Miami Mayor Francis Suarez: The Recipe for Creating America's Happiest City | All-In Live from Miami

Summary

Podcast Summary: “Miami Mayor Francis Suarez: The Recipe for Creating America's Happiest City | All-In Live from Miami”

Released on June 3, 2025 by All-In Podcast, LLC

In this engaging episode of the All-In Podcast, industry veterans Chamath Palihapitiya, Jason Calacanis, David Sacks, and David Friedberg host Miami Mayor Francis Suarez. The discussion delves into Miami’s remarkable achievements in becoming America’s happiest and healthiest city, strategies for tackling homelessness and addiction, economic policies fostering robust growth, innovative infrastructure projects, and the broader implications of regulatory reform for urban leadership.

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1. Miami’s Success: Happiness and Health

Francis Suarez opens the conversation by highlighting Miami's accolades as the "happiest city in America" and the "healthiest city in America."

• Key Points:

  • Formula for Success: Keeping taxes low, ensuring public safety, and embracing innovation.
  • Economic Growth: Miami experienced a 140% growth over nine years, supported by the lowest unemployment rate and highest median wage growth in the country.

• Notable Quote:

  • “The formula for success is simple. Keep taxes low, keep people safe, lean into innovation.” (00:12)

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2. Tackling Homelessness: Strategies and Outcomes

Jason Calacanis raises concerns about homelessness, particularly its connection to addiction, and seeks insights into Miami’s approach.

• Key Points:

  • Decline in Homelessness: Miami is at an 11-year low with only 546 unsheltered homeless individuals, complemented by a few thousand sheltered.
  • Future Goals: Mayor Suarez aims for “functional zero” homelessness, targeting zero homeless individuals in major American cities.
  • Innovative Approaches: Collaborations with charitable organizations to reunify families and renting homes to bypass building delays while providing wraparound services.

• Notable Quotes:

  • “We want to be the first major American city to have zero homeless. And we think we can get there.” (01:00)
  • “A vast majority of them are unfortunately [addicted].” (02:28)

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3. Addressing Addiction and Public Safety

The conversation shifts to the severe impact of opioids and methamphetamine on homelessness and city safety.

• Key Points:

  • Drug Epidemic: Over 80% of the homeless population struggles with addiction, with fentanyl exacerbating the crisis.
  • Crime Statistics: Miami has seen a dramatic decrease in homicides from 220 in 1980 to a historic low of 24 in recent records, emphasizing increased safety.

• Notable Quotes:

  • “Big part of the problem, Heroin or opioids.” (03:23)
  • “This may be the safest Year in the history, recorded history of Miami.” (04:57)

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4. Economic Policies: Low Taxes and Growth

Mayor Suarez elaborates on Miami’s economic strategies that underpin the city’s prosperity.

• Key Points:

  • Tax Strategy: Maintaining the lowest tax levels in Miami’s history while balancing the budget through cost-cutting measures.
  • Government Growth: Despite lowering taxes, the government size expanded by 200%, leveraging resources effectively to support economic prosperity.

• Notable Quotes:

  • “Keep taxes low, keep people safe, lean into innovation.” (05:24)
  • “We grew from a $500 million government to a billion and a half dollar government while lowering taxes.” (06:01)

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5. Innovation and Infrastructure: Private Sector Partnerships

The discussion highlights Miami’s collaboration with the private sector to drive infrastructure projects efficiently.

• Key Points:

  • Brightline Project: A privately built transportation line praised for its effectiveness and swift implementation.
  • Transportation Innovations: Efforts to integrate micro-mobility options like scooters and exploring advanced solutions such as underground boring systems and eVTOL (electric Vertical Take-Off and Landing) vehicles.

• Notable Quotes:

  • “That's a private sector project that was done by company. We had a piece of it which was, we made it free for inner city residents to be able to use.” (09:50)
  • “All you did was just not get in the way.” (10:21)

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6. Regulatory Reform: Streamlining Processes

Chamath Palihapitiya and other hosts discuss the regulatory hurdles that stifle innovation in major cities, using San Francisco's restrictive policies as a case study.

• Key Points:

  • Regulatory Challenges: Excessive and outdated regulations impede the implementation of modern solutions, such as installing phone booths in offices.
  • Proposed Solutions: Mayor Suarez advocates for a cultural shift towards empowering employees to innovate and simplifying the permitting process through technology and legislation.

