Welcome to Power Hour. I'm Alex Epstein. On today's episode, I'm covering a topic I've wanted to cover in depth for some time, and this is the destructive power of ESG. In the past, I've talked about this thing called the ESG movement. I've talked actually a lot about how corporations can try to navigate it, but I've never had a full show just devoted to understanding the movement and what's bad about it and how we as citizens can counter it. So just to give you a little bit of context on why I'm particularly motivated to talk about it now, I think that this phenomenon of ESG corporate standards, and we'll go into this during the interview that's about to come up, I think it's risen to the point where I think it's an existential threat to energy around the world. So one example that came up in the last week is Larry Fink, who, if you're in the energy industry or in finance, I'm sure you know him, he's the CEO of BlackRock, which I think is the leading private financial institution of the world. They're known above all for what are called passive investments, so index funds that track the market. And he just wrote a nearly 3,000-word letter in which he is basically telling the whole world, you have to go net zero, and I am going to kind of push you into that. And in my view, this letter is terrible. I think he mentions nothing about how valuable energy is, how fossil fuel uses growing globally because it's uniquely cost effective. He mentions nothing about unreliable solar and wind causing huge problems even on a small scale. On the small scale there on now, he talks nothing about climate-related deaths plummeting. He misrepresents climate-related damages as increasing. He doesn't talk about nuclear, the necessity of that. And he just claims, in my view, with no real evidence that the world is going to be net zero in less than 30 years. And most importantly, he is telling the whole world to do this. And this is not an idle thing.  But in many ways, people think of Larry Fink as more powerful than Biden. In one way or another, this letter is expected, and Fink's previous letters, they're expected to influence most energy companies and energy using companies around the world. And in my view, it's in a way that will be extremely harmful to those who produce energy and, therefore, to all of us. So this is a real phenomenon. And it's way beyond Fink. I mean, I hear a lot of people I know in the industry talking about they can't get insured or it's harder to get insured or bonded now. Banks won't lend. It's really this pervasive thing where the anti-fossil fuel movement has overtaken the financial world in a way that it really has the feel of policy to people. It seems like this is similar in some way to government, but at the same time, it's being done by private or semi-private entities. So it's not exactly the same as government. And so I have been studying this for a while, but there are some aspects of this that I don't fully understand. And so I really wanted to know what's going on here? How do we get to this state of affairs? And what can we do about it that's legitimate and that's consistent with a free society? That's not just us imposing government policies on private actors, but that's actually consistent with a free society. And I thought, well, there's one person I know who can really help me answer these questions. His name is Euron Brook. He's Executive Chairman of the INRAN Institute. He's host of the Euron Brook Show. And probably most notably for our purposes, he's a former finance professor. He's an active investor himself. And I know him pretty well because he used to be my boss when I worked at the INRAN Institute. And so I know Euron quite well. I know a lot about what he knows. And so I know a lot about the energy and environmental ideas behind today's ESG movement. But Euron really knows more than anyone I know about the wrong financial ideas behind ESG, today's ESG movement. And he's 100% committed to pro-freedom policies. So I thought he'd be a really good person to understand what's going on with this movement and how we can fight it, but in a way that's consistent with freedom, not in a way where we're just demanding more government control. So that said, Euron, welcome to Power Hour. Thanks for having me on, Alex. All right. Well, the show has been around for 10 years and your first appearance. Oh my God. That's right. I didn't think of that. Wow. Okay. Yeah. It started in 2011 when I was in the INRAN Institute. On it to finally make it on. So that's good. Yeah. Finally, it could get you on. Okay. Let's go back. I mean, maybe you want to say something introductory about this issue, but I'll give you my first question and then you can decide how you want to introduce it. But I'm interested because I know a bit about the theory behind this. I'm interested in at some point early getting the positive alternative to what's going on today. And I think a lot of that has to do with the shareholder value theory of the purpose of the corporation. So I'm interested in your take on this issue, but I definitely want you to cover that because I think it's always important to be clear on what positive or for, not just what negative we're against. Yeah, absolutely. So this whole ESG movement and came out of the stakeholder theory approach, which is probably 30, 40 years old and to some extent existed, you know, as far back as the 50s and was implemented to some extent in the 50s and 60s. But certainly in the 70s, 80s, 90s, the dominant approach to corporations and corporate values and certainly in the 19th century and early 20th century was the idea that corporations purpose is to maximize the value of shareholders. I mean, think about it this way. An entrepreneur might start a company for lots of different reasons. Some people start companies not because they want to maximize their wealth, not because they're trying to maximize profit. And in some of those companies are nonprofits, they organize in the form of nonprofit. And then when people give them money, they know exactly that they're not going to result in a profit. They know exactly what the cause, what the mission, what the vision of the company is. And if you start a company, a small company and you say, I don't really care about money, I've got this vision, but I need investors, I don't want to be a nonprofit, then people can give you money if they share your vision. The challenge is the once you go public, and now your shares are traded and now the people who own stock in a company, maybe 1000s, millions of people and a trading, there's no way for them to know every time what your vision is. There's no way for them to assess every time whether they agree, they don't agree with, I think this is a good idea or not a good idea. There is a common contract, if you will, in the stock market and always has been. And the idea is if I buy a stock in the company, the managers who work for me, because stocks represent ownership, they are going to maximize economic profit, not accounting profit, economic profit, which means maximize shareholder wealth. That's what they're doing. And that's the basis in which I'm buying this share. And that is a standard. Now, there are exceptions. There's something called B corps. I don't know if you've heard of B corps. Yeah, I have. Yeah, B corps are kind of somewhere between a nonprofit and a for profit. Now are those publicly traded? They can be, they can be, but they have to advertise their B corps because the whole way in which you trade them is completely different. And they're never going to go. I would have to be inclined to invest in one of those. Yeah, you wouldn't. You wouldn't want to, whether again, we'll get to BlackRock, maybe you are invested, if you're in an index fund, the kind of BlackRock is in charge of. So, you know, there is a legitimacy under corporate law for a standardized contract, which is called the C corp, which all these corporations have, and then anybody entering and exiting knows exactly what the rules of the game are. And most of these corporations in the United States are incorporated in Delaware for a reason, because Delaware has really solid corporate law. It has principles by which guide the behavior of managers. So, so we have this contract to facilitate the workings of a modern capital market, which means raising capital, which means the proper allocation of capital. How do you allocate capital when some managers might not this decade be maximized shoulder-weld, but they might be pursuing some other goal. What is their goal? How do you monetize their goal? How do you value a stock with something where you don't know what they're actually doing in terms of the finances, because they might be pursuing something else. So that's one side of it. There's a fiduciary duty. It's in the law, right? It's in the law. The fiduciary duty of managers to maximize shareholder wealth, particularly if they incorporate in Delaware, but also in most of the states, that's part of their responsibility. Another aspect of this, another way to look at this, is to consider shareholders as the owners of the corporation, their own assets of the corporation.  