Caller/Viewer (7:38)

Bill, Jim, greetings from Huntington, New York.

Jim Cramer (7:42)

Fantastic. What's going on?

Caller/Viewer (7:44)

Yes, hey, I'm a club member, big fan of the show and a second time caller.

Jim Cramer (7:49)

Oh, fantastic. Good to have you back.

Caller/Viewer (7:51)

Yeah, yeah, Jim, listen, back in the end of January I called in about a stock that had a rich valuation with little room for error and it was deemed a battleground stock. And at that time the stock had experienced a bounce and was up almost 12% from its December lows. In your opine you had suggested we should wait for a stronger re upgrade of the stock and to stay long. So what are your current thoughts and valuation and growth opportunities for Costco?

Jim Cramer (8:22)

Okay. Costco sells at 49 times earnings. That's where it's been 4749 for the last couple of years. It's never cheap, never ever cheap and it is always terrific. It's one of the longest owning stocks we have for the Travel Trust and believe me, when it fell down to below 900, that was the opportunity. When it hit 850, I was nervous like everybody else. It just kept going down. But boy, I think it's just sensational. Would I buy it right here? The answer is buy, buy, buy. Next week is one of the most important stretches of the year. So make sure you listen to what these companies have to say before you make any moves. They talk, you listen. I'm Amate is a major player in the natural gas boom in the US And I'm lear more about how the company is navigating the situation in the Middle east from the CEO. Then intel set a new all time high today after delivering a lights out quarter and I'm running through the numbers to see if this name has more upside ahead. And Major Food Group is the private player that owns world class restaurants like Carbone and Teresi. And tonight I'm sitting down with the chef and co founder. It's powering this incredible success story and real good food Staircramer.

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Jim Cramer (10:52)

What made you confident that you could do something that hadn't been done before?

Julia Boorstin (10:56)

I have no fear of failure.

Podcast Disclaimer Narrator (10:58)

Trailblazing women, changing the game One of

Mario Carbone (11:01)

my favorite pieces of advice. Think about what your boss's boss needs.

Julia Boorstin (11:06)

Leadership can look in many, many different forms. It really does come down to just trusting yourself.

Podcast Disclaimer Narrator (11:10)

Life is short and you just gotta think big to accomplish big things. Julia Boorstin hosts CNBC Changemakers and Power Players. New episodes every Tuesday, wherever you get your podcast.

Jim Cramer (11:29)

Earlier this week we got results from my favorite oil and gas company, Equity, one of the largest natural gas producers in America, sitting on massive reserves in Appalachia. And the numbers were outstanding. These guys are making a killing thanks to the endless demand for electricity from yes, you got it Data centers. So let's take a closer look With Toby Rice. He's the President CEO of Equity Corp. Mr. Rice, welcome back to bed, buddy. Hey, Jim.

Toby Rice (11:53)

Happy to be here.

Jim Cramer (11:53)

Well, Toby, I rejoice when I read your conference calls because you talk about what is. I wish our president, I know he likes oil and gas, but you're talking about the reliability, the reliability of what you make and what it means to our country and what it means versus the rest of the world. I'm going to give you the floor for a second because energy reliability turned out to be maybe the most important thing we've got going for us in terms of our domestic, really, security. Absolutely.

Toby Rice (12:22)

Let's, let's just think about the situation that's happening in Iran. We are going through a global energy crisis. And what does that mean for America? Well, internationally we've seen prices increase over 50%. They went up over $10 when this, when the Strait of Hormuz closed. Natural gas prices internationally in the United States, they went up 10 cents. What does that tell you? That showcases the value of American energy independence. We have safeguarded Americans from the price shocks due to geopolitical events around the world. That's what we know today. In the medium term, looking forward, the world is also recognizing that US LNG is the most reliable form of supply on the planet, hands down, produced in a peaceful region, backed by the world's strongest military. The world is going to be looking for more reliable energy. They're going to be coming to the United States. That's going to create a long term opportunity for this industry. You know, we're on path to take our LNG exports from 20 bcf a day today to over 30 bcf a day over the next five years. We have still 6 bcf a day of LNG offtake that's available from facilities that are looking to get started. And that with this demand coming to shore up that LNG offtake that could take us from 30 BCF a day closer towards 40, which is going to be a strong sense of demand for our product going forward. And it's going to replace international energy with American energy and that is energy dominance. That's a very exciting time right now as we're translating our energy independence into American energy dominance.

