♪ alisa: i am alisa parenti in washington and you are watching bloomberg technology. at the white house today, flanked by industry workers, president trump officially imposed stiff tariffs on imported steel and aluminum a while excluding canada and mexico. he left the window open for exemptions for other countries on the basis of national security. duty on will levy a 25% steel and a 10% one on aluminum. the top democrat on the house intelligence committee said a subpoena for further questioning has been requested for corey lewandowski. he refused to answer questions from robert mueller for the second time.

florida gov. rick scott is debating whether to sign a gun-control bill delivered by the florida legislature to his office today. scott has 15 days to either sign, veto it, or let it become law without his signature. it would raise the minimum wage to buy rifles from 18 to 21, and create a waiting period. pentagon has approved danger pay for troops serving in nigeria and cameroon. this comes after four soldiers were killed in an ambush in nice year -- niger. global news 24 hours a day, powered by more than 2700 journalists and analysts in more than 120 countries. i am alisa parenti. this is bloomberg. ♪

emily: i'm emily chang and this is "bloomberg technology." coming up, president trump signs stiff tariffs on imported steel and aluminum. elon musk weighs in. what it means for tech, next. plus, on this international women's day, we hear an incredible cast of female tech leaders. catch our conversations. and disney shareholders vote down the media giants executive pay plan. we will have the latest from the company's annual meeting. first, president trump is following through on his pledge to impose stiff tariffs on imported steel and aluminum well -- while excluding canada and mexico and leaving the door open to sparing other countries for the basis of national security. these tariffs are far-reaching around the globe and tech may be among the first to suffer. tesla ceo elon musk has jumped into the fray with lobbying, tweeting to trump "do you think , u.s. and china should have

equal and fair rules for cars? i am against import duties in general, but the current rules make things difficult." i want to bring in caroline hyde in london and shira here. president trump has yet to respond, but i have twitter open and i am watching. what do you make of musk's tactic in raising the issues around cars in particular? shira: i think what you are seeing from elon musk's tweets is frustration on his part, it has little to do with the tariffs and more to do with the fact he is trying to build a factory in china to build tesla cars. and makes those cars prohibitively expensive in china. he has not been able to reach the deal he wants with the chinese government. you are seeing anger boiling to the surface in the form of tweets. emily: speaking about tech more

isadly, caroline, the e.u. retaliating. what u.s. goods could be affected? caroline: this is fascinating, and it seems to be almost slightly hilarious choice of goods coming from the united states, because they are stereotypical u.s. goods. what we are hearing from the e.u. in order to fight back, we might put our own tariffs on bourbon whiskey, watch out mitch mcconnell, that comes from your home state of kentucky. what about the likes of a harley davidson motorbike? watch out paul ryan, that comes from wisconsin. another stereotypical u.s. brand. hometown sanour francisco made levi strauss, , they could put 25% tariffs on them as well. productsno real tech in those companies named by that you --e.u.

it is important, there are ing,000 jobs in the e.u. rid on that sector. if you dig into the bloomberg terminal, you can see how big the size of trade is between the u.s. and the rest of the world. there are big numbers. we are talking just 3 billion euros worth. emily: let's talk about tech products and tech companies more broadly that will be affected. ,apple seems to be potentially at the top of the list. iphones and ipads are manufactured in china. what kind of an impact is apple potentially bracing for? shira: it's a little bit hard to know at this point, the big

issue is, is this going to be the beginning of a broader trade war where we will see other countries outside the u.s. impose all kinds of new import duties on american-made goods, and likewise, is the u.s. going to impose broader than just steel and aluminum, more import duties on foreign goods coming into the u.s.? apple as you said is in a weird bucket where it is an american company, but it makes most of its hardware products in factories in china, owned by a foxconn withpany, , components that literally come from all over the world, principally in asia, but not exclusively. it is hard to know whether apple counts as an american company or not. emily: and then apple could potentially get hurt on the other side, caroline, given that 25% of its revenue is from europe. talk to us about the complicated dynamics facing u.s. tech companies, if indeed the

