The sneaker check

The first thing that happened to anyone walking into a meeting at StockX was a glance down at their feet.

Scott Cutler described job interviews for C-suite roles when he brought this up on the CEO.com Podcast, and he wasn't being cute about it. Candidates who showed up with nothing on their feet worth looking at, no heat and no evident passion for the business, "lose credibility instantaneously," he said. Some of them had flawless backgrounds. It did not save them.

"It's as important a set of decisions to make as someone's background or expertise or leadership," Cutler said. "They could check all those boxes but not be a cultural fit and won't succeed as a leader within the organization."

The man setting that test spent nine years as an executive vice president at NYSE Euronext before he ever ran a sneaker marketplace, then two years as president of StubHub and 18 months as senior vice president of the Americas at eBay. He started out as a corporate securities lawyer and became a technology investment banker. Nothing in that history suggests a person who evaluates leaders by their shoes, which is roughly his point. The cultural tenets that matter are the ones specific to the organization, and they are usually the ones an outsider finds strange.

Cutler ran StockX from June 2019 through the end of 2024. He stepped down on December 31 of that year and handed the company to co-founder Greg Schwartz, staying on as an advisor. He had been one of StockX's earliest investors and had advised the company before he ever ran it. Four days after that announcement, HealthEquity named him president and CEO, succeeding Jon Kessler, who was retiring after more than 15 years. Cutler started in Draper on January 6, 2025.

What the pandemic cost him

Cutler organizes leadership around three commitments, and he is unsentimental about which one he had to work hardest at.

The first is personal development, which he treats as a standing obligation rather than a phase. He has kept the same executive coach across multiple jobs, checking in on what he needs to notice about himself and what he needs to change. The second is becoming a leader people actually follow. The third is delivering consistent business performance, which he called the job's permanent expectation.

What came out of the first and turned out to be required by the second was empathy, and he did not pretend it came naturally.

"Being empathetic as a leader was not my natural state," Cutler said. He described himself as performance-driven, results-driven, achievement-driven, and said that is still who he is. But StockX had verification centers where people showed up in person during the pandemic, and teams across several continents absorbed very different versions of the same year. "Had I not done that, I would've lost followership in my leadership team and probably in the company as well."

It is worth sitting with what that period actually involved. StockX grew fast, expanded into new categories and countries, and then ran into the same macroeconomic wall as everyone else. Cutler oversaw multiple restructurings. In January 2024, the company cut about 40 corporate roles, many of them senior leadership positions that were folded into others, including that of its first chief marketing officer. StockX described the move at the time as creating a flatter, more streamlined organization. It was at least the fourth round of cuts since the start of the pandemic.

So the empathy he is describing is not the comfortable kind. It ran alongside the decision-making that puts people out of work. Cutler does not connect those two things out loud, and it would be easy to read the leadership language as the softer half of a story with a harder half left out. The more useful reading is that he learned the skill precisely because the job kept requiring things of him that empathy alone could not solve.

The practice he took from it is small and repeatable. His leadership meetings open with a check-in: what is true for me right now, personally and professionally. Some weeks it goes deep, and some weeks it is one sentence, but everyone knows where everyone else is standing before the difficult part of the agenda begins. "We've got to slow down actually for a second to be able to do that," he said.

On the return-to-office fight, he declined to plant a flag. Distributed teams have been part of every leadership role he has held for four jobs running, and what is new is only that people can now argue credibly that the screen is more efficient. "I don't think anybody's figured it out perfectly," he said. He expects hybrid work to stay and thinks leaders trying to mandate their way out of it have picked a fight they will not win cleanly.

For performance in a volatile market, he reaches for sailing. The wind and the waves are permanent, and he called the current environment as uncertain as anything in almost 30 years of working. What a leader holds is the rudder, meaning the decisions, and the sail, meaning the strategy. He named two jobs a CEO cannot hand to anyone else: getting the right people, and setting the direction.

The thing he keeps getting hired to build

Cutler, an early investor himself, named Eminem and Mark Wahlberg among the enthusiasts who put money into StockX ahead of most of the venture firms that showed up later. He called that phase a flywheel of adoption and excitement. The influencer work that followed was about staying legible to an audience he described as mostly under 35, one deciding in real time what was worth wanting. He put the traffic at 30 million people a month.

Underneath the culture was something plainer. Marketplaces have connected buyers and sellers for centuries. What StockX changed, in Cutler's telling, is that neither party ever had to see the other or inspect the specific item, because verification sat in the middle and guaranteed the thing was what both sides believed it was.

That is the skill he has been rented for repeatedly, and it explains the HealthEquity job better than the industry labels do. He now runs the largest independent HSA custodian by account volume, a business whose entire product is holding other people's money in a system almost nobody trusts. The company's own Healthcare Affordability Pulse, published in June, found that 36% of consumers had delayed or avoided medical care because of cost. The survey polled 1,031 Americans on employer-sponsored plans in February.

The August results showed the mechanics working and the market unimpressed. HealthEquity reported higher profit, a record adjusted EBITDA margin of 48%, and raised guidance for the year. The stock fell almost 14% that day. Cutler has been through that before, on both sides of the listing desk.

Every CEO.com Podcast conversation closes on the same premise, that the chances one gives matter as much as the chances one takes. Cutler's answer was that people picture CEOs at the top of a ladder, when every job he has held was handed to him by somebody who took a bet. He then named the failure mode he sees most often: people scanning for the next role while discounting the one they are in.

There is a version of that answer that is just modesty, and it is the version most executives give. What makes Cutler's harder to dismiss is the sneaker test. He built a hiring filter designed to catch people doing exactly what he warns against, showing up for a title rather than for the work. He was measuring whether you cared about where you already were.

