tv Bloomberg Business Week Bloomberg January 21, 2017 3:00pm-4:01pm EST
carol: welcome to "bloomberg businessweek". i am carol massar. all of and i'm oliver renick. carol: in this week's issue, the d.c. lobbyist selling access to the white house. oliver: the hacker that promises to deliver technology to third world countries comes crashing down. carol: deception at europe's most important bank. oliver: all that ahead on "bloomberg businessweek". ♪ carol: we are with the assistant managing editor jim ellis. you talk about walter shaw junior. >> he is the head of government ethics, the office of government
ethics. he is in an awkward position because it his job to make sure that politicians behave and talk about their conflicts and is sort of let the public know what is going on. he is in an unusual edition because donald trump, unlike any president in modern times has basically kept quiet on many of the entanglements he has in the business world. that has put him in the unusual position of saying, mr. president-elect, you should do this, and the president-elect ignoring him. that has caused him to publicly say this is not a good thing and undermines the whole notion of the open skies, clean air we do in politics, and that has gotten him in an awful lot of trouble with republicans. he has been vetting quite a lot of nominees, and because of the wealth of a lot of the nominees,
it is taking a lot of time, but they compress the time to do it to the point where people are having confirmation hearings before they have been completely vetted. it is an unusual situation and he has run into a wall with the president-elect saying he does not have to be subject to the same law, which is true. but should you abide by the spirit of the law and make sure you have the trust of the voters? oliver: let's talk about a story in the market section, how banks identify rogue traders using a bad behavior index. >> it is interesting because it revolves around a company using machine learning which is essentially artificial intelligence to look at the trades that that actors and financial services have. they have assembled a huge database of people who have done bad things, financial fraud, swindles, violated rules and they put it into a database and had the computer start thinking about the profile of what a bad person is.
they compared that to the behaviors of people who work at financial service companies and are able to assign an index score on how likely you might be to be a bad actor. certain things we think of his good behavior, people who work all weekend, people who call their coworkers in the middle of the night, people who always seem to be around, often those are signs that there is some reason to take a closer look at a person, so that is what things like this catch up on. carol: i love that. let's talk about the cover story, which is about deutsche bank. it takes a look at deutsche bank's culture through a relationship with another old bank. >> it is a strange and fascinating and still ongoing story about the bank's involvement with an italian bank, which i have butchered on
the pronunciation. it involves a story that comes from a single trade where they have to construct a trading system where there was a gain and a loss so that monte dei paschi would not have to recognize $400 million in losses on its books. that's the kind of thing you pay investment banks to do, but there was internal dissent at deutsche bank that maybe we are skirting the line here on what we can construct for them, and one of the people who was against this inset being found dead. oliver: it is an ongoing place with a lot of complexities. we dug into the details. >> this is a story about how the world's oldest bank, monte dei paschi, a bank in tuscany, ran into some trouble and how
deutsche bank, germany's biggest bank, help them to get out of that trouble, and what is interesting is that it opened a window into really one of the trouble spots that investors are concerned about in europe, which is not so much the little bank in italy, but what we learn about deutsche bank through this one deal that has turned into a legal case and scandal in italy. carol: it is really about the culture of deutsche bank, and by digging in to its relationship, you do learn a lot about deutsche bank. tell us about the relationship between these two and how that tells you more about the risk culture at deutsche bank. >> exactly. the approach we took is a historical thing, what happened at deutsche bank through the decades as it built up risk. deutsche bank used to be a
lending bank, and starting in the 1990's, expanding in the u.s., build up its risk, doing derivative deals, buying investment banks to compete with the big global investment banks, and that leads us to the early 2000's where monte dei paschi after hundreds of years, a 500 year old bank, decided it wanted to expand and starts buying of bankshares and needs to generate cash off of those and made a perfect match and deutsche bank. deutsche bank was able to do a complicated derivatives deal that instead of sitting on the shares, they were able to get cash out of them, but it was a bet. in 2008, that bet went bad, and deutsche bank was in a perfect position to sell them in another
