Mad Money w/ Jim Cramer 4/24/26

What made you confident that you could do something that hadn't been done before? I have no fear of failure. Trailblazing women changing the game. One of my favorite pieces of advice, think about what your boss's boss needs. Leadership can look in many, many different forms. It really does come down to just trusting yourself. Life is short and you just got to think big to accomplish big things. Julia Borsten hosts CNBC Changemakers and Power Players. New episodes every Tuesday, wherever you get your podcasts. My mission is simple, to make you money. I'm here to level the playing field for all investors. There's always a low market somewhere, and I promise to help you find it. Mad Money starts now. Hey, I'm Kramer. Welcome to Mad Money. Welcome to Kramerica. Other people, my friends, hey, I'm just trying to make you a little bit of money here. My job is not just to entertain, but to put it all in perspective, So call me 1-800-743-CBC. Tweet me at Jim Cramer. This thing, this market is a beast. More accurately, it's a beast if you own anything connected to the data center or anything named Intel. The most astonishing resurrection that I've ever seen from a major company. Now, the data center is a pretty broad term, encompassing everything from Google and Amazon to Meta and NVIDIA and Broadcom and back again. Unfortunately, it sucks up most of the market's oxygen. So many other sectors have been suffocating, particularly health care. The move is so powerful that we found ourselves taking profits in stocks that far exceeded our price targets. But the rest of the market, meh. Dow dipped 80 points as we gained 0.80 percent. But the Nasdaq, home of so many data center denizens, jumped 1.63 percent. An amazing performance. So we ask, of course, because we're what have you done for the lately market? Can it continue? Look, next week's the most important week of the quarter for tech. So within seven days, we will know if everything was a little too much or not. Monday's team. We are from Verizon the morning. It's important to remember that only a consistent performer away from tech is not a sin. Verizon gives you six percent yield. The stock's up nearly 14 percent year to date. I think you do a lot worse than Verizon. New Corp, the tremendous steelmaker reports, and you have to hope that this one comes down. It almost never does anymore. If you can get a better price, terrific. Easily the best industrial in this market. Tuesday, the tech deluge begins. We start with Corning, the fiber company that makes all the glass for the iPhone. We found about this one for the trust when we visited their factory in Harrisburg, Kentucky, with Tim Cook, outgoing CEO of Apple. The bowels of the data center in it. If we were there, we would see a lot of copper. But that's coming out, and in it is replacement is fiber optic. And fiber optic favor is made by, fiber optic is almost all of it, the fiber is made by Corning. That's why it's such an important but great, just a great stock. The consumer package goods industry has had a couple of bad years, right, except for Coca-Cola, which has continued to turn higher. This time, the conference call will be led by the new CEO, Enrique Braun, as his predecessor, James Quincy, has stepped up the chairman. Quincy got it going. and I'm sure that the whole company's going to keep delivering. At the close, we get results from Robinhood Markets. We should have a terrific quarter given all this volatility. I'm still waiting for the company to attract more than just traders in a serious way. Maybe it happens this quarter. Next, you know, you might not have heard this company, Bloom Energy, but this company makes solid oxide fuel cells, which has turned pretty much any fuel into electricity without combustion. It's amazing. The data center operators love this stuff. Bloom could have a gigantic quarter. I wanted to buy it for the trust. It just got away and got away and got away. And now you know what this is. This is Starbucks. And the stock's been creeping higher. Can it sustain the move? This level's been challenging for Starbucks, actually, but I think it's ready to break out. Let's go to Wednesday. Wednesday's about as consequential as any day I've ever seen in my career. First, we have a Fed meeting. The last that Jerome Powell chair. The Justice Department dropped that bizarre investigation of the cost overruns and the renovation of the Federal Reserve Building. That nightmare's now over. Clearing the way for Trump's pick, Kevin Warsh. having lower rates wash. He'll be good. After the close, where do I begin? We have Microsoft, which I think can surprise us with a spectacular data center number, even as I'm betting demand for copilot remains not so hot. Microsoft's been doing buyouts. We need to find out what that's all about. Amazon reports, too, and this stock's been soaring ever since CEO Andy Jassy put in a letter his vision. That's what he did. Now we have to worry about numbers. It could be a toll order, but we stick them in this one for the Travel Trust. And we can't buy anymore because it's so big for us. But if it comes in, that may be the best strategy to do some buy. And then people freaked out when Meta announced a 10 percent layoff this week. I think that's stupid. Mark Zuckerberg lets people go when they aren't needed anymore. I call him the chainsaw because he's ruthless about cutting costs. Chainsaw stocks should have gone higher today, not lower, as Blockstock did when Jack Dorsey did huge layoffs. This stock's going in the wrong direction, blown higher. Alphabet has a mosaic like none other. Google Search, Gemini, YouTube, Waymo, and perhaps most important, Google Cloud. I think this number could be outstanding. Oh, and just because I don't want all tech, let's throw in another one. Chipotle. I think this could have