Jim Cramer (13:53)

Have you heard from companies from overseas who just say, listen, we have no choice, we got to come here? Is anyone come to you or any of the various politicians you've had, you have to deal with, say, you know what? We are starting to see actual inquiries from, from companies in Europe, from companies in South America. They want to Be here.

Toby Rice (14:12)

Yes. That has been a theme ever since the bombs dropped in Ukraine. We've seen a pull from four American LNG volumes. You know, Jim, I think it's really important just to compare that what's what's happened today compared to what's happened in the past with the Russia Ukraine situation and just see the role that American energy is playing in dampening the price impacts and providing more security for people around the world. You know, in this Iran situation or the Russia situation, in Both of those, 10 bcf a day of natural gas was pulled out of the marketplace. When the bombs dropped in Ukraine, price spiked to over $40. With this Iran situation, price increase only to $20. What's the difference? The difference is in Ukraine's situation, the United states was exporting 10 bcf a day. Now they're exporting 20 bcf a day. And the impact of our energy and the reliability that we bring to the mix is providing a tremendous amount of stability international prices. And that is only going to increase as we continue our ramp to unleash US lng. We are just getting started and we have a tremendous opportunity to continue to provide security for our allies around the world while also safeguarding Americans.

Jim Cramer (15:23)

Now I have to tell you, I feel that the inflation statistics are overinflated in our country. And one of the reasons I do is because I'm looking at the actual price of natural gas, the equivalent when it comes to oil. This is a story of deflation.

Toby Rice (15:40)

Absolutely. You know, I got into this business 20 years ago, Jim, and I was looking, I was selling gas for $3. Today we're selling gas for $3. Name another product in this world that has been able to see the cost effectiveness and what's driving that. The greatest industry in America. We've seen a tremendous amount of innovation that's taking place in this industry. We've seen a 20 fold increase in the productivity per rig in this country. And that's the innovation that's driving the energy that we produce to make it cheaper, make it cleaner, make it more reliable, and the opportunity for natural gas is even bigger. While a lot of people will say that our ability to increase our oil production may be challenged for natural gas, it's a completely different story. You look at the fact that during the shale revolution, about 80% of the rigs were drilling in the oil side, only 20% of the rigs were developed in the natural gas area. And when we look at that resource that we've discovered but not yet drilled, we have an opportunity in natural gas to create 60 bcf a day of natural gas surplus. Now that's going to require a $4 gas price, which as you mentioned, is incredibly affordable. $4 natural gas is the energy equivalent of 50 cent per gallon of gasoline, just to speak to how affordable this energy is. And that amount of energy is going to be like adding a Saudi Arabia worth of energy, over 10 million barrels a day of clean energy. It's going to be a decarbonizing force. It's going to be a force to bring energy security to our allies and Americans. And it's something that we're just getting, we're really, really starting to get moving on realizing the full potential of this tremendous resource for this.

Jim Cramer (17:12)

I would think that I could come to you literally, let's say a thousand caterpillar engines. I say just Toby, let me plug in to your natural, one of your natural gas fields, give me some pipe, and I can build a data center quicker and faster than any of the things that you would get with a natural gas turbine or certainly nuclear power. Could I do that? Could I call you? So I got a thousand caterpillar engines and I want to build a, I want to get a gigawatt going here. Could you help me?

Toby Rice (17:40)

Absolutely. Jim would be all you can eat when it comes to natural gas specifically, if you're thinking about coming in Appalachia, you know, a year ago when people were thinking about the air power demands that were taking place, there were questions, you know, what is going to be the energy force that powers this? And a year ago we said the lion's share of this power demand is going to be fed by natural gas. And here we are today. And what do you see? You see natty gas supply chains are maxed out. From a turbine perspective. We see over 6 BCF a day of, of natural gas turbines under construction. We see an order book that's, that's showing another 13 BCF a day from natural gas turbines. And Internationally we see 34 BCF a day of demand for natural gas turbines. And we're also seeing that even that which is a tremendous amount of natural gas demand is not enough to meet the market's demand for natural gas. And you see the spillover into alternative technologies that will leverage natural gas and turn into power. I'm talking about the use of fuel cells or what you mentioned with Caterpillar. And the reason for this is because natural gas is the most affordable energy and it's also the most scalable. And it's something that we can do very well.