president does impose tariffs impacting technology more broadly. caroline: if we got a broader tit-for-tat battle going on, it could hit u.s. tech companies selling products into the e.u. as you mentioned, apple gets 25% of its revenue from europe. we have hewlett-packard, it gets about 1/3 of its revenue coming from the e.u. fitbit gets about 25%. big u.s. players could be hurt if we see tariffs placed on them by the e.u. trump puts donald tariffs on european tech company, remember, we are a bit of an exporter ourselves to you guys. we have a chip maker, they get about 13% of the revenue from the united states. siemens, the german juggernaut, engineering company, technology

company, they get 30% of their revenue from the united states. this could get really messy overall, if you start embroiling tech products, and even if we going to services, that would be a whole host of issues. the numbers are big. 85 billion euros is how much the e.u. imports in terms of products high-tech products from , the u.s.. but equally, it is about a similar amount, about 80 billion euros is imported by the u.s. from the e.u. this could get really messy if we broaden it out to tech. emily: all right, caroline and shira. i am watching president trump's twitter page to see if he responds to elon musk. a stock we are watching, snap fell more than 1% in trading on the announcement it cut more than 120 engineering jobs. the round of job cuts is the biggest cut to date, after a turbulent year that included rethinking its business and exiting top execs and a criticized redesign of the app.

snap said they are seeking to chat app andnap their culture appeared coming -- their culture. coming up, how twitter exceeded its goals to hire more women in 2017 and has set a higher goal for the next couple of years. if you like bloomberg news listen to us on the radio. , this is bloomberg. ♪

emily: today is march 8, which means we are celebrating international women's day, a day week embrace women throughout history and around the globe. i think every day should be international women's day. but it is officially today. while silicon valley takes pride in progressive views on many cultural issues when it comes to

diversity, progress in tech has been slow. we are sitting here with two women who have made a huge impact on the tech sector and have much to say on how we can improve it. patty mccord is an author and spent 14 years at netflix, as chief talent officer. we also have the coo of another company and executive of google. thank you for being here. women, as i mentioned, are vastly underrepresented in tech. twitter set a new goal to have women accounting for 43% of its workforce by 2019. it is still not 50%. let's talk about how more companies get there. i know there are a lot of things at play. what is the number one thing companies need to do? patty: they need to own it and not have it be an hr issue. i talked to an engineering friend of mine. he said you should be proud of me we have three women on your

, executive team. i said, how many people on the executive team? 12. i said, you have a phd in math, what does equal mean to you? i am thinking 50%, which is not three. part of it is to look for rity, because that is what we want. it is hard work. bringing people into the field is everybody's job, not the recruiter, the job of great management is to build amazing teams that get great work done on time. so go find amazing people. emily: you have seen this from from an entrepreneur's google from an entrepreneur's, perspective, trying to raise money. what is wrong? it's not that it is not getting better, if that it has been so bad for such a long time and in some places it has gotten worse. minnie: i think if we focus on recruiting, we are missing the core of the issue, how do decisions get made in these companies? how does sand hill road make

decisions? you come to the table for an hour to argue for your ideas and have to pitch with confidence and that is how we decide resources are allocated, that might not be creative inclusive culture. -- creating the inclusive culture we want. i think it is more than recruiting, it is building the culture that attracts people and have people want to stay. emily: do you think this needs to come from the ceo, that the ceo needs to make this an explicit priority? obviously everybody needs to work on it, but it cannot be just happening or -- patty: i want to avoid extremes. it is everybody in the middle. in the case of google, that is 200,000 people. it should come from everybody certainly everybody in , management. the more that people can see managers engaged in promoting women from within, making sure the pipeline has women