00:00:08 Leading Consumer Brands vs B2B
00:01:05 Three Pillars of Great Leadership
00:02:20 Committing to Personal Development
00:03:18 Learning Empathy During the Pandemic
00:07:38 Building a Great Leadership Team
00:09:58 Recruiting for Cultural Fit
00:12:45 Navigating Remote and Hybrid Work
00:15:03 Delivering Consistent Performance
00:17:09 AI's Impact Across the Business
00:18:53 Influencer Marketing and Early Investors
00:22:42 The Future Vision for StockX
00:25:35 Gratitude for Those Who Took a Chance

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And<00:03:54.089> I,<00:03:54.587> you<00:03:54.683> know,<00:03:54.924> through<00:03:55.470> coaching<00:03:55.871> and<00:03:55.951> developing<00:03:56.433> a<00:03:56.513> lot<00:03:56.738> of<00:03:56.818> just<00:03:57.075> intention,<00:03:58.343> leaning<00:03:58.744> into<00:03:59.066> that,<00:04:00.029> not<00:04:00.270> only<00:04:00.446> with<00:04:00.607> my<00:04:00.751> leadership<00:04:01.233> team,<00:04:01.730> but<00:04:01.891> with<00:04:02.116> the<00:04:02.212> company<00:04:03.336> and<00:04:03.480> showing<00:04:04.203> up<00:04:04.684> as<00:04:05.086> a<00:04:05.182> leader<00:04:05.728> in<00:04:05.824> a<00:04:06.065> very<00:04:06.530> different<00:04:06.932> way<00:04:07.349> than<00:04:08.152> You<00:04:08.456> know,<00:04:08.712> just,<00:04:09.273> just,<00:04:10.314> you<00:04:10.459> know,<00:04:11.195> being<00:04:11.500> somebody<00:04:11.836> that<00:04:11.916> was<00:04:12.157> performance-driven,<00:04:13.278> results-driven,<00:04:14.944> achievement-driven,<00:04:16.082> which<00:04:16.306> was<00:04:16.482> what<00:04:16.642> I<00:04:17.187> was<00:04:17.604> and<00:04:17.748> I<00:04:17.924> am<00:04:18.325> by<00:04:18.469> my<00:04:18.645> nature.

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But<00:04:19.846> having<00:04:20.151> to<00:04:20.311> do<00:04:20.487> that<00:04:20.792> in<00:04:20.888> a<00:04:21.272> way<00:04:21.593> more<00:04:22.474> empathetic<00:04:23.131> way<00:04:23.691> was,<00:04:24.252> was<00:04:24.492> an<00:04:24.572> example<00:04:25.117> of<00:04:25.213> something<00:04:25.614> that<00:04:25.854> from<00:04:26.030> a<00:04:26.158> personal<00:04:26.575> development<00:04:27.120> perspective<00:04:28.562> I<00:04:28.754> needed<00:04:29.138> to,<00:04:29.443> but<00:04:29.539> it<00:04:29.603> was<00:04:29.763> also<00:04:29.939> required<00:04:30.724> of<00:04:30.820> me<00:04:30.981> as<00:04:31.141> a<00:04:31.221> leader.

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Had<00:04:31.637> I<00:04:31.782> not<00:04:32.102> done<00:04:32.342> that,<00:04:33.624> I<00:04:33.768> would<00:04:33.848> have<00:04:34.008> lost<00:04:34.409> followership<00:04:36.267> in<00:04:36.347> my<00:04:36.508> leadership<00:04:36.988> team<00:04:37.629> and<00:04:37.709> probably<00:04:38.190> in<00:04:38.270> the<00:04:38.414> company<00:04:38.815> as<00:04:38.975> well.

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Had<00:04:40.194> I<00:04:40.210> not<00:04:40.435> done<00:04:40.580> that.

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I<00:04:42.380> like<00:04:42.605> that<00:04:42.766> a<00:04:42.782> lot.

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I<00:04:43.167> like<00:04:43.328> this<00:04:43.505> idea<00:04:43.794> of<00:04:43.971> empathy<00:04:44.855> and<00:04:45.016> trying<00:04:45.257> to<00:04:45.819> have<00:04:46.044> empathy<00:04:46.446> for<00:04:46.767> every<00:04:47.346> individual<00:04:48.133> who's<00:04:48.310> in<00:04:48.471> the<00:04:48.600> company<00:04:50.416> and<00:04:50.497> kind<00:04:50.676> of<00:04:50.741> putting<00:04:51.049> your—<00:04:51.211> that's<00:04:51.552> really<00:04:51.795> interesting.

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And<00:04:52.363> then,<00:04:52.769> you<00:04:52.866> know,<00:04:53.012> once<00:04:53.239> you<00:04:53.271> understand<00:04:53.661> where<00:04:53.758> they're<00:04:53.969> coming<00:04:54.212> from,<00:04:54.391> it<00:04:54.618> probably<00:04:54.813> makes<00:04:55.007> it<00:04:55.056> a<00:04:55.072> little<00:04:55.348> bit<00:04:55.461> easier<00:04:55.835> to<00:04:55.997> lead,<00:04:56.986> or<00:04:57.051> at<00:04:57.084> least<00:04:57.954> better<00:04:59.320> for<00:04:59.464> sure.

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Well,<00:05:00.364> I<00:05:00.509> mean,<00:05:01.232> think<00:05:01.408> of<00:05:01.489> the<00:05:01.633> world<00:05:01.874> that<00:05:01.971> we<00:05:02.131> live<00:05:02.437> in<00:05:02.919> right<00:05:03.160> now,<00:05:03.497> and<00:05:03.642> depending<00:05:04.622> on<00:05:04.766> who<00:05:05.008> you<00:05:05.249> are<00:05:05.425> as<00:05:05.650> a,<00:05:05.972> as<00:05:06.084> a<00:05:06.229> leader,<00:05:06.711> but<00:05:07.488> you<00:05:07.508> know,<00:05:07.652> for<00:05:07.796> example,<00:05:08.598> you<00:05:08.678> know,<00:05:08.726> StockX,<00:05:09.319> we<00:05:09.399> have<00:05:09.719> operations<00:05:10.376> around<00:05:10.681> the<00:05:10.777> world.

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The<00:05:11.883> experience<00:05:12.764> of,<00:05:13.325> of<00:05:13.501> working<00:05:13.885> in<00:05:13.982> different<00:05:14.286> places<00:05:14.719> around<00:05:15.039> the<00:05:15.183> world<00:05:15.664> is,<00:05:15.985> is<00:05:16.145> very<00:05:16.465> different.

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And<00:05:17.427> it<00:05:17.587> can<00:05:17.731> also<00:05:18.132> be<00:05:18.388> very<00:05:18.709> different<00:05:19.109> based<00:05:19.510> on<00:05:20.375> the<00:05:20.407> things<00:05:20.856> that<00:05:21.337> are<00:05:21.753> coming<00:05:22.138> at<00:05:22.538> you<00:05:23.676> based<00:05:23.916> on<00:05:24.077> who<00:05:24.237> you<00:05:24.461> are.

