35 Burst results for "GE"
AP News Radio
7 bodies found during search for missing Oklahoma teens
"7 bodies have been discovered on a rural Oklahoma property where authorities had been searching for two missing teens. I Norman hall, investigators say the 7 bodies were found in the town of Henrietta about 90 miles east of Oklahoma City, a spokesman for the Oklahoma state bureau of investigation says the state medical examiner will have to identify the victims, but authorities are no longer searching for the two missing teens or man they may have been with, a registered sex offender, officials in oak mal GE county have declined to release a location, identities are causes of death. They will only say that there is no longer a threat to the community. The father of one of the teens says his daughter is among the dead. I Norman hall
CoinDesk Podcast Network
Goerli Ether Surged Over the Weekend
"Testnet, goo airly. I like to call it testnet Gary because it just sounds kind of funnier. I don't know. Ether spikes to $1 60 cent as traders jump on opportunity meant for developers. See, there's an opportunity to make money everywhere in crypto. So GE pumped over $1 and 60 cents this weekend, rising from 7 cents last Friday, and it reached a market cap of 15 million, which is pretty impressive. Nearly a $1 million worth of GE was traded in the past 24 hours with 3.79 million total of GE in circulation and 1260 token holders at press time. But it has now dumped over 40%, which makes sense because that's kind of what traders do. They get in and get out. Galeri is a test net version of Ethereum for developers to simulate transactions, smart contracts, and test their code prior to deploying on mainnet. Well, since you are tech person, I think. Are you the tech savvy person of the show today? I'm going to toss it on the toss this over to you. We'll toss it over to you even though it's not a two. You were Christy. You guys want to fight for it? You got options today. That's a nice thing. I'll take it really quick. I can throw it over to Christy. Yeah, this is a funny story. And I think it kind of goes to the point that everything in crypto has a price. Most things in the world actually have a price we just don't think about it because there's not really a marketplace for them, right? So I'm going to ruin right now with a bunch of potted plants, not really a price that we think about for them. But they actually do have a price. We saw marketplace for them and go early was the same story, right? There wasn't really a marketplace for gorilla eth. If you wanted some, you'd go into a Discord channel, you'd ask a bot for some, and then it would send it to your eth address just as a faucet. This is a common thing in crypto, right? Going back in history, there was even Bitcoin faucets when Bitcoin basically had no price. Because there's no marketplace for it. Once these marketplaces start showing up, people start pricing things. And the same thing is happening with GE here, right? They put it on uniswap for the first time, and then it starts trading at a price. And people don't like that because it really is used just for developers. People use GE to test new applications. It's really the only purpose for getting it. And all of a sudden it has a price and people are comfortable with it. I've never really uncomfortable with this story yet, because I think it just makes sense. It's not ever going to have the price that eth does, because eth is where the action actually is, where people are actually putting applications on chain that are people are using for trading and finances and things like that. G is just for testing things around. So I think people got uncomfortable with it. But to me, it's not too big of a deal,
Ethereum Daily
LayerZero Launches Goerli Testnet Bridge
"Testnet. Alison Moore from eth daily starts right now. Cross chain messaging protocol layer zero laps launched a bridge for swapping ether between Ethereum mainnet and the corley testnet, the testnet bridge introduces GE and ME tokens, which represent wrapped versions of gorilla eth and mainnet eth, the bridge swaps, bridges, and unwraps the tokens in a single transaction. Layer zero coins the bridge as a public good with the goal of making it easier for Ethereum developers to acquire a testnet ether, the bridge creates a market for Tesla ether and facilitate swamps between corley and mainnet. Anyone can provide a liquidity to the eth and G eth mainnet pool or the Ethan ME gorley pool on uniswap layer zero seated the pool with an initial 12,500 quarterly ether. Some Ethereum community members are opposed to layer zeros testnet bridge as it could cause more hoarding and further spamming of vulnerable testnet faucets already in short supply for Ethereum developers core developers and baker notes that the gorely testament will eventually be shut down. The Ethereum foundation regularly deprecates test nets as new ones are created as part of its predictable testnet life cycle, a New Testament is deployed every two years and has a maximum lifetime of 5 years,
Wisdom From The Top
"ge" Discussed on Wisdom From The Top
"Boss one. So I'm going to show you or who are you? So I think one of the things you learn in your career, or at least I felt it was important to learn is you have to build up your own sphere of influence. And so one of the best ways I found was to go to sometimes go to your biggest critic. The people who are like, oh, that's the dumbest idea. It's not going to work. And work with them and see if there's some way that you have a shared interest. And hey, you see a better path forward. Do you believe, do you believe the digitization of industry is happening? Yes. Okay, maybe you don't like the way we're saying it, but could you help build a better way of doing it? What are the criticisms about the way we're thinking about it? How might we react to that? And then suddenly you have a new colleague and you have a spokesperson that in some way is far more effective to then go and say, hey, you know, let me tell you about this idea that I give it to them. It can be their idea. That's often the hardest part. People don't want to give up their idea. They're like, yeah, but that was my idea. I know it wasn't. It was your way of bringing forth a trend to get some new change. Give it to them. Have them fight for it. So those are some of what you have to do because you're building up influence or you're bringing inviting other people in, asking them to make the idea better. You know, we are at a moment now of incredible change. I mean, a global pandemic and economic crisis and a huge racial reawakening and movement against racial injustice. This is definitely a moment of extreme change in disruption and is forced many of us, I hope, to reexamine our assumptions about our country and the stories we've told ourselves about our country and the assumptions we make about business about capitalism about who gets to succeed and who doesn't, who advances and who doesn't. Imagine you were CMO now at gee, in this at this time of a real reckoning and real intense conversation that is forcing rightfully so all of us to think differently and to educate ourselves. What do you think how do you think you would respond? What do you think you would do? Well, here's some things I would do and I think we all can do. So make it real and theoretical at the same time. I mean, to me, I think some of these things should not surprise us, but they do. If you're out listening, you know when your employees feel, they're not getting the promotions they need because you have a bias. You know your customers feel things aren't working. So the first thing I think for any of us to do is just, do we have the right feedback loops? Are we opening up and engaging with enough people who are different than us? If you want to be an innovator, you need to be an understand different perspectives. And the companies that get blindsided are when they have ignored the feedback, they didn't want to hear it. It didn't go against what they believe. They're seeing. They didn't stop and go, could this be true? Let me listen more. Do I hear this from more people? So I think those are critical things. I think you're good at pattern recognition. I mean, start to be good at I'm seeing this, I know I'm seeing it a couple of times. Is there a trend building here? What does this mean for us? And open up, invite other people in with different points of view to give them a shot. And I bet I was big at GE if I were there, I'd still any company. I think this idea of kind of open-source, open-source ideas, open-source opinions. I mean, you have to moderate it. You have to organize it. It's not like just give me every idea. They're all good. But if you're blind to where those ideas come from, you get a lot more people in the organization who come from non traditional backgrounds who have different skin colors, religions, ethnic I mean, it's amazing. I've seen it. I know it. So I think those things, they really matter. Do you think that you were you were born to lead or that you actually had to learn how to become a leader? I think I had to learn it mostly. I mean, I'm pretty bossy. I'm the oldest and my brother and sister would tell you I'm still very bossy. And I like being bossy, so I'm okay with that. I don't find that a bad word. What do I mean by that? I mean, be willing to kind of fight for something you think is right and be part of a team and try to go in a direction. So yeah, I think some of that you have to trust that in yourself. But oh my gosh, if it's not about learning, then you're missing it. I mean, it is a journey to learn about yourself. It's a journey
Wisdom From The Top
"ge" Discussed on Wisdom From The Top
"That. That being said, it was a very complicated and complex company. And the complication, I think, was tough. There were as you globalize as you add digital Azure out of the things you just often don't take out the old, you just layer on the new and it became very complicated, navigating complex marketplaces. And so as much as we tried to simplify and change, I'm not sure I don't believe it was all fast enough. I also think there were factors that worked too. G got a short term activist. There were a lot of different factors of people expecting near term returns for things that needed more time to play out. So it's just these things are never one answer, as you know. Yeah. I mean, I think when you joined the stock prices like in the upper 20s, I think now it's sort of 6 and a half dollars or something like that. Yeah, 7, I think today, you know, your legacy was as a change leader at G, sort of pushing for change. And I guess even sometimes using the challenges and the crises to implement change, you became the first female vice chair at GE and the huge role. That's one of four vice chairs in the company, I think. And you wrote about this idea of changing. This is sort of a theme of your book that came out after you left GE in 2018 when your book came out. I want to ask you about these themes of change. First of all, just to define for me why the book is called a power of change. It's one of the titles to find for me what it is about change, that is, you know, that sort of animates the way you think about business. Yeah, well, I was very deliberate. I called the book titled it imagine it forward. It's about courage, creativity, and the power of change. And so it's kind of twofold. You have to be able to imagine something that's going to make something better. You're going to solve someone's problem. You have to have that imagined power. And then you have to work to make the change happen. And what I think what we often run from change, we think, oh my gosh, now is not the time, is too much changing. Let's just wait for this to pass. And actually in those moments of change is when new opportunities arise and you grab them. And so that was really the insight that I learned in my career there. There's real power in change. If you grab it and you make the changes that you need to make. And what happens and I'm sure you see this, we all see this in business, although I feel like now might be a little different, but usually what happens is I just have to focus on the now. What's happening now? I just can only deal with what I can control and what's in front of me. And your instinct is to not think about what's next. But you have to do both. And that is against our instinct. And I saw at work. And to me, the recipe is to imagine, you know, you have to build tomorrow and you have to work and make today and you have to find room for both. You have to. Yeah. I'm guy Roz, and you're listening to wisdom from the top. We'll be right back. This message comes from NPR sponsor, mass mutual, helping small businesses with a long-term planning, certified exit planning adviser, Brian Krasinski, shares why their financial professionals help business owners keep their eye on the future. Having that long-term view can help business owners protect their business and grow their business with the end goal of positioning it as an asset. That will provide financial stability when they're ready to leave that business. To learn more, visit mass mutual dot com slash business owners. This message comes from NPR sponsor better help. When you're feeling good, you can do great things, but sometimes life