represented in it, being aware of these issues, talking about it. i think i'd told you earlier about someone who called me and said, this silicon valley thing, they must be worried all of their employees have gone rogue and go to the internet to complain. i said, you mean like use social media like we all do? the reason why people go rogue, they don't have anybody they feel like is listening to them. to me, there are two important pieces. the first is yes, talking about parity, 50-50. the second one is listening to people's real stories. that builds trust. then people feel like they are in it together. it is not the ceos job or the hr person's job, it is all of us. emily: i am curious about google in particular. i wrote a whole book about this issue and there is a chapter on google and how the founders really cared about this and focused on hiring women and then dropped the ball, and the numbers at google are now average. at the same time, they are facing lawsuits from both sides,

from women who say they are not getting paid enough and men, , white men who say they are being discriminated against. what is happening here? minnie: i think there is some of what i was talking about before. it is a hard situation. you cannot win on both sides of that. but i do think that, this is what i was talking about, google product strategy is where you would pitch your ideas. we need to understand how to get everyone's voices included so that we are listening when someone is not speaking up, voicing their ideas, we are creating a structure. i think google has done the low hanging fruit, we have nursing rooms and generous leave policies, but i think we need to take it to the next level of how we actually are making decisions. emily: patty, you are nodding. patty: i am thinking about a story i wanted tell you.

you gave me your book, "br otopia." you gave me your book and as we walked out the door, you said to me, don't you think it is terrible that apple has this glorious campus but does not have day care? my brain kicked into reptile gear and i said, that is difficult to do, liability issues, it is too hard. i don't know where this voice comes from, but apparently it is still there. the next day i go to texas, and the head of hr at patagonia is there, and he said today, we hired as an intern someone that we met at eight weeks old in a day care center. at patagonia. for decades. scales fell from my eyes and i thought, for god's sake, we can hire a bartender and put them on payroll -- emily: and allow people to bring their dogs to work. patty: but we can't figure out how to help families be productive at work? so a lot of this is important we talk about how an inclusive workforce makes us all feel better, it makes us all feel

included. i am not that the, partly because we have been screaming for decades and nobody ever did front page headlines. there is plenty to worry about, other than the fact we are discriminating against white men at work, i think that case will be hard to make. emily: we have a minute left, i know we could talk about this for hours, but this gets to the idea of retention. i know you hate that word. how do we create cultures that -- it is not just about hiring, keeping women once they are there. and making sure they are progressing. minnie: one thing we have to do is celebrate. it's great to be a female in silicon valley and have a degree in computer science. there are issues, we heard about harassment and discrimination, also being a degree in computer science, i get asked to be in advisor for companies speaking , engagements, i get to be on

board. it does allow you to interact with engineers and have a seat at the table. i think we need to keep encouraging women and celebrate their success. patty: me too. i don't think it is about retention but progression. it is about making sure people get opportunities and we are celebrating the people in front of us everyday. it's not about always reaching to the outside to find the next great candidate, it's looking inside and making sure we are all getting the same opportunities, we are all being listened to and we celebrate the great progress we can make. emily: i am so happy that you guys were here to celebrate with us today. patty mccourt, author and former netflix executive, and minnie. coming up, we go behind the scenes at the world's most valuable startup. taking steps to positively change uber's culture after a challenging 2017. this is bloomberg. ♪

emily: as we continue to celebrate international women's day and women's huge contributions to business around the world, we also spoke with making joyce, uber's regional manager for the u.s. and canada. we started talking about uber's business and changing culture and her role in it. take a listen. megan: i have been extraordinarily lucky and had a remarkable experience at uber. since the day i came on board, i have been working for an incredible woman leading our east coast organization. we had 50-50 men and women, it was really supportive of people of different backgrounds and styles. it was a place where i felt like i could thrive and encourage those around me to thrive. to be honest, a place where i knew i could come into work every day and make decisions with integrity and fight for what i knew was right.

