Charles & Chase Koch on How They Quietly Built a $150B Empire

This will be put out at the all-in interview, so I'm really excited to share this conversation with everyone on the world, on the internet.

“And to get some time with Charles Koch, Chase Koch, Chase and I have known each other since 2013.”

When we overlapped in the agriculture industry, got to know each other. We've been business partners, and Charles and I have gotten to know each other a few times over the years. I'm really excited for this conversation tonight, so Charles, thank you for being here. Thanks for having us. It's an honor. I'm doing all of you! Every few years a new ad channel opens before the market catches on.

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In Silicon Valley entrepreneurs and even mature company CEOs always like to learn about the story of other businesses and the success of those businesses.

And I've always felt like Koch Industries was that untold story. Probably the most profitable private family on business in the world, maybe I'm off a couple points, but certainly up there. And one of the most impressive business stories because of the evolution of the business, which I'm hopeful we can hear a little bit about how that evolution came to be tonight. And just for some statistics, if Koch were publicly traded, the revenue would put it easily in the top 25 of the Fortune 500. It's a family owned business based out of which atop founded in 1940 by Fred Koch with businesses ranging from energy agriculture, chemicals, building products, consumer products, even cloud computing.

And a very active minority investment portfolio with 120,000 plus employees, that statistic might be off across 60 countries. Very unique operating model, which we'll get into today, including principles around disruptive innovation of the business, reinvesting 90% of profits in new businesses and growth, meritocratic values. And I'm hopeful that tonight we can take an opportunity to hear about the evolution of the business and talk about some of those principles. And maybe we can get started Charles, if you could give us a sense of the scale of the business.

“What are the business lines that you operate today and maybe provide a little more color to those high-level statistics I shared today?”

I can go back through some of the history and the failures and successes, but I'll go through what we've grown since the early 1960s. And then we had 300 employees, now we have more than 130,000, and in 60 countries, and we have increased in value 9,000 times over that period. When did you join the business? In 1961, full-time, my been working. Well, my father, we lived on a farm, and he told me it age 6, he didn't want me to be a country club.

So it made me work in all my spare time, which I hated, and so I was always in trouble.

And so he was kind of tough on me, rightfully so. And that guy he did. Years later I asked him, "Papa, why were you so much tougher on me than you were on my younger brothers?" And he said, "Son, you plumbed more me out."

“When you came into the business, what was the scope of the business? What was the business already?”

We had two main businesses, one was to design and make fractionating trays. That is that separate liquids by differences in boiling points. And then our largest business was a crude or gathering system in Oklahoma. And so my father, I finished a few years earlier, finished MIT. And I was working for Arthur D. Little, then a living consulting firm.

And I was, and you'll think this is a joke at age 25, I was doing management consulting. I have to laugh at the absurdity of that. But they were paying me for it, believe it or not. So my father called me and he said, "Son, I want you to come back and join the business."

So he called me a few weeks later, and he said, "Son, either you come back to run the company or I'm going to have to sell it, because my health is bad, and the companies aren't doing well, and I don't have long to live."

So I agreed, because for a number of reasons, the first one is, I got three degrees at MIT in engineering,

and I sucked as an engineer. I mean, get that, and what's so hard to get through MIT because I was really good at the math and the science and the theory. And I was no good at making or operating things. So I figured out pretty quickly that I wasn't going to make it as an engineer, so I need to be an entrepreneur.

“And because I was good at principles, and that's why we led, so I was always looking for principles that would help me contribute and succeed.”

And that's what transformed our company. So you come into the business a couple hundred employees, you said, a three hundred employees. And how did you think was the mandate to grow the business, was it just to keep it stable? No, it was.

Could I take a few minutes and go through those first two businesses?

First one was making a fractionating trace, designing them. Designing those. We had a president, then, who was one of our principles, you don't want to be. The negative is top down and obsessed with controlling everybody. So he would send out a memos every week demanding on what they spend.

“How did you spend it on? What did you do? What did you do this right?”

So they were frustrated, they started ignoring him. And then the whole culture was protectionist. That is, when they sold the internals for a fractionating tower, they wouldn't tell them the design. And while we needed to know the design, so we can correct it. No, they wouldn't give it to him.

And then what's even worse, just to satisfy the European market, they didn't even build a plant there. They had multiple contact subcontractors, do parts of the tray, and then bring them all together in a symbol with another contractor. Now you can imagine how that was for speed and cost.

So we were losing our ass of the excuse expression. And so I changed the management and changed the philosophy.

Okay, the first thing we're going to focus on is creating value for our customers.

And then the second thing we're going to empower our employees so they want to do this. And the third thing we're going to do a plant, we're going to build a plant in Italy to satisfy the European market, we're going to do it all ourselves. And so we got became profitable. And then we started adding related products.

And I'll get to that later. And so we started growing. Can I ask a question? Yeah. Come in at 25 plus or minus a little bit and you see the problems at the business.

It's not profitable. It's not being well managed. And you overturn the management team. How did you have the confidence at this age coming with the experience you had to take that level of action that quickly? Well, it was life for death.

And my father said you can run this business anyway you want.

“The only thing you need my approval on is to sell.”

He talked me into coming back after I said I didn't want to. Or I wasn't going to. And then in 1970, what really helped is my brother, your brother David joined the business. And then he continued that growth. And then you're now running a profitable operation.

You've got a European business. And at that point did you start to think about expanding into other products and other...

And this is so I was learning all these different principles.

And what I saw we were doing, not here, not just here, but other things, is we were building capabilities. That is, I looked at it. We need to be capability-bounded, not industry-bounded. Like, okay, you could say, to a certain extent, because we were in crew altogether.

We're in the oil industry.

“Oh, that means everybody would say you need to be an integrated oil company.”

You need to be in everything. And I was applying to visual labour by comparative advantage. No, you need to be in the part of it of the industry in the part of the value chain, where you can create more value than others. Otherwise you're going to fail.

And that's what we're seeing happening now. There's more specialization by comparative advantage. And so that's what, so I started this, I created this principle, called creating virtual cycles of mutual benefit.

And what that led us to do is to start this never ending cycle.

Of growth, innovation, success, and failures. And failures that when we did it right, that we learned from, and made us better and taught us better how to apply principles to create value. And we're still going through that. There's a lot of failures.

And that's when you apply creative destruction and you're new things. If you're not failing at everything, you're not doing anything new. Where did you learn that lesson?

“So what was the first major failure that you know, they always say you got a plan until you get punched in the face?”

What was the first punch in the face? Well, I had a bunch of them with, with, with that company. Like I said, okay, we're, when we got into refining, we created petroleum coke. So I said, well, let's come up with a way to use that as base to make activated carbon. And that was a failure, we spent a fair amount of money on that.

And I just, we had a whole bunch of those. And we've had, we've had many more. How do you make the decision to shut it down or walk away? At some point, a lot of entrepreneurs have this problem, they build something. They're too in love with it, and they don't know when to say enough is enough.

Yeah, well, let's, when enough is enough, when we lose our ass enough. No, it's, it's when we decide we don't have the capability to create superior value for our customers. And that we're going to be rewarding for. And sometimes it can be the structure of a, of a business. Like, you know, the company, the case funny, copious, ruptive technology, insight tech.

It's been, it does tremendous things. But it is a structure that makes it hard to make it profitable. And so, so that's the other thing is so, so that's another, these are principles that we've learned. Okay, we didn't apply that. What were the principles that we didn't apply that caused us to fail?

