There is a lot of schools with
There is a lot of schools with 
kids from it the top 1% than 
60%.  Unfortunately a lot of 
universities are the casting for
American society.  I hope we 
return to our roots and 
resources and alumni and expand 
the seats of California and 
lower the prices such that kids 
such as myself get a remarkable 
future.  I think we are in a 
dangerous position where we 
swipe Vaseline over the lens of 
graduate education and find 
remarkable kids from low-income 
neighborhoods.  The reality is 
99% of us are not in the top 1%.
I think we need to move back to 
an environment where our mission
is to make unremarkable kids 
remarkable and dramatically 
expand the number of seats.  
If you think about the total 
budget of the University of 
California it went three hours 
to bailing out small companies 
and investors are owned by 
millionaires.  I think we have 
lost the script in capital 
allocation and investing in the 
future.  I hope people turn 
their sights back to -- I hope 
we turn to the Gestalt of the 
American and taxpayers 
leadership in the '50s, '60s and
'70s and realize the way to move
forward is to invest in great 
institutions and education.  I 
didn't answer --
it was a bit of a meandering 
answer.  I hope that -- I hope 
that education returns to where 
it was for the University of 
California in the 80s and 90s.  
Not judging itself by how 
remarkable these are but how 
many unremarkable kids they give
remarkable opportunities 
to.  I think that dovetails into
the leadership and how to grow 
one's self as a leader and 
education is an important way to
do that.  I will hand it over 
now to Geoff to continue with 
more questions. 
Geoff?  
[ [Captions will pause 
momentarily]
You have to do nothing but work.
I realize that is not 
aspirational.  I have found that
to be 100% true.  That is not to
say being economically 
successful is the end-all.  
Many decide not to howl on the 
money train, but the majority of
students I teach expect to be in
it the upper echelon.  
To acknowledge it will take a 
lot of 
work.  The key is when do you 
accelerate.  I believe we are in
an era where functional speed is
important.
I work with a colleague that is 
a strategy professor.  She talks
about variance.  Right now, 
there is a lot of variance that 
some people are getting nothing 
done.  Some are getting a lot 
done.  The opportunity to lap 
the competition is never greater
than it is now professionally.
When I started L2, I used to 
take a team of kids with me --
when I say kids, employees in 
Europe in Thanksgiving.  
Europe is not closed on Thursday
and Friday.  We will lap the 
competition while everyone else 
is eating turkey.  I know how 
pathetic that sounds.  We're in 
that moment.  That is if you can
figure out a way to produce IP, 
strengthen relationships, sell 
more stuff, work harder, there 
is more variance.  There is more
opportunity right now to lap the
competition when a lot of people
are making no progress at all 
professionally.  I think this is
an exceptional opportunity.
I'm not a workaholic, I'm 
outstanding at not working.  I 
have functional speed.  I said 
to my wife and my family when 
this started.  Is everyone fine?
How do we support each other?  I
expect to work 18 hours a day 
for the next 90 days and produce
a shit-ton of content and lap 
the competition in terms of 
books, Articles, IP, podcasts, 
I'm going to put the hammer 
down, because I think you can 
make more progress right now, 
professionally than your 
competition.  On a personal 
level, I think this is an 
exceptional opportunity, if you 
think about you are in the armed
services.  Almost all medals and
recognition are based on how you
respond in times of crisis.  You
can spend your career being a 
marginal service person, but 
under fire, if you show grace 
and courage under fire, there is
a general recognition, that is 
an intense reflection on your 
character and code.  We honor 
people for that.  We are in a 
moment, a moment of crisis.  I 
think it is an opportunity to 
take stock of who you think you 
are.  Do you think of yourself 
as a generous and loving person?
Thinking generous and loving 
things aren't enough.  You need 
to be generous and loving.  If 
you are fortunate enough such 
that your family is healthy, 
such that you are healthy, you 
are financially secure.  This is
a tremendous opportunity to 
restore and repair and enhance 
relationships.  Do you not have 
the relationship you want with 
siblings.  Have you lost 
relationships with friends 
because of perceived sleights or
bullshit arguments or whatever 
it is.  This is a moment in time
where your generosity, the 
ability to express emotions and 
love other people, outsizes 
those expressions of love and 
generosity in normal times.  
