But for a different kind of query, you give it, you say, I need these 10 addresses.How many times should the agent go and do its search before it decides whether or not, there's just no answer to this question. Often, and especially the, the, let's say lower tier models, it'll come back and it'll give you six of the 10 addresses. And it'll, and I'll just say I couldn't find the otherswyx: four.It, it doesn't know what It doesn't know. ItAaron Levie: doesn't know what It doesn't know. Yeah. So the model is just like, like when should it stop? When should it stop doing? Like should it, should it do that task for literally an hour and just keep cranking through? Maybe I actually made up an office location and it doesn't know that I made it up and I didn't even know that I made it up.Like, should it just keep, re should it read every single file in your entire box account until it, until it should exhaust every single piece of information.swyx: Expensive.Aaron Levie: These are the new problems that we have. So, you know, something like, let's say a new opus model is sort of like, okay, I'm gonna try these types of queries.I didn't get exactly what I wanted. I'm gonna try again. I'm gonna, at [00:26:00] some point I'm gonna stop searching. ‘cause I've determined that that no amount of searching is gonna solve this problem. I'm just not able to do it. And that judgment is like a really new thing that the model needs to be able to have.It's like, when should it give up on a task? ‘cause, ‘cause you just don't, it's a can't find the thing. That's the real world of knowledge, work problems. And this is the stuff that the coding agents don't have to deal with. Because they, it just doesn't like, like you're not usually asking it about, you're, you're always creating net new information coming right outta the model for the most part.Obviously it has to know about your code base and your specs and your documentation, but, but when you deploy an agent on all of your data that now you have all of these new problems that you're dealing withJeff Huber: our, uh, follow follow-up research to context ride is actually on a genetic search. Ah. Um, and we've like right, sort of stress tested like frontier models and their ability to search.Um, and they're not actually that good at searching. Right. Uh, so you're sort of highlighting this like explore, exploit.swyx: You're just say, Debbie, Donna say everything doesn't work. Like,Aaron Levie: well,Jeff Huber: somebody has to be,Aaron Levie: um, can I just throw out one more thing? Yeah. That is different from coding and, and the rest [00:27:00] of the knowledge work that I, I failed to mention.So one other kind of key point is, is that, you know, at the end of the day. Whether you believe we're in a slop apocalypse or, or whatever. At the end of the day, if you, if you build a working product at the end of, if you, if you've built a working solution that is ultimately what the customer is paying for, like whether I have a lot of slop, a little slop or whatever, I'm sure there's lots of code bases we could go into in enterprise software companies where it's like just crazy slop that humans did over a 20 year period, but the end customer just gets this little interface.They can, they can type into it, it does its thing. Knowledge work, uh, doesn't have that property. If I have an AI model, go generate a contract and I generate a contract 20 times and, you know, all 20 times it's just 3% different and like that I, that, that kind of lop introduces all new kinds of risk for my organization that the code version of that LOP didn't, didn't introduce.These are, and so like, so how do you constrain these models to just the part that you want [00:28:00] them to work on and just do the thing that you want them to do? And, and, you know, in engineering, we don't, you can't be disbarred as an engineer, but you could be disbarred as a lawyer. Like you can do the wrong medical thing In healthcare, you, there's no, there's no equivalent to that of engineering.Like, doswyx: you want there to be, because I've considered softwareJeff Huber: engineer. What's that? Civil engineering there is, right? NotAaron Levie: software civil engineer. Sure. Oh yeah, for sure. But like in any of our companies, you like, you know, you'll be forgiven if you took down the site and, and we, we will do a rollback and you'll, you'll be in a meeting, but you have not been disbarred as an engineer.We don't, we don't change your, you know, your computer science, uh, blameJeff Huber: degree, this postmortem.Aaron Levie: Yeah, exactly. Exactly. So, so, uh, now maybe we collectively as an industry need to figure out like, what are you liable for? Not legally, but like in a, in a management sense, uh, of these agents. All sorts of interesting problems that, that, that, uh, that have to come out.But in knowledge work, that's the real hostile environments that we're operating in. Hmm.swyx: I do think like, uh, a lot of the last year's, 2025 story was the rise of coding agents and I think [00:29:00] 2026 story is definitely knowledge work agents. Yes. A hundredAaron Levie: percent.swyx: Right. Like that would, and I think open claw core work are just the beginning.Yes. Like it's, the next one's gonna just gonna be absolute craziness.Aaron Levie: It it is. And, and, uh, and it's gonna be, I mean, again, like this is gonna be this, this wave where we, we are gonna try and bring as many of the practices from coding because that, that will clearly be the forefront, which is tell an agent to go do something and has an access to a set of resources.You need to be responsible for reviewing it at the end of the process. That to me is the, is the kind of template that I just think goes across knowledge, work and odd. Cowork is a great example. Open Closet's a great example. You can kind of, sort of see what Codex could become over time. These are some, some really interesting kind of platforms that are emerging.swyx: Okay. Um, I wanted to, we touched on evals a little bit. You had, you had the report that you're gonna go bring up and then I was gonna go into like, uh, boxes, evals, but uh, go ahead. Talk about your genetic search thing.Jeff Huber: Yeah. Mostly I think kinda a few of the insights. It's like number one frontier model is not good at search.Humans have this [00:30:00] natural explore, exploit trade off where we kinda understand like when to stop doing something. Also, humans are pretty good at like forgetting actually, and like pruning their own context, whereas agents are not, and actually an agent in their kind of context history, if they knew something was bad and they even, you could see in the trace the reason you trace, Hey, that probably wasn't a good idea.If it's still in the trace, still in the context, they'll still do it again. Uhhuh. Uh, and so like, I think pruning is also gonna be like, really, it's already becoming a thing, right? But like, letting self prune the con windowsswyx: be a big deal. Yeah. So, so don't leave the mistake. Don't leave the mistake in there.Cut out the mistake but tell it that you made a mistake in the past and so it doesn't repeat it.Jeff Huber: Yeah. But like cut it out so it doesn't get like distracted by it again. ‘cause really, you know, what is so, so it will repeat its mistake just because it's been, it's inswyx: theJeff Huber: context. It'sAaron Levie: in the context so much.That's a few shot example. Even if it, yeah.Jeff Huber: It's like oh thisAaron Levie: is a great thing to go try even ifJeff Huber: it didn't work.Aaron Levie: Yeah,Jeff Huber: exactly.Aaron Levie: SoJeff Huber: there's like a bunch of stuff there. JustAaron Levie: Groundhogs Day inside these models. Yeah. I'm gonna go keep doing the same wrongJeff Huber: thing. Covering sense. I feel like, you know, some creator analogy you're trying like fit a manifold in latent space, which kind is doing break program synthesis, which is kinda one we think about we're doing right.Like, you know, certain [00:31:00] facts might be like sort of overly pitting it. There are certain, you know, sec sectors of latent space and so like plug clean space. Yeah. And, uh, andswyx: so we have a bell, our editor as a bell every time you say that. SoJeff Huber: you have, you have to like remove those, likeswyx: you shoulda a gong like TPN or something.IfJeff Huber: we gong, you either remove those links to like kinda give it the freedom, kind of do what you need to do. So, but yeah. We'll, we'll release more soon. That'sAaron Levie: awesome.Jeff Huber: That'll, that'll be cool.swyx: We're a cerebral podcast that people listen to us and, and sort of think really deep. So yeah, we try to keep it subtle.Okay. We try to keep it.Aaron Levie: Okay, fine.Inside Agent Evalsswyx: Um, you, you guys do, you guys do have EVs, you talked about your, your office thing, but, uh, you've been also promoting APEX agents and complex work. Uh, yeah, whatever you, wherever you wanna take this just Yeah. How youAaron Levie: Apex is, is obviously me, core's, uh, uh, kind of, um, agent eval.We, we supported that by sort of. Opening up some data for them around how we kind of see these, um, data workspaces in, in the, you know, kind of regular economy. So how do lawyers have a workspace? How do investment bankers have a