♪ carol: welcome to "bloomberg businessweek." i am carol massar inside bloomberg headquarters in new york. this week, political troubles on both sides of the atlantic. a formal impeachment inquiry is opened on president trump. >> therefore today, i am announcing the house of representatives moving forward with an official impeachment inquiry. plus, a defiant boris johnson

dragged back to parliament to explain why he broke the law. we take a look at what a hard brexit might look like. president trump's political future among the topics front at center at bloomberg's forum in new york. >> when you added together, i think what it leads to is not a recession, but a slow down growth globally, which is what we are experiencing. carol: more on that ahead. first up, here is editor joel weber on this week's cover story. >> this is one of the hallmarks thesesiness week," strategy stories that we sometimes do. it is a look at how mcdonald's has been thriving for the past five years or so. share price keeps going up under the ceo. in the past six months, he has really doubled down on tech. carol: that is something that i did not realize. he has made a bunch of acquisitions in ai, voice

recognition technologies. >> earlier this month was his latest. what we are seeing is mcdonald's transitioning from being a fast food company to looking more and more like a tech company. there are cameras at drive-through that can scan your license plate and maybe even remember what you ordered last time, or understand your voice and help translate that to the kitchen. we are seeing a real effort to streamline how mcdonald's can use technology. there is always resistance to that. carol: expensive to do this, right? >> the franchisees have been pushing back. carol: what i love about these stories is you get some insight details. they take us to the old headquarters. . it was kind of drab, kind of boring. >> that is in part to try and .etain and enlist technology my favorite part is how the company transitioned to be able

to do delivery. it's like, let's do this right now. doing we can see the ceo this. another great read. this is a company, may be we take it for granted that it has been around for a long time, but it is a huge company. >> massively global. they feed on any given day 1% of the world's population. mcdonald's actually has a new secret sauce and that's big data. carol: another great cover story. thank you so much, joel weber, editor of the magazine. democrats launch a formal impeachment inquiry of president trump his conversation with the ukrainian president to investigate democratic front-runner joe biden. of news outin terms of washington. a lot of press conferences. we have got hearings, a release of the transcript of that phone call. where are we in terms of this process? >> well, this has been really

amazing. if the mueller report was just a very slow moving drip of information, this has been a -- deluge. day lucia very fast. there is the progress from hearing about this scandal to seeing the transcript of the phone conversation with the ukrainian president, to reading the whistleblower complaint cannot literally be measured in hours compared to how long it took to find out some of the information from the previous investigation. carol: all of this coming out blue all of us awake. all of at stake b --lew us away. what is at stake for that democrats -- the democrats? what is at stake for the president? >> i talked to some people involved in the impeachment of nixon and clinton.

they both said, you know, at the end of the day, you have to put the politics aside. if the majority of the house believes that the president has committed an impeachable offense, then they have to do. i think a big -- do it. i think a big factor is that a vulnerablemore house democrats finally came forward and said, we think this is over the line. especially those who had a background in national security and intelligence. carol: what are we hearing from the white house at this point about it? i think the press conference on wednesday of this past week, big press conference with the u.n. general assembly. president trump has been in town a lot. we all observed a much more subdued president trump. >> his speech to the united the text of his speech to the united nations was very militant, but the delivery was very subdued. i think you are seeing some of the same tactics he has used to

push back against the previous scandal, basically arguing that he did nothing wrong, that anyone would do what he did. what we saw was a little bit faster cooperation. once the impeachment word was raised with handing over the primary documents. i think the white house had been stolen while in congress for a long time on even sort of routine information that past presidents would have given. once the impeachment word was dropped, they quickly cooperated. carol: thank you so much. appreciate your insight. coming up, what a no deal brexit might look like, plus business leaders weighing in on navigating global instability at bloomberg's global business forum. this is "bloomberg businessweek." ♪