“That's what I mean, we learned from failure.”

So, the business is where you ask the businesses we're in now, and Jason, there's cook people here. You all can catch me up, if I, the ones I miss, but we have engineered projects, engineering construction. We have, we build solar plants. We have commodity trading and distribution. We have fertilizers.

We have refined products. We have chemicals and polymers. We have glass. We have forest and consumer products. We have four different investment firms with different comparative advantages.

And we have electrical products, and we have software systems for management. Dave, let me just hit one point something. No, you got it. You did a great job.

Oh, boy, basically, like eight, eight wholly owned business unit platforms that he described.

And then four investment, different businesses. But I just wanted to kind of really drill a point home. Because when I came out and I started really hanging out with you in the whole tech community and trying to build that network. A lot of people have the same question that you did about who is cook.

You know, it's a large private business, but being in which talking is we don't understand that much about it.

“I think this point that is so different about cook versus almost any other company out there is what my father said.”

And being capability-bounded, not industry-bounded. And, you know, how do you get from a small crude oil gathering company in Southern Oklahoma to all of those businesses that he described? And there's, I mean, the principles obviously throughout which we'll be talking about in this discussion. But one of the absolute core differences is that whole approach to capabilities. And I'd encourage anyone that's in a business and trying to scale.

Think about it from that lens of what capabilities have I demonstrated that I can value to customers?

And then point it at new industries where I can experiment.

This is one of our principles as well, experimental discovery. Not trying to do everything at once and trying to conquer the world, but experiment and test. Does the customer value my product or not? And then along the way, you know, those core capabilities for us started off as operations, logistics, trading, and very early days of coke. That's what we demonstrated.

We were good at. We were getting great customer feedback. But then when we had the capability approach to say, okay, we started in energy, starting crude oil gathering, pipelines, and refineries,

“can we point those same capabilities into natural gas?”

Can we point those into chemicals? Let's experiment there. Can we point those into fertilizers? Because then we learned about natural gas. And then the Georgia Pacific opportunity comes along.

And it's like, hey, these are wood products. It doesn't seem similar to these other businesses, but it's the same core capabilities. We buy Georgia Pacific in a long way. It was somewhat of a happy accident that we started learning about consumer products and branding. So branding became a new capability for coke through acquisition. But it started with, where do we think we can add value and do a good job on that and collect new capabilities along the way?

So I think that's like a really simple way to think about coke. And it's over the course of time, like how we're different. One other thing I'll mention too, because I've been asked many times. It's like, well, so is it sort of like, you know, a Berkshire Hathaway where you have all these different businesses that can glamour it? And I would say, no, obviously Warren Buffett and his team have done an unbelievable job operating the business the way they have.

But we think about our business very differently. Instead of operating them all as independent businesses and almost like in silos, think about it as a Republic of Science. We're not a conglomerate. We're an integrated set of capabilities. It was a fair to say that you wouldn't consider an acquisition or a new business line if there wasn't some relatedness to an existing competency at the company.

It depends. I mean, as you see, when you read the book, we went through one chapter on creative destruction. And what Trump either called all the different ways to do that. And one is to create a new management approach. Okay, that's our biggest one.

So the question is, when we bought Molex, it makes electrical connectors, which is done fantastic. And at first, it wasn't doing great.

So we said, we think if we can get them to apply these principles, it will turn them around and we didn't. The problem when we do that, the tendency is to learn the lingo. And so you can call everything by these names.

“And you still do what you always did. And that's what was going on there.”

And so finally, we got in. No, we had changed the management. And once we did that, and they started applying these principles, they took off another knocking it out of the park. But let me go back to failures. I mean, we're understating our great strength in failures. And that is, I'll give you our worst failures and what caused it. And it caused us by violating the principle of hiring people first on values and second on talent. And what I've, for years, I told people, look, if you want to hire somebody with bad values, because you like them or some, hire them slow and stupid.

Maybe get them to work for our competitors or something.

But anyway, that was huge. And then we made that even worse by taking people who were terrible values and made them leaders. And so what we call that is rather than we want everybody in the company to be contribution motivated. That I want to succeed by contributing. I want to be rewarded for my contributions, not for anything else. And the value I create for our customers or for the future. And so they would, some of these people were destructively motivated. What they wanted was power or control. And they would hide their failures and, and make up their successes.

“And so I'll give you two examples. One goes back to 1973. Remember the war in the Middle East and everything. And they had gotten us into all kinds of wild, reckless trades.”

So that could have bankrupted the company. And then later because I mean much later, so that repetition penetrates even the dullest of mine. So I needed this to happen a bunch of times.

Finally, oh, look at it. I got it. I got it. God don't punish me anymore. Please. My stupid mistakes. So so this was, we, we did it about the same time or agro.

We put leaders in who were destructively motivated and then refining. We got a leader and they were destroying those businesses. And so it didn't almost bankrupt, but it almost wiped out all of Cook's earnings in the late 1990s. So does that give you a flavor? Yeah. So you'll appreciate the spin and ag guy to go a little deeper on what happened in the late 90s in our ag business. We, we called it a strategy that gas to bread spread. So we wanted to basically be in every element of the value chain all the way from pulling the natural gas out of the ground, converting it into fertilizer, making the nitrogen products to grow the crops.

“That would ultimately then end up on the grocery store shelves and be in bread. We got in pizza crust, all this crazy stuff. When you look back and I'm like, what the hell are you doing?”

But it was, it was what you say and is like the like leadership thinking about we can do we can do anything. And if we can like basically kind of control the entire value chain like we can make that successful completely violates probably all 41 principles in in the book right experimental discovery knowing where your capabilities are right people right roles. And so that we, yeah, we called it the gas to bread spread. Some people called the asked to bread spread till. So there's another one in your integrity because they knew there were losses in some of these. And then they wouldn't tell us they wanted to go ahead anyway.

We had, we had a deal with that, you know, like pure in a dog food. So one of the thing, one of the things that was acquired was the large animal feed. Yeah, so hog feed and did no diligence and this is one of our principles to apply the scientific method. So this proved your hypothesis as much as you try to prove it. And, and so we, we closed that acquisition and within days we found out that we had hundreds of millions of out of the money hog contracts.

“We didn't didn't even look at the contracts. So I mean, that's when I think this is a really important for founders that want to grow right you have this grow at all costs mindset.”

And you start not like asking why not. And this is the kind of trouble that get yourself in. So let's go back to the management piece. How do you take these principles, which you've applied successfully to I would use the term iterate because for me like failure is all about iteration to success and finding paths that work.

Finding businesses at work and ultimately finding people that work, but how do you drive that culture that represents the principles?

Because you could create a book and give it to all your employees and say, guys, here's 41 principles. We've sat down, we've thought about it, we've written them, they're going to work. But to actually live them, to realize them, to hold people not just responsible, but accountable to them.

That is, you take everybody in, you give them a big seminar and I go do this. And from Plan A, if you want to read a book that's hard to read, I mean, if you want really hard when you read human action, this is even hard to quote personal knowledge. By Michael Plan A, who was a chemist and then became a philosopher, and he goes through what it takes to develop personal knowledge.

“It's, you have to rewire your brain to have it work differently, right? You have a habit, so you don't need to think about it. And then if you want to change, like, do I brush my teeth first or I call my hair first?”

No, I want to start combing my hair first, and all of a sudden you're brushing your teeth first, and you, because you're not thinking about it.

