emily: she is proceeding with emily: she is proceeding with an appeal.he is asking for $2.7 million to walk away. why not just pay her and be done with it? john: if it were that easy, it would have been done. i will just tell you. it is not possible. beth: we have tried. emily: how hard did you try? beth: very hard. john: the details are not what matters. it is not possible at this time. emily: do you feel if you pay her $2.7 million it is an admission of guilt? john: i'm sorry this happened to ellen, that it happened to us. it happened to the tech industry. this is not a question of guilt. this is a civil case, the question is liability. emily: is it an admission of liability? john: the jury found that we are not liable after 5.5 weeks of testimony. look, emily, i'm sad that anyone has a bad experience at our firm. and ellen did. but we are moving forward and we know there is more we can do. we can be better. emily: what is it like being a female partner at kleiner and being a female venture capitalist? what is that like? beth: being a female partner at

emily: unarmed? kim: completely unarmed. emily: what did they take? kim: thousands of servers, offline, that hosted the data of millions of users that have used our web services. emily: most of your assets are still frozen. kim: they are now saying everything they have seized here now belongs to the u.s. government. emily: i know you have said you are broke. would you call yourself broke now? kim: we recently had a judgment from the court releasing $4.6 million for legal fees and living expenses. so at the moment, if that judgment is not appealed, financially, i am in a better position now than i was a couple of weeks ago. emily: have you thought about moving to a cheaper place? kim: yeah, but that would also mean -- it is kind of my last stand, fighting for my castle, for my home. i am also trying to send a message to them and show them i am not going to fold over. that i am going to fight back. emily: right now you are wanted by the u.s. government in the biggest copyright case in history. the charges include racketeering, money laundering, wire fra

emily: every day. aaron: i try to. emily: what is this, spain? i mean -- aaron: this is -- you forgot the three months of vacation i take every year. emily: no, but really, you do. you do take a nap. aaron: i do take a nap. emily: and you work more in the evening. tell me about that. aaron: yes. it's really, um, just the best practice -- right around 7:00 p.m. or so -- you take a 25 minute power nap and you wake up fully recharged and that lasts for another about five hours or so. and then it's me time. that is where i get to go design, sort of, what are we going to do next? what are we behind on? what do we need to start to think about? that is generally when everybody gets inundated by e-mails from me. emily: and you have a diary, right? like a personal, aaron levie-only diary. aaron: the range of different industries and what you have to learn about from their technology is just very vast. and so you have to keep track of that somewhere. emily: and this is something that only you see? aaron: yes, i would not want you to see it. so these are so

emily: why?eter: the core search monopoly is very powerful and they are trying to extend it into all these other areas. emily: their monopoly is in search, but they are exploring so many different things, robotics, google glass, self-driving cars. what kind of project are you most excited about? peter: i think self-driving cars would change transportation maybe as much as much as the development of the car itself. emily: you compare compelling startups to colts. -- cults. should they be like cults? peter: they should not be like cults but there is always an intense understanding that something is true that very few other people do. my paypal friends, elon musk's space-x company believes that he has a unique set of ideas to motivate people there. it is not a cult and that it is a wrong belief, but it is unusual and a unique set of ideas that motivate. emily: something else you say is that a messed up startup cannot be fixed. why not? peter: foundations are incredibly important. if you get some of

emily: you think he did? john: i do. emily: so what are we waiting for?n: maybe deals with the media companies. emily: as i understand it kleiner was in talks to merge. venture firms don't merge. there are partnerships of partners, and we are always talking to people who are great. about whether or not they would fit on our team. emily: what happened with thomas? john: he wouldn't fit. emily: did he really want to be ceo? john: if he did, it wouldn't really work. partnerships don't have ceos. beth: we are looking for people all the time. we are recruiting on an ongoing basis. john: i want to be clear. he is brilliant. we coinvest with him and his team. emily: i've heard whispers that you are actively talking to other funds about, maybe the word is not merging, but working closely. john: partners leave partnerships and join new partnerships. beth: we are talking to people. individuals to join our team. hopefully we will add another partner by the end of the year. emily: sucession in vc firms has historically been difficult. what is the succession plan at k

