unilever does this as well the company is shifting into much more attractive and lucrative markets.or example that >> got rid of their grocery business in australia and new zealand, see you later, 2017 $347 million then they used the cash to buy what i think is a brilliant acquisition of tate's bake shop, the premium cookie company, right? you think this stuff, put some born on date in this one i think these last for ten minutes they're so good, right like i can speak all right. just take my word for it and though they had to spend an extra $520 million, mondelez swapped out of a slow boring business for a faster delicious one. tell me you don't like these i have them up the wazoo in my pantry because my wife likes them so much mondelez brought in a new ceo, dirk van de putte, who is always welcome on the show. and i think the results speak for themselves even as i always liked his predecessor, irene rosen felt. while it's not clear if she was actually pushed out, it sure looks like mondelez has real accountability kraft heinz is still run by bernardo and hasn't been questioned or h

or unilever. jean-paul: i heard about them. [laughter] david: the ceos are often men.he people in charge of duty the beauty products are men, even though they can use the -- do not use the beauty products. does that strike you as unusual? jean-paul: it will change. it was in the beginning more men. definitely, you know, in the next few years women will take over. and certainly, maybe not in the very next future, but certainly a woman will become ceo of l'oreal. [applause] david: sustainability is another major push. what are you trying to do? what are you trying to do in terms of your carbon footprint? jean-paul: the carbon disclosure project, the cdp, the authority in terms of the environment. has awarded l'oreal for the third year in a row the aaa for forest and water impact. we are on this matter recognized as the number one company in terms of sustainability. david: one of your other pushes has been for strong ethics. what is ethics so important to you? jean-paul: when i took over as ceo, i understood ethics would be something very important for the future. and aga

competitors -- i don't know if you want me to mention them, but very good companies like estee lauder or unileveraul: i heard about them. [laughter] david: the products, the c.e.o.'s are often men. and the people in charge of the beauty products are men even though they don't use the beauty products. does that strike you as unusual or is that going to change? jean-paul: it will change. it was in the beginning more men. and definitely, you know, in the next few years women will take over. i mean, and certainly, maybe not in the very next future, but certainly a woman will become a c.e.o. of l'oreal. [applause] david: on sustainability, that has been another major push of yours. what are you trying to do in sustainability and in terms of the carbon footprint. jean-paul: the carbon disclosure project, the cdp, the authority in terms of the environment, has awarded l'oreal for the third year in a row the aaa recognition for forest, for water, for carbon impact. we are also in this matter recognized as the number one company in terms of sustainability. david: one of your other pushes has been for stro

i don't know if you want me to mention them, but other very good companies like estee lauder or unileverabout them. david: yes. [laughter] david: the products, the c.e.o.'s are often men. and the people in charge of the beauty products are men even though they don't use the beauty products. does that strike you as somewhat unusual or is that going to change? jean-paul: it will change. it was in the beginning more men. and definitely, you know, in the next few years women will take over. i mean, and certainly, maybe not in the very next future, but certainly a woman will become a c.e.o. of l'orÉal. [applause] david: on sustainability, that has been another major push of yours. what are you trying to do in sustainability and in terms of your carbon footprint? jean-paul: the carbon disclosure project, the cdp, the authority in terms of the environment, has awarded l'orÉal for the third year in a row the aaa recognition, a for forest, for water, for carbon impact. we are also in this matter recognized as the number one company in terms of sustainability. david: one of your other pushes has b

you really go and fulfill that request for the customers and the major sales force customer like unilevert year >> i never know about what he's doing with sales force he brought in pegasystems, too >> because we do a good job of complimenting them and getting work done. some customers choose to use us all of the way through end to end and we can operate in either fashion. >> one last question is it a hindrance that you're not out west >> i believe that we have to break this mythology and silicon valley is where inspiration comes from i actually think it's terrific we have so many awesome universities in the boston area being adjacent to m.i.t., we have a talent pool they think is both, frankly, richer, but also a lot more stable than what goes on with some of these. >> that's my feeling i need you to speak up against the mythology. that's terrific. that's allen trefler, founder and ceo of pegasystems "mad money" is back after the break. at&t provides edge-to-edge intelligence, covering virtually every part of your finance business. and so if someone tries to breach your firewall in london

companies like general mills, unilever and us.ble to process 700,000 chickens a week which could effect millions of acres of land across the country and the crops we feed our animals. as we diversify into other species like pork and caddying katrinale, diversified crops -- cattle, diversified crops, the scales associated with that and publish that on an annual basis to prove we're sequestering carbon, partnering with large sfoogses -- institutions and organizations like that, the union of concerned scientists are proving that this carbon is going back into the soil and a lot of global scientists agree that if we're able to do that on a national and global scale, just 1% more carb in the soil through sequestration could stop and reverse global warming. >> you talk about general mills. you talk about big companies that are currently listed. your previous company, blue apron did list, it was a who are show since then. what do you want cooks ventures to do? >> i think we need to look at the food system, you know in a different way. my

