hi, i'm cara swisher. you may know me as the " "revolution" series on msnbc. the titans of the tech industry come together for an honest way

tech is affecting every aspect of our lives for better, for worse. it's been a tough world for tech, whether it's mark zuckerberg, air b and b dealing with major community push back as he pushes into markets like new york. snapchat dealing with the redesign and ceo even spegiel's reaction. a fascinating look how these and other companies are changing the dna of our society and how society is trying to keep up. we'll kick things off with facebook.

facebook has been in the news. obviously the news is for you-all, why was he fired? who should have been fired? that's enough. >> what under lies the question is do we know that we were late, not just on the data for cambridge analytica but fake news. we know we're late. we said sorry but sorry isn't the point. the point is, the action we're talki

talking. for the last ten, 12 years wooefz been focused on social experiences. what the world would look like if people knew it was your birthday. i was just in houston and people saved people because they were posting publicly on facebook, those good use cases but i don't think we were focused enough on the bad and when you have humanity on a platform, you get the beauty and ugliness and where we are now is really understanding the responsibility we have to more proactively see the problems and prevent them. >> you said we didn't see the negative parts that people -- i don't know if you meant human being but i know quite a few bad ones but the idea is what is in your culture that didn't see that? i can remember a meeting where facebook live happened. what do you do when someone murders someone or commits suicide or beats someone up and they were like kerry, you're so negative. what? i'm sorry, humanity is really awful in so many ways.

>> that is part of the tension. when live happened, people really enjoyed the experience but there were things wrong and we on that one moved very quickly. we got human review of anything live within minutes, which is hard to do but we got there and that was really important. there were things taken down of live right away and things that have happened on live we were really able to intervene and help people. >> how it happened, what is it as part of the facebook culture that didn't see this coming in terms and walk through cambridge for example. >> the timeline? >> yes, timeline. let's talk about the actual time. i heard some versions of it but i remember being at the 2008 event where you open up the platform and you needed to bring people in and subscribers and created this open thing and handed out the data, what happened there? >> the idea was people, you know, are using the service facebook and want to take the data with them to a third-party app to make it social to enhance it. over the years there was

pressure to say hey, don't be a wall of garden, let people take their data and bring it to another application. >> you needed some candy. >> our job is to give them the notice on what is happening. i remember spending time to see how to make it clear and know the data you get because if the customer knows what is happening, they can make informed decisions and that was the focus of the platform in the early years. the platform got bigger and things scaled, this is in 2014 we said look, we want to restrict access and do more proactive review of applications so all new apps had to get reviewed by our staff and then to get to your specific question about would the timeline that happened here, apple was built around that time frame and then we heard in december of 2015 via media reports that an app developer had basically got facebook data once people installed it and resold it to a third party.

>> you're super smart people i'm certain so where is the break down. >> we can't observe the transfer that happened here. i don't actually know physically how the data went from one to the other. there isn't a channel we have control over. we didn't observe that until we had therd pa third party report >> that's 2015. >> yeah, we immediately disabled the app from the platform and the golfs to figure out who had this data, how do we make sure that data is deleted and is safe and then the reason this came up in 2018 is subsequent reports said hey, despite kind of agreements to the fact that they had deleted the data, they may not have. >> looking back, we definitely wish we put more controls in place. question got certification. we didn't audit them. we wish we had taken more firm

steps. i think -- >> you had those media reports, why didn't you? >> we did go back and got -- >> they said they didn't. >> they leg he certified they deleted the data. >> it always the question i think we can grow and we can continue to grow but we can also have controls in place. >> now that you're more thoughtful about it, if you have it. >> i don't think the controls were enough. >> you did know you were going to make -- we'll get to election spending in a minute. go ahead. >> on elections, we realized we didn't see the new threat coming. we were focused on the old threat and understand this is the kind of threat we have. wave taken aggressive steps there are elections going on all over the world as we speak and also coming up to the 2018 fake a accounts. we've reported it and pulled down 1.3 billion.