emily: like what?er: cures for cancer, alzheimer's, find ways to restore organs when they are falling apart. the main, drastic thing i am doing, is i am on hgh, human growth hormone, on a daily basis. emily: what is the benefit of that? peter: it helps maintain muscle mass, so you are much less likely to get bone injuries, arthritis, stuff like that. it increases your cancer risk. i am hopefully we will get cancer cure it in the next decade. the other thing that is happening is all of the stuff on the bio level, where you have as many bacteria inside of you as stars in the universe. hopefully we can reset your bacterial ecosystem. you can look at people who are super healthy, you can figure out what ecosystem they have an replace yours with theirs. emily: peter thiel, thank you so much for joining us today on "studio 1.0," it was great having you today. ♪ emily: it's behind some of the biggest successes in tech history from facebook and linkedin to airbnb and instagram. greylock opened its doors in bos

emily: are you saying you will someday? hugo: of course. emily: what will it take?ugo: a sizable team to manage the process operationally, certification, ongoing engineering help. and so on. emily: months away, years away? hugo: no less than a year plus away. potentially much more than a year away. emily: you spent a long time at google. google is blocked in china, apps are blocked in china. is there a way forward for google in china? hugo: i don't know. it is a tricky issue. i do believe that it may not be the end of it. i personally don't think that it is the end of the road for google in china. purely thinking for how useful google is and the fact that people in china are universally study abroad. they depend heavily on google even despite the fact that it is blocked. that i just think at the end of the day someone is going to figure out a way to solve whatever issues exist to bring all of this innovation to the people in china. emily: how satisfied are you with the pace of innovation? hugo: i'm quite happy. i understand how hard it is to make progress. when you

emily: why not? john: because i like people who make things and at greylock everybody was a good, high-integrity person, but also really valued at making things and products and operating. like david says, you know, and it's characteristic of david to answer the question like "you made greylock," and david is like "no, no, no, it's everybody else." emily: so david, you did find facebook and you did find linkedin, and you convinced reid hoffman to join the firm. how did you do that? how do you do that? david: you know again, i think it really comes down to, um, we believe if you come from product and you have that background and you have that network, there is an authenticity. most people don't remember this, but in 2005, when facebook took the investment, the valuation was $500 million, which seemed, i think, to most people -- emily: they were just students on it at the time. david: right, and not that many, right? and so, it seemed like an insane valuation. i think many people looked at that and sai

emily: it all started with a line of code. that is now the foundation for dropbox, a cloud-based file sharing service that allows you to share and store and access any file from any device anywhere. today, dropbox is valued at $10 billion with 400 million users in 200 countries around the world. joining me today, cofounder and ceo of dropbox, drew houston. my life is stored on dropbox. 252 gigabytes. is that a lot? drew: it is pretty good. emily: the criticism is it is so simple, other companies can do it also. how do you compete with that? drew: for our users, i think it is a couple things. one is the product is easy to use. the other is it is the most him popular service of its kind in the world. emily: dropbox has 400 million users. him him where are they? drew: the vast majority are all outside the u.s. emily: you grew up outside of boston. what kind of kid were you? when did you get into computers? him drew: it started in a living him him room when i was maybe three. my dad had just taken this thing out of a box and it wa

emily: aaron levie, ceo of box. thank you so much. aaron: emily, thank you.: great to have you. ♪ betty: tonight on "titans at the table" we talk football and the big apple. >> there will be a coin toss right here. betty: with the man who is bringing it all together. jonathan tisch, co-chairman of the loews corporation and co-owner of the new york giants. he was born and raised in a new york family. in 1959, his family branched out and bought loews theaters. today, the loews have billions of dollars in assets that generate $15 billion in annual revenue with interest from everything in hotels, insurance, oil and gas. jonathan tisch runs the company

emily: on valentine's day. chad: so romantic. emily: describe the last 10 years.had: for me, it has surpassed all of my expectations. we were really simply trying to solve a problem for ourselves and our friends. how do you share videos that are sitting on your desktop? and despite observing our own problems and coming up with a simple way to re-encode these videos, and allow people to share these videos on the web, unlocked the potential for everybody else. emily: the first video on youtube really was one of you guys going to the zoo. [video clip] >> the cool thing about these guys is that they have really, really, really long trunks. chad: not a cat video, but not bad. emily: 18 million views, almost 19 million views. chad: that video and many others, we were uploading internally to test the system. yeah, shortly after that, we received quite a few other uploads around the world. emily: who is that? chad: jawed, one of the three of us that started the site. also steve chen. unfortunately, jawed decided to leave the company before we launched the service or had a

