The Prof G Pod with Scott Galloway - The $1.7 Trillion Data Center Bet, and Why Apple is Getting Into the Subscription Game

Episode Date: September 21, 2026

Scott Galloway breaks down the borrowed money behind the AI buildout, how Apple turned the iPhone into a monthly bill, and how to angle for your boss's job. Want to be featured in a future episode? Send a voice recording to [e-mail], or drop your question in the r/ScottGalloway subreddit. Plus, you can now call or text Scott a question at our new Office Hours hotline: ‪[phone]‬. Learn more about your ad choices. Visit podcastchoices.com/adchoices

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Or go with the flow and choose ginseng delight. Our new double espresso with ginseng extract. Whatever lies ahead, don't change your morning. Let your morning change you. Discover coffee plus on espresso.com. Welcome to office hours with prop G. This is the part of the show where we answer your questions about business, big tech entrepreneurship and whatever else is on your mind. If you'd like to submit a question for next time, we can send a voice recording to office hours of Proptee media.com. Again, that's office househouse property media.com or post your question on the Scott Galloway subreddit, and we just might feature in our next episode. Question number one comes from a listener who emailed us. Hi, Scott. I'm an ex-UK.K. Army engineer officer working on grid

upgrades in the Scottish Highlands. Your no mercy, no malice episode, 1999.a.I. has led me to believe that the push on data center construction is ill-advised and will end up with data center developers holding the crying baby with incomplete sites and sunk cost. There's also the question of realistic capacity in the grid and the demand from new building housing and other sectors. Is the model of speculative build of data centers for hyperscalers destined to fall down? Thanks as always for speaking out, swearing and drinking. Well, I won't stop that.

Your ancestral home is proud to call you a jock. Huh. Well, you oatmeal savage, that's what my father used to call me when he was. joking. Some data. Most announced data centers were never real. To build a data center, developer applies to plug into the power grid, and operators get five to ten times more applications than real buildings because they file a whole pile to hedge. Most have no financing, no power deal, and no equipment order. And some are most planned data centers or press releases. Bloomberg expects a third to half of all U.S. data centers plan for 2026 to be to later

canceled. Why people seem to, the latest scare around AI is the debt. Wall Street's mood is flipped fast. And Bank of America's Investors Survey 45% now call the AI bubble the biggest risk, up from 28% a month earlier. The buildout runs on borrowed money right now. One estimate puts the giant's hidden debt at $1.7 trillion. That's up eightfold in four years. The scary part is what's not in plain side here, and that is $800-plus billion, has pushed off the books into shell companies. so it's hard to see who's going to eat the losses. Plus, this debt is backed by chips that can lose value overnight if a better one emerges. A lot of people are equating this in 1999, and there's real parallels here.

Ordinary people, in my view, will be the ones left holding about it. I think there's going to be an AI-s-data-center bailout from Trump, who's bet the entire economy on AI's or the valuations of AI to continue to be out over their skis. In many states, utilities are guaranteed a profit for building power plants, so if the demand never shows, it lands on everyone's power bill. The financing is circular. Invita sells the chips and lends its customers the money to buy them.

And so the same dollars keep flowing in between a handful of companies making demand look bigger, artificially bigger than it is. In some, the end here or the slowdown isn't likely one dramatic bang. It's kind of a slow rolling thud, similar to 2002, where the weakest, most borrowed players fall first while big tech survives. So this listener, you're right about the crying baby, and he'll end up holding sort of the over-leveraged developers and the rate pairs, not the hyperscalers. But my understanding is you're working on grid upgrades in the Scottish Highlands.

I think it's interesting to be in the center here in a spectator. I would argue as it relates to your job, I still think the demand is going to be pretty substantial and that your skills are going to be in pretty high demand. for a while. In other words, the technology, and I do think the data centers will survive. I just don't know what the valuations will be or who pays off the debt to finance these things. But as it relates to what you're doing, I think you're in a pretty good spot right now. One, working in the Scottish Highlands, I mean, I have an ability to romanticize Scotland because I think it's the most beautiful place in the world.

So to be there, and I don't know if you're working outdoors or probably not. I know, to have any skills around adjacent to data centers right now is a pretty good wrap, probably for a few years. I just don't think these things are going to, I don't think we're going to stop building data centers. I just wonder if the people financing this type of growth are going to scale back or their debt is going to come under pressure. but brother to be working in the highlands and have skills around what is at the center of AI, and that is the data center build out, I still think there's going to be enough demand to justify the centers that do get approved, if you will. Anyways, very much appreciate the question, and congrats on your geography and your profession.

