francine: age -- emma: 24. francine: there was the determination of making something. emma: i felt like i was adding a lot of value and i think somebody people through their careers have this feeling. i'm adding a lot of value and i'm not being renewed for what i bring to the table. it's but what do you do at 24? i did what a lot of people do. i went to a company and tried to do my best in the position i was given and thankfully somebody saw that. but i talked to so many young but i employ for people that are trying to get noticed anything that such amazingly good advice. no one is ever going to look at you to do the next thing unless you are excelling where you are today. sometimes just buckling down and doing the absolute best job is the way to get ahead. emma: you have to be brave and it is not always easy. emma: it wasn't always easy. i remember the first time that i got a little bit of backing and they said to me you are going to be in charge of p&l. and i said fantastic, and i went home and googled it. sometimes naivety is the best thing. i didn't know what i'd k

francine: is that why you lead by empathy?ou always say you lead and lift, which is not always easy. leena: i remember in the early days of my career at unilever, when i was going to a place, in a factory, and if i felt it was not safe for women, i would go back and fight the battle to make sure it was safer for women who came after me. i was always questioning the norms, challenging what was happening, so i could make it easier for others who come after me. it's beautiful in chanel. we have 76% women, 60% of my management team are women. so it's easier to set into place everything to support the development and career of all these talented women and create a more equal world. francine: would you ever go into menswear? would chanel ever go into menswear? [laughter] leena: it's a rare time in our history where we have a female founder, a female ceo, female creative director of fashion, so it's a rare time. and i think we support women everywhere in such a beautiful way. you know, we do make things for men. bleu is one of the la

francine: so how do you hire? again, there is a war on talent, or there is a battle to get the very best. so, what do they want? robyn: they want -- so, it depends. i think that is the one size does not fit all thing. who doesn't want to be around really smart people? number one. who doesn't want to be around a place which values your input? who doesn't want to be in a place that doesn't seek to be better today than it was yesterday and better tomorrow than it is today? who doesn't want to be around a place which is actually interested in you as a person and interested in being capable of making you better? so, where do we go? we go broad, we go wide, we look for difference, we look for energy and excitement. that person who is able to get energized. francine: you don't always hear that from a big finance chief executive. robyn: ok. i am not -- francine: is there a perception problem for finance? robyn: i don't think finance has done as good a job as we might in explaining the value we bring to society more genera

francine: over two decades. you have grown the business by so much, what was the most difficult question about how to grow it? bruce: the amazing thing about this business is you learning every day in the world is changing every time, but if i went back 22 years were 32 years, what we invested and then are now are varies different. data centers did not exist then. telecom towers were owned by companies. the business evolves in the backbone evolves of the economy so it's a really interesting business to be in because you're always learning. francine: you don't want to invest in something that goes nowhere. bruce: we are always trying to understand where is the future going how do we invest with that and often it's listening to your counterparties, your clients, your partners and hearing what they are saying and what they want to do, and we are going with them. and we are the backbone behind global business and when they need capital, we fund it. francine: northstar, as it was three days, right? bruce: over time w

francine: right.ruce: we didn't feel it appropriate to put the two in the same fund, so we are creating another fund to do that. and some of our clients will come along with us, and we are quite excited about it. francine: is that a template for possible future kind of spinoffs? bruce: we have -- in our private equity business, we have a buyout sponsor business. but we are also doing -- we're just in the midst of creating a strategy for the middle east, which will be a separate pool of money. we're creating a strategy for financial infrastructure. because we think that's the next -- the next phase of infrastructure investing is in the financial backbone of the global economy. and a lot of the world has been pushing towards financial infrastructure, and it's not appropriate for our infrastructure fund. but -- so we are creating a new pool of money to do that. and so we -- there's a fine line between having too many things and making sure your clients, who want to be invested with you in that type of ar

francine: theriginal, you want to say. bruce: well, going into institutional clients. we were the original because we were in industrial businesses ourselves, and how we got into the infrastructure business is we decided we didn't like the up and down of many of the industrial businesses we had and mining businesses. but we really liked the backbone infrastructure that was in these businesses. and 20 years ago, we started doing it for institutional clients. at that time, nobody would listen to us and nobody would invest with us. so it's quite -- it's great that this has become mainstream today. the good news, i'd say we're still a leader in it. we have very large funds, in fact, the largest in the world. and therefore, we just continue to try to differentiate our investment strategies, and with size, scale, operating people, and the ability just to grow in the places we are. so i think we are -- do others getting stronger help us? probably not. but it doesn't really bother us. and i think there is