There are a lot of people 
struggling.  There are a lot of 
people who are lonely.  
There are a lot of people who 
are financially strained right 
now.  Your ability to reach out 
and be who you think you are 
right now is that functional 
speed.  This is an exceptional 
opportunity to decide who you 
are and cement that reputation. 
You know, think of your 
tombstone, who you are as a 
brand is a sum of all your 
actions over the course of your 
life.  Those things will be 
sketched in pencil.  What will 
be covered over the
etchings in indelible
you areand helpful others and 
when  under fire.  This is a 
huge opportunity to repair and 
strengthen relationships.  
>> Geoffrey Easterling:  That is
incredibly powerful.  I think 
what we needed to hear right 
now.  Looking back on other 
tough times you mentioned, you 
know, the early '90s, the 
economic bust of 2008.  How did 
you come together with your 
classmates?
I being the point about family 
is incredibly powerful.  For my 
roommates the people I see 
everyday walking the halls at 
Haas, how can I help them and 
how can recent alumni help each 
other through this across?  
>> Scott Galloway:  I think 
there are different circles of 
health.  First, you have to fix 
your own oxygen mask.  On a 
plane put on your oxygen mask 
first before you help others.  
If you aren't in a good place, 
you can't help others.  Assess 
how you are doing, if you need 
help, reach out for it.  I think
that is courage.  I think 
especially men we don't want to 
express our emotions and needs 
and we suffer alone.  If you 
need help, reach out, whether 
you are struggling, upset, 
lonely or strained, for whatever
reason, I think the first is to 
figure out if you need help.  I 
think the second is your 
immediate circle.  And to reach 
out to people and not assume 
they're doing fine and ask how 
you can help and be there for 
them and call them maybe more 
often.  And if you are fortunate
enough to be in a position to 
get off your heals on your toes,
I think about 9/11 and Katrina. 
I thought I got to get involved 
I got to help.  I didn't do 
anything.  I'm embarrassed by 
that.  I'm ashamed by it.  
This crisis came along, I said 
what will I do.  Thinking you 
are a generous person doesn't do
anything.  I started drawing 
circles of people I knew and 
organizations I felt strongly 
about in thinking how could I do
stuff.  One of the things I came
up with -- I realize I'm doing 
virtue signalling.  I came up 
with be a baller.  When I was 
working in high school and 
college, I was a box boy, 
waiter, I parked cars.  On a 
regular basis, some incredibly 
man or woman would give me 50 or
100 bucks.  It was life 
changing. 
It meant I could go to sizzler. 
It meant I could have a date.  
It meant I could buy a textbook.
It meant I could have a full 
tank of gas.
People don't recognize, you 
know, I'm an economically secure
person right now.  
Nothing matches
I think about when I had the 
money to fill my tank with gas, 
it was a feeling of security.  
98% of the time I went to the 
gas station between ages of 18 
and 27, getting out of grad 
school I was putting 5 or 10 
bucks in at a time.  When I got 
the opportunity to put a full 
tanks of gas in, I felt strong 
or whole that I had an entire 
tank of gas.  A lot of times, it
was random generosity.  I parked
some woman's car, she would give
me 20 or 50 bucks. 
I decided I'm going to be a 
baller.  What I would say to 
anyone in a position to take one
hundred bucks, a thousand bucks 
through the course of this 
crisis and tip the lady who puts
the food in your backseat.  You 
know, be a baller.  So that's 
one circle.
How do you just change people's 
lives on a small basis on a 
regular basis?  And the largest 
circle is okay, what 
organizations can you get 
involved in?  I just sent the 
Dean an email.  You know, what 
can you do to help organizations
that have the infrastructure to 
really reach out to people?  You
know, Haas is so 
philanthropically minded, people
that attend Haas it is built in 
their D.N.A.  If you apply to 
Haas you are coming from a place
of being a global citizen beyond
yourself.  In terms of how you 
can help each other, I think 
this is an opportunity, you 
know, so many young people are 
-- don't have the awareness or 
confidence to be really open 
with each other and express 
admirations and form bonds.  My 
business partner of 35 years is 
from Haas.  I have really strong
friendships.  I just got off the
phone with a guy named Steve 
Shannon, the cofounder of Roku. 