And when you have lots of shareholders, they nominate a board of directors to act on their behalf in order to do what to maximize their interest. Now, what interest do they all share in common? What is the only interest they can only really share in common? Given that they have different philosophies, they have different ideas, some of them might be environmentalists, some might be anti-environmentalists, they might be a whole array of different opinions. The one thing they share in common is that they invest in order to increase their wealth. And then a board of directors, high as a manager, and the manager's fiduciary duty is as an agent of whom? Of the shareholders. He's an agent. He's not an independent, you know, like a self-proprietorship. You can run your business anywhere you want to if you own 100% of it. But a manager is a, works on behalf of other people and his responsibility is to, is to, is their financial well-being. They used to, I always remember when they were talking about this, you know, the relationship between ownership and control, like the expression hired hand. And I found that useful, like they'll say the CEO is a hired hand in some ways that's demeaning and not appropriate. But I think it does really capture that. Like, I own this company, you are serving me. This is not for your status. This is not for your view of what's good for the world in general. I'm hiring you to create a certain type of value so that I can benefit from it. Absolutely. And, you know, CEOs don't last very long. If you look at publicly traded corporations in America, a CEO's lifespan as a CEO is quite short. It's a hard job. Very, very, very few people are good at it. And even people who seem good, maybe were good once or maybe were good at a level below the CEO. Once they get promoted, most of them are not very good at it and don't last in the job very long. So people complain about how much money they make. They make that money because they're very, very few people who can actually do that job. It is an incredibly difficult and involved and complex job with immense responsibility. When you're running a company that is publicly traded, which are large businesses. I mean, what interesting thing, before we get into stakeholder, but that can serve previous, it's very hard to continually make profit in the face of competition when that's your goal. It's not very hard to give away people's money. So, and so far as the purpose is not shareholder value, it's like, oh, I want to make the world a better place. Well, any worthless heir thinks that they do that through their foundation. If that were the standard, it would be easy. It just wouldn't create any value. Creating wealth is enormously difficult. It's enormously difficult. And wealth at the scale that some of these businesses created. And what is the job of the CEO? It's the coordinate, the allocation of labor, capital and ideas. Think about allocation of ideas. People don't talk about innovation. Create an environment where people want to innovate, a free to innovate, can innovate and rewarded for innovation. And if you combine all that, the amount of energy and the amount of thinking that has to go into creating the right kind of environment, the right kind of business to create wealth, to create values is immense. And it's a very, very rare talent, a skill that few people have it. And a lot of times you think somebody can do it, and they fail miserably. And a lot of we've seen CEOs fail miserably in America repeatedly. And it is interesting in the context of the shareholder wealth, there has been an evolution in the way people have thought about it. Coming out of World War II, there was definitely this perception of, there was no mechanism to make sure that these managers actually maximize shareholder wealth. Indeed, there was a famous book written in the 1930s during the Great Depression saying, we've got a real problem here. We've created these big corporations. Remember, capitalism is very young. So it's something that evolves. Nobody sat and invented capitalism, invented the corporation and then figured out how to maximize it. So in the 1930s, a book was written saying, we've got a real problem. How do we make sure these managers actually do maximize shareholder wealth? They might do something else. And it's very difficult for shareholders to organize and get rid of those managers. It's really complicated. And indeed, we saw the consequence of that in the 50s, 60s and into the 70s, where a lot of American businesses did things that did not maximize shareholder wealth, partially because they didn't have a lot of competition from overseas. So they could, they were very profitable without the kind of competition that requires you to be sharp, that exists, maybe starting in the 70s and 80s. But they, for example, created conglomerates. They grew in size. Managers were compensated not based on shareholder wealth or based even on economic profit. They were based on, they were compensated based on sales. So if you're compensated based on sales, what are you going to do? You maximize sales, even if you're minimizing, even if you're not maximizing profits. So all kinds of weird things happened and you can see a real decline in corporate productivity, real decline in corporate profitability, real decline in corporate stocks in the 1970s and they were being beaten in the 1970s by Japanese and German companies. And there was a real shift in thinking coming out of some academic papers that were written in the 1970s saying, here's a way to make managers have the same incentive as shareholders. Make them shareholders. It's kind of self, it's kind of obvious once it's said. And it was never a problem with somebody, it's never a problem in the early days when the, and it's never a problem today when entrepreneur stays a CEO because he's already a big shareholder. It's a problem when you bring in professional managers. So make them shareholders. So that's how we started with stock options, which are now out of favor. So now I think you're getting again problems in corporate world where you're getting people who are not incentivized and motivated to maximize shareholder wealth and are much more susceptible to things like ESG because you know what? If the stock price goes down, they don't suffer. So we moved away from stock options at our own detriment. I think the world is a worse place for not having stock options and not creating alternatives to make sure that managers and shareholders have the same incentives. Let me just bring up one more thing about shareholder value theory that I think is implicit and what you've talked about, but I think we need to make explicit, which is this idea of maximizing shareholder value. This is often caricatured as like short range thing doing, you know, just whatever you can to manipulate your stock price. Like, you know, some of this game stop stuff, like you're just trying to get that versus, you know, the way I think of it is shareholder value. You can talk about it, but it's basically the shareholder value is ultimately determined by the long-term profit stream of the company, which means it's really consistent with the value of long-term value creation. And long-term value creation involves a lot of thought and a lot of consideration of broad factors, including even like reputation, following the law. Like, so, you know, I want you to elaborate on that because I think it's, it's people have it totally wrong. They think, oh, shareholder value, that means I'm oblivious and short range, whereas I think actually stakeholder value, you're oblivious and short range. It's, so in a properly functioning stock market and game stop, maybe suggest that our stock market is not properly functioning, but in a properly functioning stock market, a stock price represents what the traders in the marketplace, the best traders in the marketplace believe is are the long-term cash flows of the company discounted to today based on how risky those cash flows are. So based on an estimate of how much, how certain I am about how much money the company will make into the future. And of course, the cash flows into the future are determined by productivity, long-term productivity, which means how much value can they create for a given unit of input, whether it's labor, whether it's capital, whether it's it's effort, ideas, all of that. And, but it also includes, and that of course includes, if they're going to get sued tomorrow, that's not good. They're going to get in trouble with the government tomorrow. That's not good. That affects cash flows. If regulations are going to go up, that affects cash flows. It affects the risk as well. All these things also affect the risk. If the manager is going to put all the money into a short-term gig that makes a lot of money today, but a lot less money tomorrow, then it's unclear how that affects your stock price. You'd have to measure the short-term gain versus the long-term pain, the long-term fact that you're going to have a lot less money. So all of this get captured by one number, and that's the beauty of a stock price. It gets captured by the price of the stock today. And yes, the price of stock today can be manipulated up and down, but that's why I say, in a properly functioning, on a regular basis, on a normal environment, that's what that stock price represents. So it's a great, it's a condensation of massive amounts of information. All these really, really smart people on Wall Street looking into the future, assessing the products that the company is going to launch, the profit margin on those profits, the quality of the management team going forward, who's going to replace the CEO, all of that, everything that's going to impact cash flows, and then assessing the risk associated with that and bringing it back down to one number. In that sense, it's a beautiful thing and it's a beautiful concrete manifestation of long-term thinking. So for example, people say, oh, the stock market is only about quarterly earnings. Well, it's surprising then for people when quarterly earnings might even exceed expectations sometimes. Sometimes you'll hear a company, quarterly earnings were higher than what the market expected, and the stock price goes down, and nobody gets why. Well, because maybe in the information that the market received that exceeded the short-term earnings, there was information about the fact that it was at the expense of long-term earnings. Maybe there was something in there telling us that, oh, yes, they made a lot of money now, but they're not going to make a lot of money later, and that's already priced, that gets immediately priced as soon as that information hits the market. So markets are amazingly long-term. Another good example I always use for that is biotech. Biotech is an industry where you don't see profits for a long time, sometimes decades, and the adventure capitalists invest, markets invest, you can IPO before you've ever made a profit, and the market's incredibly patient with these companies because they realize that when they generate a profit, it could be very large, but it takes a long time to do it. So no, I can't think of anything more long-term than markets, appropriately long-term, not fantasy-driven, not wind-worshipping, there's no risk in the world, it's only going to get better, but appropriately long-term and considerate of the risks involved. Markets are beautiful in that sense. And the reason I wanted to focus on all this is because, again, I think to understand the negative, we need to understand the positive, and a lot of what's plausible about stakeholder theory is that shareholder theory is misrepresented and people don't get, wow, we've got this amazing system where everyone is oriented toward value creation. I'll just say one quick thing about profit because we're talking about future profits or future cash flows. What is that? That profit means the simple version is you output more than you input, so what you can sell your products for is more than it costs you to create it. That means you're adding new value to the world, you're taking the