>> 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 is back in person for the first time in a long time. this for its 10th annual installment. i just spoke to the goldman ceo david solomon among 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 linked in, and kate writer and a number of exciting entrepreneurs. i want to kick it off with the goldman sachs cohead of investment banking. take a listen. >> it is unique to us because this is a conference that is designed to celebrate, to promote, to foster

entrepreneurship and innovation. we do dozens of conferences every year. and they tend to be aligned around industries. you have probably been to some of them. this is different in the 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 businesses and best practices around building a business and the energy you get when you bring together the group of entrepreneurs in a setting like this for two days to talk about topics is fantastic. i hope you will get a sense of that today. emily: you have 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 1980's when it was a $350 -- $350 million company. what changed 15 years ago in our approach to the business was we realized these companies were starting small and getting big very fast. we had to go earlier into their lifecycle to start building relationships because we wanted to be there when they were small and when they quickly grew. the need to emerge with other companies accelerated their lifecycle. one or two years after fending, they were important to us and our franchise. we started throwing conferences for earlier stage companies. we started building relationships earlier. finding our way in the communities to meet these companies. emily: are there any trends you are doubling dell on or is it

more about the people than the idea? >> we are doubling down on everything in technology. what an exciting time to be in the business. whether it is to be a journalist or a banker, it is an extraordinary time. there are a bunch of trends that are exciting and some are represented here. all the cutting edge technology. the companies that will deliver our future. artificial intelligence companies. augmented reality. quantum computer. all the things you hear about that are tending -- that are cutting edge technologies are exciting to double down on and we are doing that. when i think about the activity levels at goldman and the activity levels more broadly in the economy, and when i think about the attendee list at a conference like this, of the places you are seeing a lot of things happening is in the places of overlap between the technology industry and traditional industries. financial services and tech. auto tech, industrial tech,

health care tech. that is where a lot of the excitement is and a lot of the activity is happening. both in these conferences and businesses, we are trying to treat technology the way technology treats technology. emily: the goldman sachs cohead of investment banking. we will have much more of that conversation later. i went to get a check on the markets. take it away. ed: technology driving a rebound in equity markets. the nasdaq 100s of by 8/10 of 1%. inflation came in hotter than expected. yields fell and that boosted mega cap text stock. microsoft, amazon, and google are higher on wednesday. that is up by 1%. more modest gains in the semi conductor sector. cryptocurrency is also higher.

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 chain. president biden speaking on wednesday: four support to his infrastructure bill as a fix for the problem. 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. that breaking news on tuesday that apple is tripping production targets of the iphone by 10 million units because of component constraints. big suppliers in asia fell on wednesday. japan a gets 50 -- japan gets for the 4% of its revenue from apple. down 3%. other suppliers lower. cut -- what is fascinating, the two key suppliers named,

broadcom and texas instruments also lower on wednesday. texas instruments faring slightly worse, down seven tents of 1%. by the end of trading, broadcom had paired the losses to 1/10 of 1%. 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 been creeping 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 tents of 1%. those industries are the most sensitive to the supply chain constraints and worries by the marketplace about rising costs that might pass on to consumers. 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. ♪

emily: 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 cofounder of linkedin to talk 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 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 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. there is a whole stack of how do you go from the first 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 social networks. 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. -- autonomous delivery vehicles. what is your overall strategy? reid: it might be overly generous with the instincts you're playing into but i like networks that help redefine our society in ways that make it

better off for all of us. part of the reason i did linkedin and engage with airbnb, my first investment, transport is the same thing. if you redefine the transportation network, you save huge numbers of lives. we see critical supply chain shortages now because of working out of the pandemic. if you had autonomous vehicles with or were working on that today, that would make all of our lives at her. emily: how could the supply chain issues the alleviated if this technology was at our fingertips? >> as opposed to waiting for three months data furniture delivered or have these chips waiting outside the port, you would have the delivery happening. it goes all the way from aurora working on self-driving trucks to a delivery from the grocery store to your doorstep. emily: how far away is that jetsons future?

we all want to know, when can i do this and when will it be safe? >> safety is number one, number two and number three. i would say a small number of years. not only line of sight. it is not even over the next hill. emily: is the jetsons an exaggeration or could that be real? >> that it is becoming real. flying cars was not an antigravity thing. it was six props in quiet electric vehicle. that transportation revolution that will help all of our lives is in line of sight. emily: you were one of the earliest investors in facebook and i've been dying to ask what you think about the current controversy. you have this whistleblower who has exposed very uncomfortable tools about research facebook did on itself. what is your reaction?