Jim Cramer (18:53)

We're going to have to leave it there. I wanted you to come on. A lot of people are way too down. They just don't understand the greatness of what you guys are doing and what your company is doing. That is Toby Rice, presidency of equity, the biggest and dare I say, the best. Thank you, Toby.

Toby Rice (19:08)

Thanks, Jim.

Jim Cramer (19:09)

Back into the break.

Mad Money Announcer (19:11)

Coming up, as demand for CPUs grows, Intel stock has gone up like a rocket ship. But did the company actually deliver? With last night's report, Kramer's got the answer.

Jim Cramer (19:23)

Next

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Jim Cramer (20:50)

I've been very bullish on intel ever since new CEO Lip Bhutan came in to turn things around a little over a year ago. But even I didn't expect this formerly iconic chip maker to report such an outstanding quarter last night. It did though. It did the impossible action actually. It somehow lived up to the sky high expectations that investors set for the business as they pushed the stock from around $17 at its post Liberation day lows all the way to $66 and change as of last night's close. It's normally hard to impress Wall street when your stock comes in that hot, but Intel's numbers were so tremendous that they sent its share price up a stunning 24% today to a new all time high up 23.6%. This thing peaked at just under 76 way back in the year 2000. And just over 25 years later, it finally left those dot com levels in the dust. What makes this all the more impressive is that at this time last year, things were really dire at Intel. Lip Bhutan's predecessor, Pat Gelsinger, had burned through fortunes trying to expand intel semiconductor manufacturing capacity. So when Tan came in, remember he had been on the board, he had quit. He was so upset with the way things up we're looking when he stepped in to shore up the company's balance sheet, starting with the sale of their Altera programmable system on a chip business last April for a billion smackers. Well, let me just say everyone sense of desperation didn't know if it could make it. Things didn't truly turn around until last August though, when President Trump had the US government take a nearly $9 billion stake in intel, essentially converting long term grants under the Chips act into equipment into equity. With Uncle Sam getting 9.9% of the business. They paid $20.47 per share. And a few weeks later Nvidia invested 5 billion at 2328 per share as part of a broader collaboration agreement to jointly build products for the data center and the PC. Even after the federal bailout, you had nearly a month where you could buy intel in the mid-20s. Once a video stepped in though, you knew the biggest risk would be taken off the table. Which is why the stock caught fire, rallying to the 40s by late last year and then to the mid-50s this January. Around that time though, intel stumbled when it reported a solid set of results but extremely disappointing guidance for the next quarter. Magic basically said the production efficiency wasn't quite where it needed to be and they didn't expect to be able to make enough product to meet the swelling demand for CPUs. So the stock plunged 17% in a single session from 54 to 45. This is a volatile one up and many wonder if the bulls had gotten ahead of themselves. For most of February and March, intel stayed stuck in the 40s. Was until the end of last month when the broader market bottom that this thing caught fire again, surging to the mid-60s. As of last night, that was about a 62% gain in three and a half weeks. So like I said, the stock came in very, very hot. Yet when intel reported turned out that the bulls knew exactly what they were doing, not only did they blow the doors off the quarter, they issued incredibly strong guidance for the next three months rather than disappointing quarter that intel guided. For back in January, they delivered their biggest revenue beat in more than five years with 7% growth. Their margins expanded dramatically too, which is why intel could earn $0.29 per share when Wall street was only looking for a penny per share. Even better for the current quarter, management talking about a 7 to 10% revenue growth with earnings of $0.20 per share, more than double the $0.09 that the analysts were looking for. They're kind of doing next year's quarter now. All this comes down to something that I've mentioned a lot lately. The next leg of the revolution. Remember, this is the fourth industrial revolution this country has had. It's all about Agentix or autonomous robots which require tons of powerful CPUs to function. The kinds of CPUs that Intel makes, not Nvidia. Previously you needed one CPU for every eight GPUs. Nvidia makes GPUs. Today it's more like one to four. And in the future, intel believes it's going to get one to one. That's created a surge in demand for Intel's core products. And the company's moving so rapidly that it's, it's surprisingly been able to meet the demand. That's because Lip Bhutan is a great manufacturer. The latest server CPUs are seeing the fastest new product ramp in five years. That's incredible. Frankly, in just over a year since Tan took over, I think there's been a profound cultural shift in Intel. When you listen him on the conference call, intel sounds like a company that is firing on all cylinders. Of course, it's not just culture. Intel CFO David Zinser, one of the absolute best in the business, explained that the surging demand for CPUs had helped with pricing, hence the much better than expected margins. Magic also spent plenty of time talking about advanced packaging. That's a huge opportunity for these guys. Something that Lip Bhutan knows better than anyone in the world. Wall Street's clearly under submitted. It's going to be the next leg for this company. It's packaging package. It's not packaging like gift wrap that my father sold. It's like packaging of semiconductors. Finally, there was plenty of talk about the work that intel we do with Elon Musk. This too is underestimated. This is with the partnership with Space X X AI and Tesla to support the tariff facility in Texas. Really supports the new narrative here for a couple of years out. Still, the Stock shot up 24% today to 82, 54. So we've got to figure out if intel can keep running, given that it's quadrupled over the last nine months, I think you got to buy this one whenever it comes in a bit because we're looking for a new era for intel where Wall street gradually slipping from negative to positive. We call this a RE rating and it's still in its early innings. This morning, three different firms rerated it. Citi, Evercourt and Roth Capital. They upgraded intel to a buy. But even after these moves, the stock has only 16 buys versus 31 holds and 5 sells. Those cells and holds represent 36 potential upgrades for Intel. As the bear case here fades away, I'm betting the stock, of course this a lot more expensive dollar used to be trading at roughly 82 times this. This year's new, much higher earnings estimate. But given the disparity between what intel reported yesterday versus the expectations, I don't actually put much stock in the estimates here. When you look back in a couple of years, I think the stock will end up looking darn cheap relative to the numbers I expect the company to deliver. Of course, the semiconductor space has been one just been on a stunning winning streak since late March. So maybe that fever needs to break and the chips need to cool off. Here's how to come down the bottom line. Intel back. This story's better than it's been at any time in the last 25 years, thanks to the rise of the agent GI, which is why I expect a lot more upside long term. Short term, though, I'm hoping for a better entry point. Today's parabolic move says you missed it, but this market could go down in a heartbeat. And then you get another chance. House of pleasure. How about we go to Mike? Mike, Mike in Illinois. Mike.

