♪ >> from the heart of where innovation, money, and power collide, in silicon valley and beyond, this is bloomberg technology with emily chang. ♪ emily: i am emily chang. welcome to a special edition of bloomberg technology. we are coming to you live from

the goldman sachs innovators summit in california in the heart of the wine country. this is where goldman brings together 100 entrepreneurs coming from the next generation of emerging companies with seasoned executives and it it's back and person for the first time in a long time. this for its 10th annual installment. i spoke to david solomon and the speakers here. and former president george w. bush, ll cool j, and so much more. we have a great show for you. we will be joined by reid hoffman, the cofounder of linkedin, partner at greatbatch partners and tape writer and another of exciting entrepreneurs. i want to kick it off with dan d's -- dees, cohead of investment banking. it is you to us because dan:

this conference is designed to celebrate and promote and foster entrepreneurship and innovation. we do dozens of conferences every year as you noted and they tend to be aligned around industries and you have been to some of them. software or internet or health care conferences. it is industry agnostic. it is size of company agnostic. it is designed to get 100 or so private company founders and ceos together to talk about the common issues, the common challenges of building a business and the best practices around that in building their own networks with each other and the energy you get when you bring together that group of entrepreneurs in a setting like this for two days to talk about those. i hope we have a emily: sense of that. emily:emily: your worked at goldman since 1992 and traveled the world. how has goldman's approach to tech investing and scouting early-stage companies changed? dan: it changed quite a bit as

the technology landscape has changed. i looked back before my time. i have been here forever. we took microsoft public in the 80's when it was a $350 million company. it is amazing to think about the long heritage of what we have done with technology but what changed 15 years ago, 10 or 15 years ago and our approach to the business was we realized companies were starting small and getting big fast. we had to go earlier into the lifecycle to start building relationships. we wanted to be there when they were small. they need to merge with other companies and that accelerated their lifecycle. years after founding the companies, they were important companies to us in franchise and we started doing things like this. and finding our ways to meet these companies.

emily: is it more about the people than the idea or their trends you're staying away from and going does doubling down on? dan: we are doubling down on technology. what an exciting time to be in the business. it is an extraordinary time there are a bunch of trends that are exciting and some are represented here. cutting edge technologies. companies will deliver us our future. artificial intelligence companies. quantum computers. all the things you hear about are exciting to double down on it so we are reviewing that. equally, when i think about the activity levels of altman and broadly in the economy, and when i think about the attendee list at a conference like this, you see a lot of things happening in the places of overlap between technology and traditional industries.

fintech that everybody talks about. auto tech. industrial tech. real estate tech. industrial -- health care tech. it's where the excitement and activity is. in the conferences and our business, we're trying to treat technology the way the economy does, which is having it be pervasive. emily: common sex cohead of investment banking. we will have much more of that conversation later this hour. i want to get a check on the markets. ed ludlow in san francisco. take it away. ed: technology driving a rebound in equity markets here the nasdaq 100 up .8%. inflation came in hotter than expected. yields fell and that boosted make a cap text. microsoft, amazon, and google are higher on wednesday. that is up by 1%.

cryptocurrencies also higher. the crypto index up by more than 3%, driven by bitcoin. the other big thing is supply chain and price pressures from a breakdown in supply chains get pres. biden speaking on wednesday calling for support to its infrastructure bill as a fix for the problems. pres. biden: this is the first key step for moving our entire freight transportation and logistical supply chain nationwide to a 24/7 system. ed: the spot story is apple. at the breaking news on tuesday that apple is trimming targets by 10 million units because of components and constraints. big suppliers on wednesday, japan gets 54% of its revenue from apple, down 3%. other suppliers lower. what is fascinating if you come back in u.s. trading, the two key suppliers named in the bloomberg scoop, broadcom and

texas instruments, also lower on wednesday. texas instruments faring worse, down .7%. broadcom had pared the losses 2.1 percent. it is interesting what we are seeing across wall street is revisions and earning expectations. the s&p 500 is on the final board and it is saying even though yields and rates have increased higher, we have revised expectations for the third quarter and the i.t. sector up .3%. expectations overall are revised downwards across the s&p 500 by four -- .4%. those industries are the most sensitive. supply chain constraints are worried by the marketplace about rising costs. emily: all right. thank you for holding down the fort. we will be back later in the show. coming up, we will talk about