deal. carol: it was essentially a derivative bet that the bank made. explain this trade, because it is fascinating. >> it is a simple trade to became complicated. actually monte dei paschi was sitting on these losses that were growing every day towards the end of 2008. in october, it was 180 million euros, and they were going to have to report their earnings at the end of the year, and the guys at deutsche bank that new about this deal came to them with a proposal which essentially said we can give you a winning bet and a losing bet, and right now you can extinguish the loss before you have to report your year end earnings, but we don't give away money here. you have to pay the losing bet, and that is kicking the can down the road. you can't just sell a bet that has no risk in it, so they start with this simple thing, we will give you money now, essentially a loan, and you don't have to report it and cover it over
years as a loss and never have to tell investors, but we have to work some risk into it, so there is some financial engineering, that they got a to the finish line in 2008, and if it hadn't been for a whistleblower a couple of years later, no one might ever have known about it because they made 230 million euros in this one trade by pushing the accounting of it down the road, perhaps hoping that that would eventually turn around, but it came home to roost, and not only did they have to report the loss and account for it, deutsche bank had to change its accounting for the deal, and now a trial has just started in milan where deutsche bank is a defendant, because you are not allowed to cover up a loss. it's called false accounting. oliver: corey lewandowski is
carol: welcome back to "bloomberg businessweek". i am carol massar. oliver: i am oliver renick. carol: president donald trump 's former campaign manager has a new business. oliver: we talked to politics editor matt phillips. carol: donald trump repeatedly talked about draining the swamp, and yet corey lewandowski is setting up a lobbying firm a couple of blocks from the white house. what is going on here? >> this is the exact opposite of draining the swamp. he is filling the swamp.
this is actually draining the swamp because they are the outsiders. they are doing away with the establishment, and corey lewandowski, who was trump's campaign manager in the first half of the campaign, was a pretty controversial guy, had some sharp elbows, dustups with reporters. he left the campaign to be a cnn contributor. critics said he was a trump circuit on air. he has since started his own lobbying shop called app -- avenue strategies. it is literally two blocks away from the white house. standing in his corner office, he can point out the window and say there is the president's bedroom, so that proximity not only suggests the physical access he purports to have, but actually his ideological proximity to the man. his or loyalty is 100% to donald j. trump the man, not
washington. oliver: that is essentially his value add, what he presents to potential clients, he knows trouble personally, but also will basically standby and only work with people that can further some of the ideological principles donald trump has campaigned on. >> that's right. they are very direct in the way they describe what they will be doing. their loyalty would not necessarily be to clients. their loyalty will be to the trump agenda, and if you are not on board as a company, then they don't want you. they said we will not waste your time looking for a maybe. if you are not into this, we are not into you. that is a backwards way of thinking about how blogging has worked for decades. a lot of the established lobby
shops are bipartisan, a republican and a democrat as your principles, and it is a one-stop shop where no matter what kind of company you are, you can find somebody who can give you access to capital hill. that is not what they are about. their loyalty is to donald j. trump and his agenda. oliver: speaking of donald trump, in the global economic section -- carol: the qualities political candidates share with trump. oliver: who right now is sort of leading the race? who are the top candidates for this election that will be a couple of years down the road from now? >> with this spontaneous poll, you ask them who they will vote for without giving them options, the number one is lula, which is something of a signal that his workers party has difficulty in finding new stars in political
renewal, and then number two is a deputy from rio since 1990, a former army official, parachutist, and he is sort of similar to a trump phenomenon. he says things that are wildly inappropriate. he told a fellow lawmaker twice in congress that she was not worth raping. he later said that was because she was ugly and not his type, and that it was sarcasm. he said that the military dictatorship made one big error, which was in torturing them rather than killing them, so he says these things that are incredibly off-color, off mark, and still his popularity grows. oliver: that is the bombastic
version. the celebrity version, tell us about him. >> he is the mayor of sao paulo, brazil's biggest city. he was once host of the brazilian version of the apprentice, and he has shown himself to have something of a flare for showmanship. in his first couple of weeks in office, he put on a street sweeper's uniform and was out there pushing the broom. and he is also, he has published a couple of wealth books, how to get rich quick, and has an affinity for cashmere sweaters. he is very well healed candidate