>> good for her for coming forward. good for facebook for doing the research. bad for dish -- you did the research. what are you doing about it? it does not matter the fact you say it is complicated or difficult. once you discover something that is really potentially dangerous and damaging, what we should hear from the company is and here is when we saw the reports, here is the stuff we started doing. here is the way we started making trade-offs. to solve these problems. that is what you want to see from companies any leadership. i am disappointed. anything -- it is ok to have done internal research and not reported. this is a problem. we are fixing it. you then start the work streams to fix it. you say we had these reports and what did we do? we disbanded the civics

integrity group. that does not seem like you are working on it. it is beholden on business leaders to say when we hit these problems, we work on them. we did not know this was going to be a problem. fair enough. we are following what customers want. there are these consequences and we should do something about the consequences. it does not mean you can solve it perfectly but you should be working on it. emily: the research around children is troubling. you have research that 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? >> there is a chance were 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 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 -- hope that you will learn from

this. being applied to the fire is a good thing 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 dashboard facebook should manage toward? we have an engagement dashboard. we should have other things and say we note certain content is -- we know that certain kinds of content is causing body image issues. we should add that to the dashboard and measure to make sure we are having a positive impact and not negative. that is not the only variable. you can put other variables in 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? 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? is that even possible? reid: it is challenging and will never be perfect. there will be lots of errors. but i do think -- take for example the issues of governance in other languages. we have ai that is getting much better at languages. it is within two or three years, you have the equivalent of a universal translator. that does not solve all the issues. there are other things. there is a political revolution. there are other things going on. 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 don't 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 -- start with transparency and dialogue. see if you need regulation. maybe you need to do a public-private thing. breaking up means you don't have the resources to invest. i break it up and all of a sudden i have lots of redheads and everything else. it is even more mayhem. breaking up is not the answer. emily: do you think the algorithm is the problem and you think they should be choosing 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 reasons that may be doing at first -- maybe doing it for engagement or strategic. but part of the whole point of the exhibiting good governance is to say we will have lots of engagement. lots of people clean on things. we will pay attention to good health for them based on the research we are doing. emily: would you encourage others at companies who might have a problem at their company to come forward? >> if you don't know what to do, absolutely. you should talk to people. i was not dismayed by the fact they did the research and that they were not initially disclosing the research. you should start working on it. you should start doing things to solve it. and then a whistleblower comes forward. we did that research and here's

the stuff we started doing. that is the right response. emily: here we are. you're looking for the next generation of big companies. maybe not the next facebook but the next big thing. what should be in the entrepreneur's toolkit today that maybe would not be top on your list to years ago? >> it is always about how do you build the amazing company? one of the reason i wrote the book was not to demonstrate what did silicon valley learn but also to help the entrepreneurs. we have a whole chapter on scaling. hire people who say, where could we possibly do something that would go wrong and let's try to prevent it? you have some people whose job that is as you scale to these massive companies and massive impact on the world. it is doable without slowing down. emily: we could talk about this for hours. i appreciate you taking the time

to join us. we will debate this off-line in the future. always has something wise to say about the way the world is going. coming up, we'll be talking about netflix. one series takes the throne as the streaming service's biggest success ever. a -- and another raises a red flag for being deemed offensive and controversial. we will bring you the latest on the controversy next. this is bloomberg. ♪

emily: a few stories we are 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 surpassing the previous september 17, top show, "bridgerton," which got to 82 million households. staying with netflix employees , raise concerns about offensive material in dave chapelle's latest comedy special the closer. days before its release. they warned the executives that jokes about gender neutral pronouns and sexual jokes about transgender individuals were inflammatory. netflix officials decided the show did not cross those lines. employees have taken their grievances to internal forms and twitter. it is a story we will continue to follow. we will have more from goldman sachs from the heart of wine country in sonoma, california. we will hear more from goldman

sachs & co. head of investment banking. we will have exclusive interviews with the ceo of the maven clinic and the sin doc oh talking about pay equity. this is bloomberg. ♪

emily: this is bloomberg technology from the goldman sachs elders and innovators summit in the heart of sonoma wine country. we have a new oldest person to go to space. captain kirk, a.k.a. william shatner, has touched down in van horn, texas. the latest on blue origin's

mission. i'm having flashbacks watching jeff bezos touched down safely. sounds like this one went off without a hitch. >> he can live long and prosper. it was mission successful. emily chuckles away. it was fascinating because william shatner was visibly moved. here is what he had to say. 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 lived it. astonishing. emily: astonishing indeed. they say it is not a competition but of course it is. how would you put this blue

origin mission in the context of what we saw with spacex and inspiration four. 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 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? are there going to be hundreds of these 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 launch system. after spacex finished the

inspiration four mission, they said they were backlogged appeared it had a list of willing paying customers who wanted the three-day orbital experience but they could not meet the demand. they can only lunch a few times a year. 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 that update. i want to get back to our exclusive conversation with the goldman sachs & co. had of investment banking. i told -- i asked him about the number of companies taking the traditional ipo route versus going with spac. new phenomenon. take a listen. dan: they're still the minority of things -- more companies are still choosing the traditional path of a traditional ipo.

