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Will AI Take Your Job? Exploring the Realities of Automation

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In the latest Week Ahead episode, three experts – Todd Gentzel, Chris Balding, and Sam Rines – discuss the impact of AI on the job market and the enterprise.

The conversation delves into the macro environment and the rise of AI, with Sam Rines framing the discussion by noting the fast adoption of AI tools like ChatGPT and Midjourney, which are taking out low and mid-level writing, creative, and analyst tasks. This is a threat at a scale not seen before as this generation of AI is targeting professional, corporate, and office jobs.

Todd Gentzel, who has consulted and led strategy for some of the world’s largest companies, discusses the current state of AI in the enterprise. He notes that many AI projects are just pet projects to tick a box and the “AI” portion of these projects is extremely limited. However, he believes that AI has the potential to change the enterprise significantly and identifies the factors holding the enterprise back from adopting useful AI.

Chris Balding, the founder of an AI-NLP firm, discusses whether AI will steal jobs. He notes that starting his firm has changed his view of the application of AI and its potential to take on whole job functions. The conversation covers the impact of AI on labor and capital, the potential for AI to be deployed to take on individual functions, and whether AI can only be used to augment job functions or take on whole job functions.

The discussion raises important questions about the impact of AI on the job market and the enterprise, and how it will change the way we work. While the experts have different perspectives on the potential of AI, they all agree that it will have a significant impact on the economy, the job market, and society as a whole.

Key themes:
1. Is the macro environment to blame for the rise of AI?
2. How will AI change the enterprise?
3. Will AI steal your job?

This is the 60th episode of The Week Ahead, where experts talk about the week that just happened and what will most likely happen in the coming week.

Follow The Week Ahead panel on Twitter
Tony: https://twitter.com/TonyNashNerd
Sam: https://twitter.com/SamuelRines
Todd: https://twitter.com/ToddGentzel
Chris: https://twitter.com/BaldingsWorld

Transcript

Tony

Hi everyone, and welcome to The Week Ahead. I’m Tony Nash. Today we’re joined by Todd Gentzel. Todd is an industry and technology strategist spanning healthcare, mining, oil and gas, transportation, and consumer goods. Todd, it’s your first time on the show. Thanks so much for joining us.

Tony

We’ve also got Chris Balding. Chris Balding you guys all know well from Twitter. He’s the founder of a stealth mode AI firm, and he’s also the founder of New Kite Data and a recovering academic.

Tony

We’ve also got Sam Rines of Corbu, who’s on here regularly. So guys, I really appreciate your joining us for the program today. This means a lot.

Tony

I’ve wanted to look at the hype around AI for quite some time. For non-experts, it’s really hard to tell what’s hype and what’s real. We see stuff about ChatGPT or whatever every day, and we can’t tell what’s real output, what’s simulated output, or whatever. So we try to assemble you guys, some experts, to tell us what’s happening. And there’s some real critical answers that we want to address. Why is AI on the rise right now? There are some reasons why AI is coming to the forefront right now. So what are those?

Tony

Will it take your job? A lot of people are, and some people are joking about that. Some people are taking it seriously, some not. But really, will it?

Tony

How will AI change corporate life? What impact will AI have on markets and regulations and so on? These are all things that we don’t know all the answers to right now, but we’re kind of figuring this out as we go along.

Tony

So, just over a year ago, I published a fairly rudimentary illustration showing the pace of impact that I thought at the time AI would take in the workplace and on jobs. So if you notice at the bottom, most of the kinds of infield jobs are retained. A lot of stuff has to physically happen. And my view, at least over the next, say, a few years, is 5% to 10% of jobs need to be automated. And I think that’ll largely grow toward the end of this decade.

Tony

So we have some key themes. First, is the macro environment to blame for the rise of AI? I think that’s a real concern, and we’ll talk about that with Sam. Second is how will AI change the enterprise. We’ll talk about that with Todd. He’s a real expert there, and I can’t wait to have that discussion. And finally, will AI steal your job? That’s kind of a silly question, but I think it’s one that everybody really wants the answer to, and we’ll talk about that with Chris.

Tony

So first, Sam, I want to frame up the discussion with a little bit of an understanding of the macro environment. We’ve had AI enthusiasm before. You have these really robust AI eras, and then you have kind of AI winters. We had a really robust era in 2018 when S&P bought a company called Kensho, which very few people talk about now.

This was just five, or six years ago. They bought Kensho for $550 million and really, nothing happened with it. They were folded into S&P. At the time I talked with people who had visibility to Kensho. They didn’t know what to do with it. It really wasn’t obvious value. But S&P kind of got the opportunity to tick the box on AI. So, in part, S&P wasn’t adopted by S&P’s customers. At least this is my running thesis. It wasn’t adopted by S&P’s customers because wages had been pretty stagnant for 30 years.

Tony

So even in 2018, you could kind of throw people at analysis problems and the type of things that Kensho was built to solve. But now we’re seeing ChatGPT, MidJourney, and those types of large language models and image models being adopted pretty quickly.

Tony

ChatGPT, as you guys know, had millions of users in the first hours, in the first couple of days. So we can say that processing power and coding and that sort of thing are responsible for advancement in AI, which is true. But adoption seems to be different than the actual capability. So when we see ChatGPT and MidJourney adopted so quickly, they’re really taking out low and mid-level writing, creative and analyst tasks. That’s what they’re taking out right now, are those tasks. These are things that earlier had 10-15 years ago, had been sent to, say, India and other offshoring places, but now it’s being experimented with doing this stuff virtually in developed countries. So I realize I’m talking a lot today. I don’t normally do this at the top of the show, but I think we need to introduce some of these ideas for people to watch.

Tony

I’m sorry I’m talking so much today, but one key point here is that AI has always been discussed more than robotics. So where it would take over the job of physical laborers, like people in warehouses, blue-collar workers, as Americans would call them. But this generation of AI is different. This generation is targeting professional jobs, corporate jobs, and office jobs, which are new. It’s kind of unprecedented, where this level of fear for white collar jobs is discussed to be replaced by technology. So, Sam, after that long intro, can you talk us through some of your thoughts on this? This is my hypothesis. Is there anything there? Can you talk us through some of the kind of capital versus labor and wage issues that we’re seeing right now? And is that having an impact on the adoption of AI?

Sam

Yeah. So don’t throw too much at me at once. Okay, so let’s take a big view of the history and kind of parse this out, because I do think it’s worth kind of going back to previous periods to look at what exactly spawns the adoption of various technologies. Because AI is a technology and it’s incredibly useful for those people that want to become, or can become much more productive over time. So I think that’s kind of the level set there. But if you look back at 70s and the level of inflation there, it spawned a significant amount of capital investment in things like computers, right. It was expensive to hire an individual, inflation was running out of control, and you wanted to maintain your margins if you were a corporation. So what did you do? You made people more productive by employing technology, specifically the computer at the time. Right. It sounds kind of ridiculous to say that the computer was a productivity enhancer because we all know that now productivity is not necessarily enhanced by a computer in front of you. But then it was incredibly enhanced for productivity. So when you have significant inflation pressures against a business, it spawns the want and the need to go ahead and invest in incremental technologies.

Sam

So kind of fast forward to COVID, and if you were a leisure and hospitality company or a company that faced individuals, you had an incredible incentive to invest in an underlying technology to allow your business to either exist in a couple of years or to survive and maybe even thrive. If you were very good at it. You had to go out and you had to make sure that your website could offer delivery or pickup options for food. You had to really invest in technologies that previously didn’t necessarily have to do. Were they emerging? Were they interesting? Yes. But all of a sudden they became existential to your business and the ability to survive going forward. So you saw an incredible amount of investment in platforms that allowed for delivery and pickup of food, et cetera. Kind of coming out of COVID. Now what you have is an incredible shortage of workers and a significant amount of wage pressures, and you have inflation pressures. So if you’re a business looking to maintain margins, grow going forward, AI is an incredibly interesting potential tool for you to be able to make some of your best workers and best thought leaders and intellectual leaders much more productive and allow you to grow going forward without having to worry about whether or not you’re going to be able to find that incremental employee.

Sam

And I think that really is an understated catalyst for why ChatGPT-4 is so incredible, right? I love it. It makes me a lot more productive at my job. I’m still playing with it and I don’t actually publish anything.

Tony

Can I just give you a tangible example of what you’re talking about? I know that you understand this Sam, but for our viewers. So my staff last week put together a persona in a large language model and called it Nash, and it looked at all of our previous shows of The Week Ahead and then it came up with a persona for Nash. So last week’s newsletter, Complete Intelligence Newsletter, and going forward, they’re largely written by this persona in Chat GPT. So we don’t have to spend the time anymore to actually write our newsletter. Of course we clean it up a little bit, but it has my voice, it has my word choice, sentence structure and so on. And so largely our newsletter is automated and of course there are little tweaks here and there, but for the most part those are the types of things where maybe I had to hire a newsletter person before, even if they were offshore. But now it’s done in three minutes.

Tony

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Sam

No, again, that’s productivity enhancing for your team, right? And it allows you to say, okay, now that we really kind of come up with a way to automate this newsletter, what else can we do? So it allows you to be not only productivity enhancing, but potentially revenue enhancing, potentially bottom line enhancing, producing new products, new services, et cetera, et cetera. So in my mind, that is the one of the tailwinds to AI adoption at this point is that you really have not only called a curiosity with it, but also a need to replace the incremental employee because you can’t find them. If the incremental employee doesn’t exist, you’re not destroying jobs, you’re creating/enhancing ones that exist. The idea I’m kind of running ahead of us. I know, sorry. But to me that’s really the catalyst behind the current adoption, right? And if you look at one of the most labor intensive businesses out there and we kind of touched on this while we were chatting before reporting if you look at agriculture, I mean, John Deere has been working on AI tools for farmers for a decade and has bought up a significant amount of IP around that to not only allow farmers to become much more productive, but potentially make it so the farmer doesn’t have to be in the tractor during planting, during when they’re spraying the plants early on and during harvesting, the farmer can go do other stuff.

Sam

So I think as we begin to really understand that there aren’t enough farm workers out there. That there aren’t enough people to hire into various businesses, I mean, just look at the participation rate. The participation rate is not exactly coming back the way anybody thought it would after COVID, and it’s unlikely that it’s going to recover anytime soon with the number of retirees. Retirees have a significant demand for services. If you’re going to provide those services, you’re going to need to not only adopt new technologies and new tools, you’re going to have to come up with new ways of doing things generally. So I think AI always was going to be something interesting, but it’s something interesting at the right time with the right catalyst moving forward. And this is not something that’s going to be… There’s a little bit of fattiness to it in different ways, but I don’t think it’s going to be one of those passing fads that everybody’s like, “remember when AI was a thing?” I think it’s much more of something that we’re going to interact with on a daily basis across a whole lot of services and a whole lot of businesses that we did not anticipate prior.

Tony

So two things there. Technology generally is deflationary, right? I mean, aside from like $1,400 iPhone or whatever, generally, technology is deflationary for kind of status quo activities. Is that fair to say?

Sam

Sure.

Tony

That’s good. And then you said something like, we’re going to X with AI. But people are already experimenting with that stuff. So we do have people who are already doing that. And it’s really a question of it going at things going broad market. Like, I don’t want to be the AI hypester here. I’m really just kind of asking these types of questions just to understand your view on this stuff.

Sam

Sure. I think it’s pretty straightforward. Right. You have to have some way of replacing a nonexistent labor market, and AI does that in a fairly efficient manner.

Tony

So it’s demographics, wages, participants, demographics, wages.

Sam

Demographics change slowly than all at once. It’s not as though you can simply incentivize the demographics to change. Right?

Tony

Exactly.

Sam

That ship sailed a long time ago. Generally, to your point, demographics are a powerful force where when you have a significant amount of people that are older and out of the labor force demanding a significant amount of services, you have to figure out a way to deliver those services into them. With fewer people in the labor force, which is a massive long term catalyst to tools like AI, like ChatGPT, that type of thing, and it’s not going to stop there.

Tony

Yes. Okay. Good points. Okay, so let’s move from the kind of context and thanks for that, Sam.

Tony

Let’s move into how will AI change the enterprise? Todd, you’ve consulted and led strategy for really some of the world’s largest companies. In enterprise circles, we hear about AI projects from big consulting firms or a firm like Palantir, which really is a consulting firm. These are largely pet projects to tick a box. But at least in my mind, the kind of AI portion of these projects is extremely limited at this point. So given the economic context that Sam discussed and the corporate dynamics that you’re aware of, is AI in the enterprise a real thing right now?

Todd

Yeah, I think that you probably have to break it into a couple of groups. I think the earlier statement about agriculture and John Deere is true in oil and gas is true in healthcare. I mean, there are lots of companies that have been at this for a while, and they’ve got relatively mature environments, and in those environments, they’re really playing a different game. It’s not a check the box. It really is kind of fundamental to business models. I think there’s sort of a sort of much larger group of organizations that are just beginning to be aware of the opportunity in the kind of intermediate and long term. I’m super positive. I think this is unquestionably, the direction this has been headed for a long time. I think in the short term, we’re going to see what we always see during these periods of technical transition. It’s going to be messy. I think it’s important to always remember that there are real power dynamics around any adoption of new technologies. And in a lot of cases, the people who are in leadership and the people who are making these decisions are the authors of the current state.

Todd

And so they struggle to sort of conceptualize what the world would look like under a completely different set of norms. And I think unlike some of the previous generations of technical advancement, I would argue we’re coming out of the age of digital enablement. We’ve talked about transformation. I think there’s been very little transformation. I think it’s mostly just enabling some core things we were already doing and gaining some minor improvements in productivity. AI is one of a dozen exponential technologies that plays a very, very different role in accelerating innovation and accelerating business model development and changing operating models. That’s where things get really dicey. And I think there are going to be winners and there’s losers. And I know, Tony, you and I have talked over the years about when you do scenario planning, you sort of right off the bat, assume that there’s really no good or bad future. It’s good for some and it’s bad for others, and I think that’s going to be true here. I think what we’re going to see is there are organizations who have spent the last decade really creating the kind of agility, the kind of resilience that’s necessary to make a transition like this and really capitalize on it.

Todd

And there’s going to be some organizations that really struggle. And that’s why I actually think that this may not be the age of the incumbents. I think that the people who are really intending to disrupt have a window of opportunity here while people are kind of working through the internal dynamics of what it means to adopt these new technologies and brand new ways of working. People who are unencumbered by those cultures and those kind of leadership norms are going to be able to move much more quickly and likely be able to sell into that world. And I think that’s going to give rise to a whole new group of consultants. I think there’s always the system integrator model and we’re going to sell the big thing and we’re going to work it out over five years and rest of that. I think that the people who will play most prominently in this next phase really are hyper specialists and they’re going to come in and they’re going to solve significant real problems.

Tony

When you say that, I think you said the current operational architecture is a reflection of the current leadership or something like that. And it sounds like they won’t change willingly. Just to be a little bit brutal here, is there going to have to be a wave of retirements or something like that for AI to really hit larger firms or what would push larger firms to attract or to adopt really interesting levels of, say, technology and productivity?

Todd

I think that we’re at a kind of a unique place where a lot of the things that made us successful in the past are the things that actually inhibit our progress. And you know, if you’ve got folks who are relatively intransigent, I mean, really the only option is to move on. We used to have a firm I worked for. This sounds really crass. We had a phrase you either change the people or you change the people. And I think we’re at that kind of a moment where if you find yourself in an environment where the leadership and the operating norms really are not particularly conducive to making these key pivots, everything Sam said is right on the money. I mean, these are economic realities. You’re going to have to make these changes to remain competitive and you’re going to have to find a way to a new way of operating that will allow you to do that again and again and again. Because this isn’t an embrace AI. It’s embrace tool after tool after tool that’s solving these problems. It’s a very different discipline, but it’s also spinning up a bunch of interesting challenges. I was just talking to somebody this week that was working on some things around material science and leveraging AI in that space.

Todd

And we are so rapidly spinning up new materials that it’s difficult to find people who are capable by way of their training, of conceptualizing the utilization of those materials. And so these opportunities in some cases take a little while not just to ingest but to train up people to leverage these to their full extent. Which is why I think the short term is going to be really a story of fits and starts. There’s going to be some big wins and there’s going to be some significant resistance. One of the places where I’m kind of most interested right now is what was mentioned earlier about sort of the top of the food chain right. You’re talking about very elite, top level professional jobs. We’re already seeing some really incredible things in the healthcare space around second reads of scans.

Tony

What does that mean, second read? Can you walk us through that process? Yeah.

Todd

So the radiologist takes a look at your X ray or MRI and says, this is what I see. And then it automatically goes out to an AI engine that goes in and makes sure that everything was caught. And what we’re finding is that we’re routinely catching things with the AI. Well, that’s beginning to tell a story, not just about supporting the work of a radiologist, but potentially, over time, the machine actually becoming a superior mechanism to leverage as a first read and a second read, and you can actually create alternate models. And these are things that are not science fiction. These things are already happening. These are institutionalized systems are doing it really to mitigate risk. I now can say I’ve looked at it multiple ways, and we feel fairly confident at what we’re seeing. That’s happening in industries right now, where we’re actually seeing real life, serious use cases that are mitigating risk, lowering costs, improving outcomes that needs to be scaled. And that’s really what I’m getting at. I think that you see these really interesting spot treatments, right, where we’re looking at something saying, I can solve that. The question is, how do enough of those actually begin to be leveraged?

Todd

It becomes a way of working rather than just a tool in the box that we go to in very specific and very narrow circumstances.

Tony

So what about those people who say, “oh, I’ll never let AI be my doctor, I’ll never have a robot for a doctor, or I’ll never let AI be my CPA” or something like that? Will they have a choice?

Todd

Yeah, I don’t know that they will. I will tell you that there’s some pretty sophisticated tools that are already on the market that are very close to being able to achieve the same level of efficacy and diagnosis as the very best physicians that we have. When you think about that as a language model, I mean, if you think about, like, a Physician Desk Reference and you’re asking questions and you’re getting the medical history and you’re making decisions and there’s things that the machine is capable of doing that’s, just far more capable in the human mind in evaluating the different levels of risk and the likelihood that this is what I’m seeing versus this other thing. Because we’ve seen such a remarkable advancement just on that front in the last four or five years, and you’ve seen its adoption. You look at the NHS or you look at Medicare and you say, there’s absolutely no way, at least at that first level of diagnosis, that we’re not moving very aggressively in that direction for a lot of reasons. Number one, it’s much cheaper, but number two, it’s super available. It’s easy access. We’re actually catching these things long before they become genuinely problematic and cost the public a whole lot more by way of health care dollars.

