>> this is "bloomberg technology ? --"bloomberg technology." wonder $44use at did a share, more than doubling its ipo price and pushing the company into the $100 billion market cap club. my chat with brian chesky and his reaction to the price, you don't want to miss.

plus, opportunity for all. ken frazier and ginni rometty are among 37 executives pledging $100 million to hire one million black workers over the next decade. we will talk to both of them about this effort to close the opportunity gap. and apology not accepted. the ai ethics researcher who left google in a controversy that is still unfolding. sundar pichai has called for an investigation. we are going to hear from timnit gebru. first, u.s. stocks closed mixed today amid continuing stimulus stalemate in d.c., a tech rally though did materialize. abigail doolittle joins us now from new york. today.us watching airbnb walk us through the day. >> that was the big story and the anticipation prior to its opening. stocks opened pretty bearish,

but at the end of the day, up tenths of 1%. there is so much uncertainty around stimulus. also, what you big ipo's mean? nasdaq istioned, the higher 0.5%, one of the big winners was tesla and other stocks along those lines. facebook, a bit of a drag, no well off the lows. more follow-through from yesterday's news about the antitrust suit from the ftc and states. some folks taking that as a shot but at the end of the day, a little complacency. a top stock, starbucks up 5%. they put up a great investor day where analysts are positive on the fact that they raised the guidance for fiscal year 2022, which one analyst says will force analysts to raise their estimates and targets will come higher. the average target is 104.

the stock is at 105, suggesting that if the analyst is right, there is more upside ahead. they are talking about franchisee opportunities. if we look at airbnb on the day, one of the top performing ipo's on its first day, up 113%. a greater than wanted billion dollar valuation. hugeash yesterday, also a ipo. at one point today, it was down more than 5%. on the coast, down 2%, laying it forward, it will be interesting to see if airbnb cools off tomorrow. after 113% up, it'll be interesting to see if there is a pullback tomorrow. emily: absolutely, all eyes on the share tomorrow. think you for the update. with brian chesky earlier today, i got his reaction to airbnb's ipo price

doubling live on air. we just got indication under opening price, shares indicated to open at 139 dollars a share, more than double what you priced at. about -- whatned do you think about that number and the potential that you are leaving billions of dollars on the table? brian: that is the first time i heard that number. when we, in april, we raised money and it was a debt financing, that price would have priced us around $30. i don't know what else to say. -- that is -- i am very humbled by it. almost a loss for words they are, my interview with brian chesky. we are going to have more of that interview later this hour.

now, to the topic of jobs and opportunity. 37 of america's biggest corporations are joining forces and pledging $100 million to hire one million black americans over the next decade. a new organization will lead the charge and focus on hiring and training black workers without four year degrees and provide them with what they describe as family-sustaining jobs with an average salary of $55,000. frazier andow, ken ginni rometty, who are cofounders and cochairs of this initiative. thank you for joining us. this is huge and the way you are structuring it is really unique. why do you think it is important to focus on black americans who don't have those four year degrees? ken: first of all, thanks for having else. the reality of the world is only

slightly more than 20% of black americans have a four year degree and we should talk about the historical reasons why the education system has not met their needs and we know there is structural barriers that have disproportionately affected black americans. all that means that if we continue to hire based on credentials rather than based on we are -- skills, keeping a lot of people who are talented but don't have access to the economy from participating. what we are trying to do with this coalition of 37 leading companies is to create an economy of scale when it comes to demand, to have a demand on our side for these kinds of people, we have to examine our own internal hiring processes and ask ourselves, which jobs really require a four year degree versus certain skill sets

and if we can higher a lot of people who have the skills and training, we can do a lot to change the country. ginni, you bought a huge company, job creation, opportunity, distribution was a huge part of your focus but you also know the barriers to progress. why haven't companies been able to do this sooner on their own? actually, with a 37 companies doing us, every one of them tries and in many cases successfully does something, but the numbers don't buy why what has happened in that we could all do better than what we are doing individually and that is the beauty of this coalition. a group of companies said, individually, we can do something, but it is not scaling. part of why it is not scale is the structural barriers. if we work together, we cannot them down. credentialing the

