Yaron Lipshitz never applied for the job

Cvent acquired Prismm on April 24, 2025, for terms it didn't disclose. More than 5,500 venues, hotels, planners, and vendors were using the platform. Nfluence Partners advised on the deal. Yaron Lipshitz, who ran the company for a decade, called it the next chapter.

He never applied for the job, and he did not build the thing he sold.

A friend from Tel Aviv University called him about 10 years ago with a product he had written and no money to build it out. Lipshitz was an investment banker at the time, at Morgan Stanley and then Lehman Brothers, working tech mergers and acquisitions. He helped raise the round as a favor.

"About a month into it, he basically offered me the job as CEO," Lipshitz said on the CEO.com Podcast.

The friend was Daniel Anisman, the CTO. His partner, Sandy Hammer, was the CMO. Allseated was theirs. Lipshitz took the title and then spent two years running their idea into the ground.

The pivot nobody wanted

The original plan was a marketplace. Give away the planning tools, make money matching event hosts with vendors. Lipshitz ran that model for two years, and it did not produce a business.

"I knew that I really had to make Allseated monetize its services, or else we're just, we're not going to have a business," he told the CEO.com Podcast. "It was a very tough decision to make and not a very popular one with other stakeholders in the company."

He does not name the stakeholders. He does say what he learned, and it has nothing to do with pricing.

"It's not just about the decision, but it's also about bringing people into that decision and making sure that they understand that even though they did not support it, it's okay for them to now be part of it."

Subscription software worked. By the time of the interview, the company had more than 5,000 paying customers. Anisman was still there on March 15, 2022, quoted as co-founder and CTO in Allseated's own announcement of a $15 million raise. Within roughly two years, both founders were gone, and Lipshitz was still in the chair.

He raised the departure himself, unprompted, in answer to the last question of the interview.

What banking was for

Lipshitz spent years watching other people's companies get ready to be sold. He describes that vantage point as the real education.

"You get to understand funding, and you get to understand, I don't want to say the final stage of the business because that sounds harsh, but really when the business is preparing for an exit," he said. "Being involved in that process is very valuable because you can see all the value drivers there."

Then he did it himself, in sequence. A $20 million round in August 2023, announced alongside the spin-out of the company's Meetaverse division. A rebrand from Allseated to Prismm announced on January 22, 2024. Then, in a February 2025 post on the company blog, he called that rebrand one of the accomplishments he is proudest of and added, in writing, that Allseated was not acquired and the company remains independent. Ten weeks later, Cvent bought it.

His account of leadership is unglamorous and consistent with that. He wakes at five to start calls with Israel, then Europe. He runs. He plays guitar. Leadership, he said, is the ability to direct people through your own actions, because what people watch the leader do is what they end up doing.

On empathy, he was specific about where he started from. "I started my career really thinking mostly about myself. In investment banking, it's a very cutthroat business." He argues it can be learned, and that learning it does not spare anyone the decisions. Leaders still part ways with people. "You can do them with empathy, or you can do it in a mean way. It's your choice, and you always have that choice."

Before the banking, he spent three years in Israeli army intelligence, in what he described on the podcast as the NSA equivalent in Israel and a unit that now feeds the country's startup economy. Prismm's own bio page identifies it as Unit 8200. Magma Venture Partners, an investor in the company, lists the rest: a double major in economics and computer science from Tel Aviv University, an MBA from Carnegie Mellon, and a banking client roster that ran through Microsoft, SAP, Oracle, Cisco, and Qualcomm.

Who gave you a chance

Every CEO.com Podcast conversation closes on the same question, built on the belief that the chances one gives matter as much as the chances one takes.

Lipshitz thanked the people who turned him down first. "The ones that said no, not in a nice way, the ones that didn't believe in you. For people like myself, they're a huge motivator. I hate failing."

Then he named the two people who handed him a company and walked away.

"They asked me to be CEO almost 10 years ago, nine and a half years ago, and even though they're not with the company now, I am very appreciative. I admire their passion and energy, and I've learned so much from them."

00:00:00 Introducing AllSeated and Its Mission
00:00:55 From Investment Banking to CEO
00:01:34 Lessons From the Israeli Defense Forces
00:03:32 What Self-Leadership Means
00:04:54 A CEO's Typical Daily Routine
00:06:26 AI's Impact on the Events Industry
00:07:42 A Must-Read Book for CEOs
00:08:24 Defining and Evolving Company Culture
00:10:36 Communicating Company Values and Mission
00:12:34 The Role of Empathy in Leadership
00:13:51 Optimism About the Global Economy
00:14:42 A Failed Marketplace Model and Its Lesson
00:16:18 Thanking the People Who Gave Him a Chance

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It<00:03:49.825> is<00:03:50.629> a<00:03:50.726> lot<00:03:50.951> of<00:03:51.900> self-discipline,<00:03:53.370> you<00:03:54.291> know,<00:03:54.517> avoiding<00:03:55.002> sometimes<00:03:55.972> the<00:03:56.117> temptations<00:03:56.844> of<00:03:57.911> the<00:03:58.218> pleasantries<00:03:59.753> of<00:03:59.915> the<00:04:00.659> present.

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I<00:04:02.017> think<00:04:02.276> it<00:04:02.356> really<00:04:02.664> involves<00:04:04.038> having<00:04:04.555> something<00:04:05.105> bigger<00:04:05.493> than<00:04:05.655> you,<00:04:05.898> a<00:04:05.995> dream,<00:04:06.560> a<00:04:06.706> vision,<00:04:07.029> something<00:04:07.369> that's<00:04:07.611> bigger<00:04:07.870> than<00:04:08.080> you<00:04:08.420> and<00:04:08.727> getting<00:04:09.131> people<00:04:10.304> with<00:04:10.610> you<00:04:10.932> into<00:04:11.255> that.

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I<00:04:11.673> think<00:04:11.834> that<00:04:12.060> is<00:04:12.237> critical.

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Being<00:04:13.107> able<00:04:13.284> to<00:04:13.429> communicate<00:04:14.830> something<00:04:15.458> big<00:04:15.845> to<00:04:16.006> people<00:04:16.585> is<00:04:17.133> absolutely<00:04:17.568> necessary.

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And<00:04:18.518> more<00:04:18.905> than<00:04:19.227> anything,<00:04:19.727> leadership<00:04:20.195> is<00:04:20.291> not<00:04:20.517> about<00:04:21.582> managing<00:04:22.065> people,<00:04:22.372> telling<00:04:22.630> them<00:04:22.856> what<00:04:23.033> to<00:04:23.178> do.

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It's<00:04:23.597> about,<00:04:25.210> in<00:04:25.355> my<00:04:25.549> opinion,<00:04:26.000> the<00:04:26.097> ability<00:04:26.743> to<00:04:28.692> direct<00:04:29.179> people<00:04:29.975> through<00:04:31.047> your<00:04:31.437> own<00:04:31.680> actions.

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I<00:04:32.671> think<00:04:33.239> many<00:04:33.483> companies,<00:04:34.457> what<00:04:34.684> they<00:04:34.782> see,<00:04:35.044> many,<00:04:35.452> you<00:04:35.533> know,<00:04:36.170> especially<00:04:37.703> people<00:04:37.961> in<00:04:38.090> companies<00:04:38.898> when<00:04:39.075> they<00:04:39.253> see<00:04:39.802> the<00:04:39.883> leader<00:04:40.270> does<00:04:40.916> doing<00:04:41.159> something,<00:04:41.982> this<00:04:42.160> is<00:04:42.305> what<00:04:42.531> they<00:04:42.709> typically<00:04:43.113> follow.

