david ok david disagreeing that's good that's the whole point of the program you know in watching the like but i don't know how you hang on let me ask you a question ok you know in watching c.n.n. and and this n.b.c. there they're trying to create this obama ask you know that may repeat is obama 2.0 but i would say well if you want to make that comparison he's obama point 75 because he doesn't even measure up to obama now you've disagreed and that's your time to go go ahead david. yeah i don't i don't believe that the press has disappeared the people for the same reason that the gentleman said i mean i was disappeared from the media and i'm definitely not against the military i'm a veteran myself i would actually probably raise the budget in the military especially in the navy to support defense in the country and also we're seeing a lot of opioids come into the country and that's a problem. and that could be solved using. the military on the border. i don't agree with hiring federal agents to work the border as much because that's a unilateral army that the president controls spy himself whereas the congress controls the military as well as the president so it's a little bit safer to have that check in with allan ok but they may have i think stay gave it david like i said i wouldn't if we want to i wouldn't go against the military but i think we should put it into the context of this program and i will give it some context here repeatedly public opinion altho

david ok david disagreeing that's good that's the whole point of the program you know in watching the like but i don't know how you hang on let me ask you a question ok you know in watching c.n.n. and and this n.b.c. there they're trying to create this obama ask you know that may repeat is obama 2.0 but i would say well if you want to make that comparison he's obama point 75 because he doesn't even measure up to obama now you've disagreed and that's your time to go go ahead david yeah i don't i don't believe that the press has disappeared the people for the same reason that the gentleman said i mean i was disappeared from the media and i'm definitely not against the military i'm a veteran myself i would actually probably raise the budget in the military especially in the navy to support defense in the country and also we're seeing a lot of opioids come into the country and that's a problem. and that could be solved using the military on the border.

david: or amazon. charles: amazon. david: amazon is a high price. amazon is trading $1300 a share. some people cannot afford that. charles: how about $130? david: david: ok is something we are going to be doing. -- david: ok. charles: that is something we are going to be doing for the young people. david: as you look in your career, the most important lesson you have taken away from what you have done. is it to innovate? pay attention to technology? be nice to people? what would you say is the key lesson? charles: i think have enough humility in business to extract and have a team of people that you really honor that work with you, because you can do some -- so many more things with other brilliance around you. i think that is one of the best things i have taken away from business. throw your ego aside, get with it, and the team really appreciates you honoring that. david: by the way, before we close, do you have any stock tips for me? [laughter] david: a couple of stock tips? any good ideas of what i could do with my money in the stock market? charles: maybe you ought to consider, i know carlisle a lot, you have done a fantastic job. how about an index

david: ever break any bones? brian: i got knocked out once by my own teammate, which irritated me, because i was about to score. david: ok. you graduated and went to notre dame. brian: i played rugby there. david: where were you more of a star? brian: i don't know, but we had fun at notre dame. david: you went to rhode island to practice law. you were a corporate lawyer? brian: private equity deals. david: the highest calling of mankind, private equity. [laughter] brian: one of the reasons why i quit being a lawyer is i had worked with our private equity firm, fleet equity. i structured deals with them. that is what led me to work with them. david: it was an acquisitive bank and did a merger with bank boston. you stayed with the combined company. when the ceo, chad gifford, took over, he decided the combined bank wasn't big enough, so discuss selling it. ultimately it was bought by bank of america. brian: correct. that goes to the scale of banking and what you can achieve. it was the first nationwide bank. david: what was your job in the new bank company? brian: the wealth management business, private business. david: for a while he became the general counsel of bank of america. brian: 40 days

david: ok, that is impressive. did you think when you started -- [applause] marc: thank you, david. daviddid you think when you started it that it would get anywhere? did you have any capital? where did you get your capital? marc: i thought we would go right to $130 billion market cap. [laughter] marc: no. you don't really know what's going to happen. we have a lot of amazing executives and entrepreneurs in this room. some of whom i am looking at right here. you don't really know what's going to happen. i remember the day very well. i wrote down notes that one of my cofounders kept. we had a vision for software, we had a vision for crm that i articulated, the 1-1-1 model. we wrote all those things down, and then we started to hire people into the model, and it got going, 21 years ago. exactly like that. and that's all we did. david: you recently with your wife bought "time" magazine. do you get to pick the person of the year, or do friends call you up? marc: i'm telling you, i can't do it. i know you want to be. i get it. we shouldn't bring it up here. david: maybe next year. marc: david,