And so because your brain gets, I mean, you know your body, let's say you're a weightlifting or you want to be a marathoner. Okay, it's going to take work with intensity over time to change your body, where your brain is part of your body, so you've got to do the same thing. So we said, okay, we've got to start with, okay, let's find a group that's really interested in this. They're struggling, they're having problems. And here are the principles, and we'll coach them, we'll help them start doing it, and if they work with intensity on it, and then they succeed, then we don't need shipped to me.

Because then the other businesses in capability says, gosh, I'd like to do that. So you don't need to call them it, then we have more demand for people who can help them.

And the hardest thing is have our people in strategy or our principal base management group who are really good at helping them.

And boy, there are more demand than anybody.

“So the best thing is successful drive social mimicry. You'll see other.”

That's it. Here's another, I take on what he's saying, that I think you like really connects about culture to your question. And that is like the essence of like principal base management and all the principles in this book as well is like what if you could have a business in a culture, small medium or large, where everyone knew what to do without being told.

And so that's like hard to get your head around, right?

Because I think most businesses come at it from top down. There's the iconic leader that's the smartest guy in the room, building the strategy and then telling everyone what to do.

“And so I think one of the most important principles in this that we tell a lot of stories around is to flip that on to it.”

And it's about bottom up empowerment with principles and empowering your, your talent, your team, your leaders with these principles. So so that then you use the collective knowledge of everyone, not a couple smart guys at the top of the company. Most people in most enterprises that aren't owner operators don't want to fail, they want to keep their job. They want to move up the ladder by being repeatedly successful. And if you want to create a culture of creative destruction, if you want to create a culture of failing and learning from failure, it's very hard to get individuals who live on an income on a salary to do that.

Because if they make a mistake, if they fail and then they fail again and they fail again, I'm worried about losing my job. So what you typically see in most scaled organizations is middle management and even senior management when founders or owners don't operate it anymore. Saying I'm going to take the less risky path, I'm going to do the less creatively destructive thing. I'm going to do the thing that's least likely to fail because I don't want to lose my job. I want to keep my job get my bonus move on to your two and go home to my kids in my wife and take care of the family or whatever the family situation is.

That's my, but see, and that's, and that's, that approach creates perverse incentives. And so we try to align our incentives that we want to reward people according to their overall contribution to coax future. So for example, if they have an experiment and that doesn't mean doing this thing in Ag, where you buy all these hogs and you lose hundreds of millions of dollars over what, that's not an experiment. It's an experiment, a good experiment is where the value, what you learn from this is higher value from this failure than the cost of the experiment.

And, and so when we do that and we're, we're evaluating what the person you are building capability for the future.

He said Coke Labs, I want every business to be a laboratory for what we find both to help us source these, these opportunities, these tech opportunities.

And, and then we'll let, we'll, if they're just trying something, we'll try it out in that business and being in all these different businesses that touch almost every part of the economy. It gives us a big advantage in that, so, but that affected the whole culture.

“I mean, none of your business don't you want to be part of Coke Labs?”

We're, we're an experimental discovery group, we're just out of bunch of grunts here, grind and stuff out. Yeah, I think the KDTE examples are really good one because you asked about motivating and like what if you fail and then what if you get fired and all that.

We, we tried to basically take a little bit of the Silicon Valley approach and bring the, you know, of experimental discovery.

You learn more and you can pivot and learn, have a failure, but then now I know what I don't want to do. I'm going to pivot my strategy to what maybe we're going to keep trying as long as you don't go sink the company with some massive bet, right?

“And I think KDTE was a great experience, like I call, you know, when we did that, when we made those first investments, you know this adventure.”

The, the losers fall out first and the winners take a hell of a lot longer to materialize. So if we would have just judged it based on, okay guys, you got three or four years to figure this out, we would have shut down KDTE. Because we, you had, but, but it was that experimental discovery principle and mindset that we applied to it. And oh, by the way, we were learning so much as Coke from seeing the technologies that were coming around the corner that might disrupt our core business. And so we value that learning and we rewarded the people that were bringing that knowledge in.

And if you just look at it on the bottom line basis in the first couple years, they just shut this down, right? But then over time, like all these different things in there, and then the returns are starting to come because we thought long term about it. But it all came from that experimental discovery, one principle, and then creative disruptions, like if we're not in the game on technology, we don't see what's coming. Something's going to happen, especially with how fast technologies moving today.

Some of our businesses are going to become dinosaurs. How much of that risk were you willing to take and did you take on acquisitions? So doing homegrown experiments on new business ideas and strategies and products can be lower cost.

“But if you're going to do an acquisition, do you have less room for what happened?”

How about this? We were a much smaller company, and we bought Georgia Pacific for 20 billion. Can you tell us what Georgia Pacific is for those who don't know? It's a wood products company, and it's got two big pieces to it, building products and consumer products.

It's got a third one, but yeah. Okay, I'm some general. We go ahead. No, no, no, no, no, no. But anyway, but on on that.

So when did you buy it and how big of a betting the company move was that? It was 2005. We were much smaller than 2005. I can't remember how much smaller. It was a lot smaller. It was a massive bet. How did come up? Okay, we were like applying this virtual cycles of mutual benefit. We were saying, okay, what's one of these cycles are chemical process industries. And wood creating the pulp and stuff was, matter of fact, we found in my my father's thesis. He did a study in Maine on this very thing on pulpy.

Yeah, yeah. Wow. So we said, okay, let's look at the, oh, and they were, they were saying they need to spend off some of those parts is the pulping part and we said, okay, let's buy that. And we bought that as an experiment. And we did real wealth with it. Wow, they, they have other because that was a commodity business and they were trying to get their price earnings ratio. It was like six and if they became more of a consumer products, they could get it up to nine. So we proposed, we met with them and proposed that we, we buy the, the commodity part and we'll pay them a high enough price that then they can be all consumer products and get their price.

And so we went home and says, well, okay, what if we just offered the whole thing? And a couple of them were getting ready to retire and the senior officers, so they were really liking it.

“And they were kicked out of all the board meetings from there on, but anyway, so we, we sold them and that was a time when money was tight and stuff. So nobody came in and, and top to us.”

And they gave you just one funny story, we sent one of our people and to be the CEO Joe Mueller who had been president of a company. And, and, and he, they had, it was totally top down bureaucratic. They were, Atlanta, they had this 50 one story building, there's a 51.

You can correct me. That's right. Yes, you got it for help.

And, and you had a private elevator to get up there, and you didn't have to work coden-tie, but you, if you came up to, there's all the management was on this 51st floor. And you had to put on a coden-tie and get permission to come up there. And so Joe immediately kicked them all out when we fired a bunch of them, and then set the remaining ones down to work with their groups, and then regular floor. And then regular floor, and then turned it all into offices, I mean, into meeting rooms open to anybody.

And so that, I mean, you guys, about how you get culture change, a lot of us as signals like that.

“Did they want a bunch of get fired for being so bureaucratic?”

And, hire, I mean, would you say that that business unit operates like the rest of Koch Industries today? Oh, absolutely. You know, I'll just say, like, that is such a rare and difficult thing to pull off. I mean, there's just countless stories of acquisitions, where the acquireer thinks that they have culture, things that they know how to transfer culture. And literally no one seems to be able to do it.

This was one of the insights from Warren Buffett is you find great managers. You let him continue to operate as owners of that business, and they get some profit share or whatnot.