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And,<00:05:26.624> and<00:05:26.704> so<00:05:26.897> the<00:05:27.041> way<00:05:27.361> that<00:05:27.586> you're<00:05:27.746> experiencing<00:05:28.804> the<00:05:28.964> world<00:05:30.230> and<00:05:30.406> even<00:05:30.646> the<00:05:30.726> way<00:05:30.967> that<00:05:31.191> you<00:05:31.287> want<00:05:31.431> to<00:05:31.528> be<00:05:31.624> seen<00:05:32.088> and<00:05:32.233> understood<00:05:32.810> as<00:05:32.970> an<00:05:33.194> individual<00:05:34.749> if<00:05:34.878> you<00:05:34.910> don't<00:05:35.279> work<00:05:35.536> for<00:05:35.776> leaders<00:05:36.258> that<00:05:36.643> can<00:05:36.820> actually<00:05:37.237> appreciate<00:05:38.007> that<00:05:38.649> what<00:05:38.826> I'm<00:05:39.050> experiencing<00:05:40.174> as<00:05:40.366> a<00:05:40.511> team<00:05:40.751> member,<00:05:41.072> as<00:05:41.233> an<00:05:41.313> employee,<00:05:41.939> could<00:05:42.035> be<00:05:42.196> very<00:05:42.517> different<00:05:42.918> than<00:05:43.255> somebody<00:05:43.624> in<00:05:43.704> the<00:05:43.736> same<00:05:44.057> organization<00:05:44.844> because<00:05:45.245> of<00:05:45.871> who<00:05:46.112> I<00:05:46.288> am,<00:05:46.593> where<00:05:46.786> I<00:05:46.930> come<00:05:47.251> from,<00:05:47.636> what<00:05:47.797> I<00:05:47.893> believe<00:05:48.374> in.

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But<00:05:49.321> yet<00:05:49.482> we're<00:05:49.642> all<00:05:49.803> kind<00:05:49.963> of<00:05:50.060> working<00:05:50.397> along<00:05:50.541> the<00:05:51.119> same<00:05:51.905> cause.

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That's<00:05:52.387> kind<00:05:52.547> of<00:05:52.611> the<00:05:52.707> point<00:05:53.028> that<00:05:53.141> I'm<00:05:53.847> trying<00:05:54.152> to<00:05:54.216> make<00:05:54.569> is<00:05:54.714> that<00:05:55.500> it<00:05:55.596> is<00:05:55.837> very<00:05:56.222> different<00:05:57.345> for<00:05:57.747> all<00:05:57.843> of<00:05:58.003> us,<00:05:58.726> quite<00:05:58.886> frankly.

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And<00:06:00.716> understanding<00:06:01.614> the<00:06:01.775> individual<00:06:02.417> and<00:06:02.497> understanding<00:06:02.978> who<00:06:03.123> we<00:06:03.283> are<00:06:04.022> is<00:06:04.118> a<00:06:04.246> really<00:06:04.503> key<00:06:05.465> part<00:06:06.091> of<00:06:06.893> actually<00:06:07.214> bringing<00:06:07.551> the<00:06:07.711> best<00:06:08.176> out<00:06:08.353> of<00:06:08.898> your<00:06:09.059> team<00:06:10.502> and<00:06:10.663> actually<00:06:10.983> getting<00:06:11.240> the<00:06:11.401> best<00:06:11.641> performance<00:06:12.427> out<00:06:12.507> of<00:06:12.668> all<00:06:12.844> of<00:06:12.989> us.

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When<00:06:13.325> we<00:06:13.646> work<00:06:14.031> for<00:06:14.208> a<00:06:14.288> place<00:06:15.010> where<00:06:15.250> we<00:06:15.411> can<00:06:15.571> be<00:06:15.716> seen,<00:06:16.758> we<00:06:16.855> can<00:06:17.015> be<00:06:17.240> heard,<00:06:17.576> but<00:06:17.721> we<00:06:17.817> can<00:06:17.961> also<00:06:18.523> bring<00:06:18.715> our<00:06:18.940> best<00:06:19.180> selves<00:06:20.159> to<00:06:20.303> that,<00:06:21.988> we<00:06:22.148> perform<00:06:22.870> better<00:06:23.576> as<00:06:23.832> individuals.

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And<00:06:24.795> so<00:06:25.517> as<00:06:25.613> a<00:06:25.677> leader,<00:06:26.559> I<00:06:26.704> think<00:06:26.816> it's<00:06:26.960> just,<00:06:27.442> that's<00:06:27.602> what<00:06:27.746> it's<00:06:27.907> required<00:06:28.468> to<00:06:28.629> kind<00:06:28.725> of,<00:06:28.950> you<00:06:28.998> know,<00:06:29.126> bring<00:06:29.367> this<00:06:29.527> success<00:06:30.072> out<00:06:30.490> in<00:06:30.650> people.

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And<00:06:31.875> it's<00:06:32.021> so<00:06:32.200> missing.

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Empathy<00:06:33.221> is<00:06:33.253> so<00:06:33.496> missing<00:06:34.290> in<00:06:34.452> today's<00:06:35.085> world,<00:06:35.506> whether<00:06:35.749> it's<00:06:35.976> business<00:06:36.462> or<00:06:36.543> just<00:06:37.273> life.

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It<00:06:38.717> seems<00:06:38.896> like<00:06:39.139> we've<00:06:40.519> kind<00:06:41.965> of<00:06:43.345> missed<00:06:43.589> that<00:06:43.767> somehow,<00:06:44.336> how<00:06:44.482> important<00:06:44.920> empathy<00:06:45.310> is.

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Yeah.

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I<00:06:49.690> mean,<00:06:49.918> when<00:06:50.081> you<00:06:50.243> think<00:06:50.423> about<00:06:50.732> all<00:06:50.895> of<00:06:50.960> the<00:06:51.122> things<00:06:51.302> that<00:06:51.383> are<00:06:51.627> hitting<00:06:52.018> us<00:06:52.343> individually,<00:06:54.460> whether<00:06:54.541> or<00:06:54.638> not<00:06:54.898> it's<00:06:55.125> our<00:06:55.693> phone<00:06:56.262> devices,<00:06:57.252> email<00:06:57.836> schedules,<00:06:59.386> the<00:06:59.467> demands<00:06:59.964> of<00:07:00.109> time,<00:07:00.864> it's<00:07:01.153> easy<00:07:01.410> how<00:07:01.570> we<00:07:01.666> miss<00:07:02.036> out<00:07:03.657> by<00:07:03.834> stopping,<00:07:04.621> observing,<00:07:05.424> listening,<00:07:06.965> seeing,<00:07:07.993> you<00:07:08.025> know,<00:07:08.105> maybe<00:07:08.378> the<00:07:08.474> person<00:07:08.811> that<00:07:09.020> you're<00:07:09.197> interacting<00:07:09.823> with<00:07:10.144> on,<00:07:10.546> you<00:07:10.626> know,<00:07:10.722> this<00:07:10.947> call<00:07:11.204> right<00:07:11.445> now.

