i think the trade to danaher was brilliant. and larry did great and danaher did great. think what they're saying -- what the undertone is the next sale is going to be a bad one. it is going to hurt. because they got to raise, i don't know, the numbers that haymon was tossing around, 30 billion. there is no 30 billion without selling something great. >> no. although the 20 plus billion was going to be and is very helpful in terms of giving them more time they continue and i don't know to what extent culp in his conversation yesterday focused on this, but overall ge and i think its board continue to believe they have given themselves more optionality when it comes to those things and more leeway. and so therefore they don't have to make a deal perhaps that some would see as a bad deal simply to reduce leverage beyond what they're going to be able to from the proceeds from this sale to danaher. >> i think david is right. you talk about momentum, i think a lot of people held out for a good 2019 last quarter and that was taken away. the up side. optionality in, up side out.

danah al-mayouf is a sau photographer and activist.'s a former student who says she didn't speak out for fear of losing her scholarship. but now, she advocates for saudi women's rights. >> basically, we've been taught that we're less than men. men are supposed to marry not only one wife, but four, and we should be fine with it, and all these poisonous ideas. we learn them in school, so that's why i'm angry. i'm an activist right now because basically this is wrong, to teach young girls that you're less than men. >> schifrin: as she gained prominence, she said she received two strange offers. this email, with a lucrative job in the saudi stock market, if she silenced herself. then, this man offered her ajo photograph only to tell her there was a case open against her, and she would be ported. looking back, al-mayouf thinks the whole thing was a trap. you think there's been attempt to lure you back home? >> yes, i think so.ch >>rin: and do you have any idea who's behind it?ve >> i belhe government. the saudi government.t they jte seeing

but guess what, this is not danaher. so ygo through everything he has to dough, you're left with a company similar valuation to cat, to deere, slight discounts to boeing with their issues, what would i rather own. and then -- >> but which has bigger potential up side? >> those do. because when you peel it back, when you look at everything he is doing, he sold one of the fastest growing businesses, what asset is he going to sell? nobody is going to buy power about so what will you be left with you're going to be left with a conglomerate that gets a conglomerate discountries, slow growth company at the end. so you are paying in advance for a slow growth company. i get it with a good ceo but i'd rather make the bet. i think you will do significantly better in a cat, in a deere, in boeing, in a utx, in a danaher >> the risk is no doubt larger take on bigger risk, but isn't there potential for a greater reward in a story like this with a ceo like culp? >> there is the potential for it, but if me anyway, there are still too ma

better part of $40 billion of proceeds once we get to the other side of our sale of our biopharma to danaherdernization of our stake in baker hughes, and the web tech merger that just closed. >> right there. >> is a lot of capital there that we're going to be able to put to use to bring down to leverage on the industrial balance sheet. work on the capital side in a similar fashion. we have $10 billion of dispositions to continue to bring the leverage down. but this is something that is going to be a long time in coming because those transactions will play out during the course of the year. the issues you referenced in power are ones we're going to need to work through, and long-term care, as i think many people who tuned in to our teach-in last week understand that that's a real obligation on our part, but one that we'll see through over a long period of time >> you made things far more transparent than what i'm used to from g.e., whether it be the way you describe different divisions, 16 words per each, which i love the way you do accounting looks like a lot of other companies, but it does

past month or so, is because they did strike that biopharma deal for $21 billion to sell that to danahereen raising cash to pay down their debts. which certainly buys culp a little more time but in general, you're talking about a company that has been hard hit in major turnaround mode, really feeling the pressure to change things. and for investors, you're looking at something like a multi-year timeline to see something like free cash flow to begin to turn positive again >> yeah. tough situation, morgan, thanks. >>> and up next, why las vegas is boring. not that kind of boring. what elon musk is doing to bring the hyperltooop vegas "squawk alley" is back after a "squawk alley" is back after a quick break. i lo servicenow works for you. this is moving day with the best in-home wifi experience and millions of wifi hotspots to help you stay connected. and this is moving day with reliable service appointments in a two-hour window so you're up and running in no time. show me decorating shows. this is staying connected with xfinity to make moving... simple. easy. awesome. stay connected while

. >> what will it mean in terms of trying to win business say, from danaher, where it bought ge's lifeence businesses and i don't think it's as good, but are you going head to head >> from our perspective as industry leader we keep building out our capabilities and we have over $10 billion is to the pharmaceutical and biotech industry today and bramer is a business that will help us have great growth in the future and serving their needs. >> should we be thinking about brammer when new ipos come out or when glaxo buys or novartis because they're all doing it >> yeah. so the customer base will be both large cap and the emerging companies and that's one of the great things about thermo fisher scientific is we serve the whole range of the industry and help the young companies get started and we also help the large companies as they shift towards new modalities of medicine. >> i think it's important to point out that there are some companies that china can't do without. when i see your numbers in china i just imagine the hospitals with 500,000 people each one and that's a fabulous growth b

danaher is one example.s you would know because it is not like you go to the dentist's office and see the brand names of the products. but it is certainly a challenge as a business. it is really about being able to manage through that, and they are turning to cost cuts to some extent to be able to deal with the issues they are facing. caroline: investors like it. thank you. coming up, apple's annual meeting some of why tim cook -- what tim cook said. this is bloomberg. ♪ scarlet: a check of the latest business flash headlines. first u.s. sales decline in a year with demand falling even further the jeep vehicles at chrysler. fiat chrysler falling 2.2% in february. toyota and honda also performed worse than expected. at&t shaking things up with a new acquisition. two powerful executives leaving their jobs at order media. a ceo is stepping down, any help create memorable programs like "came of thrones -- "game of thrones." david leavy nothing his departure, a big move in the business of sports. canadian governm

gene care we're all so involved in this is a $100 billion company that nobody really talks about danahering of the ge business was to compete with them not to compete with -- well, like illumina. i can't tell you how important this acquisition is to further their boost rate, to boost their growth rate. marc casper is a quiet guy, not promotional, he's built a powerhouse equivalent of the picks and shovels for the gold rush and there isn't a better company when it comes to being disciplined and high growth than these guys i want to talk about it. i had them on a bunch of times >> can we get a longer term here if we can, it is worth looking at not five years >> no -- >> returns they managed to get for their shareholders. >> when they do these sell-offs, there is so much panic, this is a good example of why people shouldn't panic. because if you had bought more rather than said growth is over, you could have really killed it. but most people don't have the stomach to own a company where they don't know marc casper and how he's managed to put together an amazing -- i have a bunch of friends

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