that managed to win over the poor too. carol: you do have a lot of neophytes out there. you also have a plastic surgeon that is well known. this speaks to what? the general malaise in brazil? whether you look at the economy or corruption, people have had enough. >> that's right. you can see it in the poll numbers. you look at the congressional disapproval rating, the highest in history, almost 60%. you have the president with a near 10% approval rating and they are trying to push through reforms that people are strongly opposing and that they did not vote for because the vice president took office after the impeachment, so you see this
opposition to the establishment politicians, and at the same time, these politicians are trying to put through reforms that they say will restore brazil to growth. in the meantime, limiting expenses on government spending isn't popular. oliver: up next, donald trump surprise attack on drug prices, but what can he change? carol: what it is like for a top ceo to go to the mayo clinic. details about the executive health program. that is next. ♪
a.m. 960 in the bay area. oliver: and in london and in asia on the bloomberg radio plus app. in the companies and industries section, why the pharmaceutical industry gets most of its profits in the u.s. carol: and why that could change under president trump. >> we saw a right after the election results came in that while tech stocks surged, and this was on a combination of things, expectations that obviously they were worried about hillary clinton and some pricing control that she might have brought in. she had actually propose some of that, and also the allowing of these tax holiday so that drug companies could bring in dollars from abroad, but since then, we have seen a bring back from those high expectations as there has been a lot of uncertainty about obamacare and tends of millions of people thrown out of
their insurance, also questions about medicaid that are related to that, and of course there have been major concerns because we have heard trump now on multiple occasions say he wants to rein in high drug prices. carol: the drug industry is getting away with murder. >> yes. trump has a way of putting things. we don't know what that means. the truth is that during the campaign he wasn't exactly kind to the drug industry either. he said he wanted to negotiate with drug companies. he said he could save 300 billion dollars, which is an impossible number, so he was making some impossible promises there, but he was saying these companies were getting away with murder and he wanted to cut back on drug prices that the u.s. was spending. oliver: do we know what to expect in terms of sectors, drugs, or companies he might find particular the egregious? >> we have not seen that yet, and of course we don't know what
kind of levers he can pull beyond twitter in order to target specific companies, but there is no question that people are worried that some of these high price to drugs that help where diseases that can cost hundreds of thousands of dollars a year, that could be something. we don't know what he could do if there was another situation like the epipen situation when they were raising the price of this old medication. carol: we have donald trump saying i want to get drug prices down. that has been a major theme for him. you break it down and ask a couple of questions. trump has talked about drug companies would having to bid for business with the government. what exactly does that mean? >> right now, medicare part d, drug program for seniors which
went into law in 2003, the government cannot bid for drug business. it is basically farmed out to many different private contractors and businesses, so there is less leverage they have over drug manufacturers, so what he may be proposing is something that we have also heard from democrats, which is that the entire federal government can together try to force price concessions from drug companies by having a giant chunk of billions of dollars in spending on drugs a year, use that and have leverage over drug companies. carol: to change that policy, congress has to say let's do that? >> that's right. there is a 2003 law to prevent specifically the federal government from negotiating together as a bundle and having that huge leverage, so they need
congress and especially the powerful republicans in control in congress to get on board and reversed their position in a very big way, and they would also have to give the federal government more than the power to negotiate. they would have to give it the ability to say no. the real reason truck prices are high is because there are monopolies, and when you can't say no, you don't have leverage. carol: in the health section -- oliver: how ceos get treated in exclusive hospitals. >> these are called executive health programs. if you are a busy ceo, you don't often have the time to schedule all the apartments you have to schedule, so these executive health programs allow you to take almost every test you would want to take in a two days span. carol: how much does it cost?