can leave you feeling bogged down, and you may feel overwhelmed, working with a therapist can help you get closer to the most empowered version of yourself. Give online therapy a try and save 10% off your first month at better help dot com slash NPR and get on your way to being your best self. This message comes from NPR sponsor, carvana. Carvana has purchased over a million vehicles from happy customers by giving them an offer within minutes. Carvana gives real offers. Then they pick up the car and pay you on the spot. Visit carvana dot com or download the app to learn more. This is wisdom from the top. I'm guy Roz. One of the things that you've written about in the book is a conflict. And we talked about this a little bit. Of course, your time at NBC. But you write basically the worthwhile change inevitably involves conflict and that to make change you have to embrace it and learn from it. What do you say to people who don't like conflict? Because a lot of people, I don't like conflict sometimes. I like harmony. But we all understand intellectually conflict is necessary. But what happens when you don't want to do it? What do you say to people who avoid it? Well, I don't like conflict. Most of us to your point do not like conflict. What I learned about change and this was a painful lesson is the people who like change usually are the ones that feel like they have either some advantage out of it or some control over it. For most of us change happens and it's not in our control. So I think partly you have to understand the mindset and the dynamics in an organization of how people are absorbing the change. You have to give people a certain amount you're pushing fast, but you're also giving people time to get comfortable with and say, what does this change mean for me? So to me it was always like create a surround sound of change. What does that mean? Get people comfortable if it's a new way of working, work like right now we've all been thrown into work from home. We've all been able to get comfortable with it. Make it work for us. Hey, I need an extra hour off at lunchtime because my husband's doing his call. And I got to take care of the kids. We're learning this. So people have to have room. I came to learn kind of my rule of thumb on this is the organization broke down to kind of a third, a third, a third, meaning there's a third of the people in most organizations who already see the need for it. They're just, they're dying to do it. They just either don't have the personal agency, haven't been given permission or just don't see their way for it. Give them the room to go. There's a group in the middle that are the proof me people. They, they're not against change. They're just not they want to make the case. And we need them. Like, they're right. Like if they just follow the change people, God knows where you're going to end up sometimes. And then there's the group that is like, no, I don't like change and I'm not going to sign up for it. And often in companies we spend all of our time with that third group. They're not going to change people. And we lose our energy. It's hard. As opposed to empowering that first group, having them serve as kind of the heroes for the middle group. And then you got to work on that last group. Some of them just need to be shown a different way, given room to find out how they can work. There's a lot of innovators in that group. And some of them probably just need a different job or maybe need to leave the company. And those are the tough things that often don't happen. When you are trying to make change. Let's say you were edgy and you had these ideas and you really wanted to pursue them. But you didn't have Jeff emott at the top. Backing you up and saying, yep, you got the green lighter. Listen to Beth. Could you have done that? How would you have done, how would you have made those changes without that support? Yeah, I had to learn that actually sometimes saying Jeff says is the worst thing you can say because the
Wisdom From The Top
"ge" Discussed on Wisdom From The Top
"The network. So you were almost almost a pitted against each other as competitors. Yeah. And it was never something done internally. It was more of a surround sound. Media and I try to put myself in his shoes at some point because here I was coming back from the mothership. Many of the people thought I was at this point a corporate spy. They had forgotten that I actually had grown up in the same place as that. And so they're like, okay, she's here to do MLC evil bidding. And I was given responsibility for advertising, which is a big revenue generator for the company at that point. So it was a lot of weird dynamics. And Jeff is the most competitive person on earth, which is great if you're on his team. Yeah. And I would say it became one of the hardest jobs I've ever had. And some plays I did in some ways I handled things, didn't suit either of us and certainly didn't help myself out. And he just often it was asking for things to support us. And that was hard for him. And it was sort of the digital team against the luddites. And I don't think it helped us. That being said, I think when you're a leader, by this time, Jeff gets promoted to the head of the network. And I think as a leader, you also have to create a lane for that kind of change and champion that kind of change. With some of your traditional leaders and he wasn't used to that role either. So it fell apart of it. You took some big swings, which I think is important because when you take big swings, you're gonna strike out, right? I mean, the greatest Reggie Jackson, one of the greatest home run hitters of all time, strikeout king, too. And you took some big swings, including the acquisition of I village, which at the time probably seemed like the right move to make. Tell me about that acquisition, what you learn from it, because eventually NBC kind of just fizzled out. Yeah. Well, at the time, I take you back to 2008 and 9, everybody was hot for digital acquisitions. Google had just bought YouTube. Fox had bought MySpace. And we knew we wanted a women's largely women's property. We thought it would go well with some of The Today Show and bravo. And I think I was 6 weeks in the job at that point and I village came open and we swooped in and paid a ton of money for it and acquired it. I think the strategy still think the strategy was good in terms of aligning the communities. But I don't think we understood what it meant to be digital. So we bought an inferior technology platform. We didn't appreciate what it meant to really let the community breathe and bubble up ideas from within the community. You know, we kind of wanted to control it a bit. And then it became internal fiefdoms. Why is that getting money and not me? My cable network makes the money, this thing doesn't make as much money. So you get all the internal warfare. And I village became somewhat caught in the middle of that and cost started coming out, and all the things that dopey things that established companies do, we did. Did it, you know, I'm curious about this because when you take big swings and then they fail. One reaction is to become risk averse, more risk averse and then to kind of not take those big swings, which is also a problem. How did you respond to it? Were you more risk averse or were you were you like, you know what? You got to move on and keep swinging. Well, it wasn't like you wake up one day and the I village is done. It was a gradual kind of a thing. I think for myself, I wish I learned that I could have higher different kinds of people who had more digital savvy and didn't know enough to do that. So I think you have to say to yourself, wow, this didn't work. What have I learned? Have I been given room to learn? And, you know, luckily I worked in a company that allowed us the space to learn, and we were still seating other things at the same time we seeded what became Hulu. That worked out. The learnings that we had from not figuring everything out at either village helped us in some ways figure out the biggest thing was we can't run this ourselves. We need an entrepreneur who's steeped in digital. We can't do this on our own. That led first to NBC and Fox coming together. And then to hiring Jason Kyler, who really created what became Hulu. So, and the interesting thing was Fox learned that at the same time, they did the exact same mistake with my spirit. They paid a little bit more, but about the same amount of money, totally messed it up. So we both had learned painfully, gosh, we need partners. We need somebody who knows what they're doing. And that was helpful. You left NBC in 2008. You went back to GE, the mothership. And this is you're about to enter an incredibly challenging moment. The financial crisis, subprime mortgage crisis, GE is involved with all of these businesses. I mean, it was not, I mean, I think Jack Welch had acquired all these companies, so we got into finance and banking and all different kinds of media all different kinds of businesses. And the business, the bottom line at GE was in crisis, right? Well, the financial crisis happened 50% of the company was in financial services. And the part of the model was short term debt. And all those windows closed. So it was kind of one of those existential moments for the company. I mean, most people, even then, didn't, I don't think realized that GE could most people thought gee brings good things to life, right? That it was an electricity company. It was made turbines or whatever. I think most people I don't think realize GE half of its business was in loans. Right. Well, certainly investors know, but even then, I think over the course of my G leadership career, there was just a lot more transparency with companies, with stakeholders, there was a time when there was less interest in asking those things. And we had to redefine what the company meant. We had been on a path to make it more about technology and innovation. Luckily, we had established that, but it was one of those moments of who are we. What do we mean? And so I think the lesson in that is you're constantly doing that. I remember at the time when Jeff and that had come in, we had repositioned the company around technology. We were about imagining the future, making the future imagination at work. And I remember people saying, but we already done this. Yeah, but you have to keep doing it. The world changes and you have to re articulate why are you still relevant? Yeah. You know, I'm curious. And as the CMO, you have limited control over this. I'm certainly far less than the CEO. But GE's share prices continue to fall and fall and fall and it just got absolutely hammered. And it just really kind of was spiraling downward. And there have been so many post mortems written about this. Some people blame Jack Welch for acquiring all these different businesses, some people blame Jeff email, saying that his management was a problem. When you assess what happened to GE. What do you think? I mean, why did it start to slide? So dramatically. Well, I think if you look at a company like gee, I mean, first of all, it's a 130 plus year old company. You don't get to be that old without having ups and downs and living through a number of crises and bouncing back. So it's been a very resilient company. The ups and downs. I mean, being part of the leadership team when I was there, I mean, we were about growth. We did a lot of global growth. We grew top line revenue. I feel really proud of
Wisdom From The Top
"ge" Discussed on Wisdom From The Top
