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The buyout was an effort to infuse the agency with new energy and to set new goals such as fighting the fentanyl and drug flows, the fight against drug cartels designated by DJT as terror groups.

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Ostrower and Cameron point out that Dennis Muilenburg, the new CEO of Boeing, is first and foremost a engineer. He comes from a different background than former CEO Jim McNerney. McNerney graduated from Yale University, and followed a path of consulting with McKinsey, work at P&G, moved to General Electric where he worked under Jack Welch for many years, before the position at Boeing. This was a path for many CEO's at the time. As the U.S. returns back to its manufacturing and technological roots and with the manufacturing and technical problems at Boeing and Airbus, Muilenburg brings the right focus to meet future challenges. Muilenburg graduated from Iowa State University with a bachelor's degree in aerospace engineering, a master's degree in aeronautics and astronautics from the University of Washington He joined Boeing as an engineering intern in 1985, and is at Boeing since 1985. Since Dec. 2013 Muilenburg was president and COO, leading Boeing's effort to use automation to cut costs of developing and building commercial jets. Before that job he headed Boeing Defense, Space and Security, where he is credited with improving the operating margin from 9% in 2009 to 10.8% in 2013. He cut costs and closed facilities as the division share of Boeing revenue declined from about 50% in 2009 to about 34% in 2014 following defense spending cuts, but did this while maintaining higher research spending to drive efficiency improvements, say analysts. At Boeing Muilenburg's first 14 years were spent designing jets and military systems, some for contracts such as the advanced fighter jet program which Boeing lost to Lockheed, before moving to Washington D.C. for a new unit selling air traffic management services. He says the move was a period of personal growth for him more than any other period in his career. Muilenburg enjoys cycling, and puts in about 120 miles per week around Chicago...

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Intel's new CEO was the CEO of Cadence Design Systems 2008-2021 which makes software for integrated circuits and systems on chips.   Coming from Malaysia and Singapore Tan got his Masters in Nuclear Engineering from MIT and founded Walden International in 1987. Making early investments in China's chip industry when China's chip industry was just starting in the 1990's, Tan's company participated in  40% of the chip industry investments in China made from the US between 2017-2021. Some of this is covered in a WSJ report from 2021 shown alongside. He served on the boards of China's Semiconductor Manufacturing and Advanced Micro-Fabrication Equipment.  A parallel to this is Morris Chang who after degrees at MIT started the semiconductor industry in Taiwan. A period back then in which the US chip industry dependent on market forces and without hidden government subsidies was eclipsed by new ventures in first Taiwan, then South Korea and China. During a period in which technologies were freely transferred with no long term grasp of the consequences to American technological leadership, and chip industry in the US. It was allowed to decline by administrations of Bush and Obama since 2000, ceding dominance through lack of investment in manufacturing technologies. In chips and science capitalism and market forces leave American companies to the mercy of markets when government support overseas is not matched by government support in the US to create an absolutely essential level playing field.  The US then feels the lack of synergyistic energies that go from chips to other advanced industries and technologies. Textbook economics from Dartmouth or Ivy Leagues is with totally theoretical stuff about comparitive advantage no help, and created the current situation for America in chips and science where a whole industry was ceded.  ...

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IEA says 5500 gigawatts of renewables energy will be added in the next 7 years 2023-2030 three times the amount added in 2017-2023. With 60% of it coming from China.

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This story in the NYT by Kilgannon, Baker, Broadwater and Hubler, has reporting and research contributed by no less than 25 NYT journalists and 3700 Comments. It tells the story of a Luigi Mangione from a prominent Baltimore family, educated at prestigious Baltimore prep school and U Penn. in masters degree programs who is the suspect in shooting of United HealthCare CEO Thompson.

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GlaxoSmithKline will have a new CEO in May 2008, Andrew Witty. In an internal webcast to employees he described some of the changes he will make in Glaxo's organization. Instead of lumping all countries outside of the US, Europe and Japan under International with their own heads, he will split International up into emerging markets which include India, Russia, China, Brazil and the Middle East. He has hired Abbas Hussain from Eli Lilly to head this division. The rest of Asia and Pacific region will be another division.