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I<00:07:12.504> don't<00:07:12.729> know,<00:07:12.890> Clint,<00:07:13.211> what<00:07:13.355> you're<00:07:13.516> going<00:07:13.773> through<00:07:14.014> right<00:07:14.255> now.

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Should<00:07:15.298> I<00:07:15.379> spend<00:07:15.700> time<00:07:16.181> understanding<00:07:16.968> that<00:07:17.289> to<00:07:17.386> know<00:07:17.610> you<00:07:17.723> as<00:07:17.851> a<00:07:17.948> person<00:07:18.269> before<00:07:18.654> we<00:07:18.750> try<00:07:19.055> and<00:07:19.553> dive<00:07:19.874> into<00:07:20.179> important<00:07:20.677> work<00:07:20.918> that<00:07:21.079> we<00:07:21.223> have<00:07:21.384> to<00:07:21.480> do<00:07:21.640> together?

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You<00:07:23.567> know,<00:07:23.631> I<00:07:23.872> think<00:07:23.969> this<00:07:24.129> is<00:07:24.274> the<00:07:24.354> great<00:07:24.531> challenge<00:07:24.852> for<00:07:25.077> all<00:07:25.253> of<00:07:25.414> us<00:07:25.655> to<00:07:25.799> actually<00:07:26.297> be<00:07:26.698> more<00:07:26.859> connected.

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And<00:07:30.645> understand<00:07:31.359> each<00:07:31.538> other<00:07:31.781> better<00:07:32.917> so<00:07:33.323> that<00:07:33.469> we<00:07:33.631> can<00:07:33.729> move<00:07:34.459> faster,<00:07:35.044> so<00:07:35.287> that<00:07:35.433> we<00:07:35.595> can<00:07:36.001> perform<00:07:37.121> better.

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And<00:07:38.778> the<00:07:38.858> second<00:07:39.228> one<00:07:39.389> where<00:07:39.470> you<00:07:39.582> say<00:07:40.194> striving<00:07:40.693> to<00:07:40.838> be<00:07:40.934> great<00:07:41.578> and<00:07:41.739> pushing<00:07:42.125> the<00:07:42.222> team<00:07:43.107> and<00:07:43.252> the<00:07:43.348> company<00:07:43.831> to<00:07:43.911> continue<00:07:44.619> to<00:07:44.716> be<00:07:44.861> great,<00:07:45.746> what<00:07:45.859> are<00:07:45.923> some<00:07:46.100> of<00:07:46.180> the<00:07:46.245> things<00:07:46.551> you<00:07:46.631> do<00:07:46.808> in<00:07:46.888> that<00:07:47.065> area?

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Well,<00:07:49.992> you<00:07:50.317> know,<00:07:50.414> being<00:07:51.046> a<00:07:51.062> great<00:07:51.306> leader,<00:07:51.614> again,<00:07:52.117> beyond<00:07:52.522> just<00:07:52.927> being<00:07:53.154> committed<00:07:53.511> to<00:07:53.657> the<00:07:54.046> personal<00:07:54.387> development<00:07:55.117> is,<00:07:55.692> how<00:07:55.916> you<00:07:56.093> build<00:07:57.055> a<00:07:57.135> great<00:07:57.440> team<00:07:57.793> and<00:07:57.937> kind<00:07:58.097> of<00:07:58.242> connecting<00:07:58.979> some<00:07:59.220> of<00:07:59.252> these<00:07:59.524> pieces<00:07:59.941> together.

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Hiring<00:08:02.411> a<00:08:02.427> great<00:08:02.748> team<00:08:03.148> is<00:08:03.309> probably<00:08:03.790> one<00:08:03.950> of<00:08:04.014> the<00:08:04.094> most<00:08:04.351> important<00:08:04.832> things<00:08:05.377> you<00:08:05.698> do<00:08:06.820> as<00:08:06.917> a<00:08:06.997> CEO.

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And<00:08:08.921> managing<00:08:09.563> that<00:08:09.883> team,<00:08:10.589> like<00:08:10.765> we've<00:08:10.926> talked<00:08:11.262> about,<00:08:11.727> is<00:08:11.808> just<00:08:12.112> critically<00:08:12.689> important.

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And<00:08:13.812> having<00:08:14.133> great<00:08:14.453> leaders<00:08:14.934> that<00:08:15.095> also<00:08:15.496> have<00:08:15.736> great<00:08:16.137> followership<00:08:16.875> is<00:08:17.083> really<00:08:17.276> important.

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But<00:08:18.783> how<00:08:19.088> you<00:08:19.264> do<00:08:19.504> that<00:08:19.921> to<00:08:20.146> bring<00:08:20.851> a<00:08:20.948> leadership<00:08:21.493> team<00:08:21.814> together<00:08:22.857> has<00:08:23.503> also<00:08:24.634> has<00:08:24.763> to<00:08:24.892> be<00:08:25.038> done<00:08:25.684> with<00:08:25.861> great<00:08:26.168> intention.

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And<00:08:28.252> again,<00:08:28.640> kind<00:08:28.801> of<00:08:28.882> tying<00:08:29.140> this<00:08:29.366> to<00:08:30.027> the<00:08:30.189> empathy<00:08:30.673> point<00:08:31.157> and<00:08:31.318> particularly<00:08:32.367> working<00:08:32.835> as<00:08:33.029> a<00:08:33.239> global<00:08:33.658> company<00:08:34.223> where<00:08:34.368> I<00:08:34.465> have<00:08:34.643> leaders<00:08:35.046> around<00:08:35.336> the<00:08:35.498> world,<00:08:36.385> but<00:08:36.547> also<00:08:37.031> in<00:08:37.128> a<00:08:37.273> hybrid<00:08:37.676> world<00:08:38.015> where<00:08:38.176> we're<00:08:38.337> not<00:08:38.643> always<00:08:39.078> together<00:08:39.561> in<00:08:39.851> person,<00:08:40.351> sometimes<00:08:40.979> where<00:08:41.785> we<00:08:41.946> are.

