The corporations on our annual list of the world's 500 largest companies combined to generate $41.7 trillion in revenue over the past year.

Fortune Global 500

Almost $20 trillion in revenue—and a record-breaking $1.87 trillion in profits. Introducing the 2025 Fortune 500, the definitive list of the biggest companies in America.

Fortune 500

The corporations on our annual list posted aggregate revenues of $41 trillion for the second year in a row.

Industries included in the sector are beverages, food consumer products, and food production.

Fortune Sector Leaders: Food, Beverages, and Tobacco

The Fortune 500, in its 70th year in 2024, ranks the biggest U.S. companies by revenue.

The corporations on our annual list of the world’s largest companies delivered a record $41 trillion in aggregate revenues.

The 300 companies on this list are transforming industries from the inside out.

America's Most Innovative Companies

The Fortune 500, in its 69th year in 2023, ranks the biggest U.S. companies by revenue.

F500-2023-090-CHS

The agribusiness conglomerate moved up five spots on this year’s Fortune 500 list, bringing in $48 billion in revenue, a 24% increase from the previous year. 
<ul> 
 	<li>The company saw improved earnings in its energy business and in its grain, processing, and wholesale agronomy businesses, driven by higher margins and worldwide demand.</li> 
 	<li>After a worker died in a Nebraska grain silo in September 2022, an investigation by the U.S. Department of Labor's Occupational Safety and Health Administration found that CHS disregarded federal regulations designed to prevent tragedies.</li> 
</ul>

Aggregate sales hit $37.8 trillion last year—an increase of 19%, the highest annual growth rate in the list’s history.

This year’s Fortune 500 marks the 68th running of the list.

Agribusiness CHS jumped eight places on this year’s list thanks to strong global demand for grains and oilseeds, along with improved trade relations between the U.S. and foreign partners. The company reported a 35.4% increase in revenue in 2021, its best year-over-year gain since 2014. CHS faced trouble in early 2022, however, as the war in Ukraine sent shocks through global commodities markets, affecting the company’s bread-and-butter energy and agricultural products.

Total revenue for the world’s biggest companies fell 4.8% to $31.7 trillion this year—the first decline in half a decade.

The agricultural cooperative is involved in several different in lines of business, from providing crop nutrients to food processing to renewable fuels. CHS reported $422.4 million in net income for fiscal year 2020, a decrease of around 50% from fiscal 2019. The drop-off was due partly to bad weather affecting crops and declines in volume and price in the company's refined fuels business.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-103-CHS

This year's Fortune Global 500 generated $33.3 trillion in revenues and $2.1 trillion in profits.

G500-Featured Image-Logo-2020

The farmer- and rancher-owned collective employs more than 11,000 people around the world.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-105-CHS

This year's Fortune Global 500 generated $27.7 trillion in revenues and $1.5 trillion in profits.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

This year's Fortune 500 marks the 63rd running of the list.

This year's Fortune Global 500 generated $27.6 trillion in revenues and $1.5 trillion in profits.

This year's Fortune 500 marks the 62nd running of the list.

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

This year's Fortune 500 marks the 61st running of the list. Wal-Mart claims the top spot again. See who made the list.

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

Wal-Mart stayed on top as its sales crept closer to half-a-trillion dollars. Apple moved into the top five. And UnitedHealth Group continued its steady climb. 

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CHS is an agricultural company owned by ranchers, farmers, and cooperatives throughout the U.S. The company processes and markets grain, seeds, seed oil, crop protection products, and animal feed. CHS also operates petroleum refineries and pipelines, as well as markets and distributes refined fuels, lubricants, and renewable energy products under the brand name Cenex.

CHS Company Profile, Stock Price, News, Rankings

legacy

CHS is an agricultural company owned by ranchers, farmers, and cooperatives throughout the U.S. The company processes and markets grain, seeds, seed oil, crop protection products, and animal feed. CHS also operates petroleum refineries and pipelines, as well as markets and distributes refined fuels, lubricants, and renewable energy products under the brand name Cenex.