i think the disturbing thing that we have all realized over the past year is not everyone in our organization can say the same thing. it has been invigorating in a way to say that this is our mission going forward, and i have been deeply involved in ensuring that our culture and norms and business practices going forward are ones we can all be proud of. i think the exciting thing is we have teams in the company that have shown we can grow and scale in a way that we feel proud of, and now it is up to us to ensure that every single team across the company can say the same thing. i am really excited about the progress we have seen. emily: you were hired by travis kalanick and there has been a changeover. i'm curious how your work and mandate has changed under dara khosrowshahi and if you are seeing an actual change in the

culture at uber as a result of his leadership? meghan: there has been a distinct change in our company, in the mandate from the top and , in the direction we are going. even strategically. i think we have acknowledged that we need to articulate and hold our teams accountable to doing the right thing every time. even if it is something that is going to cost us a bit more, especially in the short term. emily: where is the balance of power between growth versus profitability? talk to us about where the pendulum is and what you have been told by dara about his priorities? meghan: we need both growth and profitability any company does. , especially if you are optimizing for the long-term. we need to ensure that we are continuing to invest in long-term growth and ensure that we are doing so in a sustainable way. i think the challenge of any business leader is to hold those two things in top of mind at the

same time and ensure that we are helping navigate the company through those trade-offs so we are consistently putting the long-term interest of the company first and ensuring we are setting ourselves up for long-term, sustainable success. emily: the competitive landscape has also changed and some data shows that lyft gained riders as uber was going through a cultural transition. what do you think you have on the competition, and are you concerned about the threat of lyft? meghan: i think riders and drivers always have a choice about whether to use uber or not, they can use another ridesharing platform or drive their own car or choose to walk or another alternative. at the end of today, what we find exciting is the opportunity for people to be able to leave

their keys at home or not buy a second car, or never buy a first car to begin with, and consider using options that are more sustainable for our cities at large. when we do that, we will need fewer land in our cities allocated to parking, less congestion on the streets, safer roads, because we don't have people getting behind the wheel drunk. and we will have great opportunities for drivers who need it. i think as we think about some of the lessons we have learned in the past 12 months, it is to ensure we are consistently delivering on the promise to riders and drivers so that we have a better option than anything else out there and they are consistently coming back, and have a high quality, safe and consistently affordable ride, and that is as a copilot they can rely on on the driver side. i think we are making strides in that direction and we won't stop until we are getting it right every time. emily: some of my conversation with uber's meghan joyce.

coming up, we set out -- we sit down with diane greene, ceo of google cloud. how she is fending off amazon and doubling down on innovation, next. this is bloomberg. ♪

>> it is 12:30 in hong kong. i have an update of the top stories. president trump is to meet with kim jong-un in what would be the first meeting between a north korean leader and a sitting u.s. president. south korea says the north will suspend nuclear missile tests, before the talks. president trump says he is made great progress. >> many signs they are considering a military strike against north korea in some political or miss it -- military sense, this is not what north korea wants. nobody wants to be shot at, and north korea is not an exception.

>> president trump also signed an order imposing tariffs on steel and aluminum imports, while exempting canada and mexico, and leaving the door open to exempting other nations. 11 asia-pacific nations signed an agreement, opposing protectionism. the pboc governor says china can be bolder with opening up by accelerating market access reforms. zhou xiaochuan also said an emphasis on quality growth can reduce reliance on a credit. he has been very fortunate to lead the central bank for 15 years. global news 24 hours a day, powered by more than 2700 journalists and analysts in more than 120 countries. this is bloomberg. markets haven how been trading in the asia-pacific today. here is juliette saly in singapore. >> what an interesting session for asian markets. we have seen stocks rise, the yen fall, and credit default

swaps, in this chart, g #btv 5 118. down a fourth session, as we hear this news president trump will meet kim jong-un by may. south korean market, a lot of momentum coming through. the kospi up by 1%. and across the pacific asia region, stock in hong kong well bid, up by 0.9%. thosemmodity markets, trade tariffs have been sold overnight. the asx 200 in australia up by 0.4%. 0.4%. market also closed as the seen the yen drop safe haven concerns start to ease. the yen up by 0.4%. the south korean won rising another 0.6%.