resources in existence, and you're making them more valuable. And if you think about a lot of what I talk about with energy is, energy allows you to transform nature from a less valuable form to a more valuable form. And we have this whole system where everybody is being oriented toward that, people are being paid to do that, and that's a huge reason why we have a more prosperous society. We're bringing more value into existence because if we have a society where we're consuming value, which can happen like in Venezuela, so you take resources and then they keep shrinking in value, then everything gets worse. We have this amazing system. So in that context, let's talk about the stakeholder theory. I celebrate when companies report record earnings or record profits. It means they've created record value. They've created new stuff that didn't exist before. And all of our lives are better off every time a company reports great profits because it's a sign of great value creation. Go ahead. So stakeholder theory. Yes. So what is a stakeholder? I mean, nobody really knows, but the general definition of stakeholder is somebody who has a stake and interest in the company. And when you ask people, okay, so who's a stakeholder? And I used to ask my students this, so let's make a list of stakeholders. And it can be very long. You can get 40, 50, 60 different categories of stakeholders. So for example, employees are an obvious stakeholder. They have an interest in the company. They want it, hopefully want it to succeed because it provides them with a job. But you start getting into ambiguities if, for example, let's say I want to move the plant to Mexico. Oh, you make it noncontroversial. I'm in California. I want to move the plant to Kansas because moving the plant to Kansas, that's America first. They're moving it to Mexico. That opens up a whole political can of worms, which you won't go there. So I'm moving it to Kansas. And I need to make a decision whether this is good or not. Well, the employees in California clearly are against it. It's not good for them, they say, right, because they're going to lose their jobs. But what about the potential employees in Kansas? Are they stakeholders? Well, yeah, you could say that. So the potential employees in Kansas who would get jobs are stakeholders. What about suppliers are stakeholders? Obviously shareholders are stakeholders, bondholders are stakeholders, banks are stakeholders. Everybody who has a relationship with or has a potential relationship with a company is a stakeholder. Some people talk about society being a stakeholder. So the economy, the general well-being of people in our society. So everybody in that sense is a stakeholder. People close by may be more so than people far away, but everybody's impacted. So stakeholders is this amorphous, undefinable category that basically includes everybody. And you're supposed to, as a good manager, as a board of directors, as a manager, you're supposed to maximize stakeholder well-being. Not wealth even, well-being. Now, first, it's hard enough to figure out anybody's well-being. And so we don't talk about shareholder well-being. We talk about shareholder wealth maximization because I can measure that. I can't measure their well-being and they might not all agree on what their well-being is. So take it and now start with stakeholders. Now, I've got people who's the decision is going affect their well-being differently. I've got shareholders who want me to move to Kansas, their well-being goes up. Employees in California, well-being goes down. My dad is, well, the move might be risky so that bonds might go down so they're not happy, so there will be. I mean, this just, if you've got all these stakeholders, you now have to basically, you've got to create a utility chart, you've got to have pluses and minuses, then you have to weigh them. Do I care more about employees than about bondholders? Probably. Because they're employees, they're people, bondholders, they're financiers. Nobody likes financiers. I don't wait for finance. What about my suppliers? What about the employees of my suppliers? What about the customers of my suppliers who might get disrupted if my relationship with my supply, I mean, there's no end to it. And there's no mechanism by which to make decisions as a manager. So if I maximize the shoulder wealth, I know what my parameters are. I have one goal and that is to raise the stock price long term. What do I do if I'm a stakeholder theorist? How do I make any decision?  And that is such a ludicrous position to have because if I care about shareholder wealth, I care about creating value. I care about being successful as a business. You don't get successful. You don't make money by whipping your employees three days a week, like chaining them to their machines and whipping them. They're not maximum productive that way. And so the fact is that when you're focused on shareholder wealth, you treat your employees well. I mean, not super well, not they all don't get massages every day, but you treat them well enough to maximize productivity given how much you're paying them. And you treat them well enough so they don't jump to the competitors, your best employees. And maybe you treat them well enough so your worst employees leave or you kick them out. You've got a standard by which you measure what treating them well is, how they impact shareholder wealth. And the same is true of suppliers. You don't stop paying your suppliers because they're not your shareholders and therefore you don't care about them. No, because you care about shareholders, you treat your suppliers well. And that's true of every one of the stakeholders is treated appropriately when you have the standard of shareholder wealth. You have one standard and you treat all the stakeholders based on that. But stakeholder theory gives you no guidance as to what to do tomorrow, as to how to perform as a business. It creates confusion and I think ultimately ineptitude and that it has to because it provides no guidance for actually performing. So isn't it just that, you know, I mean, the proper way to think of these stakeholders and so far as they're all relevant, I mean, these are just considerations in value creation. So you consider them and you, they're, they're part of, they're part of how you pursue it. So you think about like, yeah, how do I relate to employees in a way that's going to help me create this value and how do I relate to suppliers? But they're, you're considering them as a means and that includes respecting their rights, but you're considering them as a means to the end of value creation and that's your responsibility. I think morally, if you look at the opposite, what it means is that you're, what, what leads to that as a goal? Like, oh, I'm just going to randomly, it's self-sacrifice. It's just saying that you have, that the owners have no right to create value and benefit from it. Whatever value they have should just be sacrificed to the world because there's no logic at all in saying, if I want to, if I want to make a profit, my goal should be the undefined well-being of a billion different people. It makes total sense to say, yeah, if I want to create value, I need to consider these different people who are related to my process. So this often happens with self-sacrifices. People take something that's a legitimate consideration and then they make it a goal because the goal is not to benefit, the goal is to sacrifice. But then they also lie about the goal, right? Because they never tell you it's about sacrifice and they tell you that if you focus on stakeholders, shareholders will be better off, shareholders will also be maximized to show the world. They tell you there's no conflict, right? Oh, we'll be creating values if we follow stakeholder theory. We'll still have robust companies that'll still be successful, all of this, but you can't. Once you establish the standard is sacrifice, you can't. It doesn't work and it cannot work. And the other thing to note is, and this is kind of a legal moral issue, but there is an issue of property rights here. Shareholders are owners. They get to decide. They get to make these kind of decisions in a public corporation as a particular kind of legal entity. A public corporation should not be allowed to not maximize shareholder wealth from a legal perspective. It's the fiduciary duty. That's what they came into being as a public company to do. So stakeholder theory is also trying to change the laws in order to make them make what they're advocating for feasible because they know it goes against kind of at least the understanding of corporate law that we've had in the past. All right. I want to jump into the current state of the energy world. So listeners of this show know my view of energy of the antifossil fuel movement, of the antifossil fuel finance movement. So I'm going to ask your questions specifically that I think he can shed additional light on. And so just we have this stakeholder theory approach. It takes this form of ESG, what I call ESG standards of evaluation. So companies are being evaluated by how well do you comply with these environmental, social governance metrics. And these metrics are determined by people I think who would generally be considered politically leftists in so far as it's legitimate term. And certainly in the environment world, the main standard is you're getting rid of fossil fuels. You're saying you're getting rid or you're dissociating with fossil fuels. And just a quote from Larry Fink's letter, he says, given how central the energy transition will be to every company's growth prospects, we are asking companies to disclose a plan for how their business model will be compatible with a net zero economy. So everyone there's this whole assumption now net zero economy is good. It's going to happen. And now all these companies are going to get evaluated. And Larry Fink and these others have a lot of power. So I'm curious about, I know to a lot of people in the energy industry, this seems coercive. I'm curious, how, how coercive is it? And part of that is how does government control of the economy, like there's a whole bunch of government control of the economy in terms of stock markets and all these things. And it's really hard for me to disentangle like what of this is really a free market phenomenon that might be immoral, but I need to fight against it purely morally versus what's a political phenomenon. So help me untangle this. Well, first, there's a sense in which it's impossible to untangle because the amount of government involvement is, is absurd. And it's, it's even the two of us who've done this for a long time and look into this and experts in our fields. It still I think surprises me the extent once I go outside of let's say an arrow field that I'm looking at the governments everywhere.  