David M. SolomonChairman & CEO, The Goldman Sachs Group, Inc. (GS)
10 recorded appearances
Solomon argues the current M&A and IPO environment plays directly to Goldman's strengths in capital formation, and frames AI investment as a durable driver of client activity rather than a passing cycle.
At the club's 850th meeting, in conversation with CNBC's Leslie Picker, Solomon pushes back on the AI-jobs-apocalypse framing and argues the near-term effect shows up as productivity and reallocated headcount rather than net job destruction.
A long-form conversation on what AI actually changes inside an investment bank - where it is being deployed internally, how it affects junior-banker work and headcount planning, and how Goldman is financing the wider AI infrastructure build.
Solomon takes a long-horizon view of the firm and the capital markets for an institutional-investor audience, covering the deal pipeline, private credit and how Goldman is positioned across cycles.
Commencement address to the 2026 Wharton MBA class at the Palestra, drawing career advice from his own path to the Goldman Sachs chairmanship.
Solomon discusses how he has restructured Goldman around its core franchises and how he thinks CEOs should absorb technological change without over-rotating on any single cycle.
Solomon calls the 2026 macro setup constructive for risk assets, points to a reopening IPO window, and is also pressed on Goldman general counsel Kathryn Ruemmler stepping down amid the Epstein-files disclosures.
Solomon and Ben Horowitz compare notes on running organisations through macro shocks - what resilience means structurally rather than rhetorically, and how leaders should communicate under uncertainty.
Recorded around Davos, Solomon calls 2026 potentially "one of the best M&A years ever", citing monetary easing plus the AI capital-investment boom as a confluence of stimulative forces, and says he is "not in the job apocalypse camp" on AI.
With Brian Halligan, Solomon contrasts the founder-CEO job with running a 45,000-person public institution, arguing founders underestimate how much of the role is talent allocation and constituency management rather than product.