♪ jason: welcome to bloomberg businessweek. i am jason kelly at bloomberg headquarters in new york. a big show for you this week. we start in london where we explore that city's future as a financial hub given the backdrop of brexit. we go to south carolina where we

talk to the volvo ceo about the new plant there. what it means for that state's economy and for volvo's chinese owner. we start with the big story of the week, and evolving story about the thousands of immigrant children separated from their families at the u.s.-mexico border. so many facets to this story. we looked into it with editor matthew philips. matthew: the epicenter of this story the last few weeks has been this one detention center in brownsville, texas, a former walmart turned into a detention center and run by a company called southwest key programs. they are the biggest by far beneficiary or contractor of this government program to take into custody and to care for these children. we ran some data. they will be making probably more than this, but because the numbers are not current, it looks like on the order of half $1 billion just from the federal government this year.

that is a 60% increase from last year. about $286 million in 2017. we looked at the economics. it's a nonprofit. they are based in austin. they run a dozen of these facilities in texas. they are operating in a handful of other states in the southwest. we looked at the economics and how these companies are set up. they are there to provide health services and custody in care. their main client is the federal government. this obviously has a very human element. but we wanted to look at the business side. carol: you also talk about the ceo. the guy who runs this organization is making a lot of money and has gotten nice raises over the last couple of years. matthew: we are learning about this guy as we go. his name is juan sanchez. his compensation has gone from $200,000 to more than a million dollars last year. we are unclear about all the sources of that income. there is a charter school that

he is affiliated with in austin. we are also doing reporting right now about some of the other situations in other states. they are set up as a nonprofit. they are getting hundreds of millions of dollars in revenue to operate these facilities for the federal government. and that is only set to increase. we cannot necessarily say this is the business model. we have no insight into whether -- it is a nonprofit, so we are not sure what they're claiming and what they are not. obviously, they are bringing in a ton of revenue from the federal government. jason: do we have a sense of how the money is being spent at this facility? matthew: whether you can put hard numbers on that, we are still getting out. a lot of the data we were able to put together came from the agency that is in charge -- that sits inside health and human services.

they take custody of these kids after they are first brought in by customs. that is very backward looking. it does not appear to capture the increase of these immigrant kids flowing into these centers over the past couple of weeks. so those numbers will only go up. carol: just to build on what jason asked, as you try to figure out more on these organizations -- because i don't think they talk to you. you have reached out and they had not said anything. do you have any idea how many caregivers per child? what kind of care? health care? food? what are the conditions? i know some members of congress have tried to get into the facilities. they have seen the one that was the former walmart, but others have in blocked off. matthew: that is a great question.

it only added to the controversy and attention put on this. initially, the policy was not to let media inside these places, nor to let lawmakers -- a bunch of lawmakers descended specifically on this one facility in brownsville over the course of a couple of days. a number of senators were denied access. we have leaked audio from this one particular center from immigrant lawyers that is quite heart-wrenching. there have been a couple of tours given to lawmakers. they have loosened up. no cameras were allowed. a couple of members of the media have been allowed inside. reports of being kept in fenced in cages, on the semantics of it, does seem the situation. it seems they are well-fed, well cared for, and no one is thirsty or hungry. they are air-conditioned. in terms of their physical health, they seem ok. but that does not even touch on the mental health. carol: up next, russian missiles starting fights everywhere without having been fired. jason: and spain is making an economic come back. how the country recaptured its

swagger. carol: this is bloomberg businessweek. ♪

carol: welcome back to bloomberg businessweek. i am carol massar. jason: i am jason kelly. you can also find us online at bloomberg businessweek.com. carol: in the politics section, we take a look at russia's a defense system. it's never been tested in combat. jason: it has never been fired in any sort of how but has provoked skirmishes from eastern europe to the indian ocean. henry: my story focuses on the s400, a missile defense system that is increasingly popular in the world. russia is in talks with a number of countries that would be seen as traditionally u.s. markets, saudi arabia, qatar, and it has

signed an agreement with turkey. this is a major concern for the united states. that's why i am focusing specifically on this weapon. obviously, there's wider competition in the arms market. but this weapon has a geopolitical dimension as well as a purely commercial one. jason: physically, what does the system do? what would a purchaser or country look to do with it once they had it? henry: it protects 50 kilometers. it shoots down any incoming ballistic and cruise missiles. jason: this is associated closely for the last couple of decades with the patriot system. that is one i think any viewer or listener would be familiar with, going back to the gulf war.