"Granular or even more so? It was. It was even more granular. We basically said, we are going to start to launch a new series of products. We're going to market them, and we're going to have a new standard of what's acceptable. It has to be good for the environment and economical, meaning our customers have to be able to afford it and it has to be able to show measurable impact for our customers in both ways. So we had the math and the money behind it. And we were already making some of this kind of technology. Our research lab had a backlog of products that if we could speed them to market, we could do this. So that gave people great confidence. And I think that's important in change is that there has to be something believable about it. And that really helped. And even though there was skepticism and, you know, media articles have talked about it as sort of a hollow PR move. You eventually was proved to be successful real. I think fast company were to make peace about it. A few years later saying, this is real. This is a real thing. Yeah, we've had a number of case studies. I mean, we were able to absolutely show, I think, at the end of my time there, we were generating 33 zero $1 billion of sales for eco products. So our customers were buying them. We had a whole renewable business that had launched. It had entered into not only energy and transportation, but also healthcare. I will say, I'm still disappointed when I look back historically that investors were the hardest stakeholder to get excited about it. It was still in those early days, and I think that's changed, but frankly, maybe not enough. But the investor community, it was at the time they thought it was just a PR move. And even though we had all the data, they couldn't see the numbers yet. It was too far out. So you launch this initiative. It finds some success, and then I guess towards the end of 2005, you are either recruited or you decide to go to NBC to go back to television, first of all, why? I mean, you have this huge job at GE, a CMO. What was the pool of going back to TV? Well, I always loved working at NBC. I loved media. And I'm about chain. At this point, I have established myself in the company and we're about marketing is about change. And NBC, the job was a traditional kind of advertising marketing sales oversight. And then this exciting thing, which is, where's the future of digital in media? At the time, it was just coming on the scene was YouTube. And so it was a time of great excitement, but also great fear. There was a group of colleagues at NBC that would be like, oh, isn't that cute? Cats playing the piano on video. Ha ha ha. And then there was another group, or even the same person would quietly go, but you know what? We don't know how to make videos of cats playing the piano. I hope this doesn't take off. We're panicked. Yeah. I bet. Stay with us. We're going to take a quick break. I'm guy Roz and you're listening to wisdom from the top. This message comes from NPR sponsor VMware. You're doing business in an app driven multi cloud world. You want to build and run your apps on your choice of clouds and you need to manage all those clouds as easily as one, with VMware cross cloud services, you've got options. That's because VMware delivers the multi cloud choice security and control you need to accelerate innovation, deliver great apps, and drive business forward, VMware, the smarter way to cloud, learn more at VMware dot com. This message comes from NPR sponsor key, a bank dedicated to your business's long-term success. Don't know where to start with sustainability, their experts do. As one of the top renewable energy lenders in North America, key knows how to create unique, sustainable solutions for your business. From investing in green tech and energy to increasing product life cycles, key is here to help you future proof your business. Learn from their experts at key dot com slash sustainability. On bullseye, we bring you the best stuff in popular culture. Like Tom Hanks, as you've never heard him before. Mad, you moron. Thank you for the use of the turn signal. Wait a use your blinker. Idiot. That's bullseye for maximum fun dot org and NPR. Welcome back to wisdom from the top. I'm guy Roz. And I mean 2006, still early, right? You coming into a place where the TV business is making the terrestrial TV businesses where the money is. Terrestrial and cable at this point NBC had acquired a big had added even more cable properties have done a bidding acquisition of universal, which included cable. And so cable was the, and its day cable had been the disruptor. I now cable was gaining speed. So it didn't seem, you know, digital was just small. I remember at the time, one of the leaders of the company was like, just get away from me. Don't talk to me about you're just offering up digital pennies. I only care about analog dollars. That was the fight at the time. And that was your charge to really usher NBC TV into the digital era, like that was what you were charged to. And it reminds me I interviewed Kenshin alt and he talked about when he first got to American Express. Nobody wanted to talk about credit cards because their business was traveler checks. Right? That's how they need their money. And it seems crazy, right? But that was what was paying the bills. And I can imagine that, you know, understandably, some people were like, enough of this digital stuff. Who's paying for that? Who's going to pay for it? Exactly. Exactly. And I remember the debate suite have the kind of dreaming and thinking through the future scenarios, which I think that's, again, part of what an innovation or change team does. And I remember one conversation with one of our heads of programming saying, what happens when the program schedule goes away? And you would have thought I just said something. I didn't know the program schedules. Do I have any insight? No. But you just learned to ask these questions of what ifs. And the idea of, you know, at the time, Netflix was still mailing DVDs and red envelopes. So the idea that people would binge watch something and that Netflix was named for the Internet of movies, right? Netflix, like it was beyond comprehension. So that was that exact case. No, we're only going to use traveler's checks. In your book, you write about one particularly powerful person at NBC now that have seen it in Jeff sucker. Who you locked horns with a lot. He sort of well-known for being a having strong opinions, I guess it's a bit charitable. What was your relationship with chef sucker like? Well, it was at times great and at times horrible. We had worked together, as I said, I had worked at NBC News previously. He was the head of The Today Show. I considered us work friends. And so I come back and one of the things that happens when you, like I'd gone to GE for a number of years and I come back and you remember each other from where you last left off. Yeah. And suddenly Jeff and I were in a position and there was going to be presumed leadership change at NBC, and there was assumed that there was a horse race, if you will. And that Jeff and I were vying for the head of
Wisdom From The Top
"ge" Discussed on Wisdom From The Top
"Time. You wouldn't say anything because you were listening or because you were intimidated or both. Both. I mean, that's the good thing about being an introvert is we are good observers and listeners were good synthesizers because we mostly pay attention. But we're not, I would have never been accused of being the life of the party. So I had to learn to put myself out there and plan to go to a meeting and make sure I had a good idea. I had researched and had a good question. You had to find a way to make yourself known. One of the tricks I learned at that time was to just invite myself to meetings. So I would say call up often to their assistant and say, hey, I'm going to show up. So they're not surprised, but here's why. And usually it worked out. A few times I got it wrong, but so you had to do those kind of things and that sort of being a bit more aggressive than my nature was something I had to get comfortable with. You I mean, not too long after check Welch's departure, which was right before 9 11. You could do CEO, Jeff emol. And he promotes you to CMO. Chief marketing officer for the whole company. And I read that you did something pretty remarkable, which is you admitted that you didn't have a marketing background. That you can go to business school, and this wasn't your area of expertise, and you were very kind of open about it. I don't know this. I'm going to learn it. Like, you literally got textbooks on marketing. Yeah, I mean, Jeff tapped me for the job. I knew advertising. I knew I knew media. It's not like I knew nothing. But I hadn't gone to business school. And I was intimidated about it on one hand. So I did. I called up all the chief marketing officers that I could get in touch with. One in particular at the time was gem stengle of P and G, who was incredibly helpful. And I was just like, hey, can you answer some questions? And things like they had this amazing institute for training of marketing. And I'm like, can you send me the curriculum? So I can see if it's good here, but also I was thinking, I need to know it. I called a pet hunters. Who's good? I called up professors. I realized I had to go to school and I had to hire people. One of the things first acts was to hire chief marketing officers for all the various business units in GE because I realized if I didn't have that, I brought certain skills, but I needed people who did bring those skills. Yeah. So those were the things I and it's intimidating. But I had to learn what to ask and marketing is tough in that respect. It's a wide spectrum. Yes, it's brand building and advertising. But it's also strategy. It's also insights. It's sales and lead generation. And so the opportunity was there to say, we want marketing to be at the beginning of the process. The strategy, ask, where's the world going? So it was a lot about trends and insights because partly no one else was doing it at the time. Yeah, we'll do advertising, but that's what you do at the end. So let's get involved in the beginning. Where is the market? Who is the customer? How much time did you give yourself to become a student of marketing? A hundred, like one of those hundred day plans. Yeah. Obviously, I had to give myself years to feel competent in it, but I gave myself 90 to a hundred days to get the basics just the words to ask. Because you go into conversations, especially the CMOs I hired, they knew I hadn't had their training. And so in some respects, I was also saying, what questions should I be asking? So you've, I mean, you've given yourself at that point a hundred days. You're now heading a marketing for one of the biggest companies in the world. And I'm pretty soon from what I understand you run into a pretty big crisis, there was a report I guess that the EPA released about GE polluting the Hudson River and people were understandably angry about this. I mean, presumably you had to take on this crisis pretty quickly. I mean, do you remember what was it a tough time at the company? Sure, it had been ongoing. It was a big issue, especially in the Jack Welch days. Jack had chosen to really fight the EPA. And by the time Jeff and I worked together. And again, if you've got marketing, understanding the market, the trends, we were recognizing, we could play a different role. There was a different role for companies to be more environmentally conscious that it could be both economical and ecological. And so we took a different tactic. We convened thought leaders and people who were in NGOs, the very NGOs who had been fighting GE before and said, can you help us? Yeah. Can you help us open up? Can you help us get greener products that don't make our customers go broke but help the environment? So it was a big turning point and very unexpected and frankly people were critical about it. They thought we were just looking to greenwash and say, jeez, green. And we had to make sure that wasn't the case, although I think that's always a criticism. Sure. You called the initiative, eco imagination. Right. And it was ridiculed. A lot of people, I mean, I think one of the quotes I read was somebody said it was the worst idea I've ever heard. And I imagine Jack Welch said that. You are relatively new in this job as CMO and you have this big idea. Let's have this eco imagination initiative where we really rethink how we approach the environment. And did you get a wide range of patronizing responses from people around you? Yes. I think it was just the shock of it. It was like, well, why would we ever do that? It's important to note, we pulled a team together from a couple of different G businesses. It wasn't just our corporate team or myself certainly. Jeff ML had been out with customers and said, you know, they're asking more questions about clean technology. We should be able to answer what should we do. So he gave us the prompt. And we spent a year in research. So it wasn't like we just woke up one day and said, hey, we have this crazy idea. Let's put dancing elephants on an ad and say we're green. Which was one of the ads we did. We really dug deep. And we held ourselves to a very high standard. We put all kinds of metrics behind it. And so it took us a while. It was like an internal think of it as a grassroots movement in your company to introduce it to people to explain it and give people time to get comfortable with it. But sure, at first blush, in fact, in one of the meetings, when we present it to the senior leadership team, some people thought it was just horrible idea. I think at one point, Jeff ML told The New York Times, there were only two of us at that meeting who liked it, who thought it was a good idea. And it was him and me. Which matters, given that he was a CEO. But basically the idea was you were saying to leaders around GE look. Our new policy is going to be this. You're going to be held a certain standards. You're going to have to what? I mean, were you saying, you're going to have to reduce emissions, you're going to have to create greener products and we're going to evaluate that and we're going to put real muscle behind it. Was it that
Wisdom From The Top
"ge" Discussed on Wisdom From The Top
