♪ carol: welcome to "bloomberg businessweek." jason: we are joining you from bloomberg headquarters in new york. carol: coming up, the metal that started trump's trade war. trump's aluminum tariff opposed. jason: why investors are rolling the dice on cryptocurrencies and cannabis stocks. carol: first up, we need to take a moment to focus on the story of the week. brett kavanaugh's senate hearing

has become way more than just politics. in this week's remarks section, we examined the culture that discouraged christine blasey ford from speaking out in the first place, and how sexual assaults can punish women through their entire careers. our editor joins us with more. this is a story we have been all talking about this week and even created a new hashtag. there were questions about why she didn't come forward sooner. >> there are a lot of reasons women do not come forward. whatever the reasons are, two out of three sexual assaults don't make it to any official report. in the workplace three out of four people who experienced sexual harassment at work never take it through official channels. jason: you really talk about the personal and impersonal economic implications for a woman's career that stems from this sort of situation.

>> absolutely. so for victims of sexual violence, that can show up immediately in terms of days that they take off, or medical treatment, or it can manifest over a long time. in one survey of over 3000 participants, people who identify themselves as experiencing sexual abuse in childhood before the time that they were 18, which would include what christine blasey ford says happened to her when she was in high school, two decades after the fact their health care costs were about 15% higher. jason: what are companies doing at this point? what do your reports show? are companies beginning to take it more seriously? >> i hope so. i think -- i hope we are starting to see more accountability, right. sexual harassment and sexual assault is something that maybe 20 years ago people could sort

of expect to get away with because of this culture of silence, because victims did not want to come forward. the more people speak up, the more we are having to reckon as a society and culture with who we hold accountable and how. carol: thank you so much, we really appreciate it. jason: a busy week in new york with the u.n. general assembly and a lot of news out of washington. the u.s. levied tariffs on china. , thathe back and forth has resulted in a trade war. our team looked into what started this trade war. matthew philips has more. >> let's think a little bit of how you make aluminum. it is still a very energy intensive, even human labor intensive process that hasn't changed all that much since when we discovered to make aluminum in the 1890's or something like

that. century operates three of the five operating smelters in the u.s. it was a good business for a long time. starting in about 2000, companies started to realize it made a lot more sense to stop physically making, smelting the aluminum in the united states and go farther afield. go to iceland, the middle east, russia, where energy is much cheaper than in the united states. we went to the smelter in kentucky. it is 140 degrees inside. you have workers who are standing feet within this bubbling -- within proximity of this bubbling, molten metal that is electrified. that is how you get this chemical reaction to separate the aluminum from the aluminum oxide. what you realize is just how labor-intensive and energy

intensive this thing is. this plant uses as much of the electricity as the entire city of louisville, kentucky. it makes a lot more sense to make the stuff abroad, and import cheap aluminum to the u.s. then make stuff with it. there is a narrative that has been pushed that the aluminum industry is dying. the u.s. aluminum industry is doing quite well. there are downstream components that have benefited from lower-cost rock aluminum that they can fabricate. they push more lightweight strong aluminum into cars to make them lighter weight. enter glencore. glencore has owned this company, although it sold it off, but still owns a bunch of its stock. tell us what glencore has done

in anticipation of what the trump administration was going to do with tariffs. >> when you saw that tariffs process get underway you saw a huge increase in the amount of foreign aluminum imported into the u.s. in anticipation that the trump administration was going to bring tariffs down. there was demand that was rising certainly but what is interesting is that a lot what was being brought into the u.s. was not being necessarily sold immediately. it was being stockpiled. the minute that these tariffs went into effect, the cheap foreign aluminum became a lot more valuable. glencore was not the only trading company doing this, but they were among the biggest ones. the sentiment we are trying to get across the readers is while this company is the largest shareholder -- which they are the largest shareholder of was

lobbying, very quietly glencore was pushing and a lot of product -- pushing in a lot of product that overnight immediately became a lot more valuable to to the tune of tens of millions of dollars of profit. jason: totally legal. aboveboard. they profited pretty handsomely. >> that is right. carol: salesforce ceo explains the responsibility that tech companies and leaders have to make their values and company mission known. jason: call it the masa affect. all banks lead to his vision fund. carol: this is "bloomberg businessweek." ♪

♪ carol: welcome back to "bloomberg businessweek." i am carol massar. jason: and i'm jason kelly.

