Katherine Boyle

They can say, this is what we need.

This one works the best.

You have 100 of them?

We'll take them.

And there's something about that didn't exist even five years ago, and it's only going to grow.

Well, I mean, it worked for them in that it saved them a lot of money.

But this is what's interesting.

We were talking earlier about this Apple and China book that came out, where I think it's rewriting the narrative of what Apple did.

So it wasn't like Apple went to China

I'm blanking on the writer's name, but he was the Financial Times reporter that covered Apple for 20 years.

It wasn't like they went to China and they said, oh, these guys know how to manufacture.

They're going to help us manufacture and achieve our goals.

Apple trained all of the people in China to do manufacturing.

It was something like 28 million over the course of the last 10 years that they've been there that they've trained, which is the workforce of California.

The interesting stat that this writer notes is that Apple invested, I think, something like 58 billion per year into China so that they could invest in these manufacturing hubs and invest in these factories.

And when you compare it to the Marshall Plan, it's something like 2x the entire Marshall Plan that Apple has invested in China over the last 10 years.

And the thing that is shocking about sort of this like divorcing the manufacturing and moving manufacturing out of America into a country is like,

It wasn't like they had the people and the systems and the know-how where they were helping us.

It was like we made it an active choice, or I should say Apple made an active choice to train those people and to give them the knowledge, to give them the know-how of this is how you are going to build.

And until this book came out, I don't think people really recognized just how much capital that American companies were putting into China to train them on things we know how to do.