jobs. ago, 100% of ibm's jobs required a phd or university degree. we said, which ones absolutely have to have that to start, or could you have gotten a scale on other way? we needed the employees and we found 43% of our job recommendations today do not require a four year degree and by the way, 50% of our hiring last year, 75% went on to get college degrees and we had our first phd. the structural barrier was hiring. then the other barrier that this group is really going to address is the supply side. when you go to the market to look for black talent, there needs to be more sources of it. committeere are many colleges, not for profits, very

good, all fragmented. as a company, you go to higher, your hr group may only deal with five or 10 of them but if we collectively help them scale, we can match the supply and demand and ultimate currency is jobs in that economic opportunity is what does give you racial justice. we work on all of these barriers. here -- thearget targets here you are setting are impressive. companies are committing to hire 250 to 500 black workers in the first year who are not going to be hired. progressyou benchmark over 10 years? what accountability weatherby -- what accountability will there be? of one set a clear goal million jobs over 10 years. we did not want to say we are going to do something that was not meaningful. what we are asking each company to do is make sure they are hiring over and above what they

would have done and i should make another point which is that these 37 companies are the vanguard for this movement. they are the early adopters but we expect to expand beyond those 37 companies. we are going to use our suppliers, reach out to nonprofits. it is small to medium-sized companies which hire the bulk of americans. put the companies capital down to create this startup. i know your audience is used to hearing about startups. this is a nonprofit startup. ,t is to address the issue which is on the supply side, we have a lot a people who do a good job of developing these people, but they are fragmented. as we have talked to people, whether it is manufacturer's or health care companies were i.t. companies, often there are open job acquisitions that can't be filled because they don't know how to access black talent that has the skill sets.

what we are trying to do is create demand scale that will allow us to offer those jobs that will cause the job-training system, whether it is committee colleges or whatever, to create a situation where you are creating people who have these skills and they want to make another point. we have been talking about the hiring aspects. the other thing we are doing is creating a committee a practice. as it relates to african-americans who are employed by these companies, often with four year degrees, there is a process where those people go into the companies and come out. they are not progressing through the system. you have african-americans as 30% of the population, they are 3% of -- 13% of the population, they are 3% of senior executive. best practices and approaches, approaching this with humility because we have been trying to do this for years and we have not done it well but if we share best practices on

how we can actually advance people in our companies now, it will make a big difference. emily: it is interesting that there will be a designated startup with its own ceo focusing on this. what sectors in particular are you focusing on? where do you think, across corporate america, the most progress needs to be made? question a great because often the first reaction a company has is, i don't have these kinds of jobs. sectoru look, the first is technology because you look at the need for software developers, cyber people, the need for club developers, all of this can be done with credentials, not necessarily a degree. then medical technicians, advanced manufacturing. we have gone through and inventoried the jobs where you -- we keep adding on our points but this is not just about your first job, our job is

to make sure you have a career. many of these jobs are about advancement, not just hiring you. start with technology, health care, business and finance, advanced manufacturing. speaking of sectors, i can't let you go without asking about your vaccine efforts. i'm sure there is a lot of opportunity for job creation there. positive news out of moderna and pfizer, what is the path for merck to a vaccine and the latest on your efforts? ken: we have two vaccines in development. they are not as advanced as moderna and pfizer, those are fabulous vaccines based on the efficacy data we see, but we continue to work on vaccines that we think there will be a need for many vaccines for different subpopulations. we continue to do that as well as work on therapeutics my antivirals. -- therapeutics, antivirals.