you can listen to us every day on the radio from 2:00 p.m. until 5:00 p.m. wall street time. carol: you can find us online at business week.com. jason: this week salesforce kicked off its annual dream force conference in san francisco. per usual, the company's outspoken founder, marc benioff, had a lot to talk about. carol: he has bought time magazine and bought the salesforce tower. the tallest building west of the mississippi. he has taken on a co-ceo. he has been busy. jason: very busy. bloomberg technology's emily covered all of that. they discussed facebook and a new era of corporate responsibility. >> facebook of course purchased instagram six years ago and we now know the founders are leaving. this was one of the bright spots for the company. is that a bad sign for facebook? is it a sign something has gone wrong?

marc: it's a sign for them and they need to start paying attention. i have been talking about this for nine months. our industry has changed, you have already seen this. every ceo needs to ask themselves, what is the most important thing to you? what is the most important thing to your company? what is your highest value? our highest value at salesforce is trust. nothing is more important than the trust we have with our partners, our customers, our top executives. when you see top executives walking out customers , questioning your privacy practices, how you are using or misusing their data, how you are misusing partnerships, you need to listen, wake up, ask what's going on. it's very serious. i'm not going to call that one company and say they need to change. these executives have left -- what i am saying is that for every ceo in our industry, we see what the employees are saying. we have to operate at a higher level. facebook is the new cigarettes. it's addictive, it's not good for you.

consumers need to be aware of what could happen. that's why the government is involved and needs to be more involved in the regulation of facebook and other social media companies. in the example of companies that have questions about products being used ethically or humanely, they need to create structures where they are able to evaluate the ethical and humane use of the technology. technology is never good or bad. it is never good or bad. it's how you use the technology. you have to be crystal clear with everyone what your values are, what your practices are. if you don't, you're going to see customers leaving, or executives leaving, or employees leaving. we have examples of that throughout our industry this year. you know that. you have been reporting on them. you will see more of this until ceos change. they all need to change. they need to pay attention. that's true for me and everybody

in our industry. carol: masayoshi san of softbank has taken the industry by storm. he has been on a buying spree when it comes to technology. >> a buying spree. a great chart talks about the latest deals in 2017. 2017 was a really big year. the uber of china, a ride-hailing company, then we have we work. you get an idea of how big these investments are. carol: it's a visual representation, right? >> come to 2018 and new companies like uber. a ton of deals. i want to continue on the m&a spree. we are looking at m&a go, it was a core function on the terminal that talks about the size of the deals. in the third quarter of 2016 there was a lot of volume of deals but not number of deals. that starts to reverse in 2017.

the volume of deals picks up and so does the number. a lot of information. this is why i like the terminal. carol: exactly. give us some perspective of the bigger picture. thank you so much. jason: we have been hearing a lot about softbank and its ceo, masayoshi son, known for his boldness. it marks his best-known deals like his deals on alibaba. his nerve has catapulted softbank into a telecom giant across the world. carol: now he is on the lips of every venture capitalist due to his $100 billion vision fund. our reporter in san francisco on he is reshaping startups and how they get funded. check it out. >> it's one of those classic rags to riches stories. he grew up in japan in a poor family. humble beginnings. he is of korean heritage and was

bullied a lot as a child. the family changed their name to have a traditional japanese name. he ended up going to uc berkeley for college. when he went back to japan he changed his name back to his former korean name, which was really sort of making a statement, showing yes he is an outsider but can make this work. from there he eventually built softbank into this giant telecom conglomerate, buying stakes in all sorts of companies. they have a mobile carrier unit, a big stake in sprint. they acquired a chipmaking company. he has always been known for making big bets and being an opportunistic investor. before the dot-com bubble he had hundreds of investments and startups, but many ended up failing. with this $100 billion tech fund he is getting to do what he has always wanted to do. he has the team to do it and the

capital. in his belief, he is not a regular venture capital investor. he is trying to accelerate the next revolution of technology. whether or not you believe that, that's what he intends to do. carol: $100 billion is a lot of money to play with. it's called the vision fund. what is his goal? is it to own the next technologies that are going to dominate the world? what is it specifically? >> that's a great question. it seems like a lot of capital, but in less than a year they have already deployed $65 billion of that. they try to invest at least $100 million and it can go up to tens of billions of dollars. we actually asked him this very question. can you articulate as if you were speaking to a young child what the vision is behind the fund? he wants to invest in companies that are the top leaders in their industries using cutting edge technology, including artificial intelligence. the bigger picture is to make

the world a better place, accelerate happiness, accelerate this data revolution. he believes the world is that -- is at this inflection point where his investment can really push that forward. he talks a lot about this thing called the cluster of number ones, in terms of creating this sort of family of companies that are all the leading one in their category. by all being in this group together they can sort of accelerate and drive growth off of each other. carol: still ahead, the era of the microbubble. it is here from crypto to pop stocks. we will explain why this time it is different. a ceo weighs in on sustainability and more. carol: this is "peer to peer conversations, -- ♪