let's look at the impact on steel and aluminum contracts. steel is up by 3.9%. we are counting down to the reopen in hong kong in china at the top of the hour. this is bloomberg. ♪ emily: this is "bloomberg technology." i am emily chang. back to our coverage for international women's day. diane greene has been ceo of google cloud since 2015 and it is a big job. last year, alphabet's technical advisor said alphabet has invested some $30 billion on its cloud services. before google, she was ceo and founder of another company. -- of vmware. we asked how she made the jump from vmware to her current world leading google cloud. diane: i was in the background helping and as i got more and more involved and got to know what was available at google in

terms of the phenomenal ever structure and technology and engineers, and secondly, realizing what a big deal the cloud is. i knew it was a big deal, but it is profound when you think about this is a place where everybody in the world can share and the whole world is going digital and being connected to all of these mobile devices and centers, and you can, you know, kind of make this available to anybody to use, almost democratized technology. it was really exciting to me, the more into it i got. so google have been talking to me about doing it and i have been helping them find someone and then eventually i just said i would do it. emily: the cloud is hotly contested territory. amazon in the lead, then microsoft. which one are you more afraid of? diane: [laughter] i can't say i am afraid of

either of them, i do pay attention to them. last year, the cloud did about $45 billion in business, and you could argue it is about $1 trillion business, so there is headroom for everybody there. microsoft and amazon have different strengths, and so does google. what i feel like as we are highly differentiated in machine learning and data analytics, we are different in our security. if you want to keep your information secure, our suites and network, we are the people that discovered various things. we have these differentiations that are where all companies are going. that's why i cannot say i am afraid. we have a lot of work cut out for us and we are working extremely hard.

emily: you said last year you think google has a pretty good shot of being number one in five years. do you believe that still? diane: i think it is possible. those words were quoted a little out of context, but we are executing extraordinarily well. at the end of january, our earnings call said we past $1 billion per quarter in 2017 and that google cloud platform is the fastest-growing of the public clouds according to publicly available numbers, which puts us in triple digit growth. tremendous momentum. g suite, over 4 million paying customers. it is a possibility. it is more about we are benchmarking our own growth against ourselves and are pretty happy with it. emily: we always want more.

when will google give more details on how the cloud business is doing? diane: in good time. it is interesting to me that in january we finally gave some metrics and now it is the most asked question, when will we give real metrics? they were pretty real, but not the sort of company reporting metrics i'm sure you're looking for. emily: do you think blockchain will change cloud computing? if so, how? diane: blockchain gives you a distributive the mechanism to verify things, which is powerful for everything. it is powerful for security, it will be powerful for health. because the cloud is where every company will operate and all of the data, it is inevitable that blockchain will play a gigantic role in cloud.

and in our fully distributed world of which cloud plays a very meaningful role, it's where all the data gets shared. emily: we haven't seen google make big m&a deals. will that change? diane: you have to be really careful about a big m&a deal. we do lots of small tuck-ins. they are straightforward and we know we can make some very successful. when you start looking at a big deal, and those in the middle don't necessarily make sense. the really big deals take a lot of thought, a lot of careful -- and the companies that would be right for a big deal, they don't grow on trees. it is possible, but it is something that would be extremely thoughtful and not often. emily: why do think there are not more female founders, female investors? women across the tech industry?

why hasn't the industry diversified faster or go to its roots when women did play a vital roles? diane: i am hopeful because i see the numbers suddenly changing quite meaningfully and more women are getting involved. but i do think it was a pretty difficult landscape for women. i remember when we were funding vmware, we did not need vc's, but i remember another vc called my board member and said why don't you let me invest, i will get a real ceo? fortunately, larry was a wonderful board member and it did not make sense to him. emily: you showed him, because vmware is a massive public company. diane: yes, it was $19 billion to the public. emily: that was google cloud ceo