pandemic investing. the future of transportation and facebook with greylock partners partner reid hoffman, an early investor in facebook, commenting on facebook's current controversies. that is up next. this is bloomberg. ♪

welcome back. this is bloomberg technology from the goldman sachs innovators summit in the heart of wine country in sonoma. my next guest is somebody i love speaking to and it is great to

see you for the first time in two years in person. greylock partner reid hoffman, the for cofounder of linkedin talking about the next generation of entrepreneurs and tech companies. good to see you. reid: awesome to be here. emily: there are 100 early-stage founders at the summit and you just launched i have -- a massive fund devoted to seed stage investing. what are you looking for and why are you doubling down? reid: when we see the opportunities and capital, we say are direct -- differential advantage is building on the earliest stages. that is the reason we need to go earlier to see because we have built businesses. i have built linkedin. we have built workday. there is a whole stack of how do you go from a very diverse person or two or three people and then get to massive scale?

emily: what is the plan about the future of investing? it is getting super competitive at that level. reid: everyone knows technology is where the future is. it is where the capital is going and you see prodigious amounts of capital deployed at all stages of technology companies. there is a bubble but it is also clearly the future and so you have to look through different advantages. ours is that early couple of founders building into amazing companies. emily: it is interesting with your portfolio which you would look at 10 years ago and see consumer stuff. now you see transportation networks potentially of the future. aurora with self driving cars. convoy self driving trucks. electric aircraft kit autonomous but liberally vehicles. what is the overall strategy? reid: it might be overly generous with instincts and apply your playing into but i

like networks that help redefine our society in ways that make it better offer all of us, the reason i did linkedin and engage with airbnb. my first greylock investment, transport is the same thing. if you redefine this transportation network, you save huge numbers of lives. we see critical supply chain shortages because of working out of the pandemic. if you had a thomas vehicles with aurora working on that today, that would in fact make all of our lives better. reid: how can supply chain be alleviated? reid: as opposed to waiting for three months to have furniture delivered, or having these shifts just stop waiting outside the port, you would have the delivery happen. it goes all the way from aurora, working on self driving trucks, which is a delivery from the grocery store to your doorstep. emily: how far away is that

future? we want to know when we can do this and when it will be safe. reid: safety is number one, number two, and number three. they are focused on that. a small number of years. it is not only line of sight. it is not over the next hill. emily: is it an exaggeration? reid: it is becoming real. flying cars was not an antigravity thing. it was in a quiet electric vehicle but that transportation revolution that will help all of our lives is in the line of sight. emily: you are one of the earliest investors in facebook and i'm dying to ask what you think about the controversy. you have a whistleblower who has exposed very uncomfortable truths, research facebook did on

itself. what is the reaction to her revelation? reid: good for her for coming forward. good for facebook for doing the resource. -- research. bad for discovering things that are harmful. what are you doing about it? it doesn't matter that you said maybe it is complicated or difficult. it is once you discover something that is really potentially dangerous and damaging but what we should hear from the company is here is what you saw in the reports and here is what we are doing. here's the way we started making trade-offs against what might be our revenue in order to solve these problems and that is what you want to see from companies in leadership. i am disappointed. it is ok to have done internal research and not reported. this is a problem and we are fixing it. you start the work streams to fix it.

on one hand, you say we have these reports and we disbanded the integrity group. that does not seem like you are working on it. that does not seem like the problem is fixed so it is the holden on business leaders they say when we had these problems, we work on them. it does not mean we did not know this would be a problem fair enough. by the way, we are following what customers want good there are consequences and we should do something about the consequences. you should be working on it. emily: the recent directional is troubling. you have research shows instagram can be harmful to teenagers and at the same time you are exploring loving social products for kids as five years old. what is wrong with that? isn't that terrifying? reid: there is a chance where sometimes that product is great. it can be educational, learning, engagement, but you have to study it and have to get it

right. the whole reason we have childhood is to help them grow into adults. everyone has responsibility. emily: can we trust facebook to build the social network for kids? reid: they have lost trust for good reasons with this because you are not responding to this crisis. to regain it, they have to be experts and come forward -- extra transparent and say here's our dashboards and metrics and the ways we are trying to work on this and do things and that is the thing that is incumbent upon them. don't say we have problems with a whistleblower. say here is what we are working on and doing. we know this is a problem and are working on it. emily: have you talked to mark at all and how was he handling this? reid: i think they have a whole bunch of discussions going on right now. i wouldn't want to interrupt and am happy to help however i can. he is a learner and i have