francine: and now also selling to men.to grow or go into a slightly different branch? emma: so interesting, because in good american, the first time we ever thought of going into another category was because customers asked us to. and i think it is a smart way to think about your growth and your development in a business. you really have to listen. you cannot take that commentary, like does the good things. -- like just the good things, because your customers will tell you what you need to hear and they will also tell you what you don't want to hear. it is like a big fat mirror. i feel like that is one of the things with social media that is so exceptionally important in business right now, because it is a reflection of everything you do and a reflection of your customer base. and if you are listening carefully enough, the data will tell you things. and all you need to do is tune into that. and so when i think about category expansion, it really is in regards to or in relation to what customers are asking me for, and we ma

francine: i forgot the perfumes.here are things people don't understand about chanel or we talk about the foundation. you have other brands. how do you see these other companies working together? quex the world leader we are in many categories. we are in frequencies, beauty, skin care. the leadership team, we started working on the beacon of inspiration for the next 100 years of the 100 year plan constantly clicking ahead. we started building building blocks and it was sustainability and the leader of empowerment and girls. so we are one of the largest financial organization dedicated to women empowerment for girls. francine: not many people know that. >> 125 million this year. we have increased that to 125 million. we are truly one of the largest organizations in the world. we work with 237 partners in 50 plus countries on beautiful programs that support women to be free to shape their destiny. francine: how chanel is trying to change luxury and how her background helped to shape her mindset is a chief executive. ♪

francine: skims is also huge. think -- what do you call it, an underwear shaping company? emma: yes. i mean, we made underwear, solutionwear. you know, skims has grown so unbelievably. and, you know, that is kim kardashian's company, it was her idea from the outset. i honestly believe that we never thought that it would just be one thing. we always thought about it as being this huge company that would do a lot of things well. but, again, that company was based on just doing one product really, really well. i think that is testament to any great company. we had so much focus in the beginning. we were like here is what we are going to do, we are going to make superior shapewear in every single size and every single color, and it worked out incredibly well. francine: also selling to men. when is the right time to grow or go into a slightly different branch? emma: so interesting, because in good american, the first time we ever thought of going into another category was because customers asked us to. and i think it i

francine: i actually prefer audacity.t has a certain thing that gabrielle chanel would have loved. what have you learned about yourself as chief executive? you unilever. were in charge of hr at it's a -- at unilever. it's a massive company, hundreds, thousands of employees. is it different actually being in charge of a company than being in leena nair on transition from unilever to chanel? leena: when i was moved into chanel, a mentor told me you're doing a quadruple jump start. it's a change on so many dimensions. public to private. anglo-dutch to french heritage. i have weekly french classes. it has been a change on all dimensions. luxury is so different, all the preciousness, the rarity. it's not available everywhere, every time. it is the balance between timeless, a quest for new. it is all of that. to me, the principles of business and the principles of leadership are transferable across sectors. how to run business across multiple countries, multiple product categories, multiple geographies, multiple cultures how to

francine: does it change how you leave man group? robyn: it changes because of the way that we position the organization. we are a organization that is diverse. we have different engines doing different things on that fundamental discretionary side. we have products in the macro space, we are long only, we are long-short. but what we are seeing is our clients are interested in more customized solutions. solutions that actually answer the problem they've got with a challenge they have rather than here is a product, by it or nothing else. it changes in the fact that the value you are driving toward is not just about here is a product, but here is a solution. francine:francine: i know you want to be in the private credit space. hiring is also something you need to think of carefully. robyn: we don't make widgets. what we have our highly talented individuals focused on being the very best they can be in the work lace and delivering what they do. that can be in error engines or in our operations or middle office department. hiring the ver

francine: is there perception for finance? >> finance has not done as good a job as we might in explaining the value we bring to society more generally. i don't cure cancer, that's not what i do. i wish i could. i wish i was that smart and capable to do that. but what we do is protect and enrich the savings in the pensions of people. people who have worked incredibly hard all of their lives and diligently put their money aside in the 401(k) or wherever it may be, and we are entrusted with that. and we can give them, if we do our job well, financial security. we can provide something that enables legacy investing. it enables access to health care, education, a roof over your head to pay the bills, to all of those things. that's a pretty important thing to do. francine: you seem to be filled with a big sense of purpose, what you don't often get from hedge fund managers. >> i have a big sense of purpose. i run a firm that has a big sense of purpose. i think that energy is something we should put to work. when i sit down with big