I mean, why, why does Larry think where he is today? Why does Larry think have this big massive financial institution? Well, to a large extent, because he gets huge investments from pension plans, which pension plans, many of them public pension plans, public pension plans, I would argue, shouldn't, wouldn't exist in a free market. We'd all have 401ks. We wouldn't have public pension plans. Public pension plans are perversion. They are a massive redistribution of wealth in a, in a, in a particularly corrupt way. And, you know, one day we can talk about why that is, but they wouldn't exist in a free market, not the way the structure today. Not only that, public pension plans have boards, significant percentage of membership on that board are public officials. So for example, the largest investor in the United States is CalPERS. It's the California State Employees pension plan. And then there's Colsters, which is the California Teachers Union pension plan. Those are the two biggest investments investors in the United States. The governor of California sits on the board of both of them. And a number of other political appointees sit on the board to decide investments of these big institutions. A lot of their money, they put in black rock. So aren't they also bailed out by taxpayers? Well, it will be one day because it's it can never, it's not going to make enough money to be able to pay out as the baby boomers retire. So it's some of them like defined benefit plans where they're like guaranteed to pay out a certain amount. So that just means that you can manage it terribly. And then I have to pay it as a taxpayer. And I, as a politician, when I want to get the teachers to vote for me, can increase the benefit without asking you the taxpayer. And by the time the benefit actually will get paid because I increase it of people who retire, let's say in the future, not today. So when the benefit will increase, I'll be long gone from office. And it's young people who will be paying for it, right? But the workers are not going to vote for you because you've just increased my pension benefit. I'm only going to retire 20 years. But I know now that you did it, I'll vote for you. And in 20 years, you're gone. I'm retired and taxpayers, their taxes will have to go up and don't to bail me out. That's the kind of scam that I think should be made illegal immediately. Defined benefits plans for public employees is a moral travesty and should be abolished immediately, but it won't be. So now think of Larry Fink. And I'm not saying this is what happens, but Carpus comes to Larry Fink and says, you want to keep getting our billions of dollars? Well, we now have ESG standards because we're not setting our standards based on what is going to maximize the amount of money for pensioners because we don't really care because we've got a backstop from taxpayers. Taxpayers are going to bail us out if we don't meet our quota. So if we only get 6% instead of 8%, who cares? And plus, we won't be there again. The trustees today won't be there when it gets into trouble and taxpayers will bail us out. So we're not focused on maximizing shareholder wealth, even though we should be if we care about our pensioners. We have political requirements. And one of the things that the governor of California has begun is zero emissions. And therefore, it would be wrong of the pension plan representing the state of California to invest in companies that are not pursuing zero emissions. But also, we want to make sure that companies that we invest with and make investment for us now have the same kind of standards we do so that we make sure that we're all on the same page because otherwise we're not going to give you money. Now, that could be what happened with Larry Fink. I don't know, but it also could be that Larry Fink is convinced by the environmentalist and he believes it. And he's dedicated to it. And it could be that he also believes in the stakeholder theory. Now, one wonders how somebody like that could have gotten as rich as Larry Fink has, believing all these things. But people can part man lives and they can be different things at different times. And he thinks, look, I really believe that the world is going to end or whatever. I really believe zero carbon is a good goal. I have power. I have economic power. It's not political power. It's economic power. But I have power. And I am going to use that power to achieve my aim. And he does, right? And that's what he's doing. Now, in a free market, you would think his investors, the investors who give Larry Fink money would say, wait a minute, we didn't hire you to do this and would pull the money out and go somewhere else. But then the investors have to be convinced that a zero carbon is not a good thing. Well, what about this? Okay, so I don't have any BlackRock, let's say Vanguard, which is committed to some of the same terrible things. And what you have, let's say I have a Vanguard index fund as part of my investments. So I'm trying to get a representative sample of the market. I sure as hell am not trying to get ExxonMobil to be a solar company or any of these companies to commit to net zero. But the way the system works is that as an investor, I don't have any say. They own these shares. And as far as I understand, the government has policies that requires them to vote these shares in a certain way, or at least they're voting these shares on. So BlackRock is, I forget what the statistics are, but it's just unbelievable. They're the largest shareholder at so many different companies. So in effect, the political views of their leaders become this dominant factor in companies that they don't like, that they don't even want to own. They just own them because they're index funds, and they just get to make them their private charitable fund. So there's no question that some of these SEC requirements that require them to vote and all this stuff has a huge impact. And then there is the fact that we live in a culture that to a large extent is bought into the environmentalist agenda. But also, or the alternative to that is people who just don't pay attention, right? I mean, the majority of the culture just doesn't pay attention. They don't really know. They put their money in a 401k, they give it to Vanguard, they assume it's an index, and they don't follow these things. It would be interesting if somebody sued Vanguard. I mean, that would be a really interesting, they sued Vanguard and said, wait a minute, we, you know, you'd have to have a position in Vanguard. And we gave you the money to maximize our wellbeing, and you're doing all this other political stuff, we didn't ask you to do this. That would be a really interesting lawsuit in the course. I don't know how we would go, but it would be, because I'm sure Vanguard discloses all of this and they would claim that. But I still think that there's, it would raise the profile of this issue to people. And of course- Okay, somebody who ever wants to do this, and you have resources, email me. Yeah. Alex at alexsepsine.com. Talk to Alex, because I think this is, I think this is a phenomenal idea of suing these fiduciaries. Same with BlackRock. BlackRock is a fiduciary. BlackRock represents you as an investor. Many of you who put your money in 401ks might have money in BlackRock without even knowing it. And you're not giving them the money for them to pursue a political agenda. You're giving them the money for them to diversify your holdings and stay out of politics. Certainly not a political agenda that's going to minimize. They, you know, they should be advocating for free markets, because that would maximize your wealth. But, you know, they probably should just be staying out of politics. But we live in a culture in which people don't care, they don't pay attention. People like Larry Fink have a lot of power. I don't think they would in a free market again, because they wouldn't be pension plans, and they wouldn't, you know, be giving this money out. I know that there are pension plans all over the world in Europe and everywhere that basically are saying, if you don't have ESG policy, we're not giving you money.   Now, can you go out and say this is all government's fault, and therefore there should be a law to stop Larry Fink from doing what he's doing? I don't think you solve these problems by adding regulations and adding laws. You solve it by getting rid of government involvement in these industries and freeing them up. But it's very tricky, it's a very, very tricky situation. This is what happens in a mixed economy, in a statist economy, the government indirectly starts having enormous impact on the private sector, on what is left of the private sector. What are, man, we've got so much to cover, and we've already spent a lot of time. Could you just summarize some of the other ways in which government improperly interferes in the financial world? Because I feel like there's just so much more. Well, there's so much there. But you could probably just rattle off a pretty great list. Yeah, but let me give an example of an explicit way they've done this explicitly, which is not even being subtly through all these. During the Obama administration, there were certain industries that the government basically told banks that they would view, if they lent them money, they would view it unfavorably. Now banks are heavily regulated. Everything they do is controlled, not the particular loan they give, but the kind of loans. And basically, there were certain industries, the gun industry, the private education industry, the pawn shops and paycheck lenders. Banks were not allowed to, were told, don't deal with those, not formally, not as a policy, not as a law, but just wink, wink, don't deal with them, particularly the big banks. And indeed, a lot of businesses, particularly the big banks, withdrew and they said, look, we just can't have your checking account here anymore. We just can't deal with you anymore. And they just left and abandoned those businesses. And luckily, some of the small and medium sized businesses didn't pay attention, right? And banked them, and banked them. But it was just horrific that banks would just walk away from a relationship, maybe 20, 30 year old relationship, because the government had basically hinted at them, kind of shown them the gun without actually pointing it. We have it, pay attention, behave. And it wouldn't be surprising