♪

jason: welcome back to "bloomberg businessweek." i am jason kelly. carol: and i'm carol massar. you can also listen to is on the -- us on the radio on sirius xm radio, in new york, boston, washington, d.c. jason: and a.m. 960 in the bay area and in london on dab digital. also the bloomberg business app. carol: now on to finance and joe weisenthal's reflection on the recent craze in sticking money in cryptocurrencies and cannabis stocks. jason: we talked to him every day on our radio show. i have to say, he is always interesting. >> i really think that it's not an accident that we are seeing these things at the same time bubble,year, the crypto this year, incredible moves in cannabis stocks. what i wrote about in this these is some of the underlying psychology around both.

they are different as asset classes. they attract a lot of the same people. sort of overwhelmingly young, men, millennials. aggressively trading. they have these antiestablishment, rebellious ways to get back at the system. in this post crisis era where there is still a lot of distrust in financial institutions, we know there has been a huge collapse in the trust in government, banks, pharma companies and everything and they express that in the same way. >> it feels like the woodstock of assets. >> totally. i think we constantly look at these assets, is it similar to the tech bubble? >> i argue that it is very different. in the 1990's there was a moment of boundless optimism. you saw that expressed in the market. it was beyond just the tech

stocks. it was clean energy companies. people thought that was going to be a big thing. everything was rallying. the vibe these days is different. it does not feel like a time of boundless optimism. yes the market and economy are doing well, but we know it's not the same level. so you look again at what is really rallying. it is these things that are countercultural and subversive. >> you have a few individual assets catching people's attention. the rise of etf's. >> it is like we get these microbubbles. rather than a huge bubble. most people we talked to don't think there is some huge bubble right now. stocks are a little expensive, but it does not feel that euphoric. you see these many bubbles, whether it's crypto last year, which got big cannabis this , year.

some recent tech ipos, chinese tech ipos. they all caps fire and go straight up. we see these rolling sort of localized euphoria's. jason: let's talk about crypto. i know that broadly within bloomberg you are right in the middle of really covering that, putting together a team, figuring out all the different angles. as you look back, what were the key moments? >> if you go back to last year, i mean, what kills bubbles? it's always the massive increase in supply. there is all this money coming in and there is a finite number of assets to invest in. they just create more and more of bitcoin until there is not a bid for it anymore. that really hit a fever pitch last december. more and more coins listed on

exchanges, not to say that broke the bubble but that is necessary to happen. the interesting thing this year has been if you had talked to the optimists last year they would say there was a lot of institutional money coming in. a lot of it has happened. institutions have set up crypto something or other. the money just has not been there. it will be interesting to see if either some of these things get pulled the plug on or if there is another wave of enthusiasm. right now there is this mismatch. carol: speaking of the growing cannabis industry, that's just one subject we tackled this week. jason: we were at the global business forum and i sat down with the ceo of ab inbev. out talking about the company's sustainability goals. we had been on the sustainability journey in a public way. the last wave of commitments we

had two years ago that we announced were basically for four verticals. water, farming, energy and packaging could on water -- and packaging. we would like to be a solution in communities and get them to a better place. , we would like to sell in returnable packages. where we don't, packages mostly manufactured out of recycled glass or metal. on energy, we have a commitment to having 100% of our amateur city from renewable sources by energy from renewable sources by 2025. in the u.s. we are at 50%. in other countries like argentina, australia, china, growing very fast. aboveld like to be 50%

global purchased electricity from renewable sources. on farming, because we buy barley around the world, we have a community of farmers we have been connected to for the past 30 years. we have more than 30,000 pharmas -- farmers connected to us. we would like farmers connected to us. we would like to know more about their business and the impact. jason: how does the current trade environment play into your ability to execute some of this? and to execute your business overall? >> we tend to produce and sell beers in most of the countries as a domestic process. we export and import lots of beer. 90% of our business is done in one country than any other -- one country than in the other country. these trade conversations do not affect us as much, but of course the impact does somehow. some way or another they do

impact us. jason: cannot let you go without asking about the world of cannabis. it has been dominating headlines in your business it feels like over the past. couple of months. what is your strategy? >> we will continue to learn and observe. we are curious about the regulatory environment that will be built around cannabis. there are unknowns about societal and business impacts. we are following those closely, but we are brewers and we love what we do. we are passionate about the beers. budweiser. that's what i do for business. carol: it was a huge week for deals with comcast scooping up sky. jason: investors do not seem happy with the price they paid. carol: they do not indeed. this is "bloomberg businessweek." ♪ xfinity mobile is a new wireless network

