Latest Interviews
Showing 1756–1770 of 2,161 transcripts.
Clear all filters- Goldman Sachs17 min
Goldman Sachs at 150: Part 5 – Takeoff (1976)
Since 1985, the firm has navigated six or seven orderly CEO transitions, a succession pattern John Whitehead and John Weinberg established by codifying core principles to scale from a partnership of 800 employees to a global institution of 8,000. Their 1976 co-leadership era successfully separated strategic development from client relationship management while maintaining a "white knight" reputation for defending clients against hostile takeovers. This enduring culture prioritizes long-term trust and the client-first ethic as the primary assets ensuring the organization's 150-year longevity.
- Goldman Sachs17 min
Goldman Sachs at 150: Part 4 – Changing Times (1969)
Gus Levy, Sidney Weinberg, Bob Mnuchin, Bob Rubin, Steve Friedman
In the early 1960s, Gus Levy redefined Goldman Sachs by transitioning it from a conservative investment bank into a trader-led market maker capable of handling massive institutional volume. His innovative block trading strategies and a culture of relentless accessibility navigated the firm through a 1970s liquidity crisis, establishing a legacy of institutional leadership that endured beyond his 1976 death. This structural shift not only secured the firm's position as a Wall Street hub but also instilled a permanent culture of vigilance and high standards that continues to shape Goldman Sachs' operations.
- Goldman Sachs18 min
Goldman Sachs at 150: Part 3 – Recovery (1930)
Following the 1929 stock market crash, Sidney Weinberg rose from a janitor to lead Goldman Sachs through two decades of financial adversity, personally restoring client trust and building a network of high-profile corporate clients. Under his centralized control, Weinberg prioritized long-term relationships over immediate gains, orchestrating the landmark 1956 public offering for Ford Motor Company to cement the firm's status as a premier investment bank. His leadership legacy, characterized by "controlled ambition" and integrity, survived him after he stepped back from daily operations in 1963, leaving behind a client list and reputation that sustained the firm for decades.
- Goldman Sachs12 min
Goldman Sachs at 150: Part 2 – Hubris (1929)
Henry Goldman, Waddill Catchings, Walter Sachs
During the 1920s, leadership under Waddell Catchings pivoted Goldman Sachs toward aggressive leverage and the creation of the highly risky Trading Corporation, a move that nearly destroyed the firm following the 1929 market crash. Although the catastrophic collapse of the Trading Corporation reduced its stock from $326 to $1.75 and triggered a $100 million lawsuit from 42,000 stockholders, the legal separation of the entity from the main partnership allowed the original family-controlled firm to survive the Great Depression. This near-failure ultimately cemented a culture of constitutional pessimism and risk aversion, ensuring that future decision-making would prioritize long-term institutional stability over short-term profit maximization.
- Goldman Sachs16 min
Goldman Sachs at 150: Part 1 – Beginnings (1869)
Founded in 1869 by immigrant Marcus Goldman and later expanded by his son-in-law Samuel Sachs and son Henry Goldman, the firm evolved from a niche commercial paper dealer into a dominant investment bank through a unique leadership dynamic and aggressive market innovation. Pioneering critical financial practices such as the underwriting of non-utility retailers and the development of the Price-to-Earnings ratio, the partners successfully floated major companies like Sears and Macy's while navigating competition from established giants like J.P. Morgan. This strategic combination of calculated risk-taking and client-focused ingenuity transformed the organization from a basement operation into a globally influential institution that maintained its core values despite significant operational changes over the first century of its existence.
- The Economist6 min
Secrets of the deep ocean
Scientists aboard the Australian Government's RV *Investigator* are surveying unexplored Tasmanian seamounts to assess deep-sea ecosystems at depths exceeding 1,000 meters. While Marine Protected Areas established in the 1990s show positive signs of recovery with returning urchin populations and anemones, the data reveals that the foundational stony coral matrix damaged by bottom trawling has not reformable over the past two decades. These findings will guide future conservation policies and promote sustainable fishing practices by highlighting the long-term resilience limits of these unique habitats.
- Y Combinator8 min
Should You Move Your Company to Silicon Valley? - Eric Migicovsky, Pebble Founder
Founders should relocate to Silicon Valley only when physical proximity to early customers is essential, as the region's dense network and peer pressure accelerate product-market fit through rapid iteration and benchmarking against high-velocity peers. While the area offers unparalleled access to experienced talent and spontaneous collaboration, the strategy is complicated by exorbitant living costs, aggressive big-tech recruitment, and significant barriers for startups relying on local customer bases or specialized university research. Consequently, external founders are advised to either spend a year building networks and savings in the Bay Area first or leverage remote accelerator programs to access these critical resources without the immediate burden of permanent relocation.