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One<00:08:43.873> of<00:08:44.035> the<00:08:44.117> things<00:08:44.344> that<00:08:44.506> we<00:08:44.603> do,<00:08:44.863> and<00:08:44.993> it's,<00:08:45.723> I<00:08:46.064> think<00:08:46.161> it's<00:08:46.794> a,<00:08:47.443> now<00:08:47.768> for<00:08:47.930> me,<00:08:48.157> it's<00:08:48.254> just,<00:08:48.985> I<00:08:49.212> think<00:08:49.325> it's<00:08:49.455> a<00:08:49.536> best<00:08:49.796> practice,<00:08:50.770> but<00:08:51.292> We<00:08:51.452> start<00:08:51.757> out<00:08:51.869> a<00:08:51.933> lot<00:08:52.173> of<00:08:52.253> our<00:08:52.879> leadership<00:08:53.295> team<00:08:53.536> meetings,<00:08:54.417> particularly<00:08:54.754> my<00:08:54.978> leadership<00:08:55.379> team<00:08:55.523> meetings,<00:08:56.341> with<00:08:56.501> what's<00:08:56.661> called<00:08:56.837> a<00:08:56.902> check-in.

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It's<00:08:58.488> like,<00:08:58.665> what's<00:08:58.969> true<00:08:59.226> for<00:08:59.370> me<00:08:59.610> right<00:08:59.851> now<00:09:00.091> personally<00:09:00.668> and<00:09:00.748> professionally?

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It<00:09:02.495> allows<00:09:02.912> us<00:09:03.073> this<00:09:03.377> opportunity<00:09:04.178> to<00:09:04.755> connect<00:09:05.236> on<00:09:05.477> these<00:09:05.797> very<00:09:06.118> things<00:09:06.599> that<00:09:07.304> are<00:09:07.464> actually<00:09:07.945> impacting<00:09:08.586> us<00:09:08.827> as<00:09:09.163> individuals.

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And<00:09:10.846> it<00:09:11.103> sometimes<00:09:11.552> it<00:09:11.632> goes<00:09:11.952> really<00:09:12.209> deep<00:09:12.465> and<00:09:12.593> sometimes<00:09:13.090> it's<00:09:13.234> just,<00:09:13.635> hey,<00:09:13.876> this<00:09:14.068> is<00:09:14.196> what's<00:09:14.372> happening<00:09:14.773> in<00:09:14.805> my<00:09:14.933> life<00:09:15.254> right<00:09:15.414> now.

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But<00:09:16.312> it<00:09:16.376> gives<00:09:16.616> people<00:09:17.001> context<00:09:17.803> for<00:09:18.139> where<00:09:18.444> you<00:09:18.604> are.

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And<00:09:19.566> when<00:09:19.662> there's<00:09:19.903> that<00:09:20.063> shared<00:09:20.625> understanding<00:09:21.492> of<00:09:22.391> where<00:09:22.615> we<00:09:22.792> both<00:09:23.097> are,<00:09:24.557> then<00:09:25.199> we<00:09:25.360> can<00:09:25.520> actually<00:09:25.906> appreciate<00:09:26.483> the<00:09:26.564> nuances<00:09:27.607> of<00:09:27.687> a,<00:09:27.767> maybe<00:09:28.008> a<00:09:28.024> difficult<00:09:28.554> conversation<00:09:29.292> or<00:09:29.372> a<00:09:29.453> difficult<00:09:29.854> situation<00:09:30.640> a<00:09:30.721> little<00:09:30.897> bit<00:09:31.122> better<00:09:32.181> because<00:09:32.502> we're<00:09:32.679> more<00:09:33.144> understanding<00:09:33.786> and<00:09:33.850> appreciative<00:09:34.364> of<00:09:34.492> who<00:09:34.653> we<00:09:34.813> are.

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And<00:09:35.552> so<00:09:35.712> that,<00:09:35.969> to<00:09:36.097> me,<00:09:36.274> that<00:09:36.434> check-in<00:09:37.301> as<00:09:37.462> a<00:09:37.558> leader,<00:09:37.943> as<00:09:38.264> a<00:09:38.280> leadership<00:09:38.746> team<00:09:39.644> is<00:09:39.965> a<00:09:40.046> great<00:09:40.431> way,<00:09:40.832> I<00:09:41.073> think,<00:09:41.249> for<00:09:41.378> me<00:09:41.651> to<00:09:41.811> connect<00:09:42.196> with<00:09:43.159> that<00:09:43.336> leadership<00:09:43.801> team<00:09:44.138> for<00:09:44.363> us<00:09:44.540> to<00:09:45.246> move<00:09:45.583> together<00:09:46.064> as<00:09:46.240> a<00:09:46.305> squad,<00:09:47.813> uh,<00:09:48.294> and<00:09:48.390> to<00:09:48.535> be<00:09:48.647> able<00:09:48.872> to,<00:09:49.353> to,<00:09:49.674> to<00:09:49.834> connect<00:09:50.251> and<00:09:50.380> to<00:09:50.540> operate<00:09:51.037> with,<00:09:51.342> with<00:09:51.503> great<00:09:51.759> efficiency<00:09:52.465> and<00:09:52.513> speed<00:09:53.203> that<00:09:53.364> we<00:09:53.444> need<00:09:53.829> to.

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But<00:09:54.872> we<00:09:54.968> got<00:09:55.209> to<00:09:55.241> slow<00:09:55.465> down<00:09:55.610> actually<00:09:56.236> for<00:09:56.332> a<00:09:56.348> second<00:09:56.893> to<00:09:57.054> be<00:09:57.150> able<00:09:57.327> to<00:09:57.455> do<00:09:57.615> that.

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And<00:09:58.883> how<00:09:58.995> do<00:09:59.123> you<00:09:59.220> think<00:09:59.476> about<00:09:59.765> recruiting,<00:10:00.904> both<00:10:01.161> leadership<00:10:01.690> team<00:10:01.931> and<00:10:02.027> then<00:10:02.589> as<00:10:02.733> a<00:10:02.813> company,<00:10:03.231> in<00:10:03.375> order<00:10:03.535> to<00:10:03.712> kind<00:10:03.952> of<00:10:03.985> maintain<00:10:04.498> that<00:10:04.658> same<00:10:04.915> cultural<00:10:05.461> fit<00:10:06.503> and<00:10:06.760> everybody<00:10:07.145> driving<00:10:07.562> towards<00:10:07.819> the<00:10:07.963> same<00:10:08.284> mission?

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What<00:10:09.038> do<00:10:09.231> you<00:10:09.391> do<00:10:09.648> around<00:10:10.370> recruiting?