I think take advantage of this 
time, be very open and honest 
with each other and strengthen 
those relationships.  And then 
go through the circles.  Take 
sure you are fine.  Make sure 
people close to you are fine. 
Figure out how you can help 
people that you are never going 
to meet again.  I think a decent
test of character and code is 
doing things for people who you 
will never meet again or never 
have the opportunity to reflect 
their appreciation.  I am trying
to do what I have not done, 
Jeff, that is not just think 
good thoughts, to try and put 
them and operationalize the good
thoughts.  
>> Geoffrey Easterling:  That is
powerful.  I will take that be a
baller and more importantly 
character and code to heart.  
One of the things I really 
appreciated about the algebra 
happiness, to talk about the 
biggest investment anyone makes 
is in their chosen partner.  I'm
lucky to have a great partner.  
Maybe you can share some of the 
evaluation criteria as a virtue 
signal to my soon to be wife so 
I don't get in trouble after 
this.  What are some of the 
things that you evaluate in a 
partner and that people should 
evaluate in a partner before 
they make that investment, to 
take it away for just a bit.  
>> Geoffrey Easterling:  There 
is a lot of research around 
this, I ask my kids in the last 
session of the course.  
What is the most decision you 
will make.  They usually say the
industry you choose or where you
live.  And hands down, it is the
person you partner with.  If you
have kids with somebody, you are
partners for 25 years, whether 
you want to be partners or not. 
You can walk away from a house. 
You can walk away from business 
relationships.  You can divorce 
your business partner, but there
is no walking away from somebody
that you have kids with.  And 
most people your age expect to 
have kids.  That decision is the
most important decision you will
make.  The
three criteria that are come to 
shown to be the primary if you 
will building blocks of a 
successful partner.  One, sex 
and affection.  Those 
communicate that this 
relationship is singular and I 
choose you.  That is very 
important.  Young people tend to
put 80% of the emphasis on that 
thing.  The second and third.  
The second are values.
Most people don't spend time 
thinking about shared values or 
lack thereof, what role will 
religion play, what is the role 
his or her parents will play in 
your life how many kids do you 
want to have?
What role will religion play in 
the kids' lives?  The third 
thing that is the number one 
source of divorce.  If you think
about what takes people your age
and people in their 30s off 
track, you ask what will take 
people off track.  
People say illness.  Illness is 
ageist.  There are not many in 
their 20s and 30s that get sick.
Illness is an ageist thing.  The
thing to take you off track 
economically and emotionally is 
divorce.  
Picking the right partner is 
incredibly important emotionally
and financially.  
Divorce is not only emotionally 
incredibly straining, it is next
ally ruinous.  The third thing 
-- 
actually the biggest cause for 
divorce when you ask people what
is the number one reason they 
breakup.  Infidelity or lack of 
shared values.  It's not.  
People breakup over money.  
Specifically their approach to 
money.  What economic weight 
class do they expect to be in?  
What is their approach to 
spending money.  Who is 
responsible for maintaining that
economic weight class?  How do 
you approach your lifestyle?  Do
you have shared values around 
earning and spending money.  
This is the number one source of
maritalagita.  Young people 
don't like to have those 
conversations because it feels 
crass.  Any sort of religious 
preparation, speak to your rabbi
or priest or what have you 
around marriage.  The first 
thing you talk about is values. 
I think it is important to talk 
about what your expectations are
in terms of economics.  Because 
when those two don't flow to 
each other, it creates 
tremendous dislocate in the 
relationship.
So most important decision, your
partner.  And then those three 
things.  And, you know, if I 
were to say what is the goal?  
What is the end goal?  
I always thought work is a 
fantastic way to develop 
confidence.  I have always 
gotten my identity from work. 
As I have gotten older, I 
realize that is a little 
unfortunate.  The goal is how do
you put yourself -- how do you 
put yourself economically and 
spiritually in it a position 
where you can go all in on a 
relationship with your partner? 
When I say "all in."