the first strong quarter in a very long time. Now, this one's a little controversial. Eli Lilly, they announced some scripts for the new weight loss drug, and they were disappointing. I admit that. Stocks sold off big. I say, calm down. Lilly will tell a good story when it reports them with Thursday morning. They've got a little more longer-term view than just 10 days. We're from Caterpillar, too, and I actually expect a huge number. And that's in large part because, well, go ahead, you can say it. Do I have to say it, data center? They're in there big time. At the close, Apple reports. This is a solemn moment for those of us who think Tim Cook's one of the greatest CEOs of all time. Tim's handing the reins to John Ternus. He'll become executive chairman effective September 1. What a run. I think Apple's doing exceptionally well and has an enormous, I think it's got enough momentum to last to the end of the year. New phones, foldables, along with the very strong iPhone 17 line should keep this thing going higher. I say own it, don't trade it. Two rocket ships blast off Thursday evening, SanDisk and Western Digital. 317 and nearly 135% year to date. 317%. This is SanDisk. This is like low tech, OK? Can we really ask these stocks to do more? Yes, if they keep blowing away the numbers. And given the memory shortage, I bet they can keep blowing away the numbers. Finally on Friday, let's get boring. Chevron and Exxon report. Now, these are usually positive affairs, but not this time. We're going to listen closely, see if their plans have changed because of the war with Iran. I think these oil companies have classic long-term approaches, but they also know that you need to get the oil transported from one place to another. And now it's easier to, say, get the oil out of Venezuela than it is anywhere in the Middle East. So here's the bottom line. We're coming into one of the toughest weeks of the year for a stock picker or for someone like me. because there's just so many companies reporting at the same time. That's why you need to stop, look, and listen before you take action. Conference call, not the headlines, will determine the stock price. Please listen to the conference call or don't do anything until the next day. Let's go to Bill in New York. Bill. Jim, greetings from Huntington, New York. Fantastic. What's going on, Bill? Yes. Hey, I'm a club member, big fan of the show, and a second-time caller. Oh, fantastic. Good to have you back. 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 percent from its December lows. In your opinion, you had suggested we should wait for a stronger re-upgrade of the stock and to stay long. So what are your current thoughts on valuation and growth opportunities for Costco? Okay, Costco sells at 49 times earnings. That's where it's been 47, 49 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 having money tonight. EQT is a major player in the natural gas boom in the U.S., and I'm learning 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 this chef and co-founder that's powering this incredible success story and real good food. Stay with Kramer. Don't miss a second of Mad Money. Follow at Jim Kramer on X. Have a question? Tweet Kramer. Hashtag Mad Mentions. Send Jim an email to madmoneyatcnbc.com or give us a call at 1-800-743-CNBC. Miss something? Head to madmoney.cnbc.com. What made you confident that you could do something that hadn't been done before? I have no fear of failure. Trailblazing women changing the game. One of my favorite pieces of advice, think about what your boss's boss needs. Leadership can look in many, many different forms. It really does come down to just trusting yourself. Life is short and you just got to think big to accomplish big things. Julia Boorstin hosts CNBC Changemakers and Power Players. New episodes every Tuesday, wherever you get your podcasts. Earlier this week, we got results from my favorite oil and gas company, EQT, 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 kill. 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 and CEO of EQT Corp. Mr. Rice, welcome back to Mad Money. Hey, Jim, happy to be here. 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 security. Absolutely. 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 percent. They went up over 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 six BCF a day of LNG offtake that's available from facilities that are looking to get started. And with this demand coming to sure 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. Have you heard from companies from overseas who just say, listen, we have no choice. We got to come here. Has anyone come to you or any of the various politicians 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 They want to be here. Yes, that has been a theme ever since the bombs dropped in Ukraine. We've seen a pull for 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 Russian 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 B.C.F. a day of natural gas was pulled out of the marketplace when the bombs dropped in Ukraine. Price spiked to over 40 dollars with this Iran situation price increase only to 20 dollars. OK, what's the difference? The difference is in Ukraine situation, the United States was exporting 10 B.C.F. 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 in international prices. And that is only going to increase as we continue our ramp to unleash U.S. 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. 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. Absolutely. You know, I got into this business 20 years ago, Jim, and I was looking I was selling gas for three dollars today. We're selling gas for three dollars. 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. 