we have one that we hope will be used for people who are not infected or being around people who have been infected because we think this will help knocked down the virus and prevented from replicating. that hasnother drug data with respect to people who are really sick, the most severely ill people, introduces that with -- no risk of death by 50%. that you develop an, antiviral development. we have a lot to be optimistic about, but in the near term, even with these vaccines, we have to allow them to be given to the people who need it the most. health-care workers, vulnerable people. eventually, we will have enough to goal out across the country but that is going to take more out six months -- roll across the country, but that is going to take more than six months. update,ppreciate that

especially today, fda's meeting on pfizer. thank you so much for sharing this new initiative with us. wewill be following it and appreciate you taking the time to stop by. coming up, airbnb's ipo surging out of the gate on its debut. brian chesky is a little stunned. i'm going to talk to a board member and managing partner, jeff jordan, who was surprised as well. that is next. this is bloomberg. ♪ when you switch to xfinity mobile, you're choosing to get connected to the most reliable network nationwide, now with 5g included. discover how to save up to $400 a year with shared data starting at $15 a month, or get the lowest price for one line of unlimited. come into your local xfinity store to make the most of your mobile experience. you can shop the latest phones, bring your own device, or trade in for extra savings. stop in or book an appointment to shop safely with peace of mind at your local xfinity store.

airbnb closed the market today it well over double its opening price. i spoke with an early investor in the company, jeff jordan, also a board member for nine

years. i asked if he was surprised by the new $100 billion valuation. jeff: it did not surprise me, given where we placed it. it blew out our expectations. that said, it is a special company that is a category leader. emily: you have taken companies public before. do you think there was a mispricing? that is a lot of money left on the table. jeff: it is a lot of money left on the table. the markets have been exuberant in recent days, the doordash offer yesterday was equally exuberant. this level surprised us. emily: brian seemed genuinely surprised when i shared with him live on air that the price had doubled. you have been at this with him for a long time. i know you know all the war stories. how significant is it that they were able to take his company

public in the middle of a pandemic after travel had been halted? jeff: i was chatting with him earlier today. the u-turns in the business, answering the year, we were optimistic -- entering the year, we were optimistic. the pandemic hits, the business stops a screeching halt, i think it dropped 80% in a few weeks. latero emerge nine months with this kind of opportunity, it has been quite a ride. who thought you could take a global travel business public during a pandemic? emily: what is your outlook on whether they can live up to that? and how they live up to that? there is a lot of investor optimism, but in long road ahead. with anyis the same company, you have to perform when you are public. ,hey have a unique industry-leading position and it is one of the largest markets on

the planet. market, sois their they have the opportunity. now they have to show -- i was telling brian earlier, you have to show them what you got. emily: you have a lot of experience with marketplaces, opentable, ebay. what is your advice to him going forward, given the uncertainty ahead, we still don't have a vaccine yet, they expanded into a lot of areas that they pulled back from to get through this. what is the next iteration of the company as a public company? jeff: the thing that has been interesting is watching how adaptable the model has been. no one is traveling internationally. corewas the company's business in january and february. to have the model be that adaptable, not to be able to go from global travel to local beat, ind not miss a

think what we have all learned is double down on what makes the business special. more broadly, when you look at the macro environment, tech has seem decoupled from what is happening in the real world, stocks keep going up, valuations keep going up. you lift through 1999. are you concerned? are these valuations too high? have a real point of view on that because we are early-stage private market investors. what the public market is doing, we monitor but i don't have any expertise. i don't know if it is overvalued or not. there are a set of companies emerging now, particularly 6, 8 years after the iphone, the smartphone came, that are special companies. it is interesting to see that they are being well-received. emily: valuations are high in a

private market as well. i spoke to another source who says that they are telling their entrepreneurs, if you can raise money now, raise money now. what are you telling entrepreneurs in terms of the environment could change at any moment or whether the good times will keep on rolling? jeff: the one thing i have learned is the environment can change at any moment. capital markets are open, capital markets are closed. you try to control what bracen control, and then yourself for uncertainty because that is the one constant, uncertainty. emily: jeff jordan there, managing partner at the venture capital or film -- venture capital firm. disney's highly anticipated investigate gets underway, highlighting the success of disney+. this is bloomberg. ♪ are you frustrated with your weight and health? it's time for aerotrainer, a more effective total body fitness solution.