Todd

So I get it. I understand it. I think there’s sort of an impulse initially to say “I’m very uncomfortable with that.” But increasingly there is a whole lot of diagnostic stuff that’s happening behind the scenes that people aren’t seeing that’s already in place. That’s pretty significant part of their care.

Tony

Right. Okay, so this is where I’m going to give a little shameless plug for complete intelligence, just to give people a little tangible idea of what can be done.

Tony

So we do budget forecasting for companies, and we have one company, a client, $12 billion in revenue. They have 400 people who take three months to do their annual budget process. We did that in 48 hours, taking one of their people less than a week of their time to transfer knowledge to us. We had better results in 48 hours than what 400 people did over three months. And this is a very tangible way of identifying the opportunity that’s available with AI tools and other technology tools. It’s not just replacement. It’s not RPA, robotic process automation. It’s not that it’s better. Right? And that’s where people should be a little bit aware, where we’re talking about doctors, we’re talking about people with MBAs, we’re talking about highly educated professionals where we can have a machine do that work better and faster. And that brings us to Chris Balding to give us great news, Chris. Thanks, Todd. I really appreciate that. And you guys jump in on this anytime.

Tony

Chris, the real question here is, will AI take my job? Right? My job? I’m hoping it does. But for most people, will AI take their job? I think you’re about to launch an AI NLP, a natural language processing firm. First question, I guess, is how has starting that firm changed your mind about the application of AI today versus even just a few years ago?

Chris

I think there’s this discussion about will it take people’s jobs? And if you look back on really any technological breakthrough from the cotton gin to fracking, what you really had is the per unit price would drop of a T shirt or how much it costs to get that oil and gas out of the ground. But what happened was it consumed people that had the technical training, higher levels of technical training. If you think about AI, people will say, well, hey, we don’t need as many coders. Well, you know, what’s going to happen is that opens up a whole new field of cybersecurity risks. And all those coder jobs are going to migrate into cybersecurity because all you’re doing is opening up cybersecurity risks, as a simple example. If you talk to any IT guy inside big companies or whatever, there’s typically a list of about 40 projects management wants them to work on, and there’s 20 that are constantly at the top of that field and they never get to those more advanced, maybe investment, longer term types of product. Well, if you’re able to blow through those 20 faster, as a simple example, you can move on to those more creative, risky type of projects.

Chris

So when I hear people talk about, well, it’s going to take my job, I think it’s absolutely going to change how people work. I think it’s going to change the types of jobs that we do. For instance, one type of coding might move more into cybersecurity. Is it going to eliminate these jobs so that the total level of employment disappears? Absolutely not. It’s just going to change how we work and the specific jobs we do.

Tony

So is it at least at this phase, is it more augmentation than it is automation?

Chris

So it really kind of depends on what you’re specifically saying. One of the things, and I think OpenAI has, has even said things to this effect, you know, we talked about macro and other stuff, but really, what has, what is undergirding this is that really, for the past, let’s say five to ten years, you’ve basically seen this exponential increase in AI type stuff. And that is really driven by, just to be blunt, the hardware of what you can do with GPUs. And part of the reason that we talk about this is, going forward, the amount of GPU capacity that you’re going to need is I mean, you’re going to start sucking down. I mean, the the amount of energy that they were sucking down from GPUs to do bitcoin will pale in comparison if it really takes off the way people say it will. I’ve used it for a lot of coding and similar types of things. And what you really see is, especially on more complex types of projects, you kind of use it to kind of seed what you’re doing, maybe take specific steps. It absolutely, I don’t think, is near the point where it can basically manage entire significant projects.

Chris

And so it’s absolutely a time saving tool. We talk about this with coders. It’s absolutely a time saving tool. Is it taking over their job? No, absolutely not. It’s going to help them do things faster, move on to more complex types of processes that they’re trying to automate.

Tony

Okay, but if it helps people do things faster, then that means they’re spending less time doing the job they have now. So somebody’s losing, right? Somebody’s losing a job, right?

Tony

Because if it’s helping people do stuff faster, then companies have to spend less time on headcount. Right? I’m trying to get out of the, hey, this is replacing jobs. But we kind of end up there with this type of technology.

Chris

Yeah. So think about it two ways. Let’s assume you have an IT department. All of a sudden, that IT department is doing less work, making sure that there’s not a paper jam at the printer and that the computer can talk to the printer. Okay. There’s less time spent doing that. But I guarantee you there’s hackers in Russia that are now using ChatGPT to say, “how do we break into this?” Part of the issue is that guy who started out in It is probably going to move over to cybersecurity. Okay? Or they might say, “hey, we can let go of a couple of people, but now we want these other guys to focus on these bigger investment type projects that maybe we had kept on the back burner because they just didn’t fit within our budgetary priorities.”

Tony

Okay, so those are relatively fungible skills. But if you’re like the Radiologist that Todd’s talking about, can those skills be repurposed to something else?

Todd

Well, honestly, I think it’s case by case, but I mean, Radiology is a great example and just health care generally. I think we’ve all probably heard that we have a nursing shortage and that you can’t find an endocrinologist and we’re constantly dealing with this really serious labor issue. A lot of that is because across the board in healthcare you have people really failing to operate at the top of their license because they’re spending an incredible amount of time doing the paperwork, meeting the CMS requirements. And so you have doctors who are doing 30% doctoring because the rest of their time is basically meeting all of the obligations to all the different stakeholders. Right.

Todd

I think what we’re likely to see is these people who are sitting in that sort of, again, that sort of top tier of kind of professional expertise, really spend more of their time doing value creating work. I think if you think about what’s really going on, we have effectively an opportunity cost that’s baked into everything that we’re just not doing because we’re doing all of these things that really don’t require somebody operating at that level.

Tony

Right.

Todd

What we’re trying to do. I think and I think this is really the way we should be framing the future of AI is that if you really get focused on value creation and you start talking about that opportunity cost gap, I need every one of these employees operating at the very top of their capabilities, regardless of whether they’re a physician or a coder. And I need most of their time being pushed against real value creating activities rather than all the stuff that really should be relatively easy to put off to this other way of operating. And I think you can be threatened by it or you can recognize that the greatest inhibitor to innovation over the course of the last decade has not been our ability to produce technology. It’s our ability to free up capable people to really focus on the innovative things that need to get done in order to make things go to the next level. This is that linchpin moment. And every leader ought to be asking the question like, “how do I maximize the value of every single human asset that I have and really get them operating at top their license.”

Todd

And if that’s not the focus, then this probably is going to be a challenging period and it will become about cost and it’ll become about reducing by way of eliminating positions. That’s not, I think, the way to go. I think that’s actually probably the wrong way to think about it. I don’t doubt that there will be people who will be in that trap because they just are going to have a hard time to make the move, but the smart companies are going to be able to understand that very quickly and move aggressively to make that happen.

Sam

Yeah. And I think that’s a critical point that should not be overlooked is you can be scared of it or you can embrace it and use it as a tool to enhance your one, your life, because none of us like doing the lower end of the spectrum stuff that we always have to do. If you use it to eliminate that and get to do the stuff that is much more highly value add, that is incredibly accretive not just to the business but also to your lifestyle in general. Right. I think embracing it and actually having a positive attitude about it and saying, how can I use this to make myself more productive and generally more happy? Because hopefully we’re doing things that we love to do. How do I use this to do that? I think it’s all about the mentality of approaching it rather than saying, “oh my word, is this going to take my job?” I think it’s a fundamental thing that if you think it’s going to take your job, it probably is simply because you’re not going to embrace it and learn and try to adapt to the new technology, you’re going to fear it and shut it.

Sam

And I think that’s going to be the fundamental difference between those that succeed with the new technologies that are coming and those that fail and fail in a meaningful way.

Tony

Yeah, but I think fear is a natural response to something like this. Right. I mean, we’re all kind of not all of us, but a lot of us are afraid of new stuff. We’ve had our same job for 10-20 years. We have a routine, we go in, we do our work, we leave it five and call it a day. That’s most people, the vast majority of people, and I don’t necessarily think maybe I’m a skeptic here and maybe I’m a bad person for thinking this, but as Todd you talk about people want to look at the greatest value add they can have within their job and that will help them from being kind of automated. I don’t know that most people think that way. Maybe they do. But I think most people are just kind of going in for hours to do a routine job and those are the things that are the most dangerous, I think the positions that are the most dangerous.

Tony

Before we kind of wrap this up, I don’t want people to think that I just kind of loaded this with people who I knew would have the same view as me.

Tony

So, guys, let’s take the other side of the table for a little bit. And I’m not accusing you of having the same view as me, but let’s take the other side of the table a little bit. Let’s assume that large language models and Chat GPT and all these things are overhyped right now, okay? What could stop the implementation of these technologies so that they aren’t adopted across companies and across the economy? What could stop this stuff? Chris, you’re muted.

Chris

I think one of the things is Todd has alluded to this is you’re going to need so basically the basic technology that ChatGPT used is really probably just ten years old. They just added a lot more data and a lot more GPUs. I mean, the fundamental technology is not new in the least. What you’re really going to need, what is going to stop this is now you have to get domain experts coupled with those tech geeks to say, what can we do together? So whether it’s an endocrinologist, whether it’s a financial analyst, whatever it is, and one of the things is outside of the mainstream that you’ve seen a lot, is how can you develop these language models that are providing very precise answers for very specific fields? I’m a tax accountant. I am an endocrinologist, I am whatever. So if you don’t bring those domain experts together with those tech geeks and you’re just stuck with ChatGPT, which is basically trained on the Internet, you’re going to get a lot of bad answers rather than being able to augment what those humans can do.

Todd

Well, I would go further on that and say that those domain experts are critical, especially at this moment in time, right? Like, you start thinking about healthcare, aviation, mining, oil and gas, places where there’s really some very significant risk, and you say, look, those domain experts working side by side, they see that risk coming, they bake that into the conversation. They talk about what to actually put in that learning model to actually create an environment where you accomplish those kind of incremental improvements, but without exposing the organizations to exponential risk. I would tell you right now, the issue is it’s early. And so there’s not a lot of domain expertise that’s actually fluent enough in this to have a dialogue that’s meaningful to kind of push this forward. And the risk that’s inherent to that is the sort of ugly pre adolescence, as we sort of learn our way into using the technologies appropriately, getting out over our skis and getting some things really profoundly wrong, that really creates sort of a downdraft, right? Like, oh, this failed, or this didn’t work or it opened up this massive amount of risk, that’s a human error question. That’s really just a function of moving more.

Chris

Just to kind of add to that, Todd. Give me 1 second, Sam. I’m sorry about that is one of the issues that especially in an issue like the medical field, and I’ve heard this talked about in multiple other fields, is humans are there for a reason and especially if there’s a license, if there’s legal liability, et cetera, et cetera. No human, no matter how good the technology is, even if the technology is demonstrably far superior to human, no human is going to turn that legal liability over to a computer without saying, I’m going to sign off on this, I’m going to check it. And as you said, Todd, that machine learning was basically double checking what the radiologist was doing, just verifying.

Sam

Yeah, to Todd’s point and to Chris’s point, and I think this is really important, if we don’t get the domain experts in there to actually help and make better decisions, better outcomes, better reporting by the by ChatGPT 4, 5, 6, 7, 8, we are going AI in general is going to end up being regulated in a meaningful way. It only takes a couple of really big incidences, car crashes, et cetera, before you end up with the FAA, before you end up with the Transportation agency, et cetera, et cetera, Department of Energy. However you want to look at it, the amount of regulation that will come down on top of this in a landslide like way if you don’t get it right from the beginning and have some sort of self regulating mechanism, whatever it might be, is another, I think, understated suffocating factor, right? There’s nothing that suffocates innovation like regulation. And if you don’t get it right and you don’t get it right pretty quickly the amount of regulation that’s going to come down on this, particularly when it’s consumer facing, when it’s labor facing, those are some very powerful lobbies that are going to absolutely hammer this if it’s deemed to be unsafe or dangerous. I mean, it’s that simple.

Tony

Interesting. So basically what I get from you guys is we’re likely to have at least a few years where it’s more augmentation, where those experts are feeding back into the models to help them understand what they do before these things can really go off on their own. Is that fair to say? So we can’t just open the box today, replace a bunch of jobs and everyone’s on government payments or whatever for the rest of their lives. It’s going to take a few years for this stuff to really get some practical momentum in the workplace.

Todd

I think that’s right. But I think to that previous comment, the industry has to be very careful to sort of self moderate here. I mean, there are going to be folks who really very diligently go about the process of ensuring that we do it right. And then there will be people who inevitably will play it fast and loose. It’s the folks on that side of the fence that actually create the downward pressure from the legislative and regulatory environment. And so it’s just kind of an interesting moment in time because it’s sort of the learning period that really puts it on a solid footing. But it’s also a period where there’s a great deal of volatility and potential for there to be some kind of significant things that happen that actually harm the long term ability to get it implemented in a way that makes sense for the public.

Tony

Very interesting. Yeah, I think that regulation point is so super important. Okay, guys, anything else to add before we wrap this up? This has been hugely informative for me. Anything else that’s on your mind about this?

Sam

I’ll just say don’t fear it. Use it. If you’re not using it, if you’re not trying to learn about it, then make it make you better or get out of the way.

Tony

Exactly. Watch a few videos, learn how to do some mundane tasks. Use it to your advantage and do things like we do with our newsletter. Just get some really routine tasks automated and then just start learning from there. So guys, thanks so much. This has been really, really valuable. Thank you very much. Have a great weekend.

Todd

Thanks, Tony.

Sam

Thank you, Tony.

Categories
Week Ahead

Energy Market on the Brink: Russia, CNY, and the Fed’s Dilemma

Explore your CI Futures options in this March Madness Promo: http://bit.ly/3T7Htlr

In the latest episode of The Week Ahead, Tony Nash is joined by Michael Nicoletos, Tracy Shuchart, and Albert Marko. The panel first explores Russia’s recent announcement that it would use CNY for trade settlement outside of the US and Europe. Michael Nicoletos explains that this move could be viable, but it would depend on whether all countries would accept the terms of trade.

Albert Marko believes that the recent rate hike was the right thing to do and predicted that the Fed would raise rates twice more. He also criticizes the lack of depth in the economics department of some central banks, citing examples from the RBNZ and the ECB.

The panel also analyzes the energy market and predicted when we might see an uptrend. Tracy Shuchart updates the chart and pointed out that crude seemed to break the down cycle a bit, leading to a good week for the commodity. The team answers a viewer’s question about the possibility of energy prices remaining low for a long time and offered their perspectives on the matter.

Finally, the panel discusses what they expected for the Week Ahead. Michael Nicoletos predicts that the energy market would remain volatile, and Tracy Shuchart believes that the focus would be on the stock market, particularly the Nasdaq. Albert Marko highlights the importance of watching the inflation data and suggests that investors should keep an eye on the bond market.

Key themes:
1. Russia ❤️ $CNY. Why?
2. Where does the Fed (and other central banks) go from here?
3. When will we see an uptrend in energy?

This is the 58th episode of The Week Ahead, where experts talk about the week that just happened and what will most likely happen in the coming week.

Follow The Week Ahead panel on Twitter:
Tony: https://twitter.com/TonyNashNerd
Michael: https://twitter.com/mnicoletos
Albert: https://twitter.com/amlivemon
Tracy: https://twitter.com/chigrl

Transcript:

Tony

Hi, and welcome to The Week Ahead. I’m Tony Nash and today we’re joined by Michael Nicoletos. Michael is the founder and CEO of DeFi Advisors based in Athens. We’re also joined by Tracy Shuchart of Hilltower Resource Advisors and Albert Marko. Guys, thanks so much for joining us. We have a couple of key themes and I was really in questioning mood when I put these together. The first one is around Russia and the CNY. There was an announcement this week. My question really is why? What’s the point of that? Next is where does the Fed go from here? And really where do all central banks go from here, but mainly the Fed, ECB. Albert is going to lead on that and I know Michael has some views on that as well. That’ll be really exciting to talk through. And then we’ll talk to Tracy about energy. For the first part of this week, we saw energy on an uptrend and we’ve seen a little bit of turbulence on Friday. So when do we expect to see an uptrend in energy? So again, guys, thanks for joining us. Michael, I really appreciate you taking the time from Athens to get involved with us today. Thanks so much.

Michael

Thank you. Happy to be here. Great, love to talk to you guys.

Tony

Great. So first, Michael, I know that you know a lot about China and you follow a lot of their economic activity. And I saw you commenting on this Russia announcement about CNY. Of course, they announced that they’ll use CNY for trade settlement outside of the US and Europe, which is Latin America, Africa and Asia is what they said in their announcement. So that’s about 37% of Russia’s exports. So I put a little chart together. I used UN ComTrade data.

This is 2021 data, which is the latest data that UN ComTrade has. So if they’re really doing that, Latin America is 2% of Russia’s trade, Africa is 3% of Russia’s trade. China is 14%. Okay? And so I guess is all of their trade with China settled in CNY? I seriously doubt it. And then Asia is rest of Asia is 18%. And of that about 1%, just under 1% is Taiwan. So I seriously doubt Taiwan would settle in CNY. But what’s obvious from looking at this chart is Europe is more than half of Russia’s trade. So it’s not as if this is necessarily a massive bold announcement that everything is going to be in CNY from here on out.

Tony

It really is just kind of putting a stake in the ground saying I think it’s almost a best efforts thing. So I guess is this viable? That’s really the question. And Michael, you put out this thought-provoking tweet.

You said if that were the case, China would have no issues running out of USDs. Let’s take that on and help me understand why is China trying to do this and what is the US dollar question that you have around this arrangement?

Michael

Well, first of all, again, thank you for having me. It’s great to be here. Now we need to segregate two things: wanting to do something and being able to do something. It’s clear that a lot of countries which are highly dependent on the US dollar for trading would rather be on something else and not be dependent on the dollar. We saw what happened with Russian FX Reserve when the war started. So clearly this was a warning shot or a lot of countries said we could be next if we go into a fight with the US. So clearly there is a tendency and China wants this to happen as soon as possible. Now, for this to happen, there are a lot of things that need to happen first. I’ll give just an anecdotal example because we get all this news flow and all these headlines where one signs an agreement with another and then two people or two prime ministers come up and say we’re going to do it, and everyone takes it for granted, especially on Twitter. It’s either a fanatic from one side or a fanatic from the other side. So again, I agree with everyone who is afraid of this happening in the sense that a lot of people are saying that the end of the dollar is close and that everyone’s going to go to something different.