where does this put the patriot? henry: there are countries which are always going to choose the patriot over the s400 simply because they would not buy russian weapons. what is interesting here is there are markets which you would think the u.s. would have a hold over that now russia is trying to move into, specifically saudi arabia. it is in talks on buying the s400, and qatar as well. the patriot is losing some of its edge. and there is the issue of relative performance of the two systems. the s400 has never been tested in battle. carol: yet, you have other countries that have already placed orders and taken delivery on this. why are they doing that? henry: there are reasons for that.

in the case of turkey, why they -- why have they gone for this system? because turkey's relationship is deteriorating with the united states and nato and it is trying to find other alliances. it is a way to basically enter into a new level of relationship when you have a weapons purchase of this kind. i don't think turkey wants to give up its relationship with the u.s., but it wants to hedge its bets and have different possibilities. carol: what about the u.s. sanctions put into place last year that would punish anybody doing business with russia in terms of buying any kind of defense systems? shouldn't that have an impact? why is it not? henry: clearly, it is a concern. the language of the sanctions

bill was that there would be reprisals against any significant transactions with the russian defense sector. i guess it's a question of how you define that. it's interesting that countries are weighing up these possibilities on both sides and are willing to go for something that potentially could have negative consequences for them. jason: in the economic section, not a lot of happy news on that front in europe, except in spain, where there's 3% growth. carol: that is pretty impressive considering that it shrank from 2008 to 2013. jason: we asked what they are doing right. >> the economy has fully recovered above the level that it was at before the crisis. in italy, the recovery smart -- the recovery is more on paper. the economy output has not recovered to precrisis levels. one of the things that was different is spain did labor reform. in spain, companies were forced by the crisis to look abroad for new markets. this is something that small and medium-sized businesses have not traditionally done.

carol: this is a big thing. cristina: yeah, it's a mindset. we talked with companies about what that meant for them. there is a company that has a very interesting concept that is sexy. they recycle sea plastic into clothes. they say half their sales come from abroad. carol: it is interesting because the prime minister has been kicked out, yet, the country seems to be moving along. cristina: since the no-confidence vote june 1, people have been saying rajoi deserves a lot of credit for steering spain through the crisis. i think the new socialist government is not going to push to undo those reforms. what it may do -- and it has not

been very clear about what its agenda is overall. one of the things they have talked about is strengthening the bargaining power of unions and collective bargaining. carol: let's look at statistics because the story talks about how spain fundamentals have not looked this good in many years, talking about falling unemployment, salaries recovering, rising consumption, and even the real estate market is seeing positive trends. it is a bunch of levels where things are doing well. cristina: the economy looks like it is headed to 3% growth this year. exports were up 9% last year. exports of cars also include tourism revenue. we all read the stories last year, last summer about barcelona and all these cities being at capacity. those are some of the positive indicators. unemployment is still 16%. that is high. spain has a structural unemployment issue. even with the labor reforms, they really have not gone through.

carol: it's down. cristina: yeah, down from the crisis of 26%. carol: spain is looking to be a buyer and seller to the world. cristina: that is true. people forget that they have certain advantages, like they are europe's second-biggest automaker. there is an industrial know-how. carol: behind germany. cristina: right. so they've been able to mobilize that. in italy, it is less clear how they can leverage their assets already. carol: next, we talked to volvos ceo about trump's tariffs and opening its first manufacturing plant in the u.s. jason: plus, the brexit threats for london and the u.k. carol: this is bloomberg businessweek. ♪

jason: welcome back to bloomberg businessweek. i am jason kelly. carol: i am carol massar. you can listen to us on radio. jason: and in london and asia on the bloomberg radio plus app. opening the magazine, we have remarks from the editor and chief emeritus of bloomberg, who started bloomberg news. he was in london back in the 1980's. carol: great historical perspective from him. he was there when margaret thatcher was helping to make london they financial epicenter that it is today. jason: he says that brexit is poised to undo all of that. here's what he had to say. >> london before the big bang, which was the deregulation of very old, distinguished and antiquated financial system, was

sort of from hunger. that is how i would describe it. hunger in the sense that everything was poor, hidebound, lacking vitality, dark. london seemed darker. and what big bang did more than anything else was open the country to everybody in the world. that's really what it did. by opening itself to everybody in the world, it not only transformed the financial system, but everything in london. carol: there is something you wrote. you said a powerful expression, the big bang, a powerful expression in the faith to improve lives in the power of globalization. it is something that we see challenged over and over again, the pushback on globalization. matt: yeah, it is very sad. carol: what is the lesson to learn by looking at what has happened with london? especially since they are pushing back to because of the