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♪ jason: welcome back to "bloomberg businessweek." i'm jason kelly. carol: still ahead, there will be winners and losers when the u.s. and china put their tariffs into effect. brace yourself. jason: jet setting russian goal oligarchs have a lot to lose, starting with his beloved chelsea football team. carol: let's bring in our editor.

we kick off the week with the u.s. and china putting tariffs on one another. >> how did we get here? that was one of the elements we wanted to hit on the cover this week. the incredible story about an aluminum company no one has ever heard of getting its way and being the driving force behind the aluminum aspect of trump's tariffs policy. jason: so what does this mean? how are these tariffs going to play through? that was your assignment to peter coy? >> that's right. the econ section looks at what might be called an optimal tariff. this is not it, we conclude. consumers are bearing the brunt of this. trump has said it is on other countries. that is not true.

all of those costs get carried through to consumers. we are already watching most prices go up, steel being one. consumer goods, like washing machines, go up. ironically aluminum has gone down so far. carol: you are going to pay more at home depot? >> exactly. these prices are going to be passed along to consumers. we've also written about harley davidson. they will move plants overseas so they are not impacted by metal prices. carol: a busy week. joel: the u.s. treasury department is not enforcing the rules or collecting money. we have watched the enforcement and collection come down to fraction of what it was under the obama administration. carol: i think about the sanctions.

they are promising them but whether or not they are carrying them out? one thing that is being carried out is a lot of m&a activity. comcast is paying a big price. joel: enormous. $39 billion. more than analysts were expecting. this is a big bet on brian roberts. the ceo of comcast really outfoxed fox and disney. disney had acquired fox to actually get sky. this drove up the price and made it so that bob iger lost out on sky in the process. this is putting comcast in an interesting position. loaded the company with that at , aren't peoplee cutting the cords with cable? jason: only one thing i love more than deals are media moguls. this all comes together. thank you.

comcast came out as the big winner in a bidding war with disney over sky. they won the battle with a $39 billion offer in a rare three round action over there in london. carol: investors do not seem to be celebrating. we went behind the battle lines. felix: the head of comcast has told the story. he was in london talking to the cab driver, the cab driver is going into these details of sky versus virgin and what service is better. brian roberts is thinking, my cab driver cares this much about getting this paid television, maybe we should get in there. he attributes that to his interest. he's been keeping his eye on sky, the culmination of a multiyear process. carol: he's paid a lot of money. felix: a lot of investors are

not excited. jason: the stock took a major hit the first trading day after the deal. felix: they will have a hundred billion dollars of debt when this gets done. this whole idea of having a big bundle of channels has come under a a lot of pressure. for brian roberts and comcast, this is the culmination of a process that goes back decades. roberts inherited this company from his father. its roots are in the most provincial american media sense, running wires out to small towns that could not get broadcast television. when he took over the company, in the the industry was 1990's, shifting. comcast has had a hard time shaking this reputation of being a small town, second-tier company.

reed hastings dismissed it as a regional cable company. roberts took great offense to this. buying sky gives comcast this transatlantic global clout he has always wanted. jason: you have murdoch, iger, roberts, mixing it up over the past few months, culminating in this deal. how does roberts, as a media mogul, come out in all this? felix: he has risen up on the stage. murdoch has been the globetrotting media mogul around the world. he sold a lot of assets to disney. this is the chance for brian roberts and comcast to step up and claim that mantle, along with disney.

brian roberts tried to buy disney and that did not work out. disney beat them on fox. this is a victory. he finally wins one of these deals, but they are paying a huge amount of money. carol: ahead, sanctions only work if they are enforced. why the treasury tough talk is falling short. jason: consumers may bear most of the cost of president trump's tariffs. carol: this is bloomberg businessweek. ♪