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carol: welcome back to "bloomberg businessweek." i am carol massar. jonas for "bloomberg businessweek" everyday on the radio. you can always catch up on our daily show by listening to our podcast. find us online at businessweek.com and on our mobile app. this week, boris johnson cut his visit to the united states short, returning home to face parliament and the never ending brexit story. here is what a hard brexit might look like. >> he tries to set out what that first 24 hours might look like if it is the case we end up in a no deal brexit. this is what boris johnson is promising to do if he cannot get the deal with brussels. he says that u.k. will leave the eu on october 31. . what would happen next? we have followed various individuals who would find themselves in fairly dramatic situations if it were to be the case that there was a no deal brexit.

for example, we follow eight driverriver -- a lorry making a time critical delivery. we follow a farmer on the irish border who has to cope with that change in ireland. we follow a musician on tour in europe, so all these individuals who could face meaningful and significant disruption if a no deal brexit were to occur. carol: let's talk about the ports in particular because that's really questionable. how do they operate the port of dover? we are talking about the channel crossing. 10,000 trucks go through the fairies every day at these ports carrying almost 1/6 of all trade and goods to the european union. this is huge. >> exactly. it is probably the most important crunch point for britain when it comes to trade and it is the area where the government is keen to make sure there is not disruption. limitation ontain what the british government can

do to keep that traffic flowing. the british can't control what the french will do. what will the french officials customs do when the trucks start coming over in a no deal brexit scenario. the fear is that the french government will be quite strict in its application of the rules and that will mean trucks end up being pulled over if they don't have the right documentation. they will need new documentation in a no deal brexit scenario because the u.k. will no longer be in the eu. that's the worry and whether disruption could occur. carol: let's talk about the irish border -- that farmer on the irish border. violation, not in violation, in violation, explained that. >> the irish border -- explain that. >> the irish border is not a straight line. it is a swingle. you have individuals with farmland on both sides.

it may end up crossing the irish border on several occasions. if he has a sheep in northern ireland and wants to move them 100 yards down the road to another field, it would have to cross into the republic of ireland. in a no deal brexit, that would be illegal. that would be smuggling. he would have to go through a customs checkpoint to declare these animals because the rules say if you are moving livestock into the eu from a non-eu entry, you must have a check -- country, you must have it checked. thes a question on whether government would actually enforce those checkpoints. carol: let's go to our bigger, broader take away here. it sounds like initially it is not a doomsday scenario. >> don't necessarily expect significant, visible disruption on the first day of a no deal brexit. i think many of the impacts that have been talked about could occur. if they do occur, they would happen in the days and weeks after.

that is mainly because if there is disruption at the ports and trucks get held up and so on, it would be at least two, three days, a week before the rest of the supply chain feels that affect. if companies have stockpiled goods, they can run those stockpiles down. after that, it would start to go from paying if that disruption continued. carol: president trump using a speech at the united nations this week to reiterate complaints about china's trade practices. president trump: as i have made very clear, i will not accept a bad deal for the american people. carol: the expanding global trade war is already hitting close to home. let's bring in our reporter who follows trade and globalization for us at bloomberg. great to have you here. your story this week in the magazine, i feel like we need to get ready for maybe trade war number three. it is expanding in terms of concerns about trade with europe. >> absolutely.

we are getting ready for the next round that will start to unfurl in the coming days as the trump administration starts to rollout new tariffs on the eu. those are the result in the first wave that we are going to see in a long-running battle between airbus and boeing. we are expecting the wto to authorize the u.s. to levy something like $8 billion in tariffs on the eu. that is going to hit the eu hard , but it is also going to blow back in the u.s.. some states -- states like alabama have pretty close ties with not only the eu and european businesses more broadly, but airbus pretty directly. carol: it is a big deal and theainly you talk about state of alabama. the biggest one is from the eu, correct? >> absolutely. they are the biggest investor in a number of states, including alabama.