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And<00:04:43.533> so<00:04:43.985> it's<00:04:44.098> self-leadership<00:04:44.824> is<00:04:44.970> about<00:04:45.277> setting<00:04:45.616> an<00:04:45.697> example<00:04:46.487> and<00:04:47.145> taking<00:04:47.531> the<00:04:47.692> values<00:04:48.109> that<00:04:48.415> you<00:04:48.591> believe<00:04:48.929> in<00:04:49.379> and<00:04:49.620> really<00:04:50.825> showing<00:04:51.403> them<00:04:51.885> through<00:04:52.190> actions<00:04:52.592> to<00:04:52.753> others.

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What<00:04:54.488> does<00:04:54.681> a<00:04:54.713> typical<00:04:55.179> day<00:04:55.404> look<00:04:55.645> like<00:04:55.790> for<00:04:55.917> you?

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Well,<00:04:58.344> I'm<00:04:58.505> an<00:04:58.585> early<00:04:58.827> riser.

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I<00:04:59.551> wake<00:04:59.777> up<00:04:59.873> around<00:05:00.179> 5<00:05:00.437> o'clock<00:05:00.694> in<00:05:00.904> the<00:05:00.936> morning<00:05:01.322> every<00:05:01.564> day,<00:05:02.691> starting<00:05:03.093> my<00:05:03.319> calls<00:05:03.657> with<00:05:03.963> Israel,<00:05:04.687> then<00:05:04.865> Europe.

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There's<00:05:06.378> a<00:05:06.458> lot<00:05:06.619> to<00:05:06.781> get<00:05:06.958> done<00:05:07.183> in<00:05:07.215> those<00:05:07.296> early<00:05:07.360> hours<00:05:07.408> of<00:05:07.441> the<00:05:07.473> day.

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And<00:05:10.008> then<00:05:10.818> just<00:05:11.385> getting<00:05:11.774> into<00:05:12.017> my<00:05:12.277> day,<00:05:12.520> getting<00:05:12.844> into<00:05:14.448> typically,<00:05:15.096> you<00:05:15.128> know,<00:05:16.003> the<00:05:16.101> thing<00:05:16.392> that<00:05:16.554> really<00:05:16.733> needs<00:05:16.976> to<00:05:17.138> get<00:05:17.365> done<00:05:17.608> that<00:05:17.786> day.

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The<00:05:19.202> next<00:05:19.525> thing<00:05:19.848> is<00:05:21.382> I<00:05:21.608> do<00:05:21.786> take<00:05:22.028> some<00:05:22.270> time<00:05:22.658> to<00:05:22.900> work<00:05:23.304> out,<00:05:24.111> run.

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I<00:05:24.773> think<00:05:24.919> that's<00:05:25.322> really<00:05:25.581> important<00:05:26.873> for<00:05:27.260> anyone<00:05:27.680> that<00:05:27.907> is<00:05:29.848> in<00:05:30.754> leadership<00:05:31.159> position<00:05:31.579> is,<00:05:31.968> you<00:05:32.049> know,<00:05:32.275> take<00:05:32.453> some<00:05:32.680> time<00:05:32.858> for<00:05:32.922> yourself<00:05:33.812> and<00:05:33.909> also<00:05:34.460> enjoy<00:05:34.880> some<00:05:35.204> things,<00:05:36.482> you<00:05:36.579> know,<00:05:37.744> like<00:05:38.209> playing<00:05:38.466> music<00:05:39.027> and<00:05:39.188> things<00:05:39.428> like<00:05:39.589> that.

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How<00:05:41.338> do<00:05:41.418> you<00:05:41.514> decide<00:05:42.156> what<00:05:42.396> to<00:05:42.477> spend<00:05:43.118> your<00:05:43.343> time<00:05:43.680> on?

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Like<00:05:44.161> that<00:05:44.498> important<00:05:45.044> thing<00:05:45.268> of<00:05:45.348> the<00:05:45.509> day?

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How<00:05:46.568> do<00:05:46.616> you<00:05:46.712> decide<00:05:47.129> what<00:05:47.290> that<00:05:47.514> is?

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You<00:05:49.215> know,<00:05:49.375> it<00:05:49.536> could<00:05:49.776> be<00:05:50.017> an<00:05:50.113> external<00:05:50.595> situation<00:05:51.381> that<00:05:51.605> needs<00:05:51.942> to,<00:05:52.263> you<00:05:52.343> know,<00:05:52.504> a<00:05:52.584> crisis<00:05:53.226> of<00:05:53.322> some<00:05:53.482> sort.

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You<00:05:53.964> know,<00:05:54.188> the<00:05:54.333> pandemic<00:05:54.910> would<00:05:55.071> be<00:05:55.215> a<00:05:55.311> good<00:05:55.456> example<00:05:55.889> of<00:05:56.017> that.

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Something<00:05:56.531> that<00:05:56.675> happens,<00:05:57.253> maybe,<00:05:58.183> you<00:05:58.215> know,<00:05:58.360> something<00:05:58.681> that<00:05:58.777> happens<00:05:59.082> with<00:05:59.226> a<00:05:59.306> customer<00:05:59.723> that<00:05:59.884> you<00:05:59.916> need<00:06:00.044> to<00:06:00.189> get<00:06:00.301> involved<00:06:00.750> in,<00:06:01.151> or<00:06:01.328> it<00:06:01.552> could<00:06:01.729> be<00:06:01.889> something<00:06:03.637> internal,<00:06:04.150> something<00:06:04.615> that<00:06:04.936> you<00:06:05.096> decide,<00:06:05.657> okay,<00:06:05.978> we<00:06:06.074> need<00:06:06.299> to<00:06:06.379> do<00:06:06.539> fundraising<00:06:07.244> now<00:06:07.437> and<00:06:07.565> this<00:06:07.725> is<00:06:07.822> where<00:06:07.886> I'm<00:06:08.046> gonna<00:06:08.222> be<00:06:08.303> spending<00:06:08.703> most<00:06:09.040> of<00:06:09.184> my<00:06:09.489> energy<00:06:10.226> in.

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And<00:06:10.611> that<00:06:10.852> really<00:06:11.172> takes<00:06:11.974> a<00:06:12.006> significant<00:06:12.631> portion<00:06:12.952> of<00:06:13.096> the<00:06:13.176> day<00:06:13.353> because<00:06:13.737> that<00:06:13.994> involves<00:06:15.757> getting<00:06:16.158> that<00:06:17.617> set<00:06:17.986> up<00:06:18.403> and<00:06:18.483> making<00:06:18.723> sure<00:06:18.964> that<00:06:19.108> everything<00:06:19.525> is<00:06:19.685> going<00:06:19.990> towards<00:06:20.326> that.

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So<00:06:20.807> it's<00:06:21.849> pretty<00:06:22.074> much<00:06:23.517> a<00:06:24.014> combination<00:06:24.575> of<00:06:24.735> those<00:06:24.895> two<00:06:25.056> things.

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For<00:06:26.803> the<00:06:26.899> event<00:06:27.300> space,<00:06:27.637> it's<00:06:27.765> kind<00:06:27.925> of<00:06:28.022> interesting.

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I<00:06:28.663> wonder<00:06:29.945> what<00:06:30.106> you<00:06:30.250> think<00:06:30.442> about<00:06:30.667> the<00:06:30.827> rise<00:06:31.244> of<00:06:31.372> artificial<00:06:31.885> intelligence<00:06:33.072> and<00:06:33.136> how<00:06:33.312> that<00:06:33.489> might<00:06:33.698> affect<00:06:34.195> your<00:06:34.516> industry.

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I<00:06:35.014> mean,<00:06:35.303> it's<00:06:35.399> gonna<00:06:35.527> affect<00:06:35.945> every<00:06:36.201> industry<00:06:36.506> in<00:06:36.667> some<00:06:36.908> way,<00:06:37.646> but<00:06:37.742> it's<00:06:37.871> really<00:06:38.047> interesting.