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Well,<00:10:12.775> I<00:10:12.856> think<00:10:13.176> actually<00:10:13.497> recruiting<00:10:14.058> maybe<00:10:14.844> starts<00:10:15.661> first<00:10:15.918> and<00:10:16.062> foremost<00:10:16.559> as<00:10:16.720> an<00:10:16.864> organization<00:10:17.970> as<00:10:18.227> to<00:10:18.772> what<00:10:18.932> are<00:10:18.965> your<00:10:19.109> cultural<00:10:19.654> values?

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What<00:10:20.953> are<00:10:21.033> the<00:10:21.209> things<00:10:21.514> that<00:10:22.893> set<00:10:23.342> your<00:10:23.518> organization<00:10:24.496> apart?

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What<00:10:25.442> is<00:10:25.587> the<00:10:25.747> expectation<00:10:27.751> of<00:10:27.864> the<00:10:28.008> team?

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I'll<00:10:29.451> give<00:10:29.595> you<00:10:29.691> just<00:10:29.852> like<00:10:30.012> a<00:10:30.750> super<00:10:31.134> simple,<00:10:31.519> and<00:10:31.616> it<00:10:31.696> may<00:10:31.856> sound<00:10:32.161> like<00:10:32.321> a<00:10:32.353> simple<00:10:32.738> example<00:10:33.860> at<00:10:33.940> StockX.

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Obviously<00:10:35.544> we're<00:10:35.704> in<00:10:35.784> this<00:10:35.945> business.

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It's<00:10:36.891> right<00:10:37.067> behind<00:10:37.452> me.

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You<00:10:39.216> know,<00:10:39.555> one<00:10:39.700> of<00:10:39.733> the<00:10:39.813> very<00:10:40.120> first<00:10:40.443> things<00:10:40.830> that<00:10:41.152> anybody<00:10:41.636> walking<00:10:41.959> into<00:10:42.217> any<00:10:42.379> meeting<00:10:42.717> is<00:10:42.863> gonna<00:10:43.105> do<00:10:43.266> at<00:10:43.347> StockX<00:10:43.992> is<00:10:44.137> gonna<00:10:44.315> be<00:10:44.476> just<00:10:44.734> a<00:10:44.799> little<00:10:45.025> glance<00:10:45.444> down.

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It's<00:10:45.928> gonna<00:10:46.090> be,<00:10:46.654> what<00:10:46.816> are<00:10:46.880> you<00:10:46.977> wearing?

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Like,<00:10:47.784> what<00:10:48.768> sneakers<00:10:49.219> are<00:10:49.251> you<00:10:49.461> wearing?

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And<00:10:51.265> it<00:10:51.330> sounds<00:10:51.652> silly,<00:10:52.136> but<00:10:52.458> a<00:10:52.538> lot<00:10:52.780> of<00:10:52.812> times<00:10:53.102> in<00:10:53.247> the<00:10:53.650> interview<00:10:54.230> process,<00:10:54.955> and<00:10:55.020> this<00:10:55.197> is<00:10:55.358> for<00:10:55.858> C-level<00:10:56.486> positions,<00:10:58.455> can<00:10:58.585> you<00:10:58.682> get<00:10:58.844> passionate<00:10:59.248> around<00:10:59.895> what<00:11:00.057> we<00:11:00.154> do?

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And<00:11:01.950> I've<00:11:02.403> had<00:11:02.904> leaders<00:11:03.325> that<00:11:03.535> actually,<00:11:04.506> you<00:11:04.586> know,<00:11:05.234> they<00:11:05.331> don't<00:11:05.913> show<00:11:06.204> up<00:11:06.301> with<00:11:06.447> any<00:11:06.689> heat,<00:11:06.867> with<00:11:07.029> any<00:11:07.240> passion,<00:11:07.527> without<00:11:07.933> any<00:11:08.119> passion<00:11:08.440> for<00:11:08.508> what<00:11:08.609> we're<00:11:08.914> doing.

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Doing<00:11:11.933> and<00:11:12.077> they<00:11:12.317> lose<00:11:12.638> credibility<00:11:13.519> instantaneously.

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So,<00:11:15.073> so<00:11:15.282> for<00:11:15.442> us,<00:11:15.618> like,<00:11:15.778> the<00:11:16.083> cultural<00:11:16.724> side<00:11:17.140> of<00:11:17.220> that<00:11:18.102> is,<00:11:18.406> is,<00:11:18.983> is<00:11:19.127> actually<00:11:19.704> living<00:11:21.146> a<00:11:21.226> bit<00:11:21.402> of<00:11:21.482> our<00:11:21.691> brand<00:11:22.652> and,<00:11:23.069> and<00:11:23.293> flexing<00:11:23.870> that<00:11:24.415> in,<00:11:24.751> in<00:11:24.895> a<00:11:24.911> certain<00:11:25.312> way.

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But<00:11:26.209> it<00:11:26.337> actually<00:11:26.690> establishes<00:11:27.619> immediately<00:11:28.917> your<00:11:29.222> credibility<00:11:30.199> in<00:11:30.295> a<00:11:30.519> room.

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And<00:11:32.682> again,<00:11:33.179> seemingly<00:11:34.990> in<00:11:35.086> most<00:11:35.342> organizations,<00:11:35.967> like,<00:11:36.127> maybe<00:11:36.288> that<00:11:36.448> wouldn't<00:11:36.672> be<00:11:36.768> a<00:11:36.848> requirement.

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For<00:11:37.714> us,<00:11:37.970> it's<00:11:38.114> like,<00:11:38.355> hey,<00:11:38.980> You<00:11:39.077> actually<00:11:39.336> kind<00:11:39.417> of<00:11:39.514> need<00:11:39.805> to<00:11:39.902> do<00:11:40.080> this<00:11:40.711> and<00:11:40.873> it's<00:11:41.181> really<00:11:41.666> easy<00:11:41.844> to<00:11:41.990> do,<00:11:42.233> but<00:11:42.330> some<00:11:42.880> people<00:11:44.013> actually<00:11:44.418> just<00:11:44.661> don't<00:11:44.903> want<00:11:45.049> to<00:11:45.162> do<00:11:45.486> it<00:11:45.972> and<00:11:46.020> they're<00:11:46.198> just<00:11:46.311> not<00:11:46.473> successful<00:11:47.104> in<00:11:47.185> our<00:11:47.347> organization.