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 percent of the rigs were drilling in the oil side. Only 20 percent of the rigs were developed in the natural gas area. And when we look at the 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. 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? I got a thousand Caterpillar engines and I want to build it. I want to get a gigawatt going here. Could you help me? Absolutely, Jim. It'd 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 AI power demands that were taking place, there were questions. You know, what is going to be the energy source 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 six BCF a day of natural gas turbines under construction. We see an order book 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. Absolutely. 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 quickly. 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 EQT, the biggest and, dare I say, the best. Thank you, Toby. Thanks, Jim. May I be back in for the break. 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 next. What made you confident that you could do something that hadn't been done before? I have no fear of failure. Trailblazing women changing the game. One of my favorite pieces of advice, think about what your boss's boss needs. Leadership can look in many, many different forms. It really does come down to just trusting yourself. Life is short and you just got to think big to accomplish big things. Julia Boorstin hosts CNBC Changemakers and Power Players. New episodes every Tuesday, wherever you get your podcasts. I've been very bullish on Intel ever since new CEO Lip Wu-Tang came in to turn things around a little over a year ago. But even I didn't expect this formerly iconic chipmaker to report such an outstanding quarter. Last thing it did, though, it did the impossible, 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 Boutan's predecessor, Pat Gelsinger, had burned through fortunes trying to expand Intel's semiconductor manufacturing capacity. So when Tan came in, remember, he had been on the board and he had quit. He was so upset with the way things were 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's 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 U.S. government take a nearly $9 billion stake in Intel, essentially converting long-term grants under the CHIPS Act 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 $23.28 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 NVIDIA stepped in, though, you knew the biggest risk would be taking it 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 percent in a single session from 54 to 45. This is a volatile one, huh? And many wondered if the bulls had gotten ahead of themselves. For most of February and March, Intel stayed stuck in the 40s. It wasn't until the end of last month when the broader market bottomed 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, it 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 the disappointing quarter that Intel got 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 29 cents per share when Wall Street was only looking for a penny per share. Even better, for the current quarter, imagine it's talking about a 7% to 10% revenue growth with earnings of 20 cents per share, more than double the 9 cents 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 AI revolution. Remember, this is the fourth industrial revolution this country has had. It's all about agentics 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 surprisingly been able to meet the demand. Well that because Liputan is a great manufacturer The latest server CPUs are seeing the fastest new product ramp in five years That incredible Practically in just over a year since Tan took over I think there's been a profound cultural shift in Intel. When you listen to 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 Zinsner, 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. Management also spent plenty of time talking about advanced packaging. That's a huge opportunity for these guys, something that LipBoutan knows better than anyone in the world. Wall Street's clearly underestimated it's going to be the next leg for this company. 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 will be doing with Elon Musk. This, too, is underestimated. This is with the partnership with SpaceX, XAI, and Tesla to support the TerraFab 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've 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 is flipping from negative to positive. We call this a re-rating, and it's still in its early innings. This morning, three different firms re-rated it, Citi, Evercore, and Roth Capital. They upgraded Intel to a buy. But even after these moves, the stock has only 16 buys versus 31 holds and five sells. Those sells and holds represent 36 potential upgrades for Intel. As the bear case here fades away, I'm betting the stock can keep rising. Of course, it's a lot more expensive. Now, it used to be trading at roughly 82 times this year's new much higher earnings estimates. 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 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 I come down. The bottom line, Intel's back. This story's better than it's been at any time in the last 25 years, thanks to the rise of the agentic AI, which is why I expect a lot more upside long term. Short term, though, I'm hoping for a better entry point. Today's Parabog move says you missed it. But this market could go down in a heartbeat. And then you get another chance. How's a pleasure. How about we go to Mike, Mike, Mike in Illinois. Mike. Jim, how are you? Long time 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, sell, or hold? 