optimism and hope you will learn from this. being applied to the fire is a good thing in this instance and he will go ok. i need to make sure we are being fully invested to protecting children and i think that is where companies need to be. emily: what is the solution and the role for regulation? reid: there is regulation but it starts with, what is the -- board facebook should manage toward? we have an engagement -- board. we should have other things and say we note certain content is causing body image issues. we should add that to the -- board and measure to make sure we are having a positive impact and not negative good we don't is need one layer. that is not the only variable. you can put other variables and it which is why you have a large company. that is the thing that i would want to hear from facebook about -- we have it and know what we

are working on. these are good metrics and we are going to prove them and report on them and we are going to work on this project. emily: here's another way to ask. is facebook too big to govern itself as to mark if you have a company with the wisest people in charge, can they be making decisions about every moral, ethical, religious, political, legal issue in every country around the world in every language? reid: it is challenging and will never be perfect. there will be lots of errors. pick thick issues of other languages. we have ai that is getting that are of we are not there but it is waiting to were three years. that does not solve all the issues. there is a political revolution here. with that being said, one of the benefits of having a central

service is you can invest in these mechanisms and in the ai and the dialogue and making it happen. i think there are good things about global services as well where we understand other people. emily: you think facebook should be broken up. or even break up facebook. let it do its own thing. reid: i precisely think the wrong answer is breakup. that is not to say there are not stairways to transparency and dialogue. maybe you need a public-private thing but breaking up means you do not have the resources to invest. all of a sudden i have a lot of fortunes inroads and it is more mayhem breaking up is not the answer. emily: do you think the algorithm is a problem and they should choose people over profit more often? reid: the algorithm is part of

the problem but part of the solution. it depends on which variable. only maximizing will make problems. that is to some degree --they may not be doing it for profit but for engagement or strategic but this is what people want. they are choosing it. the whole point about exhibiting good governance is to say we will have lots of people clicking on this but we will also pay attention to good help for them based on the research we are doing. emily: would you encourage others at whatever company they are at who might have a problem with what is going on to come forward? reid: if you don't know what to do, absolutely. you should talk to people. i actually was not dismayed that they did the research and not disclosing it then it, you should start working on it. you should start doing things to solve it and a whistleblower comes forward so you should be able to show that we did the

research and here is the stuff we started doing to try to fix it. that is the right response unit emily: emily: you're looking for the next generation of big companies, not the next facebook and this moment but the next big thing. what should be and entrepreneurs toolkit up-to-date that would not be top on your list 10 years ago? reid: it is about how you build the company. one of the reasons i wrote this book was not just to demonstrate what to learn and work company -- but also to help those entrepreneurs. we have a chapter on responsible scaling which is hiring people who say where could we do something that could go wrong and let's prevent it. do you have people whose job that is as you scale to massive companies and massive impact on the world? it is doable without slowing down. emily: we can talk about this

for hours. i appreciate you taking the time to join us. we could debate this online in the future. partner at greylock. cofounder of linkedin and always has something wise to say about the way the world is going. thank you for joining us. we will talk about netflix. netflix round up as one series takes the throne as the streaming services biggest success ever. a number raises a red flag for being deemed offensive and controversial. we will bring you the latest on the controversy nest -- next. this is bloomberg. ♪

♪ emily: a few stories continuing to watch. it is official. netflix says south korean show

"squid game" is the biggest series launch ever. the dystopian drama has attracted 111 million viewers since september 17, surpassing the previous top show, "bridgert on," which got to 82 billion house roads -- million households. employees raise concerns about offensive material in dave chapelle's latest comedy special the closer. days before its release. they warned executives the series jokes about gender neutral pronouns and sexual jokes about transgender individuals were inflammatory. they decided the show did not cross the lines. employees have taken their grievances to internal forums and twitter. we will have more from goldman sachs from the heart of wine

country in sonoma, california. more from goldman sachs cohead of investment banking. exclusive interviews with the ceo of mayo clinic talking about pay equity. how important that is. we would don't want to men -- we don't want to miss any of those conversations coming up. ♪

emily: i'll come back. this is bloomberg technology live from the goldman sachs builders and innovators summit in the heart of sonoma wine country in california. we have a new person to go to space who is otis. captain kirk, a.k.a. william shatner, has touchdown in vanhorn, texas. the latest on the mission and