diane greene. walt disney investors had their chance to weigh in on the company's lucrative executive pay plan and the result was a thumbs down. 52% of shareholders voted against the resolution on executive pay, the kind of plan which saw bob iger reap $36 billion last year and could potentially award him with more in 2018. the resolution is not binding, so it may not actually mean a change in executive pay. here to tell us more, chris palmeri. break it down for us. chris: disney stock has underperformed the last couple of years. their tv business, led by espn, has lost viewers. and some of the other businesses have seen profits decline. in that context, all three of the major proxy advisory firms said there is not a good alignment between bob iger's take, which is enormous, and the company's performance. they recommended to their shareholder clients who voted this down, and this is the first

time they have been asking since this has happened. emily: how does it reflect on bob iger himself? chris: he has managed to avoid these in the past, he was controversial a while back. there is a push when he became chairman and ceo, that he should not have both of those roles, but his performance at that time was outstanding and he won handily. the company said today they would have to take this into consideration. they probably will. they signed a new contract with him in that included a $100 december million bonus. the company said that is because we want him to stick around and see this major fox acquisition through, but if shareholders continue to voice opinions as they have, i don't think disney can ignore that. emily: what do disney employees think of this? chris: at the meeting, there were four disney employees that spoke up and said how wonderful the company was and he gave them opportunity to advance and had education.

a different story outside of the meeting, much more controlled environment inside. there are unions on both coasts and workers in the participant advocating for higher pay. we spoke at a woman who worked at the company five years, she makes $11 per hour at a restaurant in disneyland. she said she lost her apartment and is on food stamps. quite a lot of focus on pay at the happiest place on earth. emily: all right, chris palmeri, thank you so much for weighing in. some new news out of tesla, the company reporting that eric brander is leaving the company for personal reasons, he joined tesla in 2016. shares have dipped more than 1% in late trading. coming up, on the front lines fighting for equality and inclusion in silicon valley. we will talk to ellen pao about how that fight shaping up. this is bloomberg. ♪

emily: uber co-founder travis kalanick is forming an investment fund to invest in tech startups. it will focus on real estate, e-commerce companies, and the companies in china and india. he was ousted as uber's ceo last year. he has since sold $1.4 billion in company stocks. when it comes to shining a light on gender inequality in silicon valley, ellen pao has long been at the forefront. she is the chief diversity and inclusion officer at the core center for social impact and is perhaps best known for suing a firm for gender discrimination.

she lost to the suit in court, but some would argue she has won in the court of public opinion. we talked about the lack of diversity in tech today and why. ellen: it is more of the backlash against change, and trying to fix the problems that have taken place for the past several decades in tech. we have created these systems that favor homogeneity and how , do we change it? it requires taking down the systems and catching up and also transforming how you do things. that is uncomfortable for people who succeeded in the system. that peopleuggested need to be fired in order for real change to happen. who should be fired? ellen: i think people who don't believe that women and people of color and people who are older and people who are immigrants are equal employees who are able to do the same work and have these innate biases against them should be fired.

if you can't treat your coworker equitably and fairly, you really have no place in the workplace. emily: how do we know who those people are? is this a matter if you haven't gotten results, or if you haven't tried or if you have made, you know, and untoward comment? how do we identify the people who are not doing enough? ellen: i don't know if it is not doing enough, i think there are people who are saying terrible things about their coworkers, who are sharing private information about their coworkers so coworkers get attacked by outsiders. those people should be fired, there are no place for people enabling attacks on coworkers in the workplace. you want people who believe in your culture. and if they don't believe in your culture and they show that, they don't belong, right? they are not promoting workplace ideals, not on the same page and making it harder for others to do their job. emily: you were ceo of reddit for a time and made dramatic changes and the research shows it actually helped cut down on

hate on the site. one of the questions i ask in my book is how might the internet be different if more women have -- had been involved in creating these systems and designing these systems in the first place? do you think online harassment and trolling would be such a problem? whether it is reddit or facebook or twitter? ellen: it is unfortunate that they were mostly started by white men and run by white men for so long and most of the engineering teams were white men, because nobody experienced it the same way as people who were of color or women, or non-binary experienced it. if you don't experience it, it is hard for you to address it. there was not anybody calling attention to these problems. you see it on other platforms like airbnb, trying to fix aoblems that came from homogenous workforce, and now