francine: i actually prefer audacity.ughter] it had a certain cachet that i'm sure gabrielle chanel would have loved. what have you learned about yourself as chief executive? you were in charge of hr for unilever. it is a massive company, 100,000 employees. is it different actually being in charge of a company than being in charge of hr? leena: when i was moving to chanel, a mentor told me, you are doing a quadruple jump. i said, what do you mean? so it has changed on so many dimensions. it's public to private. it's fmcg to luxury. it is from anglo dutch to french heritage. i have weekly french classes. it is hr to ceo. so it has changed on all dimensions. it's not just one dimension, it has been all dimensions. and luxury is very different from fmcg. as you know, the preciousness, the rarity is not available every time. it's the balance between timeless, quest for new. it's all of that. it's different. to me, the principles of business and the principles of leadership are transferable across sectors. how to run a busines

francine: gabrielle chanel was like a pioneer. and i feel like, when you talk about her, it's also maybe telling a little bit about your story. you have a unique story. you grew up in a town in india where not many females were educated to a higher level. leena: yes. francine: so what was that journey like? leena: it was a long journey. it is -- i grew up in a small town in the southwest of india called kolhapur. and the world of luxury, refinement, sophistication was very far away from where i grew up. it was a small town like any other. most of my memories of me running barefoot in the town, or having my little bike and riding around. women being ambitious was not the norm. in fact, i remember my mother constantly telling me, "who will marry you, you are so ambitious," and "do you really know what you're going to do with your life?" and so, very limited access to role models, to opportunities. i did engineering after sort of convincing everybody in my family that engineering was good for girls, which was great. it was electronic

francine: she is like a pioneer. when you talk about her, it's telling a little bit about your story. you have a unique story, you grew up in a town in india where not many femurs -- females are educated to a higher level. what was that journey like? >> it was a long journey. i grew up in a small town in the southwest of india. in the world of luxury, refinement, sophistication was very far away from where i grew up. it was a small town like any other, most of my memories of me running barefoot in the town or having my little bike and riding around. women being in vicious was not the norm. i remember my mother said who will marry you, you are so ambitious, what we do with your life. very limited access to opportunities. i did engineering after convincing everybody in my family that engineering was good for girls. it was electronics and telecommunications and i enjoyed being in the minority, but learning a lot more about the world of technology, which we are all part of now. management studies and worked all over the

francine: do you need to be a risk taker? the idea that as a chief executive you need to be careful, but is there anything coming where he would challenge or risk-taking? leena: i think for all of us, the world today is so complex and moving fast that you are constantly adjusting. for me, we are a courageous brand because we walk in the footsteps of a courageous woman. chanel lift the life you wanted, courageously, passionately, made the choices she wanted. and one of her values is audacity. so for me, audacity is so important. you call it risk-taking, i call it audacity. francine: i actually prefer audacity. it has a certain cachet. what have you learned about yourself as chief executive? you were in charge of hr for unilever, and massive company. visit different actually being in charge of the company van being in charge of hr? leena: when i was moving to chanel, a mentor told me you are doing a quadruple jump. i said what do you mean? it is change on so many dimensions. it is public to private, it is to luxury, it is from

francine: does it change how you lead man group? grexit changes because the way we position the organization. we are an organization that is diverse, capabilities are diverse, we have different engines doing different things, in the courtside are on that fundamental discretionary side. we have products in the macro space, products and equity, we are long short. but what we are seeing is our clients are interested in customized solutions that actually asked the problem by the challenge they have rather than here is a product, by that or nothing else. so it changes in the way that you deliver an organization. it changes and the fact that the value you are driving towards is not just about here is a product, but it's a, here's a solution. francine: what is it mean how you are focusing your energy on? i guess hiring is also something you need to think of carefully. >> what we have are highly talented individuals who are focused on being the very best they can be in the workplace and delivering what they do, and that can be our engines c

