FULL DISCUSSION: Former Google CEO Eric Schmidt & Francis Suarez Discuss the Future of AI | AC1B

[Music] He's unflapable. He didn't even move

He's unflapable. He didn't even move when the the smoke went up. So, Eric,

this is the second time that I have the privilege to be able to interview you.

So, uh I'm very excited about this. Um,

by the way, mayor, I I I have to interrupt.

I'm very interested in Shakespeare sonnetss, so I just wrote one. It's

about you.

>> Okay.

>> It's entitled Upon the Excellence of Mayor Suarez.

>> When first Miami's helm he took in hand, a city poised between oceans azure deep and futures promise vast throughout the

land. He swed where others scarce had

land. He swed where others scarce had dared to reap. With vision bold as concistadors of old, he brought forth

commerce, tech, and innovations art, made Miami shine as cities rot of gold, and placed our fair metropolis apart. It

continues, don't worry.

>> Okay.

>> Through tempest, rage, and plague's most grievous tests, he stood as a bull work against adversity's tide. led his

citizens with courage in his breast and made our city known far and wide. So

shall his legacy in marble stand. The

mayor who raised Miami's fortune grand.

Mayor Suarez.

>> This is the kind of stuff we can do with AI.

>> I was going to say I was going to say >> it took me about two seconds.

>> Okay. So, so now you're going to make me tell a story. This is completely offscript. So, I was asked to

offscript. So, I was asked to open the consulate of Morocco. Now,

usually, as you know, Eric, we get when we go to events, we get talking points.

People give us talking points and all that. And so, I had not been reading my

that. And so, I had not been reading my talking points lately. So, I've been telling my staff, why don't you just give me one or two bullet points wherever I go, and I'll weave a story

into it. Well, I go to um you know, open

into it. Well, I go to um you know, open up the consulate of of Morocco and there's only two bullet points. Bullet

point number one is that there's direct flights to Casablanca. Bullet point

number two is that it's the third consulate in America for Morocco. Not

that much to go on, right? So, as I'm being introduced, I literally pull my phone out of my pocket and I have the chat GPT prompt on the phone and I speaking to the phone.

>> I would use Gemini. Of course, I had the Gemini prompt. That's what I meant. Uh,

Gemini prompt. That's what I meant. Uh,

yes, of course. I meant I I meant Gemini. Of course, I have the Gemini

Gemini. Of course, I have the Gemini prompt and I speak clearly into the Gemini prompt.

Stand correctly.

Know your audience. KYC. So, I have the Gemini prompt and I say, "Pretend you're the mayor of Miami and you're about to open the Moroccan consulate and you only

have two facts. Fact number one is there's direct flights to Monaco.

Pretend you're the mayor of Miami.

>> Pretend you're the mayor of Miami, right? Fact number one is direct flights

right? Fact number one is direct flights to Casablanca. Fact number two, it's the

to Casablanca. Fact number two, it's the third consulate opening in the US. What

would you say before they finished introducing me and before I walked the stage, Gemini had written this entire speech for me. I read it word for word.

People were crying, laughing, hugging me. You know our country so well, Mr.

me. You know our country so well, Mr. Mayor. How have you known about us so

Mayor. How have you known about us so much and so deep? So yes, thank you for that incredible >> so >> true story by the way.

>> And one more piece of congratulations which I'm sure you'll appreciate. No one

has ever done an American business forum at this scale in America. This is an innovative mayor as well. Um, and I I I

really want you to think about doing this all around America because business is what we do and America's growth depends on the kind of things we're talking about today. What's interesting

is that about three, three and a half years ago, maybe four years ago, there's a moment in San Francisco where people realized that these models could write.

And boy, could they write.

>> Oh, yeah.

>> That's a real discovery moment. It's one

of those historic moments in history similar to physics and chemistry and things like that.

>> It's incredibly disruptive and uh and I appreciate the the comments and of course it's a it's a team effort. Nacho

who vision it was to bring it from Uruguay Sergio who's our big investor.

Where are you Sergio? You're here

somewhere. I'm sure um he'll be here any minute. Steve who helped me my cousin

minute. Steve who helped me my cousin who helped me put this together. But

let's get back to the interview. Um, you

know, Eric, you're obviously a world-renowned figure and tech pioneer.

Did you have an inkling that you were destined for greatness? Um, what was it about you, about your DNA? Was it your tenacity? I mean, what is the sort of

tenacity? I mean, what is the sort of the components of you that made you supersede?