"Until a few years ago, one of the most prominent women in corporate America. In 2016, she made Forbes list of the 100 most powerful women in the world. By the time she stepped down from her role as vice chairman of GE in 2017, she'd already had a huge impact on that company's transition into green energy. But her journey to the top of the corporate ladder was not necessarily the path she'd planned. Beth originally thought she'd become a doctor. And when that didn't work out, a science journalist. Beth grew up in a small town in the Shenandoah valley in Virginia called Winchester. After college, she got a job covering Virginia's House of delegates for a small news organization. And waited tables at a Mexican restaurant at night. Eventually, she landed in Washington, D.C., newly married with a young child and got an entry level job in publicity. At NBC. I started working at NBC News. It was in the Washington news bureau just as GE bought had acquired NBC. So the news media was changing literally as I was building my career. Yeah. And how was it? I mean, so you're at NBC and this is kind of your you say was a challenging post. Why was it challenging? Well, the early days it was more of a learning experience. I guess in the back of my mind, I still thought maybe somehow I'd become a journalist, but the more obviously I worked in the publicity department, the more I realized I was moving away from that. So I had to get over, okay, you're not going to pursue journalism. I also just wasn't very confident. And I think that was one of the things I came to realize there. I'd sit and watch the newsroom and the journalists and I'd go to the editorial meetings and I just realized that I'm not that way. So I think there was my own awakening of what's my nature and what's my style. And by the way, you say that's not my way. How did you perceive their way to be versus what your way was? Well, they were confident. They were willing to put an idea out there. I mean, at the time it was Andrea Mitchell and Chris Wallace, they were the cub White House reporters at the time. And they would be literally almost fist fighting in The White House press room and we'd get calls of their fighting. And the nerve in a good way, that they had to ask tough questions and go after stories. I just wasn't that wasn't me at the time. So you stay with NBC for a couple of years in their PR department. And then they eventually move you to New York. And I guess you would sort of bounce around for the next several years doing PR for CNN and then at CBS, then back to NBC. And then in 1996, I think you got this pretty senior job as senior VP of corporate communications. At NBC. At that point, did you start to think of yourself as a leader? And maybe presumably more confident or do you still kind of have that internal voice sort of doubting yourself? I'm here to tell you that voice of doubt I still have. I carried that with me. I mean, I've learned to talk back to it and answer it. But of course, at the same time, I was building confidence because I was learning to manage projects that manage teams and learning what I liked new, for example, news, better than entertainment. I went to CBS. It was all entertainment. I liked I liked news. Yeah. And I guess it was around what, like, 1998, a huge turning point in your life happens, you get a call from Jack Welch, the legendary and controversial and certainly a legacy that's been recessed. CEO at GE. And he wants to talk to you. First of all, would you like, how does he even know who I am? What was that about? What was going through your mind? Well, at that point, I was head of communications at NBC. So I had had some exposure to him. We had launched NBC and Microsoft to join together to launch MSNBC. So it put me in at least in the same room with him to plan events and get things going. So I knew he was aware of me. We had spoken. And she had this amazing talent development process. And you come to realize you're being evaluated when you don't even know it. In fact, when he said he was on the floor above ours, he was his office was like, come upstairs. I took my notepad because I thought for sure GE was selling NBC. That was the rumor. That's what you thought he was calling you. Yeah, exactly. So I go up like, okay, I've got to get a press release together and he wants to make sure I get it right. And he said, hey, I want you to come work for me and work for GE and it was the last thing on my mind. Truth be told, the week earlier I had gone and interviewed at another media company who had called me. I was happy there, but I thought my future was going to be immediate. Certainly I never imagined I was going to go work for gee, which at the time I probably thought was the lightbulb company. Right. Huge conglomerate. Conglomerate. I had gone to G school and I knew it had other businesses, but I didn't really appreciate what it was. All right, so you go to GE to become VP of corporate communications working for Jack Welch. And advertising. And what was it like? Was it, you know, you see these movies about these big, these corporate environments like just a Ford V Ferrari and you see like, you know, every shot is Henry Ford the third and then all these white guys, you know, Lee Iacocca and all these guys around him. This is the late 90s, so it might have been somewhat different, but what was it? I mean, what was it like? Well, there weren't many women. There were certainly a few women who had had senior roles before me. I replaced a woman in the role. And I will give you a sense of what it was like. I would go to the GE annual leadership meetings, one of my first ones. And they basically had so many men and so few women that they had to take over the women's bathrooms and turn them into men's rooms. And they made the women go to the bathroom like behind the kitchen. Yeah. So that was my first introduction to the dynamics at GE. I'm happy to say it changed, dramatically. But yeah, that sends a message. You got to go somewhere else to use the bathroom. Yeah. You've described yourself as an introvert. Did you did you find that at least initially when you first got to GE in a pretty senior role that your colleagues were collegial or maybe not so much? They were collegial. I think I was a bit of anomaly on many levels. The gender issue was clear. I came out of media. There weren't many people leaving NBC to go to GE at the time. I was in communications and marketing, which was not held with the same esteem as say finance or engineering at GE. And I, you know, I wasn't allowed mouth. So I sat in a lot of meetings without saying anything. And I'm not sure that
Bloomberg Radio New York
"ge" Discussed on Bloomberg Radio New York
"Is the chief executive officer for GE's. In conversation with Bloomberg's David Weston, today GE shares were up about 1.2%. We'll take a closer look at all the market action for you ahead on DBA. This is Bloomberg radio on demand and in your podcast feed. Can't GPT I've never heard of that because you tell me more about it. Really? A little joke there. Okay, I think you have to be ripped van winkle in that. But you know what? I have to say though, up until a week or so ago, it wasn't necessarily mainstream. I think that's true. I wrote an article for Harvard Business review. I think in November on generative technologies and what to do about them and GPT came out a couple of weeks later and the whole category just exploded. So I kind of wish I'd waited a little while. But yeah, I think that it's a very powerful tool and I think it's going to have a lot of impact on a lot of sectors of business and society. I think we're going to have to train everybody how to use it or it'll be incredibly unfair to those who do and those who what do you mean? What do you mean by that? Well, it's a huge productivity aid. It'll get only better and so imagine two kids in school and one uses it for preparing essays and the other doesn't have access to it is just really unfair and I think any business should be exploring it aggressively now. They're just so many different. So interesting. I want to make sure I understand this right. It seems like you're saying the person who's using it to help prepare an essay to me and I think to a lot of teachers or school districts or school administrators would say that's cheating. Well, I think we're going to have to revise that traditional
Bitcoin PR Buzz
ZoidPay to Revolutionize the Web 3.0 Landscape with $75M Investment Commitment from GEM Digital
"7 p.m. Thursday, November 3rd, 2022. Zoid paid to revolutionize the web 3.0 landscape with $75 million investment commitment from GE M digital. Press release a 75 M financial commitment is set to establish Zoe pay as they go to open architecture for building the next generation of web 3.0 financial services. November 3rd, 2022, Bucharest, Romania zoid pay, the leading web 3.0 architecture provider, has secured an investment commitment of 75 M from digital asset investment from GE M digital limited. The post zoi paid to revolutionize the web 3.0 landscape with 75 M investment commitment from GEM digital appeared first on Bitcoin PR buzz. Bitcoin PR buzz world's first crypto PR agency with 9 years, 900 clients, 1500 press releases.
Mark Levin
Is NY's Anti-Trump Attorney General on the Verge of Collapse?
"Matt Vespa is New York's anti Trump attorney general in the verge of collapse Good lord that would be wonderful That would be a coup if this were to happen come election day No I'm not talking about a literal coup Just a nice upset win against an anti Trump zealot Still a Republican winning statewide and deep blue New York for an office they usually doesn't get much attention Certainly by the media would be a nice scalp for the party this election cycle Attorney general letitia James seemed poised to become a serious gubernatorial candidate in the wake of the groping fiasco That engulfed governor Andrew Cuomo a scandal that became so enveloping that he was forced to resign GE what happened to that poof gone James was one of the state officials that took the allegations seriously A report confirming that Cuomo had engaged in sexual harassment was probably the kill shot to his governorship Catholic replaced him and took a strong lead in the polls Which forced James to retreat Opting to run for another term as New York attorney general James has openly declared war on Donald Trump You can not have a prosecutor Somebody who runs to be prosecutor and then as a prosecutor whose targeting somebody and that's what James has done and she ought to lose her license She should be disbarred but she won't be
AP News Radio
GE workers in Alabama seek union
"GE workers in Alabama are seeking to unionize Workers at a General Electric factory in Alabama have launched an effort to form a union joining a wave of labor organization efforts at large national companies Employees at the GE plant in auburn Alabama submitted a union cards to the Birmingham office of the national labor relations board It's an organization effort with IUE CWA The GE aviation plant manufacturers aircraft engine parts and has 179 employees to qualify for a union election the NLRB requires signatures from 30% of eligible voters at a specific facility The IUE CWA indicated that more than 50% of workers have signed cards Workers supporting the union say that pay the attitude of management towards workers and benefits are among the driving concerns
Bloomberg Radio New York
"ge" Discussed on Bloomberg Radio New York
"It's really interesting here This has been a timeless debate folks This goes back forever really back You know as far as I'd say John my memory to Arthur burns before Greenspan But the idea of parsing it I haven't heard chairman Powell doing that much recently I'll give him credit for that John do you see the GE news Go on some GE launches $23 billion bond tender offer to slash their debt load which is really something I mean this is not apple or Microsoft with minuscule percentage of debt John This is 36% debt And again John this goes back to corporate dynamism and corporate action I think that's underestimate An attempt into the world and Tommy had admit it's taken a long time for this company to adapt to the world around him Well in the defense of Lawrence cop I just looked at the weighted average cost of capital function John I just looked at return on invested capital and it's amazing what cop has done out of 2018 in the crater there The cards he was dealt were just extraordinary But this is again this action Have you seen in his Joel levington told us yesterday who's next is 3M the next GE Well Tom you understand the ark of management better than anyone over at GE Did we need an outsider to make this Absolutely Yes This is a sensitive issue always And you know when you can get someone of cops character and what he did at Dan and her years ago okay I get it But it's a general rule to shake things up Yeah you gotta go on Okay but let's also talk about the broader backdrop How they got to this point was reducing debt dramatically How could they reduce debt dramatically and actually finance themselves at such a good cost Because of the backdrop of how low rates are and how much demand there was for debt How much has that ultra easy credit market given the flexibility to these companies to make adjustments in their capital structure John that are very needed To me this is actually something to watch Because GE was a death story among all others Do you know what I'm excited about I'm not talking about GE anymore We just won't have to talk about GE anymore Just reminds me of Deutsche Bank Tom Do you remember how much we used to have to talk about Deutsche Bank Well yeah I got to be careful when I say you be careful You be careful Under stories like method two get to cover method two all the time and then you're just not Deutsche Bank Wednesday at CPR It's API Wednesday Let's build up some enthusiasm for the data point that comes in one hour And 5 minutes Enthusiastic I think it's fascinating I'm not sad enthusiastic Come on Equity future of 1% I'm not enthusiastic about that you're right The other time by four.