we pulled fake accounts in alabama trying to spread fake information in that election. we were slow. we are learning from our mistakes and taking action. >> this is before and after, oh, no, we got woke over here at facebook or something. >> i think there is a before and after. >> a lot of people have hostility and obviously people fair not blame facebook for the election or its part in it. it's part of it and other things. what's the -- from your perspective, the overall impact on the tech industry and the country at large? how do you -- what responsibility do you actually feel for what happened? >> look, the story of this election will be studied for a long time and i don't think any of us have perfect answers. we're committed to find the answers. we're unique and set up a commission and we're giving them

access to data third partiers. they are researchers and will report on what they find and we're cooperating deeply with them. >> the days in tech had these tools, i'm not responsible for what happens with them are over. you really need to have a deep responsibility to think about not just the good that these tools can have but the bad and what can we do to guard against it. >> if you ask two different people what is wrong with facebook, some are upset about russian ads and diamond and silk. >> do you think the u.s. government and governments in general are ready to engage in a technical discussion about how to fix specific problems with facebook or the tech business? >> that's right. are they able to understand and legislate well because some of the calls are for breaking you up. >> the question of regulation is a real one and deep one and it's not a question of people say should facebook be regulated, should companies be regular

lal -- leg ra regulated. if you look at what we built, if we were a startup, we couldn't build it and get it out and we're making those available to the world. we're supportive of the right regulation that supports invasion that is based on an understanding of the technology and that is good for people and there are some -- >> we spent 20 minutes talking about what a complex system you built and how difficult it was for you to figure out the problems. do you really imagine this is something a burr ra -- the state of california tried to pass a law against it because it was considered a violation of the caller's privacy. there are laws that are clearly contemplated or passed that are bad ideas. there are laws that are good ideas. >> should facebook be broken up? google and facebook, should they be broken up? >> this is a question fundamentally the competition and benefits of consumers to be

together and do consumer haves a choice and along every product, there is a lot of choice out there. >> how has it affected your image? >> i don't think any of our individual images are the point. the responsibility we bare for the platform and protecting people going forward. >>entinterfere withed a ver t -- advertisers the most. >> we looked, there is certainly an impact but i don't think it's detrimental right now to the current business but it matters and we're investing because we want to do the right thing. we always wanted to do the right thing. i think we were very taken with the social experiences and now we're very taken with the need to provide safety, security, integrity on our platform. we also again approached this understanding that this is going to be an arm's race. this is going to be an arm's race. we'll do something. someone else will do something. we have to do better and there are risks ahead of us we have

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really creative, evan speigal, ceo of snap. he was mad about the redesign. furious. he said tell evan i'm very furious about this. i said i think i won't. he had a long list of issues but he uses it continuously and does it in a fast way. talk about the redesign and the impact on the business. walk us through what you think happened and the mistakes you made and what you were trying to do to fix it. >> first, please thank him for using the service, despite the redesign. i think fundamentally if you look at the redesign, it's important to understand the problem we were trying to solve and when we looked at social media, one of the biggest problems that stood out was that constant conflict needing to

have a small group of friends needing co-pre ting to express what happened because social media businesses make their money with advertising is that those business try to encourage you to add as many friends as possible. >> right. >> at some point because you added these friends and some you don't know and maybe you now have 1,000 friends, you feel uncomfortable creating yourself and that for us was worrisome because our business is about empowering people to express them shelve themselves. we wanted to find a way to empower people to express themselves and keep the small group of friends but expose the content that people want to watch. i think if we look at the execution, you know, in terms of the philosophy, i'm excited about the progress we're making and terms of execution, we have to continue to evolve and reiterarei reitera reiterate. >> what did you learn from it? >> one of the things i under

estimated at the time was how much it would impact our investors or team. if you remember after the q four earnings, the stock was up 50% in one day. everyone is excited and cannot comprehend why we would change the product and redesign the service, right, after that amazing blockbuster earnings. for me that was a really great lesson because to me, it teaches the importance of having the long-term conviction even though it's going to surprise people, even though it will make people feel uncomfortable. we tried to let people know we expected some decembisruption ae community and team for the disruption that we thought would come with the redesign, it still had an impact. >> would you go back on the design and some things people didn't like. >> we changed one big thing almost right away. one of the big mistakes we made is combining communications with the stories that you wanted to watch and we tried to put that in one place for your friends

because we thought it would make the app feel familiar. instead of opening the app and see a celebrity, you always see your friend. we thought that was important to building deeper relationships with your friends. the mistake that we mad w people think really differently about thr communication than they d about watching stories and stories is more of a lean back experience. you're board, you have time. waiting for your friend to reply and start watching content on our service. having stories get in the way is frustrating so we changed that quickly. that's already out and i think making a positive impact and we'll continue to reiterate. >> what is an evan management system. you seem like the loaner compared. are you not? that's the perception people have, a lot of companies operate with two people or something like that. who is your partner or do you need one? >> i am so not a loaner. there has been this change c