workspace? What kind of data goes into those? And so we, [00:32:00] we partner with them on their, their apex eval.Our own, um, eval is, it's actually relatively straightforward. We have a, a set of, of documents in a, in a range of industries. We give the agent previously did this as a one shot test of just purely the model. And then we just realized we, we need to, based on where everything's going, it's just gotta be more agentic.So now it's a bit more of a test of both our harness and the model. And we have a rubric of a set of things that has to get right and we score it. Um, and you're just seeing, you know, these incredible jumps in almost every single model in its own family of, you know, opus four, um, you know, sonnet four six versus sonnet four five.swyx: Yeah. We have this up on screen.Aaron Levie: Okay, cool. So some, you're seeing it somewhere like. I, I forget the to, it was like 15 point jump, I think on the main, on the overall,swyx: yes.Aaron Levie: And it's just like, you know, these incredible leaps that, that are starting to happen. Um,swyx: and OP doesn't know any, like any, it's completely held out from op.Aaron Levie: This is not in any, there's no public data which has, you know, Ben benefits and this is just a private eval that we [00:33:00] do, and then we just happen to show it to, to the world. Hmm. So you can't, you can't train against it. And I think it's just as representative of. It's obviously reasoning capabilities, what it's doing at, at, you know, kind of test time, compute capabilities, thinking levels, all like the context rot issues.So many interesting, you know, kind of, uh, uh, capabilities that are, that are now improvingswyx: one sector that you have. That's interesting.Industries and Datasetsswyx: Uh, people are roughly familiar with healthcare and legal, but you have public sector in there.Aaron Levie: Yeah.swyx: Uh, what's that? Like, what, what, what is that?Aaron Levie: Yeah, and, and we actually test against, I dunno, maybe 10 industries.We, we end up usually just cutting a few that we think have interesting gains. All extras, won a lot of like government type documents. Um,swyx: what is that? What is it? Government type documents?Aaron Levie: Government filings. Like a taxswyx: return, likeAaron Levie: a probably not tax returns. It would be more of what would go the government be using, uh, as data.So, okay. Um, so think about research that, that type of, of, of data sets. And then we have financial services for things like data rooms and what would be in an investment prospectus. Uhhuh,swyx: that one you can dog food.Aaron Levie: Yeah, exactly. Exactly. Yes. Yes. [00:34:00] So, uh, so we, we run the models, um, in now, you know, more of an agent mode, but, but still with, with kinda limited capacity and just try and see like on a, like, for like basis, what are the improvements?And, and again, we just continue to be blown away by. How, how good these models are getting.swyx: Yeah, I mean, I think every serious AI company needs something like that where like, well, this is the work we do. Here's our company eval. Yeah. And if you don't have it, well, you're not a serious AI company.Aaron Levie: There's two dimensions, right?So there's, there's like, how are the models improving? And so which models should you either recommend a customer use, which one should you adopt? But then every single day, we're making changes to our agents. And you need to knowswyx: if you regressed,Aaron Levie: if you know. Yeah. You know, I've been fully convinced that the whole agent observability and eval space is gonna be a massive space.Um, super excited for what Braintrust is doing, excited for, you know, Lang Smith, all the things. And I think what you're going to, I mean, this is like every enter like literally every enterprise right now. It's like the AI companies are the customers of these tools. Every enterprise will have this. Yeah, you'll just [00:35:00] have to have an eval.Of all of your work and like, we'll, you'll have an eval of your RFP generation, you'll have an eval of your sales material creation. You'll have an eval of your, uh, invoice processing. And, and as you, you know, buy or use new agentic systems, you are gonna need to know like, what's the quality of your, of your pipeline.swyx: Yeah.Aaron Levie: Um, so huge, huge market with agent evals.swyx: Yeah.Building the Agent Teamswyx: And, and you know, I'm gonna shout out your, your team a bit, uh, your CTO, Ben, uh, did a great talk with us last year. Awesome. And he's gonna come back again. Oh, cool. For World's Fair.Aaron Levie: Yep.swyx: Just talk about your team, like brag a little bit. I think I, I think people take these eval numbers in pretty charts for granted, but No, there, I mean, there's, there's lots of really smart people at work during all this.Aaron Levie: Biggest shout out, uh, is we have a, we have a couple folks at Dya, uh, Sidarth, uh, that, that kind of run this. They're like a, you know, kind of tag tag team duo on our evals, Ben, our CTO, heavily involved Yasha, head of ai, uh, you know, a bunch of folks. And, um, evals is one part of the story. And then just like the full, you know, kind of AI.An agent team [00:36:00] is, uh, is a, is a pretty, you know, is core to this whole effort. So there's probably, I don't know, like maybe a few dozen people that are like the epicenter. And then you just have like layers and layers of, of kind of concentric circles of okay, then there's a search team that supports them and an infrastructure team that supports them.And it's starting to ripple through the entire company. But there's that kind of core agent team, um, that's a pretty, pretty close, uh, close knit group.swyx: The search team is separate from the infra team.Aaron Levie: I mean, we have like every, every layer of the stack we have to kind of do, except for just pure public cloud.Um, but um, you know, we, we store, I don't even know what our public numbers are in, you know, but like, you can just think about it as like a lot of data is, is stored in box. And so we have, and you have every layer of the, of the stack of, you know, how do you manage the data, the file system, the metadata system, the search system, just all of those components.And then they all are having to understand that now you've got this new customer. Which is the agent, and they've been building for two types of customers in the past. They've been building for users and they've been building for like applications. [00:37:00] And now you've got this new agent user, and it comes in with a difference of it, of property sometimes, like, hey, maybe sometimes we should do embeddings, an embedding based, you know, kind of search versus, you know, your, your typical semantic search.Like, it's just like you have to build the, the capabilities to support all of this. And we're testing stuff, throwing things away, something doesn't work and, and not relevant. It's like just, you know, total chaos. But all of those teams are supporting the agent team that is kind of coming up with its requirements of what, what do we need?swyx: Yeah. No, uh, we just came from, uh, fireside chat where you did, and you, you talked about how you're doing this. It's, it's kind of like an internal startup. Yeah. Within the broader company. The broader company's like 3000 people. Yeah. But you know, there's, there's a, this is a core team of like, well, here's the innovation center.Aaron Levie: Yeah.swyx: And like that every company kind of is run this way.Aaron Levie: Yeah. I wanna be sensitive. I don't call it the innovation center. Yeah. Only because I think everybody has to do innovation. Um, there, there's a part of the, the, the company that is, is sort of do or die for the agent wave.swyx: Yeah.Aaron Levie: And it only happens to be more of my focus simply because it's existential that [00:38:00] we get it right.swyx: Yeah.Aaron Levie: All of the supporting systems are necessary. All of the surrounding adjacent capabilities are necessary. Like the only reason we get to be a platform where you'd run an agent is because we have a security feature or a compliance feature, or a governance feature that, that some team is working on.But that's not gonna be the make or break of, of whether we get agents right. Like that already exists and we need to keep innovating there. I don't know what the right, exact precise number is, but it's not a thousand people and it's not 10 people. There's a number of people that are like the, the kind of like, you know, startup within the company that are the make or break on everything related to AI agents, you know, leveraging our platform and letting you work with your data.And that's where I spend a lot of my time, and Ben and Yosh and Diego and Teri, you know, these are just, you know, people that, that, you know, kind of across the team. Are working.swyx: Yeah. Amazing.Read Write Agent WorkflowsJeff Huber: How do you, how do you think about, I mean, you talked a lot about like kinda read workflows over your box data. Yep.Right. You know, gen search questions, queries, et cetera. But like, what about like, write or like authoring workflows?Aaron Levie: Yes. I've [00:39:00] already probably revealed too much actually now that I think about it. So, um, I've talked about whatever,Jeff