FT : Epicurean escapes: Alain Ducasse and Daniel Humm’s transatlantic adventure

Epicurean escapes: Alain Ducasse and Daniel Humm’s transatlantic adventure
Two of the world’s leading chefs have joined forces to craft a plant-based feast for their respective restaurants in Paris and New York

Old habits die hard, especially in French gastronomy. Stray too far from the usual hunks of chicken, beef and fish, and you are deemed to have entered the realm of “peasant food” or perhaps of no food at all.

So changing the record takes someone special — or two of them. In Paris a fortnight ago, Alain Ducasse and Daniel Humm, chefs with many Michelin stars between them, teamed up to serve four nights of a plant-based menu that would convince even traditionally minded diners. Their collaboration travels to New York later this month. 

The experience is a window into the possible future of fine dining. The menu comprises four amuse bouches and nine courses, with the option of five matching wines. From delicate sage leaves to radish clarified in coconut, it proves just how many flavours and textures can be summoned up from plants.

Mostly the secret is an incredible amount of sweat and tears (no blood, obviously). Even a humble tangerine can, when it is sourced from “the best citrus man in France”, de-pithed with a jeweller’s precision and served on silver, demand new appreciation.

Humm’s journey to this point is the product of the pandemic. Born in Switzerland and brought up by hippie parents, he transformed New York’s Eleven Madison Park into one of the world’s top restaurants. Then, during Covid-19, he had a crisis of purpose. Cooking the same sauces for the same cuts of meat seemed tired and unsustainable. So he turned Eleven Madison Park vegan (with a few exceptions for the private rooms).

The reinvention started badly: “certain dishes are as subtle as a dirty martini,” moaned a New York Times reviewer in 2021, unhappy at the attempt to replicate meat dishes. But redemption quickly followed, via three Michelin stars. 

Ducasse’s story has been a slower burn. One of the world’s very top chefs (his restaurants have been awarded a combined 21 Michelin stars), he has not thrown the meat from the kitchen: his menu for a gala dinner celebrating the 400th anniversary of the Palace of Versailles last year included poultry and fish. But he has for decades championed vegetables. He was one of the first to go to the new Eleven Madison Park. There is a 20-year age gap between him and Humm, but even for innovative chefs, there is safety in numbers at times — or at least they welcome the company.

The palace hotel Le Meurice, set on the Rue de Rivoli, modelled on the Salon de la Paix at Versailles and now part of the Dorchester Collection, is not a natural place for experimentation. The dining room is imposing, with chandeliers, marble and frescoes. 

But modernity impinges: the wood fire has been substituted for a TV screen with flames in order to protect the culinary aromas. And the lull in visitors after Paris Fashion Week gave some leeway for change. If the Rue de Rivoli can be turned over largely to cyclists and pedestrians, so Le Meurice can make way temporarily for vegetables.

The menu is an assortment of dishes by Eleven Madison Park and Le Meurice Alain Ducasse, which have exchanged a handful of front- and back-of-house staff while the collaboration takes place. A beetroot is rendered chewy, gooey even, accompanied by chilli. A potato is poached and served with slices of black truffle. Instead of butter, we had vegan butter, infused with squash and shaped like a butternut. The tonburi, seeds from Japan, softened and wrapped in collard greens, were a delight of their own, to the extent that the label “vegan caviar” seemed superfluous. The oyster mushroom, with ginger and lemongrass, hinted at the crispiness of chicken skin and the softness of flesh.

My dining partner suggested that the clientele at Le Meurice were not the one per cent — but the “0.01 per cent and they had a meal like this in Singapore on Tuesday”. Even so, some diners will no doubt choke on the €440 per head bill for what are, after all, just vegetables. But in the remarkably well mannered kitchen below us, the chefs have to work that bit harder with vegetables than they do with meat. That is perhaps especially true of Eleven Madison Park’s approach. Amaury Bouhours, Ducasse’s executive chef, called this “very geometric”, adding with a smile that, for him: “When it’s good, it’s beautiful, but when it’s beautiful, it’s not always good.”

Tasting menus are not for everyone; our dinner lasted the better part of four hours. And there were off-notes, including the barbecued green cabbage. A chestnut and quince tartlet with shaved bergamot lacked excitement. But the sense of experimentation was exciting and clear, and by the end of the meal it would have been hard to feel that one craved cream or meat. 

As the dinner wound down, Humm toured the tables. He had the beaming, exhausted air of a victorious Olympian. “If I’d known how hard it would have been, there’s no way I would have done it,” he grinned about turning Eleven Madison Park vegan. He admits that he was initially too tied to replicating the previous menu: “Today we’re totally liberated.”