there is anl, airbus plant where they assemble planes and they will start planes.ng a220 there is a big mercedes plant and tuscaloosa -- in tuscaloosa. they turn out a lot of those new mercedes suv's you see on the street. a lot of those suvs get exported --i'm sorry, from alabama to places like china. convening heads of state and government and hundreds of ceos in new york. a spoke with chairman of , ceo, and brian moynihan of bank of america, on the u.s.-china trade work. >> what you have seen over the and 2.5 years is the u.s.

warning them as a leader of the developed world. on the chinese side, they are trying to figure out how far and how fast they want to get someplace. countries gottwo quite close in may, at which point the chinese just withdrew. they had agreed to a variety of things, we thought, then they look at the hole, and they said, my goodness, let's not do this. this is starting again. meanwhile, what has happened in these 2.5 years is that the two countries have started, as a result of false starts and a variety of other tactical stuff, or starting to decouple -- are starting to decouple, which is very dangerous. >> i do wonder, i think

increasingly we are expecting this world where it is china and its allies and the united states and its allies. a very interesting place between china and the united states. how do you see it? >> as a situation of enormous opportunity. carol: wait, you mean the spat you do? >> absolutely. i am just being truthful here. for a long time, it was not kosher for anyone in american policy positions to admit that there was a kind of conflict with china and that india in fact could be one of the players in this game as a buffer against china. that was just a no-no. no one would admit that. i think now it is in the open and president trump has made it more in the open. going to houston made it very clear what kind of alliance he had. i think there is nothing but

opportunity for india. righte to play our cards and see that we are viewed now as a very appropriate ally for in u.s. as a buffer, both defense terms, frankly. if you look at the number of defense exercises between the u.s. and india, they are proliferating dramatically. we never used to buy, we use buyore from the russians -- from the russians. this is a democratic country, a country that values i.p.r. a country that values growth. i think india has nothing but a unique opportunity right now. we just have to play those cards right and i think it will be a win-win for the u.s. and india. >> i actually agree. having been with a bunch of ceos

, prime ministers this morning, all of them talking about their business expanding in india. i think some of the bureaucracy and things that were difficult to operate have been dealt with. they can be approved and everybody knows it. i think the broader context here is global trade. theou go back and say china-u.s. situation will take longer, the question is, what can we resolve in the interim? i'm not sure what happens given the politics and situation this week, the usmca, and things like that, which are critical to get done. as much as india is a beneficiary, mexico and canada is a beneficiary. the weight scale in mexico is actually lower than parts of china. they could use the jobs. there is already integrated manufacturing supply chains. canada is a different situation. i think to keep the u.s. moving forward, there are three or four things to knock out.

china-u.s.,pes for but there are a couple of things to knock out first, and one of them is the usmca. i don't know if they can politically push it through, even though both sides seem to want to. carol: you can hear more of that conversation on this week's extra podcast. up next, softbank has a problem, wework. it, meaning i.t. mcdonald's in the days of code.

♪ carol: welcome back to "bloomberg businessweek." i am carol massar. you can also listen to us on the radio, sirius xm china 119 and am 960 in the bay area, in london on dab digital and on the bloomberg business app.

wework's plan to go public hit a fall. the ceo has stepped down under pressure from his board. this week's technology section wework'sone of biggest investors. we are talking about softbank. we have seen the reduced evaluation of wework. will softbank's founder have to reduce his valuation and bite down this investment? >> that's right. we are hitting the end of the quarter, the end of september. throughout recent months, banks have taken down their estimates worth. wewiork was softbank got in at $47 billion valuation. now, looks like it could be worth $15 billion or less. how does softbank handle that? that's the big question. carol: you pointed out, or the story points out that he is very

up a valuation. will be -- pbs click to write it down -- will he be as quick to write it down? >> there is a lot of leeway in how they account for things. iscould argue that wework just as successful as it has always been. just because investors on wall street are debating the value ahead of an i.p.o., they are still bringing in the same amount of revenue as when we got in. if you want to think about, do people have faith in softbank? carol: i think that's the big issue. you think about softbank's vision fund, a credible amount of money investing in technology. uber was one of their main investments. that valuation has gone down. same thing with wework. you do wonder what fate future investors will have if you are not rethinking the valuation.