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How<00:06:38.529> does<00:06:38.689> it<00:06:38.753> affect<00:06:39.090> yours?

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100%.

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I<00:06:41.514> think<00:06:42.220> artificial<00:06:42.621> intelligence<00:06:43.119> is<00:06:43.247> gonna<00:06:43.424> affect<00:06:44.050> every<00:06:44.387> industry,<00:06:45.029> every<00:06:45.270> company,<00:06:45.976> every<00:06:46.217> person<00:06:46.698> out<00:06:46.859> there.

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It<00:06:47.099> already<00:06:47.501> is<00:06:47.982> in<00:06:48.078> some<00:06:48.319> ways.

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It<00:06:49.603> is<00:06:50.791> absolutely<00:06:51.433> amazing<00:06:52.011> what<00:06:52.235> this<00:06:52.492> can<00:06:52.717> do,<00:06:52.974> and<00:06:53.455> the<00:06:53.600> potential<00:06:54.258> is,<00:06:54.418> it<00:06:54.514> is<00:06:54.659> amazing.

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We<00:06:55.526> have<00:06:55.686> already<00:06:55.959> started<00:06:56.424> to<00:06:56.585> incorporate<00:06:57.371> AI<00:06:57.933> in<00:06:57.965> our<00:06:58.174> products,<00:06:59.394> but<00:06:59.538> I<00:06:59.554> also<00:06:59.859> think<00:07:00.100> that<00:07:00.260> in<00:07:00.357> addition<00:07:00.838> to<00:07:01.063> tech<00:07:01.159> companies<00:07:02.082> incorporating<00:07:02.793> AI<00:07:03.036> in<00:07:03.116> their<00:07:03.294> products<00:07:03.763> and<00:07:03.925> in<00:07:04.086> their<00:07:04.264> future.

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I<00:07:04.911> think<00:07:05.153> that<00:07:05.315> what<00:07:05.719> future<00:07:06.123> products,<00:07:06.592> what<00:07:06.705> they<00:07:06.851> need<00:07:07.013> to<00:07:07.158> be<00:07:07.255> doing<00:07:07.498> is<00:07:07.643> also<00:07:08.225> embracing<00:07:09.518> the<00:07:09.680> power<00:07:10.003> of<00:07:10.391> AI<00:07:11.054> and<00:07:11.539> bringing<00:07:11.847> that<00:07:12.026> into<00:07:12.287> their<00:07:12.661> own<00:07:12.758> operations<00:07:13.409> of<00:07:13.572> the<00:07:13.654> company.

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I<00:07:14.955> think<00:07:15.118> that<00:07:15.427> in<00:07:15.590> the<00:07:15.851> events<00:07:16.502> industry<00:07:16.990> per<00:07:17.169> se,<00:07:19.567> there<00:07:19.664> is<00:07:19.810> a<00:07:19.971> lot<00:07:20.214> of<00:07:20.311> things<00:07:20.635> that<00:07:21.185> are<00:07:21.768> very<00:07:22.108> manual,<00:07:22.820> very<00:07:23.047> mechanical<00:07:24.196> that<00:07:24.584> absolutely<00:07:25.151> could<00:07:25.393> use<00:07:25.652> artificial<00:07:26.122> intelligence<00:07:26.704> to<00:07:26.866> save<00:07:27.352> time<00:07:27.821> for<00:07:27.999> people.

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People<00:07:28.894> are<00:07:29.055> extremely<00:07:29.699> busy<00:07:30.021> in<00:07:30.165> hospitality<00:07:31.147> and<00:07:31.292> events,<00:07:33.144> help<00:07:33.401> them<00:07:33.868> manage<00:07:34.287> their<00:07:34.448> day<00:07:34.770> better,<00:07:35.236> help<00:07:35.558> them<00:07:35.961> visualize<00:07:36.524> things<00:07:36.782> better.

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So<00:07:37.571> we're<00:07:38.134> on<00:07:38.231> top<00:07:38.393> of<00:07:38.475> it.

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Yeah,<00:07:39.862> that's<00:07:40.127> incredible.

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What<00:07:43.006> do<00:07:43.090> you<00:07:43.326> read?

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Like,<00:07:45.814> what<00:07:45.959> is<00:07:46.878> something<00:07:47.249> you're<00:07:47.410> reading<00:07:47.652> right<00:07:47.829> now?

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Yeah,<00:07:49.360> you<00:07:49.441> know,<00:07:50.005> a<00:07:50.069> recent<00:07:50.327> book<00:07:50.553> that<00:07:50.714> I<00:07:50.730> finished<00:07:51.068> that<00:07:51.214> I<00:07:51.359> think<00:07:52.003> for<00:07:52.406> every<00:07:52.825> CEO<00:07:53.454> out<00:07:53.680> there,<00:07:54.296> a<00:07:54.313> must-read<00:07:55.196> is<00:07:55.463> Ben<00:07:55.696> Horowitz,<00:07:57.292> The<00:07:57.372> Hard<00:07:57.613> Thing<00:07:57.774> About<00:07:57.998> Hard<00:07:58.239> Things.

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I<00:07:58.817> think<00:07:59.122> when<00:07:59.282> I<00:07:59.443> read<00:08:00.261> it,<00:08:00.357> it<00:08:00.566> was—<00:08:01.465> I<00:08:01.545> felt<00:08:01.866> that<00:08:02.411> I<00:08:02.428> was<00:08:02.732> reading<00:08:03.069> my<00:08:03.374> own<00:08:03.615> journey<00:08:04.337> in<00:08:04.738> many<00:08:04.995> ways,<00:08:05.942> you<00:08:06.022> know,<00:08:07.579> the<00:08:07.788> way<00:08:08.028> he<00:08:08.125> describes<00:08:08.911> his<00:08:09.152> journey,<00:08:09.633> even<00:08:09.810> though,<00:08:10.115> you<00:08:10.147> know,<00:08:10.371> the<00:08:10.436> circumstances<00:08:11.655> and<00:08:11.816> his<00:08:12.121> access<00:08:12.682> to<00:08:13.003> capital<00:08:14.945> is<00:08:15.250> way<00:08:15.427> bigger<00:08:15.667> than<00:08:15.828> mine,<00:08:16.229> but<00:08:17.898> many<00:08:18.171> similarities<00:08:19.198> and<00:08:19.744> obviously<00:08:20.161> just<00:08:20.401> an<00:08:20.562> awesome<00:08:20.867> journey<00:08:21.188> for<00:08:21.348> him.

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So<00:08:22.070> I<00:08:22.167> would<00:08:22.391> absolutely<00:08:22.793> recommend<00:08:23.130> that<00:08:23.274> to<00:08:23.370> people.

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How<00:08:24.683> have<00:08:24.844> you<00:08:25.021> defined<00:08:25.666> culture<00:08:26.295> in<00:08:26.392> your<00:08:26.553> company?

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What<00:08:27.440> is<00:08:27.747> AllSeated's<00:08:28.230> culture?

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You<00:08:30.508> know,<00:08:30.572> culture<00:08:30.878> is<00:08:30.975> an<00:08:31.055> interesting<00:08:31.522> thing.

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I<00:08:31.861> think<00:08:32.505> it's<00:08:32.972> like<00:08:33.149> meeting<00:08:33.391> in<00:08:33.471> person<00:08:34.035> and<00:08:34.518> you<00:08:34.647> meet<00:08:34.856> someone<00:08:35.484> and,<00:08:36.032> oh,<00:08:36.209> that<00:08:36.451> person<00:08:36.789> is<00:08:37.014> really<00:08:37.191> smart,<00:08:37.659> that<00:08:37.820> person<00:08:38.303> is<00:08:38.705> funny,<00:08:39.124> that<00:08:39.350> person<00:08:39.672> is<00:08:40.300> actually<00:08:40.702> a<00:08:40.944> little<00:08:41.041> bit<00:08:41.186> crazy.

