and free shipping too. sale prices are available right now. go to buyleesa.com today. you need this bed. emily: i am emily chang in san francisco. this is "bloomberg technology." the u.s. and china hit each other with new tariffs and both are taxing $16 billion worth of goods from one country as trade talks continue in washington. inside a tesla tear down, ubs takes apart a model three and says what is under the hood is disappointing. we bring you all of the details. alibaba's sales and growth outpaces amazon. but first, to the top story,

trade talks between the u.s. and china have resumed. that has not stopped the nation from hitting each other with fresh tariffs. both countries are taxing $16 billion worth of imports from the other. china says it will issue a complaint with the wto against the second round of action from the united states. all of this at a time where low-level talks between beijing d.c. are underway. lynn fisher told bloomberg the worst is yet to come. >> i think we are headed full steam ahead for tariffs on the $200 billion worth of goods currently being considered. it could escalate more, but i think we have reached a pretty heightened level of trade tension at this stage. emily: i want to get to sarah mcgregor standing by in d.c. and leads our economic policy coverage.

sara, is it correct that the worst is yet to come? >> i think that is the general agreement right now. we saw the $16 billion worth of tariffs and retaliations from china today. overall total in trade is $100 billion of goods between the u.s. and china have in levied. this $200 billion is really where things will start to get sticky. i think goods and a lot you will see in the silicon valley will really hit consumers pocketbooks. that is where the 200 starts to nibble into those kinds of goods. i think the trade talks in washington today, as far as we know, were wrapping up now, they are aimed at averting the 200 billion further escalation, but there's is not a lot of hope they will get their. emily: these are low level -- get there -- get there. emily: these are low-level talks.

s theralikelihood it will lead to any sort of progress? sarah: at this stage of the game, you will need the highest level, president donald trump, to buy into any agreement. at the low level, wilbur ross said yesterday it is better to engage than not engage. we are for the chinese have really not brought anything new to the table. they have said we are willing to buy more american goods and reduce the trade deficit and the u.s. is stuck in its stance that it wants to see sweeping changes to china's economy and wants to enforce technology transfers, si des and you tariff levels down to the same the u.s. charges. china has not been willing to do that. it goes against the model it is following in its plans to develop its own economy. you really see a standstill and

one that is hard to get out of. emily: the question remains, which country has the advantage. we spoke to an economist earlier who believes china has the advantage. >> i think china is well-placed to absorb this by throwing money at it. more fiscal stimulus and more liquidity to keep things going along. it does still hurt all of the goals that the chinese president put in place, the deleveraging, getting rid of the excess capacity. if anything it's gone backwards. that is the real pain rather a big hit to the gdp to china. emily: what you make of that assessment? sarah: there are two sides to any going. the trump administration would argue it is in a better position than china. as we know, the u.s. economy is ticking along. we saw more than 4% growth and unemployment is low. there's this record bull run in the stock market. the trump administration believes it is in a better position than china whose economy is weakening.

they're also down little bit and stocks, according to donald trump, this means china has less room to run if there is a trade war. i think there is a couple of ways to look at it. for either side, it will be how it hits the economy that could have the biggest effect when consumers start. to feel the pinch that is when they will speak at the voting booth. from china's point of view, president xi jinping holds tight power there so he has a little less to lose than donald trump with the congressional been midterms coming up. i think there is a political calculation to be made as well. emily: there have been so many goods potentially taxed. it is a little confusing since some of this has never happened it may not happen. we just don't know. what are the tech products silicon valley needs to be

concerned about? sarah: in the first round of a total of 100 billion in tariffs from the u.s. side and retaliation, we don't see a lot of the tech products being swept up or that there is a huge cry or concern. even with the $200 billion list, which could be revised and there is also to companies asking the items be removed or added. it is still a work in progress. we do not see a ticket items like cell phones and laptops on these lists. donald trump has toyed with the idea that everything from china would be hit. these lists. $500 billion worth of imports last year and he has applied to -- he has flagged that as a he could target which would mean everything. that would really start to hit the supply chains of companies like apple who put most of their production in china. emily: sarah mcgregor, i know you will follow these talks for us. thank you for bringing us that update.