Michael

I agree there is the willingness. I’m not sure this can happen soon, and I don’t think it can happen without some conflict occurring somewhere. So an example is that in 2018, Iran signed an agreement with China to sell oil in Yuan. Still, after four or five years, the volumes are ridiculously low. So again, there are agreements, but in order to enforce them and in order for them to happen, they take a lot more time than one would want. So Russia had no option. So because of the sanctions, they still sell to Europe, a few things, but they’re trying to outweigh it by selling more to China. And China and Russia are trying to make these agreements where they will be settling in Rubles or in Yuan. And they try to make these agreements. They want to expand them to other countries as well. However, you see, for example, India. India doesn’t want to settle in Yuan or doesn’t want to settle in ruble. They want to settle in Dirhams, which is back to the dollar. So you get all this information and the data, at least until now, does not support that there is a threat to the dollar.

Michael

There is a threat to the dollar in terms of willingness. There is no threat to the dollar in terms of data which says that this is going to happen tomorrow. So I think that this will eventually happen, but I don’t think it will happen soon. I think until it happens, we’re going to see a few episodes. And these episodes are not straightforward, how they will evolve.

Michael

Now, regarding China and its macro, the reason I’m saying what I’m saying and I’m saying that China needs dollars. China has been dependent, first of all, on its real estate, which was like 30% of its GDP. We saw what happened to the real estate. The second leg was it was highly dependent on exports. There’s a global slowdown. So these exports will have some issues. And now, how has China managed to keep this economy running? I’ll give you a few metrics to understand. The US is an economy which is like 26, I think 26 trillion of GDP. And if I’m not mistaken, its M2 is around 21 trillion. In China, the GDP is around 17 trillion, all in dollars. Okay? And M2 is $40 trillion. 40. Four, zero. So what does that mean?

Michael

The China government prints money. Prints money. Prints money. Because there are capital controls, the balloon gets bigger and bigger and bigger, but the money can’t leave, or it can leave for selected few, and I’ll explain how it leaves. And for the rest, because our capital control, the money can’t leave. So it stays in. But this is in one. Some try to buy gold, some try to invoice over invoice to Hong Kong and take it out of Hong Kong. But when the disparity is so big, clearly there is a problem. There’s an NPL problem. Chinese banks are like four times China’s GDP.

Tony

Sorry, NPL is non performing loans.

Michael

Non performing loans. Sorry. Sometimes they’re non performing. You cannot have an M2 of 40 trillion and a GDP of 17 trillion and not have non performing loans. Chinese banking system.

Tony

Sorry, I just want to go back and I don’t mean to interrupt you, but I just want to make sure that people understand. China has currency in circulation of $40 trillion, and they have a GDP of $17 trillion. Whereas the US has a GDP of what you say 24 trillion. I don’t remember what number you’re… 26 trillion. And they have 21 trillion in circulation. Right. So for all of these people who talk about China being this economic model for other people, why does it matter that their M2 is more than double the size of their economy?

Michael

Let me say something. First of all, let’s put something that the US. Is also the global reserve currency. So everyone in the world wants dollars. It’s not like only the US wants dollars. At this stage, less than 10% of the world wants Yuan. So it’s not like everyone wants to get.

Tony

I think it’s 2.1% of transactions or something like that.

Tracy

2.8%?

Tony

2.8, yeah, transactions.

Michael

Okay. I saw a number which was around 6%. Maybe I’m wrong. Okay. But again, it’s a number which is very small. 

Michael

All this money that is in the economy, if Chinese people were given the choice, they would be able to take it out. The economy is growing at a faster pace than its potential. I’ll give you a number. Right now, Chinese banks are more than 50% of global GDP in terms of size. The US, I think its peak was 32% in 1985 and Japan’s 27% in 1994. So we’ve passed all metrics in terms of the world dominant power or the dominant economy, if you want to put it this way, being a percentage of GDP in terms of banking assets. So the banking assets clearly have a lot of bad debts in there, which we cannot know what they are because the Chinese economy wants the Chinese government wants to control that. Now, there was a special committee put in place this month, I think, in order to oversee the financial situation in China. So I’m pretty sure they’re a bit worried about it. They want to switch from an export oriented economy to a consumption driven economy. But this is still less than 40% of GDP and this takes a lot of time to go like the US is around 70%, but it takes a lot of time to go for 40%, 70%.

Michael

Now, all this money stays in China. They have no option, they can’t do anything. So it’s an issue. And I’ll give you a ratio. If you take their FX reserve, it’s around 3 point something trillion. If you divide FX to M2, it’s around 7%. So if that money were to want if that money wanted to leave, in theory, only 7% can be covered by FX reserves, the fixed reserves of the government. Just to clarify, the Asian tiger crisis in 97, the tigers collapsed when the ratio went below 25%. So they didn’t have that support to keep it up.

Tony

And just be clear for the US that’s 100%, right?

Michael

The US doesn’t have any problems. So this is something that needs to be addressed and I don’t know how they will address it. They try to make all these agreements so that the one becomes a tradable currency and they can invoicing one. So if the Yuan, in theory was to become the global reserve currency tomorrow morning, their debt would become the world’s problem. Now, they haven’t managed to export that, so they need these dollars to keep that balloon, let’s say, from all the area in the balloon to be taken up. They need these FX reserves to keep the money in and they need to build confidence, and they try to build confidence with narratives and not with data. But again, they don’t have a choice right now, in my opinion.

Tony

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https://youtu.be/yYom7Zqezio

Tony

The difference between, say, the onshore and offshore CNY or CNH or whatever, there is a huge difference in perceived value. I would think you can’t change the perceived value of CNY onshore, but offshore, if people are nominating contracts in, say, I’ll say “CNY” in quotes, there is an exchange right there. But again, this M2 issue, which I can’t stress how important that is, I haven’t heard anybody else talking about this. And it’s so critical to understand the fiat value of CNY itself, right, because it’s not limited, and the government because they’re effectively fun tickets with Mao’s face on it.

Tony

Right. And that’s how the PBOC was treating it. And again, when people talk about CNY as a global reserve currency, nobody is looking at the integrity of the PBOC and nobody is looking at how the PBOC manages monetary policy in China.

Michael

I’ll give you anecdotal information. I haven’t checked the number for a few years, but the last time I checked, if you look at the import-export numbers from Hong Kong to China, and you look at the PBOC, and then you go and see the same numbers in the HKMA, you would assume that these four numbers should be the same, not the same. Import should be export and export should be imports. The numbers should be very close. The discrepancy is huge. These numbers do not reconciliate, which means that in some form there is some over invoicing to Hong Kong.

Tony

And you’re not talking about 30%, you’re talking about multiples.

Michael

You’re talking about a lot. It’s ridiculous. So I think if you see the Hong Kong peg has been stable to the upper bound lately because I guess because of the interest rate differential, a lot of money is leaving. So it’s putting pressure on Hong Kong as well. So it remains to be seen what happens there.

Tony

So let me go to Tracy. Tracy, in terms of Russia using CNY, okay? And I know you look at a lot of their energy exports, and of course there’s all this official dumb around sanctions and stuff, but what’s your kind of guess on Russia using either USD or proxy USD, Dirhams or something else as currencies for collecting on energy exports or commodity exports more broadly?

Tracy

Well, first, I think that they prefer dollars no matter what this kind of China saying we want to trade a Yuan. And Russia said, okay, but that was a suggestion. That does not mean that it’s necessarily happening. But what is really interesting is earlier this week, on Monday, Russia laid out conditions for extending the grain, the black seed grain deal, right? Because it was supposed to be for 90 days, but they cut it to 60 days because they’re trying to use that as leverage. And one of the things that they are trying to use as a leverage is they will extend the deal or they’ll give or the other part is they’ll give African countries just free grain instead of selling it. But one of the big conditions for that was for the removal of some Western sanction, specifically to get them back on Swift. And so if that happens, forget it. Everything’s going to be all the trade will be all euros and dollars.

Tony

I thought Swift was terrible and everybody wanted on Swift.

Tracy

I just thought it was important to point out because if they get back on Swift, obviously that’s going to make trading in dollars easy for everything, all commodities across the board.

Tony

Right. And so that goes back to what Michael said initially about kind of these guys really want dollars and all this other stuff. There’s the official dumb of the prime ministers meeting each other, right. And then there’s the factual activities they undertake based on the reality of their position in the world economy. Right. What are your thoughts here?

Albert

I agree with Michael and Tracy to talk about the reserve currency. Switching from the dollar to the Yuan is a joke, to be honest with you. You do have some people in other countries in the Middle East and China and whatnot talking about the death of the dollar and actual serious tone. But anyone with even like a shred of financial backing and insight knows that it’s just an impossible thing. From what it sounds like, it’s more of like a barter system. But that introduces even bigger problems. I mean, you can’t scale it up. There’s no standardization. How do you value things to begin with?

Tony

That’s it.

Albert

Valuing goods and services without using the dollar right now is just an impossibility. And on top of that, you have the political problems that come along with it. I mean, like the Saudis, they want dollars for their oil. They need defense assistance. The Greeks needed US defense assistance. The Turks, as much as they want to make noise again, they’re reliant on the US and NATO for defense and whatnot. These components not just financially, what Michael talked about and decided much more eloquently than I would ever would, but there’s also political components that you just can’t get around in the near term.

Tony

But even if they had a barter system, they would reference the price in dollars, right?

Albert

Well, yeah.

Tony

10 billion.

Tracy

Your chocolate is back to iran did that when they were first sanctioned over a decade ago. They were trading oil for gold, but it was still referencing dollars.

Albert

On top of that, you run the risk of hyperinflation eliminating dollars from your FX reserves and starting to trade away from the dollar. You’re going to end up in a hyperinflation event.

Tony

Right.

Michael

Can I say something? Can I say something? About all these points? I agree with all these points. There’s one more thing. Let’s say you trade in rubles and you trade in Yuan, okay? It means that you’re going to keep FX reserves in rubles or in Yuan. So you feel more comfortable keeping a currency from an authoritarian regime than holding the US. Dollar, which is fully liquid, fully tradable, and anyone in the street will take it at a split of a second. You need many years of track record to build that trust. There are a lot of bad things about the dollar. We agree that I don’t think anyone will say that it’s a perfect mechanism, but right now, it’s very functional, it’s very liquid. And if you want to keep your reserves in US Treasuries, you can sell them at the split of a second. You don’t have any issues with that. If you have Yuan, you’re going to do what? You’re going to buy Chinese government bonds? And how will you sell them if the PBOC calls you and says, it’s not a good idea to sell your Chinese bonds this week? We would prefer you didn’t.

Tony

Bet on the central bank, right? If you’re holding rubles, you’re betting that the Russian central bank is trustworthy. If you’re holding CNY, you’re betting that the Chinese center. So what central banks are out there that you could potentially trust? You have the Fed, you have the ECB, you have BOJ, right? Those are really the only three that are visible enough that have the scale and transparency to manage a currency. And look what the BOJ has done since Abenomics. And on and on and on. Do you trust the ECB? I don’t know. And it becomes, do you trust the ECB or the Fed more? I mean, sorry, but I just don’t trust the ECB.

Michael

I don’t trust ECB. But it’s relative. I mean, you don’t have a problem keeping Euros. Maybe it’s not your preferred choice, but you don’t lose your sleep on holding Euros. Let me put it at this stage.

Tony

That’s exactly right. That’s exactly right. Okay, guys, this is great. Let’s move on to the next thing, because I think we all agreed violently here, but I think we’re going to not agree on the next one, which I’m really excited about. So let’s talk about central banks. And where does the Fed and where do other central banks go from here? So, of course, we saw the Fed raise this week. I think it was the right thing to do. Albert, I know you think it’s the right thing to do. Markets have been up and down since then. And Albert, you’ve said that you expect the Fed to raise two more times, and I want to talk about kind of what’s behind that assertion. And then we get silly statements like this one from the RBNZ in New Zealand, where the chief economist basically says, if inflation expectations don’t fall, we’ll be forced to do more regarding interest rates.

Well, of course. Why wouldn’t you do that. So can you walk us through a little bit, kind of just very quick, because there have been thousands of hours of Fed analysis this week. But why do you think the Fed is going to raise two more times?

Albert

Supercore is trending up and it continues to trend up. Services are on fire. Real estate numbers have been on fire. There’s no slowdown in reality. I mean, even the layoffs have been slow. They’ve come from the tech sector. They haven’t come from construction or any other blue collar jobs at the moment. So until we see that, the economy is going to be red hot and it’s a problem for the Fed, inflation overall.

Tony

Okay, so play devil’s advocate here. Banking crisis, Fed had to bail out banks, all this other stuff. So why isn’t the Fed saying, let’s pause on the banking crisis worries?

Albert

Because banks are fully liquid. The big banks have no problem whatsoever. Some of these smaller banks that have no risk protocols are getting exposed. The tech heavy investments are getting exposed. Everyone knows that higher rates hurts the tech sector the most. And those banks were at fault. They didn’t hedge properly.

Tony

Now you have duration risk. I just want to be clear. I just want to make sure that people understand. You’re not saying that they failed necessarily because they’re tech, but they failed because of duration risk and then their tech depositors took their money out. Right?

Albert

Absolutely. But the banking system overall is not really at risk. They’re just shaking out some of the weaker players. But that was inevitable as interest rates have risen. A lot of the problems stem from the Fed and them guaranteeing four, five, 6% deposits, while the banks only do 1%. They can’t compete with that.

Tony

Right. Michael, I know that you think this wasn’t the right action. So what’s your perspective?

Michael

Well, let me say something first. I believe that it was a mistake, and I’ll say why it was a mistake. I think it’s a mistake when you raise interest rates as a central bank and the banks follow by raising rates on the loan side and on the deposit side, what do you do? You make debt more expensive and then you make people because you have, let’s say, a 5% interest rate on your bank, you create an opportunity cost so people want to save. So you reduce liquidity from the deposit side, and also you reduce loan demand because it’s more expensive, and that creates a slowdown. What happened now, because we had ten years of QE, everyone forgot that there was an interest rate on the deposit side. So the Fed, MDCB and all the central banks raised the interest rate. So the loan side adjusted. That became more expensive, but the deposit side stayed zero at 1%. I don’t know where this is in the US. But it’s really low. At some point, people started waking up when it arrived at 4% and they suddenly started saying, okay, I don’t have any interest on my deposit.

Michael

Let me put my money in the money market fund. How much does it give? Three, four, 5%? I don’t know. It’s a much higher rate. So I think I saw somewhere today that around 5 trillion have gone into money market funds. The numbers close to that. So when you take your money out of the deposit and you take it to a money market fund, this is the equivalent of a bank run for the bank that you’re taking the money, it’s a deposit living. It might not feel like a bank run, but on the balance sheet of a bank, it’s a bank run. So this started happening, and again, because of what you mentioned, they had invested in Treasuries and the duration risk was a mismatch. They didn’t do some of them at least hadn’t done appropriate hedging. They started losing money and they started selling this bond at a loss, although they had them at the Healthy Maturity portfolio where you don’t need to take a mark to market loss. And suddenly both sides of the balance sheet were screwed. Let me put it this way. So a few banks started going under. Now, I know that the central bank has come up and I know a lot of people come up.

Michael

And I do agree that there’s no systemic risk. And I mean that I don’t see a cascade of people losing their deposits. But nevertheless, people feel uncomfortable and try to do something about it. Either take them more money market funds or take their money from a regional bank, if they can. To JP morgan or one of the big guys. This creates a big problem for the economy. Yes, there are some signs which show that the economy is still robust. But I think a lot of leading indicators suggest that the economy is slowing down and most of the metrics coming from the inflation side have collapsed. Yes, core CPI is still high and it’s a lagging indicator, so it will take time for it to come down. But I think that given the stress we saw this week and why do I say that? Because we look at the US as a closed system. It’s not. When you raise interest rates as the Fed and you are the global reserve currency, you create a global credit crunch. You saw that last week. The Fed had come out with swap lines for everyone. You saw today that foreign banks borrowed 60 billion in liquidity, the ones that didn’t have a swap line.

Michael

And we see today Deutsche Bank being in the headlines and Commerce Bank being in the gate. So you might think that the US system is okay, but it creates a domino effect, which we’re starting to see. We saw Credit Suisse going under in a deal, which was not, I’d say, what we would think of. I believe that that deal in combination with the high rates is probably the root of the problem in the sense that they destroyed the capital structure, they wiped out all the 80 ones without wiping out the equity holders. Which means now that in Europe everyone’s wondering if my 81 is of any value. And that creates another uncertainty in combination with the higher interest rates and the stress that has started to build up. I think we’ve passed the moment where, okay, it could be debatable if they did right or if they did wrong. The US bond market is saying that it was wrong. It was a mistake. The two years at 370. And so the bond market went from the one side and the Fed went on the other side.

Tony

Why? The two year at 270 is important.

Michael

373, 70. Sorry, yeah. Three seven. Because if in two years you’re getting 3.7% and the Fed fund rate is five someone, it means that someone is buying a two year bond getting much less. Which means what? It means that the market is saying rate cuts are coming soon. So the market is saying there’s no way we can keep it this way. And the Fed is saying the opposite. Historically speaking, the bond market has been right. If you take it into context, it could be this time that they are wrong. It feels to me, at least from the stress I look in global markets and not in US. Only, that things are getting a bit out of hand. And having a bank like Credit Suisse go under, which is a big bank, and having all the central banks come in together on a Sunday night to give up swap lines, it means that the stress in the system, it’s much bigger than with yeah, but Sunday night.

Tony

Is the best time to get swap lines. Okay, so you talk about European banks, but we had Mueller from the ECB out this week saying, I wouldn’t worry about a financial crisis in Europe.

So we have ECB guys out there going, yeah, Credit Suisse happened and we know Deutsche is an issue, but I wouldn’t worry about that in Europe. So I think we’re seeing statements from Yellen, the Fed, the ECB, other guys who are saying, no, there’s nothing to see here, but then we see things kind of blowing up all over the place. Right, and then we have a question especially specifically for you, Michael, from a viewer who said, I’d like Michael’s thoughts on the EU, particularly banks, pensions and future growth prospects. So can you talk us through? How do these banking issues in Europe flow through to European pensions?

