kim: i think so, yeah. emily: how so? kim: well, he has access to information. what information? kim: i do not know the specifics. emily: why hillary in particular? kim: well, hillary hates julian. she is just an adversary of, i think, internet freedom. emily: she signed your extradition request. kim: yes. emily: so you have a bone to pick with her? kim: you know the crazy thing is -- i actually like hillary. i like obama. it is just so crazy that all of this happened. emily: so the internet party has not worked out in new zealand. as i understand it, it was kind of a flop. how do you resurrect that? kim: a lot of times, when i created something new, it was a bit ahead of its time. you know? i think a political party is something that grows over time. emily: if you are not extradited, what is next for you? kim: i think this case is going to go on for a very long time. i have prepared myself for that, you know, mentally. this will be a fight for a very long time. emily: what do you want your legacy to be? kim: i am working on something new that i am really excite

emily: because there were so many people coming here for silicon valley? chad: during the dotcom boom. emily: as i understand it, you designed the very first paypal logo that they still use to this day. is that correct? chad: i think they have changed it over the years, but yes, i was responsible for logo design, website design, the app. emily: do you see your design in the paypal logo today? i mean, it is an iteration of what you did, right? chad: yes, of course. emily: what determined how everyone in the paypal mafia ended up going their separate ways and how did you and steve end up together? chad: after i left paypal, i would meet up with steve and a few other engineers. we would meet for coffee on university avenue. and everyone had at that time a digital camera that had a video mode. this was right before cameras took off in cell phones. people had video files on their desktop that they could not share, including ourselves. how could we make it as easy as sending an e-mail? that was really what inspired us. emily: this is 2005, before smartphones, rea

♪ emily: tales of great founders and ceo's are so often boiled down into legend. yeah, here's the problem -- you have not asked me your question yet, but i will comment on it anyway. emily: what is the myth and reality of dick costolo? dick: i was going to say the problem is exactly that -- people create this mythology about people. but i think the reality is, everybody has one or two superpowers and then lots of remarkable flaws. emily: what is your superpower? dick: i think mine is that i am very present inside the company. and as such anybody in the company will feel like they can talk to me. there is no, "yeah, that is crazy, but don't tell dick that, he will throw a brick at the wall and yell." we really do a good job of trying to get at the truth. emily: people always ask that question, where is twitter going? what is it going to be when it grows up? nobody says that about facebook. dick: the challenge we have is the distance between awareness of twitter and engagement on twitter. and that causes people to say, well, i don't get why i would use it, so i don't

emily: it's so great to have you here. hugo: my pleasure. emily: how is your chinese?re you taking lessons? hugo: my chinese is coming along slowly. maybe next time, we can do it. emily: i am going to hold you to that. that is a big promise. hugo: next time may be two years from now, three years from now. it is a hard language. emily: i understand they call you tiger brother. "hu ga" is your chinese name? hugo: "hu ge." emily: how did you get that name? hugo: our ceo, lei jun, who is a social media rockstar, superstar in china, just did a simple post on weibo. and he said, "hey guys, hugo is joining us from google, we have to give him a name." then people went crazy. everyone started suggesting names. i had no say in it. i was communicated on my first day -- by the way, you are "tiger brother." emily: the big question is when are you going to start selling phones in the united states? hugo: i would tell you if i knew. but i don't. we don't have a set date yet. you know, selling phones is a big step up. it is a huge marketing undertaking. you know, building a smartphone

emily: you are tracked so early on.: the example of that is looking at a 12-year-old and saying you can't mix paint, we don't think you can be a painter. or you are not so flexible when you're 12, we don't think you can be a dancer. emily: do you think online education is going to replace traditional education or the traditional classroom in the future? sal: no, not at all. uber could disrupt the cab industry. airbnb might, in some way, disrupt the hotel industry. but i don't think that is going to be the case in education. what i hoped for my own children, i hope they use khan academy and other things to learn at their own time and their pace, but i hope they go to a classroom where they are able to interact with their teachers, have a conversation. not be told to sit still but be told to move around. not told be quiet, but told to discuss and create things. emily: decades from now, will people still be paying thousands of dollars for that m.i.t. degree or that harvard degree? sal: even today, the return on investment,