“And they've got a durable mode, so he can make a long-term investment, and he just leaves them and that's what we say.”

That wouldn't work for us as stuff. Let me give another one if I could, that was even more difficult. And that is, sadly, my father died not too long after I came with a company in 1967, and we had owned an interest in a small refinery in Minnesota. And so, but two years later, we were able to buy it, and it was not being operated very well, because the management had let the union control how it was run, and so it was run very inefficiently.

And so the first thing we tried to do is change the work rules.

So they went out on strike, and by the way, that was at the start of my honeymoon. Thanks a lot, guys. And it was violent. I mean, they ran a switch engine and tried to knock down one of our units. They shot high power rifles in there, and they blocked the gates. I mean, it was impossible to get in there. We had to take helicopter, but we were successful in operating without. The union workers, for nine months, bringing people in from other plants, and it operated better than they did.

So finally, we got the work rules changed, and then we said, "Okay, we're going to empower the employees. We're going to change the culture." Now, you think it's Georgia Pacific, it was tough. This was much tougher than that. And so we worked and worked on it, trying to make their jobs better, get their opinions, get them to work as teams, get them to come up with innovations. And when they did, we were boredom, and we got the unions to agree with that. And like one, they said a group of them said, "God, we're buying all these spare parts.

We need..." If you build a machine shop, we can do a cheaper and faster, and they did.

I mean, we're talking about, we're talking about which it's all, we're talking about Minnesota.

“So I mean, we're so proud of what they've done, and it just, it still blows me away how much they've taken these principles to heart and using them, to make that place so it's.”

So we've increased the capacity, tenfold, and it's one of the best refimaries in the country. Pop, wouldn't you say that, I mean, the common theme on all of these, because we have the same story on Molex, you know, similar, but different than Georgia Pacific. This was a technology company, a connector, and a cable and a connector company. One of the largest in the world that makes products, and your iPhone and MedTech products, your automobile. And when we bought that in 2013, it was a paradigm that needed to be changed.

You described Georgia Pacific top down versus bottom up. There was a lot of that, too, but it was top line thinking versus bottom line thinking. It was all about revenue growth, right? This is a technology company, and it was also a public company for 30 plus years as well. Because that's a market reward for.

And so like the whole stock price, the public versus private discussion is interesting here. It's just what we've learned is, it takes a hell of a lot more than you think to change the culture. And almost in every case, but in popped up, if you agree with this, but in almost every case, it requires changing leadership that has the paradigm of bottom-up empowerment, and that it learns and applies the principles. Almost every time when we fail, it comes down to ignoring the principles.

“You can, and that's what the book is about.”

You can kind of reverse engineer these stories like, "Well, we missed that principle, we missed this principle." But it comes down to talent, and the right people with the right mindset. And I want to share just one story with you, that really shows how we apply this at Coke. He talked about our talent, visioned being. You start with basically culture first, you know, skill second, values first, skill second.

I always add a third dimension to that as well, values first, skill second credentials last.

And that is a very different mindset than most companies, because most companies didn't look at it and say, "I want the guys that have the 40 from the Ivy League school and all that." And there's an incredibly smart, obviously, folks from that, but by our experience, and also is one of the reasons why we stayed in Wichita, Kansas, is that we can basically hire the farm team.

“Right, it's that, have grown up on the farm, that have that contribution motivated mindset,”

that worked their tails off, and want to come in to make a contribution as opposed to coming in, expecting all this stuff and coming in with more of an entitlement mindset. So we, in case in point, RSCIO today is James Jared Benson.

He, his first interaction with Coke was based striping lines in our parking lot.

So no college degree whatsoever, but he found his way into Coke because he demonstrated that, "Hey, he knows a little bit about data science and he could help us this is about 20 years ago." And then ultimately, he came in and he proved himself. He was running circles around a lot of the team, and just to, you know, "Hugsby, you shouldn't have bought mindset, adding value. He saw the cybersecurity risk and that wave coming,

built a whole capability to protect us from cyber attacks, and then now he's CIO of the company. Kind of no college degree." So I mean, that kind of mindset in terms of our pallet vision, and like that values first, and someone that just wants to come in, and they, they just love the job, and they want to make a difference. So you actually codify these principles, and everyone at the company has a handbook that

lists them out, and then they're part of the assessment process for quarterly or annual reviews with people.

Yeah, I mean, obviously there's the book, and he's, this is his fifth book, it's my first.

But so, good profit, science and success, we haven't realized it. My best book, because of Chad. We could say Brian, no one did, it was pretty good too. Hugsby, like that. But yeah, no, there is a discipline, right?

And really, it comes down to the leaders taking it seriously, and the leaders first responsibility is to help their people. Okay, I'm going to put my analysts hat on for a second. And I'm going to say, my observation would, I would create a theory. We could test the theory right now, that being in Wichita, being founder or owner operated,

and having this ability to be isolated from a mono culture.

You have to kind of, there's this term that's being used a lot now over socialization.

“You have to operate like everyone around you, or you're not part of the, you have to fundraise in the right way and do these deals.”

You have to hire people this way. You have to do this sort of vesting schedule, this sort of equities to everyone's the same. And if you don't, you're kind of a weirdo, but by being in Wichita, you don't really have that problem, you can think your own way. You can challenge yourselves, you can debate, you can come up with your own principles without feeling like everyone else is conforming to the groups around you. But they can because they're a bunch of Silicon Valley that are, they're a challenge.

Yeah. So they're not all that way. They're not all. Yeah.

“Is it, is it always been a competitive advantage? I mean, did you ever think to move the headquarters in New York City or?”

No, but the main thing in the month, you know, we've never thought of that.

But what we've, sorry about that, I mean, there are advantages of being in New York City. I mean, you have a great mayor now, so they're good to go. But anyway, so we, that's a competitive advantage of us. That'll be a quite, but this is no, but the main, the main threat we've had is we had, so I was at one of the go-pup-takers public.

And I said it'd be over my dead body, and some of them thought that would be a good idea. Just like they're thinking about Trump, whether a lot of people thought still think about it. I get a lot of nice notices of my imminent death. And they say, okay, your brother died, we hope it was, I know it's painful, but I hope it was slow and painful, and I hope Charles is even worse.

That's the kind of crap we get. But anyway, what the biggest is, the push has been for us to go public.

“God would be so much and stuff. And I think our view, we never could have accomplished what we've had.”

First of all, we never would have built a principal-based framework.

And then we never would have been able to pull off this capability-bounded versus industry-bounded. Because then, I mean, people don't understand it. Now, if you're buffed it and you've sold that long, then people okay, but he wasn't trying to integrate them the way we do, no one would believe it. And so what, and that's because you've got to have a story that people, the analysts can understand. Otherwise, we would have a low price earnings ratio.

And so being private, being in Wichita competitive advantages, what about being owner-operated or founder-operated? There's this argument that the best Silicon Valley companies or those who are founder-led for as long as possible, because the founders are willing to destroy the business creatively. They're willing to think about what's over the hill, make the tough decisions, reinvent the company higher and higher as needed, be willing to take the short-term financial loss for the long-term.

You've been able to get that to distill down into the organization. Because that's the thing that most public companies that are not owner-operated deal with. And struggle with is managers that are short-term incentivized and aren't and can't take the big risks and the risks of failure that you're able to embrace. No, but I think it depends on the values of the owners. If one of our principles is that any good partnership of any kind, whether it's marriage, friend, employee, partner requires three things.