at all if with a Biden administration, you got that with energy, right? If they came about and said, hey, don't do it. For example, just to give a Republican example, under Trump and previously under Bush, but particularly under Trump, because cannabis has become legal in many states under Trump, right? But banks were prohibited by their regulators from lending to a pot dispensary, right? So a lot of pot dispensaries only dealt with cash, because they couldn't deal with PayPal, they couldn't deal with the credit cards and so on, because these institutions were told not to deal with them. So the government has a lot of levers, it pulls. But look, the government is everywhere in the financial industry. It regulates every aspect of it, whether it's banks that everything is, who the CEO is, who's on the board of directors, can vetoed by the regulators, what kind of loans, the kind of loans that they can do, how much leverage they take. Every big business decision that a bank makes, or any financial institution makes, has to be approved by the government in one form or another. Every bank in the United States is regulated by seven different regulatory agencies. They can't even get one regulatory agency to do it all. They have a seven. The composition of the ownership of banks, but also who banks can own. In the GP Morgan days, this is before the Great Depression, a bank could own a non-bank company. So Citibank could own Exxon, right? Today Citibank can own Exxon and Citibank can sit on the board of Exxon. Now, that again creates, you know, it's kind of cool to have bankers on your board of directors, because they're pretty smart. They know business. They're highly motivated because they're your bankers, and now they own stock as well. And they sit on the board of directors, highly motivated. But since 1933, they're not allowed to. So the 1933-34 security laws that still hold are very, very involved and basically regulate, you know, almost every aspect of a financial transaction. You know, hedge funds that used to be unregulated in the old days, old days means 30, 40 years ago, barely any regulations. Today, you know, just recently in the last few days, I found out that there's a new regulation out on how hedge funds can market themselves. It's 500 pages long. You even start, right? So there's no aspect of the finance that is not regulated except that the government still doesn't tell BlackRock where they can invest and where they can't. So BlackRock still makes that decision. How much they can have in any particular position, the government dictates and what kind of reporting and how much information they have to give the government dictates, all of that's great lengths. But what companies they invest and they don't. But they might because that could be coming down the pipe in terms of, I think, particularly in terms of energy. All right. I'm looking at my list of questions. I'm going to try to convince you to come on again soon because I just have too many and it's just going to be great. But let me raise one final big topic. Maybe we can talk for 10 minutes and then I'll try to control you into coming again. What should companies do to fight it politically and non-politically?  I mean, just companies I know and companies I've worked with and companies run by people I respect. I mean, it's crazy to just hear we're a reliable company. We used to get one kind of story all here is we used to get people for insurance policies. We would get seven offers a year. People would be competing for our business. And now it's hard to find one person to insure us. And there's nothing that's changed in the business that affects the insurability of it financially. But people are just being pressured in all of these different ways like, hey, you need, if it's a coal company, forget it. You cannot be seen insuring a coal company. And it's this combination of government and definitely a lot of private stuff. Like, what would you recommend companies do? Or what types of strategies would you recommend? I think it's a very, very difficult situation to be because, I mean, the temptation is to lobby government to regulate insurance companies. They can't turn you down based on your industry. But that would be horrific. That would lay another layer of regulation on insurance companies and create all kinds of distortions and perversions. And government is now telling insurance companies what they should like and what they shouldn't like. That is completely off. I mean, ideally, you lobby government to get off the backs of these companies so they don't put pressure on them to not deal with coal or not deal with something with energy generally. So to the extent that there is pressure coming from government, you want to lobby government to stop that pressure. But that's hard, particularly when you get Obama administration or Biden administration, that that's part of what they ran on. That's part of their agenda. I think the only way to do it long term is through a PR kind of campaign that points this out to people. And I think what it needs to be pointed out is the cost. And it needs to be pointed out both to the shareholders of the insurance company. Hey, do you know your insurance company won't insure us even though they make money off of us? Then your insurance company is no longer trying to maximize your wealth that doing something political. And are you sure you want to support that? But to the, you know, the culture general, the culture generally, we need to change the attitude. They need to fight back against a Larry Fink and tell him that it's not his job, not his responsibility. Now, there's going to be pain, but there's going to be pain no matter what they do, right? So it's if they leave it alone, as you know, the energy industry, they don't do anything, they're going to get clobbered by the government. And if they stand up for themselves, they're going to get clobbered by the government. The question is, what is the moral thing to do? And ultimately, long term, what's the practical thing to do? Doing nothing, we know exactly what happens. And standing up and fighting, we don't know exactly what happened. They could win. And so it's clear, particularly given where we are, you know, with this great reset with the Biden administration, with just the general momentum around climate change and the evil of fossil fuels, we know where this is heading. You've got to stand up and fight, even if you land up losing, at least you lose fighting. But you've got to make the case that every American is losing. They're losing because the case you make, because energy becomes more expensive or scarce or whatever. But they're also losing because they think they're investing in these mutual funds. They think they're investing in 401ks. They think their pension plans care about them. But no, they don't. The pension plans, these investors, these 401ks, these mutual funds are not pursuing your interests, even though they sold your product on an assumption that they were. They are making political investments in your name.  He's investing my money and your money. And lots of the people listening money. And if all of us say, wait a minute, Larry, you can't do that. We don't agree. We'll either pull it out or we're going to make a real big deal out of this.  But instead, they are trying to pursue a political, some political ideological avenue.  So the bailout is going to be as small as possible. So really, everybody out there and we're talking about 100s of millions of people, everybody really has a strong incentive that financial markets are focused on value creation rather than on, you know, an anti economic growth and anti human flourishing agenda of the ESG movement. Alright, that is a very good start. I have lots of questions that I want to keep talking about this in the future. So maybe I'll figure out how to maybe I'll convince you to come back. Tell the listeners where they can learn more about you and you have a podcast yourself. So I have a podcast called the Iran book show. It's both it's a primarily YouTube channel, but it's also an iTunes and all the podcasting apps. I do, I don't know about four, sometimes five a week. And they vary in length from an hour, 20 minutes to three hours, depending on the topic and depending on how many questions I guess so you can you can find me there. I also am the author of a few books equal is unfair is right there with with our common friend Don Watkins. And yeah, and of course I'm on Twitter and I'm a Facebook and I'm on every I think I'm on every social media platform in the English language. Um, known to talk. What's that? Yes, I'm definitely on Tik Tok. There are videos of me. I am on Tik Tok. And I have people who put me on every single platform. So it's there but but really if you want to engage with me, then it's Twitter primarily Twitter a little bit and Facebook stuff happens, but I don't really follow Facebook too much work. Twitter is nice because it's short. Yes, it is. It is short. Twitter has a lot of benefits. Let's hope we don't get kicked off soon because if we do, I'm sure we'll acknowledge their right to do it, but we'll be less impressed with their I'm not impressed with their standards and I'm not impressed with the non-objectivity of it. But so far I see no indication that at least I'm going to get knocked off. You're in a much more difficult situation, I think because because the the the you're much more focused and concentrated on one thing that where the politics of it are clear unequivocal where the position of the people there is clear. Mine is a you know, even though I share your views on energy, I cover a whole array and it's hard for them to focus on me as this bad guy on this one thing that's a hot button issue for everybody. I think I'll survive longer. I think I have very definite ideas of what they look for. I mean, my view just for anyone who cares is I think it's very hazardous like with anything scientific, like if you're trying to say something real, like if you say anything resembling like there is no global warming, then so that's why like every post I'll like climate change is real. But and it's and it's I know I'm very focused on climate danger, like declining climate related deaths and that kind of thing. But yeah, with COVID or other stuff, like if you if you take a position that's seen as okay, this is a direct contradiction to the scientists, they they're fact checkers in Indonesia or whatever be like, no, no. And then it'll be like, oh, this is we saved the world from your distortions. All right, you're on. Yes, a check to come back on again, so we can continue this. This is good content. All right. Thanks for coming on. Thanks.