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disney holding its virtual investor day, disney+ off to an incredible start. what are the biggest highlights so far? isit is growing and disney going to continue spending on it. 86.8 million subscribers. they initially forecast 60 million subscribers over five years. they have blown through that. we are still waiting for a new forecast but where they are going to be focused on is exclusive series. they promised 10 new star what shows over the coming years, 10 new marvel series. a lot of question what they do with blockbuster movies. they will debut those movies at theaters first. there will be examples where they release a new film on the disney+ platform at the same time as bringing it to theaters. a lot of people have been watching because the pandemic has shifted consumer behavior

around the movies. they are going bake on emerging markets, investing in areas like india and eastern europe to bring disney+ either in its own form or in association with existing partnerships that they have. the other area they are going bigger on is sports, he knew shows to espn. they want to extend the reach of disney+. i new agreement with comcast, an extension in their agreement with verizon, debt -- get disney+ bundled with their internet package. we have not had figures yet but what we know, when it comes to disney, is content is king and that is where they focus and that was a big part of their business reorganization. and disney+, going to be a huge part of the company's future as the pandemic continues. thank you so much for that update. coming up, we are going to have more of my interview with brian

chesky. why did he decide to take the company public now? how will the travel industry be different? that is next. this is bloomberg. ♪

welcome back. long-awaited ipo, airbnb debuted, opening at $146 apiece, valuing the company at $100 billion. andoke with the cofounder ceo earlier and asked for a gut check. how does it feel to take a company public when months ago, the pandemic nearly destroyed their business? >> i feel really lucky. sometimes in life, you appreciate something when you can face losing it.

if i did not appreciate it before this year, having stared into an abyss for travel, then to ralley together with thousands of people and rebuild the company from the ground up, something that i think is stronger than it ever was before the pandemic, i feel incredibly fortunate and i feel thankful not just for our employees, but our community, our guests and hosts who build this company without. this is humbling for me. emily: you say the company may be stronger than ever. why go public now when we are still in the middle of this pandemic? why not wait until there is a vaccine or more clarity on the future? brian: we were prepared to go public this year and when the pandemic broke out, we put it on hold and i could never have imagined us going public this year when it was april or may. then something remarkable happened. this summer, after having been locked in their homes, people

wanted to get outside but they did not want to travel far so they started going in their cars and staying at airbnb's and it became clear that this business model is resilient in our hosts can adapt to any changing travel behaviors. it was that point that we thought, we have a shot this year. this is our opportunity to bring shareholders into this company as this new -- the new travel season will be upon us and people who understand how resilient the company is, we are excited. that wemined -- excited can bring host in as shareholders as well. emily: we got indication on your atning price, shares opening $139 a share, more than double what you placed at. -- whatconcerned about you think about that number and the potential that you are leaving billions of dollars on the table? brian: that is the first time i heard that number.

in april, we raised money with debt financing, that would have priced us around $30. i don't know what else to say. is -- i am very humbled by it. journeywe are on a long and we are going to be very focused -- today is a special day for everyone, but the higher the stock price, the higher the expectations. emily: there are still lockdowns and reopening's and lockdowns happening re-on the world -- happening around the world. what are you preparing for in the next few weeks as the outbreak surges? brian: the most important thing is health and safety. we have had to make difficult decisions. decided to give

refunds to more than $1 billion worth of customer deposits when people told us they could not travel. this was difficult for our hosts and even though we were burning money, we took $250 million when it was not clear we could raise more money and gave it to our hosts. make thatare going to the gold standard. dr. murphy who cochairs the covid task force and is the tainted cleaning. we are trying to work the best we can to make sure when people travel, it is responsible. oney: shares indicate hunter $44 apiece. -- $144 a piece. thanb has performed better its rivals, specifically the hotel industry. how do you think the hotel industry looks different after this? how much will hotels be hurt by the pandemic in a way that

