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: you know, 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

[laughter] francine: age 24. emma: 24.e: and it was the determination of actually making something. emma: yeah. do you know what it was? i felt like i was adding a lot of value. and i think so many people through their careers have this feeling, right? i am adding a lot of value and i'm not being renumerated for what i bring to the table. and that feeling became so strong in me, but what do you do? at 24, you don't really have that many options. and so, i did what a lot of people do. i went to a company and tried to do my best at the position that i was given. and thankfully somebody saw that and decided, ok, maybe we'll set this girl up on her own. but i talked to so many, either young people that i employ or people that are trying to get noticed. and i honestly think that is such amazingly good advice. because no one is ever going to look at you to do the next thing unless you are excelling where you are today. and so, sometimes just buckling down and doing the absolute best job at wherever you are is the best way to get

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. i mean, you have a unique story. you grew up in -- 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 -- 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 gre

binance ceo richard teng sat down with francine lacqua.rd: president trump being elected gives a boost and clarity to this. 2024 has been a landmark year and momentum started earlier this year. if you look at what happened in january, bitcoin etf being approved in the u.s. and subsequently around the world, brazil to canada, australia, hong kong and the list goes on. it gives recognition and the respect that this sector deserved all along. top financial institutions around the world starting to recognize the value of this space. larry finn, ceo of blackrock, he went from crypto skeptic to crypto believer, that speaks volumes. when you look at the bitcoin etf, it is the best performing etf so far in the history of etf's. institutionalization has started and mainstreaming has started. francine: could the trump administration change everything for cryptocurrencies? richard: it is a big positive. the last four years in the u.s. has been pretty tough in terms of regulation via enforcement, which is not necessarily the best form of regulation. w

francine lacqua is on the ground for us with a guest. francine?be here with arend kapteyn, chief economist of ubs investment bank. it's a good conference that brings a lot of the big thinkers in europe. later on, will also be speaking to yen stoltenberg, the former nato chief. this is all about what donald trump does next. thanks so much for joining us. if you look at the world economy, u.s. was doing great, one of the best economies in the world. and so many questions on what happens to inflation and what happens to europe because of trump policies? >> yes. the number one thing people want to talk about his tariffs. i think even the ecb officials, i think tariffs are viewed as this uncertainty shock that is really the last thing they need right now. are they going to be able to get to their forecast? i think they are already wavering on their own outlook. i think they are at the point of almost throwing in the towel on the forecast and downgrading things, which would sort of give you the next leg down monetary policy pricing. the tariffs are one

francine: on this series of "leaders with lacqua goes green," we have spoken to key

francine: on this series of leaders with laqua goes green, we have spoken to key decision-makers to wasteement companies and leading philanthropists to see how they are navigating the climate transition. we finish with an entrepreneur who wants to be at the forefront

he sat down exclusively with francine lacqua to discuss subjects, including supply issues and the company's capability. >> i think so far, i think civil aerospace, we still have more performance improvement to do, and the market is growing, and we are growing more than the market. for example, this year, deliveries, our market share is 61%. and on installed market share is only 30%. that shows you we are actually growing. we fix the business model. now the growth is coming. so, it is profitable growth. the second area, power systems, we fixed the business model. i used to say zero times zero is zero, because our margin was zero in power systems. now it is a very profitable business. we are growing. but then these are immediate growth areas. defense will grow. we actually have great winds. that growth will come from 2028 onward. then we have other things we are working on. smr's and micro reactors are very interesting. rolls-royce's nuclear capability is unique in the world. there is no other private company with this kind of nuclear capability. it is propulsion, and that is our intent. but

francine: the way ben & jerry's was set up was to have an independent board.ill that still be the case going forward given a lot of the questions you were telling me about? >> ben & jerry's has an independent board, and independent boards that look after the social mission of ben & jerry's only, so it is not a board that looks at the business side of ben & jerry's, because that is what we do. it looks after the social mission. that was in the merger agreement, and we absolutely respect that merger agreement. therefore, the new ice cream company will respect that merger agreement. caroline: always necessary to talk ice cream on black friday. we will be making the most of the black friday bargains, potentially. andrea fell said -- andrea felsted talks about the prospect of what tariffs mean on the horizon. maybe you and me are hanging around to make the most of some of these black friday deals. paul: i am more of a point-and-click kind of person. caroline: a lot of pointing and clicking going on today. andrea joins us for more, always my go-to with what the reta

the ceo tells bloomberg's francine lacqua about the company's decision to pull out of russia and hows that operate globally. i recognize that, but if it is a reality then it is a reality. what we have been doing over the last few years is, in general, after covid we have made our markets in general more self-sufficient. so if you look at our china market, it is essentially self-sufficient. india for sure is. the u.s. is mostly self-sufficient, with some imports from mexico. but that is not material to the group. it is not significant and we have an agile supply chain that if it comes to that point we could reallocate our production from those factories to other parts of our network and make the u.s. even more self-sufficient. we are adapting fast. we are agile. it is not of material impact to the group, but we are watching it closely. >> does it influence your decision on where to cut jobs? >> at this point it doesn't. no. we have made an announcement on a restructuring program you're probably referring to in march. 7500people. >> 7500 people. that was for two reasons. we are making

now, francine, do you think wokeism is dying out?had years of this stuff and it doesn't seem to. so many companies go woke and then go broke, and it looks like boots are losing a lot of customers. >> and it's a shame because i'm a boots fan. i >> and it's a shame because i'm a boots fa