trade policy and tariffs are having a real-world an immediate impact on some of the biggest companies around the globe. alibaba's vice chair spoke about the trade dispute on the company's earnings call. >> we believes chinese government policy will continue to pour imports into china to satisfy the rising demand of chinese consumers. this coming november, china will hold the world's largest import exhibit shouldn't in shanghai that will showcase products from the world. f u.s. products become too expensive due to tariffs, they domestic producers parts of ers of other the world. emily: alibaba, chinese-based tech giant. we will have an in-depth discussion about their earnings later this hour. while everyone is looking for answers on tesla going private,

ubs has a note on the quality of the model three and the company is not impressed. talk to the analysts who do a model three tear down, coming up. if you like bloomberg news, check us out on the radio and listen on the bloomberg cap. this is bloomberg. -- bloomberg app. this is bloomberg.

emily: airbnb has named a former chief financial strategy at pixar studios as the first woman to its board. she is 58 years old and also served on the boards of alphabet flex.et the company had computed diversified the demographics of the board which included three founders and three other men. bloombergcoming up on technology after this quick break. we'll be right back.

emily: elon musk has taken another step towards has love

going private -- tesla going private. musk shocked the financial world earlier this month when he tweeted he wanted to take the company private and that he had secured financing. sticking with tesla, u.b.s. has the model three. they called it disappointing for car in his latest note. misaligned s and spot welds. the bank said they scored below average on a "fit and finish audit." we have a representative from ubs with us now. is detroit bureau chief david welch. sound serious. you found consistent gaps with and misaligned spot welds. kind of alarming. give us more detail on what you found. >> to be honest, we have a

department called the ubs evidence lab who went out and hired a team of engineers, i'm not a professional engineer, i am a finance guy, and they spent four months looking for the car. those were a handful of issues with the vehicle. it is very concerning. when we talk about the fitness audit, the procedure they do for all of the vehicles that they tear down which is their expertise and this was larger gaps than you would expect, particularly for a luxury vehicle, we will see if the company fixes those. the conversations we had with other manufacturing people, it can be challenging to get the gaps narrowed without doing more aesthetic fixes to get the underlying cause of the problem fixes. to get the underlying cause of the problem could take a longer terdown time and the issues were alarming.

emily: how does this affect a luxury car already on the market? >> it is pretty unusual. the big car companies can build a vehicle out of muscle memory. they engineer it and it rolls out. sometimes you deal with quality issues and we have had pretty big gaps, major recalls from general motors, toyota in recent years. generally, when the launcher car, you don't has issues like this. another company poor model three down and found a lot of the same things with the car they bought. welding points not aligned, big gaps in the sheet metal. here's the thing. this will not bother the true down.ers that put $1,000 once those people get their cars and musk starts to sell into the general public, those people

be more discerning. go buy other vehicles. especially in the next couple of years as the german luxury makers come out with more cars. emily: colin, your team has been talking to experts, former tesla employees about how these could possibly be fixed, these issues. what are they telling you? colin: aesthetically, you could fix it with fillers. that doesn't get to the root cause of the problem. i'm guessing the vehicles coming off of the line are looking better. our experts have spot checked that as well. to get to the real issue is sort corrosion risk and the wear speaks to the quality of manufacturer. get to the core is quite complicated. tesla can do that. unlikely it is fair in the short amount of time to get to the underlying problem. emily: has tesla or elon musk responded to you? colin: not specifically to this report today, but they have

talked about the initial models had quality issues. that is why we are proactive to talking with experts about how easily they are to address. they said the quality is on level with the s.n.x. a bit skeptical given the our teardown in vehicle. emily: you never know when you get a specific response from elon musk. david, put this in context. play.oader issues as we're in the middle of him trying to take this company and there are more issues around production and production targets which have more ambitious. david: this has been the biggest problem for tesla. elon musk is frustrated with being a public company. he hates short-sellers and does not like the retail seller in and out of the stock. he wants people for the long game. the entire reason he has had the frustration is because they have not gotten manufacturing ironed out. it is everything. getting up to 5000 cars a week, pushing the targets out, and

even with the cars being produced, you have some of these finished issues, but they are something luxury buyers will zero in on. it shows you whether it is the rate or production or the quality of the build, they are not there and do not have the expertise the major car buyers have -- carmakers have. emily: for the safety issues, colin? colin: there were a couple of points that raised safety concerns. things about exiting the backseat if the bearing kicks out. nothing that was overly alarming, but there were minor issues identified. emily: ubs has a solid rating on tesla. how has that changed since the controversy over going private, staying public broke out? colin: our view has not changed.