conflation, i'm personal and don't like talking to the media with the exception of you here. >> i appreciate it. >> i think that's been conflated to say our team works that way. that's not the case at all. we have a team that works really well together and i'm really proud of that and we all have shared goals and hold each other accountable. that had to change and hasn't always be the case but that's absolutely critical or we wouldn't be able to execute this quickly. >> it's interesting. it's there the idea -- it is. it absolutely -- >> it's a little depressing it. >> it is. so -- sad loaner loner by hims. your life seems perfect by your instagram. i'm kidding. [ laughter ] >> teasing. let's get to the story today which we talked about. there is a very tough story, you had someone that left that wrote a pretty tough letter about the

culture, it was an engineer there talked about a toxic male culture and models at a party which you also objected to but you're the ceo. all kinds of things where a "game of thrones" like mentality, too male. talk about that. >> yeah, you know, that letter was a really good wakeup call for us because obviously, we're constantly thinking about how to have the culture that we want and how to reinforce the values that we want and we're thinking about it more because as i mentioned, the company is growing fast. the wakeup call for us is we need to do even more and needed to do it faster, right? so we reorganized the engineering team, put leadership in place. we actually hired external consultants to come into the company, talk to people and help show us areas to improve. we ran a company-wide survey to identify issues and act on them. we changed our promotion process. i'm proud of the progress that

our team made in the last six months. i'm glad we started moving faster on thesish she issues ane is a lot more to do. >> let's talk about facebook. poor evan. he's being a sport here. you create these things and they burro them, rather extensively. tell me how that feels. people burro my things all the time and it drives we crazy and i want to kill them, so. >> it bothers, gosh, snap chart is not just a bunch of features, it has an underlying fa lose lee feels threatened and fund

mentally and four likes and attention to pleasant so i'm not that great. we close to, and so i think while of course, they change the products and to actually change the mission and have a really hard time of the dna so i think sort of as time goes on, i think it will be more and more clear to people that our values are actually really hard to copy and i think the reason why is because values are something you feel and so i think over time especially given the relationship we built with the community that is very strong,

you know, i think that it will be harder to really copy the essence. >> what is the impact when they do something you do and do a pretty good job copying. people used to accuse microsoft of that quite a bit. talk about that. what do you do then? >> if you want to know personally how i feel about it as a designer and i think the designers on our team say the number one feeling for a designer, if you design something so simple and so elegant the only thing other people can do is copy it exactly. that as a designer is the most fantastic triumph in the world. so i think -- [ applause ] >> thank you. it really is the most fantastic thing in the world. i think because our team gets their joy out of changing the world in the right direction, you know, that that will

continue to be our strategy and i think i guess what i'm saying to take it a step further is we would appreciate if they copied our data protection processes also because -- [ laughter ] >> so -- >> i was waiting for that. >> i am taking the company in a different direction and i think he respects that and ultimately, whether the direction is the right one or the wrong one. >> you consult with him a lot mom? dad? hi!

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ceo of uber dara. hard-driving great success. >> huge success, yeah. >> the methodology was flawed. >> very flawed. >> what did you think about dealing with that? >> my focus is on making a company succeed. i don't want to get into me versus someone else if i'm completely pure about the success of the company and don't think about politics set cetera the rest will take care of itself and it's a little bit of this innocent outlook on life but it's worked for me. >> what is your relationship with him now? >> the relationship --

>> a founder relationship is important. it's highly valued, probably too valued in someways. >> i think with travis, you know, early on i was like listen, i'm going to need my space and he did respect that. and once we got rid of the control, the struggle for control, et cetera, my focus is on taking the company forward and now he's found his thing and he can be an entrepreneur and build something so he's a board member and just as i informed the entire board, we have constructed dialogues but also, i am taking the company in a different direction and i think he respects that and i think ultimately whether the direction is the right one or the wrong one -- >> do you consult with him a lot? >> not a lot. i consult with him the way i consult with the board and it is a different direction with the culture and strategy for us is now broadened in terms of mobility, et cetera. do i consult with him?