♪ carol: welcome back. jason: join us every day for bloomberg businessweek from 2 to wall street time. 5 p.m. carol: you can also find us online and our mobile app. jason: sanctions have become the

economic weapon of choice from iran to russia. at least rhetorically. carol: a crucial element is missing -- actual enforcement. >> the u.s. has put in place several new sanctions in the last year and a half but the actual enforcement of the sanctions is on the decline. when the companies that have been violating sanctions, there has been less enforcement. with almost three quarters gone, only one case has been done this year. compared with historically, we have data from the last 15 years they often do dozens and , sometimes hundreds of cases in a year. carol: actions have consequences

only if there is enforcement. this has to do with this ofac office, part of the treasury department i have never heard of, the office of foreign asset control. why are you reporting this? christian: it's a big issue for banks and companies. especially now, with the trump administration, we're in an era where sanctions are being used heavily as a tool in foreign policy. there is a lot attention on businesses that for a while it was ok to do business with iran. now it is no longer ok again, same for russia, companies and banks all over the world have always had to do this dance about when it is ok to do business in certain parts of the world. we are in a time where that is getting more and more complicated. this office of the treasury department makes these orders saying, here is what you can and can't do. jason: how much does this tell

us about what is plaguing this treasury division operationally? >> tough question. ofac is a black box. they do not say a lot about how they do what they do. you have to infer a lot. the data is clear that enforcement is going down. the reason why is less clear. carol: you talk to a lot of people who have worked with in this unit of the treasury department. what do they say is happening? is it too many targets gone after with sanctions and it's hard to keep up? >> as treasury has rolled out these programs, the attention -- there is only so much bandwidth. the leadership at the treasury

has been so focused on creating these new sanctions, in addition to all the other stuff that is part of the regular job of the treasury. fiscal policy and that sort of thing -- the enforcement cases are done by a particular unit. they need the attention of the council's office at a certain point. the director of ofac and more senior treasury leadership there , is sentiment there is not enough capacity right now to be getting these cases over the line. carol: let's talk about the trump trade war. the president argued that foreign producers will slow the cost of tariffs to reserve u.s. market share. american consumers will pay the price. who is right? jason: who has power in the markets? here is peter coy. peter: some of the tariffs just started this past week.

it will be a while before we feel their affect. the u.s. did the smart thing. if you're going to do a tariff, try to put it on things for which you might be able to push it off on the supplier. deutsche bank said out of the first tariffs on china, only one billion work on products where china was a majority supplier. jason: meaning, countries could go elsewhere and buy them from someone else. >> exactly. in that circumstance you might be able to push off the price on china. billion,d round, $200 the new one, almost half our products for which china is the

majority supplier. if we put tariffs on everything has threatenedmp to do, it would be 80% of those product lines where china is the majority supplier. it gets worse and worse. jason: it gets worse and worse. for the consumer. carol: because china is the only place to go. higher prices, someone has to pick it up? >> it will be the consumer. you talk about the unintended -- carol: you talk about the unintended consequence that could happen in china if they are getting hurt because of these new tariffs. let's say they move their labor to other, cheaper countries. i thought this was an interesting angle. >> the law of unintended

consequences. you are trying to punish china. we are afraid that china is going to build up the state of china in 2025. the united states says we are going to have high tariffs on this. it is only the final assembly being done in china. most of the added value comes from japan and south korea and the united states. the tariff goes on the entire value. not just the value added. china says, we're getting killed because of this. we should move this offshore to malaysia, whatever other country and focus our people on doing stuff for where they are really adding more value. and they have a strong economic incentive to move out of the low value-added assembly work because the tariffs have fallen so heavily on those things. jason: we are starting to hear from ceos and cfos about how this is playing through -- home depot is being one example.

peter: my colleague told the ceo of home depot, if they are constantly fielding efforts of their suppliers to raise prices to home depot, and push back if they think it is not legit, if the company got a tariff put on it, it is kind of hard to say no. they will accept price hikes from suppliers to home depot. the next question is, what does home depot then do? do they pass this along to their customers? sometimes yes. sometimes no. carol: coming up next, being a russian oligarch isn't what it used to be. why roman is laying low. jason: and culinary confessions, next. carol: this is "bloomberg businessweek." ♪