Michael

First of all, let’s say something. We’re talking about the US and.

Albert

Duration.

Michael

Risk on the bond losses. Let’s remind everyone that at the peak of QE 18 1818 trillion worth of bonds had negative yield, and these were mostly Europe and Asia. So pension funds and banks in Europe which are forced to buy these bonds were buying bonds. With a negative yield. So they were losing on day one these bonds from -50 basis bonds have gone to two and 3%, the losses on these are much greater and pension funds will have much bigger issues than the ones that have in the US we were talking about a pension crisis in the US. But the European one is pretty bad too. Just look at in France, they raised this week the year that you take your pension from 62 years old to 64 and the country is burning to the ground. Now, you understand that it’s 62 to 64. It’s not like they made 62 to 70 years old. So it’s very delicate. And the situation in Europe, given the negative bonds, given the interest rate hikes and given one more thing in Europe, given that Europe doesn’t have the dollar and it has the Euro was mostly a supply driven issue.

Michael

It means that we were importing oil and energy from Russia and from everywhere and all these commodities were priced in dollars. So as a Europe tell, the price of these commodities were more expensive. So inflation was a supply driven problem. I think there’s a report, I think from the San Francisco Fed two thirds of the inflation was supply driven in Europe. So when inflation is supply driven and you raise rates to stop it, you’re using the wrong medicine to stop the problem. You need to crash the economy in order for this to stop. This is not really efficient. Now, in the meantime, you have yields going higher and now the yields that we see on our screen on Bloomberg or anywhere are not the yield real yields because the ECB is in and tries to contain the spreads. If you left the market low, I’m pretty sure the spreads would be much, much wider. And you have the new thing which came up this week when the Swiss National Bank decided that tier one, additional tier ones would be written off and equity holder, an equity holder would be saved. Now, imagine what happened. You probably saw what happened this week, all the 80 ones in Europe got smashed because everyone says I don’t trust this instrument.

Michael

I don’t know. Yes, central bankers will come out.

Tony

These are the cocoa bonds that came out in I think, 2013, right?

Michael

Yeah, there are a few of them, yeah, but it’s a cocoa, it’s contingent convertible. It means that they’re convertible be converted to equity if something happens. Let me put it as simple as it is, but these are supposed to be wiped out before the equity. So the question is what prevents for something else similar to happen again, the ECB came out, BoE came out, they said this is not accepted. But the fear and the is now everywhere. So you have a combination of factors. You have a factor that this ECB has been raising rates when I don’t think it’s a proper mechanism to address inflation in europe, they’ve created a slowdown. If you see Germany’s numbers and everywhere’s numbers in Europe, the economy is slowing down fast. You have a discussion on the capital structure of lending, which is very critical in the way companies and banks go and borrow themselves and all this at the same time and when the US. Is draining liquidity from the global system. I think the situation in Europe is very tough. Again, after 2008, I don’t think we have a systemic risk on our hands and the risks never materialize in the same place.

Michael

But I think things are about to get tough and it’s going to be much worse before it gets any better.

Tony

So what I would offer back, and I think everything you’re saying is valid and Albert Tracy, let me know if you want to think about this, but in the US. We have a presidential election next year. There is almost no way that we will see the US economy crash in the next 24 months because Janet Yellen won’t let that happen. And so we may see issues in Europe and we may see Europe and the rest of the world suffer based on US interest rate and monetary policy. But the US. Will do everything, the current administration will do everything they can to keep the US. From crashing in that time. And I’m not just saying this because they’re Democrats, Republicans would do the same thing to keep the economy afloat in the year before an election.

Albert

Albert, what do you think about that? It depends on what is happening specifically with debt ceiling, right? I mean, Janet Yellen and the Biden administration would gladly let the economy sink, the market sink anyways if they could blame it on escape both the GOP on the debt ceiling not getting hyped. So that’s definitely something you need to watch over the next six months because it is campaign fundraising season and they can’t really agitate their voters all that much, to be honest with you. Certainly the political component is going to be high over the next twelve months.

Tony

Okay, great. Let’s move on. Thank you for that, guys. Let’s move on to energy.

Michael

Can I say something?

Tony

Absolutely. Yes, please.

Michael

What appears to be happening right now, at least in my eyes, is that the Fed is using interest rates to attack inflation and it’s using the balance sheet to give liquidity. So these two do not go in the same direction at this point. The question is if they can do this for a long time. It doesn’t feel to me that they can. But at least right now they’re giving liquidity on the one side and they’re raising rates on the other side. I’m not sure they can do this for us.

Albert

We’ve actually talked about that at length here. But it’s not the Fed. It’s really the treasury. Sterilizing QT They’re coordinating.

Michael

They’re coordinating.

Albert

Of course they coordinate for the most part, but sometimes in the last six months or the last twelve months. Powell and Yellen have been at odds with each other in policy. So this is a lot of the reasons why the markets has just been topsy turbine. Don’t understand which way it’s going because you have conflicting policy and agendas from the treasury and the Fed.

Michael

So you feel it’s conflicting or do you think it’s coordinating? They’re doing it on purpose. That’s what I haven’t figured out yet.

Albert

I think the want to eliminate excess cash in the system is coordinated but I think the policy of how they’re doing that is conflicting and that’s going to be a bigger problem, say second half of this year.

Michael

Okay, sounds logical, but it’s one of these things that pass on me. I don’t know if they’re doing it on purpose or if they do any as you say, because they’re using other tools and they step on each other doing so.

Albert

My rule of thumb is to side with incompetence rather than conspiracy.

Tony

Okay.

Michael

It’s not conspiracy when the Fed chairman talks with the treasury guy?

Albert

No, I am absolutely in your corner on this one. I absolutely believe that they talk and coordinate things for sure. I just think that their agenda at the moment doesn’t line up 100% of the time.

Michael

Okay.

Tony

Very good. Okay, thanks for that guys. Tracy, let’s talk about energy for a while. Up until Friday we had a pretty good week for crude. I thought we were breaking that down cycle a bit, but we’re seeing some chop in energy markets. And so we had a question for you from a viewer saying when do you see oil and natty in a sustainable uptrend?

Tracy

Yeah, nat gas is a whole other issue. I think it’s going to be very difficult really. We’re trading in the range that we’ve been trading in most of the time for the last 20 years or so. That $2, $3 range has been very comfortable for nat gas. We produce a lot of nat gas. Yes, we are building out LNG facilities and yes, we have had problems with freeport and such. I just think that we probably won’t really see a big spike in prices unless we see another energy crisis in Europe, do you know what I’m saying? And then we’re going to have to force to sell even more. So for right now I would kind of get comfortable with nat gas about that range. But if it starts breaking above like 375 or so I would start getting bullish. But for right now, just kind of in that area where it’s been comfortable most of the time. Right. So I think it’s going to be a while for that. So we got to kind of assess the situation in Europe as we get to summer air conditioning use and to next winter if they have a bad winter, I think it’s going to be a few more months at least down the line for natural gas as far as oil is concerned.

Tracy

Brent said about $75 right now, saudi Arabia would like it around 80, 90 range is where they’re really comfortable. I think right now what we’re going to have to get through is we’re going to have to really assess we need more time to assess Russia’s situation. They just extended that 500,000 barrel a day cut out until June. The latest records do show that they actually have cut that much so far in March. So the cut is happening, which also means that they’re experiencing kind of a pullback in demand, even though they have really it’s more on the product end rather than, I should say, rather than the crude oil end, because they have floating storage, they have ships piling up everywhere with product. And so I think that will help clear their excess product a little more. So it’s really on the product end and that we also have to see everybody’s freaking if the Fed again decides to stop raising rates or pause. I think commodities really like that situation just because of the cost of carry and transportation and storage for all these commodities is very expensive. Right.

Tony

Because.

Tracy

You get bank credit lines for that. Right. And so I think that’s putting downward pressure on markets right now. And then obviously fear of recession is kind of kicking in again after the recent bank crisis in the US. And in Europe. And so I really don’t think that we’ll see higher prices. I mean, typically this is the time of year we do start seeing higher prices heading into high summer demand season. But we’ve also been seeing, I think everybody expected China. China demanded to shoot up right away. That’s taking longer than anticipated, which I kind of have been saying that on this show for quite a few months.

Tony

Long time. Exactly.

Tracy

So I think that there’s a lot of factors involved right now. I do think, again, it’s higher for longer. Historically still, prices at $70 is high for oil. The market is crashing by any means, just coming down from geopolitically induced spike last year. I think it’s higher for longer. And definitely I could see prices go into that $110 range, but likely into 2024. Not really this year, obviously, unless something happens. Okay.

Michael

Do you think if the Fed poses or whatever reason, or if they do a rate cut, do you think that commodities will explode or do you think.

Tracy

I think if they cut, commodities would get really excited. I think if they pause, they would get excited. Right. I think we would see a rebound in a lot of these commodities, grains, things of that base metals and industrial metals and oil. But if they start cutting, then I think that they’ll really like that because then they don’t have to throw product at the market because they can’t afford to store it.

Michael

Thank you.

Albert

I’m actually quite bullish for oil in the near term. One of the reasons is I’ve heard through the grapevine that the Chicanery and the futures market and I’m reading that hedge funds and other money managers sold the equivalent of 139,000,000 barrels of oil in futures over seven days a week and a half ago. So, I mean, to me, it’s like they’re almost out of ammo when it comes to suppressing oil at the moment. And any little flare up or anything is probably going to be bullish for oil and probably shoot right back up to 80.

Tony

So what could that be, Albert?

Albert

It could be a natural event. It could be weather, I mean, some kind of economic policy stimulus from Europe coming out there, or even the United States going into, like Tracy was saying, the travel season and whatnot. It could be anything, really. I mean, I think the market is just begging for some kind of bullish signal for them to run it up.

Tony

Okay. And Tracy, if you’re sitting in Europe because energy prices were such a factor in 2022, what are the main things that you’re worried about? Their nat gas storage. Has that been depleted much over the winter?

Tracy

No, it wasn’t depleted. They just had to start injections again because what we are seeing is that this really started in fall of 2021. Everybody kind of forgets that the crisis started before the Ukraine invasion, but what we saw is industry start to shut down, especially industry like smelting and glass blowing and things of that nature that require a lot of energy. Right when nat gas prices started spiking, and that was well before that summer of 2022 spike, they didn’t need to spike much where we saw a lot of those industries shut down. So what we’re seeing now is that since prices have been muted for long enough now, now we are seeing manufacturing and whatnot pick up with the numbers came in overnight for Europe. We’re seeing manufacturing pick up again. We’re starting to see some drawdowns finally in storage. Spain in particular has really ramped up a lot of their industry that had shut down prior. I have to say, natural gas prices are still more expensive than they typically are in Europe. Even at this price, right, they’re still higher than normal. So this is also why we’re not seeing a flurry of activity.

Tracy

As soon as prices came down, you have to realize that relative to where they were, they’re still generally high. But we are seeing, I think people are getting used to kind of this price range for Ttf, which is Dutchnet gas. And so we are seeing in manufacturing and industry pick up again in some of these traditional industries that require a lot of energy. So we’ll have to see, and if that really picks up, companies are going back to where they went to fuel instead of gas. We’re seeing them go back to gas now. And so that’s really what I’m watching on the energy end. Is this just one off, kind of, or does this continue throughout the summer?

Michael

Okay.

Tracy

Sorry.

Tony

And then everybody’s favorite energy secretary, Jennifer Grandholm, had some comments about refilling the Spr this week. Can you fill us in on that? And what does that mean for markets?

Tracy

Basically, she said we’re not filling in the Spr, refilling the Spr anytime soon.

Michael

Sorry.

Tracy

She said a few years, which means a lot more years unless there’s a change of administration and a policy change. But I would say from until the election not going to see an Sbr, which makes sense because they know that if they fill the Spr, what’s going to happen? Oil prices are likely going to go higher, and they can’t afford that going heading into an election year. And so I think that’s really why they kind of pushed that off. That’s kind of what’s going on with that.

Michael

Can they be saying something and doing something else?

Tracy

Yeah, but we would know if they’re actually filling the Spr or not because it’s a public auction.

Tony

Okay, why don’t we just stop calling it the Strategic Petroleum Reserve and just call it the Petroleum Reserve? Nothing strategic about the way they’re using the Tactical Petroleum Reserve.

Tracy

They’re using it as a piggy bank. Right.

Albert

Instead of strategic, you use slush fund, petroleum reserve.

Tony

Right, exactly. Okay, guys, one last question, I guess. What are you looking for in the week ahead? We’ve had a lot of volatility over the past couple of weeks. Michael, what are you looking for in the week ahead?

Michael

I’m focusing on central banks and interest rates. I think the issue will be banks. Again, I think the big stress in the economy is private markets and not public markets. BCS, private equity, all these investments need to do write downs. It will take a bit more time for them to do that. It doesn’t happen that fast. They don’t adjust as fast as public market. I believe that bank we will see that stress mostly on banking stocks. A because the cost of funding goes up, b because the capital structure is put into a discussion. C because they continue to raise interest rates. And there is a stress within, I think, focusing on what happens to the banks and to the two central banks. Again, we’re looking at the same thing, unfortunately, but the problem is not in the same place. But these are the indicators you need to look. I believe that you’re going to see inflation coming down fast. That’s my expectation. Maybe I’m wrong, but if you see inflation coming down, it’ll make the life much easier for central bank. Yeah.

Tony

And for all of us. Do you expect to see, like VCs, for example, some VCs close up because of the cost of funds and a lot of these banking issues, or do you think it really doesn’t impact them much?

Michael

I don’t know if they’re going to close down because it’s a 510 year investment. It depends if they can reinvest or if they have to liquidate. But I think funds that are coming up to their maturity, they need to liquidate or they need to roll over. It’s going to happen at a much lower price than they thought, or they’ll have to wait one or two years more. So I think that stress is going to show up somewhere.

Tony

Tracy, what do you see over the next week?

Tracy

I think it’s type based markets. There’s not really a lot coming up as far as oil is concerned. OPEC meeting is the following week, which we already know they’re going to do nothing. So really, next week, end of month stuff, there’s not a whole lot going on in the commodities world, really newswise next week. So I think probably see the same sideways action.

Tony

Okay, great. Robert, what are you looking for? Let me ask a little bit of a kind of loaded question with that. As springtime is coming in in Ukraine, do we expect that to heat up at all as things warm a bit there?

Albert

Well, yeah, I would say yes. Geopolitically? I think it would be advantageous for Russia to do something to stay face. Absolutely. But for the week ahead, I think the narrative shift I’m watching for the narrative shift of interest rates to banking, like Michael was talking about, I think Yellen is most likely going to come out and try to guarantee 500,000 in deposits and even talk about 750 and get it up there and just get the crisis over and done with. So that’s what I’m looking for.

Michael

Okay.

Tony

Wow. Would that require congressional no, they can use emergency powers. Everything’s. Emergency power is great. Perfect. Okay, thanks, guys. Thank you very much. Really appreciate your time and all your insight, and have a great week ahead.

Albert

Thanks.

Michael

Thank you very much. Have a great weekend, too.

Tony

Thank you.

Categories
QuickHit

Future of the US Dollar: Weaker or Stronger?

Commodities expert Tracy Shuchart graced our QuickHit this week with interesting and fresh insights about USD, CNY, oil, and metals. Will USD continue on the uptrend with Yellen on board? What is the near-term direction of CNY? Will metals like copper, aluminum, etc. continue to rise, or will they correct? Will crude continue the rally or is it time for a pause? Watch as Tracy explains her analysis on the markets in the latest QuickHit episode.

 

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This QuickHit episode was recorded on March 12, 2021.

The views and opinions expressed in this How robust is the global financial system in the wake of Covid? QuickHit episode are those of the guests and do not necessarily reflect the official policy or position of Complete Intelligence. Any content provided by our guests are of their opinion and are not intended to malign any political party, religion, ethnic group, club, organization, company, individual or anyone or anything.

 

Show Notes

 

TN: I’ve been focused for the past few weeks on the Dollar and Chinese Yuan and on industrial metals. Can you talk to me a little bit about your view on the Dollar? What’s happening with the Treasury and Fed and some of their views of the Dollar and how is that spreading out to markets?

 

TS: Right now, we have a little bit of mixed messaging, right? So, we have the Fed that wants a weaker Dollar. But then, we have Yellen who’s come in and she wants a strong Dollar policy. So, I think that markets are confused right now. Do we want a weaker Dollar or do we want a stronger Dollar? And so, we’re seeing a lot of volatility in the markets because of that sentiment.

 

TN: So who do you think’s gonna win?

 

TS: I think that Yellen’s going to win. I think we’re probably going to get a little bit of a stronger Dollar. I don’t think we’re going to see a hundred anytime soon again. We’ve seen stronger Dollar when she was at the Fed. She’s come in right now and said that she wants a stronger Dollar. We would probably have at least a little bit more elevated than the low that we just had, like 89.

 

TN: I think things are so stretched right now that even a slightly marginally stronger Dollar, let’s say to 95 or something like that would really impact markets in a big way.

 

I’ve been watching CNY. I watch it really closely and, you know, we bottomed out, or let’s say it appreciated a lot over the last six months. It feels like we bottomed out and it’s weakening again. What does that mean to you? What is the impact of that?

 

TS: The impact obviously will have a lot to do with manufacturing, with exports, and things of that nature. So if their currency starts depreciating, and they’re going to export that deflation to the rest of the world, it’s just starting to bounce over the last week or so. Unless we have another trade war, I don’t think we’re probably gonna see like seven, seven plus. I remember last time we were talking about it, we were talking about it’s going to be 7.20 and you nailed that. It’s definitely something to keep an eye on obviously, because they’re such a big purchaser and because they’re such a big exporter.

 

TN: We’re expecting 6.6 this month, and continue to weaken, but not dramatically. We’re expecting a pretty managed weakening of CNY barring some event.

This China discussion is from our Telegram Channel. Join us here: https://t.me/completeintelligence

 

This chart was generated using the CI Futures app. For more information about it, go to https://www.completeintel.com/ci-futures/

What I’ve been observing as we’ve had a very strong CNY over the past six months is hoarding of industrial metals and we’ve seen that in things like the copper price. Have you seen that yourself? And with a weaker CNY, what does that do to some of those industrial metals prices in terms of magnitude, not necessarily specific levels, but what do you think that does to industrial metals prices?