>> it is $5,000 out-of-pocket. as a percentage of total pay it is a worthwhile expense for these companies, but does not include food, lodging, and airfares. if you were to pay for those individually, it could add up. oliver: tell us about sam grobart's experience? carol: what test did he get? >> he went through hearing test, blood tests, general medical history, and what sam found was that a lot of the tests he got were because of the convenience factor, doing all these things at once is great. when you're at a place like the mayo clinic, you feel like you are under the supervision of a really good doctor, and that peace of mind is 50. carol: companies want to know they have a healthy ceo or what have you, and it is also a
profit center for the hospitals. >> it is profitable for their balance sheet because they are generally dealing with healthy patients. you don't want to not do this and discover something later, so everyone wins in these situations, which is why they are proliferating, not just the mayo clinic. there are also satellite offices available. oliver: you get a result. if it is paid for by your company, what obligation do you have to share that? >> you can share the full results, but you don't have to. they are private for you. most people basically give the mayo clinic the authority to tell the companies that they passed or failed. oliver: up next, the hacker who caused and international incident after failing to deliver on promises. carol: plus, mark zuckerberg overhauls his public image, and what that might tell us about his future. ♪
oliver: welcome back to "bloomberg businessweek". carol: in this issue how , technology is allowing the disabled to become as productive as other workers. oliver: the blossoming industry after edward snowden's revelations. carol: what might be mark zuckerberg's next act after facebook. oliver: all that ahead on "bloomberg businessweek." ♪ oliver: we are back with the assistant managing editor jim ellis. there are a lot of good must reads in the magazine. let's start with the opening remarks that cast a profound light on technological
advancements and what it can do for individuals. jim: this is an essay talking about the writer's genetic degenerative eye disease, and so he is losing his sight, and he has gotten to the point where he has no night vision and has difficulty even seeing his wife from six feet away, but what he has discovered is that the march of technology nowadays has allowed him to function in a way that even 10 years ago, a near blind person could not. he is able to use technology from tablets, from his ipad, from a cell phone to read, to be able to translate things from emails, to basically do a lot of things for a lot longer than his doctors really thought that he would ever do when he was young.
when he was young, one of his doctors told him that maybe you ought to look for work that does not involve seeing. carol: good luck with that. jim: yeah. carol: it is fascinating. because we spend so much time looking at the labor force and we say that technology has wiped out these jobs, shame on robots, but here we show technology has helped make an individual very productive. jim: this is the flip side of it. this argument is when we end up , with an older population when talent becomes more of a commodity that we are lacking, that being able to engage in people often who would have been thought of as disabled back into the workforce and get them to participate and contribute, that is a good thing for technology and something we ought to applaud. carol: exactly. as you said, it is a moving story. let's talk about global economics. there is a story that looks at saudi arabia and its conflict with yemen, and you would think saudi arabia has lots of money
, lots of weapons, that this conflict would be done, and yet it rages on. jim: that is a surprise to a lot of people. saudi arabia is the big guy in the middle east, deep pockets, huge assets in the sense of both oil and the ground and financial assets all over the world, and what has happened is they have become enmeshed in conflicts around the region, trying to become the big guy on the international stage, and boy, have they gotten into trouble. i mean, they have become mired in yemen, and even though it is one of the poorest countries in the region, they cannot make military headway. that is a problem. -- backedalso that forces in syria that have not been particularly successful either and people thought they have all this money and it won't be a problem. what is becoming a problem is because of the people they work with, a lot of the allies of
saudi arabia are starting to say, well, maybe we don't want to help you out on arms because there is a lot of dirty fighting going on here, and that has put the saudis in a position they are not used to, which is not being in control. oliver: of course, this is compounded by entanglements at a past coupleor the of years cash flow is dwindling. jim: because of lower oil prices, this is a time from the saudi perspective that they have had to come up with austerity measures. they put certain ministers on pay freezes. they have done things that you never would expect in a country that rich, but they have already been in the process of trying to develop non-oil businesses, but boy, being involved in international entanglements that hurts your standing and your pocketbook is a bad thing. oliver: speaking of international entanglements,