Caller/Viewer (27:42)

Jim. How are you? Longtime listener club member, recent book buyer. I've been accumulating a position in this tech stock. Back In May of 2023, it purchased a significant actually $51 million investment in Anthropic. Your thoughts on Zoom buy seller.

Jim Cramer (27:59)

Okay, I have to tell you because my stepson worked at Zoom and I happen to like Eric Yuan so much, I am so glad this thing's finally getting its due. I think they've done a remarkable job, but stepson was in their venture capital arm and I've got to tell you, I think they're really fine people and I think that this one can go higher. You've got a winner. Look, I think any weakness in shares of intel are buying opportunity because a new year has arrived for the chip maker now. There's so much More may have on. It's very said. We got this restaurant Carbone. It's a chain cinematics with fine dining in New York and now getting around the country and the world. I'm going to sit down with chef Mario Carbone now tell you Mario is the king. He's the visionary restaurante her. And we're going to learn about the hospitality industry in the state of consumer too. Stocks tied to the data center. She won't stop right now. So is now the right time to sell your winners in the space? Huh? I'm showing where I come down of course, all your calls, Rapid firesides, the light around stereo Grandma. Earlier today got a chance to speak with chef Mario Carbone, the co host founder of Major Food Group and Zizi's club. That's a private membership club in Hudson Yards, big redevelopment zone on the west side of Manhattan. Over the past 15 odd years, major food Group has grown from a couple Italian restaurants into a true fine dining powerhouse. Over 50 locations across 10 countries and a bunch of world renowned concepts like Carbone, Parm and Sedell's. Take a look while first of all I can't believe I'm right in front of you. You create magic. Magic is almost impossible. Create. How do you do it?