exit? matt: what it is really all about is if we just open ourselves up to the other, we will all benefit. what has happened with the populism, whether it is trump or brexit, it is the opposite of that. it is fear. when you have fear, people doing things out of fear, this request -- they sequester themselves. they become smaller, not bigger. big bang was about becoming bigger because it was about the other in every which way. margaret thatcher was all about i don't care who gets the job done, whether it is americans or our british boys here as long as we get the job done. that was radical. carol: that's a tough sell, right? matt: it was a tough sell, but she had performance on her side. the u.k. economy, after big bang, became the leader in europe. prior to big bang, in the decades preceding big bang, it

was a laggard. what she did was unlock all this energy, all this potential. we saw it manifested, especially in the 1990's, and it continued right through the 21st century. jason: part of what she did was the privatization of british telecom, british steel, british airways. that is history that is not too long ago that a lot of people have forgotten. matt: when british telecom went public, when it became a public company, it was the proudest possession of britain's, shares of british telecom. people were so proud back then to own a share in british telecom. that's how big a deal it was. that was a transformation in the way people thought. up until that point, britain had become very statist, very pessimistic about its future because none of these

state-owned enterprises were doing anything that was successful. they were going to die eventually unless something else happened. and of course, big bang was the vehicle for unlocking the rebirth of british capitalism. carol: and really unlocking so much economic growth. the u.k. became an out performer in the eu region. matt: right. one of the things that she did simultaneously was she spearheaded this drive with private funding to build what became known as the tunnel, the train that connected france and britain. jason: that really connected britain to the continent in a new way. matt: totally spectacular. that literally coincided with big bang. it was in 1986 when it was started. that train we all take for granted today, actually was

transformational because britain became, or london particularly, became the destination of choice for people across europe. this is where people wanted to be. it was more exciting culturally, economically, more dynamic than any other city in europe. and also, london became an example for new york and hong kong. it became an example for all of the major cities in the world. jason: what happens now? there is a state of existential crisis, not to overstate it, for london and its place in the world. where does it go from here? matt: if brexit goes through in whatever form or fashion, it is chipping away at all the big bang achieved. it is not adding to them. it is making the u.k. less of what it was. jason: we have an update of a very cool cover about volvo and it's grand ambitions fueled by the chinese. carol: part of those ambitions was opening up their first manufacturing plant right here in the united states in south carolina. we caught up with the ceo. >> for the first time, we are a truly global country. earlier, we were exporting cars out of europe. now, we will build them in

america, and build them in china. this really completes the global production structure. it also means that we are local in the u.s. after many, many years, i think that is absolutely the intention for our ability to grow naturally. carol: you think about the heritage of volvo, a swedish brand, and you are now owned by a chinese company and now manufacturing here in the united states. talk to me about this growing wave of protectionism. it looks like the imposition of tariffs between the united states and china, and at this, what does that mean for you folks? you are planning to export a lot from this facility in south carolina. >> now that we have the factory in the u.s., we have a good step forward. it will always be good.

if we would not have had that, i would be more nervous. we believe in free trade. that is because we believe all consumers work on projects. we also believe it should be fair trade in both ways. that is also what we brought here to demonstrate. this factory, when it is fully used here, and a few years time, it will export as many cars as we import into the u.s. we will have a balanced trade in about three years. if we can use the factory and if nothing happens with the new tariffs. carol: give me an idea of how much will come out of the south carolina facility. i know you are unveiling it this week, today, how much do you

plan to produce and how much do you plan to grow that production? >> the first step is about one shift operation about 50,000 cars to 60,000 cars. that's where we start. within three years time, we will introduce a new generation and use the extra capacity to hold 4050 a year. half of that would then be exported area that number is more or less the same number we would import out of europe and china and into the u.s. and we would have a balanced trade. carol: it is fascinating. we did a cover story all about volvo and the highs and lows coming off the crisis, the ford ownership and being owned by gili. people really see it as quite a remarkable comeback. where do you see volvo in the next few years? you guys have been pretty aggressive when it comes to driverless cars, electric cars.