airbnb does not seem to be feeling? brian: i think that is up to hotels. the world as we knew it in january is over. that means travel as we knew it in january is over. that does not mean that any company is over. as long as companies are willing to adapt, they are going to be fine. what people are telling us is they want things that are more intimate, more private. you don't want to be in crowded spaces. they want to make sure the right precautions are handled and i also think business travel is going to go on, but many of us are going to realize we don't need to get on an airplane to check in at midnight to have an morea.m. meeting and the flexibility we have, the more people may travel, especially nearby. this is a huge opportunity in the coming years for any travel company that wants to adapt. hotels, airbnb, anyone. emily: there have been some analysts saying airbnb is looking like a better bet in the

short-term, but booking holdings is looking like a better bet in the long-term. what is your response to that? to let everyone that is a prospective investor decide who they want to bet on. now that we are talking about long-term, i am 39, i started this company with my two friends when i was 26. i remember back then, we told people, one day, airbnb is going to be huge. i guess what i would say, the reason i say that is we created this new category of travel. it seemed like a crazy idea and it just kept growing and growing. emily: you told me experiences could be bigger then your home business but when we saw the s-1, we did not see details around experiences in terms of revenue or bookings. how does the experiences business compare to the home's? brian: there are not a ton of

experience is happening now because many cities and countries have restrictions about people gathering. when the pandemic broke out, we put experiences on pause. timing is everything. i thought this year would be a breakout year for experiences, then they are paused. we have now reopened experiences around the world and in the next couple years, i am very excited about them because of this reason. experiences are like the purest manifestation of airbnb. hosting, theabout experience is about the host. they provide connections and 82% of the time a guest leaves a review, they leave a five star review. time, for experiences, they leave a five star review. emily: shares indicate the price at $150 a piece. well more than twice where you placed them. let's talk about the longer-term. you mentioned you pulled back from different initiatives,

whether it was airlines, we take hotels, business travel. now that you've eighth this money, will you pick those efforts back up? brian: one of the lessons i learned from this crisis is focus. when i was at college, a professor told me, you can do anything you want, just not all at the same time. it can be tempting when you have success to start pursuing many things at the same time. we are not going to lose our focus. we are focused right now on hosting, hosts providing homes and experiences. this is not the only thing we are going to do, we are just going to be thoughtful and disciplined and have a higher standard when we are going back into anything new. we look at certain opportunities that are perishable and certain opportunities that are not perishable. some of the things we put on hold, we felt those opportunities will be there down the road. ceo they are, at

we have some important news now. a group of fda advisors, outside experts for the fda have voted to approve pfizer's vaccine, saying the benefits outweigh the risks. their recommendation that the fda approved an emergency use authorization for the pfizer vaccine is a nonbinding recommendation, but it will carry a lot of weight. we are just getting the results of this vote, a group of outside vaccine experts for the fda are saying the benefits of pfizer's vaccine, all the data they are looking at, the benefits outweigh the risks. i want to bring in michelle cortez, our health care reporter who has been following the meeting. walk us through what this means. it is a big deal. it is about two dozen of

them, the foremost vaccine experts have looked through all of this data and have recommended that the benefits of the vaccine for preventing pro bono vitas outweigh that -- preventing coronavirus outweigh the risks, even though we don't fully understand either one of those yet. there are risks that could evolve later, benefits good wane over time, but at this moment, they are recommending that the fda grant emergency use authorization and this is important. for everyone 16 and older. there was controversy over that. some advisors were not comfortable with recommending it for those in the lower age group, 16 and 17, but in the and oneyes and four no abstain, they have recommended to authorize. this: now that we have recommendation, how likely is it that the fda will issue this emergency use authorization and