>> consider that these big investments have been driving the vision fund, they have been driving softbank's profits. it is not the old-school telecommunication businesses. there is a lot riding on his big bets. carol: he does not have to write it down, right? technically, he does not have to. >> that's right. hastone around wework changed in the last few weeks. softbank was one of the key reasons wework's ceo stepped down. they were pushing for him to step down. carol: i have to wonder, we have talked so much about the vision fund and the influence it is having on the investment community because they can make such big investments. typically in an investment fund, some investments will pay off, some will not. we are really looking at it very different. >> that's right. the other thing that has come son's leeway

for founders to behave in a certain way. he is starting to send out this message that you going to have to be profitable sooner if you want my money. carol: i feel like this week there is a lot of news going on in general, but i feel like everything surrounding wework, we have really started to rethink i.p.o.'s and start up companies and how we look at them and really accountability. rebecca, thank you so much. also front and center this week, climate change, as heads of state gathered in new york along with some of the world's top corporate leaders at a united nations climate summit. this week's business section looks at how companies are addressing their travel policies due to something called flying shame. it is a real thing. here is this week's business week explainer. >> 90 minutes from stockholm to berlin by plane.

when a swedish startup celebrated by going public -- startup celebrated them going public, -- they banned virtually all employee air travel within europe and discourage longer distance flights. the goal is to become carbon neutral. this week, they have a name for it. it means flying shame and they are not alone. companies and nongovernmental associations across europe are taking a hard look at their travel policies. travel fell 2% in july. sweden's airport operator says domestic flights have carried 9% fewer passengers this year than last. there is not much airlines can do to push back. for jets, the carbon dioxide output per passenger mile is at least 4 times that of trans. european airlines -- trains. european airlines have the most

to lose. high-speed rail is a viable are turned. carol: mcdonald's has a new secret sauce. burgers to beer. we hear from the abm bed -- ab invev cleo. this is ♪ -- this is "bloomberg businessweek." ♪

♪ carol: welcome back to "bloomberg businessweek." inside of bloomberg headquarters in new york. still ahead, where blackstone is deploying capital. plus, brookstone's ceo on business since brexit. all that to come from bloomberg's global business forum. we begin with our cover story.

mcdonald's ceo once a big macs to keep up with big tech. -- wants big macs to keep up with big tech. a simpleld's offered menu of hamburgers and soft drinks produced cheaply on an assembly line. this helped spark the $600 billion modern fast food industry as one of the most iconic brands of all-time. in 2013, earnings began to stagnate as diners ditched the golden arches for new burger upstarts. ceor easter book came on as and pushed mcdonald's to make its next big. so far, his plan seems to be working. at some locations, orders placed on the app are automatically prepared the moment a customer comes within 300 feet of a store. in the drive-through lane, a company is testing technology that can scan your license plate and suggest food based on

previous orders or shake the menu based on whether. from kiosks inside the stores, diners can customize their burgers into thousands of different variants. mcdonald's is adopting the approach of amazon, facebook, and google, by using technology to personalize the consumer experience. , it is not crazy to expect mcdonald's will someday know that you want a big mac without onions, a large ,ries and an oreo mcflurry even before you do. carol: we now head to the reporter behind the story looks at whether the data is the secret stops. -- sauce. >> he has made technology the focus of his tenure at the company. he was traveling in spain and realized that burger king was offering delivery to the spanish market. and on the nights when spanish football teams were competing in the local league, mcdonald's was

losing a lot of customers on account of that. carol: so let's talk about what mcdonald's has done to be more digital. current corporate culture, calling itself the technology is a throwaway line. everybody in every industry is doing it. in mcdonald's case, there's something very tangible about their efforts. for example, they acquired dynamic yields, a new york-based artificial intelligence startup for $300 million. that was largest deal in decades. suits theirof that vision, which is to eventually have license plates scanned to record previous purchases at the drive-through. it will suggest items based on similar purchases or locations and the weather and all sorts of other variables. it will really allow mcdonald's to process a lot of data and gauge what is guest -- best. carol: they are also redesigning stores.