CHS Company Profile, Stock Price, News, Rankings | Fortune

Emerging technologies and evolving market conditions make for an unpredictable investment climate, and that's before you add the possibility of a global trade war. How are global investment managers separating the signal from the noise and identifying areas of sustainable growth? What regions and sectors hold untapped potential? And how should investors be thinking about risk versus reward in this environment? Two prominent global wealth managers share their investment strategies for securing returns, in even tumultuous times.

What's Driving Global Investment

Conferences

furniture like where are we going to sit? Um thank you for joining us and you know I I love your job because in addition you have to be wise about money, but it's so much the psychology of money and where we put it and how we react to money, and we've been talking a lot about the investment climate. I'm curious what you're seeing from a just human behavior point of view because I'm perhaps projecting my own, you know, relationship, but it inspires a lot of fear, doesn't it? What are you seeing out there? Great to see you, by the way. Nice to see you too. Thank you. Uh, it's actually a very interesting question. We briefly chatted about it back there, but first and foremost, our job is to separate noise from signals. So if you're thinking about investments, how do you make sure that all the noise or the headlines, all that clutter doesn't actually distort one's view of what are the best investment recommendations we have to make? What we have noticed is people's interpretation of everything of this administration. Is driven by people's personal political biases. So for example, if somebody is very democratic, democratically inclined in terms of their politics in the US, they tend to think there's nothing that this administration is doing that is acceptable and they actually say we need to liquidate because we don't, uh, think things are gonna go so well. If you happen to be Republican, they say. Um, maybe he doesn't deliver the messages in the best way possible, but the points are all very valid, and that's what one has to focus on. You see the same thing regionally. So if people are, for example, based in Europe. Especially in the major countries in Germany, they find that some of the things the US president says are not appropriate or offensive, and they don't like the issue of being put under pressure to contribute to NATO defense expenses, even if the point the president is raising is legitimate and it's a point that pretty much every US president since John Kennedy in 1963 has raised. So John Kennedy has said that he actually did it in a worse way. He not only said that the rest of the world isn't paying their fair share. John Kennedy said that they are living off the fat of the land. So actually he was more colorful in how he described it, and yet nobody seemed to mind it then. But fast forward in 2024, President Trump says it and everybody has a different reaction, even though the point is actually pretty legitimate. And the most interesting experiences we have is when it's a husband and wife team. And the wife wants to sell all the assets, all the US equity, yes, exactly. So definitely human psychology and biases are very important. So I, I from that I'm deducing that emotions are perhaps running higher than usual. I mean, that's always the case, or is it unusual, the degree to which this is shaping investment strategy it sounds like. What's very unusual this time is if you look at something called the Economic Policy uncertainty index. It is higher. Now than it was during COVID and during the global financial crisis, which actually doesn't make any sense to think there's more uncertainty today than we had during COVID when we didn't know anything early on. We didn't know anything about the fatality ratio. We weren't sure about transmission. We weren't sure about incubation periods, and we certainly didn't have any vaccines or initially antivirals, and yet uncertainty today is so much greater. So we think that the emotional response is greater today. The markets though haven't quite responded as much because if you think of VIX, a volatility measure, it's not anywhere near as high as it was during the global financial crisis. Unpack the signal and the noise and for like, so tell us, where are you seeing the signals that we should pay attention to if we put our emotions aside. What are you looking at? We've had an investment theme of US preeminence for quite some time. So after the global financial crisis, many people may remember there was a theme that US is on the decline and China is on the rise, and we made a very strong statement that we didn't think that was the case. US is preeminent and it's really important we differentiate between the word exceptional. And the word preeminent, it might look, it might seem the same word. It might look like it means the same thing, but it doesn't exceptional has an absolute sense to it. Preeminence is relative, preeminent relative to other markets. So from an investment perspective, from an economic perspective, we say US is preeminent, and those factors. are not going to get affected by any one administration. For example, people may be surprised, but US is the most productive labor force in the world. It's both in terms of output per hour, so per hour of work it's the most productive, and then what you can look at is the number of hours worked. So across the world, Indians. Chinese, Koreans, and Taiwanese have more hours per year, but among developed economies, US is the highest and it's 5th. It's right after those 4. So you combine higher productivity per hour and there's more hours and you end up with the most productive labor force. Any one administration isn't going to affect that. You look at quality of corporate management. A professor called Nicholas Bloom at Stanford does this study very interesting on quality of corporate management. Corporate management in the US is ranked the highest relative to the rest of the world and within the US, the multinationals have a higher ranking. So is that gonna change that much based on who's president based on any one policy? And so the factors that drive US preeminence that prompt us to recommend clients be overweight US equities isn't getting affected. Now if people listen to the noise. They will think it's getting affected. Too much. We're overindexing on tariffs, trade wars, rhetoric. Is that what is it basically that the fundamental underlying conditions have not changed regardless of what happens in the geopolitical or trade landscape? Obviously geopolitics and what any administration does does move things at the margin, but it doesn't significantly change the underlying strength of the US economy. The earnings per share. The growth in the US is phenomenal. It's one of the highest in the world. If you actually look at earnings per share growth from the trough of the global financial crisis, US has outpaced every single country and every single region in the world. That's not going to change. So the underlying factors are