give me an idea where you see the company in two to three years. >> we will continue growing. we will be a major player. we are really going to focus on the challenges for our business. we need to do something about our carbon footprint. we have decided to look at electric and as a safety brand, we need also to the leaders in the autonomous side because that is the next step in safety. we are putting a lot of effort into those areas. i think that will make all of us stronger and more effective for consumers of the future. jason: just ahead, the ceo of airbus ventures talks about a $40 million investment. carol: plus, getting inside the nintendo headquarters in kyoto is not easy, but our reporter didn't and he has approached -- our reporter did it and he has a profile. jason: this is bloomberg businessweek. ♪

jason: welcome back. i am jason kelly. carol: i am carol massar. still ahead, artificial intelligence to the rescue at hospitals. jason: we also go into the g league, which could be the salvation for college basketball. carol: and we have a big dive into nintendo. jason: one of our top reporters talked his way into the

headquarters in kyoto. he found a lot of interesting things. carol: it is a great company with a lot of ups and downs and they manage it well. they are getting ready for a new head. jason: nintendo-mania on the rise. here is felix. felix: incredible boom and bust cycles they go through. i think of it like almost like the american movie business or the blockbuster business. only even more exaggerated because basically every three years or four years, nintendo comes out with a new platform, a new gaming console. and you have to get all your fans to move over to this console before you can start selling new versions of the games. and when it works, it is this incredible cycle that feeds into itself. carol: the initial wii worked really well. felix: wii was a huge hit, and the follow-up, the cycle did not go well. that was 2012. between 2012 and 2017, when they released their new console,

there was a lot of doubts about the company. maybe they can survive anymore. maybe all of gaming is moving to smart phones. this home console business is outdated. they are never going to be able to do it again. lo and behold, they did it again. carol: you write their unusual ability to recalibrate some regularity -- i love the way you write that because they have seen ups and downs and they figure it out. felix: after 130 years, they are still doing something right. they were there at the start of the videogame business. the 1970's, they started making donkey kong as the first hit game. the creator of donkey kong, is their most famous game maker. he is still at the company. he has not found another company. all the game designers and developers and producers have all worked under him. the next level of game makers come from college and he keeps going that way.

jason: you talk about that genius marketing. it felt like a genius market move. people lined up to get the new version of the original console that really essentially wet people's appetite. felix: part of what is interesting about the cycle is people wondered how they would market in the new world? it has changed a lot since the 1980's. there are so many digital distractions out there. can you still create the same fervor around your products? they did a really good job of priming the audience for the release of the switch, and impart by releasing a rebooted version of the 1980's console. carol: nes. felix: nes classic is what they called it. they did not make that many of them. all the games are built-in, but it did an incredible job on social media. people were going crazy. where do i get one? i really want one of these. as the demand built up, they created that prior the to the release of the switch.

carol: i am curious why you are doing the story now. the company turns 130 next year. it is not easy to get to the japanese headquarters. why tell the story now? felix: part of it is i have been trying to get access to the company and get over to kyoto and see their headquarters for a couple of years. part of it is also to try and explain the cycle they are going through. right now, they feel on top of the world. they have to hit console. carol: making lots of money, right? felix: right, and they are going through a change of leadership. the current president just announced he would be standing down, handing over the reins to the next generation. and also this notion of trying to really create the last evolutionary leap for a videogame console, which is trying to reach non-hard-core gamers, just general fans. jason: the created director

joins us now to talk about the cover. mario, the most iconic image for nintendo. you have got to feature him. >> he was the first go to. it was interesting. we were able to photograph at their headquarters and it is very austere. that is where the design process started. we wanted to bring the characters into that. that is how we arrived at the cover. it is all the different characters in the universe are battling it out for the company. -- company's well-being. carol: it is such a contrast and that is what felix got into. did you go right there to it? is that the original concept? chris: we wanted something that would grab the reader and show them familiar characters, bringing a bit of attention to it. it is abstract but you have this classic mario villain. it gets attention. it is a celebratory moment for

them and we wanted that to come across first. carol: up next, a pioneer a flexible work schedules. this week's game changer, the ceo of work. jason: plus, the nba has a big bets and even bigger plans for the g league. carol: plus, dwyane wade's ambition off the court. jason: this is bloomberg businessweek. ♪

jason: welcome back to bloomberg businessweek. i am jason kelly. carol: i am carol massar. you can find us online at businessweek.com. jason: in the nba section, they are crushing it. viewership and attendance is up around the world. carol: but there is a talent problem. jason: that's where g league comes in. what they are doing to bring new players into the mix. >> formally, the d league, and now known as g league, which the g stands for gatorade. it is a league that if they can get top talent of the next nba players, it could have