they are rethinking the physical outlets. >> absolutely. this is an initiative they had been shepherding before becoming ceo called experience of the future. whoequires the franchisors own and operate over 90% of mcdonald's stores globally to -- reimaginedgine the function of the store and services they offer. the cost of remodeling is between $160,000 and $750,000 for the more comprehensive remodels. naturally, the owners and operators having to fork out quite a bit of cash to cds through -- to cds through are protesting vision somewhat. carol: they don't really have a choice. in the face of competition, there are also trends in food specific way that are changing -- food specifically that are changing.

mcdonald's, they are huge, but they were seeing growth slowdown in market share pullback. -- and market share pullback. >> it is a classic example of a deeply iconic american brand that was fueled by baby boomer loyalty for a very long time. it rested on its laurels somewhat and has undeniably lost its way with the customer. easterbrook had been on the sidelines for a lot of his career at mcdonald's. he thought that this is how we ought to change things for the better. he was head of the u.k. them ahead of europe, observing all of these different trends. health,organic, towards thinking maybe we can bring some of that innovation to mcdonald's. not really on the health side, but perhaps technology. i'm here with our reporter who has more on if

easterbrook's strategies are working. >> the are good if you think about the key metrics. this is looking at same-store sales growth, the white bars, compared with the second largest restaurant in- the blue. easterbrook took the helm back in march of 2015, and since then, the trend has reversed. while the pace of growth has avid and flowed, it has been growth nonetheless. it is the best since back in 2012. and as you can see, they have been outpacing competitors. that would suggest he does have the secret sauce. carol: quite a big turnaround. tom burgers to beer we go bloomberg's global business for where we caught up with the chairman and ceo of 80 in the -- of ab imbev. we see a good environment for

our business. there are challenges, but that's always the case. we don't see what we read sometimes and papers. the other thing is that our production is localized. jason: right. about tradethings and the flow of goods, but does not necessarily affect us. always a little bit, but 95% of what we produce we sourced locally and sell locally. so we are always paying attention to what is happening to the consumer. i don't have an opinion on some of these trade conversations, but if it is good for consumers, we are happy. jason: let's talk about asia. you pulled off an ipo there after a false start. uber.cond-biggest behind what does that tell you about that market and the strategy going forward? >> our business in asia is

amazing. we are the number one rumor, especially in the premium -- bre wer, especially in premium. in china, we are number three in volume but number one and profitability. has always the ipo been to establish and create a .ocal champion now.is done shares will start trading next monday. yeah, very happy to be where we are. jason: is that a playbook you might use in other places around the world? say in africa, maybe? or is this a different sort of thing? >> it is very much a mirror of what we had in latin america. we had a local champion listed and controlled by us. towas an amazing vehicle

stop and get deals with local families in different countries and really expand in the region. we think that same magic could happen in asia. when you think about part of the reason to do this deal was to pay down some debt. how far along are you in that process and what are some other moves you might consider? >> the main reason for the idea was to create a local champion. as we said, we don't need that by 2020. our target but we felt we needed a local champion to mirror what we have to must america. had in latin america. the proceeds from the us trillion sale, around $11 billion. -- australian sale, rent $11 billion. thinking about the

cannabis market, how is that going? what do we expect to see next? >> what we have is this. we have a joint venture in canada and for canada only because that is where it is legal. at this point, we are only doing r&d.mpty -- doing we're only trying to solve issues of nonalcoholic beverages infused mainly with cbd. we have not made the decision towards commercialization. carol: up next, blackstone's jonathan gray on his three three 's and more on the $5 billion oaktree deal. this is bloomberg businessweek. ♪