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You<00:08:41.910> know,<00:08:42.313> I<00:08:42.394> think<00:08:42.973> companies<00:08:43.521> also<00:08:43.779> have<00:08:44.181> cultures<00:08:44.825> and<00:08:45.212> it's<00:08:45.470> kind<00:08:45.647> of<00:08:46.194> a<00:08:46.275> personality<00:08:48.127> of<00:08:48.224> some<00:08:48.433> sort.

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I<00:08:49.536> think<00:08:49.858> our<00:08:50.034> culture<00:08:50.597> has<00:08:50.982> always<00:08:51.320> been<00:08:51.545> from,<00:08:51.866> from<00:08:52.107> day<00:08:52.348> one,<00:08:52.830> one<00:08:53.007> of<00:08:53.168> innovation.

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We've<00:08:54.678> always<00:08:55.015> looked<00:08:55.256> to,<00:08:55.658> to<00:08:55.803> solve<00:08:56.124> big<00:08:56.301> problems<00:08:57.104> and<00:08:57.201> solve<00:08:57.650> things<00:08:57.892> that<00:08:58.293> looked<00:08:58.470> like<00:08:58.631> they<00:08:58.775> were<00:08:58.872> very,<00:08:59.114> very<00:08:59.517> tough<00:08:59.759> to<00:08:59.840> solve.

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I<00:09:01.760> think<00:09:03.213> we<00:09:03.616> obviously<00:09:03.939> had<00:09:04.132> to<00:09:04.342> evolve<00:09:04.762> that<00:09:05.084> instead<00:09:05.472> of<00:09:05.569> just<00:09:05.891> focusing<00:09:06.311> 100%<00:09:06.940> on<00:09:07.021> innovation,<00:09:07.666> which<00:09:08.054> is<00:09:08.150> what<00:09:08.296> companies<00:09:08.633> should<00:09:08.874> do<00:09:09.436> in<00:09:09.517> its<00:09:09.677> early<00:09:09.918> days,<00:09:11.750> really<00:09:12.087> bring<00:09:13.517> more<00:09:13.774> discipline,<00:09:14.336> more<00:09:14.561> processes<00:09:15.284> and<00:09:15.461> more<00:09:16.586> revenues<00:09:17.148> into<00:09:17.405> the<00:09:17.485> mix<00:09:17.823> so<00:09:17.935> that<00:09:18.033> you<00:09:18.117> can<00:09:18.234> obviously<00:09:18.502> grow<00:09:18.603> and<00:09:18.653> survive.

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I<00:09:18.954> think<00:09:19.122> that<00:09:19.189> the<00:09:21.260> The<00:09:21.356> other<00:09:21.516> thing<00:09:21.934> is<00:09:23.538> a<00:09:23.619> culture<00:09:24.967> is<00:09:25.063> something<00:09:25.544> that<00:09:25.865> obviously<00:09:26.347> should<00:09:26.828> evolve<00:09:27.149> with<00:09:27.230> the<00:09:27.374> company,<00:09:28.096> whereas,<00:09:28.818> you<00:09:28.850> know,<00:09:29.059> when<00:09:29.155> you're<00:09:29.316> 5<00:09:29.717> people,<00:09:30.279> it's<00:09:31.466> a<00:09:31.563> certain<00:09:31.964> culture.

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When<00:09:33.392> you're<00:09:33.537> 100<00:09:34.211> people,<00:09:34.772> you<00:09:34.917> obviously<00:09:35.318> have<00:09:35.494> to<00:09:35.639> do<00:09:35.735> things<00:09:36.056> a<00:09:36.120> little<00:09:36.217> bit<00:09:36.377> different,<00:09:37.244> if<00:09:37.645> not<00:09:37.821> very<00:09:38.062> different.

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Yeah,<00:09:40.213> yeah.

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So<00:09:40.646> how<00:09:40.790> do<00:09:40.871> you<00:09:40.967> manage<00:09:41.432> the<00:09:42.138> culture<00:09:42.700> as<00:09:43.182> you<00:09:43.342> expand<00:09:43.920> and<00:09:44.000> as<00:09:44.225> you<00:09:44.401> grow<00:09:44.722> the<00:09:44.867> team?

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What<00:09:46.311> does—<00:09:46.889> I<00:09:46.905> mean,<00:09:47.113> how<00:09:47.210> do<00:09:47.274> you<00:09:47.354> maintain<00:09:48.173> that?

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Or<00:09:48.494> maybe<00:09:48.718> you<00:09:48.815> don't,<00:09:49.055> maybe<00:09:49.312> the<00:09:49.457> culture<00:09:49.842> has<00:09:50.098> to<00:09:50.259> change<00:09:50.596> at<00:09:50.660> that<00:09:50.821> point.

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It<00:09:53.465> does<00:09:53.708> have<00:09:53.869> to<00:09:53.966> change.

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And<00:09:54.999> if<00:09:55.193> you<00:09:55.339> do<00:09:55.435> not<00:09:55.888> change<00:09:56.372> and<00:09:56.485> adapt<00:09:57.341> to<00:09:57.761> changing<00:09:58.245> realities,<00:09:58.972> either<00:09:59.376> internally<00:09:59.941> because<00:10:00.328> you've<00:10:00.571> grown<00:10:01.136> and<00:10:01.540> you're<00:10:02.170> gonna<00:10:02.444> basically<00:10:04.644> not<00:10:04.871> scale.

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If<00:10:05.825> you<00:10:05.906> don't<00:10:06.084> set<00:10:06.407> processes,<00:10:07.119> if<00:10:07.280> you<00:10:07.378> don't<00:10:08.413> bring<00:10:08.817> the<00:10:08.914> right<00:10:09.238> people<00:10:09.642> to<00:10:09.739> set<00:10:09.965> those<00:10:10.208> processes,<00:10:10.774> set<00:10:11.017> those<00:10:11.486> initiatives<00:10:12.146> and<00:10:12.226> manage<00:10:12.790> them,<00:10:13.434> I<00:10:13.514> think<00:10:14.223> you're<00:10:14.384> not<00:10:14.561> gonna<00:10:14.786> survive.

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And<00:10:15.592> I<00:10:15.672> think<00:10:15.930> it's<00:10:16.171> very<00:10:16.477> different<00:10:16.815> to<00:10:16.896> get<00:10:17.121> from<00:10:17.395> 0<00:10:17.846> to<00:10:18.087> 1,<00:10:18.409> from<00:10:18.586> 1<00:10:18.812> to<00:10:18.973> 10,<00:10:19.311> and<00:10:19.456> obviously<00:10:19.858> from<00:10:20.036> 10<00:10:20.277> to<00:10:20.374> 100.

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And<00:10:21.727> I<00:10:21.743> think<00:10:22.065> that<00:10:22.371> the,<00:10:23.755> that<00:10:24.061> journey,<00:10:24.963> every<00:10:25.285> leader<00:10:25.607> should<00:10:26.074> absolutely<00:10:26.718> look<00:10:26.975> at<00:10:27.700> the<00:10:27.861> people<00:10:28.746> and<00:10:28.891> the<00:10:28.971> things<00:10:29.293> that<00:10:29.454> are<00:10:30.420> help,<00:10:30.984> the<00:10:31.145> things<00:10:31.290> that<00:10:31.467> are<00:10:31.645> available<00:10:32.292> to<00:10:32.454> that<00:10:32.761> leader<00:10:33.343> in<00:10:33.585> order<00:10:33.828> to<00:10:33.990> make<00:10:34.313> those<00:10:34.555> changes.