In the streets not far from central Paris, French farmers had been protesting. They are unlikely to be receptive to any efforts to steer away from meat production. (France is Europe’s largest producer of beef and second-biggest producer of poultry.) But change is happening, and this collaboration had at least convinced the 35-year old Bouhours, himself a star in the making. “I am young. The young chefs want to change the vision,” he told me. “A lot of the time, people say, ‘We are French, we are the best.’ No, not for me. If you stay with the same proposition all the time, gastronomy is finished.”

Henry Mance was a guest of Le Meurice Alain Ducasse

Alain Ducasse and Daniel Humm’s vegan dinner series will be at Eleven Madison Park, New York, from February 20 to 23 ($475 a head; $950 with wine pairings)

FT : Will Germany deliver on its grand military ambitions?

Will Germany deliver on its grand military ambitions?
Berlin is taking a more muscular approach to national security, but concern is growing over how it will maintain the necessary spending

Holzdorf military base was once the pride of Communist East Germany, a strategic linchpin for the Warsaw Pact countries who opposed Nato. Now it is being remade as one of the west’s biggest bulwarks against Russia.

The base’s runway is being expanded, so any plane in the Nato arsenal can land there. Soon it will take possession of 60 new Chinook heavy-lift helicopters and the Arrow air-defence system from Israel, capable of shooting down intercontinental ballistic missiles before they enter the Earth’s atmosphere.

“Over €500mn will be spent on new infrastructure here — hangars, maintenance bays and new flight operations areas,” says Colonel Christian Guntsch, the German military staff officer in charge of the expansion plan.

But the arrival of the Chinooks will be the “crowning glory” of the transformation, he says. They will replace Germany’s lumbering Sikorsky CH-53 choppers that have been in use since 1972, and are so old that the army has struggled to find spare parts when they break down.

The Chinooks and Arrow interceptors are being paid for out of a new €100bn debt-financed fund for the Bundeswehr, the German armed forces, that has become the centrepiece of Berlin’s new, more muscular approach to national security.

The investment fund highlights Germany’s goal of becoming Europe’s biggest military spender and providing its largest conventional army — a power capable of deploying huge resources at short notice to fight a potentially brutal land war on its doorstep.


Chancellor Olaf Scholz unveiled the cash injection just three days after Russia embarked on its full-scale invasion of Ukraine, in a speech to the Bundestag that described the war as a “Zeitenwende” — a watershed moment — in Germany’s modern history.

The commitment allowed Scholz to fulfil one of his key pledges: that Germany would dedicate 2 per cent of its gross domestic product to defence, a Nato goal it signed up to in 2014 and had, until this year, never achieved.

Germany will spend nearly €72bn on defence this year, more than it has ever done in the history of the Bundeswehr. Some €52bn will come from the regular budget and €19.8bn from the investment fund.

“The transformation we’ve seen since January 2022 has been revolutionary, compared to the policies Germany pursued in the past,” says Claudia Major, a defence analyst at the German Institute for International and Security Affairs.

But concern is growing about what will happen after 2027, when the fund has dried up.

Experts believe the country will then have to stump up an additional €25bn-€30bn a year out of the general budget to meet the 2 per cent goal — an eye-watering sum that could require swingeing cuts in welfare spending if the country is to balance the books.

“We need a broader discussion about where the additional €30bn are going to come from,” says Christoph Heusgen, the longtime foreign policy adviser to former chancellor Angela Merkel and now head of the Munich Security Conference, the “Davos of defence”, which opens this week.

“There is going to have to be a big debate about resources, and how they’re allocated,” he says. “And my impression is that the government is scared to have this discussion, and is just delaying it.”

There is one person in the government who has openly addressed the problem — Boris Pistorius, the popular defence minister.

He has argued that the absence of a long-term perspective makes it next to impossible for the Bundeswehr — and the arms manufacturers that supply it — to plan for the future.


Speaking to the Bundestag in late January, he said that defence required “a reliable, sustainable, and yes, a rising [military] budget”.

“The €100bn fund was an important first step,” he told MPs. “But we must start thinking today about how we want to adequately equip the Bundeswehr even after the fund has been fully spent.”

The appeals for more money have been backed up by an escalation in rhetoric that Pistorius himself admits is designed to “shake the Germans awake”. He said last month, for example, that Putin could attack a Nato member state “within five to eight years”. “We have a threat level in Europe the likes of which we haven’t seen in 30 years,” he told the newspaper Tagesspiegel.

Such fears are now being compounded by the spectre of a second Donald Trump presidency — and a new era of American isolationism that could presage. Last Saturday, Trump declared that his administration would “encourage” Russia to attack any Nato member that failed to spend enough on defence — a comment widely condemned in Germany. Scholz said any attack on Nato’s principle of collective defence was “irresponsible and dangerous and solely in Russia’s interests”.

In the past few years, Europe has committed to taking on a greater share of the burden of collective defence. But that commitment is predicated on German military spending remaining at its current record levels — and that might be a pious hope.

