Ruth Porat

There are really four primary opportunities with AI. First, very exciting, is advancing the frontiers for science. The second is just the economic uplift that's been estimated to be in the trillions globally. The third is really advancing solutions around some of the biggest social issues facing humanity around education, health care, climate. And the fourth is really enhancing cybersecurity.

There are really four primary opportunities with AI. First, very exciting, is advancing the frontiers for science. The second is just the economic uplift that's been estimated to be in the trillions globally. The third is really advancing solutions around some of the biggest social issues facing humanity around education, health care, climate. And the fourth is really enhancing cybersecurity.

There are really four primary opportunities with AI. First, very exciting, is advancing the frontiers for science. The second is just the economic uplift that's been estimated to be in the trillions globally. The third is really advancing solutions around some of the biggest social issues facing humanity around education, health care, climate. And the fourth is really enhancing cybersecurity.

The first is that it is imperative for each of us as leaders to identify our greatest source of vulnerability early and fortify against it. For a bank, one of the most important things that one needs is to have liquidity to keep your operations running. moving. It's really liquidity. When you get choked with lack of liquidity, that's what leads to the demise.

The first is that it is imperative for each of us as leaders to identify our greatest source of vulnerability early and fortify against it. For a bank, one of the most important things that one needs is to have liquidity to keep your operations running. moving. It's really liquidity. When you get choked with lack of liquidity, that's what leads to the demise.

The first is that it is imperative for each of us as leaders to identify our greatest source of vulnerability early and fortify against it. For a bank, one of the most important things that one needs is to have liquidity to keep your operations running. moving. It's really liquidity. When you get choked with lack of liquidity, that's what leads to the demise.

And in that moment, in that fall, there was nothing a bank could do to really get that liquidity needed. Whereas six months prior, it would have been easy to do and not very expensive to do so. The second really important lesson is something that Secretary Paulson said to me during the crisis, which is you need to have the will and the means.

And in that moment, in that fall, there was nothing a bank could do to really get that liquidity needed. Whereas six months prior, it would have been easy to do and not very expensive to do so. The second really important lesson is something that Secretary Paulson said to me during the crisis, which is you need to have the will and the means.

And in that moment, in that fall, there was nothing a bank could do to really get that liquidity needed. Whereas six months prior, it would have been easy to do and not very expensive to do so. The second really important lesson is something that Secretary Paulson said to me during the crisis, which is you need to have the will and the means.

And too often by the time you have the will, in other words, the political will, you no longer have the means, the financial means. And I think each of us can think of times as we've been leading where. You delay making the tough call that you need to make. It becomes that much more expensive later and sometimes impossible to even grapple with and handle the magnitude of the issue.

And too often by the time you have the will, in other words, the political will, you no longer have the means, the financial means. And I think each of us can think of times as we've been leading where. You delay making the tough call that you need to make. It becomes that much more expensive later and sometimes impossible to even grapple with and handle the magnitude of the issue.

And too often by the time you have the will, in other words, the political will, you no longer have the means, the financial means. And I think each of us can think of times as we've been leading where. You delay making the tough call that you need to make. It becomes that much more expensive later and sometimes impossible to even grapple with and handle the magnitude of the issue.

And the third very important one is you need to develop a team, pull together a team that brings in the requisite experience. I keep saying I need two things. I want to have horizontal vision, connect the dots to all of the related issues and And you also want people who have instinct based on experience.

And the third very important one is you need to develop a team, pull together a team that brings in the requisite experience. I keep saying I need two things. I want to have horizontal vision, connect the dots to all of the related issues and And you also want people who have instinct based on experience.

And the third very important one is you need to develop a team, pull together a team that brings in the requisite experience. I keep saying I need two things. I want to have horizontal vision, connect the dots to all of the related issues and And you also want people who have instinct based on experience.

Well, my career at Morgan Stanley, I think, was invigorating in part because I moved around a lot throughout my time there. My view was that as the world changed, new opportunities arose, and I wanted to be open to those. In fact, the key phrase that I used throughout my career is, what's my highest and best use? And that did open doors that I didn't know existed.

Well, my career at Morgan Stanley, I think, was invigorating in part because I moved around a lot throughout my time there. My view was that as the world changed, new opportunities arose, and I wanted to be open to those. In fact, the key phrase that I used throughout my career is, what's my highest and best use? And that did open doors that I didn't know existed.

Well, my career at Morgan Stanley, I think, was invigorating in part because I moved around a lot throughout my time there. My view was that as the world changed, new opportunities arose, and I wanted to be open to those. In fact, the key phrase that I used throughout my career is, what's my highest and best use? And that did open doors that I didn't know existed.

I started in mergers and acquisitions and thought that was the only thing I would ever want to do. But as the world changed, I then ended up taking on leadership of a private equity coverage group and technology, financial institutions, eventually leading to the role as CFO at Morgan Stanley. And it was an incredible opportunity. opportunity and privilege to be CFO at that time.

I started in mergers and acquisitions and thought that was the only thing I would ever want to do. But as the world changed, I then ended up taking on leadership of a private equity coverage group and technology, financial institutions, eventually leading to the role as CFO at Morgan Stanley. And it was an incredible opportunity. opportunity and privilege to be CFO at that time.