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. My 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 and shares of Intel are buying opportunity because a new year has arrived for their chip maker. Now, there's so much more made by it. It's very exciting. We've got this restaurant, Carbone. It's a chain. Cinematos 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. And I'll tell you, Mario is the king. He's the visionary restaurateur. And we're going to learn about the hospitality industry and the state of consumer, too. stocks tied to the data center. See him on 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 fire. It's just a light around. Stay with Kramer. Earlier today, I got a chance to speak with Chef Mario Carbone, the co-founder of Major Food Group at ZZ's Club. That's a private membership club in Hudson Yards, big rear development 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 Seidel's. Take a look. First of all, I can't believe I'm right in front of you. You create magic. Magic is almost impossible to create. How do you do it? 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 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 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. Well, I was going to use the word show. It's a show. All of your places are 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? That's something that is a tremendous challenge. How do you make sure that it's consistent, they're putting on the same performance? 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 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. I don't know if people realize 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. I'd like to believe so. I think culture is a big reason why we win. Culture is why we don't have to rehire. Hiring is a great thing if you're growing. You're growing, you need more people, amazing. You're hiring because you need to refill a role that you lost is just a tremendous waste of time and resources. Sam Walton and Jim Sinegott, they both understood that. And that's why Walmart 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. We go back to restaurants. But here is something that I have loved. Thank you. And I'm trying to figure out whether this itself, judging by the compares, is not worth everything you put together. 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 capitalize on that? How do I get it to everybody, virtually everybody? And that was the answer to it. And now we're in sort of 30,000 stores across the country and five years in a row, the fastest growing brand in the country. Well, we know another company, Campbell's bought a similar, never done great competition. I 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 Roadhouse. And those are fine establishments. But this is a unique part of someone's portfolio if they could get it. I think about it every day. You do. I think about it every day. I watch your show. I get all pumped up. And I think about someday ringing the bell in the stock exchange. Oh, that'd be great. It would be as a native New Yorker, it would be the dream of a lifetime. Now, let me ask you, how do you pick which one's next? I mean, you've got Carbones, but you've got some other brands. And people don't realize how many brands you have, but 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 Carbones right now? Yeah, I mean, we have multiple cities that are in construction right now, right? We do. Mexico City, Sao Paulo, Tokyo. 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. Oh, my God. Really? So 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. Well, when I came here to ZZ'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 show me 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 can 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? 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. 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, doing all of the different nuances that go into a member's club, the programming, daytime, nighttime, different concepts, different styles of cuisine, different bars. How do I entertain people all night long in these ways? So I loved the challenge. I loved the idea that we were taking care of the people that had taken care of us for so many years. Those were 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. 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. Well, you mentioned beverage. Younger people apparently although I think they coming back candidly drink a little less So they a customer who eats more Can you make as much with the food if people stop drinking the alcohol 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 in the major alcohol brands. But what they're also saying is, we're willing to spend a disproportionate amount of money on experience. Right. 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 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. Well, let's go back to the original. How did you know? When did it get buzzed? When did it switch from being, I hope people come to being, okay, I'm sorry, I can't. I'm sorry, I can't. When did that happen? Well, our very first restaurant was tiny. It was six tables, 400 square feet. And it took a couple years for that. We were unknowns. It took a few years of chipping away at that small restaurant to get the beginnings of 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 journalists along the way were very kind with their words, and things began to take off. And it's a snowball effect. But you don't, let me put this right, you don't charge a lot. You charge a good price. Thank you. You don't. I think we charge appropriately. I mean, cost of goods is expensive. And if you're someone like myself, I mean, I'm a chef. I'm a born and raised chef. And 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 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. So, let's see. I want to know is you are. Oh, 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 you're putting in. It's if you if a hotel gets you, the hotel's made. Yeah. Right. It's made. That's why we'll be in hotels ourself. for that very same reason, right? We're such an influential part in the average nightly spend and ADR of a hotel that we might as well be on the other side of that deal. Well, you've got to come public. I mean, I know it's a pain to be public in a lot of ways, but boy, everyone will want to share. Yeah, I don't disagree with you. I want to share. My careful trust wants to share. It's very exciting to talk to you. 