MPs from the three parties in Scholz’s coalition government dismiss the growing fears about the army’s long-term financing. They quote finance minister Christian Lindner, who assured the Bundestag’s defence committee in late January that the 2 per cent goal was safe.

“He said the finance ministry is starting to prepare for this in its medium-term financial planning,” says Marie-Agnes Strack-Zimmermann, chair of the Bundestag’s defence committee.

And anyway, she adds, all three parties in the government, as well as the opposition Christian Democrats (CDU) and their Bavarian sister party, the CSU, were committed to the 2 per cent goal.

“The chancellor stands by it, as do the finance, foreign and defence ministers . . . and the CDU/CSU tell us they do too,” she says. “So regardless of who’s in power after the next election, everyone should feel responsible for implementing it.”

But privately, no one in power seems to know how the target can be reached — especially considering the tight constraints on the German budget. Germany is one of the few countries to have a curb on new borrowing inscribed in its constitution, the so-called debt brake.

With such a straitjacket, plugging the Bundeswehr’s funding gap could prove difficult. “Will we have to cut the welfare budget? Abolish the debt brake? Raise taxes?” asks one minister. “We’re putting off the decision — but something is going to have to give. The sums just don’t add up.”

Scholz’s Zeitenwende speech finally recognised a truth that had long been evident to Germany’s generals — that the country’s military capabilities were dangerously depleted.

At the end of the cold war, the Bundeswehr had a troop strength of half a million, making it one of Europe’s most formidable fighting forces. But between 1990 and 2019, manpower fell by 60 per cent.

The army became a kind of orphaned child, starved of funds. Military hardware was either mothballed, sold off or scrapped. One study by the German Economic Institute (IW) found the army had been underfunded relative to Nato standards by at least €394bn between 1990 and the early 2020s.

Scholz called time on this era of parsimony. In late 2022, he boasted that Germany would soon have “the biggest conventional army” of all the European member states in Nato.

Pistorius has gone even further, saying in an interview last November that Germany must become “kriegstüchtig” — a word that means “ready to wage war and capable of doing so”. It drew howls of protest from the pacifist wing of his Social Democrat party.

The shift in rhetoric has been astonishing to some. “Five years ago, people would have called Pistorius crazy for using that word,” says Heusgen. “Now he’s Germany’s most popular politician.”

But some are still disappointed. “It’s the tragedy of the Zeitenwende transformation,” says Major, the defence analyst. “Despite all our efforts, it’s just not enough.”

Part of the problem is that despite all the new money, the Bundeswehr is in many ways even less well equipped than it was before the Russian invasion of Ukraine. Germany has given a lot of its best kit to Kyiv. And it is still not clear how and when the gaps will be filled again.

For example, Germany donated 14 armoured howitzer 2000s, one of the most advanced systems of its kind in the world. But, under current contracts, only 10 of them will be replaced. A defence ministry spokesman said there was an option to buy 18 more for the army — “funding permitting”.

Meanwhile, plans to swap the five Mars II rocket artillery systems supplied to Ukraine for five Israeli-made “Puls” multiple rocket launchers are moving at a snail’s pace, with the Bundestag still to approve the purchase. It could also take years before the Bundeswehr gets replacements for the 18 Leopard 2 A6 battle tanks it gave to Kyiv.

A potentially larger problem, though, is the long-term funding issue. “We are starting a lot of procurement projects that won’t be completed by the time the €100bn has been used up,” says Johann Wadephul, the CDU’s spokesman on defence and foreign policy. “We’ll have paid for part of the F-35 fighter jets, part of the infantry fighting vehicles, part of the new ships, but not all. That’s why the financing must be continued.”

The lack of clarity on financing is a big drawback for arms manufacturers, who are reluctant to invest in new production capacity without an assurance of future orders. “Industry needs to know it has buyers — say a five or 10-year plan with guaranteed offtake,” says Strack-Zimmermann.

“That’s especially important for the Mittelstand [small and medium-sized enterprises] who need certainty when they’re hiring more people or increasing capacity,” she adds. “But right now there’s no long-term offtake capacity in the system.”

Military procurement also remains a problem. Scholz’s government has pushed through new measures to speed up and simplify procedures, for example by restricting the right of losing bidders to legally challenge the results of tenders. Pistorius boasts that 55 orders for military equipment priced at €25mn and above — a record number — were presented to the Bundestag defence committee last year. This year, he predicts, it will be even more.

“We’re really stepping on the gas,” he told German TV last month.

But critics say the system is still too slow. “Don’t forget that a year after the Zeitenwende [speech], industry was saying that virtually no additional contracts had been signed,” says Ulrike Franke, senior policy fellow at the European Council on Foreign Relations. “Somehow, even now, we are still caught in this bureaucratic procurement nightmare.”