potential. carol: we see that it is tough getting some top talent. >> right. this kid, darius baisley, who was supposed to go to syracuse, decided, no, i will not go to syracuse. i'm going to go to the g league. directly. he is the first kid to do it too had another choice. this is the first time someone has turned down the big time college scholarship for the g league instead. it is startling because the pay is small. next year, it will be raised to $35,000 for a five-month season. it does not make a lot of sense, but the thought is i want a more direct path of the nba. i am trying to prepare myself the best i can, and the place to do that is the g league. and if you ask the g league, they will say the same thing. 53% of players in the nba have some g league experience. it is the first time it has been a majority. they are pushing this to become a full-fledged minor league. carol: how do the colleges feel about this? and the ncaa? >> it looks like it is in their interest. they had this scandal where

federal prosecutors decided to start going after coaches and agents and sneaker company that -- it is the first time it has been a majority. they are pushing this to become a full-fledged minor league. carol: how do the colleges feel about this? and the ncaa? >> it looks like it is in their interest. they had this scandal where federal prosecutors decided to start going after coaches and agents and sneaker company executives who were paying bribes to players and their families to steer them to certain colleges. jason: that's the black market. >> right. that is what i'm talking about. recruiters and coaches who want them to come to their program, sneaker companies who want to start loyalty early before these players turn pro. agents who want the same thing. they are paying tens of thousands of dollars to the families and to these and players. carol: and that's not allowed. >> that is not allowed by ncaa rules. now, apparently, it is a federal crime. that is raising the stakes. so the president of the ncaa

said, we need to figure this out and impaneled this commission. condoleezza rice was in charge and they came back with a report that said, the first thing you need to do is get rid of this one and done rule. you need to get the league and the union who agree to this to change the age minimum. carol: so you do one year of college. >> yes, so when they made the 19-year rule, all of these players started playing one year at these major schools and then went to the nba. which, the ncaa does not love because it makes a mockery of the student athlete. also, these kids are the biggest targets for this bribery market. they would love to see this moved over, and i think their products survives without it. carol: what is the potential for the g league to become big business? in terms of viewership and so on? >> if they can get global markets for players to come to, it could get into the tens and millions.

especially if you have global market for those rights. you have tickets. a lot of these teams are owned by the parent nba team. so sponsorships bundled with the big club and a newly viable property makes an opportunity for them. jason: you point out the connection between the franchises, the nba franchises, and how it is much tighter in this model. >> this is what they have been pushing. malcolm turner, the head of the g league, has been trying to get all of the teams to own their g league team. it is a direct affiliation. they play close by and often with the same name. it is a tight thing. they are basically training the next coaches, their next trainers, the next players. it is a genuine minorly. carol: speaking of the nba, twain wade stopped by to talk with joe weber. jason: yeah, people just drop by bloomberg to catch up. it was a debrief and a

wide-ranging conversation about lots of things that dwyane wade is interested in. basketball, of course, but off the court, he has been big in business. he has a lot of ambitions. he talks about his son going off to college. he also talked about florida, and parkland specifically. that shooting happened right in his backyard. he was on the scene and he was very engaged in a lot of activism. carol: great interview and you can read more in the magazine. time for this week's game changer. it is work's ceo. jason: she is elevating flexible working to the executive branch. carol: we sat down and got more on her mission. >> it is a number of different dimensions. it's about customizing the work day to meet everybody's needs. we are not one-size-fits-all. why is work one-size-fits-all? to us, there are strategic dimensions to help people modify their workweek to meet their own needs, how they work and to they care for. we think about time of day, where you are when you do the work, and also how ad hoc or preset that schedule is.

jason: as you look at data, what is one of the most surprising things you have learned about how people work or when they work, or what they need? >> there's three drivers in the need for flexibility. caregiving is one. that is caregiving up and down with generations, but also health and wellness needs. we have a population that needs to stay healthy. we have soaring health care costs. we have people trying to access preventative health but can't. we have people with chronic conditions. and the third driver is actually all around productivity. we tend to think of flexibility not increasing productivity. but there are all these disciplines about the science of learning. why are we thinking that we work differently? carol: you work with a lot of companies. what is the dialogue? >> we have been around for two years, and the conversation has dramatically shifted.

we really help companies understand that flexibility or lack thereof underlies everything they look at. some things are obvious, like diversity, retention, the ability to hire quickly. that's a tough factor for millennials. but what about health and wellness, innovation? all these things that are controlled by a lack of flexibility. if people can operate the way they want to and need to be productive, we could re-factor our real estate costs. we have a database assessment that helps companies better understand the needs of their population. needs, not wants. that is very important. it is not, do you want to work from home on friday?