• Notable Quotes:

  • “Regulation is telling you what you can't do or how to do something. Innovation is to protect loss.” (12:23)
  • “It should be done instantly. I mean, it could literally be done instantly with a technology that we already have available to us today.” (13:16)

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7. Political Insights and Urban Leadership

Mayor Suarez shares his perspectives on political dynamics, governance, and the challenges faced by mayors in large cities.

• Key Points:

  • Political Alignment: Identifies as a Republican, emphasizing the importance of urban voters, Hispanics, and young voters.
  • City vs. State Politics: Highlights the difficulties Republicans face in winning urban areas while noting the decline of Democratic mayors in other major cities.
  • Leadership Experience: As a former president of the US Conference of Mayors, Suarez underscores the complexities of urban governance and economic development.

• Notable Quotes:

  • “Repubs are never gonna win Philadelphia. Right. Trump lost Philadelphia to Biden by 85%, but he lost Philadelphia to Kamala by 75%.” (17:10)
  • “Justin is a young, dynamic guy who's smart, not super partisan, cares tremendously about a city.” (19:11)

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8. Future Outlook and Personal Reflections

In the concluding segments, Mayor Suarez reflects on his accomplishments, potential future roles, and the balance between public service and personal life.

• Key Points:

  • Legacy Projects: Takes pride in initiatives like the Brightline and plans for Miami’s infrastructure.
  • Future Ambitions: Open to national roles such as U.S. Ambassador but currently focused on leading Miami.
  • Work-Life Balance: Emphasizes the support from his staff and the fulfillment derived from serving as mayor.

• Notable Quotes:

  • “I live a very blessed life. I'm the mayor of the best city on the planet.” (21:10)
  • “I wake up early in the morning, I go to bed late and I carry their problems, their hopes and their dreams in my soul.” (21:10)

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Conclusion

Mayor Francis Suarez’s insights offer a comprehensive look into Miami’s strategies for achieving economic prosperity, public safety, and innovative growth. His emphasis on low taxes, efficient governance, and private sector collaboration serves as a potential roadmap for other cities aiming to replicate Miami’s success. Additionally, his perspectives on regulatory reform and political dynamics provide valuable lessons for urban leaders navigating the complexities of modern city management.

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This summary captures the essence of the conversation between the All-In Podcast hosts and Mayor Francis Suarez, highlighting the key topics and notable insights discussed throughout the episode.

Transcript

[Jason Calacanis]

43Rd mayor of Miami, served two terms since 2017, and his tenure is going to end in September because he's term limited. Although I hear these days that's flexible. Please welcome Francis Suarez.

[Francis Suarez]

We were ranked the happiest city in America, the healthiest city in America. The formula for success is simple. Keep taxes low, keep people safe, lean into innovation.

[Jason Calacanis]

How are things going in Miami? Obviously, you know, we talked to you a couple years ago when we had our first all in summit here and you had a no nonsense approach that you thought was going to work with the homeless challenges that we're seeing. I think candidly, we discussed a large portion of the homeless problem in these major cities is an addiction problem. And giving a junkie a home doesn't exactly get them off the street. It just doesn't work. And you were one of the first people to say that plainly. How are you dealing with it? Has it gotten worse? Is it an intractable problem? Yeah, take us through it.

[Francis Suarez]

So in homeless specifically, we are at an 11 year low. We did our census, we do two census a year. We do one in January, one in the summer. And our January census had US at an 11 year low at 546 homeless, unsheltered homeless. In the entire city of Miami. We have a couple thousand sheltered. And I actually raised money on an annual basis as a mayor's ball. I did my mayor's ball last year and this year I'll be doing it on May 31st to end homeless. We want to be the first major American city to have zero homeless. And we think we can get there. We call it functional zero. And frankly, the strategy is not that complicated. You know, obviously there's a macroeconomic strategy. We have the lowest unemployment in America. We have the highest median wage growth in America. I lower taxes to the lowest level in history. And we've seen 140% growth in nine years. So the economy is robust. We were ranked the happiest city in America, the healthiest city in America. Frankly, if you're happy, you're healthy and you're working, you're probably not homeless. And then of course, we've done innovative things in the homeless space. We've worked with charitable organizations that help people reunify families if they live in other parts of the country. And also we rent homes so that we can get around the building process and give all the same wraparound services. But we sort of hack through that process.