emily: so icahn made a big mistake. chris: i think he made a big mistake. s a winner take all game. and travis will take all. emily: isn't going to be a downturn? chris: is it going to be a downturn in silicon valley? emily: yes. chris: yes. it is kind of inevitable that the funders putting this money to work will not see it all back. emily: are we in a bubble? is the bubble going to pop? chris: there are multiple ways to define that bubble. emily: yes or no? chris: yes, a lot of these companies are going to go away. there will be impacts for real estate and stuff like that. do i think it will be like the year 2000, when you can't get a u-haul because they are gone all one way out of town, no, i don't think so because this is the epicenter of innovation. it is just a little out of whack right now. emily: what you think is the biggest problem in silicon valley that is not being talked about now? chris: there is nobody normal left here anymore. all of the actual, normal, regular people have been priced out. the artists cannot live here anymore. the musicians c

emily: so you are worried about the valuation too high. thought that only happened in silicon valley. how did that impact how you ran the round? did you take a lower valuation than some were offering? >> we wanted to make sure all the investors heard our story, that we are about connecting any company to any technology, and powering their adoption of modern technology and telling that story and getting that awareness in the market as we eventually go public in the future. after that it was make sure it is fair, because were going to go public and we want the valuation we get now to be marked the public cost. that is what we found happened. if you look at our numbers now, it's pretty close to if we were a public company, not some pie-in-the-sky company with public valuations. emily: i know security is just one thing your company does. we've been talking about a cyber security bubble. there are a lot of private cyber companies that are very highly valued. i was talking with one ceo about this very point. on the other companies out there, whi

emily: when is the ipo? >> we are planning for it. as soon as we are ready to talk about it, that means it is not going to happen. so should come here and talk about it before. emily: thanks so much for joining us. now to polytech. where silicon valley meets the hill. i caught up with house minority leader nancy pelosi right here in her district of san francisco. tech dollars are in hot demand as fundraising for the 2016 presidential race heats up. i asked her what she makes of the gop courting ceos like mark zuckerberg. >> people do what they do, but i would like to see them be more aggressive in congress in their policies as far as the tech community is concerned. whether it's tax policy and tax credits or innovation, whether its investments in education. innovation begins in the classroom. whether it is investments in infrastructure, which are essential to all job growth. whatever they do politically is one thing. i would like to see an interest in the tech and science community. emily: she was in town for the premiere of her daughter's documentary. film,ancisco 2.0 is the and sandra explained how the film became

so i am very positive on it. emilyve you had any talks with google about potentially partnering with them? would you ever partner with google? mark: yeah, i mean our team is in contact with them frequently. and i talk to a number of folks over there. when we launched in zambia, google was actually one of the services that was in the internet.org suite. and that is valuable, right, because in addition to health services and education and jobs and different government services and communication tools, people need to be able to search and find information. and, you know, whether we work with google on that or others in all these other countries, i feel that is an important thing. and i would love to work with google, they are a great search product. emily: bill gates criticized project loon, saying, "when you are dying of malaria, i suppose you will look up and see that balloon, and i am not sure how it will help you." have you heard from bill, and how do you respond to that? mark: yeah. i mean, bill and i have had a few

emily: do you see it getting to $1 billion in sales and if so, when? : yes, and as soon as possible. emily: there are still questions about the financials behind watson. when do you see watson becoming profitable? john: watson is a heavy, heavy investment for us right now. if you look at the performance of watson, it is surpassing anything we have seen before not only in our business but any other as a service business. the growth is exponential and with these new businesses, we think it will be a huge engine for ibm going forward. emily: so are you saying in the near term or is this five or 10 years out? john: near-term. emily: how does watson compare to everything else you have worked on at this company? john: i've never seen anything like watson in my career. a system that can sit by us and reason with us and help us make better decisions. watson will not be parked in a glass house computer room or confined to a mobile device. it's going to be everywhere in our lives going forward. emily: ibm senior vice president, john kelly. you can catch the full

emily: so what happens when that happens? what do you mean by that? you have a bunch of companies sitting around with no exit path. there will be down rounds. emily: you think by the end of the year, the tide will turn? chris: yes. by the end of the year, the market seizes up. i think there will be some pain out here for the companies themselves. emily: what happens to all of these unicorns and decacorns? how many of these are horses masquerading? chris: i think there are naive investors with no discipline throwing out term sheets with nine figures with no diligence. i will give you an example. icahn investing in lyft -- his publicly stated rationale, if uber is worth $50, then lyft is worth $2. if you really look at this thing, it will not be a two horserace. lyft will not survive, and travis will never buy it. uber is a better company with better mass, better brand, higher quality of service. emily: you are an uber investor. chris: i am a huge uber investor, but i would be a bigger investor on that thesis alone. i would never buy lyft shares because

