fastestoped the world's mainframe computer, faster than anything ibm had. at the next stop, we built the world's largest digital data storage system. then on to precision instruments where we built an even larger storage system, this time using lasers. i was the vice president in charge of software development. it was all very cutting edge and challenging and cool. i liked my work most of the time but i did not love it. i searched and i searched but i just could not find a software engineering job that i loved as much as i loved sailing. create one.o i put together a plan to start my own company. that way, i could completely control my work environment. i would hire the most talented programmers i knew and we would all work together. on the most interesting and challenging software projects. my goal was to create the perfect job for me, a job i truly loved. i never expected the company to grow beyond 50 people. maybe i really did lack ambition or vision. i don't know. it was a long time ago and i was very young. oracle employees who wanted to 50,000 people.
and one of my favorites in the 1990s when ibm tried to cut its older workers benefits, employee little a blimp over a football stadium saying "they stole my -- isn, is your save yours safe?" faced with a bad campaign, ibm actually changed its practice for a lot of those employees and congress ended up changing the law. think the facts, the solutions, but think creativity. today especially in this market it's more important than ever. so now let's move to the present time and see what we are doing now. as you can imagine 40 years later, the retirement landscape has changed and there are more challenges than ever. at $16.5 trillion -- oh sorry , about that i went the wrong way. trillion, pensions are one of the largest sources of -pension capital. as taxpayers, we subsidize the private system of pensions and 401k to the tune of $240 billion so you are sitting here and listening to us and saying with that much in the system it must be doing a great job for people. well it isn't. while policymakers talk about the budget deficit in this country, there's little talk about a huge and growing
you have corporations like ibm and at&t and such that file corporate tax returns. you have partnerships and trust and the like. you have employers who pay payroll taxes, file hundreds of millions of you have brokerage forms that one and 90 nines -- 1099 stocks and bonds. my question is, why hasn't the press put cruz's feet to the fire on a statement that he is going to abolish the internal revenue service? host: who are you supporting a republican primary? caller: i don't know yeah. host: craig dunn, go ahead. guest: this is another one of those issues that campaign -- that candidates make on the campaign trail that the reality may be greater than the campaign. that 30 years from now, we will have the irs no matter who is elected president. you are going to be around. -- they are going to be around. i don't think we have to have revenue. there will be those who always try to avoid that revenue collection. just for that reason alone, you will need the irs. the size might be arguable. here we go with a simple filing status that would require a flat rate tax that you
our partners these days include respected organizations like ibm, philips, johnson and johnson, amazon, linked in, academic institutions and the best medical schools in the country's and other federal agencies and many more. it's why we are working collaboratively with world-class institutions like usaa, cleveland clinic, wegmans, starbucks, marriott am a ritz-carlton, nasa, kaiser permanente, hospital appropriation of america, virginia mason, the department of defense and gsa among many others. it's why we are consulting and listening to experts good advice on our transformation. i set up a my va advisory committee called m-vac which is a diverse group of veterans, medical professionals, experienced government professionals and advocates. we meet once a quarter in the give us advice and we follow their advice and we are very transparent with them as to what we have done well in what we need to do better. for employees serving veterans, growing a high-performance organization means intellectually equipping more and more teams to dramatically improve care and service delivery to veteran
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