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What<00:10:36.496> are<00:10:36.722> Alseeded's<00:10:37.450> values<00:10:38.355> and<00:10:38.452> how<00:10:38.598> did<00:10:38.759> you<00:10:38.905> come<00:10:39.083> up<00:10:39.228> with<00:10:39.325> those?

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You<00:10:43.218> know,<00:10:43.524> it's<00:10:43.944> one<00:10:44.105> of<00:10:44.170> those<00:10:44.412> things<00:10:44.670> where<00:10:44.977> you<00:10:45.074> start<00:10:45.865> and<00:10:46.430> you<00:10:46.608> kind<00:10:46.834> of<00:10:46.930> look<00:10:47.108> at<00:10:47.253> yourself<00:10:47.657> at<00:10:47.754> some<00:10:47.899> point<00:10:48.141> like,<00:10:48.367> okay,<00:10:48.625> you<00:10:48.948> know,<00:10:49.110> we're<00:10:49.352> this,<00:10:49.594> we're<00:10:49.836> innovative,<00:10:50.320> we're<00:10:50.466> actually<00:10:50.966> very<00:10:52.575> We<00:10:52.737> take<00:10:53.059> work<00:10:53.365> very<00:10:53.720> seriously,<00:10:54.510> but<00:10:54.655> we<00:10:54.735> don't<00:10:54.896> take<00:10:55.074> ourselves<00:10:55.557> too<00:10:55.654> seriously.

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I<00:10:56.202> think<00:10:56.363> we<00:10:56.524> can<00:10:56.605> make<00:10:56.911> fun<00:10:57.073> of<00:10:57.169> ourselves<00:10:57.717> and<00:10:58.056> in<00:10:58.217> tough<00:10:58.443> situations.

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At<00:11:01.106> some<00:11:01.365> points,<00:11:01.704> you<00:11:02.252> obviously<00:11:02.817> have<00:11:03.059> to<00:11:03.527> kind<00:11:03.705> of<00:11:04.254> take<00:11:04.447> a<00:11:04.496> step<00:11:04.754> back<00:11:05.303> and<00:11:05.803> really<00:11:06.207> look<00:11:06.513> at,<00:11:07.094> okay,<00:11:07.482> this<00:11:07.659> is<00:11:07.885> what<00:11:08.047> the<00:11:08.079> organization<00:11:08.805> is.

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And<00:11:09.112> then<00:11:09.838> what<00:11:09.983> do<00:11:10.080> we<00:11:10.322> value?

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What<00:11:10.916> do<00:11:11.045> we<00:11:11.607> really<00:11:11.832> feel<00:11:12.089> passionate<00:11:12.571> about?

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And<00:11:13.134> then<00:11:13.535> communicate<00:11:14.114> that,<00:11:14.274> articulate<00:11:14.821> that<00:11:15.046> to<00:11:15.078> the<00:11:15.206> company<00:11:15.544> and<00:11:15.624> articulate<00:11:16.106> that<00:11:16.331> to<00:11:16.652> everyone,<00:11:16.990> the<00:11:17.054> stakeholders<00:11:17.552> and<00:11:17.648> our<00:11:17.793> customers<00:11:18.275> as<00:11:18.420> well.

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This<00:11:19.223> is<00:11:19.319> who<00:11:19.464> we<00:11:19.625> are.

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How<00:11:22.895> do<00:11:23.024> you<00:11:23.121> communicate<00:11:23.768> that<00:11:24.010> internally,<00:11:24.802> like<00:11:24.980> your<00:11:25.142> company's<00:11:25.610> mission?

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How<00:11:26.208> do<00:11:26.273> you<00:11:26.419> communicate<00:11:26.920> that<00:11:27.065> effectively,<00:11:27.647> both<00:11:27.970> to<00:11:28.116> the<00:11:28.294> team,<00:11:29.264> customers,<00:11:29.975> the<00:11:30.056> rest<00:11:30.331> of<00:11:30.395> the<00:11:30.541> world?

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Maybe<00:11:31.840> what's<00:11:32.086> the<00:11:32.185> difference<00:11:32.595> between<00:11:33.005> the<00:11:33.169> three<00:11:33.415> approaches<00:11:34.072> with<00:11:34.236> those<00:11:34.465> three<00:11:34.646> groups?

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I<00:11:37.336> think<00:11:37.577> that<00:11:38.141> once<00:11:38.463> you<00:11:38.624> define<00:11:39.171> it,<00:11:39.735> it's<00:11:40.315> really<00:11:40.556> important<00:11:41.023> to<00:11:41.120> continue<00:11:41.522> to<00:11:41.667> communicate<00:11:42.166> that<00:11:42.327> to<00:11:42.488> people.

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I<00:11:43.374> think<00:11:43.599> that<00:11:43.712> if<00:11:43.841> there<00:11:43.937> is<00:11:44.018> something<00:11:44.421> that<00:11:44.565> I<00:11:44.646> can<00:11:44.807> say<00:11:44.984> that<00:11:45.532> we<00:11:45.693> haven't<00:11:46.031> done<00:11:46.193> enough<00:11:46.674> of<00:11:47.171> with,<00:11:47.835> with<00:11:48.001> that<00:11:48.349> is,<00:11:48.681> is<00:11:49.026> communicating<00:11:49.844> more<00:11:50.004> and<00:11:50.229> more<00:11:50.550> of<00:11:50.726> that,<00:11:51.207> communicating<00:11:51.849> the<00:11:51.929> mission,<00:11:52.411> the<00:11:52.555> vision,<00:11:52.972> the<00:11:53.052> values.

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We've<00:11:54.480> actually<00:11:54.817> done<00:11:54.977> some<00:11:55.202> work<00:11:55.459> recently,<00:11:56.886> as<00:11:57.304> about<00:11:58.186> 3<00:11:58.362> months<00:11:58.747> ago,<00:11:59.534> to<00:11:59.630> really<00:11:59.886> make<00:12:00.191> sure<00:12:00.512> that<00:12:00.673> we<00:12:00.977> are<00:12:01.330> so<00:12:01.860> aligned<00:12:02.517> that<00:12:02.742> we<00:12:02.902> have<00:12:03.143> very<00:12:03.544> clear<00:12:03.961> set<00:12:04.266> of<00:12:04.924> values.

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And<00:12:06.127> those<00:12:06.512> are,<00:12:06.689> you<00:12:06.785> know,<00:12:06.929> we're<00:12:07.170> innovative,<00:12:07.651> we're<00:12:07.812> fun,<00:12:08.373> we're<00:12:09.095> candid<00:12:09.656> with<00:12:09.833> each<00:12:10.041> other,<00:12:10.443> we're,<00:12:12.063> you<00:12:12.400> know,<00:12:12.689> we're<00:12:12.945> innovative.

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All<00:12:13.892> those<00:12:14.148> things<00:12:14.694> are<00:12:15.496> should<00:12:15.913> be<00:12:16.379> written<00:12:16.876> and<00:12:17.021> communicated<00:12:17.839> in<00:12:17.919> a<00:12:18.064> written<00:12:18.320> format<00:12:18.962> and<00:12:19.123> verbally<00:12:19.604> through,<00:12:21.048> you<00:12:21.145> know,<00:12:21.289> through<00:12:21.417> management<00:12:22.814> to<00:12:22.958> the<00:12:23.054> organization.