correct, but will tariff wars introduce volatility? Yes. Has it introduced uncertainty? Yes. But on the other hand, for example, this administration is going to do more deregulation. At the margin, deregulation is good for corporate America. Deregulation across different sectors is good for America. So when you look at other factors, then you would say that there are actually some. Positive things coming out of this administration that people should think about as well. Let's talk. I want to talk about you. I want to talk about this region. How are you feeling about what's happening here as an investment thesis? I don't want to, I know you're not the person making, you know, all of these decisions, but when you're thinking about whether it's the Middle East, Saudi Arabia, as it shifted. In your from a preeminence point of view of where, where it's ranked relative to other investment opportunities. Well, we generally have a view that when people talk about emerging markets, they're really focusing on China and areas related to that, and our view is that when it comes to investing in emerging markets, especially China, people need to be incredibly careful. If you had $100 million.10 million dollars, whatever number you want to use, we like using $100 because it's easy percentages versus. Anything else and you invested it in the S&P 500, you'd have 1.2 billion as of the end of the year. If you'd invested in China, you'd have about 27%. So when we're thinking about preeminence, we're always thinking about it from an investment perspective, and these markets here are a little bit too small for us to get involved in. So when we think about emerging markets, it's really only the very large countries that have the size of the capital markets and the liquidity. And then generally our clients in this region have their own incredible businesses with amazing IRRs. So what when we talk to them about these investments, it wouldn't make sense for us to encourage them to invest in markets. They already have all their businesses here, so you are golden. Sacks, let me start. I'm going to ask about you, but let me start with what you hire for, whether it's, I don't know if it's changed, but you, I just read something about incredible ratio of applications to people hired. What actually attracts you to hiring somebody? That's an excellent question. And years and years ago, somebody said, don't always hire the most intelligent person, hire somebody who is intelligent enough, but has a great attitude. And that has actually always stayed with me. This was something maybe 2030 years ago. So obviously we need a base level of education, a base level of intelligence. Uh, but you need to have somebody who's incredibly enthusiastic, somebody who's passionate, and more than anything, somebody who's intellectually curious. So when we interview people, um, I look at the resume and I won't start with the standard questions. I'll look at about some of the less common things they've done and then we'll ask them what interested them, why did they get started, have they pursued their passions, and it's hard to actually be sure. That the person has all the qualities you want, so we spend a fair amount of time with candidates. We're known for interviewing people for rounds and rounds and rounds, and they sort of get tired and bored. Yeah, it's a war of attrition and of course in the age of AI we can all come in with beautiful resumes and backgrounds. So any advice on that front? Are you a fan? Can you spot AI? So our view has been, it's very interesting to ask this question. A couple of years ago when GBT 3.0 was just launched. Somebody asked it to summarize an outlook. Every year we produce an outlook for our clients, the economic and financial market outlook. And so this was early on a couple of years ago, and it summarized it and made a reference to what Goldman Sachs is so nothing about the report itself, but something about Goldman Sachs, and then it made a reference, interestingly enough being in the region to the United Arab Emirates and the United Kingdom. And I'm thinking to myself, I know for a fact we did not mention anything about UAE in the document. So I'm thinking what was it referring to? Where did it see this that it summarized that. And I realized it had gone to the footnotes, the regulatory footnotes that our compliance people insist we have, and it was United Arab Emirates, you and the next one was United Kingdom. One of my colleagues is here and she's laughing because she knows there's so much compliance. And so basically AI had picked up on a couple of headlines at each end of the report and missed all the key points. We actually have a summary in the report, key takeaways. Not one reference. I love that. Well, that is a warning signal to us all. So, so let me ask a question about you personally, not so much, your strengths. Is you are curious. How do you keep yourself informed and take the entire research department out of it? What, what do you find valuable in terms of being a good leader and because from an advice point of view? What advice do you have? Well, for one thing, as a leader, I think it's very important to set a good standard and be a good role model. Like you can't expect everybody else to work on our outlook during the holidays if I'm not working during the holidays. So I think that being a good role model on one's work ethic, on one's intellectual curiosity, so that everything anybody tells you. You ask the next question, so you don't just believe somebody who sent you a research report and take it actually examine it, question it, and it's incredible because even publications you think should be definitely checked and must be 100% accurate or actually not 100% accurate. It's must read fortune that we don't have that problem. So I think just making sure that one is very thorough, teaching your colleagues to be thorough, not to take anything for granted, and really being diligent and listening to a lot of people and reading a lot of diverse sources of opinion. I love that. And in the minute we have left, anything else on your radar you would put on ours, especially what's around the corner? What are you keeping an eye on? What we worry about and we highlighted in our outlook this year was what happens to this US-China relationship. It is the most important and we highlight three areas one obviously the trade wars, and we're seeing where that ends up. The second item would be the geopolitical risk. And the sort of long term as we think about that. And then the other would be the general cyber activity. I don't know how many people here know, but China is pretty active on the cyberspace and they've hacked into all the critical infrastructure in the US, which is a pretty aggressive. Move and so definitely one of the things we worry about is how this will evolve over time. So even if President Trump and President Xi come to some agreement on what the tariffs should be, there is a bigger long term issue that actually we worry about. Stay curious and try to take emotion out of it. Thank you very much. I've really enjoyed this conversation. Please join me in thanking.