♪ carol: welcome back to "bloomberg businessweek." jason: you can listen to us on the radio on sirius xm, new york, washington, d.c. carol: in the bay area and in london on dab digital and the bloomberg business app. jason: roman abromovich is the most prominent russian tycoon in britain. he has been dubbed santa claus by local media. carol: he transformed english soccer, turning it into one of the most powerful brands at all of sports. jason: here is our senior writer. >> he is one of the most prominent russian billionaires

in london and this spring he had trouble renewing his visa despite having been invested in the u.k. for 15 years. he bought chelsea in 2003 and poured more than a billion pounds into the team. in the process, changed the nature of english football in the process by setting off an arms race for the top players and coaches and other officials followed his lead. given the size of his investments in the u.k., it was quite a surprise the british government did not renew his visa. most people think it was due to the growing cold war 2.0 that has been brewing between london and moscow in the wake of the march poisoning of a former russian spy in a small english town.

this spy was found slumped on a bench, foaming at the mouth and had been poisoned. the british government concluded that it was an attack orchestrated by the russian military intelligence. the gru. they proceeded to hit back at the kremlin, expelling 23 diplomats, boycotting the world cup in russia, and slowwalking most russian visa applications, including this prominent russian billionaire with a base in london. carol: he loves the chelsea football team, but now he has been hedging his bets with his investments and is putting this up for sale? stephanie: this is not something he wants. he has invested in it. it is not just a universal for

a. -- billionaire's toy. upset -- upset -- obsessed with football and obsessively follows all the matches. selling it is not something he wants, but maybe be safer option. he wants a bigger price tag attached. he wants 3 billion pounds for it. it would be a record for a professional sports team acquisition. whether or not he can find an investor who puts that amount of money down is another question. whether or not he might lower his price or create a partial sale to protect himself remains to be seen. carol: there are really no new ideas in food, only clever twist on old ones. jason: top chefs around the country confess on the dishes they wish they created.

carol: they reveal how they secretly reinvented them in their own restaurants. >> it was a huge time for food in america. big cities like los angeles and san francisco are starting to discover their own voice in an exciting way. jason: wolfgang puck was at the fore of that. i love the story about how his salmon pizza came to be. >> so funny. we now describe this in a million different ways. back in the day it was really only tomato sauce and mozzarella. wolfgang puck, an austrian born chef, was an up and coming cook in the early '80's that had a celebrity clientele. joan collins walked into his

restaurant one night and asked for fresh and smoked salmon on a pizza dough and changed everything. jason: where does it go from there? tell us about the inspiration. >> the new originals. it's a good time to look back at american cooking. it is in so many places. there is no place on earth whose food we have not explored. a couple decades ago, our culinary scene was ruled by tradition, especially european traditions. especially france. if you went for a fancy meal, you were going to eat french. maybe if someone was enterprising, sushi. but that is not where you went for a fancy meal. carol: what happened with chefs?

>> they got inspired by these master chefs. not everyone remembers them. there is a funny story in the story, one of the iconic desserts is the molten chocolate cake that john george created by accident. cakes baking hundreds of for someone's birthday. he forgot to calibrate the oven. he sent it out to the dining room and realized his mistake. he was going to fall on his sword. i fired. am he walked in and there was a standing ovation. this cake had this delicious center. now you can find it on applebee's. jason: it is a cliche. serco, who idolizes it, say now people think applebee's

invented the cake. who john no idea george is. carol: bloomberg businessweek is available on newsstands. jason: and online and our mobile app. what was your favorite story this week? carol: we have the #metoo movement and now the #whyididn'treport movement. women sometimes do not report right away because there are consequences. that is why they have kept it quiet for many years. it is very topical what is going on in washington right now. jason: i thought the story did a good job of telling about the numbers underneath it. very powerful. it really gives weight to the emotional toll. carol: what was a story that got you thinking? jason: i love the way joe weisenthal's mind works, the connections he makes between

dot-com, crypto, and cannabis. it is a lot of fun. more bloomberg television starts right now. ♪

♪ david: if president trump called you and said i really need you to come in and help your country, what would you say? condoleezza: i am happy to be doing what i am doing now. [laughter] david: you negotiated with north koreans. condoleezza: when i first heard he accepted the invitation, i thought, nothing else has worked, so why not? david: on the iranian agreement. condoleezza: i did not support that agreement. david: let's talk about vladimir putin. condoleezza: i know him well. he likes me. david: what are the qualities you think great leaders have? condoleezza: a sense of humility about what they can achieve. >> would you fix your tie, please? david: well, people wouldn't recognize me if my tie was fixed, but ok. just leave it this way. alright.