I'm a divorce, I married a 
classmate and we ended up 
getting divorced.  When I look 
back on my shortcomings as a 
spouse I was always keeping 
score.  I said if her parents 
are over for the weekend, I 
would expect her to be nice to 
my parents.  If I do this -- I 
thought of it as a transaction, 
I was keeping score.  I was 
making sure I was either ahead 
or nearly equivalent on the 
scorecard.  
If there is any advice I have to
a young person, it is to put 
yourself in a position 
spiritually, psychologically, 
financially, such that you can 
go all in, in a relationship and
commit to being so far out ahead
or trying to be of what they're 
giving you, such that you don't 
keep score.  And decide that you
want to be -- 
you want to always be in the 
plus column.  You don't measure.
You don't keep score.  You just 
go all in on the relationship.  
I didn't figure that out until I
was 40 -- in my 40s.  I think my
friendship suffered.  It cost me
my first marriage and created --
it held me back from a lot of 
happiness.  Put yourself in a 
position where you can go all 
in, once you evaluate and find 
the right partner and commit to 
their happiness and well-being. 
>> Geoffrey Easterling:  Thank 
you, professor Galloway.  I 
think that is incredibly helpful
to us as a community and as 
people are making that future 
decision.  The last question 
here before we open it up to 
questions is, how can we as 
current and soon to be Haas 
graduates reach out to alumni at
this time.  How best to do that.
I probably slid into your email 
box unprovoked, I probably could
have done a better way of that. 
How do you advise we do it in 
the future?  
>> Scott Galloway:  I think it 
is email.  I try -- I started --
a brand strategy firm in my 
second year.  The only 
experience was two years in 
Morgan Stanley.  I had no 
license to be in brand strategy,
other than taking brand strategy
my second year.
Who were my first clients?  
Dryers, Levis, William Sonoma.
What do they have in common?  
>> Geoffrey Easterling:  All 
Haas graduates. 
>> Scott Galloway:  All Haas. 
I called them, I called Lester, 
and Haas.  I said I am a recent 
grad, I graduate in May.  Would 
you speak to me.  
They called me back.  I am 
embarrassed, I don't return the 
calls I get.  All three of the 
guys called me back.  I said I'm
a Haas grad, will you help me.  
I remember walk into 
Williams-Sonoma, Pat picked up 
the phone, said I have no idea 
who you are, what you do, I have
been told I have to hire you.  I
have to use your company.  
That's what -- you know that is 
what it meant to be a Haas grad 
is Williams-Sonoma became a 
client of a second-year MBA 
starting a brand strategy firm 
whose sum total of marketing 
experience is being in the fixed
income Department of Morgan 
Stanley.  A couple things, I 
wouldn't be afraid to email 
people.  You have to use your EQ
to decide when you bother them. 
I wouldn't be reticent to ping 
them a second time if you don't 
hear back.  
And I would develop thick skin. 
Many or most won't get back to 
you because they are busy and 
have their own lives.
Some will.  People want to help.
So look, you know, you're -- one
of the algorithms I have in my 
book around happiness is success
is a function of your 
resilience, it is perseverance 
over failure, which equals 
resilience.  Everyone, every one
of your classmates will know 
failure.  You will all know 
tragedy.  You will all at some 
point not get fired or not get 
the promotion you deserve.  Some
point someone less talented will
be hired over you.  Personally, 
you will face tragedy.  Someone 
you know and love will get sick 
and die.  Success is not this, 
success is this.  The key to 
success is your ability when bad
things happen to you mourn for a
little while and move on.  And 
recognize, there is a statute of
limitations around mourning.  If
you aren't getting beyond 
something, if you get fired, 
give yourself two weeks to feel 
angry about your boz boss, feel 
sorry for yourself and move on. 
And if you are not out of the 
funk in a couple of weeks, get 
help.  
That is not easy to do.  
Resilience is perseverance over 
failure.  I have had businesses 
fail.  I had businesses go 
Chapter 11.  I had marriages 
fail.  I had times when I had a 
ton of money and I had times 
when a had a lot less money than
I thought I would have.  2008, I
got run over.  I mean run over 
by the recession.  I was long 
text docs.  2007, I was looking 
at planes.  And I thought I 
could do no wrong.  