[Jason Calacanis]

Those 500 individuals who are categorized as homeless, how many of them are suffering from mental illness and or self Medicating, addicted to drugs.

[Francis Suarez]

A very high percentage, I would say 80% plus. That's sort of anecdotal, but. And I've been out there, the streets. I'll be out there before my homeless ball. Now on May 31, I'm actually gonna spend a night out on the street. And when you talk to them, when you engage in them, a vast majority of them are unfortunately.

[Jason Calacanis]

Okay, so let me double click on that. This problem wasn't as acute before the super drugs. Meth, like the serious. The really serious ones they're making now. Fentanyl and fentanyl.

[Chamath Palihapitiya]

Right.

[Jason Calacanis]

This combination seems to be. We had people addicted to heroin like Miles Davis and like Philip Seymour Hoffman, who produced incredible art and were addicts for 30 years, and they went in and out of it. But this drug is pernicious, different, deadly, super addicting. How much of the problem are those two drugs specifically? If you double clicked on it, a.

[Francis Suarez]

Big part of the problem, Heroin or opioids.

[David Sacks]

He's asking for a friend, by the way.

[Jason Calacanis]

Yeah, I'm asking if you have a hookup.

[Francis Suarez]

Clearly. Clearly.

[Jason Calacanis]

No, but I'm being deadly serious because we had these homeless individuals in New York, you know, back in the day, in the 70s, 80s, they were kind of like hobos and vagavonds, not seriously addicted, suffering where they're folding over and curled up in a ball from fentanyl.

[Francis Suarez]

Well, to your point, I mean, meth and the opioids are incredibly addictive and they're very hard to beat. I mean, even people who are wealthy and get addicted to these drugs have a very hard time. The recidivism rate is very high. And so you just had Antonio on here a minute ago, and he was talking about immigration and the border. And one of the big problems with the border is that tens of thousands of people that die annually because of fentanyl that gets imported through China and through our border. And so there's a tie in, right, between federal policy and local policy. But for us, again, in 1980, during the cocaine era, different drug. We had 220 homicides. So you had drugs hurting people, but you had the business of drugs very much hurting people. Right. So we started recording homicides in 1946 in Miami. 1946, we had 32 homicides. From 1946 to today, the lowest number we ever had was 24. Last year we had 27.

[David Sacks]

Wow.

[Francis Suarez]

Okay. We had 220 in 1980. This year we're trending below the 24. So we may. This may be the safest Year in the history, recorded history of Miami.

[David Sacks]

Can you connect those thoughts? Like, I think. I think when people think about social policy, everybody confuses the correlation and causation. Yeah, but you've been in the seat now for a long time.

[Francis Suarez]

Yeah.

[David Sacks]

So you've seen what hasn't worked, what has worked, what maybe has been correlated. But if you had to sort of like lay out the roadmap for other cities, but frankly for other states, the rest of the country. What's the roadmap? The Francis Suarez roadmap.

[Francis Suarez]

The formula for success is simple. Keep taxes low, keep people safe, lean into innovation. Right.

[David Sacks]

Can we just double click into those?

[Francis Suarez]

Of course. So I can double click on each one of them.

[David Sacks]

Let's take the other side of these things just to help the conversation, because I believe in them, but let's try to steel man the other side.

[Francis Suarez]

Sure.

[David Sacks]

Keep taxes low. What people say, if you look at California and if you look at New York, what they would say is we have a duty to invest in the social services and the infrastructure to support everybody that isn't necessarily as well off or didn't get the right side of luck. And we need to raise taxes in order to generate the revenues to fund that.

[Francis Suarez]

My counter argument would be government is not a good purveyor of those services. It's not an efficient purveyor of those services. Just to double click. Right. I lowered taxes to the lowest level in history, and I took the city in 2009 as a councilman out of bankruptcy. So I got it in bankruptcy. We decided, this is sort of the doge before doge. We decided not to raise taxes, we cut costs. We didn't let anyone go. But we had tiered salary cuts, pension reform, and we balanced our budget. And we had 10 years of prosperity. And that prosperity led to a tripling of the size of our government. So we went from a $500 million government to a billion and a half dollar government while lowering taxes. So we grew 200%. Right. So the resources that we had to dedicate to these actually went up even though taxes went down. And then, you know, when you have a place where there's prosperity and where people are investing and where people are employed, they're obviously not. There's not as many social problems. So they're not out there killing people, they're not out there hurting people. So the 1980s, we had, you know, we were one of the murder capitals of America, and we're now one of the safest big cities in America. And then I think you know, the how can I help? Moment that you guys are all familiar with was this juxtaposition with what American cities were doing, right? Famously, New York competes for and wins the Amazon HQ2 prize, right? And then rejects it.