i consult with him like i consult with the rest of the board. >> let's talk about the core product. the customers and drivers, you recently -- your driver issue still continues to be something you have to deal with. >> long term, sure. >> talk about that issue. last time when travis was here on the stage, he actually when i asked about self-driving, he actually told the truth and he's like the problem with uber's business model is the guy sitting in the front seat. we got to get rid of him. it's all gravy for us. once we get rid of him, it's a great business. thank you god for saying that. >> this is something i fund mentally disagree with. the face of uber is the person sitting in the front seat mostly guys. i actually would like to have more women sitting in the front seat, as well, because it's a great form of employment, you know. you can be your own boss and you don't need to work full-time. that is the face of uber. right? it's we built ade delightful thg that you can get in and get out

and the time you spend with the service is the time you spent with the drivers partners. >> the price in san francisco, the price has gone up quite a bit. >> yeah. >> talk about it. now i'm like i think i'll just walk or i think i'll just -- it's not quite as like wow -- >> take a bike. >> no, i'm not taking a scooter. >> those are not scooters, e bikes, awesome. time and distance has come up. >> which one did you buy? you bought one. >> we bought jump which are e bikes. >> yes. >> and a very, very important push for us is to invite to lower costs, in other words not just take the rates down to lower cost but use invasion to lower the cost from point a to b. we have launched a new product called express poll -- >> at a certain point. >> you meet at a certain point, you may wait and walk a block or two and may get dropped off a block or two. it allows us to match much, much

more efficiently and allows the ride to take less turns so the ride itself is more efficient and then we are thinking about alternative forms of transport. if you look at jump, the average length of a trip at jump is 2.6 miles. that is 30 to 40% of our trip's in san francisco are 2.6 miles or less. jump is much, much cheaper than taking an uber x. let's canaibilze ourselves and uber not just being about cars and the best solution for us but really about -- >> so bikes, scooters? >> bikes, perhaps scooters, i want to get the bus network on. i want to get the bart or metro on to uber. anyway to get from point a to b. >> you want to start your own bart? >> no, we're not going to go

vertical. just like amazon sells third party goods, we're going to also offer fair party transportation services. so we want to kind of be the amazon for transportation. so we want you to be able to say should i take the bart, uber, bike. all of it to be realtime information of tim min information of for you. >> and eats. >> it is now at a $6 billion rate growing over 200%. i think we are going to be the largest food delivery business in the world x china and it is taking advantage of our customer base. it's taking advantage of our brand but also kind of created a

cha startup to use local infrastructure in the cities we're in. eats is only in 250 cities on a global basis and got 350 to go. >> what about self-driving? nobody thinks you're staying in self-driving. >> i think we are. >> how? >> listen, the first thing that we got to do is we have this incredible tragedy. and we've got to get back on the road but we have to be satisfied absolutely satisfied that we're getting back on the road in the safest manner possible. that's my focus right now. and we're working with the team to do so and we got a panel of outside experts, former chair -- >> you closed? >> yeah, yeah. we closed phoenix. but we will get back on the road over the summer. and, you know, i actually think that this focus on really, really getting back on the road

in the safest manner as possible ultimately long term is, you know, it's this is a difficult circumstance for everyone involved, you know, first the victim and the victim's family but this is going to make us a better company. >> what about these other things you're going into? the vertical lift and take off. >> for us, it is defining the future of mobility for cities and the issue is that 50% of the world's population lives in a city. the transportation infrastructure can't keep up. you got to be smarter, sharing cars, get away from car ownership and build alternative forms of transportation, which is is the bakes we're getting into and just like residential has gone three dimensional, skyscrapers and commercial, you're going to have to build a third dimension in terms of transportation and elevate for

us is the third dimension that we're taking a big bet on but it's a long-term bet and doing it with a number of partners out there. industries recently had an experience with african american women, right? >> yeah. >> explain what happened. >> there were some women checking out of an air b and b and the neighbor said those people don't live here and they called the police.