- Goldman Sachs13 min
Amb. Bruce Heyman and Vicki Heyman: Co-Authors, "The Art of Diplomacy"
Bruce Heyman, Vicki Heyman, Dena Powell
Former U.S. Ambassador Bruce Heyman navigated intense diplomatic friction with the Harper administration regarding the Keystone Pipeline delay, which resulted in his temporary exclusion from high-level Canadian meetings. To repair the strained relationship, Heyman and his wife Vicki launched extensive cultural diplomacy tours across Canadian provinces while simultaneously building "Uncharted," an organization dedicated to promoting the role of citizen ambassadors. Their collaborative efforts culminated in a published book that emphasizes the strategic necessity of the U.S.-Canada border and urges Americans to actively preserve the alliance through shared historical experiences and civic engagement.
- Goldman Sachs14 min
Ming Mei: Co-Founder and CEO of GLP
Founded in 2009 and led by co-founder Ming-Mei, GLP has evolved from a brick-and-mortar warehouse operator into the world's largest logistics solutions provider managing over $125 billion in combined assets. Under Ming-Mei's strategic direction, the company executed a pivotal shift to a private fund management model after taking itself public in 2010, a move designed to support its complex global expansion into emerging markets and technology-driven supply chain services. This transformation leverages early real estate insights and a "minimized regret" decision framework to deploy capital across diverse geographies, effectively turning physical infrastructure into a platform for financial innovation and operational efficiency.
- a16z7 min
Why Your Mortgage Is So Complicated: The History and Opportunity of the Modern Mortgage
Following the Great Depression's widespread defaults, New Deal reforms replaced volatile balloon-payment structures with the modern fixed-rate mortgage and established government-backed entities like Fannie Mae and Freddie Mac. The current 2018 industry structure relies on a fragmented chain of intermediaries, including national banks, brokers, and servicers, where single loans involve dozens of parties and generate significant fees through complex securitization. Critics argue this 100-year-old model is inefficiently expensive, suggesting that removing unnecessary middlemen and digitizing manual processes could substantially reduce consumer costs.
- The Economist8 min
Why India’s election has stoked conflict
India's 2019 general election centers on Prime Minister Narendra Modi's BJP party leveraging rising Hindu nationalism and a recent military conflict with Pakistan to reframe the contest as a defense of cultural integrity against terrorism. This political strategy coincides with intensified enforcement of cow protection laws that has fueled communal violence, economically marginalized Muslim communities, and driven a shift in voter sentiment from economic modernization to security-focused nationalism. Consequently, the election serves as a critical juncture determining whether India will sustain its historical secular traditions or pivot toward a state defined by Hindu nationalist governance.
- Goldman Sachs13 min
Hugh Herr: Co-Director of MIT Center for Extreme Bionics
Biomechatronics engineer Hugh Herr redefines disability as a technological failure, predicting that human augmentation will eliminate the concept of disability within a century while enabling synthetic parts to merge with the nervous system. His expert testimony successfully challenged the Olympic ban on Oscar Pistorius, a victory that foretells a future where bionic athletes will likely outperform biological ones and spawn entirely new sports categories. Beyond competition, Herr advocates for robust policy to manage the risks of direct neural interfaces with AI and emphasizes that emotional intelligence and fearlessness are the essential drivers behind innovation and human resilience.
- a16z19 min
Everyone is an Analyst: Opportunities in Operational Analytics
Digital transformation is shifting professional work from manual tasks to operational analysis by automating data collection and enabling immediate decision-making through self-service tools. This transition creates a market opportunity for new platforms that replace slow legacy systems, offering real-time analytics to non-technical users in tech-phobic industries like construction and manufacturing. Companies such as Mixpanel, People.ai, and Samsara are capitalizing on this shift by building specialized, role-focused applications that directly link data insights to core business metrics like gross margins and operational efficiency.
- Goldman Sachs18 min
Joseph Tsai - Co-Founder and Executive Vice Chairman, Alibaba Group
Joseph Tsai, David Solomon, Joe Tsai
Goldman Sachs hosted its inaugural "Business & Investing" event in China, featuring a strategic discussion between CEO David Solomon and Alibaba Executive Vice Chairman Joe Tsai. Tsai detailed Alibaba's evolution from a small Hangzhou startup into a global powerhouse, highlighting its defensive expansion logic, proprietary technology investments, and the unique 40-member Partnership system designed to preserve corporate culture. The conversation also offered actionable guidance on scaling entrepreneurship through mission-driven focus, leadership humility, and long-term talent development.
- Goldman Sachs12 min
"Catch-Up With David": with Goldman Sachs’ Head of Global Consumer Business Harit Talwar
Launched two years ago as a digital storefront for consumer financial services, Marcus operates with zero physical branches to serve four million customers while targeting twenty million Americans with high-interest debt. Under the leadership of Harry, who combines global market creation experience with strategic oversight, the initiative leverages Goldman Sachs' capital and risk frameworks to offer loan refinancing rates three to five percentage points lower than existing credit cards. Despite facing cultural friction between the firm's demand for perfection and the entrepreneurial need for progress, the venture aims to evolve into a shareholder-atttractive business serving tens of millions of consumers within the early stages of its digital platform expansion.