Mario Carbone (29:40)

It is impossible. It's impossible to explain too. I think it's the sum of its parts. We create what we love. I think it's got to start there. What we do is a particular style of fine dining. As a lover of fine dining yourself, I think, I think we have a particular brand of fine dining and it's one that isn't your traditional sort of hush environment. It's not that library experience where you're sort of being dictated by the chef. We came around probably almost 15 years ago and shook up the model a little bit of what I think fine dining can be. Something that was a derivative of the restaurants that I grew up going to in New York as a kid. And I always thought those were fine dining. You couldn't tell me otherwise. And, and so to kind of do this theatrical experiential fine dining where you are part of my little movie and my little theater set I think has been a big part of what's been a differentiating factor for us.

Jim Cramer (30:39)

Well, I was going to use the word show. Yeah, it's a show. All of your places, your shows. Now how do you have so many great directors and so many great people in the kitchen that the show's a hit every night?

Mario Carbone (30:50)

That's something that, that you know is A tremendous challenge. You know, how do you make sure that, you know, it's. It's consistent? They're putting on the same performance. You know, theater is. The theater is the greatest comparison to restaurants, I think. At the same time, every night, the curtain goes up, we're in costume, we're putting on a performance. It's probably a period piece, and the customers are the only thing that changes every night. So we're. We're on the exact same schedule, and we're putting on this show, this performance every night. We've been tremendously lucky to not have turnover. We have the tiniest amount of turnover. We've got a really happy house. People make good money here. They love being in this environment. They've bought in, and they've been here so long that they make it their own. So you fully believe that they're part of this establishment. They're not just here as a transient passerby that's working this shift. They're part of the house, they're part of the story. They're an actor in this whole play.

Jim Cramer (31:45)

I don't know if people realize that the turnover in your milieu is ridiculous. Keeping good people is impossible. So this must start at the top. You must create an atmosphere that people want to be a part of.

Mario Carbone (31:59)

I'd like to believe so. I think culture is. Is a big reason why we win. Culture is why we. We don't have to rehire. Hiring is a. Hiring is a great thing. If you're growing that you're growing, you need more people. Amazing. You're hiring because you need to refill. A role that you lost is. Is. Is just a tremendous waste of time and resources.

Jim Cramer (32:21)

Sam Walton and Jim Cinema, they both understood that, and that's why Wal Mart and Costco, the two most successful retailers, they understood you can't have turnover because then to train a person. Terrible. Now you branch beyond just restaurants. Go back to restaurants. But here is something that I have loved.

Mario Carbone (32:38)

Thank you.

Jim Cramer (32:39)

And I'm trying to figure out whether this itself, judging by the compares, is not worth everything you put together.

Mario Carbone (32:47)

That was the. That was the thesis, right? Was can we make something that was just as good in that jar as you're going to experience tonight at the restaurant. That was what we worked towards. We spent a lot of time on it. That was what kind of kept me up at night. But to deliver a product across the country to cities and towns where we're never going to be able to open a restaurant, we can't touch everybody with, you know, 80 seats at a time. So the brand was growing. It had outside sort of presence and fame. And we're like, how do we. How do we capitalize on that? How do we get it to everybody? You know, virtually everybody. And. And that was the answer to it. And now we're in, you know, sort of 30,000 stores across the country, and, you know, five years in a row, the fastest growing brand in the country.

Jim Cramer (33:28)

Well, we know another company, Campbell's, bought a similar. Never done. Great competition, learned that. But the one thing I would say is that if I could buy shares in this, I would. And do you ever think about it? Because you've got this incredible model that nobody else has. So it's not like a Me Too. It's not a Darden, it's not a Texas Road. I mean, those are fine establishments, but this is a unique part of someone's portfolio if they could get it.

Mario Carbone (33:58)

I think about it every day.

Jim Cramer (33:59)

You do?

Mario Carbone (34:00)

I think about it every day. I watch your show, I get all pumped up, and I think about someday ringing the bell on the stock exchange.

Jim Cramer (34:05)

Oh, that would be.

Mario Carbone (34:07)

As a native New Yorker, it would be the dream of a lifetime.

Jim Cramer (34:09)

Oh. Now let me ask you, how do you pick which ones now? I mean, you've got carbons, but you've got some other brands. And it's. People don't realize how many brands you have, but there's. All brands seem to be successful. How do you pick the next one? Are you thinking right now of a city that should have a carbon right now? Yeah.