david: you were sixth of eight children. i guess you share a lot. brian: you have to be aggressive with stuff, at least getting your share. let's say that. david: ok. you went to brown university. and you were the cocaptain of the rugby team. brian: right. davidrugby is a tough sport. i assume that is not as tough as banking. or is banking tougher than rugby? brian: there is nothing more powerful to see one of those scrums push, but i was never in there and that was one of the rules are played on the team. it is a fantastic teamwork game. you want the game where all 15 players participate fully. david: ever break any bones? brian: i got knocked out once by my own teammate, which irritated me, because i was about to score. the guy kicked me in the head on the way to the goal. david: ok. you graduated and went to law school at notre dame. brian: correct. i played rugby there. david: where were you more of a star at notre dame or at brown? brian: i don't know, but we had fun at notre dame. david: you went to rhode island to practice law. you were a corporate lawyer? brian: corporate securities, m&a, private equity deals. david: the highest calling of mankind, private equity. [laughter] brian: one of the reasons why i quit being a lawyer was i ha

david: ok. you graduated and went to notre dame. brian: i played rugby there. david: where were you more of a star? at notre dame for at brown? brian: i don't know, but we had fun at notre dame. davidu went to rhode island to practice law. you were a corporate lawyer? brian: corporate securities, m&a, private equity deals. david: the highest calling of mankind, private equity. [laughter] brian: one of the reasons why i quit being a lawyer is i had worked with our private equity firm, fleet equity. i structured deals with them. that is what led to the ceo saying come work with us and quit being a lawyer and i went to work with them. david: it was an acquisitive bank and did a merger with bank boston. you stayed with the combined company. then when the ceo of bank boston took over, chad gifford, took over, he decided the combined bank wasn't big enough, so he openly discussed selling it to a number of other people. ultimately it was bought by bank of america. brian: correct. that goes to the scale of banking and what you can achieve. it was ultimately the first nationwide bank and that is something no one else has right now. david: what was your job in the new bank company? brian: th

david: go ahead. edna: ok. david: i like doing mop up. edna: by the time lincoln is inaugurated, seven states have already seceded from the union. the nation is in crisis. lincoln has to come in and try to heal things very quickly. he thinks he will be able to make a dent in this address. he takes a very conciliatory approach. he is telling the south trying , to reassure them that he has no intention to touch slavery at all. he is not legally able to do so. he has no inclination to do so. that is the first thing he is saying. he is talking about -- i think the thing that really bothered douglass the most was the whole issue of the fugitive slave act. he is hoping -- you have seven states who have seceded from the union who no longer consider themselves part of the union. so lincoln is saying, we are not going to interfere with your domestic institutions. by the way if you want to , continue recovering your runaways, we will enforce that law as long as it does not impinge on the rights of free black people. we know that there were times when free blacks were caught up in the fugitive slave act and they are sent into slavery. when they had never been enslaved. i think that is what douglass is most concerned about, here is the president who has the opportunity to do something about slavery because you have these seven states that are supposedly out of the union. lincoln is not willing to do anything at that point. it is a matter of opportunity that douglass thanks lincoln does not avail himself of. harold: let me read a little bit of douglass's monthly. we thought we had the nerve and decision of oliver cromwell, but we merely have a continuation of the pierces and buchanans, and the republican president bends the knee to slavery like his infamous predecessors. too tough? david: no. not at that moment. at least it douglass. harold: as lincoln comes to baltimore he says he knows what a fugitive slave feels like. on the underground railroad. lincoln. called douglass thought that was pretty cool. lincoln had to hide like a fugitive. actually, back in rochester, douglass did go out and see lincoln at the whistle stop, when he was passing through rochester on the way to washington. he commented on the historic weight. his first inaugural to douglass, , was way too much olive branch and not enough sword. he basically hated that speech. there is a context here. this is obviously april of 1861. the secession winter has been a horrible time for everybody. terrible fear. where is this going? nobody knows. harold: and it is four months. david: it goes on for months. douglass believes -- not without good reason -- that the republicans will probably engineer some compromise with the south. there were all kinds of compromise measures in the air. he was not part of any rep