>> I think the most important thing to say anyone who's on stage here start with luck. I was lucky to be born now. I was

luck. I was lucky to be born now. I was

lucky to be born in America. My parents

were academics. uh I had an awful lot of people who helped get me through the various stages of life. One of the things that we who are now older owe the younger people is to give them the same

opportunity, right? It's really important and and I

right? It's really important and and I was thinking about what what should be a theme for this audience and the everyone in America is obsessed about everything

except for one thing which is the human talent and the human talent of America is why we are exceptional. Focus on

humans. Focus on their education and their culture and their development and their curiosity and their energy and their tenacity and so forth and help them with the various travailes that happen in life. Focus on the humans of

America. It's the only answer.

America. It's the only answer.

>> You know, you're a great leader. You've been a great mentor to me and friend >> and you're an incredible coach and I think and you've I've read some books on some of the people who coached you.

>> Um, what's the coaching habit that you think you consistently use to raise a level of the team?

>> So, I wrote a book about So, I had a coach named >> This is the book I read, by the way.

>> Yeah, that's right. We we actually talked about it. I had a I had a coach named Bill Campbell. And when I started at Google, the venture capitalist John Door said, 'You need a coach.' And I said, 'I'm a big boy. I've run a lot of

companies. I don't need a coach. And he

companies. I don't need a coach. And he

said to me, "Do tennis players have coaches?"

coaches?" >> Absolutely.

>> And I I knew he had trapped me, right?

Because the answer is, of course, they do, even though they may not be as good as the actual tennis player. Coaches do

different things. And so we we hired retained, if you will, Bill Campbell for free. U became my best friend at the

free. U became my best friend at the time. And what he coached was not an

time. And what he coached was not an individual but a team. And the thing I learned from Bill is as a CEO you manage the team. You don't manage the

the team. You don't manage the individuals. And you work on the team

individuals. And you work on the team dynamics, but fundamentally it's a team sport. He was a football coach and a and

sport. He was a football coach and a and not a particularly good one, but he was an extraordinary human leader. And

there's a book trillion dollar coach. If

we were to write the book today, he died unfortunately some years ago. Uh, it

would be called the seven trillion dollar coach because he was the coach for Apple and Google. Think about it.

>> I think it was a Princeton coach, right?

>> No.

>> Colia.

>> Colia.

>> His winning record was terrible.

>> Like 0 and 10 or something like that.

Yeah. Yeah.

>> So, but but leadership but but I now understand that I needed coaching, my team needed coaching, and the way I manage is I manage as sort of CEO and

coach. and you watch what's going on and

coach. and you watch what's going on and you try to get people to work together and there are various techniques like let tell the people who talk too much so that the people who don't talk as much talk more I mean stuff like that

>> you know I also didn't believe that much in coaching and my coach is probably somewhere here in the audience Lou Au I don't know if Louis is here somewhere there he is there's my coach right there

he's a he's a great guy so for someone that's starting out in tech what's sort of the mindset or the practice that you think is going to compound the most over the next decade.

>> So if you look at success, it's a combination of intelligence that is ability to do the work and grit. And I

would add intelligence, grit and curiosity. When I was young, I was a

curiosity. When I was young, I was a sponge for everything because I didn't seem to know anything or I thought I knew nothing. And the internet had not

knew nothing. And the internet had not really been invented yet. It was just getting started. And so we didn't have

getting started. And so we didn't have the resources we have today. If I were a 16 or 18year-old or 20-year-old, whatever right now, I would be online all the time just learning because I would be curious and I want to know

everything. Mayor, tell me about

everything. Mayor, tell me about yourself. Tell me about your family.

yourself. Tell me about your family.

Tell me what you did. How did you get here? What are the problems?

here? What are the problems?

>> And I train myself to to look at businesses and say, "How do they work?"

Right? Like, "How does this place work?

How did you fund this? What was it your idea? Who did you work with?"

idea? Who did you work with?"

>> Pain, right? But but that's grit, >> right? So you have to have the

>> right? So you have to have the intelligence. I have all sorts of

intelligence. I have all sorts of friends who are brilliant who can't get through the day, right? They wake up, they have an idea, they have another idea. Nothing happens with them. It's

idea. Nothing happens with them. It's

the people who have an idea that's very clever and they have the tenacity to push it. Those things come from

push it. Those things come from curiosity. Another example, and this I

curiosity. Another example, and this I think the technology that we're in is so extraordinary and I'm so excited about it, but there are some things we've lost. One of them is that we've lost is

lost. One of them is that we've lost is the looking out the window phenomena.