Mario Carbone (34:26)

I mean, we have multiple cities that are in construction right now. Right. Mexico City, Sao Paulo, Tokyo. You know, these things take years to develop. From the beginning of negotiations to construction to pre opening. I mean, it takes a really long time. So for us to continue to grow at the pace we're growing, you have to have a project, you know, projects this year, working on next year. We're three, four years out on deals right now.

Jim Cramer (34:48)

My God. So.

Mario Carbone (34:49)

Absolutely. And you know, there's so many incredible cities and markets of the world that we want to be president. So, you know, we've got. We've got quite a Runway.

Jim Cramer (34:56)

Well, when I came here to Zizi's, what I found, I was with someone who was a member of the club. Now this is a person who is a billionaire, right? This was his prize of New York. He wanted to show me the club. All he wanted to was the club. The club. And we got there and it was every bit as fabulous as he said, how do you do this? And we all have. This is like a London club. That's how he said it. It's a dinner club. Jim, how did you come up with this idea and could there be more?

Mario Carbone (35:22)

There can definitely be more of them. Something we're working on as we speak. I think that there can definitely be more of them. It came about because I wanted to see and I wanted to take care of my very, very best customers. You know, we had been 10, 12 years old as a company. We had built up this tremendous database. You know, our greatest asset is our database of customers and taking care of them. So to build a club that was to take care of our very, very best customers on the highest level possible. And then once you're dealing with a club environment, it's different than a restaurant environment. So it's a great challenge to the team, you know, doing all of the different nuances that go into a members club. The programming, daytime, nighttime, different concepts, different. Different styles of cuisine, different bars. How do I entertain people all night long in, you know, in these ways? So I love the challenge. I love the idea that we were taking care of the people that had taken care of us for so many years. Those are some of the things. Obviously, there's a members club boom happening as we speak, but we knew we had a very particular thing to say with this one. This is. To your point, this is a dining club. You know, if you're a lover, if you're a gourmand, if you're a lover of food and beverage, this is the club for you.

Jim Cramer (36:29)

Well, you mentioned beverage. Younger people, apparently, although I think they're coming back handily, drink a little less. So you. They're a customer who eats more. Can you make as much with the food if people stop drinking the alcohol?

Mario Carbone (36:45)

I think it's important to listen to the generation and say, what are they saying with their dollars? What are they saying with their pockets? They're definitely health conscious. There's definitely been certainly a trend of drinking less. We're seeing that and, you know, the major alcohol brands. But what they're also saying is we're willing to spend a disproportionate amount of money on experience.

Jim Cramer (37:05)

Right, right.

Mario Carbone (37:06)

Travel, dining. If you give me an experience, give me something intangible, give me an experience, and I will be free with my cash. I'll spend a disproportionate amount of money on that. But I will maybe cut back at some of these other areas for whatever, whatever reasons. And it's a pendulum. It'll swing back and forth. But I think that plays perfectly to us. You know, we're experiential, it's theatrical. We're going to give them a reason to spend their money and I think we're hedged in that way.

Jim Cramer (37:33)

Well, let's go back to the original. How did you know? When did it, when did it get buzzed? When did it switch from being. I want. I hope people come to being okay, I'm sorry, I can't. I'm sorry, I can't. When did that happen?

Mario Carbone (37:45)

Well, our very first restaurant was tiny. It was six tables, 400 square feet, and it took a couple of years for that. We were, we were unknowns. It took a few years of chipping away at that small restaurant to get the beginnings of the, you know, the embers of the fire. And then when we found the space that was to be carbone, it was a big leap in size for us. We had an 80 seat restaurant. It was a great old space. So we took the embers that had begun to burn at the very small restaurant and applied it to this big one. And then that scale at the time gave us a chance to start feeding more people and the buzz grew a little bit louder and you know, 40 customers a night became 240 customers a night and it started to grow. And you know, some great, you know, some great journalists along the way were very kind with their words and, and things began to take off and it's a snowball effect.

Jim Cramer (38:34)

But you don't put this right. You don't charge a lot. You charge a good price.