they're trying to make sure the platforms are more inclusive and don't reflect the biases that early employees did not experience. emily: let's talk about facebook. what can be done to fix the problems that facebook? it's a big question. i know you have some thoughts. ellen: i think if they brought people into their leadership team, onto their board that were actually part of the executive team who were underrepresented people of color, it would be transformative. if they had more diversity at the executive level, it would make a huge difference in how people understand issues because it is coming up at every major decision point versus after-the-fact, bubbling up. through the organization and being quashed at various points. i don't know exactly how facebook works, but what i have

seen in having this team at reddit where people were experiencing harassment, people were deep in the product and were able to share their experiences, that helped us make change. they understood, we should start small, we should focus on one issue at a time, and these are the issues and this is the order we will go in and do things methodically. i don't know there is somebody that understands these issues of harassment and the toxicity on their platform the same way, especially a woman of color, would understand. emily: that was ellen pao. chief diversity and inclusion center. coming up, in the battle to be your grocery store, brick-and-mortar versus amazon. we talked to one woman leading amazon in its quest to stock your refrigerator. this is bloomberg. ♪

♪ emily: in the race to be the grocery stores of the future,

traditional brick-and-mortar retailers are doing all they can to hold off e-commerce rival amazon. one of those retailers suffered a major setback. shares of kroger, the u.s.'s largest supermarket chain, fell by 12% today over investment fears of competing with amazon. as the e-commerce a giant is amazon is expanding its deal with whole foods to more u.s. cities. we spoke with the woman running amazon prime and prime fresh plans to company's dominate the grocery market and how amazon can keep its top people from leaving. >> we have over 4000 open jobs just in our seattle offices today. we are constantly looking at our businesses and reevaluating and making sure we are playing the right amount of resources in different areas. but we have so many jobs open right now and we are looking worldwide. i think the opportunities are tremendous, and i've had an incredible career over the past 14 years.

i don't think there is any sort of issue with the amount of jobs we have. emily: you now run amazon prime now and amazon fresh. talk to us about how big prime now is and how many people are using it. stephenie: the connection of all of the businesses i run are that we deliver food, often fresh food, and we deliver it really fast to customers. in some cases as little as one hour. the prime now business is available in over 50 cities worldwide. nine countries. in the u.s., over 30 cities. we started that business in 2018 and expanded incredibly fast. emily: you were involved in the kickoff of amazon fresh grocery delivery. and amazon is all in now and bought whole foods. but the company lags walmart grocery delivery and there is a lot of competition. what is the path to greater domination in grocery?

stephenie: you know, throughout my 14 year career amazon, we focus on creating a great customer experience, and specifically a great experience for prime members. i think the collaboration with whole foods gives us an opportunity to solve an important problem. i have a six-year-old. ima mom. taking a little kid to the grocery store is a big chore, especially for things when you know exactly what you want and need. being able to get it delivered to your home is such an incredible convenience. i think the collaboration between whole foods and amazon to bring people groceries at great prices is an incredible opportunity that our prime customers are going to love. just today we launch grocery delivery in as little as an hour in san francisco and atlanta. we are really excited about that opportunity for customers. emily: delivery is expensive. what are you doing to address the cost side? stephenie: delivery is expensive.

in order to think about cost, we are really focused on efficiency. we drive that in a lot of ways. knowing where our customers are first, and their demand patterns helps a lot. next we leverage a lot of the , algorithms and logistics expertise amazon had developed over the last 24 years. we are great at bringing stuff to customers, and we have a lot of advantages to be able to do well in this space and drive efficiency over time and then scale, getting customers to use the product, and those things we are using to drive cost down. emily: that was amazon's -- that is all for today. happy international women's day. this is bloomberg. ♪ mom, dad, can we talk?

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