And there's some evidence that looking out the window is fundamentally important for curiosity. So here's an example for all of you. When you're

leaving here today sometime, turn off your phone, tell everyone who's around you to shut up in a nice way and look out the window and daydream.

That daydream is is important, too, because that's how the creative thoughts come.

>> Yeah. Amazing. I mean look, I think for me failure uh has always been a great teacher. Pain as you as we said, what

teacher. Pain as you as we said, what are the sort of high quality failures that you've had in your life that you think have sort of permanently changed how you think about the world or how you lead?

>> I think when you're when you're running stuff, you make lots of mistakes. So I

hold myself responsible for not getting ahead, not getting ahead. We had the technology to do what Meta is doing now and we didn't implement it fast enough, right? That's what I hold myself

right? That's what I hold myself responsible.

>> Sure.

>> Um but in general, if you just keep pushing it works and one of the key ideas about success is just keep doing stuff. Um what happens in organizations

stuff. Um what happens in organizations especially if I can be honest in middle age u is ever everything becomes sort of normal and uh I was interested in in in

the innovation culture of America uh I was Ken Burns is a friend of mine and I was watching him and he was he was asked is America in crisis and he said oh I

think it's in perpetual crisis we've always been disagreeing and our revolution is the thing so when you understand when you understand that the

system is not designed to be static, it's designed to be dynamic and it's a jump ball, then you can do it. I've

consistently been slow to see that if I do self-criticism and I've consistently assumed that stable systems were always stable.

Humans can always change the system if you need to figure out a way to change it to make it a better place, >> you know.

You've run a big company. I'm running a billion and a half dollar company, which is a city of man with 5,000 employees and four labor unions.

The decisions that we make and that we've made affect thousands of people.

>> How do you deal with doubt in the face of understanding the implications of those decisions and how they impact people?

I was talking to um um I've I've talked to the various presidents that I've had an an honor to meet and when you actually talk to how the president operates, there are moments in a

presidency when the president makes a decision where they have no idea what's going to happen and yet they make the decision anyway. Uh that's I think how

decision anyway. Uh that's I think how you have to operate. Obviously not uh none of us have that kind of responsibility, thank God. Um, but

fundamentally if it gets to you, it shouldn't be an easy decision. The

people who work for you should be able to handle these things. One way to think about it is the really complex problems are ones that you participate in. You

lead the the you lead the team and you make a bet and you iterate and iterate and iterate. All success is

and iterate. All success is fundamentally a genius and then iteration and and essentially just constant evolution. Um, and you're

constant evolution. Um, and you're always failing. You're always trying

always failing. You're always trying things. that didn't work and so forth.

things. that didn't work and so forth.

One of the geniuses of America is that people who can go bankrupt can be rehired and become hugely successful.

Many of my favorite entrepreneurs, the first I didn't work, second I didn't work, the third I didn't work, and the fourth, boom. Right? So, never stop

fourth, boom. Right? So, never stop trying.

On a similar note, when a project is deeply uncertain but potentially transformative, how do you communicate your vision and guide your team through that

uncertainty?

Um, what I try to do is I try to frame the question correctly. Usually if you can ask, so let's start with the basic principle. Don't tell people to do ask

principle. Don't tell people to do ask what people want to do, right? But frame

the question. Okay, this is what we want to do. What is the best idea? Because

to do. What is the best idea? Because

frankly, people don't like to be told what to do. They like to be asked, right? And the key leadership is to

right? And the key leadership is to frame the question or the goal in such a way that everyone kind of gets it. A

simple rule is you have to repeat it at least 20 times before people believe you. So I I become very repetitive.

you. So I I become very repetitive.

Another thing I do, which may be going out of of favor because nobody uses email anymore, is I'm constantly writing down this is what I think, this is where we should do, what do you guys think,

and so forth. So, it's it's much more interactive. Um, and the and the

interactive. Um, and the and the strategies evolve and then you get some great product manager who can brilliantly expose the result of this process, but it fundamentally starts

from saying, what is our goal? So, we

want to win. Okay, what does that mean?

Another thing I do that works well is I start by saying where will we be in five years? Humans are terrible at predicting

years? Humans are terrible at predicting past the next six 6 12 months. Right? If

you force people to say what will be true in five years, you get a very different answer. So here's an example.

different answer. So here's an example.

Uh the cost of AI tokens that is the delivery of queries is going down by a factor of 10 every year.