there is an incredible story, one of the features this week, cyber warfare and hacking. jim: it is a world that we normally think of as james bond-ish, but real for people who are good coders to go out and say what is in this for me. they are finding after the snowden incident that lots of governments, often shaky governments, would like to have the ability to use cyber world to control things come a weather -- things, whether it is controlling the phone network or the mobile phone network in their countries, whether it is being able to control and hack into other people's computers, they want to do that from a government standpoint, and we look at a guy who built the business around trying to promise that. unfortunately he did not have all the assets there, and that was trouble. carol: it was a crazy story. robertson is the reporter
on the story, and we talked to him. in august, i traveled to new delhi to meet as cyber arms dealer. as many listeners will know, any of these arms trafficking markets are very underground. you know, they are very opaque. and people involved in them don't like to talk about what they do because they are doing business with governments around the the world. many places where maybe they don't want to be seen doing business. so i traveled to india with the idea of meeting with him. he agreed to meet and had agreed to take me on a tour of some of the places where he grew up, and he grew up in new delhi, just outside. and the idea was to get some color and a sense of where one of these guys comes from. after i landed, i learned that he was more than just a cyber arms dealer. he was involved in this crazy story and west africa, the cyber arms deal that went as wrong as you could possibly imagine.
and then we stumbled into this really rich, vivid, and terrifying story that unfolded over the next 3-4 days i was there, and what it does is it shows the danger of doing business, whether it is physical arms trafficking or digital arms trafficking in some of these dangerous parts of the world. carol: there are a lot of details that go into your story. we cannot cover it all right here. -- gist of the just this crazy deal that happened. jordan: sure. the gist of it was that he had a scrappy, up-and-coming arms dealer, he tried a number of ways to get into the industry and none of them were particularly effective. he tried training courses. teaching people how to be hackers. he tried selling individual computer exploits. that is a really hard market because software companies fix these problems quickly. in 2014, it was the culmination of his vision, which was to sell software to governments to help
hack their political opponents, terrorists, whatever, and 2014 was a big year. he rented a booth at this big government surveillance conference, and he gets his biggest client, bigger than he could ever imagine, the mauritanian government, a representative comes to his booth at this government surveillance conference and they start talking about seven-figure deals for this technology. manish kumar was more than happy to promise them the world with his technology. this was more money than he ever expected to see in his lifetime, and before he knows it, he's flying to mauritania, meeting with the president, and he is arranging this $2.5 million deal. and that from their went -- there went horribly wrong. oliver: what exactly did they
want? what did he deliver? and is that with a misalignment -- is that when the misalignment came into trouble? wanted hisy software, hacking management tool, identifying cell phones on a target network and identifying suspicious people, people using encrypted applications, people using secure video chats, anybody who looked like they could have something to hide from the government, which as we all know can be legitimate. you know human rights activists, , journalists, lots of reasons using did -- did communications, -- cryptic communications, so they wanted that, to be able to identify people inside mauritania using these encrypted applications, but most importantly, they wanted to be able to hack these people, and he was promising them a silent sms exploit. what that does is allow the government to silently send a text message to a target's phone, opened up malware and infect the phones without the
users doing anything, and that is a hugely valuable capability, and that is what the government wanted. oliver: in the technology section, why mark zuckerberg need someone us to run his facebook page. carol: you write about mark zuckerberg's image on facebook. it has kind of evolved over the years. >> he has taken control of this image. when we thought of mark zuckerberg around the time of facebook's ipo, we had the image of jesse eisenberg in the social network, right? we had this kind of nerdy, awkward person, and since then, we have seen him take charge of his posts to the public, his interactions with the public. he is now coming across as this lovable visionary tech guy who is a family man, who cares about global causes, who cares about curing disease and helping fix education systems. we have seen this evolution and