What's up guys, Raxxin34 back with another epic opening and in this one we're going to be opening 24 packs of Metal Raiders, a booster box of Legacy packs, these are the 2017 edition, but they're reprints to the original 2002 set, so this is going to be a lot of fun, and that's not the only thing we're announcing. We're also going to be doing Legacy Week, that's what I'm going to call it. It is starting on Tuesday rather than on Monday, I wanted to start it on Monday, but the package didn't arrive with all the stuff in it. Tuesday, Legacy Week, we're going to be opening five different sets, Legacy packs for opening, Metal Raiders, Spell Ruler, Pharaoh's Servant, Dark Crisis and Invasion of Chaos, all this week, 24 packs of each, five days in a row. The only way I will change that up from five days in a row is if we hit 20,000, then I'll throw the 20k special in there and then we'll continue the five days. So that would not be upsetting because that video is going to be insane, first edition LLB, Retro Pack 1, Retro Pack 2, Champion Pack 1, that kind of stuff. So make sure you guys hit the subscribe button for that. But either way, Legacy Week this week, it's going to be insane. Hope you guys enjoy it. Make sure you check out my TCG player in eBay. Fill the links below if you want to support the channel. All I have to do is click those links below and then buy whatever you want and it supports me. I appreciate it. And the giveaway for you guys, Catapult Turtle, I don't know what I'm talking about. That's from Metal Raiders. We're giving away some Metal Raiders Hallows. These are not 2017 reprints. These are the original Catapult Turtle. Seven tools that they did in Ultra Rare and the Epic Horn of Heaven guys. Ultra Rare, all of these are original MRD, not 2017. So these are a little bit more valuable. Pretty cool. All you have to do is like the video, be subscribed. Let me know your favorite card from Metal Raiders or the card you want to see me pull. And let's get into this opening. We have never done a 24 pack booster box of Metal Raiders before. I've never even opened a booster box of Metal Raiders. So I'm actually really looking forward to this one. I hope we pull Gate Guardian. I hope we pull Thousand Dragon would be cool as well. Because in the 2017 Legacy pack you can pull both secrets. Then of course Summon Skulls. So any of those will be awesome. Those are our goals for this. Now that we've gotten through all that, let's see what we can pull. Kojikasi, Princess of Sharugi. Commentary attack. That's pretty decent. In first edition that was actually worth something. Okay, next pack. Yeah, there's so many guys. The Ultras in this set are amazing. They're super good. There's so many good ones. Solemn Judgment would be another really cool one. Leg-a-hole. Leg-a-hole. Leg-a-hole. I've always said Leo-a-hole, but it doesn't make sense. There's Leo-gun. Feral Imp. That's such a classic card that waited until Metal Raiders. We have White Magical Hat. You guys watch Progression Series. You've seen some serious work from that card. So that's all these old cards are pretty epic. Okay, here we go. Next pack. We've opened two packs of Metal Raiders. I'm probably going to be doing one of those things called a premiere for all of these. So we're going to be chatting it up live. It's going to be fun. Labyrinth Tank. I'm hoping we can pull something good. Sagi, the dark clown. Classic. There it is. We're giving one away and we pulled one Catapult Turtle Super Rare. Our first foil from Metal Raiders. There we go. That's pretty awesome. Catapult Turtle. I've had some pretty good pulls from Metal Raiders, but I've never pulled the Gate Guardian on camera. I've pulled it twice before I did YouTube. Or I did some YouTube, but not really the card videos. So it would be pretty cool to pull a Gate Guardian. That would be pretty crazy. Sort of deep-seated. Rock over Grada. Illegal. And Mass Forcer. A lot of the time it was another common area attack. Interesting thing about these 2017 packs. Guys, I forgot to mention. We're searching for the Pecanumoth. We could pull multiple Pecanumoths in this video. Can you guys imagine that? This set, it could be an insane video if we pull a couple of those. But also what I was saying, 2017 packs, you can pull the short prints. It just has regular comments. They're not short printed. So it's a lot easier to get that stuff. Lava Battle Guard. Magician of Faith. There's a nice rear. It's a good one. Hibikime, Bottom Dweller. Pumpkin, the King of Ghosts, and H&L. I said that about short prints. We haven't seen a single Pecanumoth, so there's definitely something fishy going on here, guys. No Pecanumoths. Somebody scaled them for the Pecanumoths. Then the Germ Infection. Water Amotics. This is the alternate art. That's for sure not alternate, but English. What do they call that? I can't remember. Edited. I don't know what the other word is. Robin Goblin. Discommunication. Paralyzing Potion. Unhappy Maiden. Okay. So far only one full. So we're hoping that the fire will appear soon. Maybe we can pull something good. Here we go. Crash Clown. Crass Clown. Not the class clown. Killer Needle. Sword of Deep Seated. Rock Ogre Grotto Number One. We got a Dark Elf Rear. Pale Beast. Robin Horseman. Guys. Losing Faceless Mage. No Hollows and No Pecanumoths. What is this? Fishy? Okay, we have a Hollow. We have one Hollow. I say fishy. I don't know about you guys. No Pecanumoth. I mean, that's crazy. Killer Needle. Here we go. Let's pull something good. Sword of Deep Seated. Here's another Rock Ogre Grotto Number One. And a Twin Headed Thunder Dragon. That's a super rare. This looks dark. Interesting. Yeah, these 2017 foils look a lot different from the originals. I do have a video about how you can tell the difference between 2017 and the old ones. I'll put it up in the eye to my Yu-Gi-Oh! Discussions playlist. That is one of my most used playlists that I would refer people to. They're old videos, but for the most part they're still super relevant and helpful. Like stuff like how to grade your cards with PSA and stuff like that. So I share those videos all the time. So if you guys ever need info like that, that's the playlist to go to. I think it has about 10 videos. Okay, Lava Battle Garden. Armored Zombie. We've got two foils. Let's get an Ultra. Tremendous Fire. Kojo Kazi. We've got a Star Boy. King of the Yummy Makai. The classic weird defense. Thunder Dragon. That's a nice one. I have been using Thunder Dragons in one of the Goat Decks, so it's working out pretty good. So we've got Thunder Dragon and Twin of the Thunder Dragon. So I can throw those. I actually didn't have many copies of Thunder Dragons set aside in my goat box. It's not even... Okay, I said goat deck before and people were always like, how do you put that many cards in your goat deck? Like you say it all the time. I have a box that's like anything that can be played in goat. I'll put it in there. So if there's a card like Thunder Dragon I might have like forgotten to put it aside or like not realize people used it when I first started that box. So I didn't have many copies of that with Princess of Sarugi again. Another Thunder Dragon. Nice. Jirai Guma and Chilpacoffin. So I wasn't setting it aside. So now I'm going to start doing it and I'll get myself some extras. I fortunately have like three total. I had just enough. Okay, solar release. Let's get a foil guys. Let's get an ultra secret. Trent. That's still a weird name for a tree. Block attack. Shield and Sword. You just shield and sword on what is the car that Joe uses Shield and Sword and then attacks with its bat battle warrior. He attacks the zombies because they have zero defense. His battle warrior goes to a thousand attack I think. The Bistro Butcher. Solar release. Okay, so far just two foils. Let's see if we can get Mushroom Man number two. Trent. Which is a apprentice. Okay. Boogoochie. Launcher Spider and Concretive Evolution. So far we're one half through. Nothing too crazy. But we're hoping that we can pull something big. Here we go. Harpy lady. Nice. Guilty of the D knight. This guy's pretty awesome. Probably he's cool. New Distance King. Crass Clown. Fake trap. Solar battle guard. This magician. Okay, come on. Where are the big boys? We need to end strong. Kind of like our Invasion of Chaos 24 packs when we pull those double dots. Check that out. Share the paint. Whoops. What a fairlip. A big eye. Can we pull something good here? Soggy the Dark Clown. I mean hard to argue that Soggy is not a good card. Guys, okay, wait a second. We have not pulled a Picanium on. What's going on here? This is weird. This is really weird. Okay. There are like 143 cards in Metal Raiders or something. It's like one of the most I think. Oh baby dragon. I haven't pulled that either. So it's pretty tough to pull it Bistro Butcher. Thousand Dragon. Secret Rare. That one kind of snuck up on me. We're talking about Picanium on. That's pretty epic. Thousand Dragon. Secret Rare. We were looking for Gate Guardian. Got Thousand Dragon. I will take that. I don't know if I've ever even pulled this card. So that's really cool. I mean that looks really nice. Check out that. The foiling name looks really nice. Thousand Dragon. There's a big pull finally. We got a Sangan. That's nice. Still, okay, Lady Defe. But no Kenya Mark. Lady Defe is praying. So maybe she'll pray. She's gonna help us get to the Kenya Mark. Please. Here we go. Sort of deep seated. Baby dragon. Labyrinth tank. Back to back Secret Rare pulls. Gate Guardian. I just said we're looking for Gate Guardian but we got the other one. Back to back Secret Rare pulls. Gate Guardian. Oh my goodness. These legacy packs. They just seem to always provide us something. Wow. Talk about back to back packs. And last time it was back to back DMock. Now it's back to back Secret Rare's. Wow. Wow. Those are some nice pulls guys. Oh my goodness. Gate Guardian one of... That's a fan favor right there. I know a lot of you guys like Gate Guardian. There's a magical hat. We got a Pump King of Ghost. Wow. That's cool. That's the third one I've ever pulled. So I got a play set that I pulled. I don't have either of the other two anymore. So we're going to have to keep this one. Wow. So no Ultras. Two secrets. Two supers. Okay. Now we're going for Summon Skull I guess because we got both secrets. Arpillating. Musician King. Killer Needle. Anamooka Mooka. Insect Soldier of the Sky. Neuatori. And the cheerful coffin. Okay. That's pretty good guys. That's pretty good. That is pretty good right there. All right. We got Water Amonix. I don't even know. That's great. Am I supposed to be expecting this craziness now? Because it happens every time. Miles Radiant. I don't know but I'm not complaining. There's a Flame Servers. That's cool. We still have a few packs left dude. Like if we pull like Summon Skull guys or if we pull a third secret like that'd be absolutely nuts. Okay. Here we go. Armored Zombie. Can we get something epic? I mean we've already gotten something epic. I mean something else epic I guess. Kojikaze. Seven Colored Fish. Which is a friend. Pale Bees. Guys if we don't if we don't pull a Pecaneo Moth I'm gonna I don't even know what I'm gonna do. That's insane. 