>> Amazing. So 5 years 10 you know 10 to the 5th sorry 5 to the what you can do the math uh it's a very large number what happens when the cost of my little

sonnet is so cheap it's just everywhere right >> right all in praise of you mayor >> of course >> um >> what does that mean think backward almost every business fails to

understand the compounding of these technologies >> you know innovation is often referred to as managed chaos.

How do you explain that sort of juxtiposition, that tension between managing and something that's somewhat organized or ordered and chaos?

Um, it has to do with the structure of goals. You want to sit think a lot about

goals. You want to sit think a lot about goal alignment. In corporations, it's

goal alignment. In corporations, it's pretty easy because everybody has stock options. They have a common goal. It's

options. They have a common goal. It's

much harder in what you do because there's multiple goals. So if I were you, if I were running running the the city, which fortunately you're doing and I'm not, I would sit down and say, "What are the real goals?"

>> Prioritize, >> right?

>> Healthcare, safety, economic growth, welfare, uh inward, and and measure them. Set the goals, measure them,

them. Set the goals, measure them, articulate them, repeat, repeat, repeat.

So how do you protect true innovation from the bureaucracy that inevitably grows around that success and can stifle that same innovation

>> in software which is what I've done from 50 years which is I think largely going away because AI is beginning to write software my simple rule was that three people

would invent something new like the Chrome browser or you know the Android operating system or so forth and then it would take a thousand people to finish

it and I kept thinking why do we need so many people and there's this constant problem of every team engineering team management team getting bigger and

bigger you want lean teams the lesson over and over is le teams another example I have a rule with the companies I'm running now that if we do new things you can only have 10 people you can't

have 11 when we go into a new country you can have 10 people but not 11 because I figure 10 people is a group that's kind of a manageable group. It's

self-managing. They know each other.

They can figure it out and so forth. And

you can judge the team. So what happens in in if you're if you're not disciplined that is you get uh who people who I call glue people and I mean

this in the most affectionate way. They

are very nice people. They glue person A to person B and you discover you don't need them. Person A can talk to person B

need them. Person A can talk to person B without the person in between. Yeah. And

that glue person slows everything down.

So time to decision, quickness, small teams, and agile thinking is important.

My experience in talking about this around the world is everyone goes like this. And this means I'm a human and I'm

this. And this means I'm a human and I'm breathing and I'm listening to you. It

does not mean I'm going to do anything.

So if you hear these ideas, unless you implement the things I'm talking about, you won't get the benefit. Knowledge is

not sufficient. you actually have to take the leadership and that's and that's when it gets tough because you're talking about uh very protected groups,

protected individuals and so forth. The

great business people know when to push those and when not to and that's a judgment.

>> So, of course, moving on to AI.

AI is going to be the most powerful tool humanity's ever created. It's also

potentially going to be the most dangerous. Let's watch this clip.

dangerous. Let's watch this clip.

A >> new age has begun. One not written in but in code.

>> This innovation, this arrival of this new alien incredible intelligence.

>> Artificial intelligence. The most

powerful tool humanity has ever created and perhaps its greatest test.

>> The most important thing that's going to happen in about 500 years, maybe a thousand years in human society. Few

understand it better than Eric Schmidt, the man who helped shape the digital world as we know it. Today, he stands at the frontier of innovation and responsibility, asking the question that

will define our future. Can we control what we've created? The next revolution isn't coming. It's already here.

isn't coming. It's already here.

[Music] >> So, that's that's as good as my son.

>> Thank you.

>> Good job. So I I'm going to go a little off script, more provocative, I told you. So is this sort of AI race really a

you. So is this sort of AI race really a race between hopefully the good guys outprogramming the bad guys? Is that

what this race going to be? With more

power, more compute, more sort of programming knowledge. Is that is that

programming knowledge. Is that is that how this is going to go down? Well, the

the race to build a nonhuman intelligence that we collaborate with is the defining event of our generation of

our lifetimes. It will color everything.

our lifetimes. It will color everything.

U the gains will be phenomenal. Uh one

of my friends is dying of ALS. Can you

imagine the value of a solution to that?

It's horrible to see. He's a great human being. Uh I I can go on and on about the

being. Uh I I can go on and on about the tragedies that humans experience that these technologies can address.

Healthcare is one obvious one. Um the

arrival of intelligence for every single human being, right? Having an assistant that's as smart or smarter than you, the Einstein in pocket. Just just imagine

all of that. Um these things it's very hard to predict what will happen with this amount of new intelligence.