By early 2009, you know, my 
oldest son had the bad judgment 
to rotate out of my girlfriend, 
I'm sitting there, I'm 42, I'm 
not nearly as economically 
secure as I thought I would be. 
I thought I'm a failure.  A 
chocolate mess failure.  You 
realize nothing is as good or 
bad as it seems.  I got up, I 
felt sorry for a little while.  
I got up, dusted my pants and 
started another company.  Your 
ability, success is the function
to be beamed in the face, get 
up, dust off your pants and get 
to the plate again.  Another 
sports metaphor and swing 
harder.  
Because just get ready, you will
know failure.  Almost all of you
will not be senator or have a 
fragrance named after you, 
despite what Dean Harrison tells
you you're capable of.  Get 
ready.  The key is if you keep 
trying, keep trying, you know, 
you will get there.  But be 
clear, you're going to get 
beamed in the face.  
>> Geoffrey Easterling:  Thank 
you so much.  We're all getting 
ready for that.  I will pass it 
to Johanna and move to the 
questions from the audience.  
Thank you for your time 
professor Galloway. 
>> Scott Galloway:  Thank you, 
GeoffreyGeoffrey. 
>> Johanna Lewis:  We have about
15 minutes for questions, and 
you have a lot coming in from 
the chat.  
Education and healthcare will be
so disrupted in the next 12 to 
18 months, would you advise 
students to focus on Ed tech and
healthcare tech. 
>> Scott Galloway:  Those are 
opportunistic, but if you have a
passion or vision for something,
those are incredible sectors.  
Education and LND is supposed to
be $10 trillion market.  
Healthcare is 16, 17% of our 
economy.  Those are great 
sectors.  If you have a vision 
or capability to lend themselves
to that, I think that is a 
fantastic place to start a 
company.  So yes, full stop.  
>> Johanna Lewis:  Ah, suspect. 
All right.  This comes from fed 
A, one of my classmates as well.
He says welcome home Scott.  
Could you tell us a bit about 
your prop G strategy course?  
What have you learned about the 
future of online education by 
doing it?  And by the way, he 
says the course was awesome. 
>> Scott Galloway:  Thanks, 
feta.  I think I met him last 
night.  At NYU, my class is 
$7,000.  170 kids take my class.
That is $1.2 million in tuition.
Most of it taken on in it debt, 
results in kids getting married 
later, not buying businesses, 
buying homes and stocks later.  
I think we have lost the script.
I'm not a modest person, I'm 
good, maybe great at what I do? 
To charge people $100,000 a 
night, for me for two hours and 
40 minutes in front of 
PowerPoint.  We ask students to 
pay $100,000 a night.  I think 
that is plain wrong.  
That is a big problem.  I worry 
we're preying on the hopes and 
dreams of middle class parents 
that continue to encourage their
kids to go to school at any 
cost.  So my vision for this -- 
I want to be clear.  It is not 
altruistic, it is a for-profit 
company.  I'm trying to figure 
out a way to take 30 or 40 or 
50% of my class in terms of 
learning, constructs or models. 
I can't offer the certification.
I can't offer the in-classroom 
experience or networking.  But 
give them 30 to 50% of the class
for 7% of the price.  Charge 
five hundred bucks, 20 to 50% of
the seats reserved for 
scholarship.  I think online 
education is interesting.
I want to teach -- my goal 
personally is I taught 45 
hundred students, I would like 
to teach 45,000 in the next 10 
years.  I need technology to do 
that       So we have started an
online education company.  
We're learning.  We just 
started.  Probably at some point
partner with universities.  I 
think -- 
something has to give.  I think 
-- I had breakfast with Dean 
Harrison.  We're trying to 
figure out, how do we use 
technology not to take the soul 
from learning, but to expand it 
and offer more opportunities to 
more people. 
And I don't know if is a hybrid 
model.  I think the winners will
probably be Microsoft will 
partner with Berkeley and do 
something really big.  But I 
want to see if we can build 
something that attempts at a 
very small level to teach -- to 
offer a small portion of what I 
received in brand strategy for a
fraction of the cost. 