[David Sacks]

Rejects it, yeah.

[Francis Suarez]

And also famously, in California, you had a. I guess it was a legislator that said, F elon Musk.

[David Sacks]

Yeah, Elena Gonzalez.

[Francis Suarez]

Exactly. And. And he replied, message received, and he left.

[Chamath Palihapitiya]

And then she went to run a union, right, where she ended up.

[Jason Calacanis]

Yeah, I think she went to work for a union.

[Chamath Palihapitiya]

She's the CEO of one of the big unions now.

[Francis Suarez]

But the issue is, what I tell people is, look, it's bad enough to kick out a trillion dollar company from your city or the richest person arguably in the world from your city. But think about the signal. The signal to me is much, much greater, right? The signal is if you want to bring another headquarters or if you want to be another company. We just got FC Barcelona. Two days ago, we announced that FC Barcelona move their headquarters from New York to Miami, right? Every single day. We announced $900 million of loans and two projects in the last two days. And two buildings, our stadium, our Inter Miami stadium. We have the FIFA World cup headquarters for 2026 in the world, right? So, I mean, this formula for success would seem simple. Other cities are getting it wrong completely backwards, right? Their taxes are high, it's not safe. And they're not leaning into. They're rejecting innovation.

[David Sacks]

Are there downsides to growing this fast? Like, are there things that have to keep up that are harder to change, like building code, housing density, those sort of cost of living things? Like, have those. Have you guys been able to drive reform there? Or is that not where you want it to be?

[Francis Suarez]

So Ken Griffin recently was interviewed in a Fireside chat like this and said, I'd rather have the problems of success and the problems of failure. And so there's no doubt that there are problems that stem from success, right? And housing prices, we had a tremendous amount of inflation in the last administration, and you sort of couple that with hyper demand here in Miami and you get hyperinflation, right? So housing costs have certainly gone up significantly. And we do everything we can to leverage public dollars and public assets like land to try to build projects at a 15 to 1 or 20 to 1 leverage rate. So for $100 million invested, we'll get $2 billion worth of projects. There's a 5 million, you know, 5 million housing shortage across the country. And Miami has its fair share just like any, any other major city traffic I know none of you guys have experienced any bad traffic this last few days, right?

[Chamath Palihapitiya]

I was in the car 2 hours and 40 minutes going over to that.

[Francis Suarez]

I'm not going to, I'm not going to tell you how far along we are with a boring company on trying to find underground boring systems or with some of the evtol companies that we're working with. But I do think that transportation generally has to sort of turn the page from, you know, last generation's archaic solutions to that train.

[Jason Calacanis]

What do you call it, the Sunshine Line or something?

[Francis Suarez]

Bright line.

[Jason Calacanis]

Yeah, the Bright line. Yeah. How did you get that done so quick? And everybody says it's the greatest thing ever.

[Francis Suarez]

That's a private sector project that was done by company. We had a piece of it which was, we did a piece from, with Trirail to bring it into the station. And when we did that piece, we made it free for inner city residents to be able to use. So it was something that I was very proud of, was part of my legacy.

[Jason Calacanis]

So a private company built it.

[Francis Suarez]

Correct.

[Jason Calacanis]

You gave them the right of way? How many?

[Francis Suarez]

They bought the right of way. So it was totally private. So look, we have micro mobility options that are private, like scooters.

[Chamath Palihapitiya]

So all you did was just not get in the way.

[Francis Suarez]

Exactly. Shocking, by the way.

[Jason Calacanis]

Wow, what an idea.

[Chamath Palihapitiya]

Let me.

[Francis Suarez]

Yeah, yeah.

[Chamath Palihapitiya]

Let me ask you how, how.

[Francis Suarez]

It's like the Hippocratic oath. Do no harm, do no harm.