Question number two comes from Jacob. Hi, Scott. What do you think about Apple's move to a subscription-based model? To me, the subscription model not only means more reliable revenue for the company, but it is also stickier. When consumers get on the plan, they'll likely be contentious to keep receiving new iPhones, regardless of the fact that the only substantial upgrade year over year is a better camera. Apple knows they are done innovating in that space, and they want to get locked in customers now. I'm curious about your thoughts. Yeah, I think we're a violent agreement on this one. So on July 28th, Apple launched an Apple upgrade in the U.S., the program, will that customers pay a monthly fee for an Apple product, then upgrade to the newest model, return the device or buy it outright when the lease ends. Leases start at $18 a month for an iPhone. This is likely a reaction to a slowing upgrades cycle.

The average global smartphone replacement cycle is expected to stretch to four years in 2026, up from three and a half years in 2025, and some, the improvements have begun incremental, and I think people have decided they don't need the latest and greatest right when it comes out. Apple's subscription business is working, Apple's services business, which include subscriptions, the App Store, ICloud, and AppleCare brought in over $30 billion last quarter. We think of Apple's being a transactional company, but at $30 billion a quarter, $120 billion a year, it's got to be one of the five or ten largest subscription companies in the world.

That's up 12%. Apple has now more than one and a half billion paid subscriptions across its platforms. Services carry an estimated 77% gross margin versus 39% of our hardware, meaning a service dollar is roughly twice as profitable as the iPhone dollar. The services segment lifted Apple's overall gross margins to 49% and some Apple is converting an unpredictable four-figure purchase into a predictable monthly payment that keeps customers inside its Igo system. So let's bring this back to me. I started coming called Profit Brand Strategy, my second year in business school where basically I was running my brain to old white guys who are CEOs and CMOs and helping them make decisions. And I would charge William Sonoma half a million dollars to do their internet strategy or Levi Strauss and Company, you know, a million bucks over two. years to figure out their direct-to-consumer strategy, including owned and operated stores. And about halfway through the engagement, most of my effort and brainpower would be focused on

inventing new problems that only me and my team could answer. And I sold profit when it was doing 10 million in revenue for 28 million or 2.8 times revenues. I essentially started the equivalent of profit again when I was teaching at business school when in 2009, that was L2, where we'd collect data. But instead of a transactional model, I wanted, quite frankly, I wanted a larger exit. And I read this amazing study from Deloitte saying, these are where the irrational multiples, the features that a company that's able to garner an irrational multiple have in common. One, they own a niche. Two, they're international. Three, they have defensible IP. And four, they have recurring revenues. And that's why software companies. When you have recurring revenues,

someone signs up, it's a harder sales process, but they sign up, and people think recurring revenue is exploiting a flaw in the species. Right? So I sign up for Equinox at $250 a month, and I work out three, four times a week, three times a week, 12, divided into $20 a workout. Okay, I'm never in Soho. I work out there two or three times a year, so I am paying $1,000 a workout. If they charge me $1,000 every time I walked into Equinox, regardless of how hot that people are there and how convenient it is and how nice an environment is to work out, I would not pay $1,000. But because we have a problem understanding how fast time is going to go as a species, we're willing to sign up for something like, X dollars for a month?

That's not a lot. And I'll use it at least this much. In addition, the organization itself can better plan its CAPEX because it knows what its incoming revenues are going to be. So subscription model is stickier. It also forces you to focus more of your revenues, not on getting more people into the store, but on the customer relationship on renewal. So instead of investing more money and getting more people into the store, you're investing more money on the relationship itself and how to improve it, which typically creates kind of a better product, if you will. So on average, retailers trade at one to three times revenues and recurring revenue companies trade at six to eight times revenues. So, cut to I also sold L2 when I was doing about, well, I was doing about 20 million revenues and I sold it for 160 million or eight times revenues. So recurring revenue, the, you know, word is out the recurring revenue works. There's probably been an overinvestment in subscription revenues.

And it's getting harder and harder because people benchmark against Netflix, which gives you a billion dollars in content for every dollar a month you spend. So as is the reason why it's so hard to build a subscription substack offering. Anyways, Apple has been great. at this. And they have said, okay. And I'm not exaggerating. I suggested this to Apple maybe three years ago. I said, okay, pretty easy to identify amongst the billion people that have iOS, find the 50 million super users, myself included, that want the latest, greatest, all the time, fairly price and sensitive, and just say, we're going to give you every new product 30 days before anybody else. We're going to charge you 100, 200, 300, 300 bucks a month. And the market's just going to love it, absolutely,