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this is someone i've known for a long time, ceo for airbnb. >> there is massively powerful hotel industry in new york and

hotel unions that have galvanized people and created this kind of battle. and so we have tried to for example pay hotel tax, which would have been hundreds of millions of dollars and we're accused of not collecting hotel tax but we're not allowed to. we've done it in 500 cities around the world. this is a political standstill in new york. san francisco is different. it was a political standstill and we had a new system, a pass through registration where everyone, the list on airbnb, we register them. they get a regular station number. they put the regular station on their listing and we collect the hotel taxes and give the hotel taxes to the city. that's a reasonable solution. we've done this in cities around the world. new york, many people don't want that to get solved. >> and do you leave new york? >> if it was just a business decision, it probably wouldn't be worth it to stay there. but we're not there just for

business. there are 50,000 people that depend on it to make income. and if you were to shut a market down, that's 50,000 e-mails, 50,000 really long stories about people who need this money to earn income and so i can't just make a decision from a purely business perspective. the moment you create something and people become dependant on you, you have a responsibility to do this. >> people make money. rent also goes up and people have fewer places to live and there is some element. >> this is the tech responsibility part of the discussion. >> yeah, i love to talk about this. >> how do you balance that? >> it's a hardball lance. we want to make neighborhoods better. we don't want to make them more expensiv expensive. >> i love i can stay in silver lake with an airbnb:it is good for the traveler but might suck for the person living next door.

>> we partnered with cities and some cities want a lot and some have restrictions, we go city by city. at the end of the day, we want to be good for neighborhoods, we don't want to be bad for neighborhoods. there is a trade for wt they want and don't want and what the business wants and you have to find the balance. often times, we end up going on the side of the city like in the city of new york we removed all people that had multiple listings and the city of san francisco, we were smaller than preregul preregistration in san francisco. >> you just recently had an experience with after condition american women, is that correct? >> yeah. >> explain. >> there were some women checking out of an airbnb and that neighbor said they don't live here and they called the police. it was incredibly discouraging situation and, you mknow, and there wasn't too much we could do because it wasn't a direct

community member but we did reach out to the guests but we had a history of in 2015 it was pretty well reported, '2016 discrimination. we said we'll have a zero tolerance discrimination. we had everyone click a box saying they would not d discriminate. the tens of houses of hate mail we got was vast. last year in charlottesville, people were trying to stage after parties for the rally in airbnbs. that was happening. we had a team elevated by our community. we cancelled the reservations and tried to snuff out as much as we could. we got the wrong -- we got -- we became a pretty big target of people, you know. so what we decided was we can't intervene in every social issue but when it's related to our mission, you should lean out and like lean into that line. >> how have you managed to

avoid, she, the delete airbnb crisis where people hate you more than they should. >> i meet with people who have entrenched positions that you're terrible, you're ruining the city and say okay, tell me like -- let me tell you about airbnb. 99 out of 100 times they would hate me less when i leave the room. i said i should enter more rooms and said who hates me the most? let me talk to that person. it was fun, by the way, these conversations. it became clear people had fund mentally different amounts of understanding about airbnb. i don't think all cities hate us. we've done 500 tax agreements. we've collected $500 million in hotel tax. we'll soon be the largest collector of hotel tax of any company in the world. you read about news. you don't read about the other 81,000 cities we're in. >> what do you make of what happened with uber and facebook where things haven't been done

correctly? >> i think that tech is maybe trying to stay out of trouble rather than the leadership place that the world wants them to be in and i don't think that's specific to any company. that's the culture. we thought we were good. if we're good, why do we need to do more. suddenly we're so big we have a huge impact on society, if you walk into a board meeting for example, every chart will be something oriented around financials and the customer of that information is an investor. well, actually turns outcome pan knees have more stake holders like we have employees, guests, hosts and communities we live in. imagine at a board meeting you would report on the results not just for investors but all these stake holders. i think these are the kind of things that we haven't done yet but us and other companies need to do. we need to consider our impact on society. ♪ ♪

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this is his first interview since he took his company public. come on up. recently you guys said -- not an r. kelly band. couple artists we don't like, we don't want to promote them. r. kelly, a rapper whose name i can't pronounce. i'm not going to.