Meanwhile, Pistorius — who so far has the strong backing of the chancellor — is still encountering resistance in the system.

“Sometimes it seems like he’s tilting at windmills,” says Franke. “He asked for €10bn extra for the 2024 defence budget and got €1.7bn. The reality does not match the rhetoric.”

There is also a question mark over one of Germany’s most ambitious plans — the stationing of a 5,000-man brigade in Lithuania that will be the country’s first permanent foreign deployment since the second world war.

Experts say it is still unclear how it will be formed. Potential recruits have no sense yet of where their families will be accommodated, where their children will go to school or where their partners can work.

“You can’t fulfil your promise of sending an operational armoured brigade . . . to Lithuania without additional personnel and material,” Markus Grübel, a CDU MP, told Pistorius in a parliamentary debate last month. “The brigade is so far not backed up with sufficient money. This promise, too, risks being broken.”

That goes to the heart of one of Pistorius’ biggest challenges — personnel. Germany’s defence ministry plans to expand the army from 183,000 active servicemen and women to 203,000 by 2031. But that will be a gargantuan task, especially considering Germany’s ageing population and deepening shortage of skilled workers.

Even now, 20,000 vacancies must be filled every year as professional soldiers and voluntary conscripts leave the service or long-serving officers retire. Statistics show the number of applicants for jobs in the armed forces is declining.

Yet calls on the Bundeswehr are only expected to grow. Last year, Germany offered to provide Nato with 30,000 troops and 85 aircraft and naval vessels within 30 days of any major conflict, under the alliance’s New Force Model. But finding enough people to fulfil that pledge will, according to Wadephul, be “extraordinarily difficult”. Meanwhile, Russia has shown throughout the Ukraine war that it can draw on vast — though not infinite — resources of manpower.

“We have to be honest: in terms of materiel and personnel, we are lagging behind,” he says.

Holzdorf provides a striking visual metaphor of the personnel shortage, and the scale of the task facing Germany’s military.

At one end of the 2.5km airstrip, a single construction worker, clad in bright orange overalls that mark him out against the dark-grey Brandenburg sky, toils with a shovel shifting hard earth into a pile.

Holzdorf’s commandant, Lieutenant Colonel Sascha Bleibohm, has no illusions about the challenges the federal government faces in reshaping Germany’s armed forces. But he is confident Berlin will stay the course.

“We see from the political side how much will there is to make this a success, I have to say,” he says. “That’s one thing the troops also all recognise.”

For Col Guntsch, the Zeitenwende means that “we are finally being put in a position to fulfil our mission — now but also in the future”. But his optimism is tinged with a warning: “Security does not come for free.”

>>> US After Hours Summary: ALSN +19.8%, LYFT +18.7%, HOOD +9.3%, ZG +6.9% highe

After Hours Summary: ALSN +19.8%, LYFT +18.7%, HOOD +9.3%, ZG +6.9% higher on earnings; QDEL -32%, UPST -19.2%, CART -5%, ABNB -4.7%, MGM -4% lower on earnings

After Hours Gainers:

Companies trading higher in after hours in reaction to earnings/guidance: ALSN +19.8%, LYFT +18.7%, MCY +9.5%, HOOD +9.3%, REZI +8.3%, KTOS +7.9% (also announces $579 mln contract win for Space Force SATCOM C2 System), ZG +6.9%, WIRE +5.4%, DVA +5.2%, MRC +4.8%, IAC +4.7%, ENTG +4%, MIR +3.6%, VGR +3.1%, ES +3.1% (also to sell offshore wind investments; exploring sale of water distribution business), ADC +2.9%, INVH +2.3%, SSNC +2.2%, RUSHA +1.9%, ANGI +1.6%, WELL +0.8% (also to acquire $1 bln Affinity portfolio and formation of partnership; also issues business update), LOPE +0.6%, AKR +0.2%, BFAM +0.1%, REVG +0.1% (also 12 mln share offering by selling shareholders)

Companies trading higher in after hours in reaction to news: LRMR +15.6% (commences stock offering), MRCY +3% (JANA increases active stake), UBER +2.2% (in sympathy with LYFT earnings), DASH +2% (in sympathy with CART earnings), SOVO +1.8% (SOVO and CPB certify substantial compliance with Second Request from FTC), HL +1.2% (reports exploration results and reserves), SANA +1.1% (Cell Stem Cell publishes article), IMUX +0.9% (stock offering by selling shareholders), CPB +0.5% (SOVO and CPB certify substantial compliance with Second Request from FTC), CDXS +0.2% (enters into loan facility agreement), AMZN +0.2% (Bezos discloses $2.08 bln sale of shares), GVA +0.1% (awarded $112 mln final construction option in Denali National Park), GOOG +0.1% (Waymo voluntarily files recall report with NHTSA)