 

TS: We’ve been seeing that across all industrial metals, right. It hasn’t just been copper. It’s been iron ore. It’s been aluminum. It’s been nickel. We’ve seen that across all of those. China likes to hoard. So when everything was very cheap like last summer, when everything kind of bottomed out, they started purchasing a lot. Then we also had problems with supply because of Covid. So prices really accelerated and then suddenly we just had China’s currency pretty much strengthened. We’ll probably see a pullback in those prices. It’ll be partly because of their currency. If they allow that to depreciate a little bit. And then also, as extended supply comes back on the market.

 

But it’s even getting to the point now where if you look at oil, oil prices are getting really high too. We’ll likely see China scale back on purchases, probably a little bit going forward just because prices are so high. Or we will see them, which we’re seeing now, is buy more from Iran, because they need the money. They get it at a great discount. It’s cheap. If they start buying more from Iran, that takes it away from Saudi Arabia and Russia, who are the two largest oil producers.

 

TN: When I look at Chinese consumption, at least over the past 15 months, there’s been almost an adverse relationship of CNY to USD and say industrial metals prices. It looks like a mirror. Crude oil doesn’t look that way. It’s really interesting how the crude price in CNY there really isn’t that type of relationship.

 

One would expect that if CNY devalues, they’ll necessarily cut back on purchases. I would argue and I could be wrong here, that it’s not necessarily the currency that would cause them to cut back on purchases. They’ve hoarded and stored so much that they don’t necessarily need to keep purchasing what they have been. Is that fair to say?

 

TS: They still like to hoard a lot. Between January and February, they were still up 6% year over year, where January was very high, February was lower because they have holiday during February. Oil, that is different. It’s not really related so much to their currency because you have outside factors such as OPEC, which has really taken eight percent off the market and they’ve held that over again for another month. And the fundamentals are improving with oil. I’ve been seeing a lot of strength in the market over the last eight months.

 

US is the world’s largest consumer. Whereas you look at something like industrial metals, they are the world’s largest consumer. When we were talking about crude oil, because that’s spread out so much, they don’t really have that much pull on the market per se that they would in metals markets.

 

TS: And I’ll remind you. I’m sure you remember this. When we spoke in Q2 of 2020, you said it would be Q2 of ’21 before we even started to return to normal consumption patterns for crude and downstream products. I think you hit that spot on. And it’s pretty amazing to see. I had hoped that it would return sooner, but of course it didn’t.

Categories
QuickHit Visual (Videos)

QuickHit: China is not going to stop being China

Panama Canal Authority’s Silvia Fernandez de Marucci joins us for this week’s QuickHit, where explains why China is not going to stop being China. She also shares first-hand observation on the global trade trends — is it declining and by how much, what’s happening in cruises and cargo vessels, where do gas and oil shipments are redirecting, why June was worse than May, and what about July? She also shares the “star” in this pandemic and whether there’s a noticeable regionalization changes from Asia to Europe, and when can we see it happening? Also, what does Panama Canal do to be up-to-date with technology and to adapt the new normal?

 

Silvia is the Canal’s manager of market analysis and customer relations. She has 20 years of experience studying all the markets for them and is responsible for their pricing strategy, their forecasting of traffic and customer relations.

 

Panama Canal opened in 1914 with annual traffic of 14,702 vessels in 2008. By 2012, more than 815,000 vessels had passed through the canal. It takes 11.38 hours to pass through it. The American Society of Civil Engineers has ranked the Panama Canal one of the seven wonders of the modern world.

 

***This video was recorded on July 30, 2020 CDT.

 

The views and opinions expressed in this QuickHit episode are those of the guests and do not necessarily reflect the official policy or position of Complete Intelligence. Any content provided by our guests are of their opinion and are not intended to malign any political party, religion, ethnic group, club, organization, company, individual or anyone or anything.

 

Show Notes

 

 

TN: Recently, the CPB of the Netherlands came out and said that world trade was down by double digits for the first five months of the year. Obviously that’s related to COVID. Can you tell us a little bit about what you’ve seen at the Canal and really what you guys have been doing? Everyone’s been in reactionary mode. So what have you seen happening in the market?

 

SM: There are some trends that had been present before COVID like the movement of production from China to Eastern Asia and we think this is going to be accelerated by this pandemia. But I don’t think that China is going to stop being China. It will keep the relevance and the importance in global trade as they have today.

 

We think that probably, yes, we will see more regionalization. We saw the signing of the renewal of the NAFTA trade between Canada, the US, and Mexico. So we think that there may be something happening in that area. However, we don’t see that trade is going to stop. I mean trade is going to continue growing after this pandemic.

 

This is something that I would say very different from anything that we have experienced before because once it is solved, I don’t know if the vaccine appears and people start going back to the new normal, there will be changes probably to the way we do things and the consumer is going to be very careful and probably will change his habits in order to prevent contagion. But I think trade is going to continue.

 

We see some of these trends becoming more and more important or at a faster pace. It is not an economic crisis per se. Once the people are going back to work, the industry will restart their operations, people are going to be rehired. The economy should start recovering faster. We are not sure because there is no certainty with this situation.

 

We first heard about it early in the year with the cases in China. But then, it looked so far away. It was happening to China. It was happening to Italy. We didn’t think about it as something that was so important or so relevant. The first casualty was the passenger vessels. The whole season for cruise ships at the Canal was cut short in March and Panama went to a total lockdown on March 25.

 

It really started for us when we received the news of a cruise ship arriving in Panama with influenza-like disease on board that wanted to cross, which was the Zaandam, and the first one that we had with the COVID patients on board.

 

TN: And how much of your traffic is cruise ships?

 

SM: It’s very small, to be honest. It’s less than two percent of our traffic. But still, we see it as an important segment, not only because of the traffic through the Canal, but also because of what it does to the local economy. We have a lot of visitors, a lot of tourism, and that is a good injection of cash coming to Panama. It was the probably the end of the season but it was shorter than what we would have wanted.

 

TN: When we saw the first wave of COVID go through Asia, did you see a a sharp decline in vessel traffic in say Feb, March? Or was it pretty even? Did we not see that much? Because I’ve spoken to people in air freight and they said it was dramatic, the fall off they saw. I would imagine in sea freight, it’s not as dramatic but did you see a fall off?

 

SM: It started in January, which is the very low season for containers, which is the most important market segments in terms of contribution to tolls. When we saw that there was this COVID happening in Chinese New Year, everything was closed. We were in a slow season. So we didn’t see much of an impact.

 

And for the Canal, there is a lagging effect because we are 23 days away in voyage terms. So whatever happens in China, we feel it probably one month later. We expected January and February to be slow because of the normal seasonality of the trade. But then after March, I would say that April was probably the worst month for us. We were hit April then May was worse than April and then June that was even worse than than May.

 

TN: June was worse than May? Okay.

 

SM: June was worse than May. We‘ve seen four percent, ten percent, fourteen or sixteen percent decline each month. It was like, “Oh wow! This is really thick. This is really getting worse.” We had reviewed our forecast in April. And I think so far, it is behaving as we expected back then. But there’s nothing written about COVID. We are learning as we go.

 

I would say that container vessels were also affected these three months of the year. We have LNG vessels that were supposed to deliver natural gas to Japan, Korea, and China. And LNG had been behaving very badly all year. That is kind of a peak season for LNG and LNG has been having a hard time because the market were supplied and the prices were very low, so many shipments that were supposed to end up in Asia, ended up in Europe or other destinations that were more profitable for the owners. But when the price of oil collapsed and went negative, the prices of LNG were affected in the Middle East and became more competitive than the US prices.

 

We saw a harsher decline in LNG shipments. We see, for example, 30 percent less than we expected to see and by COVID in April, it was probably 50 percent below what we were expecting. It was major and Iguess it’s a matter of demand because since the whole Asia was locked down, there was no demand.

 

TN: When industry stops, you don’t need energy. It’s terrible.

SM: Exactly. It’s really terrible. It was terrible. But we had some stars in our trade that supported the situation like LPG, the cooking gas and obviously people were cooking more at home so the demand was high and we saw an increase in trade for LPG. It’s a good market for us, for the neopanamax locks, so in a way we are grateful that our trade has not suffered as much as we have seen in other areas.

 

TN: You said you declined into June. How have things been in in July, so far?

 

SM: July seems promising. We came from a from a very bad June that was closed probably 16 percent below what we expected to have. But July is about maybe seven percent below our expectation. But we are very concerned about a potential W-shape recovery because of the new cases that we have seen in the US.

 

TN: When we saw factories close across Asia in the first quarter and in some cases stay until the second quarter, did you see some of the folks who were shipping through the Canal start to pivot their production to North America?

 

SM: It’s probably too early to say. We will see the effects of COVID probably in terms of near shoring maybe in two years. I don’t think that the companies or the factories are so quick as to move the production especially during this period in which everybody is still trying to cope with the situation.

 

TN: And manage their risks, right?

 

SM: Yes. So I don’t see that happening anytime soon. But it’s probably something that the factories and the companies are going to start speeding up and diversifying their production.

 

TN: And as you said earlier, China’s still going to be there. China’s not going to disappear as an origin, right? What I’ve been saying to people is it’s incremental manufacturing that may move. It’s not the mainstay of Chinese manufacturing that’s going to move or regionalize. They’re still going to do much of the commoditized manufacturing there because the infrastructure is there.The sunk cost is there, and they need to earn out the value of those factories. I like your timeline of two years before you really start to see an impact because we may see some incremental movement and maybe some very high value, high tech stuff or something like that move first but the volume of things probably won’t happen for at least two years. Is that fair to say?

 

SM: I would say so and I would add that we have seen these shifts to Vietnam and Malaysia and other countries in Asia, but we still see containerized cargo shipping from China. The volumes are still not high enough to be shipping directly from those countries. The container may come from Vietnam and or from Malaysia and they come to Shanghai or to another port in China. They consolidate the vessel there and the vessel departs from those ports. So in terms of Canal, for us that is good news. And I would say that probably Korea is trying to attract that tradition as well. So the long voyage will start in China or in Korea or in Japan instead of these other countries that are further away from our area of relevance.

 

TN: That makes a lot of sense. Just one last question. How do you see transit changing over the next five to ten years? What are you seeing from the Canal perspective in the way your operations will change?

 

SM: We are still adjusting to what is happening. We have always been very regulated in the best way. What I mean is that we have always had our protocols and codes for attending every situation. We have our protocol for infectious diseases that was the basis to start working with COVID. We think that at the canal probably, what we will see in the future is more technology to improve the operation. I’m not sure exactly how, but definitely there are machine learning and artificial intelligence that may help us be more accurate in our forecasts and probably organize our traffic in a way that is faster or we make better use of the assets. The canal is 106 years old. We have been adjusting every time to the new ways of the world, and we’ll continue to do so as a trade enabler.

 

TN: That’s right. Silvia, thank you so much for your time. This has been very insightful. I really do hope that we can connect again in some time and and just see how trade recovers and what we look like maybe going into 2021 or something like that. Okay. Thank you so much.

 

SM: Thanks to you.

Categories
Podcasts

US economy suffers sharpest contraction in decades

Tony Nash joins the BBC Business Matters to discuss the US economy contraction, Federal government’s cash subsidy, the upcoming US election and Trump’s issue on postal ballots, lithium batteries and electric vehicles, and Eid al-Adha.

 

This podcast first and originally appeared in BBC Business Matters at  https://www.bbc.co.uk/sounds/play/w172x18vhgd3z2p

 

BBC Notes

Official data shows that the world’s biggest economy contracted by 9.5% in three months. That’s worse than at any point since the US government started keeping quarterly records in 1947. We hear from Professor Tara Sinclair, an economist at George Washington University. Black Lives Matter protests have added to a continuing backlash against brands selling skin-whitening creams in South Asia; Nikhil Inamdar reports from Mumbai on an industry under threat. We talk to listener, Elizabeth Pendleton, in Colorado Springs about the unemployment picture in Colorado. The BBC’s Ed Butler reports on the world’s biggest lithium deposit; it’s in Bolivia and is worth billions of dollars to a world scrambling to reduce its reliance on carbon. Plus, we’re joined throughout the programme by Tony Nash, co-founder and Chief Economist at Complete Intelligence in Houston, Texas and from Lahore in Pakistan, Mehmal Safraz, co-founder of The Current PK.

 

Show Notes

 

BBC: Talk about Houston for us.

 

TN: Just on my block, I have 6 houses for sale. If that tells you anything about the oil and gas down turn as a result of COVID, we really are starting to see some action on the real estate side. It is a seasonal thing partly because of summer. But we are the epicenter of epicenter of oil and gas. And the oil and gas went to receptical in May. We’re still seeing the after-shock of that even though we’re back above $40 for WTI and Brent. Something interesting is that I’m speaking recently with somebody from Panama Canal today and they were telling me about the volume in trade and what they’ve seen. They’ve reflected what Samara said and that things kept slowing down until June and then in July, they’ve started to come back. I really thought that April and May was the worst of it, but things kept declining into June, which was really difficult.

 

BBC: And that shipping, of course, is a crucial indicator, because we can track not just what China is doing, what US is doing. We can follow everybody’s trade globally by watching those boats.

 

TN: That’s right. And this is not a market failure. This was governments pulling the plug on economies and we say that personal consumption fell by 25% in the first quarter. But it’s no surprise because nobody can get out of their house because restaurants were closed, etc. On one hand these are shocking numbers, but on the other hand they are not shocking numbers when states and local governments pull hte plug on economies and people cannot get out, then this really isn’t a surprise. To be honest, I’m surprised that more data isn’t as bad or worse than the US because there were harsher lockdowns in a lot of other countries. I don’t understand it on some level.

 

BBC: In Houston, are we rising predictably to debate as the president proposes another idea by tweet?

 

TN: It’s more about his objection to postal ballots than it is about election day because there is a recent study done by CBS News in the US looking at potential fraud around election ballots and they found that something like 3% of them didn’t even arrive to the person and then fraudelent ballots that looked like what they’ve sent out, could have been sent similarly. I think what Trump is doing is trying to get the discussion going about fraud around postal ballots more than moving the election.

 

BBC: Has it always been a relatively tiny minority voting by post apart from those early voting?

 

TN: Well he said, and he said this several times. He doesn’t have an issue with what’s called absentee balloting, which is a slightly different process. But with mass postal balloting, there are several states like Oregon that do mass postal balloting. But fraud in US elections has become a very big concern. In the last election, ballots were found in the back of people’s cars. There was a rental car that was returned with ballots in it. Fraud in US elections has become a very big concern and I think Trump is voicing that concern a lot of people.

 

BBC: In Texas, dig into the nitty gritty of the state level.

 

TN: What ends tomorrow in the US is Americans are getting $600 a week additional from the Federal government on top of the state funds, unemployment funds, that they get, which are lower, like $350 a week. The $600 a week is extraordinary. I know people who don’t even make that much money when they are working fulltime, who are getting $600 a week. But at the local level, the problem is, you have the state and local governments who are closing things down. But it’s actually the Feds who have had to pay more money and it’s a lot of money to help make up for the economic decisions that were made at the state and local level. This is really where, through the whole COVID thing, and I said this many, many times to people, the state and local governments don’t have the resources to pay back for the decisions taht they’ve made. The decisions are made at the lower level. But it’s really only the Fed who has the money to provide this level of income to allow the economy to keep moving forward.

 

TN: Obviously, the environment is a big concern. But I think the payoff is also a big concern. It really all depends on how quickly the battery industry grows. If the payback isn’t there, it’s like looking at the Tarzans in Canada. Relatively expensive way to pull up oil, but oil now is too cheap for the Tarzans to function. If they pull it out in a very expensive way, the question really is not just environmental sustainability but economic sustainability as well.

 

BBC: I take your point on the environment, but compared to some of the alternatives. What I thought I knew in places like the Democratic Republic of Congo had the lithium mines, which is the other resource to be tapped, leading to headlines a couple of years ago in Financial Times, “Congo child labor in you electric car”, makes up that whole sector really problematic.

 

TN: Absolutely. Look, if it’s a better way, it’s great. I mean, the problem then is the supply chains and figuring out how to get it to market, which those are never easy. But if it’s a better way, more humane, then great.

 

BBC: Were you surprised by the little footnote in the report that it’s China that has the downstream value chain sewn up.

 

TN: No, not at all. China has a very high profile electric car program. And really a lot of subsidies for electric vehicles. So that actually doesn’t surprise me at all. It is the largest market.

 

BBC: And this is why the developments happen, right? Because I read recently, I probably get the numbers slightly wrong, but it said there’s a new battery coming that can run something like a million miles over 16 years instead of a couple of hundred thousand miles in 5 years.

 

TN: Yeah. But people will get bored by their car by then. People want to sell their car after a couple hundred thousand miles. If it can change hands multiple times, great.

 

BBC: This is something not widely celebrated in the US, but certainly a lot of Muslims in the US will bring this extremely to heart today.

 

TN: Absolutely. And Houston is the most diverse city in the US, so we’ve got a very large Moslem population in Houston. I have friends in Austin who are celebrating, so it’s definitely all around here.

Categories
Podcasts

Fixing terrible forecasts and the lack of context

Tony Nash joined Geoffrey Cann in Digital Oil and and Gas podcast to talk about his revenue forecasting and predictive intelligence analytics startup company Complete Intelligence — how does the company solve the problem of terrible forecasts and the lack of context around data?

 

Geoffrey Cann joined us in QuickHit: 2 Things Oil & Gas Companies Need to Do Right Now to Win Post Pandemic.

 

This podcast originally appeared at https://digitaloilgas.libsyn.com/159-interview-with-tony-nash-of-complete-intelligence?utm_campaign=interview-with-tony-nash-of-complete-intelligence

 

Digital Oil and Gas Description

 

 

Jul 22, 2020

Today’s podcast is an interview with Tony Nash, CEO and founder of Complete Intelligence. Specializing in revenue forecasting and predictive analytics, Complete Intelligence develops artificial intelligence solutions. In this interview, we discuss predictive intelligence analysis, how Complete Intelligence works, and what value these forecasts can generate. 