there was furor about that. you changed decisions. can you explain why you made the first decision and why you made the second decision. >> sure. well, i mean, if you just take two steps back and look at what it is we try to accomplish, i think we're now at a point where we're obviously a material part of the music industry. we have 3 million artists on the platform. we have 170 million consumers using this. and as platform, one of the key things that we believe in is just being transparent. and i think it's something that more and more platforms are waking up about and thinking a lot more about. >> and talking about that. >> yeah. and so what we really just wanted to do was be transparent about it and there's two pieces specifically that we ruled out. one was about hate speech. and i think that's sort of less controversial. and then there's the other one about conduct. and i think just being very

honest, we were very vague and we were just -- >> and just to be clear, you said you're not banning people from being on spotify, right? >> right, right. >> could be a nazi or someone who abuses women and be on spotify? >> well, you know, again -- >> or both? >> yeah. probably not so much. well, i mean, again, the whole goal with this was just to make sure that we didn't have hate speech on the service. it was never about punishing one individual artist or even naming one individual artist as well. so, i think -- coming back to it it is kind of my responsibility as a leader. and i think we rolled this out wrong and we could have done a much better job. >> wrong how? wrong in that -- >> well, i just think we could have handled the communication. there's too much ambiguity in terms of how people interpreted this. as you said, people thought that they couldn't be on the service, which was of course never the

intent. >> i kind of liked it when i first heard about it. i know the labels were all complaining, how do you think this abusive person can be on. i like it in contrast to youtube and facebook and twitter and platforms caring and i spend time talking to. they would shrug their shoulders. what are you going do do? you said we actually want to make a decision. but it seems like you backtracked a bit. >> the key point here we were trying to go after was around hate speech. it wasn't moral police about who did right, who did wrong and, you know, you get into really tricky things such as has this person actually been charged with something? have they actually been convicted of something, et cetera, et cetera. that was never the goal. i mean, we're a platform. we want art. we want to express a lot of diverse opinions. we don't want to be the judge and the moral police of that. >> talk about that a little bit then we'll get into your business. what's wrong with values? i don't quite -- i have a lot of arguments with people.

the reason you don't like values is you have to make decisions about things and you have to make choices and you have to pur purse people off and make values. why are values such a problem and they don't want to state them? which they have, by the way. >> i don't think there is anything wrong with having values, but i think being a platform from being an editorial driven service is having totally different. in our case, we have 3 million artists and what we wanted to be was transparent. we didn't want to get into a position about talking about who gets to do exactly what or what the situation is on spotify. there are certain things which i think the rules should be pretty clear about and there should be, you know, if you are talking about being kkk and doing dark stuff, it's pretty obvious we don't want you on the service. >> you're really good at audio. why do you keep playing with

video? what's the advantage for you? >> here's how i think about it. internet is an audiovisual interactive medium. so to not use all of the properties of the medium just doesn't make sense to me. now, what we have to do is we have to try to get it right for our platform and for what consumers want. i do think over time video will be more important part of our platform than maybe what it is today. but, you know, we are a company that try a lot of things. we try to tend to, unlike many others, try to do quite ambitious things at the beginning then maybe scale back and kind of roll out a new iteration of that. and we went in video way too fast way too early. what we instead kind of wet back to is go to our roots which is music. do that really well. going from that base. but i don't think you should think about us as a primary video platform or that's where our interest is.

we are primarily an audio platform. what excites me about being that is just if you think about the world right now, like it seems like everyone is competing over the attention in video. and obviously it is for the obvious reason that it is a trillion dollar market. it's four hours of people's time per day. so, it's a pretty massive opportunity. but what i think people get wrong about the space we're in is that at a very, very basic sense, if people are competing for your eyes, what we're competing about is your ears. it's a different sense. it's three hours of people's day. right now depending on how you view that space, if you would factor in the music industry and you factor in the radio industry, it's a $100 billion industry. and the question then you can ask yourself is like is your eyes worth ten times more than your ears? i don't think so. i actually think that's a space that we'll -- >> wait. is your eyes worth ten times more? >> yeah. well, that's what the market is

right now. it's a trillion dollar versus the ears that's worth maybe 100 billion. >> podcast is under a billion. >> good, i like that, i like where you're going. >> you can see more of these and other interviews we conducted on our website at recode.net and stay tuned for exciting news on the revolution special. i'm cara swisher. thanks for watching. see you next time. ♪ ♪ welcome to "kasie d.c." i'm kasie hunt. we are live every sunday from washington from 7:00 to 9:00 p.m. eastern. tonight is actually tomorrow. president trump is waking up in singapore ahead of an historic summit with north korean leader kim jong-un. after a dramatic several days of will they or won't they, it looks like they will indeed meet. will trump's intuition help him close the deal? plus, fallout from the