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And<00:11:48.649> so,<00:11:49.247> you<00:11:49.279> know,<00:11:49.668> that<00:11:49.813> would<00:11:49.975> never<00:11:50.169> have<00:11:50.315> been<00:11:50.622> part<00:11:50.881> of<00:11:51.075> some<00:11:52.159> of<00:11:52.240> my<00:11:52.417> other<00:11:53.048> jobs<00:11:53.388> that<00:11:53.485> I've<00:11:53.614> had<00:11:53.792> before.

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But<00:11:55.345> for<00:11:55.636> us,<00:11:55.992> again,<00:11:56.300> recruiting<00:11:56.947> is<00:11:57.593> what<00:11:57.754> are<00:11:57.900> those<00:11:58.464> cultural<00:11:58.948> tenets<00:11:59.513> that<00:12:01.223> are<00:12:01.449> unique<00:12:01.868> to<00:12:02.046> the<00:12:02.191> organization<00:12:02.917> that<00:12:03.078> we<00:12:03.224> have,<00:12:04.046> being<00:12:04.353> really<00:12:04.756> clear<00:12:05.031> about<00:12:05.337> what<00:12:05.563> they<00:12:05.740> are<00:12:06.144> and<00:12:06.224> then<00:12:06.386> making<00:12:06.708> sure<00:12:06.950> that<00:12:07.080> you're<00:12:07.189> recruiting<00:12:08.382> leaders<00:12:09.105> and<00:12:09.265> individuals<00:12:10.629> that<00:12:10.854> actually<00:12:11.191> fit<00:12:11.672> those<00:12:12.058> cultural<00:12:12.475> values.

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And<00:12:13.422> it's<00:12:13.743> as<00:12:13.983> important<00:12:15.508> a<00:12:15.524> set<00:12:15.909> of<00:12:16.006> decisions<00:12:16.648> to<00:12:16.792> make<00:12:17.354> as<00:12:17.755> someone's<00:12:18.638> background<00:12:19.312> or<00:12:19.520> expertise<00:12:20.419> or<00:12:20.580> leadership.

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They<00:12:21.783> could<00:12:21.944> check<00:12:22.265> all<00:12:22.425> those<00:12:22.666> boxes<00:12:23.388> but<00:12:23.613> not<00:12:23.854> be<00:12:23.966> a<00:12:24.094> cultural<00:12:24.592> fit<00:12:24.993> and<00:12:25.218> won't<00:12:25.571> succeed<00:12:27.224> as<00:12:27.400> a<00:12:27.481> leader<00:12:27.946> within<00:12:28.347> the<00:12:28.588> organization.

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And<00:12:29.503> so,<00:12:30.530> you<00:12:30.610> know,<00:12:30.771> to<00:12:30.899> me,<00:12:31.316> recruiting<00:12:31.974> is<00:12:32.360> as<00:12:32.616> much<00:12:33.403> about<00:12:34.529> what<00:12:34.724> are<00:12:34.789> the<00:12:34.935> cultural<00:12:35.358> values<00:12:36.560> to<00:12:37.063> the<00:12:37.372> fit<00:12:37.778> for<00:12:38.687> that<00:12:38.931> person<00:12:39.337> that<00:12:39.483> you're<00:12:39.581> trying<00:12:39.906> to<00:12:40.068> attract<00:12:41.059> to<00:12:41.205> come<00:12:41.449> into<00:12:41.595> your<00:12:41.692> organization<00:12:42.664> and<00:12:42.987> do<00:12:43.148> the<00:12:43.310> two<00:12:44.602> meld<00:12:44.908> together?

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Speaking<00:12:46.297> of<00:12:46.378> cultural<00:12:46.717> values,<00:12:47.573> how<00:12:47.750> have<00:12:47.912> you<00:12:48.057> handled<00:12:48.542> the<00:12:48.784> work<00:12:49.026> from<00:12:49.268> home<00:12:49.850> versus<00:12:50.415> remote<00:12:51.143> versus<00:12:52.099> hybrid<00:12:52.747> versus<00:12:53.087> in<00:12:53.233> the<00:12:53.395> office<00:12:54.610> and<00:12:54.691> kind<00:12:54.870> of<00:12:54.934> that<00:12:55.177> whole<00:12:55.356> debate<00:12:55.744> that's<00:12:55.923> playing<00:12:56.247> out<00:12:56.409> now<00:12:56.798> post-COVID?

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I<00:12:59.042> don't<00:12:59.284> think<00:12:59.429> anybody's<00:12:59.848> figured<00:13:00.235> it<00:13:00.961> out<00:13:01.203> perfectly.

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I<00:13:02.250> think<00:13:02.412> there's<00:13:02.654> just<00:13:03.153> new<00:13:03.379> realities<00:13:03.959> that<00:13:04.008> are<00:13:04.056> just<00:13:06.670> True.

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And,<00:13:08.077> and<00:13:08.158> in<00:13:08.255> some<00:13:08.481> respects,<00:13:08.885> some<00:13:09.047> of<00:13:09.112> these<00:13:09.290> realities<00:13:10.034> have<00:13:10.244> always<00:13:10.584> been<00:13:10.729> the<00:13:10.826> case.

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But<00:13:11.328> I<00:13:11.473> think<00:13:11.619> we've<00:13:11.716> got<00:13:11.845> an<00:13:12.104> added<00:13:12.363> dimension<00:13:13.414> to<00:13:13.576> it<00:13:13.657> now.

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For<00:13:15.335> CEOs<00:13:15.802> that<00:13:15.866> are<00:13:15.963> running<00:13:16.221> global<00:13:16.623> businesses,<00:13:17.283> it's<00:13:17.573> always<00:13:17.991> been<00:13:18.152> the<00:13:18.233> case<00:13:18.635> that<00:13:18.861> you've<00:13:18.957> had<00:13:19.682> distribution<00:13:20.390> of<00:13:20.551> workforce.

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And<00:13:23.283> that's<00:13:23.525> been<00:13:23.686> true<00:13:24.074> for<00:13:24.235> me<00:13:24.961> in<00:13:25.203> my<00:13:25.365> last<00:13:25.768> 4<00:13:26.898> leadership<00:13:27.382> positions,<00:13:28.189> having<00:13:28.690> organizations<00:13:29.480> that<00:13:29.577> are<00:13:29.658> in<00:13:29.965> all<00:13:30.142> different<00:13:30.384> corners<00:13:30.788> of<00:13:30.852> the<00:13:30.949> world<00:13:31.517> and<00:13:31.665> figuring<00:13:31.926> out<00:13:32.090> how<00:13:32.188> do<00:13:32.319> you<00:13:32.482> bring<00:13:32.744> those<00:13:33.071> teams<00:13:33.578> together<00:13:34.833> to<00:13:34.913> be<00:13:34.993> able<00:13:35.186> to<00:13:35.298> operate.