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I<00:12:23.937> think<00:12:24.242> that<00:12:24.563> also<00:12:24.900> dictates<00:12:25.445> the<00:12:25.686> tone<00:12:26.184> that<00:12:26.504> then<00:12:27.307> everyone<00:12:27.628> in<00:12:27.692> the<00:12:27.788> company<00:12:28.173> should<00:12:28.414> have<00:12:28.976> facing<00:12:29.377> outwards<00:12:29.794> with<00:12:29.890> investors,<00:12:30.597> with<00:12:30.982> customers,<00:12:32.041> with<00:12:32.265> all<00:12:32.362> the<00:12:32.522> other<00:12:32.699> stakeholders.

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We<00:12:34.528> also<00:12:34.769> talk<00:12:34.929> a<00:12:34.994> lot<00:12:35.090> about<00:12:35.395> empathy<00:12:36.197> and<00:12:36.534> what<00:12:37.080> the<00:12:37.256> role<00:12:37.657> empathy<00:12:38.203> plays<00:12:38.620> in<00:12:38.781> leadership.

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What<00:12:39.984> are<00:12:40.064> your<00:12:40.225> thoughts<00:12:40.466> on<00:12:40.546> that?

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What<00:12:41.011> role<00:12:41.252> does<00:12:41.669> empathy<00:12:42.054> play?

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Huge.

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I<00:12:44.270> think<00:12:44.433> huge.

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And<00:12:45.016> I'll<00:12:45.714> be<00:12:45.876> honest,<00:12:46.540> I<00:12:46.622> think<00:12:46.784> it's<00:12:46.930> something<00:12:47.189> that<00:12:47.416> can<00:12:47.594> be<00:12:47.740> learned.

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If<00:12:49.708> I'm<00:12:49.934> completely<00:12:50.482> honest<00:12:50.805> here,<00:12:52.096> I<00:12:52.177> started<00:12:52.467> my<00:12:52.661> career<00:12:52.984> really<00:12:53.161> thinking<00:12:53.565> mostly<00:12:53.807> about<00:12:54.033> myself.

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How<00:12:54.613> do<00:12:54.839> I<00:12:55.743> progress?

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How<00:12:56.389> do<00:12:56.614> I—<00:12:56.856> and,<00:12:57.421> you<00:12:57.502> know,<00:12:57.744> in<00:12:57.841> investment<00:12:58.164> banking,<00:12:58.583> it's<00:12:58.744> a<00:12:58.809> very<00:12:59.100> cutthroat<00:12:59.616> business.

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You<00:13:00.262> really<00:13:00.504> have<00:13:00.746> to<00:13:00.907> be<00:13:01.053> very,<00:13:02.505> you<00:13:02.602> know,<00:13:02.844> thinking<00:13:03.232> about<00:13:03.474> yourself.

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And<00:13:04.200> I<00:13:04.297> think<00:13:04.539> that<00:13:04.927> as<00:13:06.137> you<00:13:06.234> become<00:13:06.638> more<00:13:06.880> of<00:13:07.041> a<00:13:07.106> leader,<00:13:07.671> as<00:13:07.929> you<00:13:08.676> work<00:13:09.014> more<00:13:09.239> with<00:13:09.415> people<00:13:10.058> and<00:13:11.101> you<00:13:11.326> understand<00:13:12.932> and<00:13:13.173> it's<00:13:13.574> obvious<00:13:13.912> to<00:13:14.136> you<00:13:14.955> that<00:13:15.180> you<00:13:15.212> need<00:13:15.437> to<00:13:15.662> have<00:13:15.919> more<00:13:16.240> empathy,<00:13:16.722> that<00:13:16.947> you<00:13:16.979> need<00:13:17.139> to<00:13:17.348> really<00:13:17.589> look<00:13:17.830> at<00:13:18.713> the<00:13:18.810> other<00:13:18.970> person.

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And<00:13:19.773> it<00:13:19.853> doesn't<00:13:20.175> mean<00:13:20.399> that<00:13:20.576> you're<00:13:20.705> not<00:13:20.881> gonna<00:13:20.994> make<00:13:21.299> very<00:13:21.540> tough<00:13:21.716> decisions,<00:13:22.407> part<00:13:22.648> ways<00:13:23.065> with,<00:13:23.708> you<00:13:23.788> know,<00:13:23.900> many<00:13:24.189> people<00:13:24.430> along<00:13:24.735> the<00:13:24.832> way<00:13:25.313> and<00:13:26.181> make<00:13:26.502> unpopular<00:13:27.401> decisions.

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It's<00:13:28.284> what<00:13:28.509> you<00:13:28.589> need<00:13:28.766> to<00:13:28.911> do<00:13:29.408> as<00:13:29.569> a<00:13:29.585> leader,<00:13:29.874> as<00:13:29.987> a<00:13:30.051> CEO.

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It's<00:13:31.030> a<00:13:31.095> daily<00:13:31.480> thing<00:13:31.657> that<00:13:31.833> you<00:13:31.914> have<00:13:32.074> to<00:13:32.154> make<00:13:32.524> tough<00:13:32.925> decisions<00:13:33.423> and<00:13:34.226> inform<00:13:34.772> people<00:13:35.093> of<00:13:35.254> those.

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But<00:13:36.751> you<00:13:37.800> can<00:13:37.978> do<00:13:38.123> them<00:13:39.818> with<00:13:40.076> empathy,<00:13:40.721> or<00:13:40.786> you<00:13:40.947> can<00:13:41.125> do<00:13:41.286> them,<00:13:42.238> you<00:13:42.271> know,<00:13:42.497> in<00:13:42.577> a<00:13:42.594> mean<00:13:42.884> way.

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It's<00:13:43.304> your<00:13:43.546> choice,<00:13:44.030> and<00:13:44.111> you<00:13:44.337> always<00:13:44.514> have<00:13:44.675> that<00:13:44.837> choice.

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Yeah,<00:13:46.812> I<00:13:46.974> like<00:13:47.280> that.

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I<00:13:47.684> like<00:13:47.861> that<00:13:48.603> it's<00:13:48.749> your<00:13:48.991> choice,<00:13:49.394> and<00:13:49.475> you<00:13:49.620> always<00:13:50.120> have<00:13:50.362> that<00:13:50.604> choice.

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As<00:13:51.508> you<00:13:51.718> look<00:13:51.830> at<00:13:51.960> like<00:13:52.137> the<00:13:52.202> macroeconomic<00:13:53.392> environment<00:13:54.420> and<00:13:55.063> think<00:13:55.223> about<00:13:55.480> that<00:13:56.107> as<00:13:56.203> your<00:13:56.428> company,<00:13:57.231> how<00:13:57.312> are<00:13:57.472> you<00:13:57.569> feeling<00:13:57.890> going<00:13:58.276> into<00:13:59.175> this<00:13:59.561> year<00:14:00.059> in<00:14:00.204> terms<00:14:00.541> of<00:14:00.782> state<00:14:01.087> of<00:14:01.168> the<00:14:01.280> economy,<00:14:02.228> state<00:14:02.405> of<00:14:02.549> global<00:14:04.627> affairs<00:14:04.981> because<00:14:05.334> like<00:14:05.447> you're<00:14:05.768> probably<00:14:07.118> selling<00:14:07.520> all<00:14:07.697> over<00:14:07.857> the<00:14:08.002> world,<00:14:08.323> right?

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Yes,<00:14:10.332> yes,<00:14:10.573> we<00:14:10.734> are<00:14:10.830> a<00:14:10.911> global<00:14:11.152> company.

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We're<00:14:11.811> selling<00:14:13.161> in<00:14:13.241> the<00:14:13.370> US,<00:14:13.815> in<00:14:13.898> Europe,<00:14:14.311> in<00:14:14.377> the<00:14:14.459> Middle<00:14:14.790> East,<00:14:15.054> in<00:14:15.285> Asia.