carol: welcome back to "bloomberg businessweek." every day on the radio

starting at 2 p.m. wall street on. you can also catch up on our daily show by listening to our podcast on soundcloud and bloomberg.com. you can also find us online and on our mobile app. we return to bloomberg's global business for. here's jason with blackstone's jonathan gray on navigating economic uncertainty. jonathan: you have uncertainty in the world and friction from the china trade. you have got the brexit situation and geopolitical concerns making everybody nervous. businesses are responding by pulling back a bit. you see that in manufacturing industrial data, capital investment, and earnings. that is one side of the equation. , the consumeride is actually doing pretty well around the world of a particularly here. -- world, particularly here. i talk about the three threes.

3.7 unemployment, wages are growing north of 3%, and home prices are growing up 3%. the consumer has a job the wages are going up, and their assets are appreciating invention -- in value. , it you added together leads to not a recession but a slowdown in growth. jason: how much does it slowdown and when? are we in that now? jonathan: i think we are. it is hard to say. is that central banks have decided to lower rates and continue to stimulate. that some of these issues, like china trade, get resolved. which would get some of this uncertainty away. as investors, you don't want to get caught up in the moment. you want to take a longer-term view. jason: so where are you spending money? i know your investors asked that every time they get on the phone with you. you have got 500 billion plus in

assets. jonathan: that's the big question. when you have slow growth, you also have high multiples. the low interest rate has created expanded multiples. so you have to be cautious in where you invest. we are looking at places where technology is creating change and where industry is in the path of growth. logistics, we have been in the big buyer of on theses in the world simple premise that goods are moving from physical retail to online retail. we are doing things around content creation as a result of the cost of distribution of media coming down. solution, things migrating to the cloud. a big business that does things in the human resource area online. india is another area that is benefiting from i.t. services. as the global economy transforms even though the growth rate is

findhat high, trying to his industries with the wind at their back is really important. sson: are you a net buyer or eller? jonathan: a bit of both. i would not say there is one clear path when we find businesses that have stabilized, we exit. on the other hand, there are many things we hold. you are seeing a cell while deploying capital. 56 billion dollars of capital the last month. it is selected and tends to be a larger situations. tool: jason also caught up talk about investing at a time of instability. : politically, many countries are up in the air in pretty extreme politics. but on the ground in business, it is pretty constructive. most countries in the world are

doing ok. , we look forstors places where you can put money and make decent returns. instability sometimes brings opportunity. you just need to think long-term. jason: let's talk about opportunities. some of thisaybe uncertainty drives a valuations down. they have been pretty high, it feels like. are you seeing that yet? bruce: not in the developed markets. our focus is special situations in those places. but europe is being driven by interest rates that are really low today. india has a situation where the financial system needs capital. and in china, we are seeing more opportunities because of the deleveraging going on in the country. that's a positive and creates opportunities. jason: you mentioned the china.

u.s.-china trade continues to be top of mind. how does that play into investments? bruce: our business is about buying real things, real assets. we buy pipelines, toll roads, renewable power plants. they are local investments in every country. are a in 35 countries and local investor. traded is not really affect us. on the margins, it does. it affects currencies and global investments. but we are a on the ground investors to trade is not as important. jason: let's talk about one specific situation, brexit. we had a boris johnson leave here early to get back. we will be hearing from him later on today. you are a big landowner and a big landlord in london.