CNBC's Fast Money
"ge" Discussed on CNBC's Fast Money
"A big breakout in this small cap, so can the climb continue. We're going to go off the charts next to find out. Plus, Tesla tanks, shares of the EV maker hitting the skids inking their worst day since September of last year. So what's next for the stock? That's when he's back in two. Welcome back to fast stocks pulling back from all time highs today as the S&P 500 posts its first loss in 9 Sessions, despite the drop or next guest says there is one area of the market absolutely bursting with upside potential. Let's go off the charts with your teeth as head of technical and macro research. Chris Brown, Chris, what are you seeing in the charts? Yeah, I think small caps are still really interesting here as we look forward to the end of 21 and into 22. Now remember Russell 2000 was up a 140% off the march 2020 lows, and then it got stuck and it got stuck for about ten months. So if we bring up our first chart here, what we see is that range that Russell two has been in really for the better part of the year and peaked in March and we've been waiting for resolution. And you know what? We've got it. This has been a decisive breakout above 23 75 for Russell two. But most importantly for us, it's doing it with an expanding new high list. The percent of stocks making new highs within the Russell two hit something like 30% this week, historically when you get that big expansion in new highs, the forward returns, particularly over the next three and 6 months tend to be better than what the historical averages are. So we like the movement small caps. We like that it's doing it with good breath as well. If you go to our second chart, and I'll just show you here, this might be self evident, but with small caps breaking out of the range, they are now starting to outperform large. I think this is a long time coming. They consolidated for much of the year. But this was about a four or 5 month relative high for Russell two versus S&P and it really brings us to our third chart here, which is the idea that this is the sweet spot of the calendar for small versus large. If you look at a historically really over the last 40 years, let's call it from November until about March is historically when you've seen the bulk of small cap leadership. Now, the question we want to ask ourselves is within Russell two where are the best areas to find strength and we'll start with the semis here. And the resolution in the semiconductors, many of which corrected pretty meaningfully over the spring and summer, I think is a very important story. And I think the macro perspective, the fact that you've seen all these small and mid cap semiconductors break out here over the last several weeks, is a hint or is the market hint that maybe some of these supply chain issues are starting to ease. So we like that message from the semis. And then the financials here as well, our last chart. This is the percent of financials within the Russell 2000 that are making new highs. Again, we've seen that data swell. So an expanding new high list for the Russell 2000 broadly, but we see it with semis. We see it with financials. I think the broader macro message here is, it's hard to say the economy is slowing when you have small caps, financials semiconductors, particularly down the caps scale, acting as well as they are. Chris, it's Tim, fascinating work. That was going to be my point. And so let's go to the mosaic ultimately that's being painted as it relates to also transports and industrials. And if you think about it, I've always seen the correlation between small cap and economic growth. And that's what you're describing here. Can you talk about also how this plays into two big sectors that at 1.6 weeks ago looked like they were rolling over as yields got a lot higher. It's in great point. I mean, I think this improvement in the big cap industrials and the small cap industrials over the last several weeks is another arrow in the quiver of this story that economic growth is re accelerating here and we went through a pretty punky one or two quarters where growth slowed. And whether it was supply chain induced or China induced, I think the message of the market right now and that's what we care about. It's not my opinion. It's the market's opinion. And the opinion of the market here with small caps industrials, semis, financials, discretionary getting better, I think is one of economic growth accelerating here. Look at some of these bellwether industrials. You mentioned GE before. Great chart. But look at Parker Hannibal and look at ITW. This is a really compelling story. The message of the markets, but not the message of the bond markets and I understand a lot of where the ten year yield has to do with positioning Chris, but I'm wondering what you see in the charts here in terms of where it should be going. Yeah, I think this low one 40 kind of mid one 35 neighborhood is going to be a big test for yields. Now, we did some work on this this morning. We shared with clients. I think a very important revelation. No, we're 20 months off the march 2020 lows. That is not an unusual point for the curve to actually start to flatten. The curve doesn't steep in indefinitely. And we look historically over the last really 40 years. It's about 1718 19 months off of a market low where you actually tend to see the curve flat. Now, that doesn't mean recession, it just means that transition more from early cycle to mid cycle. That's what I think we're in. Groups like industrial semis, financials are more mid cycles groups anyway. All right, Chris, great to see you. Thank you. Thank you. Chris Heron of strategus. All right, so interesting world we live in in which the markets, the equity markets can be telegraphing a strong economy and the bond market is telegraphing. I don't know what it's telegraphing at 1.43% guy. Neither do I and, you know, real yields in this country have never been lower. It's really a fascinating take. And I said a couple months ago, we played what's the most important chart you're looking at? And I said it was the Russell. I said, you had this huge run up into February of this year. And then a subsequent sideways action in the IWM between two ten and two 35. I actually thought I was going to break down and here we are breaking through that two 35 level. So it's clearly signifying something. And now the question is is the broader market going to pick up on that in terms of the S&P 500 and ratchet tool to new all time highs? That was my take a while ago. It's my take probably now. The IWM is the barometer for everything. All.
CNBC's Fast Money
"ge" Discussed on CNBC's Fast Money
"Check out three of the big movers that caught our attention today. Palantir PayPal and Twitter all closing in the red Tim, you flagged the move on Palantir in the back of earnings. What's your take on this one? Look, valuation, extraordinary, their commercial business growing over a 100%, very, very strong. The rest of their business growing in the 40s and an outlook that says we're going to grow 30% a year between now and 2025. So look, I find the commercial business growing. The commercial customer base growing 46%, I think year over year. I mean, that's the story. If your commercial base, which is the high, you know, it's the high margin base and certainly the place we wanted to see them grow outside of some of their government contracts, et cetera. I think this is a stock that has a difficult valuation to see growth that's a little bit less than expected. So again, the total growth outside of commercial, a little less than 30%. That's the disappointment here. It's a stock that's been wildly volatile. And I think as well positioned for the long term. I think this company is so strategically important to so many people that I think their business continues very strong. All right, PayPal me and I'm taking a dive more than 10% on the back of earnings last night. Guy, this is on your radar. If you'd come to me last night, mill, I would have said, you know what, Mel, I think PayPal's gonna hold that march low of two 25 and you bite against that and I would have been dead wrong, so I'm glad you didn't. We saved our viewers some money. On the back side of that, though, Dan thought this exact thing would happen and he spot on. I'll say this. You traded about 63 million shares today. It feels like a capitulation day, but you know what? It did not bounce once at all today, which leads me to believe this further downside. All right, and finally, Twitter launching its blue service in the U.S. today for about three bucks a month. Subscribers will be able to undo tweets, great bookmark folders and have access to add free articles. Can you really undo something that happens on the interweb Dan? Yeah, you can. And this is the moment of truth now for all those snarky tweets about undoing typos on their tweets. You can do it for $3 a month right now. I did it. I signed up. Listen, I'm excited about this. We've been talking about these opportunity for recurring revenues for Twitter for some time. Here it is, the stock really didn't respond. I don't think that's a huge surprise right here, but you know, this company is obviously suffered from their ability to kind of better monetize their user base. This is one way for them to do it. I'm taking a shot on the long side here I have been since their results. I want to use 50 as a stop to the downside here below that. I think it gets kind of sloppy here, but again, this is a company or at least the stock is unchanged on the years, down about 30% from its highs. There's really not a lot of things to be positive about, but this rollout could be one of those sorts of things that we might look back in a few months and say, that was an inflection point. I mean, three bucks is not a lot, but it get out to be quite a bit, Karen. I mean, I personally stand by any snark that I tweet out and I try not to tweet any snark out, but, you know, other people might want to take it back. Yeah. Yeah, I think take it back is actually valuable. But I always thought that way, I mean, you know, anyone can take a screenshot of it. But, you know, three blocks, I think is an interesting price because it's not a giant commitment, and you sort of won't think about it. I think it's smart. I try not to be smarty or typo, but sometimes I feel in both I should look into this. You're only human like the rest of us. We've got.
