Trump’s Golden Age Begins With a Brutal Trade War
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Trump’s Golden Age Begins With a Brutal Trade War

If tariffs evolve from a negotiating tactic to a new normal, economic and diplomatic costs to all of North America will grow

By Greg Ip
Fri, Mar 7, 2025 10:44amGrey Clock 4 min

President Trump won last fall’s election on the pledge of a new “golden age.” Public confidence perked up and the stock markets leapt.

This week showed the dark side of that promised golden age. On Tuesday, as Trump boasted to Congress that “America’s momentum is back,” he was allowing steep new tariffs on Mexico and Canada to take effect, initiating what may become the most brutal trade war since the 1930s.

Stocks have largely surrendered their postelection euphoria, consumer confidence has wilted, and economists talk of stagflation —a spell of slow to stagnant growth and higher inflation.

Mindful of the fallout, Trump’s advisers have pressed for ways to delay or modify the tariffs. A 30-day carve-out for autos was announced Wednesday, and on Thursday Trump said tariffs on some Mexican and Canadian goods would be delayed until April 2.

Don’t assume, though, that anything will fundamentally change. Trump is early in his term, enjoys complete control of his party and Congress, and is counting on tax cuts to revive confidence. Lower interest rates and oil prices may soften the sting of tariffs. All that gives him freedom to indulge his most deeply held instincts on trade.

His decision to effectively repudiate the North American free-trade pact he himself negotiated in 2018 flows from a lifelong belief that allies and trading partners are freeloaders who diminish rather than augment American wealth and security. A similar mindset explains his decision to cut off aid to Ukraine and signal diminished support for Western European security.

He insists tariffs will make America rich. But this is true only in a relative sense.

If the tariffs stay, Canada and Mexico are likely both headed into deep recessions followed by years of painful adjustment to lost access to the massive U.S. market.

The fallout for the U.S. will be much less thanks to its size, wealth and entrepreneurial dynamism; but it will be negative, nonetheless. The U.S. would lose the efficiency and economies of scale that a continentwide market affords and the trust that has kept relations with its neighbors placid and predictable.

Trump’s real endgame

Outsiders have struggled to discern Trump’s endgame because he and his advisers advance multiple, conflicting motives for his behavior.

His advisers describe him as a dealmaker for whom tariffs are a means to an end. But through his actions, Trump has shown that tariffs are the end.

The stated justification for tariffs on Canada and Mexico was to reduce the inflow of fentanyl and illegal migrants. They complied: Illegal crossings at the southern border came to a near halt and Mexico extradited 29 drug bosses to the U.S. Seizures of fentanyl across the northern border, already low, plummeted in January, according to U.S. data.

Trump went ahead with the tariffs anyway. And in remarks Monday, he made his motives clear. “It’s going to be very costly for people to take advantage of this country,” he explained. “They can’t come in and steal our money and steal our jobs and take our factories and take our businesses and expect not to be punished.”

He is seeking not just to eliminate drugs, illegal immigration or even trade deficits, but to appropriate the industrial bases of Mexico and Canada. “What they have to do is build their car plants, frankly, and other things, in the United States, in which case you have no tariffs,” he said.

With Canada, his aims are more ambitious, and ominous. He has said Canada can avoid the tariffs by becoming part of the U.S. “What he wants is to see a total collapse of the Canadian economy, because that’ll make it easier to annex us,” outgoing Prime Minister Justin Trudeau said Tuesday.

The near and far costs

The U.S. market is too big to ignore so many multinationals will indeed choose to locate in the U.S. rather than Canada, Mexico or elsewhere.

That will benefit some American workers and companies. U.S. steelmakers are thrilled that prices are already up about 30% since January, before Trump announced tariffs on the metal.

Studies of past tariffs, though, show that gains to producers are more than offset by losses to consumers. Steel users are already complaining. Based on previous tariff episodes, Goldman Sachs expects consumers to pay 70% of the new tariffs on Mexico, Canada and China, amounting to $260 billion a year.

The cost to consumers comes not just in the form of higher prices, but the products they never buy because they aren’t available or are too expensive.

Anderson Economic Group, a business consulting firm, estimates tariffs will add $4,000 to $10,000 to the cost of a North American-built vehicle. For models with few substitutes, 75% to 80% of that will be passed on to consumers, reducing affordability and thus sales, said President Patrick Anderson. In addition, some models and options will simply no longer be available because they can’t be built at a price acceptable to the consumer, he said.

Every action has a reaction

Trump proceeds on the assumption that other countries have much more to lose from an economic or geopolitical rupture than the U.S. and will thus accede to his demands. Thus far, he’s been mostly right.

But should Mexico and Canada conclude that tariffs are not a negotiation but the endgame, their strategy will shift, from trying to please Trump to fortifying themselves against a newly capricious and threatening neighbor.

Until the 1990s, relations between the U.S. and Mexico were marked by mistrust and lack of cooperation on a broad range of political and economic issues.

“Our whole DNA was anti-U.S.,” said Jorge Guajardo, a former Mexican ambassador to China who is now with DGA Group, a global risk consulting firm. Free trade, he said, changed that. If it goes away, Mexico would revert to “complete mistrust of the northern neighbor,” reducing cooperation on crime, immigration, health and climate.

In Canada, Trump’s tariffs and professed aim of annexation have aroused a wave of nationalism and anger with little modern precedent.