After Hours Losers:

Companies trading lower in after hours in reaction to earnings/guidance: QDEL -32%, UPST -19.2%, CRSR -8.4%, BL -7.4%, CART -5% (also COO to step down; announces restructuring plan, includes 7% workforce reduction; also authorizes additional $500 mln for share repurchases), ABNB -4.7% (also authorizes a new repurchase program of up to $6.0 bln), MODG -4.4%, MGM -4%, AKAM -3.2%, CRK -2.7%, EQT -2.5%, SITM -1.3%, AIG -0.8%, GDDY -0.5%, HE -0.3% (also provides liquidity update on the call), GXO -0.1%, STAG -0.1%

Companies trading lower in after hours in reaction to news: CC -9.9% (reschedules earnings release), FLYX -3.1% (Third Point (Daniel Loeb) discloses 7.9% active stake), BKNG -1.3% (in sympathy with ABNB earnings), VTGN -1% (files $350 mln mixed shelf securities offering), IMNM -0.9% ($200 mln stock offering; also files mixed shelf securities offering), MACK -0.1% (FDA approves Ipsen's Onivyde regimen, which triggers milestone payment to MACK), MAR -0.1% (files mixed shelf securities offering), AGI -0.1% (intersects additional high-grade mineralization)

>>> US Close Dow -1.35% S&P -1.37% Nasdaq -1.80% Russell -3.96%

Closing Stock Market Summary
The stock market experienced a broad retreat today as participants reacted to the latest inflation data. A hotter than expected CPI (actual 0.3%; consensus 0.2%) and core CPI (actual 0.4%; consensus 0.3%) for January fueled selling interest in both the stock and bond markets.

The S&P 500 and Nasdaq Composite saw some mid-day improvement, climbing off early session lows in a move that coincided with NVIDIA (NVDA 721.28, -1.20, -0.2%) trading up as much as 1.7%.

The major indices then spent most of the afternoon trade in a steady drift before a sharp move higher with 30 minutes left in the session drove the S&P 500 from 4920.31 to close at 4953.17.

Ultimately, the S&P 500 fell 1.4% and the Nasdaq Composite registered a 1.8% loss while the Dow Jones Industrial Average sank 500 points.

The Russell 2000 lagged relative to other major indices, dropping 4.0%, due to weakness in regional bank shares that fell under renewed selling pressure today after recent rebound action. This weakness also left the SPDR S&P Regional Banking ETF (KRE) with a 4.2% loss.

Small cap underperformance was also related to worries about growth in a high interest rate environment. The 10-yr note yield, which sat at 4.14% just before the CPI data, settled 14 basis points higher than yesterday at 4.32%. The 2-yr note yield, at 4.44% just before 8:30 ET, jumped 20 basis points today to 4.67%.

Today's robust selling activity left ten of the 11 S&P 500 sectors down at least 1.0%. The rate-sensitive real estate (-1.8%) and utilities (-1.7%) sectors saw some of the largest declines, along with the consumer discretionary sector (-2.0%), which fell under sizable declines in Amazon.com (AMZN 168.64, -3.70, -2.2%) and Tesla (TSLA 184.02, -4.11, -2.2%).

The jump in rates and the hot inflation data created an excuse for profit-taking activity in a market that some participants believe is due for a period of consolidation after a big run that had the S&P 500 and Dow Jones Industrial Average set fresh all-time highs.
  • Nasdaq Composite: +4.3% YTD
  • S&P 500: +3.8% YTD
  • Dow Jones Industrial Average: +1.6% YTD
  • S&P Midcap 400: -0.6% YTD
  • Russell 2000: -3.1% YTD

Reviewing today's economic data:
  • January NFIB Small Business Optimism 89.9; Prior 91.9
  • January CPI 0.3% (consensus 0.2%); Prior 0.2%; January Core CPI 0.4% (consensus 0.3%); Prior 0.3%
    • The key takeaway from the report is that it gives Fed officials an argument to maintain their hawkish rhetoric and delay the discussion about the initial rate cut.

Wednesday's economic calendar features:
  • 7:00 ET: Weekly MBA Mortgage Index (prior 3.7%)
  • 10:30 ET: Weekly crude oil inventories (prior +5.52 mln)