Huber: whatever you can.Aaron Levie: Okay. It's just us. It's just us. Yeah. Okay. Of course, of course.So I, I guess I would just, uh, I'll make it a little bit conceptual, uh, because again, I've already, I've already said things that are not even ga but, but we've, we've kinda like danced around it publicly, so I, yeah, yeah. Okay. Just like, hopefully nobody watches this, um, episode. No.swyx: It's tidbits for the Heidi engaged to go figure out like what exactly, um, you know, is, is your sort of line of thinking.Sure. They can connect the dots.Aaron Levie: Yeah. So, so I would say that, that, uh, we, you know, as a, as a place where you have your enterprise content, there's a use case where I want to, you know, have an agent read that data and answer questions for me. And then there's a use case where I want the agent to create something.And use the file system to create something or store off data that it's working on, or be able to have, you know, various files that it's writing to about the work it's doing. So we do see it as a total read write. The harder problem has so far been the read only because, because again, you have that kind of like 10 [00:40:00] million to one ratio problem, whereas rights are a lot of, that's just gonna come from the model and, and we just like, we'll just put it in the file system and kinda use it.So it's a little bit of a technically easier problem, but the only part that's like, not necessarily technically hard, it is just like it's not yet perfected in the state of the ecosystem is, you know, building a beautiful PowerPoint presentation. It's still a hard problem for these models. Like, like we still, you know, like, like these formats are just, we're not built for.They'reswyx: working on it.Aaron Levie: They're, they're working on it. Everybody's working on it.swyx: Every launch is like, well, we do PowerPoint now.Aaron Levie: We're getting, yeah, getting a lot, getting a lot of better each time. But then you'll do this thing where you'll ask the update one slide and all of a sudden, like the fonts will be just like a little bit different, you know, on two of the slides, or it moved, you know, some shape over to the left a little bit.And again, these are the kind of things that, like in code, obviously you could really care about if you really care about, you know, how beautiful is the code, but at the end, user doesn't notice all those problems and file creation, the end user instantly sees it. You're [00:41:00] like, ah, like paragraph three, like, you literally just changed the font on me.Like it's a totally different font and like midway through the document. Mm-hmm. Those are the kind of things that you run into a lot of in the, in the content creation side. So, mm-hmm. We are gonna have native agents. That do all of those things, they'll be powered by the leading kind of models and labs.But the thing that I think is, is probably gonna be a much bigger idea over time is any agent on any system, again, using Box as a file system for its work, and in that kind of scenario, we don't necessarily care what it's putting in the file system. It could put its memory files, it could put its, you know, specification, you know, documents.It could put, you know, whatever its markdown files are, or it could, you know, generate PDFs. It's just like, it's a workspace that is, is sort of sandboxed off for its work. People can collaborate into it, it can share with other people. And, and so we, we were thinking a lot about what's the right, you know, kind of way to, to deliver that at scale.Docs Graphs and Founder Modeswyx: I wanted to come into sort of the sort of AI transformation or AI sort of, uh, operations things. [00:42:00] Um, one of the tweets that you, that you wanted to talk about, this is just me going through your tweets, by the way. Oh, okay. I mean, like, this is, you readAaron Levie: one by one,swyx: you're the, you're the easiest guest to prep for because you, you already have like, this is the, this is what I'm interested in.I'm like, okay, well, areAaron Levie: we gonna get to like, like February, January or something? Where are we in the, in the timelines? How far back are we going?swyx: Can you, can you describe boxes? A set of skills? Right? Like that, that's like, that's like one of the extremes of like, well if you, you just turn everything into a markdown file.Yeah. Then your agent can run your company. Uh, like you just have to write, find the right sequence of words toAaron Levie: Yes.swyx: To do it.Aaron Levie: Sorry, isthatswyx: the question? So I think the question is like, what if we documented everything? Yes. The way that you exactly said like,Aaron Levie: yes.swyx: Um, let's get all the Fortune five hundreds, uh, prepared for agents.Yes. And like, you know, everything's in golden and, and nicely filed away and everything. Yes. What's missing? Like, what's left, right? LikeAaron Levie: Yeah.swyx: You've, you've run your company for a decade. LikeAaron Levie: Yeah. I think the challenge is that, that that information changes a week later. And because something happened in the market for that [00:43:00] customer, or us as a company that now has to go get updated, and so these systems are living and breathing and they have to experience reality and updates to reality, which right now is probably gonna be humans, you know, kinda giving those, giving them the updates.And, you know, there is this piece about context graphs as as, uh, that kinda went very viral. Yeah. And I, I, I was like a, i, I, I thought it was super provocative. I agreed with many parts of it. I disagree with a few parts around. You know, it's not gonna be as easy as as just if we just had the agent traces, then we can finally do that work because there's just like, there's so much more other stuff that that's happening that, that we haven't been able to capture and digitize.And I think they actually represented that in the piece to be clear. But like there's just a lot of work, you know, that that has to, you just can't have only skills files, you know, for your company because it's just gonna be like, there's gonna be a lot of other stuff that happens. Yeah. Change over time.Yeah. Most companies are practically apprenticeships.swyx: Most companies are practically apprenticeships. LikeJeff Huber: every new employee who joins the team, [00:44:00] like you span one to three months. Like ramping them up.Aaron Levie: Yes. AllJeff Huber: that tat knowledgeAaron Levie: isJeff Huber: not written down.Aaron Levie: Yes.Jeff Huber: But like, it would have to be if you wanted to like give it to an Asian.Right. And so like that seems to me like to beAaron Levie: one is I think you're gonna see again a premium on companies that can document this. Mm-hmm. Much. There'll be a huge premium on that because, because you know, can you shorten that three month ramp cycle to a two week ramp cycle? That's an instant productivity gain.Can you re dramatically reduce rework in the organization because you've documented where all the stuff is and where the answers are. Can you make your average employee as good as your 90th percentile employee because you've captured the knowledge that's sort of in the heads of, of those top employees and make that available.So like you can see some very clear productivity benefits. Mm-hmm. If you had a company culture of making sure you know your information was captured, digitized, put in a format that was agent ready and then made available to agents to work with, and then you just, again, have this reality of like add a 10,000 person [00:45:00] company.Mapping that to the, you know, access structure of the company is just a hard problem. Is like, is like, yeah, well, you just, not every piece of information that's digitized can be shared to everybody. And so now you have to organize that in a way that actually works. There was a pretty good piece, um, this, this, uh, this piece called your company as a file is a file system.I, did you see that one?swyx: Nope.Aaron Levie: Uh, yes. You saw it. Yeah. And, and, uh, I actually be curious your thoughts on it. Um, like, like an interesting kind of like, we, we agree with it because, because that's how we see the world and, uh,swyx: okay. We, we have it up on screen. Oh,Aaron Levie: okay. Yeah. But, but it's all about basically like, you know, we've already, we, we, we already organized in this kind of like, you know, permission structure way.Uh, and, and these are the kind of, you know, natural ways that, that agents can now work with data. So it's kind of like this, this, you know, kind of interesting metaphor, but I do think companies will have to start to think about how they start to digitize more, more of that data. What was your take?Jeff Huber: Yeah, I mean, like the company's probably like an acid compliant file system.Aaron Levie: Uh,Jeff Huber: yeah. Which I'm guessing boxes, right? So, yeah. Yes.swyx: Yeah. [00:46:00]Jeff Huber: Which you have a great piece on, but,swyx: uh, yeah. Well, uh, I, I, my, my, my direction is a little bit like, I wanna rewind a little bit to the graph word you said that there, that's a magic trigger word for us. I always ask what's your take on knowledge graphs?Yeah. Uh, ‘cause every, especially at every data database person, I just wanna see what they