MarketFoolery
"ge" Discussed on MarketFoolery
"We knew that the eBay transition was going to be bumpy this year. Dan schulman, the CEO said the third quarter was the one where PayPal would see. And I'm quoting here. The max impact on our results. I don't have any reason to not believe Dan schulman, but as a shareholder of PayPal, I hope he's right. I hope this is the max score. You know, we'll see some ripple effects in Q four and early 2022. But what do you, what do you think in terms of the results? Did anything stand out to you? Because it seems like this is one of those quarters that was really about the transition off of away from eBay. Yeah, I happen to think that that's at least partially true. This may not come as this may not come as a fun comment to you as a PayPal shareholder. I also wonder if PayPal is in the process of being beaten alive by the likes of Shopify, which manage the full transaction, the full process for online businesses, whereas all PayPal is really managing is the transaction. I am not sure that PayPal is the best option in any one of the segments where it is where it is competing at this point. Now, the flip side of that is, as we know in technology going over years, even in bleeding edge tech, which the back end of PayPal certainly is, is that you don't have to be the best. You have to be the most ubiquitous, and you have to be the default. So the fact that they are joining their joining Amazon at the hip, that's still something that has yet to really manifest itself and probably will be a big deal. I'm not particularly surprised by the results. They did, in fact, they did what they said they were going to do and that's all fine. I am a little concerned about PayPal given the competitive forces that are coming at it from all sides. The user base is huge. The user base is huge. You touched on this, but when you look at you look at PayPal proper, you look at Venmo, they have a massive installed base. They do. They do from the consumer end that's true. But there's another part of the coin, which is the merchant end. And I think that the Wix is in the Shopify of this world are a little bit more comprehensive in how they interact with most online merchants. Now Amazon doesn't need any of the stuff other than the transactions. For Amazon, it's just we have got this. So that's a great, that's a great companion for PayPal. I do wonder about how they are going to compete as we see companies like Shopify, just be rampant and taking care of online businesses end to end. So you don't look at the stock down 35% from its high and think, oh, this is this is a time to back up the truck. Well, I mean, so it's down 12% a day and yet down 35% from its high. I think that I think PayPal like a lot of companies, again, we have to remember that 2021 is kind of a weird year because 2020 was so unpredictable. How much of the growth that these companies saw in 2020 were due to the pandemic and to just change it of habits that are temporary versus permanent? I'm not particularly interested in PayPal at this price..
MarketFoolery
"ge" Discussed on MarketFoolery
"In his book. You can be a stock market genius. Talks about this is exact situation. And his advice is follow the executives. Follow the executives because they're making a decision that should be. It should be pretty pretty reasonably expected to be a logical move where they're spinning out parts that they don't really want to manage or think are as promising. So I think that that's I think that that's good advice. I happen to think airlines airline and.
MarketFoolery
"ge" Discussed on MarketFoolery
"The one and only Bill man. Thanks for being here. How are you brother? I'm doing all right. I'm doing all right. We've got Roblox shooting to the moon and PayPal PayPal falling from the sky. But we have to start be the right work. Yeah. Exactly. They're adding an L and they're now PayPal. We will get to that. We have to start with what I can only describe as the end of an era when the Dow Jones Industrial Average was formed in 1896, General Electric was one of the original 12 companies in the average, and it was there. Stayed there for well over a century until it was replaced by Walgreens in 2018 and this morning CEO Larry culp announced that GE is going to split into three separate companies, the healthcare unit is going to be spun off in early 2023, the energy division will be spun off in early 2024 and the aviation business will be the remaining company. And before we get to the underlying businesses and what this means for GE shareholders and potential shareholders because the stock is up on this news, I'm curious how you felt when you saw this news because I felt even though I have never owned shares of GE. And never seriously thought about owning shares of GE. I did feel a twinge of melancholy. Yeah, I felt a little sad. I felt I felt a little bit sad. I mean, General Electric company is about to become three more specific electric companies. We'll see what we'll see what they do with the names. Apparently the aircraft division and will retain general General Electric. Yeah, it's not just the end of an era. It's also the end of the great Jack Welch experiment. And the Jack belt, well to experiment, remember, at the moment that he retired, he was perhaps one of the most revered CEOs in American commerce. And I think that it has been shown ever since then that he built sand castles in the air that this was a company that was built on really a great deal of financial engineering, some things that just didn't turn out to be that sustainable. And so this has been the long denouement for that type of conglomerate where you've got the financial segment was spun off years ago. You know, it's not shocking to me given how few conglomerates really make a go of it now that this has happened. Yeah, and we saw you go back a few years when she was really running into trouble. We saw them selling off different parts of the business here and there. So this is probably where they were headed anyway. And this is going to look, this is still for all of the downside for this stock from 2004 when it was the biggest public company in America. And ever since then, where it's sort of gone downhill. This is still a $125 billion company. This is not a small business. And so it makes sense 80% from its low this year. Yeah. And it will bonkers to me. It makes sense that it would take some time to unwind all of this. Do you have an early sense of. What is going to be the most attractive part of this business? Because I look at the fact that Larry culp is the CEO of General Electric. And he has picked the business, the one of the three businesses that he wants to run..
AP News Radio
GE to break up into 3 companies focusing on aviation, health care and energy
"General Electric is splitting into three public companies focused on aviation health care and energy the company which dates back to eighteen ninety two said on Tuesday that it plans a spin off of its health care business in early twenty twenty three and its energy segment in early twenty twenty four G. anticipates keeping an almost twenty percent stake in the health care unit the company expects one time separation transition and operational costs of approximately two billion dollars related to the actions shares
The AI Podcast
"ge" Discussed on The AI Podcast
"I <Speech_Female> have a pretty active twitter <Speech_Female> presence ed. <Speech_Female> Dwi failed <Speech_Female> so it's pretty <Speech_Female> easy to get me. <Speech_Female> Dwi more <Speech_Female> feld ge. <SpeakerChange> I think <Speech_Male> it is great <Speech_Male> and then of course. There's <Speech_Male> the talk. <Speech_Male> I alluded to at the top <Speech_Male> from Gtc <Speech_Male> digital. <Speech_Male> i believe it was an april <Speech_Male> of this <Speech_Male> year. Twenty twenty one <Speech_Male> And <Speech_Male> you can just look for <Speech_Male> danielle's namer <Speech_Male> feld l. m. e. <Speech_Male> r. e. l. d. <Speech_Male> on <Speech_Male> the invidious site <Speech_Male> At get to that <Speech_Male> talk as well <Speech_Male> Danielle <Speech_Male> and arvin. Thanks so much <Speech_Male> for taking the time <Speech_Male> to come on the podcast. <Speech_Male> And <Speech_Male> <Speech_Male> i say this <Speech_Male> everybody and i mean it <Speech_Male> but in this case we're talking <Speech_Male> about renewable energy <Speech_Music_Male> in the future of the planet <Speech_Music_Male> so sincerely <Speech_Music_Male> <Advertisement> <Speech_Music_Male> <Advertisement> all the best of <Speech_Music_Male> <Advertisement> luck to <Speech_Music_Male> <Advertisement> both of you and your teams <Speech_Music_Male> <Advertisement> in the work. <SpeakerChange> You're doing <Speech_Music_Female> <Advertisement> it's incredibly important. <Speech_Music_Female> <Speech_Music_Female> Thanks for having us <Speech_Music_Male> until.
Podcast Movement 2021
Jen Moss, Chief Creative Officer of JAR Audio, on Using Your 'Outside Voice' in Branding
"What do we mean by outside voice. So i put a little thought into this this morning. Here's what we mean. We mean stories and messages with broad appeal we mean high quality storytelling we mean unbranded content or very lightly branded like subtle We mean content. That's relevant to larger social movements or conversations that are going on at the time We mean stepping outside your comfort zone. As a brand we mean having conversations that go far beyond products and services but you know probably still wanna adhere to brand pillars of brand values So nobody's asking brands to fund podcasts. That go against their values. That wouldn't make sense but if you're dealing with brands you know they. They have foundational documents. They have concepts. They have like an ethos and that's usually a very broad area. That's very interesting to play in. I think it's worth noting that Any podcast any show on the radio. Or you know any podcast network. They'll have an ethos as well. You always have to adapt content to work within a value set and so brands are no different from that. So just figuring out. What is that value set and working within it And i think by outside voice we also mean positioning your brand as an influence in a particular ongoing conversation or story genre. We'll get into that a little bit and you know taking a risk in order to get noticed so the primary example that gets brought up a lot here some of you may know it is Ge's the message which was written by new york playwright. Mak rogers and effectively positioned that brand as an innovative tech forward company by creating a sci-fi podcast never mentioned their
Relatable with Allie Beth Stuckey
"ge" Discussed on Relatable with Allie Beth Stuckey