david: ok. charles: i thought it was time that we should get out of the company. david: well, you had one advantage in buying it back. i think you had the right to your picture. charles: i did. i had the name and likeness that went with me, and they could sell the company. we finally came to terms. davidwas the clever lawyer that told you to keep your name separate? charles: i don't know. i thank him every day. let me tell you. david: you bought it back for $250 million to $300 million more or less. you sold it for $52 million, but you had to put up $250 million to buy it back and a lot of your own money to do that. charles: david, back then, when i sold the company, the valuation, i sold it for about three times revenue. when i bought it back, i bought it for three times revenue. it was about the same. we had just grown that much in that time period. it was a fair deal when i sold to them, and a fair deal when they sold to me. david: you did a leveraged buyout, and you were advised by one of the leaders of the industry, george roberts from kkr. and, so you had a lot of leverage. in those days, leverage was higher than it is today. so, you had a lot of your net worth tied up there, and you had a lot of your debt ahead of you. charles: i had all of my net worth there, and then some. da

republican party at david mckeown david is chair of the political science department at sonoma state welcome david and michael yockey michael is a former adviser to congresswoman nancy pelosi, ok gentleman, we know that he has a the president just about to start in a few minutes, he's not going to mention impeachment we are told, willie talk about the chaos in iowa should i don't think he really well in these are freebies for presidents say that stage to themselves they get to talk about whatever they want what they're going to promise what they've done. >>trump's is going to concentrate on these promises. it's a high point in advance of the election massive crowd almost no reply. so i think he's going to be a b and i i doubt he'll add live in a negative way his speechwriting on these fake speeches have been really good and positive i expect more of that tonight. so i think there's 2 things one is that the degree to which is a divisive if anything at all because this has been the style of his presidency, how we ran for the office and how he's governed the office the other component to this is. >>what does he do or what does he say relative to building the base. they have to do

david: you company did two things right. marc: what were they? david: crm. customer relations management. your point was that the most important thing in business is to make sure your customers are ok. is that right? marc: i think that is generally a good idea. david: the second thing is that you said let's do this through the cloud. when you start the company in 1999, people thought thousand work weightings in the sky. you said there was more than that. marc:marc: there were three things that we said we would do when we started our business. number one is we are going to build this cloud. number two, we will have a suspension bottle. you will subscribe -- subscription model. you will subscribe, not by a license. we will have a deeper lectureship with you. that became the revenue stream. we said we would put 1% of our equity, our profit and employs time into this. it was very easy because we had no equity with no profit. now we have 4500 employees, 130 billion in market cap, we have been able to have that stakeholder impact. david: the premise was that you wanted to build a company that was one that employs -- employees could be proud of the culture, correct? marc: i worked at oracle from 1986 and then in 1996, i stopped in my mentor's office. he

ok, is that right? marc: i think that is generally a good idea, yes. david: second, your novelty was that you said let's do this to the cloud? marc: yes. david: and when you started the company in 1999, people thought clouds were white things in the sky and you told people there is more to that, right? marc: 100% right. there is really three things we said we were going to do and we started our business. number one, build this cloud. two, have a subscription model, so you're going to subscribe, not buy a license. we will have a deeper relationship with you, and that became a recurring revenue stream, and that was a whole type of different business model for software. three, we said we will put 1% of our equity, 1% of profits, 1% of all of our employees' time into this 501(c)(3) charity. it was very easy because we had no equity. now we have 45,000 employees, $130 billion market cap, so we have been able to have that stakeholder impact. david: the premise was, you wanted to build a company that was actually one where employees thought they had a culture they were proud of, is that right? marc: i was working in another software company for a d