Remember I said the most important are humans? Well, now we have humans plus

humans? Well, now we have humans plus the AI. There are plenty of downsides,

the AI. There are plenty of downsides, right? And we can talk about them, but

right? And we can talk about them, but the most important thing is this stuff needs to be built in America on our values with our views. And I feel very

very strongly about this. I want

American I'll use the word liberalism in the classic sense. Um, America's rule of law, its individual freedom, its distrust of the government. Sorry. uh

the the com the combination of that individualism the frontier um belief is really really important and we're on a revolutionary frontier here

a simple example is imagine if the internet had been invented in China just think about it just think about how different it would be and how your different your experience would be on it

>> by the way after that sonnet there's no offense taken whatsoever um so okay so first question was was a little bit provocative. I think my second question is the following.

The acceleration of the intelligence is so profound that the question becomes are these systems going to have their own consciousness?

>> And if they have their own consciousness, are they going to be able to make decisions independent of the prompting? Which means if they're

prompting? Which means if they're smarter than us and they're independently prompted, can they figure out more intelligently than we can how to prevent us from turning them off?

>> Yes. You're now writing a movie script that I think we're going to see a lot of movies written about. So for a bit of background right now, these AI systems are prompted by humans. The technical

term is called prompt engineering. And

young people in college will go to prompt engineering class where they'll learn how to manipulate these models in really, really powerful ways. That's not

general intelligence. That's special

intelligence. So if I'm a physicist, which I'm not, I'll have my physics assistant and I'll say, "I have the following idea." And the physics

following idea." And the physics assistant will say, "Well, I I've analyzed that. Here's a better idea for

analyzed that. Here's a better idea for you." But the invocation or the

you." But the invocation or the initiation occurs from the human. The

question is when do these systems when are they able to initiate on their own?

The technical term for that is called recursive self-improvement. They just

recursive self-improvement. They just naturally learning and getting smarter.

And there are all sorts of terrible scenarios. It discovers that the only

scenarios. It discovers that the only thing the computer needs is electricity.

So it decides to shut down the hospital to get more electricity for itself.

Those are the kind of movie scenarios.

To me, all of these are red lines. The

point at which we humans give agency to these computers for what they do is a mistake. And I think collectively we

mistake. And I think collectively we need to define those red lines. Another

example would be access to weapons. The

last thing I want is an AI system making decisions about nuclear war. Nor do any of us. That kind of thing.

of us. That kind of thing.

>> I have a bunch of questions from that.

>> Because the problem is with that is is is certainly and we see this sort of play out geopolitically. The US we presume will be responsible.

The question is how do we deal with people who may have this that are not responsible number one and and I and I I'll give a little bit of hope to humanity. This is the second time I

humanity. This is the second time I interview Eric by the way >> and we we talked about this the first time just to give humanity a little bit of hope. Obviously nuclear weapons have

of hope. Obviously nuclear weapons have been around for a generation and but for the first time that they were employed thankfully you know they we've limited

this technology to something that has not so far destroyed us. So I guess my question is we can potentially have faith in our country hopefully to do the

right thing and draw those red lines.

How do we deal with the nefarious actors who may not be so ethical?

>> We're going to have this problem. every

technology. I mean, when Alexander Graanbell invented the telephone, it didn't occur to him that criminals would use it. I remember one day people said,

use it. I remember one day people said, "Did you know that there are criminals on the internet?" And I said, "Who let them in, right? We didn't design the internet for criminals and they showed

up." Right? So, you have to assume the

up." Right? So, you have to assume the same thing is going to happen with with this technology. And I think the most

this technology. And I think the most important thing is to put in the the observational systems to watch for it.

And we should be able to create surveillance systems within the internet to watch for bad actors, at least in the extreme cases. Um, I'm worried about it

extreme cases. Um, I'm worried about it for the following reason. In our

lifetimes, in the next 5 or 10 years, every single human on the planet who has a mobile phone, cell phone, will have access to Einstein, Leonardo, da Vinci,

you know, whomever in some form. We've

never had that devolution of power.

We've never had that decentralized empowerment of humans. Now, this group I trust. There's an awful lot of wacky

trust. There's an awful lot of wacky countries and wacky cultures and wacky religions. Sorry. Where I'm not so sure

religions. Sorry. Where I'm not so sure I would trust their collective action being consistent with our values.

>> For sure.

>> Right. And I think history will judge us based on how we make this how we handle the humans as this intelligence evolution occurs and empowers individuals.