"You've got to <Speech_Female> be willing to <Speech_Female> represent your views <Speech_Female> with boldness <Speech_Female> in kindness without <Speech_Female> embarrassment or shame <Speech_Female> when <Speech_Female> people say that you can't <Speech_Female> bring religion <Speech_Female> into this you get <Speech_Female> bring religion <Speech_Female> into politics. <Speech_Female> What they mean is <Speech_Female> your religion. <Speech_Female> Progressivism <Speech_Female> has its own religious <Speech_Female> dogmas <Speech_Female> and it just doesn't <Speech_Female> want to tolerate yours <Speech_Female> but that's <Speech_Female> too bad. You <Speech_Female> have to be courageous <Speech_Female> enough to <Speech_Female> speak that which is <Speech_Female> good and right and true. <Speech_Female> Encourage begets <Speech_Female> courage. <Speech_Female> Look at the videos <Speech_Female> of all of these parents <Speech_Female> standing up to the school <Speech_Female> boards. Take <Speech_Female> some of their courage <Speech_Female> in do that. In your own <Speech_Female> life in your own spheres. <Speech_Female> It <Speech_Female> can't be effective. <Speech_Female> That bill in canada <Speech_Female> the reason <Speech_Female> why it's in limbo <Speech_Female> like we said is because <Speech_Female> people spoke <Speech_Female> out about it. <Speech_Female> Curriculum can change. <Speech_Female> policies <Speech_Female> can change <Speech_Female> minds. Contagious <Speech_Female> cultures can change. <Speech_Female> And even <Speech_Female> if they don't even <Speech_Female> if we continue down <Speech_Female> this slippery slope <Speech_Female> which is <Speech_Female> a reality not <Speech_Female> a fallacy. By the <Speech_Female> way. I <Speech_Female> am encouraged <Speech_Female> that. We <Speech_Female> are being forced <Speech_Female> as christians <Speech_Female> to think through <Speech_Female> very fundamental <Speech_Female> questions <Speech_Female> about <Speech_Female> our faith about <Speech_Female> our existence about <Speech_Female> human nature right <Speech_Female> and wrong epistemology <Speech_Female> science <Speech_Female> questions <Speech_Female> that our <Speech_Female> parents and grandparents <Speech_Female> didn't have to think <Speech_Female> through we <Speech_Female> have to think through them. <Speech_Female> We are being asked <Speech_Female> to teach our kids. <Speech_Female> Things at our parents <Speech_Female> didn't have <Speech_Female> to teach us which <Speech_Female> requires us to know. <Speech_Female> Our stuff <Speech_Female> a requires <Speech_Female> us to know. God's word <Speech_Female> to ask tough <Speech_Female> questions to ask <Speech_Female> him desperately for wisdom <Speech_Female> which he promises to <Speech_Female> give by the way <Speech_Female> to get involved <Speech_Female> in our <Speech_Female> schools and our <Speech_Female> districts in our local <Speech_Female> politics to try <Speech_Female> to infuse wisdom <Speech_Female> in light into the spheres. <Speech_Female> We <Speech_Female> enter in a way that <Speech_Female> past generations in <Speech_Female> the. Us didn't <Speech_Female> necessarily feel <Speech_Female> the need to. <Speech_Female> There will be <Speech_Female> no more <Speech_Female> sideline <Speech_Female> on the fence <Speech_Female> cultural christians <Speech_Female> you're either in <Speech_Female> or you're out and <Speech_Female> i think that's a good thing <Speech_Female> as hard as it is. <Speech_Female> I think that's <Speech_Female> a good thing. The church <Speech_Female> has the opportunity <Speech_Female> the amazing <Speech_Female> opportunity <Speech_Female> to be a beacon of <Speech_Female> truth of clarity <Speech_Female> <Advertisement> a <Speech_Female> refuge <Speech_Female> in the storm. A place where <Speech_Female> the confused and the hurt <Speech_Female> can run to <Speech_Female> for peace <Speech_Female> for answers <Speech_Female> for purpose <Silence> <Advertisement> for belonging. <Speech_Female> <Advertisement> Let's <Speech_Female> strive to be <Speech_Female> that. We <Speech_Female> have the blessed <Speech_Female> privilege of <Speech_Female> providing answers <Speech_Female> to life's questions <Speech_Female> with the wisdom <Speech_Female> of the holy spirit <Silence> and the truth of god's word. <Speech_Female> Let's be <Speech_Female> so clear <Speech_Female> so bold <Speech_Female> so truly loving <Speech_Female> that win <Speech_Female> this moral revolution <Speech_Female> choose people <Speech_Female> up and spits them <Speech_Female> out. They come <Speech_Female> running to the <Speech_Female> church <Speech_Female> like i said if you <Speech_Female> need a biblical perspective <Speech_Female> on <Speech_Female> biblical arguments <Speech_Female> to counter a lot <Speech_Female> of this manage. That we talked <Speech_Female> about today. <Speech_Female> I encourage <Speech_Female> you to read love thy body <Speech_Female> by nancy. Peercy listened <Speech_Female> to a biblical. Tell <Speech_Female> us of gender. I will <Speech_Female> link the episode in <Speech_Female> the description to this podcast <Speech_Female> if <Speech_Female> you go to my website. <Speech_Female> Allie beth sucky dot <Speech_Female> com slash. Podcast <Speech_Female> you will <Speech_Female> see all the categories <Speech_Female> of all the <Speech_Female> podcasts that we have <Speech_Female> over four hundred podcasts. <Speech_Female> We've got <Speech_Female> a <Speech_Female> category for <Speech_Female> gender and sexuality <Speech_Female> that you <Speech_Female> can dig into <Speech_Female> and you can listen to <Speech_Female> all the podcast that we've <Speech_Female> done on this <Speech_Female> <Advertisement> subject. Thank you guys <Speech_Female> <Advertisement> so much for listening. <Speech_Female> <Advertisement> We will <SpeakerChange> be back here <Speech_Music_Female> <Advertisement> tomorrow.
Relatable with Allie Beth Stuckey
"ge" Discussed on Relatable with Allie Beth Stuckey
"It's you that wakes up in the middle of the night to rocker back to sleep. It's you that he runs to when he falls down and gets hurt. It's you that she looks to answer the big and small questions about life not the state not the school. Not even the probably very wonderful teachers that your child has you have every right every reason and the pressing responsibility to protect your kids from an ideological agenda that aims to bend your child mind immorality toward confusion chaos and possible psychological trauma. We've got to get out of this. It's probably fine mentality especially when it comes to our kids. You know my take about public schools in general. I think that you should pull your kids out of them. And that's not because. I think all public schools are bad and i certainly know that there are many amazing public school teachers. That in a lot of cases are the only lifeline. Some desperate children have or the only light of christ that some kids ever see. And i'm so thankful for them. It is also not because. I think all private schools are great but public schools are government schools. And like i said. The government is characterized by progressive ideology. That will eventually make its way into the classroom of your kid's school even in rural alabama if it hasn't already and government run schools have no real incentive to listen to parents because they're going to get their funding anyway private schools even though they can be just as left wing and justice indoctrinating at least can be swayed may be swayed by parents. Threatening to take their money. Elsewhere and christian private schools can though it's of course not guaranteed. Be be corrected by parents coming together in good faith with biblical explanations for why particular curriculum is harmful but beyond that you want your kids to have a biblical worldview correct. If you're a christian not just when it comes to sex sexuality but when it comes to race when it comes to justice morality everything. They're not going to get that at any school public or private. That is not dedicated to it. The best you can hope and that kind of situation is that their teacher is maybe a closet christian that won't actively indoctrinate them with progressive secularism. And that they'll actually learn math rather than woke math which basically says it to and to equal white supremacy that needs for eight hours of the day they would be getting a world view that contradicts the world view that you would like them to have..
Growth Experts with Dennis Brown
The 7 Rules for Becoming a Millionaire Entrepreneur
"Today. I wanted to share with you. Seven tips seven lessons. That i've learned that will help you to become a millionaire entrepreneur. I let me start by saying. I've been an entrepreneur for over twenty five years and becoming a millionaire did not happen fast for me. It wasn't something where i went out. Launched my first business and it was instant riches. It didn't work that way for me. It took me many years to figure out exactly what i was doing. Make tons of mistakes along the way and so. My goal of this podcast is to help you to learn from my mistakes in advance. So now i'm going to share with you seven tips. Seven lessons that i've learned along the way lesson number one. You have to understand two very important terms and business caq and ltv cac stands for customer acquisition. Cost and ltv stands for lifetime value bullies. Terms are pretty self explanatory caq being customer acquisition costs that means it's the cost of acquiring a customer and lifetime value is the value of a client over the lifetime of that client not on their first order not in their first month nine in their first year but the lifetime value of client. Dan kennedy a famous entrepreneur copy writer and author was quoted as saying the business that can spend the most to acquire a customer wins now the cost of acquiring a customer is relative to the lifetime value if it costs you ten thousand dollars to acquire a customer that may seem like a lot but in reality if the lifetime value of that client is fifty thousand or a hundred thousand or a million ten thousand dollars would be a winning acquisition cost vice versa if it costs you ten thousand dollars to acquire a customer. The lifetime value is only a thousand or five thousand or even ten thousand. It's probably not a winning equation. So understanding caq and ltv is very important to every entrepreneur lesson number two under promise and over deliver. I've lived by this model for many many years as an entrepreneur and it is served me very well. The reason is simple. It's very hard to build a successful business without repeat and referral business and if you burn your customers on the way in you'll never get a reorder you'll never get a referral and you'll destroy your reputation and with the internet. The way it is these days. It's impossible to do business if you have a bad reputation so learning how to under promise. An overdeliver is a mainstay a staple and a core fundamental of every business. That i do
Outcomes Rocket
How Data Can Improve Patient Outcomes with Allyson Jacobsen
"Tell us a little bit. About how you and g healthcare are are adding value to the healthcare ecosystems specifically around these areas of am analytics. Yeah i think we're hoping that ecosystem by developing a bottles applications solutions. What have you that are really going to help. Our customers reduced cost. It's going to help them. Increase the access of care that they can provide all patients. It's going to help improve the quality of care that they can provide because it enables improvements inefficiencies within their workflows every day. And i think. Ge healthcare is uniquely positioned to do that because we're able to leverage over one hundred twenty five years within the healthcare industry with the medical devices that we create and provide to our hospital systems every day and to the clinical partnerships that we have where we can harnesses new technologies. That aren't just focused on technology themselves but are helping improve patient outcomes every step of the way for example right. Let's talk about self driven cars when we talk about self driving cars. Were not really excited about the technology in the car. We're excited more about it. Reducing commute times about it being safer about it eliminating fuel in the environment. It's those things that really benefit us that gets excited. It's not about the technology in the car. Itself is that makes sense makes sense yet. So you're basically saying. Hey there's a ton of technology out here were focused on the benefits that our customers can obtain through this and by way of that the patients us right receiving the care. That outcomes are better. They're more satisfied with so the driverless cars. The clinical decision support the interoperability. Forget about all that it's about what the benefits are
The KFBK Morning News
GE and Safran Are Developing Cleaner Energy Aircraft Engines
"And Safran working on a clean energy aircraft engine, and they feel like they can get those tests started in a few years using hybrid hydrogen technology, and G says they can cut emissions. About 20% off of today's use, Novak says they have
Project Voice 2021
Why Savant Systems' Acquisition of GE Lighting is the Future of High-End Smart Home