24 packs? We pulled two more secrets than we have Pecaneo Moths. Okay Electric Lizard. Dream Clown. Come on Pecaneo Moth. That's what we need now. That's all that matters. Dream Clown. Blacklin Fire Dragon. Harpy Lady Sisters Sweet. That's a sweet super rare. Alright. Harpy Lady Sisters. That's really cool. I will take that. Okay. Can we get the Pecaneo Moth guys? Rabbit Horseman. Tongueo and Morphe. No Pecaneo Moth. We only have four more packs to pull it. Unreal. Okay. Come on. Show yourself. Pecaneo Wisdom. We pulled it Pecaneo Moth. We gotta sleeve that bad boy up. English version. So that's pretty crazy. I mean it's not the Pecaneo, it's the Petite Moth. But pretty crazy. Let's set that in the background. Yeah. That needs to be back there. Okay. Mask of Dart. I forgot about even cared about the foil. Lady Defeb. Because we have the Epic Pecaneo Moth. Unbelievable. We finally pulled it. We pulled a Gate Guardian before we pulled a Pecaneo Moth. So just let that sink in. Alright. Blue Winged Crown. Kojikazi. Back to back. Unbelievable. Hoshigen. Back to back. There's a Larva Moth in there as well. The Traderous Brother. Wow. Wow. Talk about Epic. If we pull a playset in the last four packs guys I might lose it. I might literally lose it. Unbelievable. Unbelievable. Legal. Baby Dragon. Guilty of N.D. Knight. Great Moth. Then we finally pulled the Grande Moth. Illusion of Faceless Mage. Alright. Final pack. So far we pulled pretty insane. We pulled Double Pecaneo Moth. We pulled both Secret Reirs. And we pulled three Supers. No Ultras though. Which is pretty weird. So this set says Great Ultras. It'd be nice to pull one. Let's see if we can do it. Lava Battle Garden. Dream Clan. Guardian of the Labyrinth. And Castle of Dark Illusions. So that's a little weird. But overall I can't complain with what we pulled. So let's see what we did get. Let me pull these out. Alright. We pulled a playset of Thunder Dragon. That's pretty nice. Nice goat format stuff. Here we go. Magician of Faith. That's sweet. Double Sangan. Also sweet. Whoops. We gotta be careful. I almost bent that. That's not good. Alright. Harpy Lady Sisters. Super Rare. We got a Catapult Turtle Super Rare which we're also giving away. So make sure you guys leave your comment down below about what your favorite card was. Yada Yada Yada. Do you want a chance to win it? It's Winner of Thunder Dragon. That's pretty epic. And then, oh, we're getting into the craziness. Thousand Dragon. Secret Rare. That was awesome. Gate Guardian. Secret Rare. That was awesome. Awesome. That was so cool. I can't wait to be pulled that. Check out all those. Check them out. We got Ok, what are they? Kozigen. Suigen. And Sanga of the Thunder. Mixed together in there. That's pretty sweet. And of course the most epic pulls of all. Double Pakenya Maw. So I hope you guys enjoyed the video. Make sure you guys like the video. Subscribe for that 20,000 subscriber opening. Share the video to help me out. We're doing five legacy openings in a row, guys. Legacy Week. Hashtag Legacy Week on Twitter. Yeah, it's not a thing, but you can start it if you want. And then we've got Instagram. You know, go follow me over there as well as Twitter. Of course. So Legacy Week is going to be a lot of fun. We started off hot with Double Secret Rare. Thank you guys for coming to the premiere. Thank you guys for watching. I'll see you guys later. Peace. Elemental Hero Dark Bright Boom!


Welcome, everybody. This is JSA's new series called JSA Fast Forward where we broadcast live via LinkedIn. I'm your host, Javisgada Kattaya, CEO and founder of JSA. And with me, my fabulous co-host, longtime friend and colleague, Dean Perine. And of course we should say overall guru of client strategy and lead-gen marketing for JSA. Guru. I love being called a guru. I'm not entirely sure what that means, but I like it. Jamie, it is always a pleasure to be on Fast Forward with you. Thank you very much. Apparently people enjoyed, or maybe they, at least they found valuable our last Fast Forward. And so they're letting us do it again. So let's try to go two for two today. What do you say? Yes, definitely. You know, it's a new show. We can call it new, right? We would call it new. But so technically I'm not entirely sure what means new, like with a, it's all very subjective. But by the way, so we're getting off track already. This is a good sign, right? By the way, this is live. So if we sneeze or if a kid walks in or a dog barks, please forgive us for doing the human thing. But it is inevitable at some point. Totally. And Dean and I have been tearing through our big headline, dripping them out out of our virtual newspapers and, you know, really trying to figure out what is happening in our industry this month. And you know what? Guess what, guys? January, first month of the year, earning the books, come to a close. This is insanity. To the reason it was over. So go ahead. Let's do it. Good time, Dean. What's catching your attention today? Well, honestly, I did a little bit, very little bit of research yesterday to make sure that I at least knew what was going on with in the industry because so much has gone on in the industry in what three and a half short weeks of the new year. But the one theme that was grabbing me most was that there seemed to be a theme. And that theme was kind of a welcoming theme. There were a lot of, a lot of new things happening, a lot of welcome additions to teams, a lot of new markets, a lot of new products, a lot of welcoming. So that's really kind of what jumped out at me. For example, X-Tel communications, they are a provider that delivers customized solutions for dynamic needs of today's business environment. Welcome, Vince McKernan as their new senior director of sales. Vince has 30 years of experience as a top performing results driven sales professional specializing in telecommunications. So again, X-Tel welcomed a new senior director of sales. So welcoming does feel like the theme for me right now. Right on, right on, right on. I feel you. And okay, here's another example during PTC just a few weeks ago last week. American Tower welcomed Shamrock Consulting as the newest addition to American Tower's growing channel partner program. And in case you don't know, Shamrock, Shamrock Consulting, lengthy history of sourcing technology solutions. And that's for enterprises, which includes cloud, data center, WAN, cyber security solutions, our, our little world. And through this agreement, Shamrock now has access to innovate edge and Metro Cola services and key markets across the US. All right, Jamie, I think we have our theme for today is definitely welcoming things. And what would welcoming be without welcoming a new, another new client to JSA's roster of amazing clients. We just this month welcomed China Telecom Americas to our JSA community as a private, as a provider of private carrier connections, I'm sorry, carrier communications and IT services with global network via its affiliates and service providers. CTA, that is China Telecom Americas is truly diverse in offering and offerings as well as markets to which it connects its customers. So again, JSA has welcomed a new client. Yes. Yeah, no, no. That's okay. I'm picking up what you're putting down. I hear you. Okay. So our ecosystem welcomed BDX when they announced the global launch of the company's groundbreaking 360 view solution. This is a carbon tracking tool. I love this. That will help users monitor and manage the power efficiency in carbon footprints, 360 view now available, free download to all users, including non BDX customers, which is awesome to really manage their power and carbon footprints efficiently from anywhere in the world. Jamie, I love this because there were some other themes actually when I was thinking, when I was looking at what we might be, where, what direction we might be going today. And while the welcoming theme certainly was, was evident, there were some other more eco-like themes and environment-like themes. So we're going to get to some of those in just a moment, but just to pack back over to the, the welcoming part DataBank welcomes its new COO, Joe Minaric. Joe is a pioneer in the cloud and data center community and joins DataBank from Amazon. We've all heard of them. Yeah, exactly. They were, in fact, they just delivered a pair of shoes to me, probably a different Amazon than the one that Joe is working for. But regardless, I love the shoes. Thank you very much, where he served 16 years leading the development of the company's underlying data center network strategy and infrastructure across a global footprint of 25 regions, 18 availability zones, and 275 points of presence. So Joe comes to DataBank with quite a pedigree and I'm sure that they are welcoming Joe this month. 