 

Show Notes

GC: Welcome back to another episode of Digital Oil and Gas. My name is Geoffrey Cann, the host of the podcast. And I’m joined today by Tony Nash, who is the CEO and co-founder of Complete Intelligence. Tony, welcome to the podcast.

 

TN: Thanks, Geoffrey. It’s good to be here.

 

GC: You and I met probably a bit of a month ago. We did a short video exchange, and it was so much fun, we agreed that we should probably do something a little more involved, and here we are today. Of course, my interest is how digital innovation and digital strategic toolkit are transforming how the oil and gas world operates.

 

Your area of interest and expertise, the focus of your startup is in the application of smart technologies in agile budgeting and forecasting and market modeling. And that’s a big area of interest for oil and gas. That’s the reason why I thought you’d be a terrific guest to come on the show today and talk a little bit about that.

 

TN: Thank you very much.

 

GC: What’s your background? You were with The Economist, is that right?

 

TN: I was with The Economist. I led their global research business for a while. And I built what’s called the Custom Research business. It was a small niche business when I joined. It was a pretty sizable revenue by the time I left. Great organization. Had a lot of fun there. I then moved to a company called IHS MarkIt. Information services firm. I led their Asia consulting business. And from there, we started Complete Intelligence. I’ve been in information services off and on for way too long, since the late 90s.

 

GC: And what’s your education background? Did you start out in computer science or something?

 

TN: I was a graduate at Texas A&M in business and my grad work was in Boston at a school called The Fletcher School, which is a diplomacy school. So I was trained to be a diplomat, although I’m not very diplomatic at the moment. I have my moments.

 

Part of the reason I started going down this road is because in grad school, I had a trade economics professor who was amazing, great guy. I started my career after undergrad at a freight forwarder and customs broker. I didn’t have a glamorous first job. I was actually working the night shift in a warehouse at a freight forwarder, receiving exports and typing out airway bills and all that stuff. I got to know the nuts and bolts of world trade pretty specifically and pretty firsthand. I don’t know of any other trade economists who have started the way I have. I look at trade data differently than almost every other economist that I know of. I look at it somewhat skeptically. It’s that skepticism that I realized in grad school with this fantastic professor that my skepticism was an asset. My skepticism was an asset within statistical, mathematical models, within economic discussions and so on, so forth.

 

I had used it in business before that, but I didn’t think that I necessarily had the ability to apply it in this big world before I had this experience in grad school. So I then took it and I joined The Economist. I kind of conned them into hiring me, which was great, and then within a year or so, I was heading their global research business. From there, we just kind of took off.

 

GC: What are some of the products out of The Economist? Because I buy the magazine every week. And The Economist publishes an occasional handbook of global statistics, GDP by country and balance of trade and so forth. Were you involved in those kinds of products or were the products you were involved in much more specific to a client or customer requirement?

 

TN: I wasn’t. A lot of those are extracts from, say, IMF data. That’s part of The Economist publishing, which is a slightly different business to what I was doing. A lot of what I was doing was really applied work with clients. Solving real problems, figuring real things out. Some of this was corporate forecasting, looking at costs, looking at revenues, those sorts of things. Some of this was doing work for example the World Health Organization in places like Cambodia, comparing different treatments for mother-child transmitted HIV.

 

We had all kinds of cool, different approaches. And from my perspective, we could really play with different methodologies. We could really understand what was working and what wasn’t working. It was a huge sandbox for me. Again, really great smart people. That really started a lot of this kind of true love for me, which is what I’m doing now.

 

GC: What is the business problem that you saw that was sufficiently vexing that you decided to devote a lifetime in a career to trying to solve?

 

Because your career builds you to a point and then you say, “You know what? This is the problem I think I’m going to aim to solve.“ And you know what? You may go on to solve other problems, but at that moment, why would you become a founder to go solve something unless it was so big and so vexing, it was worth your time?

 

TN: I think I became a founder because I underestimated how hard it would be to build a business. Almost every founder will tell you that. When I was with both The Economist and IHS Markit, I had two really consistent feedback points that people gave me.

 

First is the quality of forecasting within information services, within corporate, say, strategy, finance, forecasting units, is pretty terrible. Most people forecast through, let’s say, a moving average approach. Some of the largest companies in the world will forecast using a moving average. If they are super sophisticated, they’ll use a very small maybe regression model or something like that.

 

But what mostly happens is one of two things. Either they look at last year’s and add a small percentage. “We’re just gonna have three percent on this year.“ That’s pretty common. The other one is really just a gut feel like, “I really think it’s going to be X this year.“ If a Wall Street analyst understood how unscientific the way outlooks are done within large companies, they’d be pretty shocked.

 

I mean, there is a belief that there is a lot that goes into the sausage machine. Traditional forecasting is terrible. Any forecast you buy off the shelf? Pretty terrible. Any forecast you’d get within a company? Pretty bad. Even the data scientists that are on staff with a lot of these big companies, really brilliant people, but they’re not necessarily fine tuning their forecasts based on error. And this is the key.

 

Companies who forecast should be required to disclose their error for every forecast they’ve done historically. That’s what we do for our clients. Because the number one problem was the quality of forecasts. So we spent our first two and a half years focused on that problem. We continue our approach to that.

 

GC: When you say “publish the error,” do you mean error in hindsight? How bad were we last year or do you mean here’s what we think our forecasted error is likely to be this year?

 

TN: Every year, any forecaster on planet Earth should say, this is what we forecast last year and this was our error rate. When we look at consensus forecast, for example, for energy like crude oil, natural gas, industrial metals, consensus error rates are typically double digits. Typically double digits. We just did a calculation. When I talk about error rate, I’m talking about absolute percent error. I’m not talking about gaming off pluses and minuses because that’s really convenient. But you look at a plus 10, you look at a minus eight, and that becomes a nine instead of a one.

 

People who forecast should be required to publish their error rates. Companies, especially energy companies, are paying hundreds of thousand dollars, if not seven figures to buy data. Those guys [forecasters] know they’re between 15 and 30 percent off in their forecasts regularly. Businesses are making decisions based on these data.

 

That’s the thing that, as someone who’s run businesses, not just analysts businesses, but run real proper businesses in different spaces, seeing planning people make decisions with a 30 percent error rate or 50 percent error or whatever it is, but no accountability from the information services provider? That’s a problem.

 

That’s a 1990s business model where you could play with the opacity around data. But in 2020, that should not be the case at all. We regularly show our prospects and our clients our error rates because they deserve it. They deserve understanding what our error rates are line by line.

 

GC: In oil and gas, when I’m building up a forecast, particularly for, say, an oil project, I’m having to forecast currency exchange rates, interest rates for my borrowings, the price of certain critical commodities like cement and steel. I’m having to forecast project delivery timeline and schedule. I’m having to forecast future market demand like, where’s my product likely to go? If each of these has a 15 to 30 percent error rate built into them and I’ve added them all up to get to a :here’s my forecasted economics for the year.“ Have I built in and basically had an accumulated error rate that makes my forecast pretty unreliable at that stage? Or these different errors, all sort of stand alone?

 

TN: That’s the budgeting process.

 

GC: I’ve been in that process. Right.

 

TN: Anybody who’s worked on a budget like that, they understand it. Maybe they don’t want to admit it, but we talk to people all the time who tell us. We have a client in Europe who admitted to us that some of their core materials that they buy, they know internally that their forecasts typically have a 30 percent error. And when we say that to people, to other companies, that’s feedback we get consistently that the people who actually know, the data know that their companies have error rates that are 20 to 30 percent or in some cases worse. They’re that far off.

 

When you think about it from a finance perspective, you’re over allocating resources for the procurement of something and that resource could have been used for something else. That’s one of the reasons why it’s really important for us to help people really narrow that down.

 

We check ourselves all the time and we looked at some industrial metals and energy stuff based on a June 2019 forecast for the following twelve months through the COVID period, comparing some consensus forecasts and our forecast. On average, we were 9.4 percent better than consensus. This is a Complete Intelligence forecast. It’s an aggregate looking at one of our manufacturing clients.

 

When you look at the different horizons, we look every three months, what was the error every three months, even up to the COVID period. On average, we were 9.4 percent better on a MAPE (Mean Absolute Percent Error) basis. If you’re buying off the shelf forecasts from some of the typical service providers, you’re looking at a pretty large disadvantage. They’re not using machine learning. They’re not using artificial intelligence. If they are, it’s typically very, very simple.

 

Now, part of what we’ve done through the process is we’ve removed the human process, human involvement in every aspect of data and forecast. From the data sourcing to the validation to anomaly detection to processing, to forecasting, we do not have human analysts who are looking at that and going, “that just doesn’t look right.“

 

GC: OK. It’s all done by machine?

 

TN: Right. We have machines that apply the same rules across assets. Because if we have human beings who gut check things, it just inserts bias and error through the whole process. And with no human intervention, we have a massive scale in terms what we do. We forecast about 1.1 million items every two weeks. Our forecast cycles are every two weeks. And we do it very, very quickly.

 

GC: And nine percent less error rate or a lot lower error?

 

TN: For the ones that we checked for that one client, yes. I would say in general, that’s probably about generally right. In some cases, it’s better.

 

GC: So a few things. One is the huge range of things that you can forecast when you remove all the humans out of it gives you these scale-ups. And then the fact that you can do it over and over and over again in much tighter cycle times than someone who just does it annually, once for a budget. And third, you’re testing your accuracy constantly to improve your algorithm so that you’re getting better and better and better over time.

 

TN: Exactly. When you consider something like crude oil, there are hundreds of crude forecasters who know that, they know that they know the six things that drive the crude oil price, right? And I guarantee you those crude oil forecasters who know what they know, what they know what those six things are, manually change their output once their models run. I guarantee you.

 

GC: I remember working for an oil company in Canada where the coming of the oil sands, but it was the monthly oil sands production expectation and would come into the finance function, where I was working, and the numbers would come in the spreadsheet and the finance people go, “add five percent to that.” Because they would say, they’re wrong every month, we’re tired of being embarrassed about being wrong. And they’re wrong because they undersell their performance. So just add five percent. And that was the number that would go to the market.

 

TN: And then that’s the error, right?

 

GC: And was that even the final error? There may or may not be on top of that?

 

TN: Probably not. And there are very few companies, we have some German clients, so they’re pretty good about doing this. But there are very few companies who actually track their error. And so most companies Are not even aware of how far off they are, which is a problem.

 

Here’s the second problem. The first one is forecasting quality is terrible. So we’ve developed a fully automated process. We measure our error, that sort of stuff. The second one is the context of the forecast. What I mean by that is, let’s say you’re making a specific chemical. You can go to some of these professional chemical forecasters, but they’re not making the chemical exactly where you make it. They don’t have the proportion of feedstocks that you have. Because we’ve built this highly iterative forecast engine that does hundreds of millions of calculations with every run, we can take a bill of material for that microphone in front of you or a chemical or a car, And we can forecast out the cost of every component to that every month for the next 12 to 24 months.

 

GC: Really? So, at any scale or any, I mean, you do it for a phone, you can do it for a car?

 

TN: That’s right. So if you look at a bill of material with, say, a thousand levels in it. Not a thousand components. But, you know, if you look at the parent-child relationship within a bill of materials, these things get really sophisticated really quickly. Some of the largest manufacturers have this data. They have access to it and we can tap into that to help them understand their costs, the likely trajectory of their costs over time. What does that help them? Helps them budget more accurately. It helps them negotiate with their vendors more accurately.

 

If you’re a, let’s say you’re a 20-billion dollar company and you have one percent on your cogs, how additive is that to your valuation if you’re trading at 15 or 20 times EBITDA.

 

GC: Yeah. And just right to the bottom line at that level.

 

TN: Exactly. This is what we’re finding. For the high context as of the second kind of business problem that we’re solving, and so we do this on the cost side. We do this on the revenue side. For that second problem, which is high context, again, the platform that we’ve built allows the scale, because if we had analysts sitting there scratching their head, rubbing their beard for every single thing we’re forecasting, there’s no way we could do this scale.

 

But because it’s automated, because it’s scalable, we can actually do this. And so it adds a whole level of capability within major manufacturing clients and it adds a whole level of risk protection or error mitigation to those guys as well.

 

GC: Just think about the current year that we’re in, which would include, at least in Canada, a pipeline constraints and the potential for rail expansion activity south of the border to either curtail production, the behavior of OPEC. When you think about getting into forecasting world of commodity prices… I can understand a manufacturer bill of materials and get into cost of goods sold and forecasting quite precisely what their forward manufacturing cycle will look like. I can use the same thing, though, in the oil industry, though, and probably gas, too, I would suspect.

 

TN: Yeah, yeah. Absolutely.

 

GC: And what’s the industry’s reaction to it? Because there’ll be people inside oil and gas who are doing forecasting today and they’ll be fairly proud of the models that they built that delivering a forecast. You’re walking in and saying ”I’ve got a whole new way to do this that is so many more cycles faster than what you can manually do, looking at many more products than you practically can. And if I show you that you’re nine percent off, 10 percent off with it.” I can imagine a negative reaction to this. I can also imagine for some organizations, pretty positive reaction on balance. How companies react when you told I can sharpen up your numbers?

 

TN: OK. So I’ll tell you a story about a gas trader. October of 2018, we went into a natural gas trader here in Houston. We showed them what we do. Gave a demo, give them access for a couple weeks so they could poke around. And we went back to them later and they said, “Look, you are showing a like a 30, 31 percent decline in the price of natural gas over the next 6 months. There’s no way that’s going to happen. So thanks, but no thanks.”

 

GC: This was your data telling them? All right. Refresh my memory. What was going on in October of 2018?

 

TN: Nothing yet. But Henry Hub prices fell by forty one percent within six months. So these guys were completely unprepared. The kind of conventional wisdom around natural gas prices at that time were unprepared for that magnitude of fall. But we were showing that that was going to happen. And so when you look at that, we had an 11 percent error rate at that point, which seems kind of high. But conventional wisdom was a 30 percent error rate.

 

We don’t expect to be the single go to source when we first go into a client. That’s not our thought. We know we’re a new vendor. We know we’re offering a different point of view. But we’re in a period of history where you have to think the unthinkable. And this is 2018, ‘19.

 

With the volatility that we’re seeing in markets, you really have to be thinking the unthinkable, at least as a part of your possibility set. It’s really hard. I would think it to be really hard for really anybody who’s trading any magnitude of oil and gas product to put something like this outside of their arsenal of strategic toolkit that they use.

 

GC: Well, certainly, if you had that gap in expectation of gas prices, the gas producer should have been thinking about hedging at that moment. And if their conclusion was, you’re completely wrong and I’m not going to bother with hedging, then shame on them really, because they should have done a far better job of managing to the curve. That’s a great story because it illustrates the challenge.

 

TN: That’s normal. It’s kind of the “not invented here” approach. And I see a lot of that within oil and gas.

 

We see a bit more interest in chemicals. They have to understand the price of their feedstocks. They have to understand their revenues better. And so we see a bit more on the downstream where there is a lot more interest. But midstream, upstream, it’s just not really there.

 

GC: What’s the untapped potential here to sharpen up forecasting? If you’re talking with a company and you say, “I can sharpen up your forecasts and your estimates and tighten up your variability and your business plan.” How does that translate to value and how do you extrapolate that to here’s the the slack, if you like, that’s built up economically within the system and as a whole that we stand potential to extract out and it’s going back to the misallocation of capital, the inadequate negotiations with suppliers, the margin left on the table because of the numbers aren’t just that reliable.

 

TN: We just went through this exercise with a manufacturer with about 20 billion dollars of turnover to help them understand. If you look at, say, the nine percent difference that we had in that exercise that I told you. So let’s say we’re working with the manufacturer with a 20 billion dollars and a PE ratio around 20, which is kind of where they’re trading. If instead of a nine percent or even four and a half percent improvement, let’s just say we had a one percent improvement in their materials. That one percent improvement in their costs translates to a three percent improvement in their net income. That’s three percent improvement in their net income translates to a 1.1 billion dollar improvement on their market capitalization.

 

We’re not going out there saying, “hey, we’re gonna help you save 10 percent of your costs.“ We’re not going out with statements that are that bold. We’re saying, “OK, let’s run a scenario where we help you with a quarter of a percent,“ which would help them add 280 million dollars on to their market capitalization. So procurement management and planning is kind of that tightly calibrated that if we helped this company with 0.25 percent improvement in their costs, keep in mind we’re nine point four percent better than consensus, that actually helps them add 280 million dollars onto their market cap. It’s just exponential.

 

GC: Well, it’s the leverage effect of earnings per share as you drop those earnings to the bottom line. And so anybody who’s actually measured on EPS or stock price should take a very interested look at this because you’re not selling a hardware, big capital investment, stand up a big department, not stuff. This is about taking the current process, that’s their budgeting, and squeezing out the variability or the error rate and trends that translates directly to value. When you think about it, it’s a complete no-brainer. Like, why would you not do this?

 

TN: It is. And we’re not going to charge them 280 million dollars to do it. But we could charge for this agile budgeting and forecasting. But we’re not going to.

 

GC: What you would do is you’d say, we’ll take shares in your company.

 

TN: I mean, that’s been suggested many, many times.

 

GC: Yeah, no, I totally get It. I say to oil companies, I’ll sell my services to you based on the price of oil. But the shareholder actually values the volatility on oil pricing. So they’re not prepared to give that away. And I’d be the same. I wouldn’t do that. But on the other hand, the back to this question of untapped potential. The ship, the bulk of the economy is operating off of wildly inaccurate consensus estimates. I think that’s fair to say, I don’t know if that’s accurate or not, but that would be my my conclusion. The bulk is operating off of inaccurate assessments. And so over time, what should happen is we should see a considerable improvement in that, which in turn translates into much better performing economy, allocation of capital and supply chains and so forth.

 

So you’ve been an entrepreneur now for how long’s it been three years?

 

TN: It’s five. We started as a consulting firm. It’s been about five years now. We actually started the company in Singapore. I moved it to Texas at the end of 2018. I couldn’t really find the coding talent and the math talent in Asia. I know this sounds really weird, but I couldn’t. And so I relocated the business to Texas in 2018.

 

GC: Yeah. And the talent pool is rich enough in the United States to fulfill this ambition?

 

TN: Yeah, yeah. Yeah. Totally fantastic.

 

GC: And what lessons have you taken away from all of this experience? Would you do it again?