>>> Baupost Group (Seth Klarman) discloses updated portfolio positions in 13F f

Baupost Group (Seth Klarman) discloses updated portfolio positions in 13F filing: Exited EDU, QRVO; Adds to J, JAZZ, CLVT
New positions Highlights from Q4 2023 filing as compared to Q3 2023 (all amounts are approximate):
  • Increased positions in: CLVT (to 25.5 mln shares from 22.5 mln shares), J (to 0.73 mln from 0.49 mln), JAZZ (to 0.83 mln from 0.67 mln)
  • Maintained positions in: LBTYK (42.31 mln shares), WBD (25.24 mln shares), VSAT (16.17 mln shares), LSXMK (14.85 mln shares), LSXMA (8.18 mln shares), TBPH (7.42 mln shares), LBTYA (7.19 mln shares), CRH (3.35 mln shares), WTW (1.56 mln shares)
  • Closed positions in: ATRA (from 9.77 mln shares), ADV (from 6.15 mln), VRTV (from 3.32 mln), TMQ (from 2.33 mln), EDU (from 1.02 mln), QRVO (from 0.94 mln), DG (from 0.93 mln), STX (from 0.6 mln)
  • Decreased positions in: GTX (to 2.99 mln shares from 5.99 mln shares), SSNC (to 1.03 mln from 2.3 mln), LLYVK (to 0.72 mln from 1.9 mln), GOOG (to 2.95 mln from 3.83 mln), FIS (to 6.36 mln from 6.96 mln), TSEM (to 2.71 mln from 2.85 mln), LLYVA (to 1.9 mln from 1.98 mln)

WSJ : Walmart in Talks to Buy TV Maker Vizio

Walmart in Talks to Buy TV Maker Vizio
Retail giant discussing a more than $2 billion deal that would boost its advertising business in battle with Amazon

Walmart WMT -1.04%decrease; red down pointing triangle is shopping in the TV aisle to help grow its advertising business.

The retail giant is in talks to buy smart television-manufacturer Vizio VZIO 26.34%increase; green up pointing triangle for more than $2 billion, according to people familiar with the situation. The move would give Walmart more places where it can sell ads and pitch shoppers on goods.

Walmart, including its Sam’s Club chain, has historically been Vizio’s largest customer. Vizio is historically the largest television brand sold at Walmart by sales.

The deal talks demonstrate the importance of consumer data and ad space for major retailers as they build out their ad businesses and compete with Amazon AMZN -2.45%decrease; red down pointing triangle. In addition to being an e-commerce behemoth, Amazon is among the biggest ad players in the U.S. behind Google parent Alphabet and Facebook owner Meta Platforms. Amazon has also been building its own smart TV business.

The discussions between Walmart and Vizio are ongoing, and a deal may not happen.

There is also more competition among retailers hunting for ad dollars with companies including Best Buy, Kroger and Instacart jumping into the business. Advertisers continue to shift dollars into the retail media space, which is expected to hit $59.6 billion in U.S. ad revenue this year, up almost 30% from last year, according to Insider Intelligence.

Walmart gets most of its U.S. revenue from its grocery business, which typically has low profit margins. Executives see the Walmart Connect ad unit as a path to heftier profits and a way to generate cash beyond the company’s longtime engine of selling goods through stores.

That would give Walmart more money to spend on offering faster shipping and other services to compete with Amazon. Seattle-based Amazon leans on profits from its advertising and cloud-computing businesses in a similar manner.

Early last year Walmart said it earned around $2.7 billion in global advertising revenue for the previous 12 months. The company reports full-year earnings next week. Walmart is already testing selling ads through connected TVs. A potential Vizio purchase could make the prospect easier and more appealing to potential advertisers.

Vizio was founded in 2002 by its Chief Executive William Wang, a serial entrepreneur who survived a catastrophic plane crash that killed around half of its passengers. Vizio priced its initial public offering in 2021 at $21 and shares opened trading at $17.50. Vizio’s stock closed Monday trading at less than $8 a share. Vizio is set to report fourth-quarter earnings on Feb. 27.

Vizio is best known for selling low-price TVs, but it has tried in recent years to expand into advertising and streaming. It sells ads that users see when they turn on its sets and inside some free video services.

For Walmart the logic of a potential deal is about growing advertising revenue, not selling more low-price TVs.

Data on TV ad sales and viewership is controlled by whichever company owns a TV’s operating system. Walmart already has a large private-label electronics business through its Onn brand, which offers phone chargers, speakers and televisions. The Onn TVs run on operating systems from Roku or Google TV.

Amazon makes up 17% of the operating systems in connected TVs, compared with Vizio’s operating system, which makes up 8%, according to Parks Associates. Roku has 25% market share.

Buying Vizio would give Walmart access to a TV operating system and more ad inventory and ad viewership data. For example, an advertiser such as Procter & Gamble that sells goods inside Walmart stores could run an ad through Walmart’s advertising unit, then those ads could be shown to viewers on Vizio TVs. Finally, Walmart could potentially track those ads back to the purchase of goods.

The mounds of data that retailers have has made them even more attractive to brands in the wake of Apple’s policy changes in 2021 that required apps to ask users if they want to be tracked. Apple’s move has dented some tech platforms’ ability to prove the effectiveness of their ads. Retailers have stepped in with their data that can help brands target ads and measure the outcome of the pitches.