i'm having flashbacks to being in vanhorn and watching death -- jeff bit -- bezos touch down. ed: he lived long and prospered. it is the second crude flight -- crewed flight. william shatner was moved after returning to earth. here's what he said. mr. shatner: what you have given me is the most profound experience i could've asked for. i'm so filled with emotion about what just happened. just extraordinary. ed: an astonishing reaction for a man who was such an icon in the 60's. a figure of the future of space. now he is living it. astonishing. emily: astonishing indeed. they say it is not a competition but of course it is. how would you put this new origin mission and the context

of what we saw with spacex and inspiration for? ed: it is 62 miles above the earth. it is a fraction of what spacex achieved. 320 mile orbit. three consecutive days. this is the business model for blue origin, what they want to sell. shatner was flying for free paid for by bezos and blue origin but they want to attract high network -- net worth individuals who will pay for a few moments of weightlessness in space and we know from branson's book there is pressure internally and blue origin to ramp up the frequency of launches. emily: we are seeing space tourism now in action. what is the future of this? will there be hundreds of flights going up and coming down every day? ed: it is hard to gauge. virgin galactic is going to charge $450,000 a pop for its want system. after spacex minutes -- finished

inspiration 4, they had a backlog of paying customers who wanted the three-day orbital experience but could not meet the demand. they can launch a few times a year only. ubs reckons it has $4 billion by 2030 but until we get more detail on who those buyers are, we discussed this is a rich man's sport and it is certainly being bankrolled by billionaires. emily: ed ludlow in san francisco. thank you for the update. glad everybody is safe and happy. active the exclusive conversation with the cohead of investment banking. i asked him about the number of companies taking the traditional ipo route versus going with spac. new phenomenon. take a listen what he had to say. dan: they're still the minority of things -- more companies are still choosing the traditional path of a traditional ipo. we innovate on the traditional

ipo and find new ways to do price discovery. emily: the traditional path is broken. dan: i don't believe it is broken. i think the path is fantastic. we have done it. they have gone extremely well. coinbase and others. some specs in certain instances can help get companies public but i think the traditional ipo, you talk to the companies who have been through it, many feel great about it. they feel great about their experience and a process of picking shareholders in price and launching to the public market. i do not see that is fundamentally changing. emily: we seem to be increasing scrutiny around the world. what does that mean for deals especially megadeal's? will we see less? dan: regulatory scrutiny is increasing and the tone is pretty clear out of regulatory bodies around the world. we were always part of the process and had to take that

into consideration as we advise companies to get to think the way you draw contracts. equally, when you look at the opportunity, and a regulatory environment, it is competitive and they make sure there is plenty of vibrant, competitive ecosystem of companies. there are a lot of m&a deals of smaller companies coming together to be better competitors to bigger companies. there is an enormous about -- amount of space for and robust environment and it has been borne out by the numbers in terms of what you see. emily: goldman was involved in that. why did not happen and will we see more deals -- big deals die like that? dan: i don't want to talk about specific transactions but i

think you will see more deals that come together because they believe in strategic rationale of coming together and for whatever reason, rather regulatory scrutiny, but more broadly about deals coming under pressure, you will see some. you have the will is a on towers ceo get turned down by regulators so you will see some of that. equally, the offset to that, the underpinning, robust nature of what our clients' ambitions are is helping offset that pushback. emily: i know you spent time in china and are seeing a regulatory crackdown. how do you think that would play out and what does that mean for u.s. investors? dan: the regulatory pressures in china is fascinating to watch. you spent time in china so you talked about this. in some ways, it is not necessarily always different from what we see everywhere else in the world in terms of direction but sometimes the pace

and clarity of communication and dictate that comes leads to faster action and changes and rebalancing in some industries they target. we will see in china, when i talk to bankers over there, the underlying level of innovation and creativity and new company formation and optimism, it is easy to look over there and say it seems like a tough environment from attack perspective. the underlying momentum in the business remains eternally high. emily: there is a war for tech talent. goldman has taken a firm line on employees coming back. tech companies are being more flexible in some banks are being more flexible. are you concerned about moving talent in that equation? dan: there is certainly -- for talent. it is intense and a good thing. it's great to see all of the demand for talented people.