francine: not worse now? >> no. francine: what happens between china and the u.s.hat does that mean for you in china? >> the geopolitical situation is tense between ukraine and russia and iran and the terrorist activities in israel. north korea, we've never had nuclear blackmail before and this has expected our relationship with china. it's hard to have a great relationship with china. we aren't different sides in ukraine and put taiwan aside, having said that, i think if the right thing for america to fully and deeply engaged with china competitively. every nation will do what it's them -- what's in its own interest. we should define social america properly. there is unfair trade and negotiate that or do it ever you can do but engagement is what you need to do. china is not a natural enemy of the united states, they have their own problems so to me, we can work together as best we can and then we have common interests, climate, anti-nuclear proliferation, anti-terrorism. francine: how does that work for a bank working in china? >> you have to be cautious. you look

francine: what do you think the future looks like?ture like a lot of things is kind of inflationary. the green economy, the re-militarization of the world infrastructure and trade, fiscal deficit there are inflationary forces in front of us that may keep it higher so the surprise would be rice or higher and inflation is higher in geopolitics. that can be determinative and water company does somewhere just not gonna know. francine: do you think it is 50-50 that the fed because? jamie the fed has to follow the data they may not know for a couple of months. francine: if you're not paying attention to it you're not worried about it? jamie: my view is the world is pricing in for a soft landing, i think the chance of going -- something going wrong is higher. francine: what does that mean for marcus? jamie: they will be down. francine: why are they not pricing it end? jamie: a lot of happy talk. francine: where to stock come from? jamie: banks reducing rates. political things down disseminate. the future is not predictable like that. i am a

francine, thank you for taking _ have. 0k. francine, thank you for taking the _ have. 0k.aking the time _ have. 0k. francine, thank you for taking the time to - have. 0k. francine, thank you for taking the time to talk - have. 0k. francine, thank you for taking the time to talk to l for taking the time to talk to us. we'll be interested to see how this develops in seoul in today and in the days ahead. really interesting. well, let's stay on this subject because microsft has unveiled a new range of personal computers that has generative ai capabilities built directly into its windows operating system. our north america business correspondent michelle fleury has all the details. the future of the pc may be here. microsoft announced new conversational artificial intelligence features for windows pcs and a line of surface tablet computers. one of the features, dubbed recall, is designed to help you find anything that you've viewed on your pc in the past.— your pc in the past. recall hels your pc in the past. recall helps you _ your pc in the past. recall helps you find _ your

francine: geopolitics is not priced in.s it distressed, something going under for multiple factors? jamie: geopolitics could create stress. oil and gas prices, trade alliances, surprise is higher rates. maybe inflation bounces up. next year may be in the cards. if you had higher rates and stagflation you will see stress, leveraging companies and credited, things like that. paul: jamie dimon speaking to bloomberg's francine. head of income strategies amy kirkpatrick is with us. the fed has but it needs to start easing but i want to pick up on what jamie was saying. history about what he has observed and he has some gray hair. this is something i raised this week, he is old enough to remember the days of double digit inflation. this is not high, zero low rates are not normal. is it heavy talk? amy: markets like -- equity markets like to be optimistic but i do not have as much -- i have the data of the last century and whenever you look at the range of inflation and you look at the recent episode, we are tracking ahead of sche

we've got francine comedians. we've got francine lewis, elle probert and justin justin panks.ow, justin, why do you think local elections in england are being decided by a war in the middle east, well, it's like anything if you import vast swathes of people from a region that then they're going to just vote how they want. you can't stop them. they are part of the democracy. yeah. >> that is how democracy works. everybody's got the same. everybody's got the same. everybody's vote carries the same weight. but are you are you surprised to see this alliance between, you know, the green party , who i would have thought, party, who i would have thought, you know, there's a lot of stuff in islam that, you know, particularly, you know, extreme extremist islam that doesn't really align with the cuddly, you know , let's all be pals and you know, let's all be pals and let's all knit our own hemp curtains, attitude of the greens. >> there's a lot of really bizarre crossovers at the moment. so you've got the queers for palestine. yeah. which, you know, no one thought they were going to be