how soon will that happen? michelle: the fda is expected to grant the emergency use authorization and it is expected to happen soon. i don't know whether it will come tomorrow, i don't think people will be shocked if it does. if it takes until monday, that would be surprising. i think most people are expecting the agency to gather this evening and tomorrow and have a discussion about how quickly they can act and we could get a decision by the end of the day tomorrow and over the weekend, we are expecting to -- rolling out these vaccines. voting inadvisors favor, four against, one abstention. are you saying as early as monday, potentially, americans could be getting shot in their arm? michelle: i think it would be a challenge to actually get shots in people's arms on monday. it is theoretically possible,

but that would be challenging because of the details of the shipping. the vaccine has to be moved at a close temperature, it has to be transferred from the boxes at pfizer -- that pfizer is using and a happy thought it -- thaw it, you have to have the vaccine clinics up and operating. to do it on monday would be a stretch. but by mid week, i would be expecting that. emily: a huge development out of the fda. we will be watching closely for that emergency use authorization. michelle cortez, thank you so much for joining us. i was just speaking earlier with brian chesky, the ceo of airbnb. this is good news for airbnb, was there is a vaccine, that means travel, that means life may go to somewhat of a new normal. i want to bring in alfred lin, who is not just on the port of

airbnb, but the board of doordash. huge week for you. you have the responsibility and honor of being on the boards of both of these companies. i want to get your reaction on where the market cap landed today. airbnb's price more than doubling. what is your reaction? alfred: thank you for having me on the show. saw from brian's reaction, he was surprised. itknew -- if we knew where would land, we would have priced higher, but we don't really focus on valuation so much. i want to help build enduring companies and partner with them as early as possible and help build them into category-defining companies into the future. emily: what you say the same

thing about doordash? both of these companies left a lot money on the table. is there something in the process that is broken or was there some misalignment on price? retrospect,ink, in you can second-guess a bunch of decisions, but i think what you are seeing in the market is this sensitivity to both of these companies and the potential for them. in the early innings of what is possible. they are the market leaders in their business. , they have a global network effect, they are company, andfining there really is no competitor in the space like them. sequoia partnered with airbnb and invested in every round and there were a lot of naysayers at the time who did

not think people would want to rent out someone else's couch. doordash, a few years ago, did a down round. what did you see that others didn't? alfred: i can separate the two and speak to both. , in both cases i guess, the overarching thing is having a prepared mind, understanding the space. it --tner liked to call be careful and visited entrepreneurs and dreaming with entrepreneurs. in both cases, those were true, but in airbnb's case, our former partner was doing a landscape about timeshares and vacation rentals. that landscape did not lead to direct investment in that space, but a prepared our minds when we airbnb, weitch from found that brian has a different

way of thinking about the world, whereas everybody was trying to put travel into a commoditized space, they wanted to create authentic experiences. even back then, they believed it was a better way to travel, you don't have to travel like a stranger, you can belong anywhere. the belong anywhere came later, but along the way, they felt this was a more effective way to travel. have beenh's case, i fascinated because i grew up in new york city, i have been fascinated by the fact that new york city has a lot of things that san francisco does not have now that i live in san francisco, whether it is an efficient republicans partition system -- efficient public transportation system and for delivery. met everyually company in the space from grubhub to post mates, but we waited until we found tony,

andy, and stanley and there is a combination of having a strategic mind as well as being willing to operate in the finest level of details. they have always thought about this as having a differentiated strategy by focusing on merchants first in the suburbs -- and on suburbs. they went where other people were not willing to go. sent aearlier, sequoia talked about memo to entrepreneurs where you wanted them to conserve cash, potentially cut jobs. fast forward, you have had a huge year. tech has had a huge year. cooper threw a little shade on that note you sent, saying winning investment strategy, when a prominent venture firm publicly announces that the

world is coming to when end, go long. do you think, as sequoia got that, was that initial memo wrong or was that the right call? alfred: you and i talked with the memo was published and it was a different time back then. people were concerned. we have seen what happened in china because we have offices in china and india. we see these things before they happen. it was very destructive in india and china. it was disruptive in the united states and the markets to crash -- markets did crash and companies had to reassess. our best companies all took some time, we assessed what was going on, became vigilant about the facts on the ground, then they thought about what they needed to do, they planned out what they needed to do to get out of their situations.