this emergence of likability and -- in zuckerberg that has been interesting to watch. carol: it is a casual occurrence too, isn't it? sarah: no, he has quite the staff helping him at facebook. there are about a dozen people that make sure he doesn't have harassing comments, a higher follower count. it is an internal operation, 7-8 people working on communications for him. this is a strategic decision by zuckerberg to frame his relationship with the public, and he is turning into more of a politician than we have seen in the past. mixed his posts from his personal life with posts about his business, world issues, and it has cultivated this personality that people are
♪ oliver: welcome back to "bloomberg businessweek." i am oliver renick. carol: i am carol massar. in the companies and industries section, amazon is experimenting with delivering groceries. oliver: we spoke with the reporter. >> the food stamp program was looking to pilot the ability to use food stamps and snap benefits online. amazon and other grocery stores have gotten in. it is a limited program and a limited number of states, but the big thing is amazon is pushing harder after the grocery business and connect with customers who might not be amazon customers at the moment, low income, using food stamps, and now they will have the
ability to go on amazon and buy groceries. you have to think that amazon is pulling these people into the fold. oliver: it is a pilot program, so amazon is one of the pioneers. why did they find it important to get in from the ground up? craig: amazon is going after the grocery business. the food area is one place where e-commerce has not taken over. you think of books, electronics, a lot of stuff people by online right now. groceries are less than 1% of the market, and it is huge, $1.3 trillion, $800 billion on just food, and people don't buy food , for the most part online at , the moment. amazon is building grocery stores, experimenting with models, like amazon fresh. but now they're saying, we will build stores where you can pick amazon, order it from drive-by and get it on your way home and pick it up.
the big take away is amazon is coming hard after the first of business, and now low income customers. carol: i think about walmart, because groceries are an important part of walmart revenue. craig: that is right. more than half of walmart's revenue, and they use food as a way to get people in the store. carol: the margins are not great. craig: right. very thin margins. the only way it works is by getting regular customers coming in week after week. walmart uses it to say come in for this steak, maybe you will buy a tv or a t-shirt, so amazon is saying the same thing. they will get food customers in, and you're on amazon, so you start browsing. this is a big step because you hear about the bifurcation of the american consumer, high-end, on the low end, the middle class being hollowed out. amazon is on the high-end, snap on the low end, so here comes amazon. carol: amazon prime, $99 to -- a year, it is seen as a
high-end consumer, so this is a new market for them. craig: that is right. maybe they shop at walmart, dollar stores, price-sensitive. they might have $20 to buy on groceries and go to the dollar store so they can parcel that out. but that is a group of people that maybe do not shop online, they are reluctant to pay delivery fees, because they are price-sensitive, and now they can use snap online. oliver: in the technologies section, a new and aggressive approach some tech companies are using to build a diverse workforce. >> this engineer, she was the first in 2013 to come out and ask both her tech company, pinterest, and other tech giants in silicon valley, what percentage of your software engineers are women. it had been something people have been talking for a long time about promoting diversity, , especially engineering, but there weren't really numbers and
we did not know what percentages of the work force were black, latino, women, or other groups not well represented. oliver: ok. so a broader transparency to something where transparency needed to be, then from there, some of these companies started setting goals on what they wanted to accomplish. how are they doing accomplishing these goals? ellen: yeah, it has been really interesting to see how they respond to the demographic data. a lot of companies came out and said here are the numbers, not so good, here's how we are working on it. and we will do better. and a couple of companies including pinterest and twitter, , came out and said not only that, but we want to set goals for next year in 2016. we want to make sure that 30% of our engineering hires are women, and that was big because it sets a strong need to really make changes that are going to get