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sonali: that was jp morgan ceo jamie dimon speaking with our own francine lacqua. coming up next, we are going to speak to citigroup's harold butler to discuss his outlook for the banking sector especially when it comes to underrepresented communities. we'll talk about that in this higher interest rate of are meant. this is bloomberg. ♪ ♪♪ sandals jamaica sale is now on! with rates from $199 per person per night. visit sandals.com or call 1-800-sandals (traffic noises) (♪♪) the road to opportunity. is often the road overlooked. (♪♪) at enterprise mobility, we guide companies to unique solutions, from our team of mobility experts. because we believe the more ways we all have to move forward. the further we'll all go. sonali: this is bloomberg markets. we are looking at copper prices because they have been rising for months and we are seeing the spike that is rocking metals markets worldwide. we are going to discuss what is going on with bloomberg markets commodities strategist. what does it look like under the hood? >> it looks like it is cash. we have seen some sig

matthew d miskin , jamie dimon sitting down with francine lacqua. live, from new york city.is bloomberg. ♪ (♪♪) (♪♪) what took you so long? i'm sorry, there was a long line at the thai place. you get the sauce i like? of course! you're the man! i wish. the future isn't scary. not investing in it is. nasdaq-100 innovators. one etf. before investing, carefully read and consider fund investment objectives, risks, charges, expenses and more in prospectus at invesco.com ♪ >> i don't think we are heading into a higher for longer environment but i think we are

they have re a common beard, the mental francine that kind of procedures have been throwing at them and enforcing the barricade. they have umbrellas and they have to make shift fields to protect themselves. very defensive posture. uh at the moment. um, but in terms of instigating that is clearly one side buildings the island and joe you will be following what is happening at university campuses across the country. not least the scenes in new york overnight with the n y p d with carrying out a rest. and removing students from hamilton building, which has its own unique history in terms of, of a protest around the vietnam war and the civil rights movement. it does the heavy handed tactics and the crack down we have seen elsewhere. is there a worry now that it is going to impala vigilance the mobs like this to take matters into their own hands and attack student protest as with the impunity? yeah, i am sure there are people watching what's happening in that u. c. l. a right now and kind of taking inspiration from the theme, how much they can get away with. i mean this evening, they've been

annabelle: that was jamie dimon speaking to bloomberg's francine lacqua. check of markets. 10 minutes out from the open. broadly we are set up for a bit of downside pressure. it tracks that the u.s. session overnight, we had a few jitters coming through from the inflation outlook. it official saying rates should stay higher for longer. nikkei futures, the singapore contract, pointing to a drop of .7%. an interesting dynamic in japan -- with all of the investor interest and exuberance in japanese equities this year, we had seen other markets attract japanese assets including in china, overheating trading above the asset valuations. now we see the flip sides coming through in japanese equity. the rally in chinese stocks is giving fresh impetus to a host of ones and japan, those with exposure to china, arising along with their counterparts in a rebound along with the msci china index. our analyst joining us from tokyo. the rally from chinese stocks seems to be spreading to other parts of asia now. >> it seems that we are seeing some signs of some reversal of

francine: julia love was the hype man when it comes to google i/o, thank you for joining us and sittingour conversation from the investor perspective, ayako yooshioka is joining us from wealth enhancement group. what did you make of ultimately google wanted to basically outshine what open it i put out there yesterday. did they manage to do that? have they managed to convince us that they aren't behind in this raceayooka:. and really all the different types of ways they are redefining what search really is for all of us, whether it is the overview portion within the traditional part of search, or just being able to use your phone and the video screen in order to do a search. music and all the other ways search is evolving. i think it is what was on display yesterday. ed: the stakes are pretty high. i was reflecting earlier in the show that the stock is up for a second day. i think back to some of the gas alphabet has had as well in demoing its generative ai tools and how that has infected the stock, do you think you have done enough to convince investors for the long-term that we have go

jonathan: jamie dimon sounded like you speaking to francine lacqua.ionary forces in front of us, he said. he gave a list of reasons that you have given us before. the green economy, remilitarization, infrastructure spending, trade disputes, large fiscal deficits, what is the federal reserve fighting? mohamed: jamie and i have been on the same wavelength for a while. thank you for saying that. this is a reactive fed, a data-dependent and. when jamie and others list the things going forward that are inflationary in nature, that is not something that the fed talks about. they talk about the latest set of data. we will continue to have a reactive fed because they lost self-confidence in 2021 when they tried to be strategic and got the call horribly wrong. what is the safest thing to do? become data-dependent. jonathan: no strategic outcome which is what you've talked about repeatedly and high percentage from data point data point. what does that mean for financial markets? lots of volatility trending higher? mohamed: yes, as long as the whiff of stagflati