i think we are a bit cautious on the nature of the tweet given there are certain reg fd rules. i think it will be challenging to go private given they will need to raise -- given the debt would come through. you need 80 or 90 billion funded to go private. i think there will be challenging to do a deal of that size. the market does not seem to price them that the deal will get done because we are far from the $420 going private target. we are just as skeptical as the market. our : colin langan and very own david welch. thank you. and turnlow each twist of this hess la story. hacking, security, a client privacy and the difference between hate speech and free speech are all hot topics. it does not seem to be going away soon. topics reach much farther than the facebook data breach, youtube's decision to ban alex jones or russian bots.

one company stressing the importance of every discussion, is go daddy. they are dedicated to independent ventures and has 18 77 milliontomers and do maple names under management. the ceo joins me now. first of all, there was an error in one of amazon systems where sensitive documents from go daddy were in the amazon cloud apped available to the public for a certain period of time. what exactly happened here? an amazon employee loaded up some of godaddy's nformation about our own products and for a brief period of time that was exposed. point in time was any individual customer information information ive expoted to the public. it was more sensitive between and godaddy. hey fixed the error and we got

on to business. emily: does it concern you as you are responsible for customer data and increasingly, all of it is in the cloud? scott: absolutely. anybody doing anything in technology should be concerned. the nice thing and one of the things we do for our customers is protect their information. we help people get their ideas online, present them to the world, and security is a big part of that. we take it seriously. emily: godaddy made headlines when you banned the daily white supremacist website. these are issues coming back into focus especially as facebook and twitter deal with the issue of hate speech versus the free speech. given the vast diversity of websites, how has that changed? scott: first we absolutely free and open

internet. we absolutely believe in the free expression of ideas. now, the terms of service and policy is, when content crosses the line between something that might offend us into the line of directly promoting or inciting violence in a particular group, we will act. we have sophisticated processes for looking at content. when it crosses the line into threatening violence, we will act, and that happens on very rare occasions. kind of like darrell storm. emily: so you are proactively looking for this content? scott: we will take flags from not only law enforcement, but from individual customers or people in the world and we turn a look and d take decide. emily: alex jones, for example, do you host any of that content? scott: we don't. nothing on info wars or alex jones. emily: what about what you think about apple and facebook take a stance on alex jones and there is a concern on what lives and dies on the internet coming from tech companies.

scott: i won't use specific names, social media companies which the whole business is around publishing content for free and monetizing it based on ads, that is a tricky issue that is deserved of all the time and attention people spending around and how the content is published, used, and monetized. a company like godaddy were we on't sell our customers information, we do not syndicate sellmation to the world or it, we profile software for our and thick their data. i feel like it is fortunate to be in that situation, and all the time and attention around privacy and how information is being used, particularly for the broad platforms monetizing free content, is warranted. emily: one senator said there should be consequences for platforms that do not remove people like alex jones. these are private companies, they certainly have the right, legally, to decide what stays

and what goes, but do you think there should be consequences? scott: i think we need to think about the responsibilities of companies that publish and monetize content. two supreme court decisions, they reference falsely crying fire in a crowded room. that was a 1919 supreme court decision that said free speech to that point here you are actually directly promoting violence. that was upheld in the decision in 1969 and that was the last time the supreme court has put parameters around free speech and content syndication. given how important technology is in the world and social media networks in general, i think that will be an issue coming up front of the supreme court. emily: perhaps we shall revisit since it has been a century. you were talking about the conversation between tesla and elon musk, david said elon is

talking about how he does not be like being a public company. you are a public company ceo, do you think he is crying wolf a little bit here or do you think he needs to grow up? [laughter] scott: i think, as a founder of a company which, god bless him, electric cars are an awesome invention that i hope works, i think he goes back and forth between wanting everybody to believe and what it is like to be a public company. i can understand him wanting to be private and the moment when he forgets -- in the moment when he gets frustrated. four godaddy -- for godaddy, going public is better for us. emily: godaddy ceo, scott wagner, thank you for stopping by. coming up, john chambers spent decades getting cisco to new

heights and he turns to tech with an eye on the -- a cloud company. our conversation with the company's ceo is next. this is bloomberg.

emily: this is bloomberg emily: this is bloomberg technology, i am emily chang in san francisco. john chambers spent over two decades and cisco and in the time, took the company to $7 billion valuation. he is still very active in the tech scene. one of his latest investments, the cloud company rubrik. clients include the department of defense, department of energy, expedia and cisco. to talk more about that, we have john chambers and rubrik ceo bipal sinha.