think. There's been knowledge graphs, hype cycles, and you've seen it all. So.Aaron Levie: Hmm. I actually am not the expert in knowledge graphs, so, so that you might need toswyx: research, you don't need to be an expert. Yeah. I think it's just like, well, how, how seriously do people take it?Yeah. Like, is is, is there a lot of potential in the, in the HOVI?Aaron Levie: Uh, well, can I, can I, uh, understand first if it's, um, is this a loaded question in the sense of are you super pro, super con, super anti medium? Iswyx: see pro, I see pros and cons. Okay. Uh, but I, I think your opinion should be independent of mine.Aaron Levie: Yeah. No, no, totally. Yeah. I just want to see what I'm stepping into.swyx: No, I know. It's a, and it's a huge trigger word for a lot of people out Yeah. In our audience. And they're, they're trying to figure out why is that? Because whyAaron Levie: is this such aswyx: hot item for them? Because a lot of people get graph religion.And they're like, everything's a graph. Of course you have to represent it as a graph. Well, [00:47:00] how do you solve your knowledge? Um, changing over time? Well, it's a graph.Aaron Levie: Yeah.swyx: And, and I think there, there's that line of work and then there's, there's a lot of people who are like, well, you don't need it. And both are right.Aaron Levie: Yeah. And what do the people who say you don't need it, what are theyswyx: arguing for Mark down files. Oh, sure, sure. Simplicity.Aaron Levie: Yeah.swyx: Versus it's, it's structure versus less structure. Right. That's, that's all what it is. I do.Aaron Levie: I think the tricky thing is, um, is, is again, when this gets met with real humans, they're just going to their computer.They're just working with some people on Slack or teams. They're just sharing some data through a collaborative file system and Google Docs or Box or whatever. I certainly like the vision of most, most knowledge graph, you know, kind of futuristic kind of ways of thinking about it. Uh, it's just like, you know, it's 2026.We haven't seen it yet. Kind of play out as as, I mean, I remember. Do you remember the, um, in like, actually I don't, I don't even know how old you guys are, but I'll for, for to show my age. I remember 17 years ago, everybody thought enterprises would just run on [00:48:00] Wikis. Yeah. And, uh, confluence and, and not even, I mean, confluence actually took off for engineering for sure.Like unquestionably. But like, this was like everything would be in the w. And I think based on our, uh, our, uh, general style of, of, of what we were building, like we were just like, I don't know, people just like wanna workspace. They're gonna collaborate with other people.swyx: Exactly. Yeah. So you were, you were anti-knowledge graph.Aaron Levie: Not anti, not anti. Soswyx: not nonAaron Levie: I'm not, I'm not anti. ‘cause I think, I think your search system, I just think these are two systems that probably, but like, I'm, I'm not in any religious war. I don't want to be in anybody's YouTube comments on this. There's not a fight for me.swyx: We, we love YouTube comments. We're, we're, we're get into comments.Aaron Levie: Okay. Uh, but like, but I, I, it's mostly just a virtue of what we built. Yeah. And we just continued down that path. Yeah.swyx: Yeah.Aaron Levie: And, um, and that, that was what we pursued. But I'm not, this is not a, you know, kind of, this is not a, uh, it'sswyx: not existential for you. Great.Aaron Levie: We're happy to plug into somebody else's graph.We're happy to feed data into it. We're happy for [00:49:00] agents to, to talk to multiple systems. Not, not our fight.swyx: Yeah.Aaron Levie: But I need your answer. Yeah. Graphs or nerd Snipes is very effective nerd.swyx: See this is, this is one, one opinion and then I've,Jeff Huber: and I think that the actual graph structure is emergent in the mind of the agent.Ah, in the same way it is in the mind of the human. And that's a more powerful graph ‘cause it actually involved over time.swyx: So don't tell me how to graph. I'll, I'll figure it out myself. Exactly. Okay. All right. AndJeff Huber: what's yours?swyx: I like the, the Wiki approach. Uh, my, I'm actually

Today's Headlines: The first 2026 primaries are done. In North Carolina, Democrat Roy Cooper and Republican Michael Whatley advanced to face off for retiring Sen. Thom Tillis' seat. In Arkansas, Sen. Tom Cotton cruised to renomination, while Democrat Hallie Shoffner won with 77%. Texas was a little more dramatic. After historic turnout, a Dallas judge extended voting hours over polling confusion. Attorney General Ken Paxton — who's on the ballot — asked the Texas Supreme Court to block it, and the court agreed. Paxton now heads to a GOP runoff with Sen. John Cornyn after neither hit 50%. Abroad, the Iran war intensified after drones struck the U.S. Embassy in Riyadh. President Donald Trump said Iran's air defenses were “knocked out” and promised “big-scale” strikes. Sen. Richard Blumenthal warned of possible “boots on the ground.” Secretary of State Marco Rubio suggested U.S. strikes were preemptive ahead of Israeli action — then tried to walk that back. Israel also hit a meeting of Iran's Council of Experts during its Supreme Leader selection. Stateside, reports say some commanders framed the war to troops as “God's divine plan.” FBI Director Kash Patel fired counterintelligence officials who had worked Trump-related cases, including Iran matters, and now faces whistleblower claims over handling of an ICE shooting investigation. DHS Secretary Kristi Noem endured a bruising hearing, with Sen. Tillis suggesting she resign. House Oversight is expanding its Epstein probe to include Commerce Secretary Howard Lutnick and former Goldman Sachs counsel Kathy Ruemmler. Meanwhile, French President Emmanuel Macron announced plans to expand France's nuclear arsenal, and Melania Trump chaired a UN Security Council meeting during the U.S. presidency rotation. Resources/Articles mentioned in this episode: AP News: Primary election live updates: Texas GOP Senate headed to a runoff Axios: Iran targets U.S. allies, hits American Embassy in Riyadh The Guardian: Rubio tries to backtrack after Israel comments later contradicted by Trump trigger criticism – as it happened | US news Axios: Israel bombs council choosing Iran's next supreme leader, official says Substack: U.S. Troops Were Told Iran War Is for “Armageddon,” Return of Jesus NYT: Macron Expands French Nuclear Arsenal and Vows Protection for Neighbors CNN: Kash Patel gutted FBI counterintelligence team tasked with tracking Iranian threats days before US strikes, sources say The Daily Beast: Sinister Reason Keystone Kash Halted ICE Killing Probe Revealed NYT: Noem Defends Describing Minneapolis Protesters' Actions as Domestic Terrorism Politico: Canceled contracts, a failed polygraph and personal disputes: Inside the turbulent tenure of Noem's former cyber czar NYT: Lutnick Agrees to Testify in House Epstein Investigation BBC: Melania Trump chairs UN Security Council meeting on children in conflict amid Iran strikes Subscribe to the Betches News Room and join the Morning Announcements group chat. Go to: ⁠⁠⁠betchesnews.substack.com Morning Announcements is produced by Sami Sage and edited by Grace Hernandez-Johnson Learn more about your ad choices. Visit megaphone.fm/adchoices

Dan Nathan interviews veteran tech investor Dan Benton about how tech investing has changed since Benton's 1991 “20 rules” at Goldman Sachs and why he's releasing new “2026 rules,” alongside launching a Substack. Benton contrasts a pre-internet, sell-side, information-advantage era with today's commoditized data, retail tools, and faster markets, arguing investors now differentiate by identifying secular themes and sticking with them. He emphasizes tech as “the market,” the need to respect the Fed, and that momentum in tech is driven by multi-year estimate trajectories, revenue acceleration, and operating leverage, with valuation often secondary until growth decelerates. They discuss stock-based compensation distorting earnings quality, rotations within AI beneficiaries, crowding and risk-off selloffs, and uncertainties around hyperscaler CapEx and OpenAI's private-market marks. The conversation covers SaaS disruption risk, Tesla and SpaceX “selling the future,” China's advantages, and why markets are faster but not smarter. Links Rules For Tech Investing (1999 Edition) Follow Dan's SubStack: substack.com/@danbenton —FOLLOW USYouTube: @RiskReversalMediaInstagram: @riskreversalmediaTwitter: @RiskReversalLinkedIn: RiskReversal Media