love it. And the first thing I ask when I'm talking to a board is how do you figure out a way to move some of your business to subscription revenue? It doesn't have to be all subscription revenue, but if you launch a subscription revenue component of your business and it's growing faster than the core business, the market will start to reward you with multiple expansions. So it'll say, okay, recurring revenues eight times, transactional revenues two times. But if the recurring revenue part of your business is going faster than the transactional revenue, your overall enterprise value will start to expand. In addition, it's just you start investing more on the customer relationship. I just presented to the CEO and the senior management team of Mercedes-Benz, and they asked me,

you know, what would you do if you were us? And I said, simple. I like Mercedes. They should be able to identify. The best car I've ever owned is a Mercedes truck when I had kids. I bought, I think it was a GL. It drives like a sports car, but you can have. dogs and kids in it. It's just an outstanding car. It feels good. It's aspirational without being flashy. Anyways, love the car. And I realize, let me do my land acknowledgment. I realize most people are not privileged enough to have a Mercedes. But at some point, a car company just needs to take me off the table and just say, you know, James Purse or Buck Mason or what's another brand I like, or Braggin'Bones. Scott, you're the rag and bone, you're part of the boneheads,

and we're just going to send you the clothes you want, subscription service. We know you better than you, AB and Bev. I love beer. There's certain, Scott, we're taking you off the table, and we're going to send you beer. We understand your calendar, wherever you are, your favorite brands, and we're going to occasionally give you access to some sort of cool event that, you know, because we sponsor every world-class sport.

There's just so much opportunity for subscription. where you take the people off the table. Why? Because what does subscription do? It alleviates one of the, or it directly attacks one of the greatest myths in business, and that is choice is a feature. No, it's not. It's a bug. People don't want more choice. They want to be more confident in the choices presented. And subscription says, here's a brand and then a thin layer of AI innovation that says, we know what you want before you. When I go to a restaurant, I don't order. I ask my son or my partner to order for me. I don't want choice. One of the things I love about launch your code is, genius restaurant. Basically, there's no choice. You get steak, you get French fries, and then I think you get profferales. Boom, I don't have to think about it. And subscription revenue sort of does that for you, if you will. And it says, okay, you're done.

You don't have to pick anything. You've signed up. You've paid, and it reduces the calorie expenditure around decisions. Apple's move into subscription has created, I think, a massive amount of shareholder value. Apple right now, I think trades it appears. of, is it 33 or 43, but the bottom of mind, it's valued as if it's a growth company, and it's the, I think, the top line, one of the largest companies in the world,

maybe the exception of Walmart and a couple others, because it's growing its subscription revenue faster than its core business. Also, I think it just posted 16% growth on the iPhone, which is staggering. But a decent question, where does this all reverse engineer to? Apple converting unpredictable transactions into predictable subscription revenue is a gangster move. It's only getting started. I still haven't gotten a subscription plan from Apple. Apple, take me, I'm yours. Do what you will with me.

Take my money. Sign me up for a monthly program that gives me some sort of self-expressive benefit or access to new programs or figuring out that I lose my iPods every two months, so they're going to replace them every three months, whatever it is, right? and I think they're just getting started, if you will. And also just from a personal standpoint, if you're thinking about a business, ask yourself constantly,

what can we do to escape the transactional business model hell and move into a recurring revenue model? If you're a company that sells bikes, is there a bike club where they can, whenever they want, they have, when they're in town, we'll deliver a brand new trek bike to you and we'll invite you on cool bike tours,

maybe even, and will always have, maintain your bikes. Granted, that's going after a wealthy class, but I think there's a lot of people out there. But if they can just show, if a chain of bicycle stores can just show that their recurring revenue is going faster than their transactional revenue, it takes the multiple on that business up two or three.

And then they get focused on the consumer, you know, relationship, if you will. So I'm an enormous, I've been preaching, I've been preaching subscription, the move to subscription revenues for a decade now And probably the gangster move that doesn't get enough credit is Adobe used to sell something called Directors Cutter, a $2,500 software in the box. And then they said, nope, we're going to $25 a month.

Their stock got cut in half, and now it's up like 40x because they were sort of the original gangsters here of moving to a subscription model. So Apple, who I think is arguably strategically one of the smartest companies in the history of business, who's not engaging in the AI price, you know, CAPX world? right now. Apple. They're like, no, we'll just hang back and then we'll monetize them and let everyone else spend hundreds of billions or trillions of dollars. Similar to what they did with search, they said, you guys battle it out and then we'll extract a $20 billion licensing payment such that Alphabet can have Google be the default for the billion wealthiest people on the planet. Pulling the plug on the car. Good CEOs not only decide what to do, but what not to. Think about

the shit posting. Tim Cook has received for not developing, you know, not launching new products. Well, actually, they have Apple Music, Apple TV Plus, and it all feeds into the second system of subscription. Anyways, Apple's done a great job. What's the lesson to take away from here? Always ask yourself in business, what part of our business could we move to recurring revenue? Thanks for the question. We'll be right back after a quick break.