thank you both. >> great to sit with you again. emily: what is it about this company that you see that could transformative. john: whatever i do, i do with a replicable innovation playbook, if you will. 80 acquisitions at cisco is an example. i have been very fortunate to always get my pick on the litter of startups. not sure i deserve that, but the vps and ceos have been very kind. it is both a business model change and technology change. i look for a world-class ceo in the making who wants to be coached, who is ready to start, i look for customers who said, this is a company that i want to invest in, and they can be a huge player in the industry, and i look for a key analyst nvc that i trust. rubrik is all of the above. right at the center of cloud

innovation. how to get all that data and in a secure way. when you talk to customers, the gush over how valuable the company is to them. when he ask them about it, they say, john, this is my favorite play. world class c.e.o.s that i in, in one of the potest areas. i make a prediction come of this we will a hot stocks in a decade. i hope that it goes public, and it was share with you why i think that. job creation. i want to see more jobs created in this country. emily: you are taking on companies like huge incumbents. what do you think is a unmet opportunity here? bipul: grappling with data and data growth in the world. cloud is coming into the picture, and everybody is looking at the single platform that can expand. all the other companies that we compete with, they were born before cloud virtualization, so we are uniquely positioned to

take advantage. of our growth in some ways is in index to the growth of the cloud. >> what is exciting, emily, from 5 million, 50 million, 300 million this year, 250 people just 18 months ago, 1200 today, it is a growth opportunity that will be really exciting. what is hard for the readers to grasp is what makes this exciting, it is a platform for the future in data management it cisco, if you will, sapp or the next oracle. emily: that is a very high recommendation. ransomware is a process by which

hackers take control of companies data than hold it for ransom essentially. it is been a difficult problem for the industry to solve, we have seen some high-profile ransomware attacks in atlanta, others that have crippled computers around the world. is it getting harder or easier to stop this? there are becoming more high-profile and hackers are seeing the impact? bipul: it is a little bit of a cat and mouse game. when he looked at rubrik at the architectural level, we said, platform that is .system fight all of these attacks? it is an immutable system that hackers cannot get through. we are helping hospitals, very large global businesses around the world to not only detect ransomware through our platform, but also to mitigate the ransomware problems that are recovery across all data applications. emily: meantime we're hearing more information from face book and twitter about meddling in we're in the middle of a trade of the ing run one biggest enterprise company in for two decades. what are your biggest concerns state of the u.s.

economy? john: will first, it is stronger than most people realize. when you talk to citizens out there, their paychecks are going. they know they have a good job and they can find another good job. enterprise ceos are probably as bullish on the economy as they decade.n in a by trade war is an undesirable outcome. i do think we had to get a fair trading position with our global years, and i think that for many years, china was a great win-win partner, but over the last decade, that has developed into win lose. we have to correct that. what is exciting is that when you look at what is going on in countries like india, growing the gdp at 7-10 percent, and relationships have never been stronger. so i think we will work to this challenge is. unfortunately, emily, i think this is the new status quo. they will always be bumps and uncertainties occurring at a faster pace. world-class countries and world-class companies will steer their way through that. emily: there are some pretty big potential bumps in the future. president trump said today, he

thinks the market will crash if he is impeached. it is hard to believe that we are talking about this, but we are. do you think there is any truth to that? the impeachment of the president, or even the kind of statement, is it scary when a president says such a thing? john: one of the fun things about i do is i coach ceos who have difficulty with these things. that is yours. me take it. doesn'ter is the market like uncertainty. i think what you have seen with the strong economy and finally getting gdp growth back above 4%, full employment, and gets nervous when there is uncertainty. but i do think that is the new norm. countries have always been able to navigate through that, and we

are making changes on tax law that needed to be done. adding the average american to have a raise come at we had done before. but i think our nation is losing its innovation image. we used to be number one, we did not even make bloomberg's top 10 innovation countries. during the mid-90's little or generating 22.5 million jobs in 700-plus s, we took public year. now, we will barely get 200. this year startups are almost at a 20 year low. i think we need to become the innovation country again. that is what i lose sleep over come at which is why went both role models in the sour country, to give the very best to the world in startups and job creation. emily: what about the meddling in the election. facebook saying that iran is also doing this. and who knows, potentially china, north korea, potentially the u.s., doing this to other countries. just how vulnerable is our democracy? bipul: businesses fundamentally the plan and data application. as individuals, we are using a

data application and our day-to-day life, which creates all sorts of vulnerabilities. as a global economy, we need to focus on, how do we secure our data and how do we allow people, businesses and individuals to get to a safer way to do that. at rubrik, that is our goal. helping the world to create compliance on data, another red people to have the right access. these problems is on the increase as globalization increases, and we have to grapple with it as a global economy. emily: we have been talking a lot about elon musk. john, you know the pressures of running a global company. do have sympathy for him, or do think you need to buck up? john: i think every ceo goes of challenge od and opportunities.