[Chamath Palihapitiya]

How can mayors address. They come into office with a reform motivation and they're elected on, hey, we've got to, we don't have what, what Miami has. We got to fix this. We got to get the city working again. We got to attract business, we got to track growth. And they inherit this regulatory morass, this massive infrastructure like San Francisco. Recently, I got all caught up in the fact that you can't put these phone booths in your office. A lot of startups, I don't know if any of you guys have these phone booths. You gotta have someone go in and make a call. You put the phone booth in. And all my startups, all the companies.

[Jason Calacanis]

I've been involved in, you can't put one in San Francisco.

[Chamath Palihapitiya]

So you put these phone booths in and then you can go in and make calls. So when everyone's in an open desk configuration, but you gotta do a private call, you hop them in. Everyone loads up their offices with these phone booths in San Francisco, they're illegal. Turns out that you need to run. And there's a piece of paper which I was actually Going to tweet because it's insane. It's like three pages long. All the things you need to know about the phone booths that you want to put in your office, you got to get an architect review, an engineering review, a design review. You got to get sign off from the engineer. You got to submit the permitting fees. It gets reviewed by the city inspector's office. You got to design fire sprinklers that have to go into the phone booth.

[Francis Suarez]

It's nuts.

[Chamath Palihapitiya]

In case there's a fire in the phone booth, someone needs to put out the fire on the.

[Jason Calacanis]

That's hilarious.

[Chamath Palihapitiya]

Talking to some folks about, like, what are you going to do about this? But the mayor's kind of like, I don't know if there's enough action that I can take because it's in law, that there's all this kind of regulatory stuff. How do you advise mayors that are stuck with this sort of an environment? And this is not just San Francisco, there's a lot of big cities in this country that have books and books of this stuff. And we can talk about philosophically why this has happened, sociologically why this has happened, books and books of this stuff where the city can't get out of the way. What do the mayors do? And when you guys get together, is there any advice or are we stuck? What's the solution?

[Francis Suarez]

We're not stuck. I think it's cultural at some level. You have to inculcate a culture where you empower your employees to innovate and to deconflict. I think when people come to me with a problem, I say, look, first issue is if there's something that's blocking it that doesn't make any sense, why don't we just change it? We're legislators. What we do, we legislate so we can fix it. Maybe it happened, maybe it made sense 20 years ago, maybe it made sense 50 years ago, doesn't make sense today. Let's just change it. I think regulation is, is the other side of the coin from innovation, right? So regulation is telling you what you oftentimes, what you can't do or, or how to do something. Innovation is to protect loss. It's sort of a first principles thinking. We're, we want to do this right, we want to make this work. And I think I always, not always, but I regularly fall on the side of innovation. And I think you as a public official, frankly, who's elected by the people, really are the one that has to push the bureaucrats, the bureaucrat class, right? The bureaucrack class, they get very accustomed to saying no. They're risk averse. You know, they're not incentivized. Oftentimes there's no incentive structure that says, hey, if you innovate, you're going to get X or Y or Z. And then I think the third piece of it is artificial intelligence. I really feel that there's a breakthrough that's going to come. And it's not just in transportation. We're talking about EV tools and underground boring and all that, but I think in zoning codes and all that. It's going to be computer to computer. Right. So the codes are all straightforward. We have the same code for 15 years. Probably 97 or 8% of all known decisions have already been made under this code. So all you have to do is be replicated going forward unless the code changes and then you just change the coding and you make the decisions all over again. So it's not that complicated. You should be able to submit something. The computer should be able to spit it out immediately. If it needs changes, it should tell you what the changes are. A computer could look at that, make the changes and spit it back in. Right. And if you were to do that, you know, it takes to get a permit on a, on a home in most places in America or on a building in most places in America, you know, six months, nine months, a year, a year and a half. I mean, it's insane. It should be done instantly. I mean it could literally be done instantly with a technology that we already have available to us today. $100 billion business, by the way, in case anybody wants to talk about.

[David Sacks]

It's a great idea.

[Jason Calacanis]

It's a killer idea. I think some startups have worked on it too.

[Francis Suarez]

I know multiple that are working.

[Jason Calacanis]

Yeah. That work on the other side of it. Building on Freeberg's point, the two best proposals I heard about regulations and I'm curious if you could steel mill them or just how practical you think they are putting a time limit on regulations. So if you fought for some regulations around these phone booths back when. Phone booths. Superman changed his costume in them from the 60s and 70s back from that era. Maybe it lasts for 20 years and then it expires. Or you want to add two regulations to office space. Regulations, you got to take one off the books, you know. And those were the two proposals. I've heard some way of timing these out. Or if you want to add, you got to, you got to find something to take off. Are either those practical?