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I<00:14:18.595> gotta<00:14:18.756> tell<00:14:18.981> you,<00:14:19.158> I<00:14:19.303> hear<00:14:19.480> a<00:14:19.624> lot<00:14:19.866> of<00:14:20.043> things<00:14:20.525> that<00:14:20.670> are,<00:14:20.911> hey,<00:14:21.394> you<00:14:21.506> know,<00:14:22.294> it's<00:14:22.616> gonna<00:14:22.857> hit<00:14:23.002> a<00:14:23.018> cliff.

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I<00:14:23.838> see<00:14:24.868> good<00:14:25.093> things.

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I'm<00:14:26.074> very<00:14:26.396> optimistic<00:14:26.943> about<00:14:27.345> where<00:14:27.506> we<00:14:27.667> are.

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I<00:14:28.087> think<00:14:28.248> that<00:14:28.394> the<00:14:28.475> economy<00:14:28.959> is<00:14:29.153> very<00:14:29.686> robust.

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There<00:14:30.913> is<00:14:31.058> a<00:14:31.155> lot<00:14:31.317> of<00:14:31.462> demand<00:14:32.302> or<00:14:32.772> from<00:14:33.015> consumers.

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There's<00:14:33.761> a<00:14:33.825> lot<00:14:33.987> of<00:14:34.085> demand<00:14:34.425> from<00:14:34.652> businesses<00:14:35.365> where<00:14:35.543> we<00:14:35.689> are,<00:14:36.662> and<00:14:37.229> I<00:14:37.310> think<00:14:37.504> it's<00:14:37.650> gonna<00:14:37.812> get<00:14:37.974> better.

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That's<00:14:38.785> my<00:14:38.947> view.

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I<00:14:41.002> love<00:14:41.227> it.

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Is<00:14:42.449> there<00:14:42.609> a<00:14:42.674> moment<00:14:43.236> where<00:14:43.735> you<00:14:43.831> may<00:14:44.040> have<00:14:44.297> failed<00:14:45.648> that<00:14:45.889> kind<00:14:46.066> of<00:14:46.130> shaped<00:14:47.175> who<00:14:47.336> you<00:14:47.496> are<00:14:47.673> as<00:14:47.818> a<00:14:47.914> leader<00:14:48.316> and<00:14:48.397> helped<00:14:48.638> you<00:14:48.799> grow?

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On<00:14:51.312> a<00:14:51.398> daily<00:14:51.672> basis,<00:14:52.014> you<00:14:52.169> mean?

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I<00:14:55.023> think,<00:14:55.336> I<00:14:55.435> think,<00:14:55.749> I<00:14:56.095> absolutely<00:14:56.491> think<00:14:56.689> it's<00:14:56.904> a<00:14:57.069> daily<00:14:57.415> thing.

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If<00:14:58.800> you're<00:14:58.961> not<00:14:59.444> doing<00:14:59.702> something<00:15:00.346> wrong<00:15:01.860> every<00:15:02.263> day<00:15:02.987> and,<00:15:04.115> you<00:15:04.211> know,<00:15:04.372> failing<00:15:04.759> in<00:15:04.856> something<00:15:05.323> maybe<00:15:05.596> small,<00:15:06.450> you're<00:15:06.563> not<00:15:06.852> really<00:15:07.110> pushing<00:15:07.336> yourself.

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You're<00:15:07.914> not<00:15:08.155> really<00:15:08.460> being<00:15:09.505> a<00:15:09.585> leader.

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But<00:15:10.870> yes,<00:15:11.352> I<00:15:11.449> do<00:15:11.674> have<00:15:11.995> one<00:15:12.172> of<00:15:12.316> those<00:15:12.573> things<00:15:12.959> where<00:15:13.280> we<00:15:13.602> all<00:15:13.634> see<00:15:13.859> that<00:15:13.955> started<00:15:16.671> with<00:15:16.815> the<00:15:16.880> intention<00:15:17.253> of<00:15:17.318> being<00:15:17.562> more<00:15:17.708> of<00:15:17.740> a<00:15:17.805> marketplace.

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We<00:15:19.738> wanted<00:15:19.917> to<00:15:20.014> bring<00:15:20.225> a<00:15:20.241> set<00:15:20.469> of<00:15:20.566> tools<00:15:20.907> to<00:15:21.070> the<00:15:21.281> industry,<00:15:22.272> give<00:15:22.434> that<00:15:22.596> for<00:15:22.742> free,<00:15:23.165> and<00:15:23.311> then<00:15:23.816> make<00:15:24.089> money<00:15:24.474> through<00:15:25.743> vendor<00:15:26.000> matching,<00:15:26.626> matching<00:15:27.108> hosts<00:15:27.445> of<00:15:27.541> events<00:15:28.167> with<00:15:28.633> vendors<00:15:29.051> in<00:15:29.131> the<00:15:29.211> industry.

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That<00:15:30.335> didn't<00:15:30.560> work.

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And<00:15:31.138> we<00:15:31.218> tried<00:15:31.443> that<00:15:31.604> for<00:15:31.716> a<00:15:31.764> couple<00:15:32.021> of<00:15:32.085> years<00:15:32.342> and<00:15:32.423> it<00:15:32.503> didn't<00:15:32.728> work.

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And<00:15:33.948> I<00:15:34.028> think<00:15:34.269> that<00:15:34.414> the<00:15:34.510> lesson<00:15:34.847> for<00:15:35.008> me<00:15:35.377> was<00:15:35.730> at<00:15:35.875> that<00:15:36.116> point,<00:15:37.095> I<00:15:37.176> knew<00:15:37.481> that<00:15:38.027> I<00:15:38.284> really<00:15:38.589> had<00:15:38.830> to<00:15:39.954> make<00:15:41.318> AllSeated<00:15:42.234> monetize<00:15:42.860> its<00:15:43.004> services<00:15:43.663> or<00:15:43.807> else<00:15:44.064> we're<00:15:44.225> just<00:15:44.450> not,<00:15:44.691> you<00:15:44.771> know,<00:15:45.092> we're<00:15:45.172> not<00:15:45.349> gonna<00:15:45.493> have<00:15:45.606> a<00:15:45.670> business.

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And<00:15:46.393> it<00:15:46.473> was<00:15:46.714> a<00:15:46.778> very<00:15:48.239> tough<00:15:48.544> decision<00:15:49.042> to<00:15:49.138> make<00:15:49.765> and<00:15:49.829> not<00:15:49.941> a<00:15:50.006> very<00:15:50.327> popular<00:15:50.873> one<00:15:52.334> with<00:15:52.639> other<00:15:52.800> stakeholders<00:15:53.297> in<00:15:53.442> the<00:15:53.522> company.

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But<00:15:55.315> we<00:15:55.461> made<00:15:55.705> it<00:15:56.436> and<00:15:56.761> the<00:15:56.940> lesson<00:15:57.411> there<00:15:57.736> was,<00:15:59.117> you<00:15:59.150> know,<00:16:01.628> it's<00:16:01.806> not<00:16:01.968> just<00:16:02.210> about<00:16:02.388> the<00:16:02.533> decision,<00:16:03.422> but<00:16:03.648> it's<00:16:03.890> also<00:16:04.133> about<00:16:04.698> bringing<00:16:05.118> people<00:16:05.910> into<00:16:06.104> that<00:16:06.266> decision<00:16:06.977> and<00:16:07.138> making<00:16:07.461> sure<00:16:07.768> that<00:16:08.108> they<00:16:08.334> understand<00:16:08.754> that<00:16:08.980> even<00:16:09.239> though<00:16:09.481> they<00:16:09.562> did<00:16:09.658> not<00:16:09.867> support<00:16:10.446> it,<00:16:11.572> it's<00:16:11.797> okay<00:16:12.054> for<00:16:12.215> them<00:16:12.376> to<00:16:12.472> now<00:16:12.698> be<00:16:12.858> part<00:16:13.084> of<00:16:13.164> it.