emily: so why would the nsa and pentagon want to open source anything?'t this top-secret information? ben: it used to be that open source was kind of a discussion. there were merits of open-source versus closed source, but developers today are growing up and learning to code in a world in which open source is just how you build software. you'd be hard-pressed to find a startup worth its venture capital funding that isn't based on open source in some way. so long as the secrets stay out of the source code, you are not committing the nuclear launch codes or anything like that, open-source is no less secure than closed source software. emily: so what is possible if the government open sources more software that isn't possible now? how do taxpayers benefit? ben: the idea is twofold. on one hand, you have the u.s. federal government being the largest single purchaser of code in the world. that is a lot of investment you can make in the technology industry. think about a space race for software, if you will. second, this is taxpayer-funded code. areand i as ta

emily: hugo barra, thank you for joining us. sohave you. ♪ ♪ emily: he has been dubbed the "venture cowboy," not just for his signature shirts, but for his brash and freewheeling way of doing business. along with early bets on uber and instagram, nine years ago, he also wrote a $25,000 check to buy a piece of twitter. then amassed so many shares, he was the biggest outside investor by the time of the ipo. he recently made news by outlining his vision for the future of twitter. even addressing the possibility that twitter sells to a bigger company, like google or facebook. i sat down with lowercase capital's billionaire founder

emily: you are invested in 30 or so different startups.dware and software companies and they partner with you. what is the relationship there? what sort of cut do you get? what cut to the developers or makers of the product get? hugo: it is the unique model which i have not seen done anywhere else. the way it works is we help these companies get started. in many cases we will put the , founders together, work together, and built this. we will get them funded to start with, then we will leave them alone to operate independently. then, we pick the best products they make and we put our brand on those products and sell it through our e-commerce engine. if these guys do a good job, they will enjoy success. some might even go public before we do. of wearabletartup products and they ship about one million of these a month. them, a small little chinese company the most popular fitness wearable devices in the world. emily: how is the money shared? hugo: they manufacture with a contract manufacturer, which we help them connect with, then they pay t

emily: how does xiaomi live up to a $45 billion valuation? hugo: we are only in eight markets up until now. there are soy services and new products that people haven't even started thinking about. emily: hugo barra, thank you for joining us. >> from our studios in new york city, this is charlie rose. charlie: chris rock's new movie is called top five. he wrote and directed it. he also played it lead character. the ap writes that top five defies categorization. it is a romance, a silly industry satire, and also a sweet look at an artist that is just trying to figure out what he wants. here is the trailer for the film. >> whatsapp? this is andre allen. when i listen to satellite radio, i listen to sirius hits one. >> that's good just make it a little funnier.

i could buy a sixpack of rolexes for this, but so what? emilytom perkins there, a big backer of carly fiorina. coming up, kickstarter tells us why he is refocusing omission, next. ♪ emily: in the age of billion dollar plus valuations and splashy ipo's, it is rare to say -- for a ceo to say he never wants his company to go public. that happened with kickstarter over the weekend. it is reincorporating as a public benefit corporation, which means it is legally bound to do good for the public. joining me now is the ceo, yancey strickler. why are you doing this? how did you come to the decision that you would, indeed, incorporate? yancey: we were always focus on building an organization that reflected our ideals and was charting its own course. a public benefit corporation didn't exist the way does now when we started six years ago. when delaware passed a law in 2013 that you could become a public benefit corporation, we were excited to make that change. we drafter a charted. it details the commitment we are making to the community and the public. an

emily: so you are worried about the valuation too high. thought that only happened in silicon valley. did you take a lower valuation than some were offering? >> we wanted to make sure all the investors heard our story, that we are about connecting any theiry and empowering adoption of modern technology and telling that story and getting that awareness in the market as we eventually go public in the future. make sure it was is fair, because were going to go public and we want the valuation -- if you look at our numbers now, it's pretty close to if we were a public company, not some pie-in-the-sky company with public valuations. emily: we've been talking about a cyber security bubble. there are a lot of private cyber companies that are very highly valued. i was talking with one ceo about this very point. it seems to have become a crowded space. listen to what he had to say to request there is so much interest in this area that any good ideas being funded to the point where it can keep on going forever. that is going to have to change. to cha