 

TN: I would do it again. But I would do It differently. Anybody who starts a business has to realize that markets aren’t necessarily ready for radical new thinking. And it really takes a long time to get an idea of this out there. The kind of AI industry and the talk about automation has been around for a long time. But things like this, companies aren’t really ready to just let go of. It takes a lot for them to consider letting go of this stuff.

 

If your idea is pretty radical, it’s probably to take a while to socialize with an industry. But I would say it’s also, we as a company, we had a staff issue about a year ago, actually, that really shook us. And out of that, we developed our principles and our values. For anybody who wants to do this, you really have to understand what your own principles and values are from early on. It’s not something you wait until you’re 100 people to develop.

 

That issue a year ago was a very clarifying moment for us as a company. It really forced us to think about what kind of business we wanted to build. And I’m grateful for it, although it was really terrible at the time. I’m grateful for it because we have our values. It’s actually posted on our website. Whenever we recruit new people, that’s one of the first things I send to them and say, “Look, this is who we are. If you’re not comfortable with this, then this is not the right place for you. I’m sure you’re talented, all that kind of stuff. But we really live by this stuff and and those things are important.“

 

The other thing I would recommend for anybody who’s doing this is you’ve got to play nice with everyone on the way up and you got to play nice with everyone on the way down. It’s easy for tech entrepreneurs to really think a lot of themselves. And I think that’s fun. But it’s also not really helpful in the long run.

 

There’s a lot that I’ve learned about recruiting leadership teams, finding fit, looking for investors. I have the Asia experience. I have the U.S. experience. The math and the tech around A.I. is almost the easiest issue to solve. With technology, as long as you think big but retain humility, you can do a lot. You have to be bold, but be comfortable with mistakes.

 

The trick is getting the right team and the right investors who are comfortable with that environment. And if you get the right team and the right investors who are comfortable with that, then it can be much more fun. You actually have a chance at being successful because so many startups just fail. They don’t last a year or two years, much less for five. It’s really, really critical to get the right people.

 

GC: Yeah, I completely agree. The people and the money, it’s both sides. If the investors don’t have the patience or they’re marching to a different drum like they want short term results, and that’s as much of a death knell for for many startups as a talent talent deficit.

 

Tony, this has been excellent. Thank you very much for taking the time to join me today on Digital Oil and Gas. And if people want to learn more about Complete Intelligence, where do they go? What’s your website?

 

TN: Our website is completeintel.com. And we’re on Twitter. We’re on LinkedIn. There’s a lot of information there. And like you did about a month ago, we have a lot of five-minute interviews we do with industry experts and a weekly newsletter. There are a lot of ways to get to learn about us.

 

GC: Fantastic. Tony, thank you very much. This has been another episode of Digital Oil and Gas. And if you like what you’ve heard, by all means, press the like button and the share button and add a comment, and that helps other people find the show. And meanwhile, tune back in next week, Wednesdays, when we’ll issue another episode of Digital Oil and Gas. This is Canada Day week. So happy Canada Day to my all my Canadian listeners.

 

And Saturday is Independence Day. It’s July 4th. So, Tony, have a great time on Independence Day. Be socially distant and be safe out there. Thanks again.

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Transforming Capital Projects Using Digital

Complete Intelligence is mentioned in this article by digital innovation expert Geoffrey Cann. You can find the first and original version of this at https://geoffreycann.com/transforming-capital-projects-using-digital/. We thank Geoffrey for including us in this valuable piece that helps oil and gas companies in modernizing their operations and technologies. 

 

The oil and gas industry spends hundreds of billions each year on new capital projects. An effort by a group of international producers should eventually improve the efficiency of that spend.

 

DIGITAL CAPITAL

 

I was contacted recently by a trade association representing about 40% of the global production of oil and gas to discuss the role of digital innovation in upstream capital. Their brief states that while most oil and gas companies have programs in place to progress their internal digitalization agenda, some initiatives need to be tackled at the industry level to unlock value at scale. An example of an efficiency opportunity with industry-level appeal is the digitalization of the supply chain.

While their aim is to focus initially on capital projects, it’s probably safe to assume that the initiative will move to other areas of interest in time.

This post summarizes the survey that I submitted in response to the survey.

 

Question 1 — Scope of Digitalization

 

What are the key areas that you think of as being part of a Digitalization agenda?

 

RESPONSE TO SCOPE OF DIGITALIZATION

 

Rather than listing off a random set of possible digital technologies to frame the scope of digital, I set out the key elements of my digital framework which also incorporates infrastructure and work processes areas as integral to a digital game plan.

 

Question 2 — Business Impacts

 

How do you see Digitalization impacting Major Projects in the Oil and Gas Industry? What are your thoughts on the impact on key Capital Project areas?

 

RESPONSE TO BUSINESS IMPACTS

 

Oil and gas capital projects have slipped backwards in terms of productivity gains while most other industry sectors have advanced. At the LNG18 event in Perth in 2016, Shell presented their analysis which shows oil and gas capital has declined in productivity by 25% over the preceding decade whereas most other sectors had gained. The upside for capital is to capture this loss of productivity, and to catch up with other sectors (leading to an outsized gain potential).

 

Oil and gas spends hundreds of billions per year in capital. The IEA estimates that oil and gas stands to gain a minimum of 20% productivity improvement and 20% cost reduction through digital. The opportunity is in the range of $100B in cost savings, and $100B in capital avoidance. Substantial carbon emissions stand to be avoided. Every aspect of the capital cycle is able to leverage digital tools to capture these savings.

 

I contributed to a confidential government study in Australia that set out to understand how the competitiveness of their LNG sector could be improved. The modelling showed that a 25% reduction in schedule (from 4 years to 3, for example), would reduce the break even cost of a typical project by $1 per million British thermal units (MMBTU) for 20 years. To give a sense as to what this means, a 9 million ton LNG plant ships 441 trillion BTU per year. Do the math.

 

CAPITAL STRATEGY

New securitisation technologies (distributed ledger) could be used to transform capital access, and create a new capital asset class. New government crypto currencies (China, EU) may allow for capital market access that avoids US banking system and related sanctions abilities.

 

RISK ANALYSIS

Advanced ML tools can provide much better predictability to underlying volatile commodity assets (currencies, carbon, hydrocarbons, cement, steel, etc). See company Complete Intelligence. Better predictability to commodity risk can lower project capital costs and improve purchasing strategy.

 

SCHEDULING AND PROJECT CONTROLS

The industry routinely produces digital twins of operating assets, but how about creating a digital twin model of the schedule? Another possibility is the use of game tools to create the “game” equivalent of a capital project (see Real Serious Games), used for schedule tuning and post build auditing. Cloud computing can help create deeper virtual environments that span entire supply chains, not just one link at a time, so that schedule and carbon impacts can be visible.

 

ENGINEERING

It’s practically here, but the use of robotic tools to automate routine engineering work is still nascent. Data visualization tools can assist with engineering reviews (see Vizworx) across disciplines and suppliers, provided data is normalized. Open data standards can enable industry cooperation (see OSDU). Deeper virtualisation of teams working across time and location boundaries is enabled by cloud computing, digital twin tools, collaboration systems (zoom, slack). Finally, blockchain tools can be used to capture document versions, protect IP.

 

CONTRACTING

Some companies already use AI to read/interpret contracts, flag areas for review. Bot technology can then conduct alerts, notifications, payments using blockchain interface (smart contracts).

 

PROCUREMENT

The industry can leverage entirely new supply models for common procurement (see The IronHub). Blockchain technology can be used to track carbon content and asset provenance throughout the supply chain during sourcing, fabrication, and mobilization.

 

ON-SITE EXECUTION

There are already examples of robots being used on project sites to facilitate work execution—drones for visual inspections in both aerial and subsea applications. Advanced measurement tools are starting to close the gap between engineering and fabrication (see Glove Systems), which is handy when fabrication is modularised and distributed to multiple global shops. Leading companies create the digital twin of civil site works (see Veerum), allowing for continuous monitoring of site performance, and analytic tools to improve execution, reduce carbon. Safety analytics can identify and predict emerging safety hazards.

 

DIGITAL COLLABORATION

Large projects will leverage cloud computing to enable single source of truth about capital projects.

 

WORKFORCE MANAGEMENT

With most workers now carrying one or two supercomputers on their person, industry can now bring valuable data directly to the worker. Two-way collaboration using cameras and audio can connect workers to supervisors, sites to suppliers, builders to engineers. Game tools can be deployed to show individual performance (safety, time on tools) compared to team, shops, fabricators, best teams, best practice (See EZOPS).

 

MATERIAL MANAGEMENT

Blockchain technology is already in use in supply chains to provide for track and trace of materials in support of warranties, product specifications, certifications (see Finboot) to tighten compliance.

 

Question 3 — Longer Term Impact

 

How do you see Digitalization impacting the overall Oil and Gas Industry over the next 10 years?

 

RESPONSE TO LONGER TERM IMPACT

 

In my book, I set out the substantial headwinds to the oil and gas industry (decarbonization efforts, capital constraints, talent shortfalls, environmental activism, competitive alternatives for transportation). Digital innovations are the only known solution that addresses these cost, productivity and carbon concerns simultaneously.

 

Technology companies supplying the industry are already rapidly adopting digital tools to stay competitive. Brownfield assets are going to slowly adopt digital tools because of operating constraints (short outage windows to make change, management of change process). Capital projects have the opportunity to drive change precisely because they are greenfield, and specifically the short duration capital cycles in unconventional areas.

 

Over the next ten years I expect to see some oil and gas companies distinguishing themselves with new business models that are digitally led. With its substantial spend, oil and gas companies could become one of the leading advanced digital technology industries globally.

 

Question 4 — Key Drivers for Digital

 

What do you see as the key drivers and value areas behind a Digitalization program?

 

RESPONSE TO KEY DRIVERS FOR DIGITAL

 

There are many drivers for digital innovation, but here are four that are at an industry level.

 

TALENT.

The industry is at risk of becoming unattractive to talent (the Greta Thunberg effect). People in oil and gas are falling behind in companies that are falling behind in an industry that is falling behind. Digital tools can make junior resources as productive has highly experienced, as well as make the industry more “high tech” and attractive as an employer.

 

CAPITAL MARKET ACCESS.

Capital markets are shut off to much oil and gas investment. The top 7 largest companies by market cap are all digital (Amazon, Facebook, Alphabet, Apple, Microsoft, Tencent, AliBaba). Oil and gas has shrunk from 15% of NYSE to less than 5%. Apple alone is now larger than the combined oil and gas majors. Capital markets need to hear a thoughtful strategy about how the industry is embracing digital innovations.

 

CARBON MITIGATION.

The EU Green deal is driving carbon neutrality targets for oil and gas (see BP, Shell, Repsol). Oil companies and their supply chains will be unable to access markets without thoughtful carbon gameplan (track, measure, monitor).

 

COST AND PRODUCTIVITY.

Oil and gas spends hundreds of billions per year in capital. The IEA estimates that oil and gas stands to gain a minimum of 20% productivity improvement and 20% cost reduction through digital. The opportunity is in the range of $100B in cost savings, and $100B in capital avoidance. Substantial carbon emissions stand to be avoided. Every aspect of the capital cycle is able to leverage digital tools to capture these savings.

 

Question 5 — Biggest Challenge

 

What is the biggest challenge at implementing a Digitalization strategy?

 

RESPONSE TO BIGGEST CHALLENGE

 

As I see it, digital is not a ‘technology’ opportunity. It is a culture change opportunity. Oil and gas tends to view digital as something to purchase (buy and do digital), rather than as a lever to drive behaviour change (to be digital). Oil and gas companies underinvest in the necessary change management actions to create the conditions for digital success.

There is an inadequate amount of training on the digital basics for the front line workers who need to embrace this unknown technology. A reliance on engineering water fall methods of work instead of agile methods undermines the speed by which digital change can take place. By underinvesting in the user experience side of change, and placing the asset at the center of digital efforts, the industry increases the resistance to technology.

 

Question 6 — Foundational Capabilities

 

What foundational capabilities do you feel need to be in place for O&G companies to fully exploit Digitalization?

 

RESPONSE TO FOUNDATIONAL CAPABILITIES

 

I cover much of this in my book. For example, IT and OT need to be merged into a single organization. Systems need to be cloud enabled as much as possible. Enterprise solutions (SAP, Maximo) need to be upgraded to their digital versions (so that they do not block other digital efforts). An experimentation capacity to run digital trials must be in place. Funding for digital investments must be in place. Clear expectations for achieving desired outcomes (cost, productivity), must be expressed. Methods for doing work must follow agile principles. Better connections to the digital start up ecosystem should be in place.

 

Question 7 —Investment Candidates

 

Have you seen any Digitalization initiatives that should be carried out collectively or would be more effective if adopted in a common way across the industry (including the supply chain)?

 

RESPONSE TO INVESTMENT CANDIDATES

 

OSDU is a powerful illustration for enabling sub surface data management and exchange to accelerate the adoption of digital in the upstream. Something like this for capital projects would be valuable. The OOC is demonstrating the power of community of collaboration to drive blockchain-enabled initiatives forward.

 

CLOSING THOUGHTS

 

Building assets that last 20 years or more is just the first step in their lifecycle. Digital efforts in Capital Projects should enable must faster and more graceful commissioning and handover. For example, CSA Z662 and PHMSA 192 set out the new materials tracing for linear infrastructure (tubular, pumps, fittings, flanges) which can only be achieved by deploying digital in the capital project. Poor quality data about installed infrastructure destroys up to 40% of value in a transaction (and that data is largely generated and collected during capital spend).

 

The sooner the industry tackle capital project efficiency the better.

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QuickHit Visual (Videos)

QuickHit: Oil companies will either shut-in or cut back, layoffs not done yet

We continue discussing oil companies this week with Tracy Shuchart, who is a portfolio manager and considered as one of the leading experts on crude trading. Tony Nash asked who is trading oil these days, why the oil went negative, and when can we see a bit of recovery for the industry? Most importantly, will layoffs continue, and at what pace?

 

The views and opinions expressed in this QuickHit episode are those of the guests and do not necessarily reflect the official policy or position of Complete Intelligence. Any content provided by our guests are of their opinion and are not intended to malign any political party, religion, ethnic group, club, organization, company, individual or anyone or anything.

 

Show Notes

 

TN: Hi everyone. This is Tony with Complete Intelligence. We’re here doing a QuickHit, which is one of our quick discussions. Today, we are talking with Tracy Shuchart, who is a portfolio manager with a private equity fund and she is one of the foremost experts on crude trading. We’ve had a number of conversations with her already, and we’re really lucky to get a little bit of her time today.

 

Tracy, just a few days ago, I was talking with Vandana Hari, who was formerly a Research Scholar at Platts and knows everything about energy. She was telling me that there are three to four months of crude oil supply, and that’s the imbalance that we have in markets right now. That’s why we see WTI at less than 20 and these really difficult price hurdles for people to get over. Can you tell us who’s trading crude oil right now? Is it mom and pops? Is it professionals? What does that look like? And also, what will have to happen for those prices to rise, generally?

 

 

TS: Right. Right now, the USO had to get on the prep-month contracts.  

 

TN: Sorry, just to clarify for people who aren’t trading ETF’s. USO is a broadly traded energy ETF, and they’ve had a lot of problems with the structure of the futures that they trade. So they’ve had to push back the futures that they trade from the front month, which is the nearest month that’s traded to further back in a channel in hopes that the value of crude oil in the further of months trades higher than the current one. So they’ve done a lot of reconfiguration over the last few weeks. So sorry. I just wanted to explain that.

 

 

TS: That’s okay. They’re out of the front month. Bank of China just had a big problem when oil prices went negative. They had a lot of money in the front months. They’re out.

 

Most retail brokers are not allowing regular retail to be traded in the front couple months actually. All that you have trading front months are the big funds, anybody who’s been hedging and then maybe a bank or two. But it’s definitely not retail that’s in there, and there are a lot of big players now that are not in there.

 

When we get towards expiration, the problem is that most of the funds are pretty short and most of the hedgers are pretty short, and the banks are on the opposite side of that trade. But when we come to expiration, what I’m worried

about again is we’re going to have a no-bid scenario. We’re going to have that vacuum once again. You’re not going to have any natural buyers there.

 

 

TN: Okay. So the WTI traded in the US goes negative, but the WTI traded in London on the ICE doesn’t go negative.

 

 

TS: They just decided not to let that contract go negative. The difference between the contracts is the CME Group contract is physically deliverable, right? And ICE contract is a cash-settled contract. So they’re not going negative, but CME allowed this contract to go negative.

 

And they actually put out a notice about five days before that they were going to start letting some contracts go negative. This wasn’t a total surprise, as soon as I saw that, I thought it was going to go negative.

 

 

TN: Both you and I have told stories about how we had friends who wanted to trade. Like I had a couple of friends who wanted to triple long Crude ETF a week and a half before it went negative, and I said, “please, please don’t do that.” So grateful that neither of them did that because it could have been terrible.

 

So how do we clear this? We’ve got three-four months of oil just sitting around?

 

 

TS: If you talk to most of the big trading houses in Switzerland like Vitol, Trafigura, etc., basically their base case scenario, and they’re physical traders, their BEST scenario is it’ll be September before we get some sort of hints of a balance left.

 

So what is going to happen? There are either two things. We’re going to fill up storage, and then producers literally won’t have to shut it. There’s nowhere to put it, so they literally have to do what I call forced shut-ins. If you don’t want to shut-in, the market is going to force you to do that. That scenario is going to happen. Or we’re going to get a scenario where people decide to voluntarily cut back. Just look at the backend like CLR, Continental Resources just did that. They shut in about 30 percent of their production on the back end, and I think there’s about thirty-five to forty percent now that’s shut-in. And there are some other basins where that’s happening as well, in the Permian, etc.

 

 

TN: So that’s mostly people in the field they’ll probably let go. Will we see people at headquarters? Those CEOs or only those workers in the field?

 

 

TS: I think you’re going to see a broad range of layoffs. It’s already happening. You’ve already seen companies lay off a bunch of people… Halliburton’s laid off. Everybody’s laying off people. And they’re not just laying off field workers as they’re shutting rigs down, they’re cutting back on their office help, too.

 

And with the shutdown, it’s even more worrisome because maybe they figure out that, “we definitely don’t need this many people,” and all these people working remotely.

 

I don’t think that the layoffs are done yet. We’ve only had a couple of months of low oil prices. If this continues for another 3-4 months, we’re definitely in trouble.