haidi: dot governor andrew bailey there with bloomberg's francine lacqua.s the picture when it comes to stoxx 50 futures. looking at we will see that optimism carry through from the asian session. so much of this is really doing a repricing of the same narrative for us, indicating the return of that goldilocks situation there. we have seen european stocks in the last few session setting that high record from us on thursday we saw u.k. benchmark stoxx gaining as we saw the boe's latest policy decision driving wages and rate cuts there, as well. we will continue to probably see some of those gains as we get into the start of trading. german dax futures also looking perky, and 0.25% higher. the index seeing a potentially sixth straight day of gains. more to come on "daybreak: asia." this is bloomberg. ♪ annabelle: you're watching "daybreak: asia." taking a look at how stocks are performing 30 minutes into the session right now for japan, korea and australia. a bit of upside is, through. its a little unsurprising given the wall street session. we had softer tha

earlier, francine lacqua sat down with bailey about the next steps. >> our forecasts are conditional on a number of things. we use of the market curve to set them up. it is important if we find the forecast with the market curve produces best judgment which has inflation below target or above target but not at target, we say so. we say this is where we got to. best collective judgment is that . it follows i think and this is a comment i made earlier. what we are saying is if the world evolves as the forecast suggests, probably the case would be there for a less restrictive policy. >> everything is conditional. is june a live meeting? >> all meetings are live. >> is june likely? >> that is a different question. >> the key point i would make is we have changed our view on the likely persistence of inflation. second round effects. it is good news. we think there is evidence to suggest it will be less pronounced than we thought it would be. that is a judgment. i am looking at these three key indicators. services, inflation, pay and the labor market to judge the persistence question. >> t

haidi: d.o.t governor andrew berry elite bloomberg francine lacqua there. watch live and catch up on past interviews on tv . you can also dive into any of the securities and bloomberg functions that we talk about. and join in on the conversation, too, by sending us instant messages during our shows. this is for bloomberg subscribers only. check it out at tv . this is bloomberg. ♪ haidi: the ceo is downplaying concerns over a slowdown in spending for ai. that arm ceo told us what he is confident of the chip designer's long-term growth. >> we are actually forecasting higher growth this year, north of 20%. we also signaled to the market yesterday that 2020 five, 2026, 2027, we see growth continuing. we have incredible visibility to our business and we are very confident of the growth rate going forward. >> the cell phone has been your bread and butter. who are we looking from a cell phone perspective. is the market looking strong to you? we have many mixed messages coming from china demand, for example. >> the cell phone market particularly for arm has

francine baron heads the agency in charge of that.t about hurricane maria that made the leaders of the country say we have to do something, we have to act? >> we suffered the equivalent of 226% loss of gdp. we could see the trend. we realized that we needed to become much more resilient. >> when enric sala came to you with this idea of creating a sanctuary for these whales, what was his pitch to you? >> we see whale watching as an important part of the tourism product. it's something that needs to be protected. the idea of creating greater protection for the whales is something that dominica is very open to. we were very pleased with the suggestion that enric made to create a recognized sanctuary for the whales. >> enric compares it to a model that worked in rwanda. protecting mountain gorillas helped bring tourism dollars to the local economy. you will find us some whales? >> sure. >> the captain curt benoit has been in the whale tourism business for more than two decades. we set out on his 38-foot lady rose from a small fishing vill

haidi: jp morgan ceo jamie dimon there speaking to bloomberg's francine lacqua take a look at how we setting up to the start of trading in european futures at the moment. quite a bit of downside. we are following the muted session we are seeing friday with asian stocks dropping there as well. ending the longest her uncle's unhappy. i'm sensing an underlying issue. it's t-mobile. it started when we tried to get him under a new plan. but they they unexpectedly unraveled their “price lock” guarantee. which has made him, a bit... unruly. you called yourself the “un-carrier”. you sing about “price lock” on those commercials. “the price lock, the price lock...” so, if you could change the price, change the name! it's not a lock, i know a lock. so how can we undo the damage? we could all unsubscribe and switch to xfinity. their connection is unreal. and we could all un-experience this whole session. food isn't okayjust fuel to live.for. it's fuel to grow. my family relied on public assistance to help provide meals for us. these meals fueled my involvement in theater and the arts as a child,