What does it take to lead one of the world's most powerful banks when the global financial system is on the brink of collapse? As CEO for Goldman Sachs from 2006 to 2018, Lloyd Blankfein was at the helm as the global financial system teetered on collapse. He successfully steered the company through the most devastating financial crisis of our age, and stabilised its ascent for the following decade. His story is one of decisive global leadership at the top of one of the most competitive and successful corporations in the world.  In this episode he speaks to Lionel Barber about his journey from the public housing projects of Brooklyn to the highest level of global finance. Drawing on his new memoir, Streetwise: Getting to and Through Goldman Sachs, Blankfein revisits the decisions that defined an era, and what his long tenure taught him about leadership, human nature, financial capitalism.  Lionel Barber is a journalist and the former Editor of the Financial Times, and author of The Gambling Man. This episode is created in partnership with Guinness Global Investors, an independent British fund manager that helps both individuals and institutions harness the future drivers of growth to achieve their investment goals. To find out more, head to guinnessgi.com If you'd like to become a Member and get access to all our full conversations, plus all of our Members-only content, just visit intelligencesquared.com/membership to find out more. For £4.99 per month you'll also receive: - Full-length and ad-free Intelligence Squared episodes, wherever you get your podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series - 15% discount on livestreams and in-person tickets for all Intelligence Squared events  ...  Or Subscribe on Apple for £4.99: - Full-length and ad-free Intelligence Squared podcasts - Bonus Intelligence Squared podcasts, curated feeds and members exclusive series … Already a subscriber? Thank you for supporting our mission to foster honest debate and compelling conversations! Visit intelligencesquared.com to explore all your benefits including ad-free podcasts, exclusive bonus content and early access. … Subscribe to our newsletter here to hear about our latest events, discounts and much more. https://www.intelligencesquared.com/newsletter-signup/ Learn more about your ad choices. Visit podcastchoices.com/adchoices Learn more about your ad choices. Visit podcastchoices.com/adchoices

The conflict in Iran has led to a significant spike in oil prices. What will determine the commodity's next move, and how much higher could oil prices rise? Jerome Dortmans, co-head of Global Oil and Products Trading in Goldman Sachs Global Banking & Markets, discusses with Chris Hussey on the Goldman Sachs trading floor. Recorded on March 3, 2026.  The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. © 2026 Goldman Sachs. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

Hiring is often reactive. You have an influx of work or attrition, and bam, you need someone now. This creates a lot of stress on you as a manager and business owner. How are you going to get that role filled and manage the work that needs to be done? The cost of putting the wrong candidate is tremendous. How patient are you in waiting to ensure you have the right candidate in the right seat?  Many interviewers resort to questions that don't really give you the information needed to hire. And, many are not trained to dig beyond the surface answers that candidates give. These are answers that are often practiced showing themselves in the best light.  There is a way to hire much more predictably. Learn more about role development and how to get beyond the surface answers in this podcast.  About Your Host Denise Cagan has been working with small businesses for 25 years. She has served on the boards of professional organizations and nonprofits. She holds a Bachelor of Science in Quality Systems Management from James Madison University and is a graduate of the Goldman Sachs 10,000 Small Business Program, which is a program for small businesses that links learning to action for growth-oriented entrepreneurs. Recognized as a facilitator, problem solver, and builder, Denise enjoys working with small business owners who want to create a solid foundation. Her past experience includes 10 years in manufacturing with various awards plus inclusion into Marquis Who's Who. Denise is the CEO of 3 companies: DCA Virtual Business Support, DCA Association Management, and Denise Cagan Business Consulting. In her downtime, she enjoys spending time with her granddaughter, cooking, and cuddling with her dogs. View and listen to Podcasts with Denise Cagan. Connect on LinkedIn

Don Kaufman warns traders that volatility remains really elevated and will set the stage for a rocky end to the week. When it comes to today's Big 3, he's a bear on all his example options trades. Don backs his trades in Goldman Sachs (GS), Walt Disney (DIS), and McDonald's (MCD) with market analysis, while Rick Ducat highlights key levels to watch in the stock charts. ======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

This Day in Legal History: Lincoln's Second InauguralOn March 4, 1865, Abraham Lincoln delivered his Second Inaugural Address as he began his second term as President of the United States. The speech came during the final weeks of the Civil War, when Union victory was increasingly likely but the country remained deeply divided. Instead of celebrating the nearing end of the war, Lincoln used the moment to reflect on the deeper causes of the conflict. He identified slavery as the central issue that had brought the nation into war, describing it as both a legal institution and a moral injustice embedded in American law for generations. Lincoln noted that both the North and South had participated in a system that allowed slavery to endure within the nation's constitutional framework.In one of the address's most striking passages, Lincoln suggested that the war itself might be understood as divine judgment for the nation's long tolerance of slavery. He observed that slavery had existed in the Americas for centuries and reflected on the possibility that the immense suffering of the war was a form of punishment for that history. Lincoln famously stated that if divine providence willed that the war continue “until every drop of blood drawn with the lash shall be paid by another drawn with the sword,” then such judgment might still be just. This reflection framed the war not simply as a political conflict but as a reckoning with a deeply rooted legal and moral wrong.Lincoln's remarks also pointed toward the constitutional transformation already underway through the pending Thirteenth Amendment to the United States Constitution. Congress had passed the amendment earlier in 1865, and it awaited ratification by the states. If adopted, it would permanently abolish slavery across the United States and fundamentally alter the constitutional order. Lincoln's speech emphasized that the war's conclusion would also mark a legal turning point, ending a constitutional system that had protected slavery. At the same time, he called for reconciliation in rebuilding the nation, urging the country to move forward “with malice toward none.” Only months later, the Civil War ended and the Thirteenth Amendment was ratified in December 1865, permanently outlawing slavery in the United States.The House Oversight Committee has asked several high-profile figures to testify about their connections to Jeffrey Epstein as part of a broader investigation into how the federal government handled the case. Those requested to appear include departing Goldman Sachs Chief Legal Officer Kathryn Ruemmler, Microsoft co-founder Bill Gates, and Apollo Global Management co-founder Leon Black.The request to Ruemmler comes shortly after she announced plans to step down from Goldman Sachs and after Justice Department records brought renewed attention to her past communications with Epstein. Emails show that she sought career advice from him while exploring a move from Latham & Watkins to Facebook in 2018 and referred to him in messages as “Uncle Jeffrey.” The correspondence also mentioned gifts she received from him. Reports previously revealed that the two had numerous meetings during the 2010s, years after Epstein had served a prison sentence related to prostitution offenses involving minors.The committee's inquiry focuses on whether Epstein and his associate Ghislaine Maxwell used relationships with influential individuals to gain protection or influence while operating their sex-trafficking scheme. Lawmakers are also examining the federal government's handling of the investigation and the circumstances surrounding Epstein's death in a Manhattan federal jail in 2019.Along with Ruemmler, Gates and Black received similar requests for testimony. Gates has indicated he is willing to cooperate and answer questions from the committee. Black, meanwhile, is also facing a proposed class action accusing Apollo and its leadership of misleading investors about their connections to Epstein, allegations the firm has publicly denied.Other individuals asked to appear include Epstein's former assistants, political adviser Doug Band, and Gateway co-founder Ted Waitt. The committee has already interviewed several prominent figures, including former President Bill Clinton and former Secretary of State Hillary Clinton, as it continues reviewing the scope of Epstein's network and the government's response to his crimes.Goldman's Departing CLO, Gates Asked To Testify On Epstein - Law360 UKThe Justice Department quickly reversed course in an ongoing legal fight over executive orders issued by President Donald Trump targeting several prominent law firms. Late Monday, government lawyers told a federal appeals court they planned to drop their appeal after multiple federal judges ruled the orders unconstitutional. But the next day the department asked the court for permission to withdraw that dismissal request