Mario Carbone (38:39)

Thank you. You don't. I think we charge appropriately. I mean, cost of goods is expensive. And, and if you're someone like myself, I mean, we're. I'm a chef, I'm a born and raised chef and the. My tools are my ingredients. I am unrelenting in choosing the ingredients. So regardless of what cost of goods is today, and we all know that they're rising, but like, I'm not going to start sacrificing my ingredient and I don't think my customer wants me to either. The people that know us, that know our brand, they don't want us to start sacrificing on the ingredients. I'm taking the tools out of the hands of the chef. I'm not going to do that. So I think we charge appropriately to whatever today's cogs are. And that's just kind of how it goes.

Jim Cramer (39:21)

So let's go on to know is you are, you are opening places when you open in a Dallas, when you Open in Mexico City. Do people know who Carbone is? Do they know? Because I imagine the places that you're putting in it's. If you. If a hotel catch you, the hotel's made. Yeah, right. It's made.

Mario Carbone (39:41)

That's why we'll be in hotels ourselves. Take because that for that very same reason, right. We're such an influential part in. In the, you know, average nightly spend and ADR of a hotel that we might as well be on the other

Jim Cramer (39:54)

side of that deal come public. I mean I know it's a pain to be public in a lot of ways but boy, everyone want to share.

Mario Carbone (40:00)

Yeah. I don't disagree with you.

Jim Cramer (40:02)

Yeah, I want to share capital trustworthy. This very exciting to talk to. Mario Carbone is the chef. Co founder. Chef. Emphasize that. Co founder of major food group. And it is. It's electric to see you, sir.

Mario Carbone (40:15)

Thank you.

Jim Cramer (40:15)

Thank you.

Mad Money Announcer (40:17)

Coming up, you've got questions. Kramer's got the answers. Get charged up for a fast fire lightning round. Next.

Jim Cramer (40:34)

It is time to talk to the light brown priorities him this. I'm Senator Bob advice el soldiers clearing room course Dr. Zadanstown My stepparents and claims to advice Blaine himself. And then the lightning round is over. Are you ready, Steve? Daddy telling the light round Cravers. We're gonna start with Arjun. Arjun in Massachusetts. Arjun, hi Kim. My son and I are longtime listeners and he has a question for you. Hi Mr. Kramer. I'm Arjun, a high school student from Massachusetts. And I was wondering if symbiotic ticker sym is a buy. Well, you know, you're a high schooler and I would tell you that this is a company that is a. It's an automation company and a robotic company. You are going up against Elon Musk, but there's room for both. So I'm going to bless Arjun to buy a few a couple of shares, not more. Buy a couple of shares. Let's see how we do. And thank you for calling. Let's go to Malcolm in Delaware. Malcolm.

Caller/Viewer (41:26)

Hi, Jim. I'm from D.C. but my wife's actually from West Philly and we love your show.

Jim Cramer (41:31)

Well, that's fantastic. My dad's from West Philly. How's it going?

Caller/Viewer (41:36)

It's going good, man. Right across the Fairmont Park.

Jim Cramer (41:41)

Oh my God. That's actually my grandma. Go ahead.

Caller/Viewer (41:45)

It's grown over a thousand percent in the past 12 months. And its growth seems to correlate with US aerospace advancement. What's your opinion on Planet Labs?

Jim Cramer (41:54)

You know what you actually said you Told me exactly what I wanted to hear, which is that, you know, it's up way too much. It's just up way too much. Just going up on the same stuff over and over and over again. We're gonna say no. We're not gonna pay these prices. I need to go to Will in Pennsylvania. Will. Hey, booyah. Jimmy. Will from Northeast Philly. Hey, I just want to say thanks

Caller/Viewer (42:15)

for teaching us common people and investing.

Jim Cramer (42:22)

Ollie. O L L I I don't know what's the matter with Dolly. I'm a member of the Ollie's army in the Quakertown. I know you're in the Northeast and this Quaker's a little far north, but I have to tell you, I gotta do more work. This is the first time I've ever seen this knock down a sustained way. And we're not gonna just give you some blithe answer. Just saying, hey, don't worry about it. We are going to check on Ollie's. Maybe we need to do a field trip. Let's go to Walter in New York. Walter.

Caller/Viewer (42:48)

Hi, Jim. You have a great show. I look forward to watching it every day.