we continue to find new ways to do price discovery. emily: there are folks who say the path is broken. ? i don't believe the path is broken. we have done it. they have gone extremely well including the one we just did for warby parker and coinbase. in certain instances, they can be elegant mechanisms to go public. i think the traditional ipo, you talk to companies who have been through it and feel great about it should feel great about the process of picking their shareholders and launching into the public market. i don't see that as fundamentally changing. emily: we seem to see increasing scrutiny around the world. what about deals? >> regulatory scrutiny is increasing. the tone is pretty clear out of regulatory bodies around the world. regulatory considerations were always part of the process and we always had to take that into

consideration. you get to think through the way you draw contracts and the type of transactions that might make sense. equally, when you look at the opportunity, regulatory environment that wants to be procompetitive and make sure there is plenty of a vibrant ecosystem health companies, there are a lot of m&a deals of smaller companies who come together to be better competitors to bigger companies. there is an enormous amount of space for a very robust mna environment. it has been borne out by the numbers recently. emily: i know goldman was in fault in new zealand. why did that happen and are we going to see more big deals dialect that? >> i don't want to talk about any specific transactions but i

think you will see more deals that get the scrutiny that come together because they believe in the rationale of coming together and for whatever reason, more broadly about deals coming under pressure, you will see some. we had the deal from earlier in the deal get turned down by regulators. equally, the offset to that, the underpinning, robust nature of what client ambitions are is to offset some of that pushback. emily: and he spent time in china and we are seeing a revelatory crackdown in china. how do you think that will player and what will it mean for investors? >> it has been fascinating to watch. you also spent time in china. in some ways, it is not always different from what we are seeing everywhere else in terms of direction but sometimes the

pace and clarity of communication leads to faster action and faster changes and faster rebalancing in some of the industries they are targeting. we will see. in china when i talk to our bankers over there, the underwriting level -- the underling level, it seems like a tough perspective. the underling momentum remains extraordinarily high. emily: there is a war for tech talent. goldman has taken a firm line on employees coming back to the office. some banks are being more flexible. are you concerned about losing talent in that equation? >> there is certainly a war for talent. it is intense. i think it is a good thing. it is great to see all the demand for talented people. you have to get the package

right. you have to offer them a competitive package. 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 trying to solve. emily: that was our exclusive conversation with the goldman sachs cohead of investment banking. you can catch the full interview at bloomberg.com. coming up, their mission is to help women starting and raising a family. the founder and ceo of maven clinic joins us to talk about how she is making that a reality. this is bloomberg. ♪

emily: welcome back to bloomberg technology. coming to you from the goldman sachs builders and innovators summit. i am joined by the founder and ceo of maven 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 is great to have you back and to see you in person. it is products like maven clinic that enabled us to be home with our families in lockdown for almost two years. what is it like to be in person networking with entrepreneurs, ceos of the first time? >> it is amazing to be here sitting with you in the california sun.

it is really inspiring to be back but i think everyone must miss their family because we are all showing each other pictures of our kids. i had a kid during the pandemic. i have a new baby to show pictures of. it is really great. we just started. we are here for the next few days. emily: child firth -- childbirth is the most commonly used service. we have not invested in it. how is maven clinic trying to change it? >> one of the biggest things in health care has never made sense is if women and families are the center, childbirth accounts for one out of four hospitalizations in the u.s. it accounts for one of the biggest life transforming moments in starting a family and health care. a lot of the care models, they don't include things like mental health or breast-feeding support or pediatric support. all in one journey. what maven is trying to do is

redefine how we think about women's and family health care by adding more of these holistic providers. even areas like fertility, miscarriage, bringing the. emily: with people reevaluating their future more so probably than ever, do you see adding on to some of the top tier family benefits, could that be where employees draw the line when they make a decision about what they want to do? that make employers more competitive? >> i think we are living through the great resignation so family benefits has been top of mind. we see an explosion in the interest of fertility benefits over the past year. and really earning new moms back to work, which has been courts of what we do. so many women left the workforce the last few years that employers are focused on that.