through a. of challenges and opportunities come up and jack welch many years ago, i thought i had a great company in the late 90's, he said john, you have a great company, not a great one. it's part of the c.e.o. role today. you have to be able to handle the good times and the challenges. communicate what you're going to do in the challenging times. emily: he doesn't seem like he can handle that though. and o through the bumps they're not there. john: i think he is good, and he can handle it. i have been the top ceo in america, couldn't do anything wrong, then all of a sudden, people questioned if i could leave my company. then, he said to me, until you go through that as a leader in a company, you will never have a great company. he was right.

it is like with our kids. when our kids go through challenges, you just want help them get through that. i didn't have mentors are coaches who did that when i was starting up. emily: what other techs are you excited about? on have invested emily: the have invested in drones on all kinds of enterprise technology. john: the internet of things is huge. connectivity, it is all about security, investments in security, open and transparent government, which you just hit on -- open and transparent governance, which you just hit on, social media platforms, it is about -- i should've brought some crickets for you to eat today. now, it is about cloud management, etc.. i like to look at what market

conditions are going on, and had been fortunate enough to pick some young ceos of whom i really believe in their future. emily: thank you both so much, thank you for stopping by. john: thank you, emily. emily: on the topic of election interference, google has deleted 39 youtube channels at other web pages connected to iran's state run media outlets. google revealed many commission efforts began as early as january of last year. coming up, alibaba's first-quarter earnings beat analyst expectations. but can they continue to dominate in e-commerce? this is bloomberg.

emily: online ticketing website event bright is going public. the company plans to use the proceeds of $200 million to repay debt. i spoke to the co-founder kevin hart on bloomberg studio 1.0 back in march, where we talked about the advantages of going public, take a listen. >> i think john doerr said, after six quarters of revenue growth, it was time to go public. that was the sentiment of tech in the 90's, you need to be out quickly. now, we have swung in the other direction. company staying premise for a very long time. that can have a detrimental effect, because you don't have the kind of sunshine of the public markets to shine in and kind of breed more accountability, and a lot of bad things can happen. i see personally a lot of benefits to going public, and

the company is ready when julius is ready to make that call -- when julia is ready to make that call. emily: julia of course, kevin's wife. tencent, facebook and twitter. alibaba managed to turn the tide, reporting first-quarter results on thursday that it eat expectations, revenue rising 51%. alibaba credit that to expansion into cloud computing, delivery and video streaming. we have here to discuss that more. what was it that helps to boost their results? >> this definitely set aside concerns about alibaba is being hit other macro issue, such as the slowing chinese economy. escalating trade tensions. the massive revenue growth was in large part driven by cloud computing, local services, entertainment, so if you really peeled back and look at the larger picture, some of their core competencies were slowing

down. for instance, customer management, what they charge for marketing fees for their retailers, that slowed down quite a bit. if you strip out the consolidation of their ood deliver business and now their logistics business, actually 49%. was that is still significant, but it is the slowest in elko years. so this was a great earnings announcement, -- it was the slowest in two years. so this is a great earnings announcement, but there are questions. emily: where has alibaba been investing outside of their core business? selina: beyond e-commerce, they want to get into as many touch points of the average chinese

consumers life as possible. that means entertainment, they have digital streaming through yoku, in food-delivery services, a huge battle that they are fighting, and they recently announced that they are emerging their local services unit and pouring $3 billion of capital into that with softbank. the bet here is that injecting more cash into it, it can better compete with tencent, and others. these are just a few areas. on top of that, there is also cloud computing. there is a huge moat that alibaba is trying to build, trying to increase their market, but it is also very expensive, and many of these areas are not profitable. emily: i have a chart showing how alibaba's top line growth actually exceeds amazon, when you look at revenue growth year-over-year. in so many ways, it is a very different companies. but in many ways, they are similar. what can we take away from this fact, that alibaba's revenue growth is pretty impressive, when you look at one of the most valuable companies in the world and based in the united states? selina: as a level has been described as not just the amazon of china, it is also the facebook of china, it has

elements of youtube, of netflix and so many other services. so they have such a gigantic ecosystem that and the bosom to drive this revenue. they also have the added advantage of not having a ton of physical infrastructure to deal with, which amazon does. but the bigger question is, as alibaba invest in more off-line, in more logistics, retail and lower margin services, how will that impact future financial picture. emily: alright, bloomberg's selina wang, thank you so much for that up date. coming up, the secretive electric car company planning to change the future of transportation. we talk to the company's founder next. this is bloomberg.