It requires shared vision, shared values, and having complementary capabilities that you use to make each other better. And if you miss any one of those, you're not going to have a lasting good partnership. And so I remember I was to the YPO group in Wichita. This was like 20 years ago presenting what we were doing and why. And one of them said, "Well, how do you get that to work in a private company?"

And I answered, "Well, no, it's easier than a public company, just like I did." And then I thought who it was and he was talking about his father. His father was a total dictator. And the no way he could apply any of these principles in that. So in all the matters who the owners are and what their values are.

Can a public CEO that doesn't have a big ownership stake in the company adopt these principles and transform the company?

And that is, I'm going to buy companies and I'm going to take a top price. But what's meaningful to them is they run it. So I'm going to buy it and let them run it. And so that was his, his value that he sold that made him to Minnesota. Well, that, the other one was buying insurance companies.

So you'd have a lot of liquidity to go do all these things. And those two things are what made him successful. Right. Chase, I want to just go back to you're getting involved in the business. Yeah.

We didn't get into that. But how did you get started at Coke?

And were you always a believer in the principles from a young age,

“were you around your organization around your city?”

Yeah. I'm going to chip off the old blocks. Yeah. It took me a while to come around. This is the most remarkable transformation I've ever been talking about.

I'm all, even. This is the pre-mo. Here we go. I'm all evil. Do I get to tell my story?

I'm absolutely bottom to the absolute top. He's blown me on me. He's doing things. I wouldn't even dream of or kept the capability to do. So he'll correct me 10 times as I tell the story.

Well, because you're too damn humble. So I didn't start when I was six. I started when I was 15. So he caught me some slack. But it's because I was a pretty competitive tennis player.

He was naturally right. He was naturally right.

“So he was a pretty competitive tennis player.”

He was naturally right. That's the first time. So, but at 15, I got burned out, you know, tennis, like typical story where I wanted to hang out with my friends. I wanted to have a good time.

I was tired of playing six hours a day. So I started throwing tennis matches intentionally to get out of it. Out of these tournaments. So I go home and party with my friends. And he said, look, you're attitude is terrible.

You can either give 100% on the tennis court and apply yourself. I'm going to get you a job. I said I'm just sick of tennis. I'm done with it. And so I had, his, my, the job was figured out the next morning for me.

Yeah, but it was all my interruptions. Because it's important. He thought he would get a nice cushy job in Wichita. So he got in party with his friends at night. Yeah.

“Well, you know, I'm, I may be old and slow, but I'm not that slow.”

Yeah, he was kicked out of a number of scouts. I was born at night, but not last night. But yeah, so. Probably a parallel story movie that could be made. Yeah.

Oh, seriously. There really is. Yeah.

But basically all my, it was packed for me.

Yeah. And it was thrown in the back of a truck in six hours later. I showed up at a, at a feed yard and I lived in a single wide trailer. The whole summer with with my boss. I slept on the floor for seven days a week.

And just shoveled cow shit and dug post holes. No. And so that was my oil. Yeah. So anyway.

But the, the interesting part of that story, even though I went from literally being like, you know, kind of country club rich kid to, to doing that within 24 hours. It was an absolute transformation for me. The fact that he kind of, he made me do that. And I chose, but I didn't know what I was exactly.

You know, choosing. But by after, you know, I was a month or two into this job. I started like actually feeling like better about myself. You know, it was like I hadn't really made a contribution up till that point in life. And then I'm actually working with a team getting paid minimum wage and working my tail off.

I'm adding value, even though it may be like just menial work. And this is, I go back to a letter that his father, you know, wrote to him and his other three brothers. No, no, my older brother. Your older brother. But that was three months old.

Yeah. This letter about basically like when I pass on, you're going to get what seems to be a large sum of money. I hope you don't squander it. I hope you don't use it for being my hope you actually apply yourself because I want you to feel the glorious feeling of accomplishment.

And it's just, it's really amazing letter.

He has it hung in his office. But, you know, that was the first time I felt that. Even though it was working at a feed yard, I was like, this feels good, actually. You know, I could have gone down the path of, you know, just kind of staying on the tenest circuit. I have no idea where I'd end up in life.

Had I not gone down that path. And so I basically worked every summer for Coke from that summer on. I worked on the gas liquids plan. I worked on our refineries all the way through junior year in college.

But another, so that was an absolute like transformation for me in my life.

“The, let me see, I get one more step here.”

See, he has great humor, which is great. And that is, Chase has, I have this gift for abstractions. He's, he's like his mother. He has a gift for people. He understands people and can rate, relate to him.

And he can go around, like, like, she can or starting barnor who was our president early days who, by the way, was born. His father had run mules in an oil field camp and he was born in a tent in their damn near died. I never went to college. And he could, whoever he met with wanted to do business with us.

And that's the way Chase says he goes around meets these people. And all of a sudden, their friends and they want to do business. And that's true for staying together too. Go people, you think, oh, they don't want these, these capitalists or these free enterprise people to do business with them. And, and he gets them on our side and shows them the value of these prints.

Well, let me, let me make that fair. Whatever you said. No, I mean, that's my job. That's what I do. Now, you know, origination of partnerships and about the time I met you.

“That's what I started, you know, getting into technology and trying to build a new community so that we can access to the most disruptive founders.”

But one quick story I want to tell, because I think it'll be helpful for your audience as well, that we haven't touched on yet, is the principle of comparative advantage.

I've never meaningful like total shift in my job at Coke and my roll at Coke, but also in my personal life.

It was when I was running the ag business. This was, this was later on, we talked about the late 90s, the gas to bread spread and all that. This is a separate business with Coke fertilizer. I spent 10 years in that business, really understanding the operations of a business. I worked in sales and in marketing and the accounting, the finance, like every piece of it, the trading.

And I ran a lot of the smaller business units, but at one point, my boss at the time wanted to add a whole natural gas trading business to it. So he's like, hey, I got to put a parent company called Ag and Energy Solutions. And I want you, I'm going to throw you the keys to the fertilizer business you're ready to run it. So I was promoted to president of Coke fertilizer at that time.

“And about nine months in, I realized that I was not the guy for the job,”

but I walked in my boss's office and fired myself. And humiliating, right? It's like, especially being the boss's son and thinking about, oh my god, I'm a failure. You know, I couldn't make this work. The business was still doing fine, but I wasn't doing a good job as a leader.

And I knew there was someone else that had the comparative advantage to be an a great operator. See, you know, a president type role. And so I learned through all that, he called it a failure. And in that job, that, that I wasn't an operator. And I wasn't an, a good optimization type leader.

And I was a builder. Like all I wanted to do was go work on the innovation stuff. That was about the time I met you and I learned about climate Corp. And all that I just wanted to go focus on that. And to go build this stuff, you know, this whole idea of creative destruction that would disrupt the core business that I was running.

And so that whole thing around, like understanding your comparative advantage, what you're good at and what you're not relative to others. That could be doing that job was a huge deal. And like my hope was that that was a little bit of an example for other, like Coke leaders as well. It's like, if you're not in the right job, like, you know, you don't have to like fire yourself.

But, but figure out where, what your power alley really is and where you can contribute. And, and, and add the most value.

So that experience for me, what was amazing if you look at, like, what happened after that.

We, we got a great president to continue to transform the fertilizer business. It's one of our most exciting businesses today. And we keep growing with it. So that, that did better than it would have done had I stayed in the role. But then all of this led to Coke disruptive technologies, which we talked about,

which is a totally, you know, an innovation platform for Coke to see around corners. So like, that one move made one large business much better and also created a whole new thing, right?