emily: so many women are also scared to have a baby at work. i wonder how your platform and benefits could change that. >> a lot of people are afraid because of vaccine misinformation become about things like fertility. d start a family now? i think that -- we have done a ton of education around that the last few years with our clients. coming back to this idea that family is so important as we have been locked in our homes last two years, i do think we are seeing a baby boom. there is a 10 to 15% dip in pregnancies last year. a lot of it is coming back online right now. emily: if you look at the broader steps, the birthrate is going down. >> it was over the last few years. a lot of people were delaying things. what we are hearing from our clients, things are incredibly

busy and a lot of those delays they are seeing this year. emily: what does that mean in terms of our needs for health? >> i think it means -- what digital health has done with covid is it has shown a new way of delivering more culturally sensitive and holistic care to serve more people. i think with telemedicine, which is core to what we do, we are able to reach more people, give them more support and helping in this journey. emily: how effective do you feel mostly middle venture capitalists are today to what you are trying to build? women have had trouble getting investments in women. >> it has changed a lot. we have a board of predominantly women. we raised $150 million. more generally, digital health

is going through a huge boom. investors are saying it is where fintech was in 2013. women control 80% of health care decisions. if you don't invest in women's and family health, you are not investing in the core consumer. lee: i'm sure you have a addition on the texas abortion law. >> that is a cog in a lot of the medical association. it is doing harm to patients because they are disrupting access to care. emily: given the political landscape, how important is it for women to have more choices when it comes to their health and their bodies and how do you see maven fitting into that? >> everything is about access. access for all. access is not just -- in person provider but also providers you trust who look like you or speak

your same language or same race, same gender. that is one of the most powerful things telemedicine and our platform is doing. we are connecting patients to providers who they trust. over virtual platform so they can talk to people 24/7. that is empowering for patients around figuring out what to do for their health. emily: great to see you here in person. thank you for stopping by and joining us. coming up, fighting for more equity in the work place. talking about that, we are going to be talking to a start up, which helps companies around the world create a more equitable workplace for all. we will talk about it with the ceo up next. this is bloomberg. ♪

emily: welcome back to bloomberg technology. coming to you live from the goldman sachs builders and innovators summit in healdsburg, california. my next guest is the ceo of a software company helping companies around the world create a more equitable work place for all employees. she has been named by goldman sachs builders edit invaders as one of the 100 most intriguing entrepreneurs of the year, which is quite an honor. you make it sound easy. can software help us pay everyone fairly? >> it actually can. 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 novation.

emily: how do you solve that problem? >> our software enables companies to analyze and resolve pay gaps due to anything that sets at the intersectionality of these things. black women get a double whim he. it is about looking at not just what companies need to pay to fix these inequities but understanding what are the underlying policies and behaviors driving those disparities and fixing it at the root. that is where technology can help. emily: how much progress are you seeing? >> we are seeing so much. we have approximately 200 clients and about 65% of them are in the fortune 2000 so 10% of the fortune 200 are using our solution to do this. they are doing three things. remediating. they're paying people who were not getting paid fairly because of gender or race. they are fixing their policies

and behaviors. let's say they have a broken pay for performance policy. they are addressing the root. the third thing is a lot of times they are getting transparent. there talking to their employees and sometimes publicly about how they pay, why they pay what their pay and -- with a pay and their commitments. emily: i'm sure there are plenty of executives who think they pay their employees fairly. how common is that and how big are the gaps that still exist? >> 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 if you have not looked under the hood, you will find rest. once you start addressing it in an ongoing way, you can scrape it off and whittle down your

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

diverse, equitable and inclusive work place, pay is fundamental. how can you be focused if you don't know first you are paying your people fairly without regard to gender or race? emily: you have seven children. i have four children. i would love to hear what your message is to women out there who feel they cannot have a family and a career. maybe you're not going to fill that balance ever were all the time but what kind of wisdom can you share with us? >> you have to have a partner that supports you in all you do. that takes an equitable role in -- at home and in terms of the career path. it is something we see data on over and over again. find a partner who is going to create balance at home that enables you 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. starbucks, a place where worked for four years, we had a veterans hiring initiative. we would think about, what skills did they garner in active duty we could apply to the corporate workplace? where are we doing the same thing for parents? there is so much that goes into the emotional coaching, the juggling, the staying calm under pressure. leaders need to think about how to apply that to the workforce and think about those as skills we want. emily: the ceo of youtube has five children and told me she thinks being a mom makes her a better seo. -- or a better ceo. how do you think being a mom makes you a better ceo? doug i think it makes me a better leader because you come to the table with empathy. you tell him -- you come to the table with so much humility. how many times have your kids taught you a lesson.

-- taught you a lesson? it has taught me collaboration and the lesson i think david solomon is teaching us here. when you bring people together from diverse backgrounds, you get more innovation. you get your ideas. you see that with kids because they have such different characteristics and traits and personalities. emily: that was fascinating. thank you for joining us. i recently spoke with steph curry who is one of your investors. excited about the product. really important cause. thank you so much. all right. that does it for this edition of bloomberg technology. coming to you live from the goldman sachs builders and innovators summit in healdsburg, california. make sure you tune in tomorrow. we will hear from the clubhouse ceo and cofounder paul davidson. i'm emily chang.

this is bloomberg. ♪

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