and continue defending the orders.The executive orders targeted firms including Perkins Coie, WilmerHale, Susman Godfrey, and Jenner & Block. The measures sought to restrict the firms' security clearances, government contracts, and access to federal buildings, citing concerns about their clients and hiring practices. The firms challenged the orders in court, arguing they were unconstitutional retaliation against legal advocates.Federal judges consistently sided with the firms, with one ruling describing the order against Perkins Coie as an unprecedented attack on the legal system. After those rulings, the Justice Department initially appeared ready to abandon the appeal. Its sudden reversal, however, would allow the administration to continue fighting the cases before the U.S. Court of Appeals for the D.C. Circuit.The law firms criticized the shift, saying the government offered no explanation for changing its position so quickly. They reiterated their commitment to challenging what they view as an unconstitutional attempt to punish law firms for representing disfavored clients. Civil liberties advocates echoed that criticism, arguing the orders represent a misuse of presidential power.The litigation highlights a broader dispute over the limits of executive authority and the independence of the legal profession. As the appeals process continues, the courts will ultimately decide whether the executive orders can survive constitutional scrutiny.BREAKING: DOJ Nixes Plan To Drop Law Firm EO Appeals In About-Face - Law360In quick reversal, DOJ seeks to continue Trump's battle with law firmsA trial beginning in Chicago will examine claims that baby formula made by Abbott Laboratories caused premature infants to develop a serious and potentially deadly intestinal condition known as necrotizing enterocolitis (NEC). The case consolidates lawsuits from four families whose premature children were born in Chicago-area hospitals between 2012 and 2019 and later developed the disease. Although the infants survived, the lawsuits say several required surgery and continue to face long-term health complications.The case is part of a much larger wave of litigation against Abbott and Mead Johnson, the manufacturer of Enfamil. Nearly 1,000 lawsuits have been filed across the country alleging that the companies failed to warn doctors that cow's milk-based formulas used in hospitals may increase the risk of NEC in premature infants. Many of those cases are consolidated in federal court in Illinois, while others are pending in state courts.Abbott denies that its formulas cause the disease and maintains that the products are medically necessary when mothers cannot produce enough breast milk. The company and other researchers point to evidence suggesting that the higher risk of NEC is linked to the absence of breast milk rather than exposure to formula itself.Previous trials involving similar claims have produced mixed results. Some juries have awarded large verdicts to families, including multimillion-dollar judgments against both Abbott and Mead Johnson, though those decisions are currently under appeal. Other cases have resulted in defense wins or retrials, and several potential bellwether cases in federal court have been dismissed.The Chicago trial, which begins with jury selection, is expected to last several weeks and could influence how the remaining lawsuits move forward. With hundreds of similar claims still pending, the outcome may play an important role in shaping the broader litigation over infant formula and NEC.Abbott set to face trial over claims premature infant formula caused deadly disease | ReutersIn this week's column, I look at a new California proposal that attempts to sidestep the federal cap on state and local tax (SALT) deductions by reclassifying vehicle sales taxes as licensing fees. The idea is simple: if the charge is treated as a property-style fee instead of a sales tax, it could fall into a category that allows taxpayers to make greater use of their federal SALT deduction. Supporters frame the proposal as middle-class tax relief and a way to reduce the amount of federal revenue flowing out of California. But while the policy is clever, its practical benefits would be limited and uneven.The proposal follows a familiar strategy used since the 2017 tax law capped SALT deductions: when one type of tax becomes less deductible, lawmakers try to redesign the tax structure so the revenue flows through a category that remains deductible. California's approach focuses on vehicle purchases, where sales taxes are currently difficult to deduct for many residents. By redefining those charges as licensing fees, lawmakers hope taxpayers could claim them alongside property taxes under the federal deduction cap.In practice, though, most lower-income taxpayers wouldn't benefit at all. Many households take the standard deduction rather than itemizing, especially after recent tax reforms increased its size. For those taxpayers, changing the label on a vehicle tax doesn't meaningfully change their federal tax bill. Even for many itemizers, the savings would likely be small.The proposal mainly helps a narrow band of higher-earning taxpayers—people with substantial state and property taxes who are still just below the federal SALT cap. For them, a vehicle purchase could generate a deductible amount that meaningfully lowers their federal tax liability. But that advantage grows with the price of the car and the taxpayer's marginal tax rate, which means the largest benefits flow to relatively affluent households.If the goal is truly middle-class relief, a more direct approach would likely work better. For example, a refundable state tax credit tied to vehicle purchases could help working families without depending on federal deduction rules or itemization. Another long-term option would be shifting some of California's tax burden from individuals to businesses, since certain business-level taxes remain deductible federally.California's proposal shows the creativity that the SALT deduction cap has sparked among state policymakers. The real question, however, is whether clever tax reclassification is the right tool—or whether more straightforward policies aimed directly at middle-income taxpayers would produce fairer and more predictable results.California SALT Deduction Proposal Is More Clever Than Helpful This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.minimumcomp.com/subscribe

Click Here to Get All Podcast Show Notes!What does it take to succeed at the highest level? In this episode, Sharran shares the 10 lessons he learned while working at Goldman Sachs. These lessons shaped his approach to success, business, and life. Sharran breaks down the core principles that helped him excel in one of the most competitive environments in the world and helped him navigate the world of high-stakes finance. These principles, though learned at Goldman Sachs, apply to anyone looking to build a successful career and make a lasting impact. If you want to learn the key lessons that have shaped some of the wealthiest and most successful people in the world, this episode is packed with insights that will help you achieve your goals. “If you want to learn how to work hard, put yourself in an environment that forces it. When you choose to compete in a place where everyone is exceptional, where effort is the only advantage left, that's when you'll finally learn what you are truly capable of.”- Sharran SrivatsaaTimestamps:01:48 - How to make $100,000 out of thin air03:10 - Long-term greed and relationship-building05:17 - The power of responsiveness06:39 - Owning the bad news08:27 - The importance of hard work paranoia09:50 - Thinking in frameworks for better understanding11:41 - The power of brand recognition12:46 - Finding the right people to champion you15:20 - The power of a whole firm working as one17:10 - Setting and respecting the rules of engagementResources:- YouTube Video: Everything They Teach You at Goldman Sachs in 17 Minutes - https://youtu.be/luvQRkxM-pQ?si=AcqY4HWh6W1QDiEx- The Next Billion by Sharran Srivatsaa - https://sharransrivatsaa.substack.com/- Acquisition.com - https://www.acquisition.com/- Board Member: ARC Multifamily Real Estate Investing - https://arcmf.com/- Board Member: The Real Brokerage - https://www.joinreal.com/Connect with Sharran:- Facebook - https://www.facebook.com/likesharran- Instagram - https://www.instagram.com/sharransrivatsaa/- X - https://x.com/sharran- LinkedIn - http://www.linkedin.com/in/sharran- YouTube - https://www.youtube.com/channel/UCzpl_gT1bVB1iNZl9yQbWuA?sub_confirmation=1- Threads - https://www.threads.com/@sharransrivatsaa

The government is playing-down impact the Iran conflict could have on energy prices here, as global oil and gas prices surge in the wake of the attacks by the US and Israel. It's seen traffic grind to a halt through the Strait of Hormuz, a crucial shipping route connecting the Persian Gulf with open ocean. The price of brent crude oil has risen by around 9 percent since, while Goldman Sachs is forecasting liquefied natural will more than double in price if the disruption continues through March. A leading economist says Kiwi motorists will start to see significant price rises at the pump in the coming weeks. Giles Dexter reports.