What if that one principal comparative advantage? What if everyone, like, deeply understood that and, and redesign their role to where they're truly, like, in their power alley? And what, what, what, what are the results of the business if we could do that?

You're never, you're never going to be perfect, but that's the vision that we have and how we, for the organization.

For the organization. So thinking about individuals, how do I self-actualize? How do I find my path of purpose, happiness, success in life by leveraging these sorts of principles in a world that feels radically transforming and continuously constrained? I don't have infinite flexibility. I'm not on the board of Coke.

I'm not on the board of my, my company that I'm employed by. How do I find a path in this world? Because I do think many people today are struggling for that sense of purpose, for that sense of identity, for that sense of realizing their potential and feeling fulfillment in work today. Well, that's, I mean, match critical.

“And that's, that's why every, all the, we have, what, are 20, some thousand supervisors in the company.”

And so this is one of their top jobs is, is making sure that, that each employee is in the right role.

For example, they're working hard in trying and part of the work they're doing well in and others not.

Well, rather than beaten up, you've got to keep doing better. Like, like, there's certain things that you told me I had to do. I mean, I'm, I'm, I'm good at, at concepts and logic and math. And you need to go do something else that's quite different. I mean, I'd be a total failure.

And you could, you could put me tell I was a grease spot on the floor, and I, I couldn't do better. And so that's the role of the supervisors to not go tell them, okay, your role is to go do this. And they're just trying harder, harder. And so you're making them miserable. And so they hate you, they hate the company.

And so that's, that's the way you power it, that's what Maslow said. If he says that, if everyone has capability.

“And, and if you don't develop it and apply it in a way that creates value for others.”

You will be, you may be successful, monetarily, or in some way. But you'll be deeply unhappy your whole life because you won't be fulfilling your nature. Your nature. And I know what mine is. I know what makes people say, well, you're 90.

I want you to go out, lie on the beach. I said, what you want me to die? I'd be dead in, in a week. It's not your nature. No, it's not my nature.

My nature is to, is to, I have this gift. And a lot of our people here may say, yeah, you're damn right. You use it too, damn much. So, what keeps most people from realizing their gift? Well, I think part of this is an education system.

So, the schools need to be set up. Okay, we're going to help you find your gift and what you're passionate about. And, and what is motivating to you? So, the whole system demotivates you.

“And that's what the way businesses are managed.”

Your demotivates are a whole deal. That's why we have five dimensions in the way we apply this.

The first is vision. You've got to get the right vision.

What capabilities are creating value for others. Then it's virtue and talents. We've talked about that. Then it's knowledge. That's Republic of science.

Creative destruction, all those things. And then the final one is motivation. And so, that's what we need to do. And Joe Lamont has created this school. He says 90% or 80% motivation. And so, you have games.

You have other things that the kids can do that they learn from. And enjoy doing it. Want to do more. And that's, I mean, I raised our kids with these principles. And I made them do it.

So, I was pissed for it applying that my principles in teaching him this. And he's doing it. He makes a game out of it. He has a reading the book and parts of it. And then they have competition on who can do it better and who's living up to this better. Who's applying this principle better and they're loving it.

Yeah, I'm not having my kids listen to books on tape from Milton Friedman when they attend years old. No, Aristotle. There's there's plenty of them. But let me just tell you that you were told or suggested or encouraged still within Aristotle on tape.

Yeah.

No, you weren't encouraged.

No, we'd go Sunday evenings. I'm going to take a note for my life. Elizabeth and Chase and I would go over to my library. And I would play these tape. I'd only play it for 10 minutes because I knew Chase's attention span.

Elizabeth was on it. Boy, she was on it. She ran circles. She was getting straight A's and everything. And Chase would fall asleep and then I did it after 10 minutes.

I'd wake him up and okay. What was his point here? Is it past every 15 minutes.

And then you may have seen on, where was it?

Well, you talked about about we worked together to do your airstyle and paper. Yes. And what do you tell us? Well, I mean, we had a fifth grade paper. Like, choose your floss for write about it.

You know, it's got to be 500 words or whatever. So I can almost say, I don't know, like, what floss we can write about. And so he's like, you're going to write about airstyle. And we're going to work together on it. But I learned to help a lot about airstyle and fifth grade.

And I turned in the paper and the professor had a lot of red ink all over it. And said, "F, you did not write this." And I went, "Oh, God, this is so embarrassing."

And so I took it back to him and I told him, "I said, pop.

We got an F on our face." And you said, "You got it." Yeah. And so I didn't think he was going to pick up the phone and call the teacher.

“So he said, "You know, Dr. Cohen, I'll never forget this."”

I was hiding out of the table during this phone call. So Dr. Cohen, you know, "I helped my son write this paper." And he learned a lot from it. And you know, "Do you not want me to help my son? Do you not want any parents to help their kids like learn?"

And he said, "You know, I think you have a point, Mr. Cohen." And so the next day I come back and I had 99 written on the top. So I made a contribution. Let me go back. That's a great story.

But let me go back to something that I think you were getting at around how do you remove more barriers for more people. And this is really kind of the stand together story. He mentioned education. I just want to use one example of how important we feel like transforming education

because then we also feel like it's a movement with tremendous opportunity right now. And so our vision for education is to go from a teach to test model, teacher at the front of the classroom, you know, talking at kids to one that's individualized education. Because we talked about, we all learned different.

Everyone likes different. Yeah, and our kids learn differently as well. So we did the research at Stand Together and Prior to COVID. Stand Together. So stand together for those that don't know.

This is really, you know, comes from my father's efforts on social change, which he's been working on for 60 years.

“And Stand Together in 2003 was created that really, I think we had the insight of,”

we can do a lot more together versus do it alone. If we operate in philanthropy and social change in silos, we're just not going to get the leverage to drive the change that we want to. And so Stand Together is made up of, you know, close to 1,000 business leaders. It's just like the name describes.

It's a community of business leaders that align on vision and values on where we want to see the country. And it's really around this, this pretty simple idea that every human has a gift. But there's so many barriers across all of our institutions. Education, you know, broken education system, a broken criminal justice system. Bad policy, holding people back so you can't chase the American dream and build a business.

All of these things, right? So we're very broad in terms of the issues that we focus on. But education is the one of the biggest ones. And so I described the vision of where we're trying to help take it and be a catalyst for change. And one of the things that, you know, we do a lot of research on where public opinion is.

“And prior to COVID, roughly 20% of families were open to a new model of education, very low, right?”

And then everyone saw during COVID how screwed up the system was. And they saw their kids come home and they had learned to have a lot more on YouTube learning than they actually did in the classroom. So after COVID, three or four years later, you look at that same data and it's 70 to 80% families are open to a completely, you know, to transform the education system. Because everyone now understands that it's just broken.

Whether it's a jolly mod with what he's doing at the Alpha School, like closing the motivation gap and meeting kids,

where there are and bringing like gamification and like the principles of fortnight into education in a way that kids are like, He's taking kids that are failing students to top of the class in three months. Because we need them where they're at.

“And solving the motivation gap and like making learning fun and cool, right?”