♪ emily: you are 32 years young. emily: you are 32 years young.t is the hardest lesson you have learned as a ceo? drew: well, i think the hardest challenges are really around people. you bring 1300 people together and get them pointed together in the same direction. in any group, there will be people unhappy. how do you get people to collaborate even if they have different backgrounds? emily: what kind of advice has mark zuckerberg given you? drew: a lot of advice on company scaling. how do you organize people, set up? you have to be a lot more thoughtful about how you compensate people, think about mundane things like their titles. you really stage things, have more merger products, a portfolio. a lot of things like that. emily: your cofounder -- i read it was marriage at first sight in the beginning. how has your relationship changed over the years? drew: i think it has been pretty steady. we had kind of grown up together doing this. our values have shaped by going through this experience together. emily: i know you pitched paul graham in the ea

emily: why?it is something that is not good for venture, not good for kleiner, not good for ellen. it turned out to be something where there is a lot of drama and a lot of pain. i am not sure what good came out of it. i am hoping there will be some. there are some good lessons there about how you treat employees. maybe some lessons about document retention. maybe some thoughts about how you build your firm. john: at the meta-level, the pressure it puts on our industry is to make sure we are representative of full diversity is very good. david: until a firm votes with their feet and their wallets, they can be judged harshly. emily: part of the reason kleiner found itself in this position is venture capital firms have historically had a problem with succession. how do you make sure greylock is around for 50 years? david: greylock at 50 years could sometimes get told it is too old or stodgy. the reality is, over 50 years, you cannot continue to survive and thrive unless you make innovative changes.

♪ emily: he is known as tech's turnaround guy.lackberry ceo john chen has spent more than 30 years working in enterprise technology. famously taking the enterprise software maker sybase from the verge of death to $5.8 billion powerhouse. now he has taken on what some say is an impossible job, leading blackberry's comeback. can he prove them wrong? and just how did he become the tech industry's fixer? my guest today on "studio 1.0" is blackberry ceo john chen. john, thank you so much for joining us. john: thank you for having me. emily: even though you're running blackberry in canada, the bay area is where you call home. john: yes. emily: you technically live here. john: i live here. well, my family lives here. so i live all around. yes, it is our headquarters in waterloo, canada. emily: how much time do you spend here versus waterloo? john: i try to spend about a week a month in waterloo. we still have 5,000, 6,000 people over there in canada, in between waterloo and mississauga and ottawa. we are building a site here in silicon v

emily: how many employees? drew: about 1200. emily: what does the bulk of the workforce do?rew: every time i wait a few weeks -- everything from the engineering of the product, interface design. people involved in marketing. emily: how many people are focused on security? drew: we have a dedicated security team. a couple dozen dedicated across all of these different facets of security. more broadly, you think about people who build our infrastructure are for the reliability of the service. emily: what does the office of the future look like? drew: i think there is a lot more freedom. in the old days, you would show up at work and they would issue you a laptop and phone and say you must use these things. now, we have a lot of choice. people are using all kinds of different devices. so, i think that has become an expectation. anybody at work wants to have choice and drop box is instrumental in that. people expect to work on their own terms. they want to be mobile, not tied down to any one environment. they can be free to work anywhere with dropbox. it means a lot more fragment

emily: what about google?ric schmidt, chairman of google, recently said that amazon is their biggest rival in search. bill: to qualify, he made the comments during an eu antitrust meeting. there was an incentive to highlight the competition, obviously. but i think there is some truth to it in this case. the nature of search is changing. if you were to search for an item to buy from an e-commerce search on amazon, you know where the reviews are, you know the category it is in, you know how to select prime or not. you do not get those features. now, google is doing something interesting. they are taking on this endeavor called google shopping express, which i cannot make the math work. i am waiting for someone in the press to follow around one of these vehicles and add up how many stops. i don't see how it can work. emily: and they are also trying to do delivery drones as well. bill: don't get me started on drones. i think the drones and the self-driving cars are a distraction to keep the media from talking abou