for all those companies, you are able to break, assess, and accelerate. fromis an important lesson the black swan memo. the memo was laid out in a way that asked questions, it did not actually ask you to do anything that you talked about. emily: all right, we will have to leave it there. alfred lin, great to have you on the show. congratulations on two big debuts. still ahead, the controversy surrounding a top ai researcher, google says she resigned, she says she was fired. talkt gebru boys us to about her side of the story next. this is bloomberg. ♪

sundar pichai has apologized to employees and launch an investigation into how the company handled the departure of one of its ai experts.

researcher, best known for showing how facial recognition algorithms are better at identifying white faces than black and brown once says she was fired after a dispute over an academic paper she co-authored. i caught up with her earlier today. was somehe problem unknown group of people got some gazprom some confidential documents to hr that read to us that we were not supposed to do about it so we did not understand why we cannot have a back-and-forth, which is usually what you do when people have issues with your paper, you have a conversation about it. if they had some pr or policy risk, the pr and policy people had a chance to talk to us about our paper because we gave them a heads up before we wrote our paper and be added them to the documents. so to have somebody give you an order to protect your paper with no further discussion is

disrespectful to researchers. emily: did you resign or where you fired? timnit: i did not resign. i believe i was fired. emily: sundar pichai has apologized for the situation and they want to read a portion of what he had to say. i heard the departure to her reaction loud and clear, it led some in our community to question their place at google. i want to see how sorry i am and i accept the responsibility of working to the store your trust. some pointed out that he did not apologize to you directly. what you make of his response? timnit: this is not an apology. there are a number of issues. first, he discussed my departure. it is more caste lighting. how did my departure happen? it is not like a weather event. it was caused by certain people. they immediately terminated me in the middle of my vacation and

did not even have my corporate access -- i don't even know what events i signed up for because i can't access my calendar. he did not apologize for that. for, r if youea statement --d the he did not apologize for what we did, he is apologizing for the backlash that they are receiving. this is not an apology. secondly, he talked about the escalation strategies. i would appreciate de-escalation strategies for the managers and hr and legal people who decided to fire me, but not for me because i am not some sort of unreasonable, angry person who needs to be de-escalated or have some strategy for. i'm a reasonable person, you can have a conversation with. emily: your work on algorithms has been groundbreaking, you were on our show before when you

work with microsoft. google does have a track record of publishing on the topic of responsible ai. do you believe google can do fair, effective, and probing research into ai ethical questions on its own products? timnit: if they continue to treat people like me, raising issues on these products, either by immediate lead terminating them or censoring their research with no discussion, i do not believe that they will be successful. i believe they can successfully publish, of course there are different degrees of band-aids or fundamental changes you can make. it is not mean they cannot continue to publish, but to do successful research in this area, you have to be introspective rather than disrespectful to researchers. it caresogle has said

about diversity, made commitments to diversity efforts to double down on equity efforts earlier this year. situation, the issues around your departure, say about the way black employees are treated at google? timnit: i think they cannot continue to say they care about diversity. people have been saying they care about diversity forever, but the numbers speak for themselves. handledmy situation was speaks for itself. right after they decided to make these equity commitments. i don't believe any of it. that is partly what i was trying to say. there is no incentive whatsoever for them to do anything about it. which is stop believing that corporations, of their own volition, will do something about this. emily: do you plan to present the paper that started this whole controversy? there is an upcoming conference

in march where you might do that. tonit: if it gets accepted this conference, because it is undergoing peer review, absolutely. emily: former ai researcher at google. we will be following google's investigation into her situation. that does it for this edition of the show. this is bloomberg.

haidi: a very good morning. we are counting down to asia's major market open. shery: welcome to daybreak asia. our top stories this hour. asia looks set for another cautious day as traders assess the chance of new stimulus in washington. the s&p 500 saw back to back losses. dow jones underperformed. pfizer's