[Francis Suarez]

I kind of like the first one better. Than the second one. Because the second one, I mean, this sort of one for one. I mean, there's got to be a reason to do one or the other. Right? Okay. I like the first one better, actually. What we normally do in government is the opposite. What we do is we do what we call pilots. Right. So you'll do something that goes away very quickly. Right. In other words, you implement a piece of legislation, say, oh, we're going to do it for a year, let's test it out. Right. And it's a pilot, and then it goes away. I like what you're saying. In terms of, you know, a big part of regulatory culture can probably be phased out over a 15, 20 year period as being anachronistic. Right. It just doesn't.

[Jason Calacanis]

5% a year get reviewed. And the government's responsible for reviewing 5% a year for 20 years and they recertify it or.

[Francis Suarez]

Right. And then you have the ability to reimplement it if you think it makes sense. But I think what happens is you go back down to zero. You were asking and Tony. And I was, I was listening to the conversation because we did, we did it. Like I said, we had to cut our budget by 20% in one year. And. And part of the problem is budgeting is like layering. Right. It all layers on top of each other. Same as regulation. It layers on top of each other. So if you were to be able to strip it down in a mechanical way. Right. In an instantaneous way, as opposed to having to fight the structures. In our case, we were very lucky there was a state statutory vehicle that allowed us to implement the cuts. Otherwise we'd have to bargain for them in a union process. And obviously no one would ever bargain to cut their salaries or never bargain to cut their.

[David Sacks]

Nothing would have happened.

[Francis Suarez]

Nothing would have happened. We would have been bankrupt and then a court would have taken us over. We would have looked like a joke. And instead we cut costs and we survived and we thrived going forward. And by the way, my employees now love me. They were not happy the first couple of years when we did it, but now they, they, they. I don't even have to go to a union interview when I, When I run for office. They just support me right away.

[Jason Calacanis]

You want to be governor?

[Francis Suarez]

I don't think it's quite that simple.

[David Sacks]

I want to dunk.

[Francis Suarez]

I want to dunk. Yeah, I want to be able to dunk, too. Look, I think that I'm a republican, for those of you who don't know, and you know the President has already weighed in the Republican primary. I respect the president's perspective. I have a good relationship with Congressman Donalds. So I think politics is very circumstantial. We've talked about that a lot in the past. So, you know, things sometimes conspire in your. In your favor, sometimes things don't. Right. And I do think it is circumstantial. So I think you have to weigh the circumstances. You know, I ran for president because I had a thesis. The thesis was urban voters, Hispanics and young voters, if they went Republican, would favor the Republican candidate. Republican candidate would win. And they did. It just wasn't me. Right. It was a different candidate. But, you know, the president did a great job on podcasts. Right. Going on all these podcasts that, you know, the vice president didn't do. And he got young voters and he got urban voters. Look, Republicans never gonna win Philadelphia. Right. Trump lost Philadelphia to Biden by 85%, but he lost Philadelphia to Kamala by 75%. And that delta, the 75, 85, that 10% delta gave him Pennsylvania.

[Chamath Palihapitiya]

Yeah.

[Francis Suarez]

That's the election which was such a crucial state. Right. Like arguably the winning state. So, you know, Republicans are never going to necessarily win urban votes or the urban population centers throughout America. But you're also seeing, and I think it's important to note, you're seeing Democratic mayors lose across America. London Breed lost in San Francisco.

[Chamath Palihapitiya]

Yeah.

[Francis Suarez]

Tashara Jones lost in St. Louis. The mayor of Chicago, Lori Lightfoot lost on that point.

[David Sacks]

You were the. Or still are the head of.

[Francis Suarez]

I was. I was a president of the US Conference. President for a year and a half.

[David Sacks]

Okay. If we had to ask you, you can't live in Miami. You met all those mayors who. Where are two places that you think are actually well run, that aspire, you know, to do something great and have their shit together. Cities, take your time. Don't jump to an answer.

[Francis Suarez]

I'll say this, I'll tell you a mayor that I like. How about that?

[David Sacks]

Okay.