Kara Swisher, Author, Burn Book; Host, On with Kara Swisher; Editor-at-Large, New York Magazine Interviewer: Andrew Nusca, FORTUNE

Brainstorm Tech 2024: From Crashes to Ashes

Lead Bank CEO Jackie Reses, a former Square executive, bought the Kansas City–based bank to address compliance and technology challenges facing fintechs.

Why one of fintech’s most powerful women bought a 95-year-old community bank

Photo illustration by Fortune. Photo courtesy of Lead Bank.

Leadership

What made it really easy for us for people to say like, of course, you did like go, you, I'm not surprised. Of course you bought a bank, Jackie. It's one of those very funny things that I like if I tell people, they'll say like you, you bought a bank, like just, you know, unless you know me from square, it's such a weird thing to say like, yes, I own a bank. I went and bought a bank. But when you understand the story of like having built one from zero, you know, from an idea that I had it kind of feels obvious welcome to leadership next, the podcast about the changing rules of business leadership. I'm Alan Murray and I'm mia people who know you will associate you with fintech and Square in particular. Um But not necessarily with a, you know, nearly 100 year old community bank in Kansas City. So explain the strategy because not every fintech company has a bank. In fact, none of them do. Ironically, it's very hard to merge the two because the strategy around both of them are almost diametrically opposite in both in both business lines. So for me when I was at square, one of the things I experienced was extreme pain and frustration and working with bank partners. And what most people don't realize is the financial infrastructure products that they have in their wallets every day. So debit cards, credit cards, you know, loans that they might take out 100% of them are built in the banking system. There's always an underlying bank involved with every transaction with the evolution of fintech. People think of fintech is like the front end of that relationship. Like you have a relationship with a firm, you have a relationship with, you know XYZ fintech company, it could be paypal square chime ramp, you name it. And so um that's the way people think about it. But underneath there is the infrastructure that helps build those products. And so that's what we do. And so that's where I had this challenging situation where we would connect with banks that were very traditional banks and they weren't used to dealing with technology partners like us. And so I decided that I would go by a bank to do this with the technology angle and the substance of compliance knowledge from the environment of like what is it like to be a customer? What is it like to be involved and support what regulators are asking of us but translate it through the lens of understanding both sides of that puzzle so that we could deliver a really unique experience to our clients, our clients are, you know, huge fintech and consumer companies or are scaling fintech where they all want to run highly compliant programs because they are highly successful companies. But they want someone who can operate at the same speed that they can. And so that's how I've merged the two sides of the business. You know, we have a really strong team that sits in compliance and legal, really strong team in finance, really strong team in engineering and product. And the engineering and product piece is usually the piece that most community banks don't have. And our engineering team is second to none in the banking industry. They're fantastic. Um And they understand how to build primitives to support banking in a way that most, you know, most banks don't have. It's, it's pretty cool. I have to say what we're doing is pretty unique in the United States. What kinds of other products, tech products and tech products are you currently developing? Like where, where are you focusing your energy? It always sounds really silly to say because it's like master the obvious, I feel like I'm talking about products that have been around for 5000 years. First of all, they're all API S. So they're direct connections with our clients through API S and they are around core banking primitives in lending, in money movement in issuing. And so it sounds kind of funny to say like, oh, we focus on money movement. That's kind of what we do. But it's, and, and just to clarify though, you're talking about API S, you're developing tools that your customers can use to develop their own tools basically. And they embedded into the, the products you would never know that we exist. Except for if you look at the back of a lot of people's debit cards and credit cards. This is why it's one of these funny businesses like everyone uses us, but no one realizes they do. If you look at the bottom of a debit card or credit card, you're like, oh, issued by, huh? There's some bank on there. And interestingly a lot of the banks that those cards are issued on are usually small banks located in the middle of the country. And so we're one of those small banks located in the middle of the country.