A potential deal “gives Walmart control over a massive amount of proprietary data—particularly viewing data, which along with its data on what people are buying—is massively important,” said Dave Morgan, CEO of Simulmedia, an ad tech company.

The Information : Private Equity Pushes to Hire the 1 Percenters’ Money Managers

Private Equity Pushes to Hire the 1 Percenters’ Money Managers

Private equity firms are on the hunt for a red-hot skill set: wealth managers who can convince the richest 1% to invest in PE funds.

As the flow of capital from pension funds and endowments has slowed, buyout firms are adding to their ranks of rich individual investors to boost assets under management for potential use in buyouts or other investments. That means hiring money managers who have experience with those types of investors.

The Takeaway
• PE firms have been hiring key wealth personnel from the upper echelons of banks
• Apollo, Blackstone, Ares, Brookfield, KKR, Carlyle among those poaching
• Apollo partnership with Patrick Cantlay is part of firm’s strategy to tout its high net worth individuals among other investors

PE firms have been hiring key personnel from the upper echelons of banks, according to a confidential third-party analysis of the industry reviewed by The Information. They poached at least seven of Goldman Sachs’ top wealth management workers over the past three years, with the number of defections speeding up last year, according to the document. JPMorgan Chase, BlackRock and HSBC each lost six key wealth employees to PE during the same period.

Among the firms doing the poaching in the U.S. are Apollo Global Management, Blackstone, Ares Management, Brookfield, KKR, Carlyle, Coller Capital and Pantheon Ventures, according to the analysis. In Europe, Sweden’s EQT, Switzerland’s Partners Group and France’s Tikehau Capital have made key wealth management hires.

Wealthy investors currently have more than $4 trillion parked in private investment strategies like PE, private credit and hedge funds. Consulting firm Bain & Co. expects that amount to more than double to around $9 trillion over the next decade.

Meanwhile, many of the pension funds, universities and other large PE investors that readily plowed billions into PE over the past decade have hit their thresholds for how much they’re willing to commit to the asset class. They’re waiting for the industry to deploy the more than $2.5 trillion in unused capital it’s sitting on, and they have to see that capital bring in returns before they can commit more.

Since a blockbuster 2021, PE dealmaking has been in a two-year spiral, weighed down by higher interest rates and economic and geopolitical uncertainty. The volume of PE transactions fell nearly 29% between 2022 and 2023, according to a report by KPMG. Still, there were some bright spots last year in tech, including Silver Lake and CCP Investments’ $12.5 billion deal for software developer Qualtrics and GTCR’s $11.7 billion buyout of payments provider Worldpay.

“We’re adding headcount and resources as we continue to see strong demand from private investors to increase allocation to private equity,” EQT’s chief commercial officer, Suzanne Donohue, said in an interview.

Max Heppleston, a managing director at staffing group Fredriks, which works with PE firms, hedge funds and other private markets firms, said hiring staffers who are accustomed to working with the world’s wealthiest investors will be “one of the top priorities for these firms in 2024.” He expects to see “a lot of poaching this year.”

The industry is sparing little expense to court a new base of high net worth backers. In January, Apollo struck its first-ever brand partnership with PGA Tour golfer Patrick Cantlay. People familiar with Apollo’s thinking said the move is part of a broader strategy to tout its high net worth individuals among other investors. Apollo raised over $8 billion from its private wealth funds in 2023, and has a goal of raising $50 billion in capital from wealthy investors through 2026, according to its latest earnings report.


Patrick Cantlay sporting an Apollo logo. Photo by Orlando Ramirez via Getty Images.
KKR has set a similarly lofty goal, expecting to raise 30% to 50% of its new capital over the next few years from its private retail funds, according to a KKR spokesperson.

The firm is looking to expand its private wealth team across Europe, according to a person familiar with the matter, including in Zurich, where it opened an office in December after installing HSBC’s Tomislav Culic to lead its Swiss wealth solutions team.

Blackstone, meanwhile, has said it wants half of new client assets to come from individuals.

There are a few key reasons why wealthy investors are looking to invest more in PE, said Michael Bell, CEO of Meketa Capital, a so-called alternative investment fund focused on raising capital from individual investors rather than institutions. Chief among them is the potential for big returns. “There’s a much higher return potential…not a return guarantee, but it’s a higher return potential,” said Bell. Those investors also may want to diversify their portfolios and try to insulate them from big market swings.

For comparison’s sake, an index from Cambridge Associates that tracks broad PE performance fell 4.3% in 2023, compared with a 24% increase in the S&P 500. The consulting firm’s U.S. private equity index, which tracks 1,496 funds, has returned an average of 15.3% over the past 20 years, compared to the S&P 500’s 20-year average return of 9%. Of course, whether PE returns outpace the broader market can depend on the window of time you’re looking at.