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Miran at CEA is DJT choice to replace Adriana Kugler as Fed governor till Jan 2026.

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Alibaba's new CEO Jonathan Lu.

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The WSJ's Iliff and Luhnow's interview with Emilio Lozoya, CEO of Petroleos Mexicanos (PEMEX). Lozoya says about the new oil law that allows foreign companies to compete with Pemex, as something that should have happened decades ago. President Calderon of the PAN party pushed hard for this, but failed to get the support of the PRI during his term in office 2006-2012. It made sense for Mexico because President Cardozo (1997-2002) of Brazil already set a successful example by doing this for Brazil's state oil company, Petrobras. The main point is that competition is good for Pemex, and good for Mexico and Mexicans, and Lozoya emphasizes this. Under the law Pemex can keep oil fields it already has and have the first pick in future fields. Pemex is expected to partner in oil field exploration in deep waters of the Gulf of Mexico where it needs the technologies of foreign oil companies. Under the new rules Pemex will have 2 years in which to make the transition to a well managed business enterprise. A new tax code works to increase nonoil tax revenues, so that Mexico does not depend on Pemex profits for one third of its budget. It also gives Pemex autonomy and control over its budget, and lowers its tax burden to international levels. This frees up badly needed resources for investment opportunties to increase Mexico's growth rate. Lozoya says the investment budget could be increased from $25 billion to about $30-$35 billion as a result. He gives a list of badly needed projects not taken up by Pemex for lack of funds- developing natural gas from Mexico's large reserves where Mexico imports its natural gas from Texas increasing the cost of manufacturing, building pipelines where Mexico transports fuel by truck which is 15 times more costly, making its own fertilizer and petrochemicals instead of importing it in a country where 60% of farmland is not fertilized. There is so much to be done that Lozoya realizes his main challenge will be execution. Enormous responsibility rests on Lozoya's shoulders to get the execution right. Pemex has 160,000 employees and crude oil sales of $130 billion in 2012. He has a Masters degree in economic development from Harvard and managed investment funds in New York before this position. Cardozo also picked an investment banking professional for the job of recharting the course of Petrobras and attracting foreign investment....

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Jane Spencer interviews Lenovo CEO, Bill Amelio. Amelio throws light into how a company can best operate in China and reach out to a global market. Consider the way Amelio recruits Chinese talent working in the local language, and how he works with Chinese managers who tend to be more reticent on issues and opinion. Amelio is unique in his approach to hiring Chinese managers and building a bench with deep talent. He has abandoned what he calls the "colonial approach" of hiring with expat executives interviewing in English for managers in emerging markets. He says its a good idea to leave the English filter out to get more talent. Instead he has English language classes for the hired managers to help them improve language skills. Amelio talks about Lenovo's approach to the U.S. and other international markets as it competes with the likes of Acer and Dell. Amelio headed Dell's Asian operations prior to this position. Lenovo is testing ideas for giving low cost access at $100-$150 to people in India and China. The way this works is for Lenovo working with Intel and Microsoft to reduce the cost by 50%. For the bank to have half the ownership and the customer paying for the rest. Customers would buy cards for 10 hours of computing, and buy the computer back from the bank through regular use. Lenovo's strategy is to go after small and medium size businesses and consumers to increase market share in the U.S. and Europe. To do this it is using soccer star Ronaldinho and basketball stars to give Lenovo visibility as a brand. In other areas, Amelio has brought Dell managers to Lenovo to improve the supply chain management, an area Lenovo needed to improve....

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Carly Fiorina is the daughter of a law professor Joseph Sneed, who taught at Stanford, Cornell and Yale, and was Dean of the Duke University Law School. Joseph Sneed was made deputy attorney general under president Nixon. She tried following her father into law studies, with one semester at UCLA law school before dropping out. She later continued studies after teaching English for 1 year in Italy- doing her MBA at the University of Maryland before joining AT&T in 1980. At AT&T's federal procurement division she was selected for a fellowship at the MIT Sloan School of Management. Later she was a senior executive at Lucent in 1998, a spinoff from AT&T, leading to the position as CEO of HP in 1999.