Cathie Wood is the CEO & CIO @ ARK Invest, focusing solely on disruptive innovation, primarily in the public equity markets. ARK has become renowned for opening up its research and becoming a ‘sharing economy’ company in the asset management space. Prior to ARK, Cathie spent twelve years at AllianceBernstein as CIO of Global Thematic Strategies where she managed over $5 billion. Cathie joined Alliance Capital from Tupelo Capital Management, a hedge fund she co-founded, which managed $800 million in global thematic strategies. Prior to Tupelo Capital, she worked for 18 years with Jennison Associates LLC as Chief Economist, Portfolio Manager and Director.  In Today's Episode with Cathie Wood We Discuss: 1.) Entry into Hedge Funds at 20: How did Cathie get her first role in the world of finance at the tender age of 20? What is Cathie running from? What is Cathie running towards? What are some of Cathie's biggest lessons from seeing the dot com bust at Tupelo? What does Cathie know now that she wishes she had known when she started investing? 2.) Why Benchmarks and Passive Investing are Bad: Why does Cathie believe that benchmarks and indexes have become dangerous for consumers? Why does Cathie not believe what everyone else does regarding inflation? How much of the performance of large-cap tech stocks is tied to the growth of passive investing? Why does Cathie think the Fed is making a huge mistake? 3.) Time to Pick Companies: Why does Cathie believe that Facebook is emerging as an attractive value stock? How does Cathie believe Elon Musk and Jack Dorsey could build the largest universal wallet? If Cathie were to put all her money into one of their companies, what would it be? Why does Cathie believe Zoom is one of the most misunderstood companies? 4.) Why Venture: Why Now: Why did Cathie decide to do a venture fund with ARK now? Why did Cathie decide to do a no-carry structure with a higher management fee? How does that align incentives with investors? In venture, the asset chooses the capital, how does Cathie analyze why the best founders in the world will pick and work with ARK over other amazing VCs? What is the single biggest risk you are underwriting when investing in ARK's venture fund? Items Mentioned in Today's Episode: Cathie's Favourite Book: The Emperor of All Maladies: A Biography of Cancer

Hugo Barra is the OG of consumer hardware of the last decade. In Hugo's current position, he is the CEO @ Detect, building tools that empower people to understand their health and make informed, timely decisions. Before Detect, Hugo spent an incredible 4 years as VP of VR @ Meta with Oculus. Prior to Oculus, Hugo was in China as VP of Global @ Xiaomi, the 3rd largest phone maker in the world. Finally before Xiaomi, Hugo was a product leader @ Google for over 5 years including as VP of Android Product Management. In Today's Episode with Hugo Barra We Discuss: 1.) Entry into Product: How did Hugo make his way from Brazil to Silicon Valley and Beijing Product OG? What is one takeaway from Google, Meta, and Xiaomi that influenced the way Hugo approaches product today? What is 996 Chinese work culture? How does the experience of working and leading teams in China impact his approach to team building today? 2.) The Secret to Success in Hardware: Why is hardware so much harder than software? What are the main differences? What are the biggest challenges faced when building V1 and V2 in hardware? How much do you rely on data vs gut and intuition? What are some of Hugo's biggest consumer product hardware failures? What did he learn from them? 3.) Feature King vs Budget King: Previously Hugo has said, "in the beginning, there is only two types of consumers." What does he mean by this? How does that impact his approach to product building? Can a budget king product leader also be an amazing feature king leader? What is the difference in the two? Why is it harder to be a budget king product leader? What happens if you have both budget king and feature king in one product? What happens then? 4.) Product Management 101: How does Hugo define product management today? What does it really mean to Hugo? Gustav @ Spotify has said before, "details are not details, they are the product." How does Hugo think about this statement in terms of great product management today? When do product orgs start to break down? What are the catalysts? What can be done to stop this? 5.) Brand Marketing vs Product Marketing: What is the difference between product and brand marketing? Why does Hugo believe you should always start every product build with the press release? What is the difference between good and great in a press release? What do the best have? What are the single biggest mistakes founders and product leaders make in storytelling today? 6.) Masterclass in Hiring: Why does Hugo do 3-and-a-half-hour interviews when hiring new candidates? What are the benefits of their being so long? What does he want to achieve? What core questions does he ask every time? What differentiates good from great? How does he get people to really open up and show true vulnerability?