Jim Cramer (42:53)

Thank you very much. About buying strategy, it looks like, no, we buy the Bitcoin. We don't need the strategy. That's too derivative. We just go buy Bitcoin. If we want to have Bitcoin exposure, we buy Bitcoin. And that, ladies and gentlemen, concludes it of the Lightning Round.

Mad Money Announcer (43:13)

The Lightning Round is sponsored by Charles Schwab. Coming up today, the charitable trust trimmed one of its largest positions. Kramer is telling you which stock it is and why next.

Caller/Viewer (43:31)

Hey, Jim. Your mission has been very successful in our family. I listen to your show multiple times a week for investing knowledge. I just want to say thanks. I love your show. Thanks for always looking off the Google guy.

Jim Cramer (43:42)

A huge thank you for all. All you've done to make me a better investor. I got a call, Kramer, because I can't make a move without this guy. I want to make people better investors if they make money. Fantastic. Let's go to work. Is there anything beyond the data center? This word buy here? Honestly, no. At least not this very moment. I mean, look, the data center sucking every dollar out of the room. I've never seen anything like it. We got a bunch of these names for the Chapel Trust. Not just because they're in the data center, but because they will have the best earnings growth of all companies. And that's what moves stocks. Today, though, we trim some of those positions. Heresy. Wait a second. Let me give you so today the Chapel Trust sold some Broadcom Avgo, a dominant player networking and custom chips that has Meta Anthropic and Google as major customers. How can I bring myself to trim the stock of this unearthing $2 trillion company that's been delivering great numbers like clockwork.

Mario Carbone (44:48)

Simple.

Jim Cramer (44:49)

I am not a pig. I know that if the trust doesn't sell any Broadcom here, we could get walloped when the crowd turns against the stock. And the crowd will turn against against it eventually because that's what the crowd does. Let me tell you a story. We have a very large position, Broadcom for the trust, as I mentioned. You can follow it by joining the CBC investing club. I play with an open hand. We've owned it for ages. And at the end of last year, the stock spiked just under $415. Oh man, I was so thrilled World cup became one of our biggest positions just because it went up so much. And I basked in our success. I'm so smart. We didn't touch the position then. For the next four months, the stock gently worked its way lower. Next, you know, it's the end of March and Broadcom stock is. It's a 290. We were down 125 points from a high. And that, my friends, is a travesty. We grade all our stocks in the trust and we had a Broadcom at a two on the way down when it got to hold. When the Stock got to 330, we upgraded to one telling people to buy. But we couldn't buy it ourselves at the low. Why? Because we didn't sell any at the high. So we had no room to maneuver. We already owned too much Broadcom. As soon as the Stock hit to 90, it started rebounding. And this week it took out its high. I made no additional money on that dip. A dip I didn't expect and wasn't ready for. But I wasn't going to let that happen again. So this time we took part of the position off the table. That's why we trim Broadcom. I have no particular reason believe Broadcom deserves to go lower. In fact, I think it's trade higher. But that doesn't matter. Having flexibility is crucial. Tech stocks routinely have downdrafts and you got to prepare for them. You need to do some selling into strength. That way you can buy the darn thing when backs down next time. And it will. That's why we sold some. That's why you need to look at your portfolio this weekend and see what you've made too much money on over the last few days. If one of your datacenter stocks is up 30 or 40% this week, you need to take something off the table Monday, if only so you have room to buy it back at a lower level the next time the group rolls over. Remember, history says it always does, and do not bet against history. I like to say there's always more markets on my promise. I find just you may have money. I'm Jim Cramer. See you Monday.

Podcast Disclaimer Narrator (47:11)

All opinions expressed by Jim Cramer on this podcast are solely Kramer's opinions and do not reflect the opinions of CNBC or its parent company or affiliates and may have been previously discussed disseminated by Kramer on television, radio, Internet or another medium. You should not treat any opinion expressed by Kramer as a specific inducement to make a particular investment or follow a particular strategy, but only as an expression of his opinion. Cramer's opinions are based upon information he considers reliable, but neither CNBC nor its affiliates and or subsidiaries warrant its completeness or accuracy, and it should not be relied upon as such. To view the full Mad Money disclaimer, please visit cnbc.com madmoneydisclaimer this is the

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