Goldman Sachs Research's Daan Struyven, co-head of Global Commodities Research and Head of Oil Research, discusses how the strikes in Iran could affect the oil market, commodities, and energy prices. This episode was recorded on March 2nd, 2026. The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. © 2026 Goldman Sachs. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices

Carole Benaroya a quitté Goldman Sachs pour créer une marque de cachemire qui compte aujourd'hui plus de 50 boutiques, dont une à New York.13 années dans la finance avec une pression constante et une perte de confiance.Ce n'est pas une histoire romantique de reconversion improvisée. C'est une trajectoire stratégique mûrie pendant 4 ans en parallèle d'un métier qu'elle aimait profondément.Dans cet épisode, Carole raconte l'échec qui l'a transformée, les gilets jaunes qui ont failli l'arrêter, l'explosion inattendue pendant le Covid, et les arbitrages parfois musclés d'une entreprise fondée avec son mari et sa meilleure amie.On parle de contrôle du capital, de retail à l'ère du digital, d'impatience en négociation, et de ce que signifie vraiment entreprendre en couple depuis 25 ans. Une conversation dense, stratégique mais profondément humaine.Bonne écoute ✨Chapitrage 00:00 – De Goldman Sachs au cachemire : le grand virage04:00 – Burn-out et perte de confiance en soi07:20 – Créer une marque à trois (avec son mari et sa meilleure amie)12:45 – Le positionnement : “le cachemire cool”26:24 – 8 ans avant le vrai décollage32:44 – Ouvrir une boutique à New York46:04 – Les gilets jaunes : la période la plus difficile49:09 – Le crible du Podcast1:01:07 – Le livre qui a changé sa visionNotes et références de l'épisode ✨ Pour retrouver Carole Benaroya : Sur InstagramSur Linkedin✨ Pour retrouver la marque Kujten : Sur leur siteSur InstagramSur Facebook✨ Pour retrouver les livres recommandés par Carole Benaroya : L'Alchimiste de Paulo CoelhoLe Petit Prince de Antoine de Saint-Exupéry#Entrepreneuriat#ReconversionProfessionnelle#BusinessAuFéminin#Retail#Ecommerce#DeveloppementInternational#EntreprendreEnCouple#LeadershipFéminin#BurnOut#ModeEntrepreneuriale#CreationDeMarque#StrategieBusiness#PodcastBusiness#PaulineLaigneauVous pouvez consulter notre politique de confidentialité sur https://art19.com/privacy ainsi que la notice de confidentialité de la Californie sur https://art19.com/privacy#do-not-sell-my-info.

As markets grapple with the U.S. and Israel joint attack on Iran, Diane King Hall turns to stock movers kicking off the new trading week. CrowdStrike's (CWRD) upgrade from Piper Sandler signals what the firm calls a "best in class" cybersecurity platform that didn't deserve a part in the software sell-off. Diane points to a Novo Nordisk (NVO) downgrade from Goldman Sachs and Berkshire Hathaway's (BRK/B) earnings hitting those stocks. ======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Starting off in FOLLOW UP, we've got a tax economist who actually made money betting against the "efficiency" of Elon's budget-slashing fever dreams, while Tesla is busy trying to dodge a $243 million jury verdict for an Autopilot-assisted fatality. Not content with being legally liable, Tesla is also suing the California DMV because they're offended someone called their "Autopilot" and "Full Self-Driving" marketing deceptive—ironic, since Jack Dorsey just "proactively" halved the staff at Block to make room for more AI slop. Speaking of which, Goldman Sachs is here to remind us that all this AI spending added a grand total of zero to the US GDP last year, mostly because we're just exporting all that cash to overseas chip makers while 80% of execs admit the tech hasn't actually done anything for productivity yet.Moving into IN THE NEWS, Sam Altman had the audacity to compare ChatGPT's energy-sucking habits to the 20-year evolution of a human, though the internet wasn't exactly buying the "my bot is just like a baby" defense. Anthropic actually stood its ground against the Pentagon's demand for killer robots and mass surveillance, so naturally, the military just signed a deal to put Elon's Grok in their classified systems instead—because what could go wrong with an "edgy" LLM in the war room? Meanwhile, cities are dumping AI surveillance contracts as citizens start a literal "smash-the-snitch-box" campaign against Flock's license plate readers, Google's AI is busy inserting racial slurs into news alerts, and the White House is apparently harboring a staffer moonlighting as a racist "masterpiece" creator on X. We've also got Reddit being slapped with a $20 million fine in the UK for being lazy with age checks, while Discord and Apple scramble to build verification tools that hopefully won't leak your entire identity to a hacker in Belarus.In MEDIA CANDY, the Paramount-Skydance merger is leaving the industry in a cold sweat of "synergy" layoffs, but at least we're getting more Game of Thrones spinoffs and Star Trek reboots to rot our brains. Face/Off 2 lost its director, Ryan Coogler is taking on The X-Files, and Google wants to use AI to turn music into generic "lo-fi" background noise for the masses.Over in APPS & DOODADS, OpenAI is planning a 2027 smart speaker that literally watches you through a camera—because you definitely wanted a $300 Sam Altman-shaped eye in your kitchen—while the Dark Sky creators are back with "Acme Weather" for the low price of $25 a year.We wrap up THE DARK SIDE WITH DAVE with a deep dive into "Under Pressure" and Coruscant's urban sprawl, leaving us to reminisce about the days when KPT Bryce was the pinnacle of tech—back when "generative art" was just a fractal that took six hours to render.Sponsors:DeleteMe - Get 20% off your DeleteMe plan when you go to JoinDeleteMe.com/GOG and use promo code GOG at checkout.SquareSpace - go to squarespace.com/GRUMPY for a free trial. And when you're ready to launch, use code GRUMPY to save 10% off your first purchase of a website or domain.Private Internet Access - Go to GOG.Show/vpn and sign up today. For a limited time only, you can get OUR favorite VPN for as little as $2.03 a month.SetApp - With a single monthly subscription you get 240+ apps for your Mac. Go to SetApp and get started today!!!1Password - Get a great deal on the only password manager recommended by Grumpy Old Geeks! gog.show/1passwordShow notes at https://gog.show/735Watch on YouTube: https://youtu.be/jdz--v3eeU4FOLLOW UPGuy Bets Entire Life Savings Against Elon Musk, WinsTesla sues California DMV after it banned the term 'Autopilot'Jack Dorsey just halved the size of Block's employee base — and he says your company is nextIN THE NEWSSam Altman: Know What Else Used a Lot of Energy? Human CivilizationStatement from Dario Amodei on our discussions with the Department of WarAnthropic Tells Pete Hegseth to Take a HikeCities Are Shredding Their AI Surveillance Contracts en MasseKalshi Suspended a California Politician and a YouTuber for Insider TradingDiscord delays age verification to address user concernsApple introduces age verification for apps in Utah, Louisiana and AustraliaMEDIA CANDYAs Paramount Skydance wins the battle for Warner Bros. as Netflix ends its bid, here's the mood inside all three companies.A Knight of the Seven KingdomsStar Trek: Starfleet AcademyThe Night Agent Season 3'Face/Off 2' Director Adam Wingard is Now/GoneRyan Coogler's X-Files reboot gets the green light at HuluMortal Kombat II | Official Trailer IIGoogle's AI Slop Machine Is Coming for Your MusicDropping Names... and other things with Jonathan Frakes and Brent SpinerOnce We Were SpacemenAPPS & DOODADSOpenAI will reportedly release an AI-powered smart speaker in 2027Instagram Will Notify Parents When Teens Use Search Terms Related to SuicideThe creators of Dark Sky have a new weather appThis App Warns You if Someone Is Wearing Smart Glasses NearbyTHE DARK SIDE WITH DAVEDave BittnerThe CyberWireHacking HumansCaveatControl LoopOnly Malware in the BuildingStrong Songs - S08E02 - "Under Pressure" by Queen and David BowieThe Problem with Coruscant (Planet Cities Explained)Reminds me of KPT Fractal ExplorerKPT Bryce 1.0 with John Dvorak and Kai KrauseSingle-Biome PlanetKPT Shapes by Dave BittnerBald Mr Clean mascot "retired"My childhood disappointment with scrubbing bubbles.CLOSING SHOUT-OUTSActor Robert Carradine Dies At Age 71See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Plus: Private credit concerns send Goldman Sachs stocks down. And Dell shares jump after a huge increase in its quarterly sales. Katherine Sullivan hosts. Sign up for the WSJ's free What's News newsletter. An artificial-intelligence tool assisted in the making of this episode by creating summaries that were based on Wall Street Journal reporting and reviewed and adapted by an editor. Learn more about your ad choices. Visit megaphone.fm/adchoices