close to that goal. and what we saw with pinterest is they set goals around women in engineering and underrepresented minorities in different roles that the company has. they did not meet the women in engineering role. they aimed for 30%, and they only had 22%. for next year in response, they lowered their goal from 2017 from 30% down to 25%, so they actually changing or lowering their expectations. carol: companies are trying to create more diverse workforces. i mean, you even talk about companies using blind hiring, stripping off the names and faces from applications, and yet it is hard to create a diverse workforce. they are not having that much success. ellen: yeah, i think, there are two schools of thought on how you might approach a diversity effort within your company. a lot of companies are going for
this blind approach where there are a lot of different ways to do it. maybe you do coding interviews where you do not see the person's face, but you are sharing your screen, or like you said, they remove names and pictures from resumes, or they try to remove details about candidates that might bias interviewers or recruiters early on. and then on the other hand, you have companies that are actively these to go for some of and maybe even and maybe even g candidates and extra value in how they are evaluating them if they come from a particular background. some feel blind hiring is not doing enough, and others feel affirmative action hiring has a lot more baggage associated with it. what is tough to say actually is companiesnies, or trying either of these, that there are struggles. there is not an easy answer. oliver: up next, a venture capitalist creating jobs and
♪ carol: welcome back to "bloomberg businessweek." i am carol massar. oliver: i am oliver renick. you can also catch us on the radio on sirius xm channel 119. 1130. am 960 in the bay area. carol: also in london and in asia on the bloomberg radio plus app. in the features section, instead of reviving old jobs as trump promised. oliver: one venture capitalist is trying to say rural america -- save rural america by creating a new one. >> he is only 32 and one of these mature millennials with glossy academic credentials, a masters from oxford university.
in high school, he was in the academy where his dorm proctor was mark zuckerberg. and since he has graduated from college, ross has been working to develop businesses and some of the places that ultimately helped to elect donald trump, red state, rural america, and he started a venture capital fund called village capital, which has backing from big names in tech to provide early capital for businesses that can develop into something that provides jobs in these areas. carol: this goes to his thinking , peter, that he does not think there is a lack of skills, but rather a lack of opportunity, so he is trying, with money, to support startups that can provide opportunities for people. peter: right. his idea, he has noticed that silicon valley can be very insular, and he pointed out of
the $60 billion in venture funding, 90% went into states that backed hillary clinton, so he put most of his money and -- in states that voted for donald trump, into indigo, which can be turned into natural dye for blue jeans. and he told me about a company in kentucky that turns a fish asian carp, into a gourmet fish you can eat. oliver: it seems like he has a rigorous vetting process for ,ompanies that he invests in yet they are unique and off the, offbeat, so how is he able to find those people in those areas that are underserved by the investment community? peter: it is a unique process,
one that he really traces back to a year he spent in india working on micro-finance. he noticed the village banks in india were making some progress by the small loans that would go to local entrepreneurs, and the loans were chosen on the basis of other entrepreneurs making a decision, mostly women in the small villages, and he notice d that when other entrepreneurs rated other entrepreneurs, the businesses seemed to do well. in silicon valley, you have this closed network of people looking for the next snapchat and chasing trends, and his idea was to hold contests throughout the country and go through a regress -- rigorous process of winnowing the ideas down and having others rate them. and he has put money into the ones that won the contest. carol: "bloomberg businessweek" is available on newsstands now. oliver: also online at
bloomberg.com. what is your favorite story? carol: i like the story on brazil. it has a history of unusual elections. including a cloud and -- clown and a monkey coming into the election process. and they also have an upcoming national election in 2018, some interesting neophyte candidates are starting to get some momentum, and some have traits similar to donald trump. i just feel like this story is a reminder of the pushback we are seeing by voters around the globe against the establishment , it is playing out in brazil. and around the world. what did you like? oliver: i'd like this story about deutsche bank. it is a complicated financial situation, so very entertaining to read. a lot of people involved with it. also, the hangover from the financial crisis that is still very much with us, ongoing court cases, investigation into the background of some people being nominated because they worked on wall street at that time, and it goes to show you how far the effects of wall street goes.
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