what would enable you to work fast? that stuff is set out. it is an algorithmic assessment. it helps companies understand how big a problem is and how to address it. and most importantly, what operational metrics is that job driving? it comes down to dollars and cents. flexibility helps companies make more money. jason: you alluded to this. i feel like the conversation has changed. what was the catalyst for that? as you talk to ceos and people who manage these operations every day? >> number one, labor productivity has been stagnant. there was a great research report that showed labor output has been growing at 4.5% of the last 10 years. that is not sustainable. he cannot wring the towel anymore. we can i get more out of our people. companies talk about how do they reduce and manage that over time? i think the other part is there is a social conversation. it is hard to deny what is happening in the public sphere in terms of diversity, women in leadership. i like to think of it as the taxi light is on for flexibility

and we are at a time when there are a lot of forces that are driving profitability, but also a lot of social forces that allow this to happen. carol: up next, the computer that talks with a heart stops. jason: plus, the ceo of airbus tells us about the adventures in his new investment in space catapult. carol: this is bloomberg businessweek. ♪

carol: welcome back to bloomberg businessweek. i am carol massar. jason: i am jason kelly. you can also listen to us on the radio. unserious xm channel 119, 106.1 in boston, and a and 960 in the bay area. carol: and in london on dab x mux3 and on the bloomberg radio plus app. in the technology section, airbus ventures, alphabet, and and kleiner perkins is setting up a company. >> we are doing investment in early-stage companies, from seed stage. we have two characteristics. we are investing globally. so we do capital in the u.s. and in silicon valley, where we are headquartered. but also in europe, israel, and asia, out of tokyo, japan, where we also have a business office. and we also invest independently.

carol: independently from airbus. i imagine you are into all kinds of transportation in travel. what kind of trends are you seeing in companies that you are investing in? is there a certain trend or are they all different types? >> yes, we definitely see a trend, which is pretty much the backbone of our investment thesis, a disruption along the vertical axis. from ground to deep space, there are many companies and products and services, hardware,

software, that try to challenge not just the world of mobility, but also connectivity and communications and imaging. carol: one company in particular i want to talk about, it is a silicon valley startup, you guys, along with kleiner perkins, and alphabet google, are invested in it. why do you find it interesting? >> the short and simple answer to your question is possible. the word possible for us means a lot. we believe in the new possible. the things that are used once --and now they are newly enabled by changes, changes in material, changes in computer science, and connectivity and collective and connecting intelligence, there are a lot of things that make those things possible. carol: it is not using some sort of fuel, kerosene or something, to get a rocket into space, but using kinetic energy, like spinning something around and propelling it. that is such a different way of getting something into space.

>> it is a different way. at the same time, it does respect the laws of physics, the notion of possible. i will not get into the specifics of the company, but when you think about the wright brothers and how they challenged this concept of heavier than air cannot fly? well, they looked at the biomechanics of birds, the different elements of fabric or material and also a new engine system. but they didn't really invent anything. it was a combination of a different way to look at things in a way that it can be possible. carol: they are building a prototype, right? it will be a few years before this comes to fruition. what was it that held promise to you when you heard their pitch and thought this was an interesting idea? >> i think we start the market. -- we start in the market. there is the emergence of a new economy. we talk about the small settling -- small satellite market.

q-said, nana-said, things -- cube-set, nana-set, things that are the size of a printer are calculating the lowest orbits. that is not -- that is new. we see this booming economy popping up. how do you put the thousands and thousands of satellites with the right price points in space? carol: in the next three to five years, as you get involved, airbus franchise gets involved, and other companies, tell me what we might see in terms of going up into space or low orbit, where might we see that is not there today? >> you have to look at this vertical axis again, from the ground to a deep space. you have to look at each and every altitude, populated with different types of vehicles. so not just aircraft and

helicopters, but like a flying helicopters, but like a flying taxi. this industry is booming. all of that will populate this vertical axis up to space where we can see activities, manufacturing activities, and

more importantly, what the future may hold for london as a financial center. >> and a great lesson for the world. what could be the repercussions? >> more bloomberg television starts right now.

♪ emily: i'm emily chang. this is the best of bloomberg technology. we bring you all our top interviews from this week in tech. coming up, the battle with the u.s. border in mexico, a conflict raging in the silicon valley. a delicate balance between immigration reform and big-money government contracts ahead. plus, the u.s. senate voted overwhelmingly to reinstate penalties for zte. defying trump, and potentially upending the deal the president struck with the company.

but the president is not backing