Soundcon did the same, he's a huge partner with Khan Academy and a really interesting one that we partnered with the Walton family on as the veil of fund, basically applying venture capital to education entrepreneurs. So coming out of COVID, there were thousands of pissed off parents and teachers that were just fed up with the system. I'm just going to create my own school, you know, these small micro schools. And so with a relatively modest amount of money, over the last five, six years,

we've helped create and seed over 5,000 schools. So what's happening is there's this huge movement where people see as like, my kids are learning the skills of what the future is going to be like. Nothing's teach to test model where you don't know how to interact with people.

The reality is it's project based learning, they need to have exposure to these AI models.

You don't ban them, you empower them with these models, right?

“And so it's one of the most exciting movements that I think stand together is really leading on.”

And yeah, we need more partners that are willing to get behind this. I want to go back though, Charles, this work it's stand together is like taking off. I know a lot of people that are engaging with you chase on this work and everything you say so sensible and we're all, it's always feels so obvious. Can we go back to the work you've done historically in social change and what you got right,

what you got wrong? Because the narrow view of the word Coke comes from a broad public perception of political activity that I think's been amplified and the narrative's been written for you. And I don't think I've personally seen a lot of conversation publicly from you about what you did when how you were thinking about social change.

Maybe you can go back to the origins of the work you started to engage in and try to drive social change.

“And over time, what you got right, what you got wrong?”

Well, it started with these principles. I've been to me the principles of human progress. But rather than it's perfect to say I'll work with anyone to do right, no one to do wrong. I was only working with the people who believe in all of these. And so we were limited.

I mean, I work with the libertarian party and that got so narrow and then they started fighting over who has bigger, greater, more purity in these principles to get it exactly like. And not one brilliant guy, but totally this way. He says, he said, my libertarian is this plum line. Anybody disagrees, he purged.

So it's almost like the Communist Party doing the same thing that Len did. And then they admired Len. Yeah, he has a right strategy. Well, no, you can't go murder anybody that does like. So it doesn't work for liberty.

It works for totalitarianism. And so, and then I started reading Maslow. You psyche in management and his strategy. And then Victor Franco is the one that really got me going. And Victor Franco, this tremendous insight.

He says, the problem today is ever more people have the means to live and no meaning to live for. So if you can't find a path to a life of meaning, which comes from, as I said, from finding your gift, and using it to succeed by helping other succeed in a way that gives your life meaning, then you have two choices. You can either choose to go for power or you can go for pleasure.

And you see this today and you see this through the history of the world.

So if you choose power, then you're always going to want, you become addicted to power.

I want more power. I need more power. And we've seen that as I said in our businesses. But you damn sure see that in politicians.

Then, if you say, if you've given up and you say, well, I've given up.

I'm going to go for pleasure.

“And you dedicate yourself to pleasure without considering the long term consequences.”

Then, you're going to experience failure. You're also able to have a tendency to become addicted to an addict, to become suicidal, and to even engage in cry. And we see both of these today. So the problem today is when you have a world that is based on power and pleasure,

it's a slippery slope to totalitarianism, authoritarianism, and socialism. And that's what we're saying today. So that's the solution. It's to help people find their gift and a way to apply it, that enables them to succeed by helping others to see it.

And so what does that mean?

“That means we need to all of us, more fully,”

live up to the promise and the declaration of independence, to better apply these principles if you want progress.

And then the other thing that I screwed up on is for the first --

I've been at this more than 60 years. And for the first 50, I avoided politics or major party politics. I mean, being a libertarian party with no thought of winning, the only reason I got into that is, well, this is a time people are listening. They're interested in politics.

So we'll engage in that because people are talking. So we'll throw that in the hopper and hopes it takes on. Well, the way that we did it didn't take on at all. It blew up in our face.

So then we decided we needed to get in because we desperately needed some principle-based policies.

Look at all the policies that we have today. They're destructive. They're leading to more and more power and pleasure. Socialism and authoritarianism. And the mistake we made or I made is trying to do it through one party. You can't do that.

So now we follow very Douglas's advice to work with anyone to do right and no one to do wrong. Where are we in the cycle? So there's a rising number of political leaders around the country. Initially it was in local elections and now it's on kind of the national stage. Declaring themselves socialists or some form of socialism.

Are we kind of on an upswing? I thought hell was down. I thought hell was down. So we're arguing. Either we continue this path.

We're going to hell in a basket. It's what Thomas Jefferson had slaves. But what he said about slavery. He says, "If God is just, I just spare for the future of our country." That's kind of where I am.

If God is just, I just spare for the future of the country. The people we're electing, both from Republicans and Democrats. I mean, and the mistreatment you, I mean, you look at what's being done. I mean, occupational licensure. The way they're treating illegal immigrants.

You name it across the board. And the socialist, the way they're treating all the crime. All of that is we've got to elect people who have some principles beyond power and pleasure.

“What are your principles for changing people's minds?”

It's what Chase says. We find them where we are, just like we have in the company. And we show them this doesn't get results. Now, if you're a dedicated communist, if you're like Trotsky, is if we can get rid of private property, we'll get rid of greed.

And we will, we will be able to create ever ready warehouses of all the goods, and everybody can go in because out of their goodwill, they'll be making all this stuff.

If people still have those fantasies, it's never worked in history.

But we're different this time. Yeah, that's right.

“And so that's what we're trying to do it, stand together.”

Dave, what we've learned on this is to change minds and change paradigms you show versus tell. And go back to what we're talking about before, bottom up empowerment as opposed to top-down control. I mean, I think that's like a overarching umbrella principle on all of these. So our whole thing was standing together. And that's, I think, why it's growing exponentially.

Because we have stories of people, we believe in people. We don't need top-down to come in and tell people how to solve problems. That's the book that Brian Hook said. I wrote, which we just, we have a new addition based on the 250. And Martin Luther King, the third wrote a forward to it.

And that's another book besides this one. If you're interested in these ideas, we're talking about on social change. There's much more in that on the this book on that. Although we have quite a bit on this book. And one of the key concepts in that is, if you believe that people aren't the problems to be solved,

the people that are in the problem, they're the ones with the best ideas and they're the source of the solution. That's a totally different mindset, right? And that's what stand together does. We talk about venture capital, a lot. We've been on people that have found something that works.

Just give a quick example, Scott Strowd from the Phoenix. We found Scott, his story is amazing about eight years ago, where he battled addiction most of his life. He had a mentor that put him in the gym and got him in boxing gloves. And like exercise was the thing that helped him kick addiction. And what he did is like, well, if this helps me, I think I can help other people with this same concept.

He built a gym called the Phoenix, combined the power of community, with others that are struggling with the same thing. You know, multiplied by the power of exercise and he was getting insane results. Like relapse rates that were below 10%. So what we do is like instead of like some top-down program to handle addiction, go about on Scott.

“And that's what we've done the last seven or eight years as we've gone from, he had a couple of gyms in Colorado and we met him.”

You know, impacting a couple of thousand people.

He just had a million people basically overcoming addiction last year.

That's a movement, right? And I mean, that's a key difference I think of standing together. It's like, how do you do what you're talking about at scale and help people change paradigms? You show them with stories like Scott that let's believe in the people that's better on them to transform society. So for addiction and crime that resonates, it's wholeheartedly, let me ask about the economic condition of America. Graduating college, they got hundreds of thousands of dollars in student loan debt.

No one can afford to go to the doctor, grocery bills are too high. People are worried about paying for their next grocery bill. You look at the polling data, the survey data, the average American is really struggling. I think more than half of American 60 plus percent, maybe 63 percent, have negative equity. They have more debt than they have assets.