[Francis Suarez]

Justin Bibb. Justin Bibb is mayor of Cleveland. We got a couple of Cleveland people here.

[Jason Calacanis]

Apparently.

[Francis Suarez]

There we go. Justin is a good friend. I have a lot of friends that are mayors. I'm a mayor. You know, I love all my mayors because I was president of that institution. But I think Justin is a young, dynamic guy who's smart, not super partisan, cares tremendously about a city and we talk a lot about it because obviously Miami and Cleveland are a little different. Right.

[Jason Calacanis]

On the margins.

[Francis Suarez]

That's fair. And we joke about it. He Says, you know, I wish I had the kind of problems you have to go back to. Sort of the Ken Griffin quote, you know, they, they don't struggle with affordable housing. They got plenty of affordable housing because people don't necessarily want to live there. Sorry, Jay. I love you, bro. But. But it's true, right? It's kind of true. So. So he's dealing with economic development. He's dealing with, he wants to, he wants to be the Miami of Ohio in terms of getting investment, getting the tech community there, getting people, special people to move into his community and believe in his vision. And I think the company building is hard, as you guys know. You guys have built some incredible companies. Ecosystem building is even harder. Right. It's a thousand x harder than building a big company.

[Jason Calacanis]

I mean, companies take years into decades and ecosystems take decades into centuries. Yeah, it's two different.

[David Sacks]

Is there something that inside of the next gubernatorial campaign, let's say you don't run for governor. Yeah, that's a high impact job at the state level.

[Francis Suarez]

Not really. I get to practice and I have a private sector Life, have a 11 year old and a 7 year old. So I mean, if the president called me and said, you know, I want you to be the US Ambassador to, you know, a country that I have a passion to help, you know, in terms of the United States in terms of their relationship and world peace and things of that nature, which I think are high ROIs for, for the time investment and the financial sacrifice that you have to make, I would strongly consider it. But other than that, I mean, I live a very blessed life. You know, I'm the mayor of the best city on the planet, you know. Yeah. And I have incredible, incredible, incredible bosses. These are my bosses. I have the best bosses in the world. And they're constantly encouraging me, they're constantly cheering me on and I live and breathe for them. I wake up early in the morning, I go to bed late and I carry their problems, their hopes and their dreams in my soul.

[Jason Calacanis]

All right, give it up for Francis Suarez, your mayor.

[Heidi Roizen]

Thank you to our friend Francis Suarez, the mayor of Miami, for joining us on stage at our F1 event. And thanks to you, the audience, for tuning in. Give us a like a thumbs up, a subscribe, write a review, whatever you're into, maybe send it to a friend.

[Jason Calacanis]

If you want to come to our.

[Heidi Roizen]

Next event, it's the All In Summit in Los Angeles, fourth year for All In Summit. Go to all in.comevents to apply. A very special thanks to our new partner.

[Jason Calacanis]

Okx.

[Heidi Roizen]

The new money app. OKX was the sponsor of the McLaren F1 team which won the race in Miami thanks to Hyder and his team. An amazing partner and an amazing team. We really enjoyed spending time with you. And OKEX launched their new crypto exchange here in the us if you love.

[Jason Calacanis]

All in go check them out.

[Heidi Roizen]

And a special thanks to our friends at Circle. They're the team behind usdc. Yes, your favorite stablecoin in the world. USDC is a fully backed digital dollar redeemable one for one for USD. It's built for speed, safety and scale. They just announced the Circle Payments network. This is enterprise grade infrastructure that bridges the gap between the digital economy and outdated financial real estate. Go check out USDC for all your stablecoin needs. And special thanks to my friends including Shane over at Polymarket, Google Cloud, Solana and bvnk. We couldn't have done it without y' all.

[Jason Calacanis]

Thank you. So let your winners ride Rain Man David Sachs.

[Francis Suarez]

And instead we open source it to the fans and they've just gone crazy with it.

[Jason Calacanis]

Love you I the queen of quinoa.

[Heidi Roizen]

Besties are gone.

[Francis Suarez]

That is my dog taking it out of here your driveway oh man my.

[David Sacks]

Habit will meet me at we should all just get a room and just have one big huge orgy cuz they're all this useless it's like this like sexual tension that they just need to.

[Francis Suarez]

Release somehow what you're about.

[Jason Calacanis]

Your.

[Francis Suarez]

We need to get merch I'm going all in close.