has really fallen out of love with 3g recently kraft-heinz is a disaster, the botched takeover of unileverthat as an overhang for your stuff >> very different businesses since 3g acquired the company in october of 2010 has been about growth we felt that the burger king brand was a very well-known brand, had presence and awareness in a lot of markets, but it didn't have a business that reflected the size of the brand, and so from day one every conversation i've had related to burger king and to the acquisition was always about how do we grow burger king to become a world class -- world class restaurant brand and business? and we've seen over the last six, seven years with burger king that we've gone from about 14 billion in systemwide sales to over -- to nearly 22 billion, and all of that has come on a focus on growth and focusing on investing and marketing, in technology things that are helping ups drive the top line and helping us drive the bottom line. >> in other words, the culture is different. >> common shareholders and, you know, i've learned a bunch working with the team from and th

unilever and diageo as well. a mixed picture across the downside. murray, thank you very much. let's talk about some breaking news that is come across the bloomberg, involving the 737 max, the tragic events in ethiopia over the weekend, the second crash of a 737 we have seen in a number of months. australia's civil aviation authority has now suspended the boeing max 737. we are seeing different regulators adopted different approaches. the faa is not making anything at this point, some are suspending it from its own airline, some regulators are suspending it, some from airspace. the complicated web of responses we are seeing to the dreadful events with ryanair and at the airline in ethiopia. let's talk about what's going on in these markets. matt: european markets opening higher as asian stocks are headed for their biggest increase since january. a rebound in u.s. tech shares spreading basically around the globe. joining us now is the head of asset allocation research, and i suppose -- we are very focused on brexit right now, but it fits well into the picture of a global slowdow

as well as unilever, nestle, you are really seeing these consumer staples gain to the -- gain today. swedbank is one of the biggest losers, ubs also a loser. volkswagen dropping .8%. european equity markets opening higher, the ftse doing a little better than some. this comes as the pound studies after critical votes in parliament. speaking to bloomberg, jamie dimon told us that there is still a 10% chance of a harder it could freeze the markets, at consequences we do not expect today if you close against that, we get to a 24/7 war roomstatus -- status. something like this will have unintended consequences. anna: that was a jamie dimon speaking to my colleague francine lacqua in paris. joining us from management is mike bell. we heard jamie dimon bucket about the possibility of a kind of hard brexit or even a no deal. that's still in the legislation, until it isn't. give us your range of possible outcomes and attach some probabilities to them. >> i think a no deal brexit is still a possibility, but it is low probability. 5-10%. 10%, i would say ultimately, we have seen parliament show

doing another deal and doing another deal you're unable to find that next deal as was the case with unilever failed, miserably -- >> that was 92 stock went to 92, down by two-thirds pepsico put together a pass teepasstige of businesses. the new products, i sampled them this weekend, you can't just eat one. they're amazing. i had some sort of kale chip or something. >> really? >> not kidding not kale, but it is -- it is so tasty -- >> it makes you think it is healthy even though it probably isn't. >> i felt like superman. >> you look good. >> thank you these things -- >> you went to the bar and drank -- >> i like our fresh chips. but these, the new red hot doritos, wow wow! >> i love doritos. >> david, doritos, can we stipulate that doritos are amazing? how do you think pepsico got to 120? >> i haven't eaten them in a long time, but they're amazing. >> they have this sample -- >> cool ranch or the classic, doesn't matter what. >> they know your taste buds they're a huge customer of iff that's because some of these flavors need to be, well, natural, need to be -- >> mouth feel and always wanti

i would probably have unilever and i do not worry about who else would be on my list.. this is really important. is it lousy use of cash? what is the why behind this? has a i believe the u.s. much more entrepreneurial culture. you form better businesses and shepherd those businesses through from small to large more successfully than we do. the companies are big and the u.k. and represent poor long-term investment opportunities. i look at negative incremental return on deployed capital projects. ohis all comes back t de-unionize asian of the u.k. ionization of the u.k. economy. with: i take slight issue the fact that we do not have world-class issues in the u.k., but it is scaling. the problem is, as it listed in the u.k. or is this mapped up? we have not had an industrial thetegy since probably mid-1980's. active industrial strategy which is present in china and the u.s. and large parts of the euro zone is why the u.k. market lacks growth. james: the composition means we have low productivity growth. until we get a shift back to making things, we will continue to have

they work with unilever, rebecca minkoff, all of them, they try to help reach customers directly.harley, thank you for being on the program. >> thanks, stuart. for letting me be on the show. stuart: i understand you hello 800,000 selling operations online, but now you're going backwards you're starting a bricks and mortar operation. am i accurate? why are you doing isn't. >> okay the story of shopify which has been going 14 years, we've been working on this company, it is all about bending the learning curve making it easy for anyone with business idea, inspiration or aspiration to build a great business and i think we're best known one of the leading if not the leading e-commerce platform for smbs and brands around the world but also we believe the future of retail will not just be online or off-line, it will be every year. we're trying to create the world's first retail operating system where anyone can come on to shopify quickly start selling wherever the consume is. if the consumer is in brick-and-mortar show, or online, use e-commerce software or on online platforms, they can