they have to get the package right. you have to offer them a competitive practice but i find -- and this is me extrapolating from a narrow slice but i find engineers at the most senior levels are focused not just on the package they get but equally, the mission and the difficulty of the problem they are trying to solve. emily: that was our exclusive conversation with goldman sachs cohead of investment banking, dan dees. catch the full interview at bloomberg.com. her mission is to help women starting and raising a family. make that easier for us all. the founder and ceo talks about how she is making that a reality. this is bloomberg. ♪ ♪

♪ emily: welcome back to bloomberg technology. live in healdsburg, california, coming from the goldman sachs boaters and innovators summit joined by kate reiter, the founder and ceo of mating clinic, which helps women through their journey of family planning from beginning to end. they have helped more than 10 million women around the world. it's is great to have you back. and to see you in person. kate: it is products like this that enabled us to be home with kate: kate: our families on lockdown for almost two years but would like to be here in person networking with entrepreneurs, ceos, bankers for the first time. kate: it is amazing to be here today with you and it's really

inspiring to be back but i think everyone misses her family because we are showing better pictures of our kids. i had a kid during the pandemic so i have a new baby to show pictures of but it is really great and we just started so we are here for the next few days. emily: childbirth is the most commonly used service in our country and yet for so many years, we haven't invested in it. how is maven clinic trying to change it? kate: one of the biggest things that has never made sense is women and families are at the center and childbirth accounts for one out of four hospitalizations in the u.s.. it accounts for some of the top -- one of the biggest life transforming moments that women and families have never been at the center and the care models do not include breast-feeding support or pediatric support.

maven is trying to redefine how we think about health care by adding these holistic providers into the care model and areas like fertility, miscarriage, postpartum depression. emily: we heard dan talk about how it is a war for talent and with people reevaluating their future where they want to be, more so than ever, do you see adding on some of these top-tier family benefits? could that be kind of where employees draw the line when they make a decision about what they want to do? could it make employers more competitive? kate: absolutely. we are going through the great resignation and benefits have been top of mind. it has been an underserved area that we have seen an explosion in fertility benefits over the past year. really bringing new models into the work which has been core in what we do. so many women left the workforce

but a lot of focus on that. emily: women are also scared to have a baby at work. i wonder how your platform and benefits being offered could change that. kate: a lot of people are afraid right now because of vaccine misinformation about things like fertility. i think that is definitely needing to be done, a ton of education around that. coming back to this idea that family is so important, as we have been locked in our homes, i think we are seeing a baby do -- boom. there was a 10 to 15% dip and pregnancies last year. a lot of it is coming back and fertility as well. emily: if you look at the broader stats, the birthrate is going down. is it not? kate: it was over the last few years but people were delaying things and what we are hearing from clients now is that things

are incredibly busy and so a lot of that moves away. emily: what does that mean in terms of our need for health care and how will they try to meet those needs? kate: it just means that -- what digital health has done with covid is it is shown a new way of delivering culturally sensitive and holistic care to serve more people. particularly with telemedicine and the care model, we are able to reach more people and give them more support and i think helping and family building. emily: how effective do you feel mostly male venture capitalists are today to what you're trying to build given for so many years, and it is still happening, women have had trouble getting investments in women and children? kate: it has changed a lot. we were born of women and even interest fundraising, we raised $150 million. more generally, digital health

is going through a huge boom. investors are saying where fintech was in 2014. women control 80% of health-care decisions like retail and if we don't invest in women and family health, you're not investing in the core consumer at all. emily: i'm sure you have a position on the texas abortion law. kate: i think that is a cog and a lot of the medical machines that is doing harm to patients because there is access to care disrupted and telemedicine platforms i am proud are able to help people think through the decisions they have to make. emily: given the political landscape, how important is it for women to have more choices when it comes to their health and their bodies? how do you see maven fitting into that? kate: everything is about access for all and it is not just to in person providers.

it is providers you trust to look like you or who share your -- speak the same language. that is one of the most powerful things that telemedicine is doing is we are connecting patients to providers they trust who look like them and share their experience and that -- ov er virtual platforms to talk to people 24/7 and that is empowering for patients around figuring out what to do with our health. emily: founder and ceo. great to see you in person. thank you for stopping by and joining us. coming up, fighting for more equity in the workplace good at talking about that. we will talk to a start up health companies around the world creating a more equitable workplace for all. we will talk about it with the ceo of next. this is bloomberg. ♪