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And<00:16:13.437> I<00:16:13.486> think<00:16:14.370> that<00:16:14.531> really<00:16:14.724> made<00:16:14.965> us<00:16:15.110> extremely<00:16:15.592> successful<00:16:16.477> going<00:16:16.718> forward.

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Finally,<00:16:18.907> we<00:16:19.084> end<00:16:19.310> every<00:16:19.487> interview<00:16:19.809> with<00:16:19.954> the<00:16:20.035> same<00:16:20.292> question,<00:16:20.856> and<00:16:20.937> that<00:16:21.243> is<00:16:21.565> we<00:16:21.662> believe<00:16:21.984> the<00:16:22.065> chances<00:16:22.532> one<00:16:22.709> gives<00:16:23.032> are<00:16:23.112> just<00:16:23.434> as<00:16:23.902> critical<00:16:24.127> and<00:16:24.176> important<00:16:25.783> As<00:16:25.928> the<00:16:26.009> chances<00:16:26.428> one<00:16:26.590> takes<00:16:26.913> on<00:16:26.993> themselves.

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When<00:16:28.349> you<00:16:28.511> hear<00:16:28.753> that,<00:16:29.334> who<00:16:29.495> gave<00:16:29.802> you<00:16:29.964> a<00:16:30.060> chance<00:16:30.609> to<00:16:30.690> help<00:16:30.932> you<00:16:31.029> get<00:16:31.336> to<00:16:31.449> where<00:16:31.659> you<00:16:31.836> are<00:16:31.933> today?

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Um,<00:16:36.354> I<00:16:36.435> want<00:16:36.581> to<00:16:36.662> answer<00:16:36.904> this<00:16:37.147> question<00:16:37.486> in,<00:16:37.729> in<00:16:37.874> a,<00:16:38.521> in<00:16:38.602> a,<00:16:38.860> in<00:16:38.941> a<00:16:39.087> couple<00:16:39.362> of<00:16:39.507> ways.

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I<00:16:40.235> think<00:16:40.461> that<00:16:41.690> there<00:16:41.787> is<00:16:41.932> definitely<00:16:42.401> those<00:16:42.579> that<00:16:42.725> gave<00:16:42.967> you<00:16:43.048> a<00:16:43.064> chance,<00:16:43.776> and<00:16:44.099> they<00:16:44.277> could<00:16:44.503> be<00:16:44.600> along<00:16:44.762> the<00:16:44.908> way<00:16:45.153> people<00:16:45.511> that<00:16:45.901> really,<00:16:47.268> um,<00:16:49.139> gave<00:16:49.302> you<00:16:49.383> an<00:16:49.497> opportunity,<00:16:50.197> really<00:16:50.376> made<00:16:50.685> it,<00:16:51.254> um<00:16:52.012> incredible<00:16:52.494> for<00:16:52.719> you.

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There's<00:16:53.923> also<00:16:54.163> those<00:16:54.420> that<00:16:54.902> did<00:16:55.062> not,<00:16:55.929> and<00:16:56.009> they're<00:16:56.330> equally<00:16:56.732> as<00:16:56.844> important.

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The<00:16:57.454> ones<00:16:57.631> that<00:16:57.775> said<00:16:58.048> no,<00:16:58.754> the<00:16:58.899> ones<00:16:59.220> that<00:16:59.412> said<00:16:59.717> no<00:17:00.343> in<00:17:00.504> not<00:17:00.745> a<00:17:00.761> nice<00:17:01.242> way,<00:17:01.628> the<00:17:01.724> ones<00:17:01.965> that<00:17:02.045> didn't<00:17:02.286> believe<00:17:02.671> in<00:17:02.767> you.

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For<00:17:03.490> people<00:17:04.196> like<00:17:04.437> myself,<00:17:05.095> they're<00:17:05.336> a<00:17:05.416> huge<00:17:06.459> motivator.

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So<00:17:07.487> I'd<00:17:08.209> like<00:17:08.386> to<00:17:08.466> say<00:17:08.707> thank<00:17:08.915> you<00:17:09.188> to<00:17:09.413> all<00:17:09.686> the<00:17:09.782> people<00:17:10.216> who<00:17:10.264> told<00:17:10.392> me<00:17:10.553> no,<00:17:11.034> because<00:17:11.500> you<00:17:11.596> just<00:17:11.837> made<00:17:12.158> me<00:17:12.559> want<00:17:12.752> to<00:17:13.057> succeed<00:17:13.442> even<00:17:13.763> more.

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I<00:17:14.790> hate<00:17:15.031> failing.

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But<00:17:16.572> I<00:17:16.652> think<00:17:16.893> there's<00:17:17.134> a<00:17:17.214> couple<00:17:17.455> of<00:17:17.535> people<00:17:17.921> actually<00:17:18.242> that<00:17:18.579> we'd<00:17:18.820> all<00:17:18.916> seated<00:17:20.905> that<00:17:21.130> I,<00:17:21.306> you<00:17:21.451> know,<00:17:21.627> I<00:17:21.771> think<00:17:22.493> I'm<00:17:24.659> very<00:17:24.899> appreciative.

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And<00:17:25.477> those<00:17:25.701> are<00:17:25.862> my<00:17:26.038> former<00:17:26.680> business<00:17:26.985> partners,<00:17:27.338> Daniel<00:17:27.642> and<00:17:27.739> Sandy.

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I<00:17:28.444> think<00:17:28.685> they<00:17:29.311> asked<00:17:29.471> me<00:17:29.567> to<00:17:29.728> be<00:17:29.824> CEO<00:17:30.754> almost<00:17:31.733> 10<00:17:31.957> years<00:17:32.214> ago,<00:17:32.455> 9.5<00:17:32.920> years<00:17:33.160> ago.

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And<00:17:34.604> even<00:17:34.781> though<00:17:34.957> they're<00:17:35.101> not<00:17:35.278> with<00:17:35.406> the<00:17:35.502> company<00:17:35.823> now,<00:17:36.288> I'm<00:17:36.625> very<00:17:36.882> appreciative.

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I<00:17:37.909> think<00:17:38.069> their<00:17:38.294> passion<00:17:40.058> and<00:17:41.502> energy,<00:17:41.999> and<00:17:42.224> I've<00:17:42.384> learned<00:17:42.737> so<00:17:43.042> much<00:17:43.266> from<00:17:43.443> them.

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I'm<00:17:44.164> very<00:17:44.469> appreciative<00:17:44.966> and<00:17:45.111> very<00:17:45.287> thankful<00:17:45.672> for<00:17:46.234> the<00:17:46.330> chance.

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Again,<00:17:48.090> I<00:17:48.186> can't<00:17:48.493> thank<00:17:48.734> you<00:17:48.815> enough<00:17:48.976> for<00:17:49.137> spending<00:17:49.330> some<00:17:49.540> time<00:17:49.798> with<00:17:49.975> us.

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It<00:17:50.297> means<00:17:50.604> the<00:17:50.765> world.

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Um,<00:17:51.973> you're<00:17:52.134> building<00:17:52.376> an<00:17:52.457> incredible<00:17:52.940> company.

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Uh,<00:17:54.229> best<00:17:54.487> of<00:17:54.632> luck<00:17:54.858> moving<00:17:55.180> forward,<00:17:55.841> and<00:17:55.889> I'm<00:17:56.066> sure<00:17:56.244> we'll<00:17:56.389> see<00:17:56.550> you<00:17:56.582> down<00:17:56.792> the<00:17:56.824> line.

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Thank<00:17:58.634> you<00:17:58.717> very<00:17:58.897> much.

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Appreciate<00:17:59.636> it.