So the most famous use case obviously of AI right now is the large language models. I mean they're the ones that are

models. I mean they're the ones that are being used day in and day out. What

would you say are probably going to be let's say the top one or two or three next use cases that you think are going to change things and maybe one or two that people aren't thinking about?

>> Well, so today there are sort of three things going on. I'll simplify. Language

stuff. That's what we were joking about with large language models.

>> There's something called the agentic revolution where you have agents. An

agent takes language in. It has memory and it produces something. So it says, "I want to do a conference in Miami and it selects a venue and then it calls the mayor and the mayor says yes." Cuz the

mayor is very pro business and then it calls the security people and then it calls the contractors and then it designs the stadium. Each of these is a

work plan, right? Um over and over again that's workflow. Workflow is what

that's workflow. Workflow is what happens in business. The technical

industry believes two things. First, the

scaling laws, which are the laws of improvement, are not slowing down. The

crazy investment that you see is there for a reason. They're seeing the kind of gains, this factor of 10 every year are continuing to come. It's pretty amazing.

Um, and and most importantly, with that investment comes everything else that we talked about. It's enormously expensive.

talked about. It's enormously expensive.

And by the way, we're going to run out of electricity before we run out of money, which is a separate discussion.

But the important thing is you have language. The next thing and then you

language. The next thing and then you have agents and these agents do everything. There's something called

everything. There's something called agent orchestration where you can move the agents around. And the third one is essentially reasoning. You now have

essentially reasoning. You now have systems that can pass math tests, chemistry tests, biology tests, and so forth at the graduate level and beat the humans. That's really remarkable. And

humans. That's really remarkable. And

I've watched them and I have no idea what problems they're solving. And you

can watch them go forward. It doesn't

work. They problem solve like a human being. The union of those is the power

being. The union of those is the power that will give us the power to innovate to address our problems. And the the thought experiment that I would give you

is let's imagine that one of the American companies I obviously have my own bias but we'll pick somebody else you whoever manages to get to the point where these systems can solve problems

that humans have never been able to solve.

What is the value of that company?

How many trillions of >> in one company?

>> Infinity, >> right? It's it's literally I mean think

>> right? It's it's literally I mean think about all the problems you face every day and it can solve every one of them and you can sit there and drink coffee and you know sort of >> my wife just solves most of them. That's

okay.

>> That's right. Uh the important thing is that we're on the threshold of being able to have truly new innovation. And

that's the that's the hype. That's the

promise. If we don't get there people will be destroyed just from their own hype. I mean it's extraordinary.

hype. I mean it's extraordinary.

>> I'm going to ask one last question. to

follow up to the the problem that you presented is SMRs, which are smallcale modular reactors, is that the solution for that energy gap that you're talking about or it's going to be something else?

>> We need more energy in America. We need

every kind of energy. Um, we need uh nuclear, we need fusion, we need natural gas, we need renewables, we need wind, we need solar, we need it all. Why?

Because those data centers which account for 1% of GDP growth this year in America need power. If you want that 3% growth that the president and others have talked about, you need to solve the

energy problem.

>> Eric, thank you so much. What a

provocative conversation.

>> Thank you.

>> Appreciate that.

>> Can I read one thing?

>> Oh, of course.

I I I was thinking a lot about you gave me the honor to talk to this incredible group about the frontier.

Um in 1893 a fellow named U. Frederick Turner

talked about the frontier and he said to the frontier the American intellect owes its striking characteristics. This

is 150 years ago. That coarseness and strength combined with acuteness and inquisitiveness, that practical, inventive turn of mind, quick to find

expedience, that masterful grasp of material things, lacking in the artistic but powerful to affect great ends, that restless nervous energy, that dominant

individualism, working for good and evil, and with all that buoyancy and exuberance which comes with freedom.

These are the traits of the frontier.

This is America. This is us. This is why we're here. This is why you're a great

we're here. This is why you're a great leader. Thank you very much.

leader. Thank you very much.

>> That was that was in 1893.

>> 1893.

>> You know what happened 3 years later?

>> What's that?

>> You know what happened three years later?

>> What?

>> The city of Miami was established. 1896.

>> 1896. Happy birthday to Miami. Thank

you. Okay. Mayor. Thank you guys.

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achieve. Through our interdisciplinary

achieve. Through our interdisciplinary Bachelor of Science in Business and Government Leadership, you'll gain perspective, innovate, and connect with realworld leaders.