emily: electric adventure car starter has been in self moat as it raised nearly $500 million in

funding and has taken over a shattered mitsubishi plant in illinois. the company plans to unveil two highly anticipated vehicles, a pickup and an suv. they will begin to roll out 2020.adventure s.u.v.s in they will eventually offer the 400-mile built with a range as part of the sharing economy. released any photos f the car, we saw some blurry photos. >> yes, very little information. emily: we have to take your word for it, but what is it that makes your vehicle so special. >> when you think about it electric vehicles on the market today, you generally have to pick between fuel economy, performance, capability, utility. what we are doing is bringing all those different functions together. you can put your pets, your

ids, your gear into this vehicle and it is still fun to rive and of course very efficient. emily: the range per charge is actually pretty good, better than all the models by tesla. do you think that could create range anxiety? going places, going to the lake, skiing. the vehicle has to be able to drive his long distances. emily: talk to me about cost, target, demo, some of the other specs that people in this market would be concerned about? rj: as you said, we have range, performance, capability, utility. for us as a new player, we have to make it unique in the marketplace. so of course, the range as he said, will be significant, but also the performance. these are vehicles that do zero 60 miles per hour acceleration quick i.

capable both on the road and off road. and with a ton of utilities. utilities, you usually find that in a bigger vehicle like a suv, or a pickup truck, so we are trying that into all of our vehicles. tesla has done an exceptional job of making electric cars cool and getting people to see large cars in a different light. we are focused on a different type of product in a different segment. there is anything else out there addressing this point. emily: we have done a lot of stories on these hot electric car startups that have come and gone, burned brightly and disappeared. there is a company, neo, others, what makes it so hard to succeed here? rj: it is a business that requires an tremendous amount of capital. very complex in the number of sets you have put together. skill sets. i think nearing skill let's. we have put a lot of focus on

making sure we have the right engineering and manufacturing capability, and combining that with very strong technology component. we have teams on the west coast and also in the midwest. bringing those two worlds together. you also have a b to b play, me about that. >> it looks like a skateboard. houses the battery pack, all we think of as our architecture and that on other vehicles technology has outside of the vehicles. that same architecture can fit under other vehicles. the battery at the core of it,

specifically the battery technology, has applications outside our vehicle. emily: so you can sell it to any other carmaker that is not a electric carmaker, and electrify their cars? rj: yes, we have seen that we can do that. emily: like who? rj: we can see that they can take this and use it in their portfolio, even adjusting to the performance requirements of the application. were also funny that the battery system has applications well beyond even vehicles. emily: tell us about your subscription model? rj: today when he think about buying vehicles, when you think about it mobility come but you really accomplish that through purchasing of vehicles. what we see happening over the coming years is the ability to start to think about consuming them in a different way. the ability to think of yourself as a partner for venture, you may not own it, but you could take it on the weekend, on a trip out once a month, once a year, depending on your application. emily: i understand you have been obsessed with cars from a very young age. it is interesting, because i know other folks in the electric car industry talk about how hard it is to find talent, because it is such a specialized skill, but there are so many companies now competing in the market. how would you describe the labor

market for electric cars? rj: it is of course, competitive. structured ours, we people in the company. and with the manufacturing, supply team, engineering team, we are finding that a lot of that really experienced talent is excited about doing something different, working on a different type of vehicle, then the technical side, a lot of what we are doing on the battery system, the connectivity platform, because the challenges are exciting and interesting, we are able to pull in some great talent. people from large technology companies, like your google, your apple. we have people coming from automotive companies, so really xciting and interesting mix of talent. rj: i guess we will be watching at the l.a. auto show, to see the final unveiling. thank you so much for stopping by. that does it for this edition of bloomberg technology. tomorrow, we speak with another ceo.

that is it for now, this is bloomberg. retail.

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