"Across all industries and the data that is associated with these technological solutions sets us on the path to global scaling an unimaginable business growth. Which is the best way for me to introduce my colleague and my friend betty. Davita betty is a global executive with expertise in digital transformation and consumer financial services. Betty is currently the chief business officer and member of the board for finn. Connector a technology company which connects digital platforms and solutions and financial services companies via an api platform to accelerate digital transformation and open banking. Betty is also the founder of bet. Deb solutions a fintech advisory practice where she works with emerging companies on strategy value creation partnerships and the path to global warming previously. Betty served as the chief commercial officer of digital payments labs at for mastercard and prior to that that he held various leadership positions at city. Which is where we work together. Welcome betty thank you betty as the first question. I'm certain our audiences would be interested in your perspective of the digital transformation. That's taking place today in financial services we'd love to hear what are you seeing in the market and what business problems are being solved with these continuously evolving technologies. That's it's a loaded question. And i'll try to answer at At a couple of kind of macro levels and then try and get a bit into What we're seeing in different regions around the world. I mean at the macro level. It's clear that financial institutions can't continue to develop everything here right the notion of proprietary developmenh is just. It's not sustainable from the standpoint of the speed and velocity by which they need to turnaround new solutions. They've got a competitive landscape of thousands of been tax in stored ops that are entering the market and providing services at a level that You know consumers. Sme's incorporates see in their everyday transactions. And so there's so much friction that's been taken out of the equation with many of the digital giants and these new solutions. Banks can't continue to
The Breakdown with NLW
Bitcoin Is Much More Than a Speculative Asset
"There has been a huge amount of talk of es g. as it relates to bitcoin this week specifically obviously in the case of tesla reversing policy and no longer accepting bitcoin payments for cars because of environmental concerns. However i think that sometimes when we talk about es g we forget about the s and the g and if we want a complete picture of how. Bitcoin fits within this mindset. We can't only discuss the energy and environmental side. So today i'm reading. Alex glad scenes latest piece called. Check your financial privilege while those comfortable in the dollar bubble derived bitcoin the stories of three emerging-market users demonstrate why it is so important if you like this essay go back and check out my episode called bitcoin. Investing is es ge investing but for. Now let's get to reading in the eyes of most western elites investors journalists and academics. Bitcoin rates anywhere from an annoyance to a disaster. Just a few days ago. American billionaire charlie munger described. Bitcoin is disgusting and contrary to the interests of civilization. Warren buffet wants. The world's richest person sat next to monitor and obvious agreement. He said bitcoin is a delusion and rat poison squared and is warned that he is sorry about its rise because people get their hopes up. That's something like this is going to change their lives. Bill gates who also used to be. The world's richest person has said. Bitcoin is the greater fool theory investment. And that he would short it if he could. Hbo host bill maher skewered bitcoin in an extended segment on his show. Saying that the new currency's promoters are money. Hungry opportunists a few weeks earlier the new york times story that said bitcoin will ruin the planet financial times columnist. Martin wolf has long pegged it as quote ideal for criminals. Terrorists and money. Launderers prominent ivy league economist. Jeffrey sachs said that. Bitcoin offers nothing of social value. While former international monetary fund chief in european central bank president christine lagarde has called it a tool for totally reprehensible money laundering activity over the past decade. These financial experts. Reporters and policymakers have continuously pounded the narrative that bitcoin is risky dangerous bad for humans and bad for the planet.
AI Today Podcast: Artificial Intelligence Insights, Experts, and Opinion
Interview With Sravan Kasarla, Chief Data Officer of Thrivent
"I am so thrilled to have as our guest today. Shrove on cassara. Who was the chief. Data officer at thriving financial will give us some insights into ai in the finance financial services industry so high trauma and thank you so much for joining us on today. Thank you nice to me on the podcast. Happy to go through. And she of my experiences in journey in how data and i have been changing world and have already been changing but it will be in the future. Yeah we're so excited to have you on for our listeners. Who were able to attend our data for ai. Conference back in september twenty twenty. We had you on a panel as well. So we're excited to get you back on the podcast. I am updates and additional insights. So we'd like to start by first having introduce yourself to our listeners. Tell them a little bit about your background. And your current role at thrive in financial again. I've been a data guy for the last twenty five years. So that's that's what i being amicably. But my goal of ada. Woody data managing the data Designing it s. all the. It's being impact of business outcomes. Business committed piece to what we used to be calling analytics before on what he now started calling modify and also machine learning. This is always. My journey has been to enable so biggest focus of mine. A expedients have been financial services over the last two holidays last for fifteen years. But i grew more in a consulting world obeyed ahead an opportunity to really learn how how is offense. Analytics and data to the business elite right the business not only operated businesses but also help understand bid the business that headed in the consulting world than e commerce and the deer by journey has taken me to g moldy g insurance arm off the ge to mass mutual financial. There's there's been the biggest impact of that i could I cannot recall
Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"ge" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Our banker. I wanted to kind of go to work and learn how to be manager. I thought i'd go to work for ge for maybe five years and can learn a trade learn something learned learned to be good at something and those five years turned out thirty five years. Really now i would say you know. Jack was good a lot of different things but one of the things. He was an early early kind of advocate of human resources and professional development up until like nine hundred eighty most. Hr people came out of the union relations. Field in jack was all about professional talent and he got there before almost anybody else so in many ways i can't tripped into a company in a ceo. Who was really willing to invest in people Developed talent take risks on people and so many ways i was just a recipient was very lucky. I my first. Business was jeep plastics and a sales and marketing person at the business was growing rapidly and we had a lot of success and then like nineteen eighty eight or something like that the phone rings and my my assistance says jack somebody that studies jack welch is on the phone and i thought it was just a joke or something so i answer the phone. And he says oh. You're going to appliances on monday yet. I'd like you to run the service business. We big product recall and so. I've ment veered over to to do that. And i was thirty two or thirty three years old and i had seven thousand people working for me in the middle of a product recall. I was it was a horrible time. For the business. And i ended up in the boardroom. Once a month for maybe eighteen months which was worked out. Okay for me but didn't work out okay for everybody so i just i just got noticed early then i went back and ran the plastics business in the early part of the nineties and then from there went to ge healthcare. So i had kind of a background as a conglomerate. I lived in different places. I moved around but you know i think jack was one of those guys would pull down into the organization.
Skimm'd from The Couch
Interview with Dara Treseder, Peleton's Head of Global Marketing and Communications
"To our women's history month series on skimmed from the couch. Where we're telling you about the women who made history this past year this week. Our guest is dr troy cedar. She's svp had a global marketing and communications for peleton the world's largest interactive fitness platform. That's led the charge. Apple fitness during the pandemic and dr herself is one of the most esteemed marketing professionals in the country. Before arriving at peleton last year dr was the cmo of carbon a three d. printing company and before that was the cmo of ge ventures darn. Thank you for joining us. Welcome to skin from the thank you so much for happy. Abby excited to dig in you have a great and lengthy resume. And so i am curious of all the jobs that you've had or activities you've been a part of which one stands out that means the most to you while obviously my palatine experience. You know it's interesting. You learn so much in your career right. You grow so much. I remember sitting in. The audience wants listening to meg whitman. And she talked about what it was like to be a veteran ceo. I remember kind of being like That's an interesting an interesting phrase. I had never heard someone use that before. And because i've had the opportunity to be a cmo twice in my career before this role. I felt really prepared. I kind of really understood what peleton needed. And i feel really equipped to be able to bring that to my team and to really create the environment that allows the amazing humans. I get to work with to thrive and succeed because you get better with time. It's almost like practice. makes permanent. Practice makes perfect practice. Makes better. And i feel like i've had experience practicing and so it feels really wonderful to be able to bring all the amazing things i learned at the amazing places. I worked to peleton at this moment. In time you are born and raised in nigeria and went to school both in the uk and later in the us. I'm really curious about your background and having the exposure in perspective from multiple places how that led you to marketing are inherently makes you a good marketer you know. I think that it's really important to live in different places and get exposure to different cultures. 'cause it's very interesting. How things change at how things can be very different as you move between different societies different cultures different nations and. I think that i am able to bring a certain richness and fullness to my marketing experience. Because i've had many experiences where i has been you know other and i have had to see how do people relate to me. How do people talk to me in a way that really resonates that feels authentic that draws me in and so having that in my own personal life i've been creates a wonderful texture right wonderful context for how i'm able to kind of step into the shoes of others step into the shoes of other segments of our customer step into the shoes of customers with behaviors. That are different than mine. Because i've had the experience of having basically navigating different worlds in my own personal experience. So i think it's i think it's a richness and i think it definitely has prepared me. I think to be a better marketer.
Noon Report with Rick Van Cise
GE, AerCap join air leasing businesses in $30 billion deal
"General Electric has reached a deal to combine its jet leasing business with rival air cap. In a deal valued at $30 billion As G moves to reduce its debt load. The creation of a new industry giant could mean airlines get better deals on planes has a larger leasing company from Wrangel. Lower prices from Airbus and Boeing. Shares of G, though, are tumbling 4.7% Today. It
Bloomberg Surveillance
GE, AerCap join air leasing businesses in $30 billion deal
"Finally making good here on that strategy to continue to lean out G E course that deal to offload the air leasing business over the air cap. A big deal for G That's 24 billion in cash in its pocket and presumably in the pockets of its debt holders. Another six billion or so In equity in the new venture, so they don't actually asleep, participate in any upside that air cat gets out of that venture there, Bowing actually rallied
Daily Tech News Show
GE's smart home brand expands beyond lighting with a security camera
"Right. Let's talk a little more about smart home stuff. That's they went luxury. Smart home company savant systems. Ge lighting back in may of two thousand twenty and has now relaunched the see by ge smart leading brand under the name sink that spelled with a c c why nc. A new app is coming in march. That has promised to be more user. Friendly also customizable sink is also launching an outdoor smart plug in march an indoor security cameras in may smart switch for ceiling fans in june nice for the summer the sink. Indoor camera can record to the cloud or ssd cards and has a built in privacy. Shudder to cover the lens. If you so desire at thermostat is also come in sometime later this