>> Geoffrey Easterling:  I will 
give you a question from Sam 
Atwood, a second year that is 
one of my mentors.  How do you 
suggest that we invest in our 
institutional future while not 
borrowing from future 
generations?  And take that 
however you want to go with it. 
>> Scott Galloway:  Higher 
taxes.  It is a zero-sum game.
Look, I'm preaching here.  
So -- I'm trying to walk the 
walk.  When I sold my company 
L2, there is something called 
1202, where the first $10 
million as an entrepreneur is 
tax-free.  That makes no sense. 
Because most of my cap tam 
gains, most of my income is 
through capital gains I pay a 
lower tax rate than the majority
of people graduating from Haas 
next year.  That makes no sense 
to me.  We need to fundamentally
rethink our tax structure.  
Billionaires -- I'm not a 
billionaire, billionaires used 
to pay 60 to 70%.  50% in the 
60s and 70% in the 70s and now 
15%.  If we won't finance this 
part of baby boomers -- if you 
think about money, money is 
nothing but the transfer of work
and time to from agency to 
another.  If you give me money, 
you give me the ability to work 
less and spend more time with my
family.  We decided to maintain 
the wealth of baby boomers, 
people like myself, we will 
steal time and time with family 
and work from future 
generations.  Your kids have to 
pay this stuff back.  
So I don't know -- I don't know 
how we get there without 
fundamentally rethinking a 
return to a progressive tax 
structure.  When I sold L2, I 
gave a large portion of my 
proceeds to nonprofits, 
including L2, because I 
recognize that quite frankly, I 
wasn't paying my fair share.
I have taken massively taken 
massively.  You know, California
taxpayers lifted me by the 
scruff of my neck and literally 
flung me into the future.  In 
exchange of letting me into 
UCLA, I smoked a shit ton of pot
and watching planet of the apes 
all over.  
And godsend, this woman named 
fran hill director of admissions
at Berkeley decided to let me in
with 2.27GPA and let me attend 
schools for about $1,000 a year.
I came out of undergrad and grad
with a total $7,500 debt.  And I
had the wherewithal and the 
absence of student debt to start
a company.  So I recognize when 
I finally -- 
the moons lined up and I was 
able to sell the company at a 
great return that I needed to 
give some of that back.  I 
shouldn't feel that need to give
back.  We should have a more 
progressive tax structure.  You 
can't have $4.5 trillion in tax 
receipts and spend 5.5 trillion.
Sure, you do that during war, 
you do that to get us out of a 
recession.  You don't do it in 
2019 when the economy is 
booming.  It is basic math.  I 
worry we have become so short 
term and everything we do is 
about maintaining the wealth of 
the rich.  If the market crashed
Geoff, you know who benefits?  
You and your classmates will 
benefit.  One of the reasons I 
was able to buy Netflix at $12 
in 2010.  
If businesses and stocks went 
out of business, you would get 
the opportunity.  You could buy 
San Francisco real estate for 
seven bucks a foot instead of 
1500 bucks a foot.  It is 
important to let markets fall 
and crash.  We take money from 
younger generations and maintain
my generation. 
When I got out of Berkeley -- 
I'm on my soap box now, I spent 
a total of $10,000 total tuition
undergrad and grad, I had a job 
at $100,000.  10 to one ratio.  
I didn't take the job, I started
a company.  My first house was 
$280,000.  And my tuition was 10
thousand.  That is 28 to 1.  I'm
sorry.  I could buy a house.  My
job to my tuition was 10 to one.
Now I think your tuition and 
your average job is about 
one-to-one.  A house in the Bay 
Area is 1.4 million now.  
We have affected through 
monetary and fiscal policy, and 
basically we have basically 
decided to transfer money from 
your generation to my generation
and that is not enough, so we 
transfer money from your kids to
my generation.  There is no easy
way out.  We can't grow out of 
this.  We will have to 
fundamentally rethink our tax 
structure.  It is in sane the 
wealthiestt man of the world is 
mother of all welfare queens, 
Jeff bazzo.  If you take the 
subsidies, you find Jeff bessos 
is actually a welfare recipient.
Receiving more money from the 
government than putting in.  We 
need a progressive tax 
structure, and move away from 
the gross idolatry of innovators
and need equity back in the tax 
structure and start investing in
the future the way California 
taxpayers invested in my future,
Geoff.  
