alex gorsky, chairman and ceo of johnson & johnson, welcome to "bloomberg big decisions." od to have you. alex: it is great to be here. david: i want to take you back. right now you run a big company, 134,000 employees. fresh out of west point, a platoon, 22 young men dependent upon you, and frankly you were putting them sometimes in harm's way. how are you a different leader today than you were at 22? alex: hopefully i have grown a nd matured a lot. starting in the military, you likeso much to learn, much you do as a ceo. a lesson i learned is you have to earn the right to lead and to be in command. while you may have a rank on your sleeve, that does not immediately bestow upon you the respect and credibility of your soldiers. so going in very early on in my career being able to listen to , noncommissioned officers, being able to be trained by them in many ways is very similar to what i had to do at johnson & johnson. when i was at the academy, army, it was about country, duty, honor, being there for a higher calling into trying to protect our country. being able to work f

we sat down with alex gorsky for an extended conversation. >> alex gorsky, chairman and ceo of johnson johnson, welcome to "bloomberg big decisions." good to have you. alex: it is great to be here. david: i want to take you back. right now you run a big company, 134,000 employees. the quebec tidjane thiam 82, fresh out of west point, a platoon, 22 young men dependent upon you, and frankly you were putting them sometimes in harm's way. how are you a different leader today than you were at 22? alex: hopefully i have grown and matured a lot. what i would say is starting in , the military, you have so much to learn, much like you do as a ceo. a lesson i learned is you have to earn the right to lead and to be in command. while you may have a rank on your sleeve, that does not immediately bestow upon you the respect and credibility of your soldiers. so going in very early on in my career, being able to listen to noncommissioned officers, being able to be trained by them in many ways is very similar to what i had to do at johnson & johnson. when i was at the academy, army, it was about countr

ceo alex gorsky took the home when the iconic image of johnson & johnson was tarnished and made changeson track while making the biggest acquisition and the company's history and managing the transition to obamacare. electednald trump was president, he helped to represent a growing health care industry

ceo alex gorsky took the helm when the iconic image of johnson & johnson was tarnished and made changescompany on track while making the biggest acquisition in the company's history and managing the transition to obamacare. after donald trump was elected president, he helped to represent a growing health care industry that already accounts for over 17% of the u.s. economy, and he is the first to say his industry has to change.

as ceo of johnson and johnson, alex gorsky has not had to manage a crisis like the one zuckerberg facese has had to navigate a tricky relationship with the white house. initially serving on one of the president's council's and then resigning after charlottesville. i spoke with him about getting close to the government but not too close. >> it is important for industry to be talking with the government. having a relationship, understanding how important they are as a customer, stakeholder is critical. i had the opportunity to work with many presidents in my role in different administrations. it is only by sharing those ideas, developing appropriate partnerships in other areas, then i think we can work collaboratively and solve these big issues we have been talking about today. i would expect that to continue. with this administration, there was a lot of outreach really on, there have been issues that we have had to manage along the way. in the end, it will be incumbent upon all business leaders to engage in a positive way to bring about positive change. hear more of his thoughts, you can

julie: we can catch the full interview with alex gorsky tonight at 9:30 p.m.time right here on bloomberg. the crown prince makes his pitch, prince mohammed is looking to sell himself as a decisive reformer to do business with. bloomberg news sent out with his finance minister about who they are talking to. >> we have meetings with the usual suspects. we have a good relationship with big institutions and we will be meeting with morgan stanley and goldman sachs -- citi, bank of america -- large institutions. for more we are joined by hans humes. we talked to a number of countries, has saudi arabia's pitch succeeded? is this a good investment for international investors? hans: i think for investors like us, not so much. in post-2009 with dubai and the saudi has been running at a deficit and want to close with that the sales of remco on the exchange. it is a huge outreach effort and i think investors should look at this as a equity opportunity. the compression opportunities that bonds used to have -- but there is no distressed opportunities yet. will have to wait

i talked to alex gorsky of johnson & johnson and he said helpinger one way of was to have transparencyaceutical companies feel hostage to the rebate situation. they are getting blamed because if they took us $500, they are given a rebate down to $250, but the patient is still paying 500 dollars because somebody decides get the $250.nies -- the drug companies get the $250. i am not sure rebate, which anything. we should give the patient the net rise. if it comes out of the from mexico company at $250, the patient should get it for $256. david: thank you so much. that is sen. bill cassidy of louisiana from the capital. coming up in the next hour, chief economist neil a richardson will give us housing numbers. live from new york, this is bloomberg. ♪ national insecurity. the white house denies reports that mcmaster will be replaced, but markets do not react well to more white house turmoil. 10 years after j.p. morgan they might be, looking good, but investors have doubts about where things are headed. growth without inflation. whether to keep growing the economy without raising prices. th