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. Thank you. Thank you. Coming up, you've got questions. Kramer's got the answers. Get charged up for a fast fire lightning round next. It is time. It's time for the lightning round. And then the lightning round is over. Are you ready? Steve, Derek, tell me the lightning round. Let's start with Arjun. Arjun in Massachusetts. Arjun. Hi, Jim. 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 bye. Well, you know, you're a high schooler, and I would tell you that this is a company that is an automation company, 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 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. Hi, Jim. I'm from D.C., but my wife's actually from West Philly, and we love your show. Well, that's fantastic. My dad's from West Philly. How's it going? It's going good, man. Right across the Fairmont Park. Oh, my God. That's actually my grandma. Go ahead. It's grown over 1,000% in the past 12 months, and its growth seems to correlate with U.S. aerospace advancement. What's your opinion on Planner Labs? 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. It's going up on the same stuff over and over and over again. We're going to say no. We're not going to pay these prices. I need to go to Will in Pennsylvania. Will. Hey, booyah, Jimmy. It's Will from northeast Philly. Hey, I just want to say thanks for teaching us common people and investing. That's the goal. Ollie. O-L-L-I. I don't know what's the matter with Ollie. I'm a member of Ollie's Army in the Quaker Town. I know you're in the northeast. This Quaker Town is a little far north of you. But I have to tell you, I've got to do more work. This is the first time I've ever seen this stock down a sustained way. And we're not going to 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. Hi, Jim. You have a great show. I look forward to watching it every day. Thank you. I'm thinking about buying strategy. It looks like Bitcoin. No, no, no, no. We buy the Bitcoin. We don't need the strategy. That's two derivatives. 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. 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. 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 out for the world back. A huge thank you for all you've done to make me a better investor. I got to 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 that's worth buying here? Honestly, no. At least not this Murray moment. I mean, look, the data center is sucking every dollar out of the room. I've never seen anything like it. We got a bunch of these names for the travel trust, not just because they're in the data center, but because they will have the best earnings worth 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 an example. Today, the Chapel Trust sold some Broadcom, AVGO, a dominant player in networking and custom chips that has Meta, Anthropic, and Google as major customers. How can I bring myself to trim the stock of this unharmed $2 trillion company that's been delivering great numbers like clockwork? Simple. 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 it eventually because that's what the crowd does. Let me tell you a story. We have a very large position in 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 to just under $415. Oh, man, I was so thrilled. Broadcom 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 thing you know, it's the end of March. And Broadcom's stock is at 290. We were down 125 points from the high. And that, my friends, is a travesty. We created all our stocks in the trust, and we had a broadcom at a two on the way down when it got to, that's a 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 290, 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 trimmed Broadcom. I have no particular reason to believe Broadcom deserves to go lower. In fact, I think it's a trade higher. But that doesn't matter. Having flexibility is crucial. Tech stocks routinely have downtrends. And you've got to prepare for them. You need to do some selling into strength. That way you can buy the darn thing when it 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 data center stocks is up 30 or 40 percent this week, you need to take something off the table Monday. If only say 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 a bull market somewhere. I promise I'll find it just for you right here on May of Money. I'm Jim Cramer. See you Monday. All opinions expressed by Jim Cramer on this podcast are solely Cramer's opinions and do not reflect the opinions of CNBC or its parent company or affiliates and may have been previously disseminated by Cramer on television, radio, internet, or another medium. You should not treat any opinion expressed by Cramer 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 forward slash Mad Money Disclaimer. What made you confident that you could do something that hadn't been done before? I have no fear of failure. Trailblazing women changing the game. One of my favorite pieces of advice, think about what your boss's boss needs. Leadership can look in many, many different forms. It really does come down to just trusting yourself. Life is short and you just got to think big to accomplish big things. Julia Boorstin hosts CNBC Changemakers and Power Players. New episodes every Tuesday, wherever you get your podcasts.