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go see the record for yourself at vanguard.com slash audio. That's vanguard.com slash audio. All investing is subject to risk, Vanguard Marketing Corporation distributor. Support for the show comes from Upwork. One of the most valuable traits any business can have is flexibility. Circumstances change. Your businesses need to be able to adapt. Upwork gives your business fast access to highly skilled specialists with deep expertise

without committing to full-time headcount. Upwork is a one-stop platform to find hire and pay expert freelancers across more than 125 categories. That means you can find talent and start filling those skill gaps, launch projects faster and scale support up or down as you need it. It's time to hire confidently while sticking to your timeline. Upwork also has business plus, which lets you access the top 1% of talent on Upwork. With AI-powered shortlisting, you'll get matched to the right freelancer in under six hours.

Upwork can also take care of operational stuff, including contracts and payments, so you don't have to worry about it. With over 170,000 freelancers holding five-star ratings, you can hire with confidence, visit upwork.com right now and post your job for free. That's upwork.com to connect with top talent ready to help your business grow. That's upw-w-rk.com. Welcome back. Question number three comes from a listener who texted us. Hi, Prop G, I have a career question. I recently stepped into a general manager role. I've been with my current company for about a year after being recruited by a leader who believes in developing high potential talent. That leader has now been considered for a VP role, which could create an opportunity for me to step into his position. Given that I'm still relatively new

to the organization, how would you think about balancing ambition with patients? More specifically, how do you position yourself as a credible successor while staying focused on helping your leader succeed and earning the trust of the broader organization? That's a big question. Look, the adage is true. If you want to be promoted, just kind of start doing that job. And that is demonstrate every day that you're ready for that job. And, you know, The basics, try and be a good team member, try and highlight and credit other people. But I don't think there's anything wrong with sitting around with the HR manager, sitting down with the HR manager or the person or your boss and saying, look, I think I'm ready for that job.

I hope you'll consider me when you're thinking about the next person or the person that's going to fill that role. And then to the extent you can start kind of fulfilling that role. Start, you know, the best way to get a job is to do the job. And but I think transparency and if you get passed over for it, you know, be honest. Yeah, I'm disappointed, but I understand you have to make these decisions. There is something to the power of patience, and that is the American corporation is probably the greatest economic elevator in history. But the thing about a corporation is to get rich slowly. And by the way, it's just awesome to get rich, so that's not bad. But one of the things I can

guarantee you in a corporation is a series of injustices. There will be people who get promoted over you that you believe are less talented, you will have things happen in the company that make no sense that just come from a directive from someone you haven't even met before. But if you're patient and mature enough to kind of handle these small injustices and be patient and a good citizen, over time, if you're good and a good colleague and a good team member, things work out. And I think some ambitious, talented people sometimes don't. I didn't have that patience. I was a Morgan and Stanley. And it just bothered me if I perceived people senior to me were not as intelligent as me. And the reality is they're probably more intelligent. There was more mature. And I just didn't have

the patience or the maturity. So I would keep in mind that you're going to have injustices, but over the medium and the long home, most organizations with good people reward, reward competence and patience and ambition. So, yeah, there's a fine. line between patience and ambition, but I would be transparent with your direct boss and the head of HR or the manager who's making this decision. Say, I think I'm ready and just start doing the job or doing components of the job to demonstrate that you're ready for it. And there's nothing wrong with being ambitious, as long as it doesn't come at the cost of supporting your colleagues and talking them up and giving them credit where it's due. And if you don't get it, be as gracious as

possible. Congratulations, the person that did get it and ask how you can be helpful. And quite frankly, just do what I didn't do, and that is be an adult and just act more mature. Anyways, appreciate the question, and it sounds like you're doing really well. Congratulations. That's all for this episode. If you'd like to submit a question, please email a voice recording to Office Hours of ProptoMeedia.com. Again, that's Office Hours of Profitemedia.com. Or if you prefer to ask on Reddit, just post your question on Scott Galloway subreddit, then we might feature it in an upcoming episode. This episode was produced by Jennifer Sanchez and Laura Jenaire.

Camaric is our social producer, Brad Williams is our editor. And Drew Burroughs is our technical director. Thank you for listening to the Propgey Pop from Prophecy Media. Made it! Part of the Beast is the must-see adventure of the year. It's just you and me, boy. One of the most extraordinary on-screen bond you'll ever see. I'll get you home.

Brad Pitt. Part of the Beast. September 25th. Get tickets now.