For many PE firms, wealthy individuals “are often the holy grail of investors,” said Randi Mason, a partner at law firm Morrison Cohen, which advises on PE transactions. “They are able to write sizable checks, and they are often much easier to deal with than institutional investors.

“They tend to be less aggressive in negotiations, are subject to minimal regulatory obligations, often have fewer tax constraints and can tolerate much longer hold periods,” she said.

The finance industry generally lumps individual investors into four categories: ultrahigh net worth (who have more than $30 million in investable assets), very high net worth (more than $5 million), and high net worth ($1 million to $5 million). Then there’s the mass affluent segment: individuals with meaningful portfolios but investable assets of less than $1 million.

The bottom two tiers have historically been hard to crack for private markets funds. That’s because regulators require most funds to only accept money from those defined by the Securities and Exchange Commission as “qualified purchasers”—someone who owns more than $5 million in investments. But new developments over the past several years have increased access to these asset classes for investors lower down on the wealth totem pole.

A pivotal moment came in 2020, when the SEC expanded its criteria for qualifying as an accredited investor—an individual allowed to participate in private markets—to include personal financial knowledge, not just personal wealth.

PE firms have responded to the ease in regulation by rolling out new fund structures that pool together investor capital, allowing investors with $100,000 or so to spare, rather than $5 million, an opportunity to get involved.

The result has been an explosion in popularity of these retail PE funds. “I’d say 75 to 80% of my clients in some way or form are inquiring about this type of strategy,” said Matthew Rubin, chief investment officer of wealth management firm Cary Street Partners.

For the world’s biggest PE players, the wealth frenzy has just begun.

“We are in the earliest early days of this,” Apollo CEO Marc Rowan noted on a call to investors last week. “This is a $65 trillion market that ultimately has the potential for private markets investors such as ourselves and our peer group to be as large [as], if not larger than, our institutional market.”

TechCrunch : ChatGPT will now remember — and forget — things you tell it to

ChatGPT will now remember — and forget — things you tell it to

You’ll soon be able to tell ChatGPT to forget things — or remember specific things in future conversations.

Today, as part of a test, OpenAI began rolling out new “memory” controls for a small portion of ChatGPT free and paid users, with a broader rollout to follow at some unspecified future point. The controls let you tell ChatGPT explicitly to remember something, see what it remembers or turn off its memory altogether.

OpenAI explains in a blog post:

“ChatGPT can now carry what it learns between chats, allowing it to provide more relevant responses … As you chat with ChatGPT, you can ask it to remember something specific or let it pick up details itself. ChatGPT’s memory will get better the more you use it and you’ll start to notice the improvements over time.”

It’s not hard to picture scenarios where a ChatGPT with memory could come in handy.

If, say, you wanted ChatGPT to recall you live in the suburbs and so prefer driving versus public transit directions, you can simply tell it that fact (e.g. “Remember that I live in the suburbs and mostly drive.”). Or if you wanted its advice about child-rearing to pertain to younger kids because you have a kindergartner, you could highlight this for it (e.g. “Remember I have a kindergartner.”).

OpenAI lists several ways in which memory could be useful in a business context, as well, like remembering tone, voice and formatting preferences for blog posts and languages and frameworks for programming.


GPTs — custom chatbots powered by OpenAI’s models, available through the GPT Store — have their own memories. The Books GPT, for instance, can automatically remember which books you’ve already read and which genres you like best. But these memories aren’t ever shared with ChatGPT — or vice versa.

The memory feature for both ChatGPT and GPTs can be disabled at any time from the ChatGPT settings menu, and when it’s turned off, ChatGPT and GPTs won’t create or use memories. From this same menu, you can view and delete specific memories or clear all memories.

Note that deleting a chat from chat history won’t erase ChatGPT’s or a GPT’s memories — you have to delete the memory itself.

Now, one imagines that ChatGPT could, over time, accumulate a lot of sensitive personal details in its memory, especially considering that the memory feature is switched on by default. OpenAI acknowledges the possibility — and also says that it might use memories to improve its models, with a carve-out exception for ChatGPT business customers and users who opt out.

But OpenAI also says that it’s taking steps to steer ChatGPT away from “proactively” remembering sensitive information, like health details, unless a user explicitly asks it to.

“ChatGPT’s memories evolve with your interactions and aren’t linked to specific conversations,” OpenAI writes. “[And] memories, like chats, with GPTs are not shared with GPT builders.”

For a more privacy-preserving experience, OpenAI’s rolling out a new Temporary Chat feature in ChatGPT, initially limited to a small subset of free and subscription users. With Temporary Chat, you can have a dialogue with a blank slate, in essence; ChatGPT won’t be aware of previous conversations or access memories but will follow custom instructions if they’re enabled.