275 pops, that's insane. All right. So, you know, Dean, that was easy. Welcoming a new team member. Okay. Check this out. First light, a network and business communication service provider recently activated 400 gig network connection on its fiber optic networks. So the announcement is welcomed news to their enterprise and carrier customers throughout the Northeast and Mid-Atlantic. Yeah. And in addition to serving, of course, the increased bandwidth needs of its customers, the upgrade positions, fiber lights network to support 5G technologies of the future. So you're going to end with 5G as if we're not going to be talking about this all year long. So anyway, I will, I'm going to go, I'm going to move forward to you. Our fortress welcomes a super cool 360 degree high definition immersive virtual tour of its data center campus in Honolulu. So when I was reading this last night, I thought a virtual tour of a data center in Honolulu sounds great, but going to Honolulu for a data center tour sounds really good to me too. But either way, if we can't go at least not right now, a virtual tour sounds pretty good. You'll find it interactive, panoramic photos, detailed floor plans and a tour view and tour views throughout the 55,000 square foot DR Fortress data center that is in Honolulu, the largest data center business network and cloud marketplace in Hawaii. So it's a pretty significant virtual tour again of that 55,000 square foot facility in Honolulu. Hawaii's most preeminent data center and just love that facility. All right. So yeah, you're good. But how about this? Silicon Valley welcomes prime data centers as the company announces its further expansion right there. This new built to suit turnkey facilities strategically located on Comstock Street in Santa Clara is at the center of major fiber routes following diverse paths, the top tier one long haul and metro providers with construction slated to be in second half of 2023. This will be the fourth Silicon Valley facility for prime data centers. Of course, we're talking California guys. Yeah, Silicon Valley. Everybody knows where that is almost immediately the moment you say, right? But so speaking of something, someone perhaps a company that everybody knows or at least has heard of Zenlayer, a leading edge cloud service provider for emerging markets worldwide received some welcomed financing from NDIS, a little bit of cash, right? From MDI ventures, the investment arm of Telecom Indonesia, the country's largest telecommunications company. The C plus funding brings the entire series C financing round to 62 million dollars. So Zenlayer said that the investment will fortify its position as the edge cloud provider of choice in Indonesia and its surrounding regions. They are highly committed to the Southeast Asia as evidenced by their new dedicated sales and support team headquartered in Singapore. So again, this is kind of a continuation of what we saw last year. I believe on the inaugural voyage of fast forward, we were talking a great deal about global expansion and global facility even enhancements abroad. So that seems to be carrying over from 2021. Yeah, particularly Asia and Southeast Asia. All right. And like you said, I have to say that was a good one. Financing is always welcome. So I'll take some of that. All right. So the quick hits time. I'm just going to blast through a couple of these really cool headlines. Horizon, a fiber optic broadband company operating out of Columbus, Ohio. Welcome. It's newly redesigned website focused on both business and residential fiber solutions. You can welcome that. Yeah. And Edge Connects welcomes a fortified executive bench. Yes, we're talking three fantastic hires. We have Jonathan Sheldkraut. I hope I'm saying. Oh, I would say it too. Yep. Sheldkraut. He's Chief Strategy Officer helping to guide the next chapter of the company's significant growth. This Edge Connects has been tearing it up. We know Anand Ramesh. He's the SVP of advanced technology, helping to develop and implement the company's global sustainability initiatives. Again, touching on that big point here. And Sam, we managing director, marketing and commercial development for Asia Pacific, perfectly aligned with the company's growth strategy in APAC. Another trend we're citing here. So yes, yes, yes. Edge Connects making all the right moves. They really are. Lots of stuff going on there. And it's good to see that a lot of folks are kind of hiring in now to really kind of double down on the sustainability and environmental efforts and things like that. So it is really cool to see that. But while you are going through your quick hits, I couldn't think of anyone to talk about next. So I am going to let everybody know that I will be welcoming a plate of leftover spaghetti from last night's meal right after we get off of this. I'm getting hungry. And yeah, that does sound good, I have to say. I think if you would, since you're so Italian, Jamie. I am totally, absolutely. Okay, so back to business, Jamie. The global investment firm Carlisle has emerged to acquire or welcome in Volta, an award-winning cloud computing hybrid IT and data services company. The strategic acquisition includes all 12 of in Volta's owned and operated data center facilities and an in-house 12,000 plus fiber mile network. Carlisle Capital's resources and expertise will help expand in Volta's operations, helping grow its capabilities for both new and existing customers. All right, I don't know. You're welcome. That's a tough one. But okay, I'll let that one slide. Very good. Very good, Dino. All right, Redline continues its impressive growth trajectory. We talked about this also in the inaugural and continues to welcome throughout the mid-east and be welcome throughout the mid-east with its announcement noting its new and existing strategic partnerships with several new service providers. These partnerships provide advanced connectivity solutions for more than 100 enterprises in the mid-east. We're talking Oman, United Arab Emirates, so really quite the brand in growing in those strategic growth regions. Yeah, are we stretching it now? I think so. I think we're just right now, we're just shoehorning the welcoming refuge right into one of these. But I actually, I saved this one for one of the last because it is one that is near and dear to my heart. And that is that Vive Business Services, pioneers in bringing game changing technology to traditionally underserved communities, has expanded its fiber access network for fan. That's the new acronym. It's one that I haven't really heard too much about. Fiber access network fan services to 25 new markets, new and in need markets, really. And you want to know who welcomes fiber access networks in new markets? Rhetorical question, it's people who don't have fiber access networks in those markets. Yeah, exactly. And it's just like, it's one of those things where business is getting done everywhere.  JSA, we're everywhere, right? I've got a big coming to my house. There are areas in the country that don't have that kind of bandwidth and that need it. Because it is that kind of bandwidth that will ultimately drive digital transformation in those markets. It's going to drive things like disparate workforces and working from home and education, all sorts of things. So I'm very excited. Again, Vive Business Services is now in 25 new underserved markets. So I'm thrilled about that announcement. And absolutely a pandemic trend we've seen. No one wants to be bringing on each other these days. We want to spread out. We want to work comfortably from home, from a farm, from any community we choose. So yeah, we do love a good bridging the digital divide story, so necessary, so needed. And it sounds like Vive, V-Y-V-E Vive doing just that. Yeah, no, absolutely. But moving on, another piece of this one is truly welcoming. Also talking specifically to kind of the eco, the sustainability subject, we are going to be welcoming some authors. Is that correct, Jamie? That is so, so correct and so exciting. Okay guys, we here at JSA have confirmed, no, I'm sorry, welcomed 28 authors writing 24 chapters of greener data. That's the book that we are all co-writing due out Earth Day, April 22nd. Several folks co-writing their chapters together, an incredible line of authors. We are announcing the entire roster in a press release that drops tomorrow. So you'll be hearing more names, but I don't know, I think we could tease a little couple. I mean, Courtney, head of marketing might be mad at me, but... Sorry, Court. Sorry, Court. We can address a couple of names. Do you want to? Let's do it. I'm stoked. Let's have, let's have at it. All right, so Brom Singh, CEO of BDX. We had to mention BDX, of course, in their fabulous carbon tool. Raul Martin X, CEO of Databank. Bill Marantella, CMO of EdgeConnect. Kim Ginellis, co-founder of ViColo from Finland. Bruce Lerman, CEO of Involta. The company that just got acquired by, I believe it was Carl Isle, just to harken back to what we just talked about, but we also are welcoming. Jason Ruggie, partner of Mavenwave. Sean Farnie of Kohler, West Swenson, CEO of NOVA Data Centers and Avner Pappachato. I hope I got that right because it's a brilliant last name. The CEO of Server Farm, all joining us as authors for greener data. And I will not lie, I gave you the difficult names. Sorry. I can't be remiss. Of course, we're welcoming Eric Contag, my friend, president of Suboptic Foundation. And I love her, Dr. Nicole Starr-Raus-Selski, the research of Suboptic Foundation and associate professor over at my alma mater for my grad school, NYU. Yeah, that's a coup for us, right? Getting Nicole as one of the authors here, that is outstanding. Yeah, those are several amazing women, just as an FYI, yeah, offering some chapters. Nicole being one of the many. And we did have, we had mentioned a few of the I-Masons already, but noteworthy, we welcome Bill Kleiman, EVP of Switch and Dean Nelson, CEO of Virtual Power Systems, and of course, the founder of I-Masons. Yes, I am proud of Mason. So yay, and super excited to have them in there. And literally, honestly, I think a dozen more names that maybe we'll say for the press release before Courtney gives us the little acts or cuts us off. I could see actually LinkedIn just dropping right now. I can see you're saying, why aren't you putting a PR out now? Jay, hello. All right, guys, we're excited though. And you know, there's so many more that we welcome, welcome, welcome in our next press release. So stay tuned. Again, book drops April 22nd, that is Earth Day. And we will be doing a launch party over LinkedIn. So get ready for some more springtime fun coming soon, probably right around here. And talking of coming soon, we have a few GSAers that are heading out to Metro Connect here in just a couple of days, partnering with our good friends at Capacity. We love the folks over there to get some great interviews across both of our communities. And you are welcome to hit us up at my favorite JSA web address. Say hi. That is S-A-Y-H-I at jsa.net. If you would like to be interviewed at Metro Connect coming up just here in a couple of days in Miami. Yeah. And what a way to begin 2022.  Cheers everyone to a healthy and happy 2022 together. We here at JSA will be connecting you, welcoming you with more industry news and trends, upcoming events, virtual live across our blogs, newsletters, virtual roundtables, podcasts. And now right here at LinkedIn Live. So thank you all. And here's to keeping us all more informed so we can grow the industry together. Right. So thanks for tuning into the still new, right? Jamie, it is still new. JSA fast forward. Yeah, awesome. Super new. And as always friends, stay safe and happy welcoming. No, I mean, sorry, happy networking. That was a stretch. Yeah. Thanks everyone. All right, bye.