 

 

TN: So is this time different? I mean if we were to stop today, and let’s say things come back to 30 bucks tomorrow, which they won’t. But if it stopped today, would the oil and gas industry look at this go, “Thank God we dodged that bullet, again?” Do they just go back to normal like nothing happened? Or if it were to stop today, would they say “Gosh, we really need to kind of reform who we are. Focus on productivity and become a modern business?” How long does it take for them to really make those realizations?

 

 

TS: I think what’s going to have to happen, which may not happen, is the money runs out, right?

 

So first, you had to ride the shale boom. All these banks throwing money on it. After 2016, things were easing up. So private equity guys got in there, and they threw a bunch of money at it. Basically, these guys are going to keep doing what they’re doing as long as they have a source of equity and a source of capital thrown at them all the time. As soon as that dries up, then they’ll be forced to delete and go out of business. We’re already seeing that happen. We’ve had over 200 bankruptcies just in the last four years alone, and this year we’re starting high. So they’re either going to go out of business — Chapter 7s, not 11s. And the thing is that with the big guys, like Chevron and Exxon that just entered into the Permian, they’re just waiting to chomp on some stranded assets.

 

So again, what it’s going to take is the money’s got to dry up or they go out of business. That’s the only way I really see them changing.

 

 

TN: Yeah and we’re just at the beginning, which is really hard to take because it’s tough. So Tracy I’d love to talk for a long, long time, you know that. But we’ve got to keep these short, so thanks so much for your time. I really appreciate your insights. We’ll come back to you again in another couple of weeks just to see where things are. I’m hoping things change. But I’m not certain that they will. So, we’ll be back in a couple of weeks and just see how things are.

 

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QuickHit: There’s no going back for O&G sector jobs

In this week’s QuickHit episode, we have Vandana Hari, CEO and founder of Vanda Insights. She has 25 years of experience in the oil and gas and we asked what she expects to see happening in the near future. Will the oil industry recover, and when? Will bankruptcies and layoffs in big oil firms continue? And what can these companies and the government do to prevent the worst from happening?

 

We also discussed the oil and gas industry in the previous QuickHit episode on what companies can do right now to win post-COVID.

 

The views and opinions expressed in this QuickHit episode are those of the guests and do not necessarily reflect the official policy or position of Complete Intelligence. Any content provided by our guests are of their opinion and are not intended to malign any political party, religion, ethnic group, club, organization, company, individual or anyone or anything.

 

Show Notes

 

TN: Today we’re joined by Vandana Hari of Vanda Insights. She is one of the top energy market experts in the world. Can you tell us a little bit about your firm and what you do?

 

VH: I have been looking at the oil markets for 25 years now. I started my firm Vanda Insights, which provides global oil markets macro analysis about 4 years ago. Prior to that, I worked with Platts, which is a very well-known name in energy commodities. I looked at the pricing of crude, refined products and various other energy commodities. I covered news and analysis.

 

TN: Great. So it’s obvious why you’re here. Crude markets are in crisis. The big, big question is how long are we in this kind of sub $20, sub $30 zone? Generally, what’s your expectation for the length of that super depressed pricing?

 

VH: It’s certainly not going to be a v-shaped recovery. As we speak Brent, a benchmark crude, is trading around $22 to $23 a barrel. US WTI, another benchmark, is trading around $12 or $13 dollars a barrel. Now where do I see these going?

 

As we look out into May, and I’m taking into consideration a couple of factors there. One is that we are starting to see gradual reopening of the economy in Europe, the worst-hit countries Italy, Spain, France, Germany, and then we have the US and as we were discussing offline, Texas is looking to reopen. Some of the other US states are going to reopen as well. The oil markets will have a very close eye on these re-openings because they have the answer to demand revival. We are coming out of an unforeseen, unprecedented trough in global oil demand close to 30%–30 million barrels per day–of global oil demand has been destroyed. How does this go into May?

 

I’m expecting a very extremely slow gradual revival. There may be a bit of an impetus and upward boost to oil prices from a gradual reopening. Nothing like what we are seeing in the stock markets, though. I think that’s where stocks and stock markets and oil are going to decouple and have already started to decouple from what I can see.

 

The other element is going to be supply. So OPEC and non-OPEC alliance of 23 members. 20 out of those 23 have committed to reducing production collectively by about 9.7 million barrels per day for May and June. Now typically, that sort of an announcement, which happened back on the 12th of April would have in itself boosted oil prices. But this one didn’t. Now clearly it is seen as too little too late. Nonetheless, it will start mopping up some surplus. It’s just that it will again be very slow in giving any sort of positive signals to oil because remember, oil has to work through nearly three months of oversupply and an overhang. So the glut is going to take its time to disappear.

 

TN: It’s a demand problem, right? It’s a supply problem, but you do have lack of demand from the government shutdowns, and then there is supply continuing to come online. All of this issue, it makes me wonder bout the shale companies. I’m curious about shale and kind of privately held independent oil companies. But I also want to learn a little bit about NOCs, the national oil companies. If you don’t mind telling us, what is your view on shale? And how do you expect the NOC’s to fare after this? Do you think they’ll thrive? Do you think they’ll cut the fat? Do you think they’ll change at all, or do you think they’ll just continue to lumber along as they have for the past whatever 70 years?

 

VH: The one characteristic of this crisis is that the pain in the oil sector is being felt and will continue to be felt across the spectrum, all the way, from oil production to refining to logistics. And we can talk about logistics in a little bit as well, because that’s doing quite well now because of storage demand.

 

However, the pain is going to be felt all the way down to refining and retail. It’s also going to be spread across geographies. It’s going to be spread across the size and nature of companies, whether you are an oil major or an independent or an NOC.

 

Let’s talk about shale first. It’s not just the OPEC, non-OPEC enforced mandated cuts, but I am expecting to see major decline starting to happen in North America, in Brazil and perhaps in other places like the North Sea as well. What happens in the US is going to be key because it’s the biggest oil producer, thanks to the shale boom. Shale contributes nearly 80% of US oil production. What happens to shale is also going to hold the key to US energy independence in the future.

 

I also look at a couple of very key metrics in the shale patch. One is the weekly rig count that I monitor from Baker Hughes. The other one is a weekly count of the fracturing fleet. So in the hydraulic fracturing, it is far more jaw-dropping decline in numbers that have seen. 70% drop in the frat fleets currently versus the start of this year.

 

What all of that tells me, and we’ve done some number crunching of our own, is we expect to see close to a million barrels per day of decline in June going up to 2 million barrels per day in July. That’s something that the oil market is not quite factoring in yet. Let’s remember that shale bounced back phenomenally after the 2014-16 downturn. That’s the impression that the market has. That shale may be down on its knees, but it will bounce back. But this time, I think it’s going to be very, very different. It’s going to be nothing like a bounce back.

 

As far as national oil companies are concerned, I look at them quite closely sitting here in Asia, they are a breed in themselves. A lot of them are lumbering giants, very slow to change. Most of them are directly controlled by the government or have majority state ownership.

 

Now, one of the things that I have noticed that is going in favor of the NOC’s, especially in Asia–countries like India, China, even places in Southeast Asia–is that they have a captive, domestic, fast-growing market. These NOCs also tend to be vertically integrated, so and more often than not, Asia is a net importer of crude. They have giant refining operations and relatively less upstream or oil and gas production operations.

 

Refining is also getting hit in the current downturn. What we see refiners doing, which includes these NOCs of course, are they’re cutting back out. Port refining margins are terrible. They have gone into negative for a lot of the major products. How will the NOCs survive this? I think they come out of this with a great deal of financial strain. We have to see to what extent they get government support. Some of the NOCs, unfortunately, especially in countries like Indonesia, also struggle with fuel subsidies. So those might fare even worse in the recovery mode. Overall, I think another transition that’s going to take hold for NOCs is the investment in technology: to be more efficient whether you’re producing or refining or retailing oil. And to be more environmentally-friendly with products.

 

TN: Do you think they’ll be more productive? Do you think they’ll invest in technology? Just across the board with oil and gas companies in general. Do you think they’ll actually invest in productivity or do you think they’ll just kind of hold their breath and buckle down like they have always done? Can they afford to do that this time?

 

VH: So when it comes to technology, specifically for cleaner energy, it tends to be driven more by regulation than by market forces or by just companies one day waking up and deciding “Hey, I’m going to be more environmentally friendly.” It just doesn’t happen that way, and that’s certainly true for NOCs. I think oil majors are under a slightly different kind of dynamic. We’ve seen, for instance, only in recent weeks, BP and Shell double-down on their commitment towards greener, cleaner energy. Of course, their feet are being held to the fire by their shareholders.

 

NOCs are in a very different environment. I think a lot will depend on to what extent governments in Asia re-commit themselves to the Paris Agreement, and are part of the global drive towards cleaner energy. We have seen in recent years visible, tangible air pollution has been a major concern in cities all the way from Delhi to Beijing.

 

TN: As we as we stop under COVID, you know, air quality has improved dramatically, right?

 

VH: Yes indeed. You have to think when people go back to the new normal, and they are out and about and the pollution levels increase, what will that do in terms of pressure on these companies? So overall, I think the pressure from the environment will remain, to adopt new technologies, to move towards cleaner fuels.

 

Pressure from oil prices to be more efficient may be the case for NOCs. I see that a little bit less, and they’ll have to just pick and choose basically, right? But your big question, where does the money come from? I think that remains a major, major issue. Will they be able to raise money? So we’ve seen in the latest crisis, a few oil companies that are well-regarded, oil majors have tapped banks and raised loans. What I would personally love to see is for these NOCs to come out there a little more aggressively, because after all, they will be back in favor, thanks to the captive market. So I’d love to see them raise money with bonds, bank loans, or whatever, because they will need money from outside. There certainly won’t be enough to dip into their pockets.

 

TN: Yeah. The national accounts from any of these countries can’t really handle it. So that’s a great point.

 

We’re running long, but I don’t want to stop this conversation. So normally, I’d cut this off. But let me ask you one last question, okay? I live in Houston, Texas, and oil and gas town. We’ve seen some layoffs. But we actually haven’t seen a lot yet. You don’t live here so, you know, you can give us an unbiased view of the energy sector. What do you expect, and it’s not just Houston, of course, it’s the energy sector globally. Are we at the midpoint of energy layoffs, are we early, are we late? I mean, how bad do you expect it to get?

 

VH: I think we are probably at the beginning of it. So we have started seeing bankruptcies in the shale sector. Well, to be clear, the bankruptcies in the shale sector accelerated even in 2019. Shareholders and lenders have been becoming disenchanted with the sector for a while. But I do expect bankruptcies to set a record unfortunately in 2020, perhaps spilling over into 2021 as well.

 

But when I look at the US energy sector, I’m also paying attention to a lot of news about the US government making a lot of noise about wanting to help the energy sector. So whether it be, opening up the Strategic Petroleum Reserve, allowing producers to store oil there or to giving them loans from the Fed’s Main Street Lending program. All of that, remains to be seen, and we’ve heard some ideas about banning or putting tariffs on OPEC crude and so on, which probably won’t happen. But I think some of these other measures will happen.

 

My concern is that for most companies, it will probably be too little too late. So I do expect a huge consolidation, and unfortunately a lot of layoffs. People will just have to reinvent themselves, learn new skills, because there may be no going back to oil sector jobs.

 

TN: I think you’re right. I think it’s a generational change. I think it’s a really tough time, and you know these people, it’s nothing they deserve, it’s nothing they’ve even done. But it’s just a very tough global situation where supply outweighs demand. It’s that simple.

 

So Vandana, this has been amazing. I haven’t done any of these interviews that are this long. I’m so grateful to get this much of your time. Thanks you and I’m hoping maybe we can revisit with you in a few months see where things are and take stock of what the future holds?

 

VH: It’s been my pleasure, Tony and I’d love to do this again and thank you to our viewers who’ve stayed with us all the way to the end. I hope it has been worth it.

Categories
Podcasts

In America, the economy sinks but markets surge. What gives?

 

BFM 89.9: The Business Station speaks with CEO and founder of Complete Intelligence, Tony Nash, to explain why the markets have surged and earnings seem resilient despite the US GDP falling to negative 4.8 percent.

 

Produced by: Michael Gong

Presented by: Noelle Lim, Khoo Hsu Chuang

 

Listen to the podcast, originally published in BFM 89.9.

 

 

Podcast Notes

 

BFM: We are talking to Tony Nash, the chief executive of Complete Intelligence on the American markets. Tony, thank you for talking to us. American GDP shrank by 4.8% overnight, the steepest fall since the last recession. What did you think of these numbers in terms of what you expected prior?

 

TN: It was a bit worse than many people thought. But it wasn’t as bad as it could have been. That was the thought that many people had, and markets tend to be looking forward. So looking at Q2, we now have big states like Texas and Florida and others that have started to open up fairly aggressively. So markets themselves are looking forward. And markets are looking pretty favorably on some of the opening up lines.

 

BFM: Fed Chair Jerome Powell is calling for more action from the government. What are the options and what do you hope to see?

 

TN: Well, there are options for more fiscal stimulus. The federal government could do things like an infrastructure plan. Two years ago, in his State of the Union address, the President talked about a $1.5 trillion infrastructure plan for the U.S. They could do something like that. The individual states, which really imposed a lot of these restrictions, they really haven’t had to pay up much aside from kind of the standard unemployment benefits.

 

So the states could pony up a bit more cash than they have. They’ve really been relying on the federal government to pay for this whole thing. And they haven’t really had any accountability for the decisions that they’ve made. So I think the states really need to pay up a bit in terms of fiscal stimulus.

 

BFM: The Fed has backstopped the corporate bond market in the fixed income market for some time. Obviously, you can see that exemplified in the six and a bit trillion dollars of debt on the balance sheet. Do you think they’ll come a time when the Fed backstops the equity market as well?

 

TN: I don’t know. There’s been talk about that, they’ve certainly done that in Japan and the BOJ owns a lot of the ETFs in Japan. I don’t necessarily see that happening in the U.S. because it’s a door that once you open, it’s very, very difficult to close.

 

It’s the same question with negative interest rates. And so these are activities that once you start, they tend to be very, very hard to stop. And most of the market observers don’t really want that to happen.

 

 

BFM: Q1 GDP came in minus 4.8 percent. But the consensus estimate of economist on Bloomberg reckoned there’s going to be a minus 26 percent drop in Q2. And even more astonishingly, I think a nine percent improvement in Q3. Do those two numbers strike you as a little bit extreme?

 

TN: Q2 seems a little underestimated, meaning I don’t necessarily think it’s going to be that bad. Q3? It’s possible it could be nine percent. I think given how negative it could be in Q2, you could definitely see a rebound like that. But that’s just a base effect in terms of the quarter on quarter growth. It’s not necessarily a dramatic year on year growth. In fact, year on year, that’s actually negative and a negative print. One would hope that if Q1 and Q2 are so bad that you would see a print that’s at least nine percent in Q3.

 

 

BFM: Yet markets charge ahead despite relatively bad macro data. What is this optimism based on?

 

TN: Seeing the states open, seeing some realistic plans being put together to do this, there’s a balance of doing it aggressively and carefully. I know that sounds a little silly, but we’re seeing some real push by Americans to want to open. So the state governments are going to probably do things a little more aggressively than they initially wanted.

 

There was some concern that Q1 earnings would be worse than they are. Meaning that companies may try to pack all their negative news into Q1 in hopes that Q2 will look slightly better. But sure, they’ve packed some of the negative news in Q1. But some of the Q1 earnings haven’t been as bad as people had feared. So markets are looking forward. And in the U.S., it’s a flight to safety.

 

We’re also seeing on a relative basis, U.S. markets perform fairly well as, say, non-dollar assets or overseas dollar assets come into the US.

 

 

BFM: Microsoft, Facebook, and Tesla all came out last night all the better than expected. Microsoft showing some picture of health in the corporate sector. Tesla, obviously, where car sales are concerned, then Facebook where the ad consumer market is concerned. Can we read this optimism into Q2 and possibly even into Q3?

 

TN: I think certainly Facebook and Microsoft, with people sitting at home, those two will probably do quite well in Q2. Tesla? I wouldn’t expect Tesla to do well in Q2. Auto sales have been way down in Q2. And with oil and gas prices as low as they are, the substitutionality effect of electronics from internal combustion engine cars, the incentive is not as high as it once was. So I don’t necessarily see Tesla’s performance to be better than expected. But then again, Tesla bulls are Tesla bulls. They’ll buy, and they’ll pump up the price regardless of how they perform in real life.

 

BFM: So you don’t expect this to be a broader momentum for the broader market?

 

TN: Anything focused on productivity, anything focused on virtual activity, will do very, very well. But things like car sales, again, they’ve been really difficult. Anything around entertainment or group, physical, in-person, entertainment, obviously, it’s just not possible or hasn’t been possible for those to grow. So those are going to be really, really hard for people to get optimistic about.

 

On the other hand, you’ve seen, energy firms actually performing really well today. The major oil and gas firms and U.S. markets performed really well. Part of that is on the back of gossip that the U.S. Treasury may come to the rescue with some preferential financing for American oil and gas firms. Whether or not that’s going to happen, we don’t really know yet. But that may come to pass, which may help some of these firms.

 

BFM: Talking about the oil industry, are there any structural changes they can make to improve their prospects of survival? Some of these oil majors that you spoke of?

 

TN: Oil and gas firms are incredibly inefficient. There are a lot of productivity changes the oil and gas firms could make, whether they’re NOCs, the national oil companies, or the private sector majors. Oil and gas workers tend to make a lot more than other sectors.

 

They tend to be more bloated, so there are a lot of productivity measures that can be taken. For NOCs, for the national oil companies, there can be more activities taken to make them more accountable than markets. And so I think in Malaysia, you’re lucky. Petronas performs pretty well.

 

But other NOCs don’t perform as well and you can see some major changes in terms of fiscal accountability. Assuming oil prices stay lower, accountability to the central governments and performance rather than the subsidies coming from central governments, as we’ve seen in the past, may come to pass in some countries if they can’t really afford to continue to subsidize these governments. Because, you know, we’re seeing the emerging market and middle-income country currencies come under a lot of pressure versus the U.S. dollar. If you’re seeing energy revenues decline and you’re seeing pressure on the currency, it’s really hard for some of these governments to subsidize their national oil companies.