And everything's getting more expensive and no one's moving up economic ladder. There's no mobility anymore. People are really struggling and then they're looking on TV and they're seeing spaceships launching up to space, holding flowers out the window, smiling and laughing. And it's a really dark time and it really leads people down this path of "I need the government to help me.

I need support. I need help. I need to elect the people that will fix this for me."

“How do we address the economic crisis that's facing the average person in America, the lack of economic mobility, the principles around these distraught situations?”

Fantastic. But this fundamental economic crisis that we're facing. That's a damn good question. It's like, here's the question. Okay, the eggs have been scrambled, it's your job to unscramble them. Right.

So that's the problem. Once you create these entitlements,

I mean, you almost can never get rid of them.

You almost need maybe Argentina. If he can pull off what he's done because they were in more shape. But they went through it. Yeah. We haven't got that. Well, maybe we will.

Well, let me ask a question, does capitalism work long-term? And let me give you an argument why it might not. The success at Coke Industries is built on a algorithm.

generate cash, reinvest that cash, generate more cash, reinvest that cash, and so on.

And you've scaled 9,000 x. You've built a compounding advantage in your business. Right. As is the case with all successful capitalists, you build a compounding advantage. The problem with compounding in any system is it eventually eats all of the whatever is in the system.

Or it makes it hard for others to compete in that system or participate effectively in that system. And that's the argument that's being made today against capitalism.

“How do we counter that idea and share that capitalism should be more accessible to all that everyone can participate?”

And everyone can benefit that it doesn't end up in this monopolistic end state. We're no one. Well, it starts from removing the barriers. That's what I said.

We've got to work for a system where we remove the barriers.

They're holding people back from realizing their potential, finding their gifts, realizing their potential, and succeeding by contributing. Okay, so, I mean, so we should start like occupational licensing. All of this, there are hundreds of hundreds, as you know, of occupations, where they make it so tough, all the local people who are in that business,

make it impossible for anybody who starts with nothing to do it. And then the way we're treating illegal immigrants. One here, we're working in contributing. We harass them and they're going to kick them out. No, we ought to welcome them and kick some of the others.

The bad ones out. But I mean, so some of this is basic. And then we've got to reward people who want to contribute.

“That's why we've got to get people to be contribution motivated.”

Then you're going to have a life of meaning. And that's what Victor Franco was trying to tell us. And if we don't, we're going to fail. And we're failing because we're taking away the chance for most people to have a life of meaning, because we're setting up all these obstacles.

And I'm not picking on one part of you, the other. They're both doing. And then set up all these tariffs, which undermine the divisional labor by comparative advantage, which makes everything more expensive. So it's just, I mean, everywhere you look, it's a tragedy.

There's a debate happening at this moment on AI regulating AI. How does AI become an enabler of self-actualization, giving every individual the capacity to develop themselves, accelerate and succeed versus making a fewer number of people even more wealthy, and taking jobs away from the masses?

What's your view on where AI is taking us? Well, it depends on how it's done.

“I mean, that's why we back Cosmos, who is doing backing people who do AI,”

based on these principles of market-based management, based on these principles of human progress. And why don't you tell everybody what you've done in the book with AI? That, I mean, it would just one principle on our approach to AI, it's just simple concept of permissionless innovation.

I mean, the cost of AI to get it in people's hands is dropping it just to an incredibly cheap level that hopefully everyone can have access to that. And then combine that with their gifts to unlock their potential and learn ten 100x faster. That's, I mean, from an AI standpoint, that's our mindset on it. But that's what we're doing internally at Coke as well.

I think one of the most exciting innovations that we have is all around human empowerment, back to bottom-up empowerment with principles. So not only are we trying to make sure that we have the right supervisors that are helping people understand the principles so they can apply them. You know, with the book, we've created an app.

My send it to you if I don't know if you've played with it or not. But it's called Principal Companion, you can download it in the app store. And it's really taking off within Coke because it's just another way to engage with principles. In a very simple way in meeting people where they are, whether it's CHAPT or Claude and solving a problem in five to ten minutes that otherwise would have taken a long time,

or basically powering it with the principles that are in the book to any problem.

So it's one field, you know, whatever your problem is in business and philanthropy and if you run a sports team or you haven't problems with your kids, it helps you with that, right? And so I think that's just one example of how we're trying to really drive human empowerment. And it doesn't give you an answer.

You can't say, well, I got this problem once the answer. No, it asks you, okay, okay, given that, have you thought about this? Have you thought about that? So it's a secretic method and we know what happened to Socrates.

So listen, we're going to need to wrap in a minute, but before we do chase, you know, what was the experience like writing the book down? What's it like working with your dad? Yeah. There's a lot of ways to go with this.

Lessons learned. Yeah, yeah. I want to give you a chance. I mean, it absolutely incredible.

I'd say it's probably the most important project that I've ever worked on.

I'm getting invited into writing this book and I've said to many people, I've learned more in the last 18 months that I probably have the last 18 years, just because when you write something, as you know, the depth of learning, and going back into the details of the stories, figuring out how to tell that story in a book in a way that connects with as many people as possible.

“I always say, like, you really don't know something until you have to teach it.”

And writing a book is a form of like trying to teach others with it. So my depth of learning because I got to be right, you know, be alongside this guy. And there's many others across Coke that they contributed to this book as well. But learn to tremendous amount. But the other thing of just doing this with him, he applied the principles to the book writing process.

Right? So it's like everything and it's at least so consistent. It almost drives you nuts, right? And in terms of applying principles to everything. But principles like openness created.

He's written, this is a fifth book because of my first.

But he wanted to drive creative destruction of his first four. Right? And so I think bringing me into it, just bringing a fresh perspective, bringing technology to it, and telling stories in a different way. That's an open mindset.

He could have seen, look, I'm the boss, I've done this before the hell do you know, you know? But he had that mindset to it and you know, applied the principles to it. But I will say he's such a stickler with words.

“And you should talk to my mother about this and how it drives her effing nuts.”

But so I got an 18 month window, what it's like to be mom, maybe. But the, you know, we had one chapter in there on stewardship. And I think we're on version 27 of it or something. Yeah, I re-rooted it. I was like, I like pop 15 times myself.

You are not applying the principle of marginal analysis. Version 26 was pretty damn good. And so anyway, but we had a lot of fun with it. And yeah, for there was tension in terms of how you'd write something or whatever.

But overall, most important project I've ever worked.

Yeah, now words have meaning. I mean, people say the proof is in the pudding. No, the proof of the pudding is in the eating. For God's sake. That means nothing.

The proof is in the pudding. What do you stuck your foot in it? Yeah.

“He corrects the coke leader on that and about every meter.”

And then I used to give grammar lessons and our discovery board. What's it like working with Chase? What's it been like writing the book? I mean, he is. I thought he had helped some with the book and he would get us a perspective on how to reach young people and do some things and improve it from his perspective.

But he's taken it to a whole level. Like bringing in AI and have AI as a principal companion to the book. And all of these that are way beyond me. So he's taken the, as he has in everything. Taking it to a whole level beyond where I am.

You've written a lot of books. You've built an unbelievable business. One of the greatest on earth. You've engaged in extraordinary social and civic engagement. What do you want the legacy to be?

I want us. I want our country to more fully live up to the promise and the declaration of independence. Chalk coke. Chase coke. Thank you.

Hey, sir. I'm doing all of you. I'm doing all of you.