Building a successful sales career isn't just about hitting quotas—it's about intentional career planning, fostering creativity, and creating environments where talent can flourish. Too many organizations focus solely on product training while neglecting the human element that drives revenue growth. In this conversation with Edward Allen, Chief Revenue Officer at Measurabl, we explore how strategic career development and creative thinking can transform both individual trajectories and organizational performance. Edward shares insights from his 30-year journey through financial services and technology, revealing how simple yet structured approaches to talent development can reduce attrition and accelerate growth.          The Power of Structured Career Conversations Edward discusses his quarterly career development framework—a departure from traditional annual reviews that often come too late. These conversations focus on understanding what employees truly want to do, what they don't enjoy, and exploring possibilities they may not even know exist within the organization. Creating Roles That Don't Exist One of the most compelling aspects of our discussion centers on encouraging team members to pitch entirely new roles. Edward shares his own experience of giving up a $400 million book of business to create a new position that ultimately quadrupled revenue for underperforming divisions. Revenue Hackathons and Cross-Functional Innovation We explore how bringing together diverse perspectives—from finance to legal to frontline sales reps—can solve complex business challenges in unexpected ways. Edward explains how cognitive diversity becomes an accelerant for innovation when you create the right forum for ideas to emerge. Here's what you can expect to gain from this episode: ·        A framework for conducting meaningful quarterly career development conversations that reduce surprise departures ·        Strategies for identifying and developing hidden internal talent through cross-functional moves ·        Methods for ensuring junior team members' voices are heard and valued in revenue planning ·        The importance of portable skills training that benefits both current performance and future career growth ·        How to structure feedback systems that encourage innovation from the bottom up Edward's approach challenges conventional hierarchical thinking and demonstrates how investing in people development directly correlates to revenue outcomes. Whether you're managing a small team or leading a large organization, these principles can help you build a culture where creativity thrives and careers flourish. Key Moments of This Episode 00:00:52 - Introduction to Edward Allen and Measurabl Mario introduces Edward Allen, Chief Revenue Officer of Measurabl, a sustainability data and technology company. Edward shares his 30-year career journey from Goldman Sachs to leading revenue teams, highlighting his transition from financial services to fintech and his current role at Measurabl. 00:04:23 - From Acting Dreams to Sales Success Edward reveals his unexpected career path, sharing how he initially pursued acting at the American Academy of Dramatic Arts before pivoting to Goldman Sachs. This personal story demonstrates the importance of taking risks and finding your true calling in professional development. 00:06:48 - Building Structured Career Development Systems Edward discusses implementing quarterly career development conversations with direct reports, moving beyond traditional annual reviews. He emphasizes asking "how do you like your job?" and creating formal processes to understand employee aspirations and reduce regrettable attrition. 00:14:00 - Investing in Portable Skills Training The conversation shifts to training philosophy, with Edward advocating for soft skills development over product training. He shares examples of negotiation training, social psychology, and certification programs that employees can take anywhere, creating value for both current and future roles. 00:20:35 - Creating Accountability for Career Development Edward explains how to systematize career development through metrics and KPIs, including personal development goals, manager scorecards, and tracking regrettable attrition. He emphasizes making career growth visible and celebrated within the organization to drive engagement and retention. 00:32:22 - Unlocking Hidden Internal Talent Discussion focuses on cross-functional moves and international opportunities. Edward advocates for 60-day internal job postings before external searches, sharing examples of unexpected internal candidates who became successful in new roles across different geographies and functions. 00:35:58 - Running Revenue Hackathons for Innovation Edward explains the concept of revenue hackathons, bringing together diverse teams including finance, legal, and sales operations to solve business challenges. He shares a success story of creating email-based contracting for Fortune 100 clients through collaborative innovation. 00:39:25 - Amplifying Junior Voices in Sales Culture The discussion covers strategies for ensuring junior employees' ideas are heard, including reverse-order meetings (starting with junior staff), documenting all feedback, and providing follow-up on suggestions. Edward emphasizes the importance of recognition and creating safe spaces for innovation. 00:54:23 - Contact Information and Closing Edward provides his contact details, and the hosts wrap up with his favorite movie recommendation. The episode concludes with information about the Modern Selling podcast and promotional content for productivity tools. About Edward Allen Edward Allen is the Chief Revenue Officer and member of the Executive Committee at Measurabl. Measurabl is the world's most widely adopted sustainability data and analytics platform, empowering over 1,000 customers across 93 countries to achieve great levels of profitability.  The company serves the needs of investment managers, asset owners, real estate operators and banks and insurance companies. Prior to Measurabl, Edward worked for 20 years at MSCI where he led strategy and grew top line revenue across a multitude of data and analytic businesses.  He started his career in financial services at Goldman Sachs in the Institutional Advisory Services group. Edward received his Bachelor's Degree in Political Science from Boston University, his Master's in Business Administration from HEC School of Management in Paris, also spending time studying at London Business School. Follow Us On: ·        LinkedIn ·        Twitter ·        YouTube Channel ·        Instagram ·        Facebook Learn More About FlyMSG Features Like: ·        LinkedIn Auto Comment Generator ·        AI Social Media Post Generator ·        Auto Text Expander ·        AI Grammar Checker ·        AI Sales Roleplay and Coaching ·        Paragraph Rewrite with AI ·        Sales Prospecting Training for Individuals ·        FlyMSG Enterprise Sales Prospecting Training Program Install FlyMSG for Free: ·        As a Chrome Extension ·        As an Edge Extension  

Goldman Sachs Research's Bruce Kirk discusses the implications of Japan's recent snap election and the implications for the equity market and foreign investors.  Date of recording: February 19, 2026.  The opinions and views expressed herein are as of the date of publication, subject to change without notice, and may not necessarily reflect the institutional views of Goldman Sachs or its affiliates. The material provided is intended for informational purposes only, and does not constitute investment advice, a recommendation from any Goldman Sachs entity to take any particular action, or an offer or solicitation to purchase or sell any securities or financial products. This material may contain forward-looking statements. Past performance is not indicative of future results. Neither Goldman Sachs nor any of its affiliates make any representations or warranties, express or implied, as to the accuracy or completeness of the statements or information contained herein and disclaim any liability whatsoever for reliance on such information for any purpose. Each name of a third-party organization mentioned is the property of the company to which it relates, is used here strictly for informational and identification purposes only and is not used to imply any ownership or license rights between any such company and Goldman Sachs. A transcript is provided for convenience and may differ from the original video or audio content. Goldman Sachs is not responsible for any errors in the transcript. This material should not be copied, distributed, published, or reproduced in whole or in part or disclosed by any recipient to any other person without the express written consent of Goldman Sachs. Disclosures applicable to research with respect to issuers, if any, mentioned herein are available through your Goldman Sachs representative or at http://www.gs.com/research/hedge.html Goldman Sachs does not endorse any candidate or any political party. © 2026 Goldman Sachs. All rights reserved. Learn more about your ad choices. Visit megaphone.fm/adchoices