The forthcoming federal election has been transformed from a referendum on the unpopular Trudeau, to a contest over who can best stand up to Trump.

“I don’t think Canada can ever again look upon the U.S. as a reliable economic partner,” said John Manley , a former deputy prime minister. “It has to develop its own strategy for building its own economy and looking elsewhere.”

Write to Greg Ip at greg.ip@wsj.com



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In a Sea of Tech Talent, Companies Can’t Find the Workers They Want

A divide has opened in the tech job market between those with artificial-intelligence skills and everyone else.

By CALLUM BORCHERS
Thu, Oct 2, 2025 4 min

There has rarely, if ever, been so much tech talent available in the job market. Yet many tech companies say good help is hard to find.

What gives?

U.S. colleges more than doubled the number of computer-science degrees awarded from 2013 to 2022, according to federal data. Then came round after round of layoffs at Google, Meta, Amazon, and others.

The Bureau of Labor Statistics predicts businesses will employ 6% fewer computer programmers in 2034 than they did last year.

All of this should, in theory, mean there is an ample supply of eager, capable engineers ready for hire.

But in their feverish pursuit of artificial-intelligence supremacy, employers say there aren’t enough people with the most in-demand skills. The few perceived as AI savants can command multimillion-dollar pay packages. On a second tier of AI savvy, workers can rake in close to $1 million a year .

Landing a job is tough for most everyone else.

Frustrated job seekers contend businesses could expand the AI talent pipeline with a little imagination. The argument is companies should accept that relatively few people have AI-specific experience because the technology is so new. They ought to focus on identifying candidates with transferable skills and let those people learn on the job.

Often, though, companies seem to hold out for dream candidates with deep backgrounds in machine learning. Many AI-related roles go unfilled for weeks or months—or get taken off job boards only to be reposted soon after.

Playing a different game

It is difficult to define what makes an AI all-star, but I’m sorry to report that it’s probably not whatever you’re doing.

Maybe you’re learning how to work more efficiently with the aid of ChatGPT and its robotic brethren. Perhaps you’re taking one of those innumerable AI certificate courses.

You might as well be playing pickup basketball at your local YMCA in hopes of being signed by the Los Angeles Lakers. The AI minds that companies truly covet are almost as rare as professional athletes.

“We’re talking about hundreds of people in the world, at the most,” says Cristóbal Valenzuela, chief executive of Runway, which makes AI image and video tools.

He describes it like this: Picture an AI model as a machine with 1,000 dials. The goal is to train the machine to detect patterns and predict outcomes. To do this, you have to feed it reams of data and know which dials to adjust—and by how much.

The universe of people with the right touch is confined to those with uncanny intuition, genius-level smarts or the foresight (possibly luck) to go into AI many years ago, before it was all the rage.

As a venture-backed startup with about 120 employees, Runway doesn’t necessarily vie with Silicon Valley giants for the AI job market’s version of LeBron James. But when I spoke with Valenzuela recently, his company was advertising base salaries of up to $440,000 for an engineering manager and $490,000 for a director of machine learning.

A job listing like one of these might attract 2,000 applicants in a week, Valenzuela says, and there is a decent chance he won’t pick any of them. A lot of people who claim to be AI literate merely produce “workslop”—generic, low-quality material. He spends a lot of time reading academic journals and browsing GitHub portfolios, and recruiting people whose work impresses him.

In addition to an uncommon skill set, companies trying to win in the hypercompetitive AI arena are scouting for commitment bordering on fanaticism .

Daniel Park is seeking three new members for his nine-person startup. He says he will wait a year or longer if that’s what it takes to fill roles with advertised base salaries of up to $500,000.

He’s looking for “prodigies” willing to work seven days a week. Much of the team lives together in a six-bedroom house in San Francisco.

If this sounds like a lonely existence, Park’s team members may be able to solve their own problem. His company, Pickle, aims to develop personalised AI companions akin to Tony Stark’s Jarvis in “Iron Man.”

Overlooked

James Strawn wasn’t an AI early adopter, and the father of two teenagers doesn’t want to sacrifice his personal life for a job. He is beginning to wonder whether there is still a place for people like him in the tech sector.

He was laid off over the summer after 25 years at Adobe , where he was a senior software quality-assurance engineer. Strawn, 55, started as a contractor and recalls his hiring as a leap of faith by the company.

He had been an artist and graphic designer. The managers who interviewed him figured he could use that background to help make Illustrator and other Adobe software more user-friendly.

Looking for work now, he doesn’t see the same willingness by companies to take a chance on someone whose résumé isn’t a perfect match to the job description. He’s had one interview since his layoff.

“I always thought my years of experience at a high-profile company would at least be enough to get me interviews where I could explain how I could contribute,” says Strawn, who is taking foundational AI courses. “It’s just not like that.”

The trouble for people starting out in AI—whether recent grads or job switchers like Strawn—is that companies see them as a dime a dozen.

“There’s this AI arms race, and the fact of the matter is entry-level people aren’t going to help you win it,” says Matt Massucci, CEO of the tech recruiting firm Hirewell. “There’s this concept of the 10x engineer—the one engineer who can do the work of 10. That’s what companies are really leaning into and paying for.”

He adds that companies can automate some low-level engineering tasks, which frees up more money to throw at high-end talent.

It’s a dynamic that creates a few handsomely paid haves and a lot more have-nots.

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