Robert Reffkin talks about how he can turn losses to profits at the real estate brokerage firm he founded and how civil rights leader Vernon Jordan inspired his career.

Compass CEO: “2023 will be the last year of the housing correction”

Robert Reffkin talks about how he can turn losses to profits at the real estate brokerage firm he founded & how civil rights leader Vernon Jordan inspired him.

Compass CEO: 2023 will be last year of housing correction

so great to meet you robert to talk about compass. You know, you've gotten a lot of attention for starting a real estate brokerage company from scratch and making it the go to brokerage for buyers and sellers from new york city to Los Angeles. You made news a year ago when you took compass public on the new york stock exchange and You earned evaluation of $7 billion 12 months have been tough the next 18 months. I fear that they can be tougher. What changed what happened? The real estate market in 2021 was a record year for agents in the overall industry. But policymakers started raising rates to bring down inflation. And what that did to mortgage rates is it brought us from an all time historical low in January to 20 year high in less than nine months, which really put the brakes on the real estate market. Alright, so on on that point, what's your turnaround plan? The turnaround plan is very clear. Uh it is bringing down our expenses along with the market, but our strategy is the same. We're still focused on hiring the best agents, 18% of the top 1000 agents of country or a compass. The company sells or leases the home on average, once a minute, we sell twice the, the average per agent and we have 30,000 agents in the country. And we, we as a company are building the best platform of tools, services and programs to help them grow their business and best serve their clients? The big question is, when are you an eternal profits? Yeah. So we made a commitment to our investors where we said on the last call that we're committed to being free casual positive next year, 2023, we feel very good about the progress in the path. And we're actually assuming the market is going to be worse than the average Of the analysts out there because we want to have a buffer just in case it's worse than people expect. It's clear that there were things that you had no control over policy makers, you know, raising interest rates, the inflation issues. But compass has just celebrated its ten-year anniversary and through that whole 10 years, you never turned a profit. Why is that? And so as a private company raised $1.5 billion dollars and all of those investors, they invested in the company with a mandate to focus on growth, in expanding the company over profit. That was the time of that period over the last year, the market really shifted to focus on profit overgrowth. And we're shifting with that market. Uh, and we're bringing down our expenses accordingly with the real estate market and we're pausing expansion so that we can create profit without having to expand and invest again and again again in new markets. One of the things that differentiated companies from a lot of other real estate firms is that you created this tech software platform, Do you think you got your money's worth? You spent almost a billion dollars to develop that. Would you have done that differently at Compass? We created the first con to close platform where a real estate agent can go from first contact, putting their client into a crm all the way through the buy and sell side process to their transaction management. Getting paid. There's no other place other than Compass where that can be done. We're very proud of that investment and you can see that the agents that use the platform the most grow their business and stay. Encompass the most. But do you think you got your money's worth for that $1 billion development. My mom has been an agent the majority of my life, she's an agent today at compass and I saw her move from firm to firm to firm, always hoping she would get the support and tools that she could realize her dreams as an entrepreneur build her business and best serve her clients. And so I created compass with the sole desire of how can we be best in the world and making agents better and agents are using over 700 tools in this country every single day. But no industry should have to use all these different tools, average 11 tools. We built it all in one place to make it easier for them to do their job. I understand that you gave an upbeat speech recently to thousands of your real estate agents in Atlanta