canary wharf has been a big project. -- you have got a lot invested their. how does that play through? bruce: business has been good since brexit happened. every day this gets extended and nothing happens, fewer decisions get made and that is not helpful. in the fullness of time, getting something result will be good for everyone in london will be a center of commerce for a long time. we just need a solution, that's all. jason: you are about to combine officially with oaktree. what should we expect in the near term in terms of opportunities? bruce: we have announced closing on monday. we are excited and thrilled to partner with their team. we will help them in any way we possibly can. we think it is an added benefit to our institutional clients. in, whereld we are

low rates are pushing money into alternatives, our general private equity real estate franchise will benefit and we have a credit offering to add to that. carol: up next, how surfing is splashy are then ever in the land of the rising sun. this is "bloomberg businessweek." ♪

carol: welcome back to "bloomberg businessweek." you can also listen to us on the radio on sirius xm channel 119, and on a.m. 1130 in new york, 106.1 in boston, 99.1 f.m. in washington, d.c. a.m. 960 in the bay area, london on dab digital, and through the bloomberg business app. return now to this week's pursuits. here is our editor on japan's surfing sensation. >> our opener is a profile on

igarashi, the sixth-ranked surfer in the world who grew up in huntington beach, california. but he is surfing for japan in the 2020 summer olympics, the first time it is an olympic sport. jason: and he is a phenomenon in japan and has launched that sport to popularity that is only rivaled in the united states. and even on a per capita basis, it sounds like there are more surfers in japan. >> there are about 2 million surfers in japan and about 126 million people there, percentagewise, more than the united states. surfing in japan has been big for a long time. the waves are reliable and there are great beaches. but he has transcended the fame of surfing. he is movie star fame this -- famous. carol: you guys talk about a typical day for him, signing autographs and doing press conferences. morningkes up in the

and he's in california, surfing with kelly slater. that he flies the tokyo and he does another photo shoot. it never ends for him. he never -- he has a ton of energy, he's a young guy and he thrives on the fame. some don't always love that, this is like his thing. jason: this is a guy who is literally bred to achieve what he has achieved. it is an amazing story. it is similar to richard williams and his daughter. >> it's exactly like that. his parents were hippies living in california. they decided their thing was that their kids would be incredible surfers. when he was seven years old, he so out on the water by 5:45 that he could serve for a couple of hours and be in school by 7:20 for second grade. carol: isn't that amazing? his parents left tokyo and went

to california to do this. >> they were in california when they had him and he is going back to surf for japan. a little bit of home-field advantage does the beach with a are doing that competition is in chiba prefecture, a beach where his dad grew up surfing. he has the real insider advantage. olympics, getsy more endorsements, maybe he can buy this next car by ferrari. elliott continues to have the best job, we center to italy where she tested out the new car. it replaces the big sports car you would see and think like that's a hot for every -- furry -- ferrari. it is redesigned and faster and she had a great time. her review is that it is an incredible car, the most beautiful they have made in a decade and all the critics agree.

to the wayeven goes it sounds and makes comparisons to almost a musical note it strikes. >> if you've ever been in a car like that, it can sound like a ripping noise. it can be not beautiful, though it is very powerful. she said the sound of this car is truly beautiful. jason: a great book review as well by bob iger. it's not really a tell all because he's not that kind of guy, but there are some amazing details about his career. not just running disney, but how he got there. candidly, what he endured. >> the book is called the ride of a lifetime, lessons learned from 15 years as ceo of the walt disney company. [snoring] but it's not. it sounds like what happened with ovitz and how brief that was, and even when he was

competing to get the role for himself, how he was treated. carol: by headhunter. don't give it away! >> he is basically humiliated by headhunter. and it's not like he hasn't been at disney. jason: a known commodity. >> exactly. and in dealing with rupert murdoch the whole fox deal in the drama behind that. there is a lot of juice in there and it's fun. when: it comes at a time well-known people in the business committee are out there writing books. jason: and he is not done. >> part of the deal with fox's that he has to stick around. he is launching a service with all of the stuff he has accomplished. this streaming service may be the peiord -- period at the end of the sentence. carol: we are available online and through our mobile app.

and deftly check out our podcast available on apple podcasts, soundcloud, and bloomberg.com. more bloomberg television starts now. ♪ here, it all starts with a simple...

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the "best of bloomberg technology." we bring you all of our top interviews from this week in tech. crowd strike found themselves in the middle of the trump-ukraine scandal. we hear from the ceo in an exquisite interview. pelton begins -- peloton