emily: loopt. when you stepped down, there were certainly people out there who said he is not cut out to be you. paul: it is a good thing he's not cut out to be me, because i was not cut out to run something as big as y combinator is now. he is better than me at this. emily: come on, jessica. paul: i was good to giving advice to founders. emily: is sam going to be better than pg? jessica: well, they're going to be different. sam brings a lot of things to the table that neither of us had, which is this amazing amount of energy and patience that is needed to broker deals with investors. y combinator is doing a lot of different things as a result. emily: i want to talk a little bit about each of you and where you came from. where you grew up. your parents. paul: my family came here from england when i was 3 1/2. and we lived in pittsburgh, because my father worked in the nuclear business. when you designed a nuclear reactor, he was the one who would figure out if it was going to explode. emily: so wha

emily: what does that mean?ebastian: if there are two things to hit, it would hit the smaller thing. the car would not know that there are five people in the other car. it thinks of the environment as moving objects are to be avoided. we have situations where i was leading the team and the car had to face the couch and it was hard for it to drive around. now we are at the point where we have programmed the right evasion behavior in. emily: what if it is not a couch, if it is a human being? does it know the difference between things and people? sebastian: it knows about categories. it knows about bicyclists, pedestrians, cars. emily: now, there is a different iteration of the car that you and i drove in which is a car that does not even have the steering wheel. how is that car doing? sebastian: that is google's most audacious step forward and this was initiated after sergey brin, the google cofounder, took over google x. and the idea here is that we have a car that drives in the city and provides transportation s

emily: exactly.er] dick: i say i have heard that before, it was in an australian accent, though. emily: how do you deal with that? how does your team deal with that? and how do you, as a person, deal with that, when people say you should be fired? dick: i got invited to something a couple of years ago. and my daughter said, you should totally go to that. i said, i don't think i will because i got invited because of what i am, not who i am. i got invited because i'm the ceo of twitter. not because i am dick costolo. i have always tried to make sure i have never paid too much attention to the ceo of the year stuff because the worst ceo of the year stuff is, you know, right around the corner. i therefore do not get worked up or, frankly, care too much when people say those things. in fact, i have had to make myself care a little bit about them only after i started realizing, oh, it could affect recruiting if people start thinking, well, i want to go to twitter but what if dick is not there tomorrow and

emily: really, how so?w houston: we monitor close rates and things like how many engineers are joining. we don't break that out, but that is another thing about building a great engineering team. they have friends and people they worked with at previous companies and if you get a core of great people, it makes it easier to recruit the next round. we're building this amazing roster of people and it makes it really exciting for those that consider joining. emily: what's dropbox is moonshot? -- dropbox's moonshot? drew houston: our hands are pretty full. what companies like google have done for the world's public information, we are trying to do for the world's private information. emily: uber is working on a self-driving car. airbnb is going into cuba. what is dropbox going to do? is there a stretch goal? drew houston: take something like carousel. it's a photo app from dropbox. when you step back, we are like, ok, i have this problem of my photos are in 100 different places. in the future, we should be able

emily: 19 million views. chad: that video and many others we were uploading internally to test the system. shortly after that, we received a few other uploads run the world. emily: who is that? chad: jawed, steve chen. leave before we launched the service or raise funding. he went back to stanford. journeye and steve's after that, riding the wave of video and dealing with growth. emily: the university of pennsylvania. what kind of kid were you? chad: not the most academic child. i was curious about things. i enjoyed our. -- art. growing up, you do not need to be an engineer. you just need to be someone with ideas. you have to follow through in creating something that others can relate to. art and startups are not too different. emily: how did you end up in silicon valley? chad: i read about a small pilotp that had a palm program called paypal. i was recently out of college and trying to decide what to do. on their website, they said they were looking for a web designer. i had a design background. luckily for