and your message was personal emotional and you encourage them to embrace one of your entrepreneurial principles bounced back with passion and you guys standing ovation. Well, how do you bounce back? Well, I think there's mindset and actions on mindset, you have to know that there's opportunity everywhere around you and so regardless of the challenge, what's the good news and so, okay, it's a really difficult real estate market. Well, the good news is 18% of the top 1000 agents of country or a compass and historically the best agents always getting market share in a downturn. That's great. That's the good news. I give plenty of examples like that. Um, and as it comes to the actual company and our actions, like I said before, we're going to bring down our expense base, The real estate market will bounce back and is we keep our expense base at a moderate level. That will create a lot of opportunity for profit in the years to come. Well, let's talk a little bit about the housing market and pivot away from just compass. How long do you expect this housing correction to last? I think Next year, 20, will be the last year of the housing correction and I think we'll even see a rebound towards the end of next year. There's still buyers that are out there. They've just been sitting on the sidelines a little bit because there's just record volatility and mortgage rates and a lot of volatility in the stock market Robert. Let's talk a little bit about you. Some of the words you use to describe yourself, hardworking, perseverance, optimistic. Those characteristics have not only propelled compass, but also you in amazing ways compass broke into the Fortune 500 this year you're the first black founder on the list ever to make the list. And there are only six black Ceo on the Fortune 500 you're one of them. What did it take for you to achieve so much? And at such a young age we have eight compass on first principles. The first one is dream big. And so I think I've always been a big dreamer. I'm from Berkeley California. I moved to new york because it's the city of dreams where anything can happen. Uh and I remember when I was an intern during my first summer, I went to Columbia University and I saw who was the Ceo of American Express and he was one of the first black Ceos that was in the Fortune 500. And just seeing him in that role made me think I could accomplish more. Uh, it made me feel like more was possible. And so I think I've tried to do my best to dream big and stay positive uh and have a lot of role models like him who helped pave the way for me. Well growing up, you were raised by your mother and you say that she inspired and encouraged you. What was the most important lesson that you learned from her and how has that guided you? My mom is an entrepreneur, she's a real estate agent today, she's been an agent my entire life. The first half is a life insurance agent, the second half is a real estate agent. And so I think the best lesson I got from her is that no matter how many times you fail, you just got to get back up and I just saw through her that failure isn't a hard thing, it just makes you better and you just, and if you can keep trying and trying again, you'll eventually succeed. You worked in many places before you started your own business, Mckinsey Goldman Sachs Lazard and even when I worked at the White House and you say that you had many mentors along the way, you were always asking for their advice. One of those mentors was vernon Jordan who's famous for advising so many american presidents and he also was an investment banker at Lazard, which is one of the firms that you were working at, I'm sure you learned a lot from him, but what would you say is the best leadership advice that he ever gave you, it wasn't just the advice, it was the confidence. I think at that age when I was in my early twenties, I had this thing in my mind of, you know, I can't do this, I can't do that. And for one reason or another. And then I saw this six ft six powerful black leader who was on more fortune 500 boards than anyone in the history of the United States. And it became clear to me I can do whatever I want. Yeah. He walked in Martha King and came from the segregated south to advising Bill Clinton and working in the White House. Uh, and if he can do that, I can realize my dreams and he interests me to the White House fellows program. He told me to apply like his good friend Colin Powell. And that really changed the trajectory of my life.

CHS

CHS in Fortune Rankings

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