>> Geoffrey Easterling:  I agree
in every bit of that analysis.  
I will go with our last question
here from Ryan Carter.  He says 
big fan of the newsletter is 
there a way to connect with high
schools or colleges to make the 
Corona core happen.  Feel free 
to illuminate that more.  His 
sister is graduating high school
and is in love with the idea of 
helping out, giving back.  
>> Scott Galloway:  So Geoff, 
what branch of the military were
you in?  
>> Geoffrey Easterling:  Field 
artillery.  
>> Scott Galloway:  The majority
of our Leers had a shared -- 
leaders had a shared experience 
in the armed services.  There is
no saying there are no atheists 
in foxholes, I think no 
conservatives or progressives in
foxholes.  When you are under 
fire, serving something greater 
than yourself, that you develop 
a certain comity and 
camaraderie, that is able to 
bring manners together such that
we can accomplish wonderful 
things.  I think we have lost 
that.  Part of the reason we 
lost that is there is not as 
many leaders that have a shared 
importance.  I look at the 
pandemic and I believe the key 
to our recovery as a society and
hoping that we don't lose our 
super powers as a nation, our 
optimism is flattening the apex 
of the relapse.  If this comes 
back bigger and badder in the 
fall, it will be very ugly.  The
key to that is testing.  
Tracing, and isolation.  And 
also distancing.  I worry that 
the weak link around all of this
is tracing.  I was on the phone,
I'm name
dropping.  I was on the phone 
with Mark bene-Yost in talking 
about the role of sales force.  
There are people that trace STDs
and foodborne illnesses.  We 
took 3 to five thousand tracers 
it could make a difference.  
Tracing is a matter of hours. 
You need to find immediately 
people exposed let them know so 
they can go to isolation.  
There is a huge opportunity.  
People under the age of 25 are 
being faced around the decision 
of maybe they should take a gap 
year.  A lot of us in academia 
will need a year to figure this 
out, to make sure the experience
is this hybrid, blended 
experience.  
There will be growing pains.  
There is an opportunity for a 
lot of gap years.  A lot of 
young people are not as 
emotionally mature as they 
should be to be dropped off at 
campus.  I love the idea of a 
shared service or peace corps or
what the Latter-day Saints do 
with mission.  People like 
yourself who choose to put 
yourself in harm's way.  The 
incredible thing about this army
would be you're no less or more 
immune from bullets that I am.  
You are more immune from the 
bullets of Corona.  I'm not an 
epidemiologyepidemiologyist, but
it is shown it is a different 
proposition if you contract it 
and I contract it.  Building an 
army of 18 to 25 years old that 
spend 1 to 2 years in the agency
of others and develop this army 
of tracers and in exchange give 
them somewhere between 25 to 
100% tuition remission of the 
College of Their choice.  The 
cost to those kids, including 
tuition remission would be $50 
billion.  Which is 2% of the 2.5
trillion stimulus.  It is a 2% 
insurance policy or warranty 
that dramatically reduces the 
likelihood we will be hit by 
another
2.5 trillion in stimulus.  We 
need the sense of shared service
and greatness in the agency of 
others.  People like yourself 
with a background in the armed 
services, people in Israel have 
with mandatory conscription.  We
need a sense and get back to the
notion, we need a generation of 
leaders that see that greatness 
is in the agency of others, look
left, look right, to the 
brothers and sisters and put 
America first.  There is a 
level of bipartisanship that is 
productive.  We have an army.  
Let's assemble an army of super 
soldiers.  I think they are 
ready.  There will be a lot of 
them because of the appeal of a 
gap year.  My feeling is let's 
arm them and let's get on this. 
>> Johanna Lewis:  Awesome, 
great words to end on.  Very 
grounding.  This is 
unfortunately all the time we 
have.  We're at the top of the 
hour.  Scott, I want to thank 
you so much on behalf of myself,
Geoff, MBA A and the class of
Haas.  Thanks for coming out 
tonight.  We hope you have a 
great rest of your evening.  
>> Scott Galloway:  Thanks so 
much.  Stay safe. 