emily: welcome back to bloomberg technology. i'm emily chang live from the goldman sachs builders and innovators summit in california. my next guest is maria, the ceo of a software company helping countries -- companies create an equitable workplace for all employees and she has been named by goldman sachs builders and innovators as one of the 100 most intriguing entrepreneurs. that is quite an honor. thank you for joining us. you make it sound easy. it can software help us take everyone fairly? maria: i think that is what is incredible about this phenomenon where we stand around admiring the problem of pay and equity because it is solvable right now

using technology and innovation. it is really pretty simple to solve. our software enables companies to analyze and resolve k gap -- pay gaps through anything that sits at the intersectionality of race, ethnicity and black women get a double whammy. they get hit twice. it is about looking at not just the companies need to pay to fix these pay inequities but taking in and understanding what are the underlying policies and behaviors that are driving those disparities in fixing it at the root? that is where technology can help good emily: how much progress are you seeing? maria: we are seeing so much. we have approximately 200 clients and 65% of them are in the fortune 2000 so 10% in the fortune 200 are using software. they doing three things when they come out of an engagement with us. they are remaining --paying people who were not paid fairly.

they are fixing their policies and behaviors. let's say they have a broken paper performance policy they are fixing. they are addressing the root and the third thing is a lot of times, they are getting transparent and talking to employees and even publicly about how they pay, why they pay what they pay, and their commitments. emily: there are plenty of executives who think they play there -- pay their employees fairly they would seat the inequities if they looked at the data. how common is that and how big are the gaps? maria: it is a great question. what i always tell companies and leaders especially that are grappling with this is discretion across large populations favors the majority. it is likely that if you have not looked under the hood, you will find rest so be prepared for that. it should come as a relief that everybody deals with this but the beautiful thing is once you address it and start addressing it in an ongoing way, you can scrape off the rust and whittled your remediation and issues over

time and so there ultimately zero. emily: you have to put in the work year after year. it is not even year after year. you have to put in the work constantly because if you think about all of the things that are happening in a business as they evolve, you are people and reorganizing and changing merit and doing bonus cycles. every single one of those moments is an opportunity to get more equitable or less equitable. there is a big concern about women leaving the workforce in the middle of the pandemic. how important is pay equity in keeping women in the workforce and getting them to come back? maria: it is important and not just for women but for people of color and also for white, male millennials who are considering themselves real accomplices in this battle for pay equity and i think pay is a proxy for so many different things. if you think about these commitments around being

diverse, equitable, and inclusive workplace, a is fundamental so how can you be focused or committed to de i you don't know first you're paying your people fairly without regard to something like gender or race? emily: you have seven children. i have four children so i am in all. i would love to hear what your message is to women who think they cannot have a family and a career. maybe you will not feel that balance ever or all the time but what kind of wisdom can you share with us? maria: you have to have a partner that supports you in all you do and takes an equitable role at home as well as in terms of the career path. that is something we see data on over and over again is women are carrying a heavier load so find a partner that will create a balance at home that enables both to pursue what you want to pursue. the second part is for leaders.

looking at the skills we gain as parents and thinking about those similarly to how we think about veterans. for example, starbucks, where i work for four years, we had veterans hiring initiative with think about what skills they garnered on the battlefield and active duty that we can apply to the corporate workplace. where we not doing the same thing for parents? there is so much that goes into the emotional coaching and juggling and staying calm under pressure. you need to think about how to apply that to the workforce and think about the skills they want. emily: you have five children and she told me to think being a mom makes her a better ceo because she can prioritize better. if something is going slowly, she said she doesn't have time for it. how do you think being a mom of almost seven children makes you a better ceo? maria: it makes me a better leader because you come to the table with empathy and so much humility. how many times have your kids

write you a lesson about you think you are being strong or assertive and they put you in your place quick? it is taught me collaboration and the lesson that when you bring people together from diverse backgrounds, you certainly see that because you have such different characteristics and traits and ideas and personalities. emily: that was fascinating. thank you for joining us. i spoke with steph curry, one of your investors. excited about the product and really important class. thank you so much. maria: thank you so much. emily: that does it for this addition of bloomberg technology coming to you live from from the goldman sachs builders and innovators summit. we had a blonde -- wonderful time. tune in tomorrow and we will hear from paul davidson. i will speak with him right here

in a little bit. i'm emily chang. this is bloomberg. ♪

haidi: very good warning and welcome to "daybreak: australia." sophie: we are counting down to asia's major market open. shery: the top stories this hour, tech stocks climb