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So<00:13:36.503> distributed<00:13:37.065> and<00:13:37.161> global<00:13:37.867> has<00:13:38.269> always<00:13:38.686> been<00:13:39.650> a<00:13:39.730> part<00:13:40.276> of,<00:13:41.577> you<00:13:41.657> know,<00:13:42.299> of<00:13:42.444> my<00:13:42.620> leadership<00:13:43.102> journey.

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I<00:13:44.065> think<00:13:44.290> the<00:13:44.451> thing<00:13:44.547> that's<00:13:44.804> new<00:13:45.189> now<00:13:46.554> is<00:13:46.795> this<00:13:47.180> aspect,<00:13:47.823> which<00:13:48.079> is<00:13:48.963> I<00:13:49.107> can<00:13:49.268> actually<00:13:50.231> have<00:13:50.408> a<00:13:50.424> lot<00:13:50.793> more<00:13:50.970> interactions<00:13:52.575> via<00:13:52.816> this<00:13:52.993> screen.

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And<00:13:55.610> we're<00:13:55.771> enabled<00:13:56.268> by<00:13:56.509> technology.

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And<00:13:57.649> a<00:13:57.713> lot<00:13:57.890> of<00:13:57.954> people<00:13:58.195> are<00:13:58.372> choosing<00:13:59.078> to<00:13:59.239> say,<00:14:00.106> this<00:14:00.282> is<00:14:00.475> more<00:14:00.747> efficient<00:14:01.341> and<00:14:01.469> I<00:14:01.566> can<00:14:02.031> work<00:14:02.287> this<00:14:02.592> way.

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And<00:14:03.892> the<00:14:04.116> question<00:14:04.597> is,<00:14:05.255> can<00:14:05.416> I<00:14:05.576> work<00:14:05.881> this<00:14:06.138> way<00:14:06.699> and<00:14:07.180> does<00:14:07.325> this<00:14:07.485> allow<00:14:07.758> me<00:14:07.902> to<00:14:08.046> perform<00:14:08.624> better?

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But<00:14:09.587> can<00:14:09.811> I<00:14:09.907> also<00:14:10.212> be<00:14:10.373> connected<00:14:10.870> to<00:14:11.736> my<00:14:11.913> fellow<00:14:12.298> team<00:14:12.554> members<00:14:13.581> and<00:14:14.543> organization?

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And<00:14:15.426> how<00:14:15.522> do<00:14:15.666> you<00:14:15.843> do<00:14:16.164> that<00:14:16.485> really<00:14:16.805> well?

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And<00:14:17.672> so<00:14:17.912> I<00:14:18.073> think<00:14:18.233> we're<00:14:18.746> still,<00:14:19.613> everybody<00:14:20.014> is<00:14:20.335> learning<00:14:20.960> what<00:14:21.297> this<00:14:21.618> is<00:14:21.778> going<00:14:22.099> to<00:14:22.260> look<00:14:22.564> like<00:14:22.901> because<00:14:23.928> it's<00:14:24.104> totally<00:14:25.067> new.

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I<00:14:25.388> mean,<00:14:25.532> I<00:14:25.628> think<00:14:25.773> we're<00:14:25.869> still,<00:14:26.896> working<00:14:27.298> through<00:14:27.555> it.

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And<00:14:28.920> I<00:14:29.001> think<00:14:29.306> there's<00:14:30.447> a<00:14:30.671> fair<00:14:30.928> amount<00:14:32.519> of<00:14:32.632> social<00:14:33.322> force<00:14:35.347> that<00:14:35.925> a<00:14:35.989> lot<00:14:36.166> of<00:14:36.295> leaders<00:14:36.632> are<00:14:36.713> trying<00:14:37.115> to<00:14:37.196> say,<00:14:37.518> hey,<00:14:37.759> we're<00:14:37.920> just<00:14:38.403> back<00:14:38.790> in<00:14:38.951> person<00:14:39.933> and<00:14:39.997> we're<00:14:40.094> going<00:14:40.191> to<00:14:40.416> force<00:14:40.738> you<00:14:40.819> to<00:14:40.899> be<00:14:41.060> back<00:14:41.318> in<00:14:41.463> person.

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And<00:14:42.574> you<00:14:42.670> have<00:14:42.912> a<00:14:43.057> lot<00:14:43.218> of<00:14:43.459> workforces<00:14:44.184> that<00:14:44.361> are<00:14:44.442> just<00:14:44.683> in<00:14:44.828> revolt<00:14:45.408> to<00:14:45.553> just<00:14:45.794> that<00:14:46.020> very<00:14:46.317> idea.

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And<00:14:48.360> so<00:14:48.700> I,<00:14:48.878> again,<00:14:49.362> I<00:14:49.524> think<00:14:49.750> where<00:14:51.690> a<00:14:51.706> lot<00:14:51.884> of<00:14:52.029> organizations<00:14:52.692> are<00:14:52.756> going<00:14:52.918> to<00:14:53.064> end<00:14:53.387> up<00:14:53.662> is<00:14:53.807> still<00:14:54.702> this<00:14:55.167> hybrid<00:14:55.970> distributed<00:14:56.853> global<00:14:57.672> way<00:14:57.913> of<00:14:58.138> working<00:14:58.555> is<00:14:58.716> here<00:14:58.957> to<00:14:59.037> stay.

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So<00:15:00.627> how<00:15:00.803> do<00:15:00.883> we<00:15:01.028> optimize<00:15:01.686> in<00:15:01.767> this<00:15:02.248> environment?

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And<00:15:03.934> that<00:15:04.031> kind<00:15:04.191> of<00:15:04.239> leads<00:15:04.496> to<00:15:04.560> your<00:15:04.737> third<00:15:04.978> principle,<00:15:05.524> which<00:15:05.781> is<00:15:06.567> consistent<00:15:07.306> performance.

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And<00:15:09.474> that<00:15:09.795> probably<00:15:10.116> plays<00:15:10.437> a<00:15:10.501> role<00:15:10.758> in<00:15:10.919> this,<00:15:11.079> this<00:15:11.384> work<00:15:11.561> from<00:15:11.786> home<00:15:12.605> versus<00:15:13.070> hybrid<00:15:13.713> versus<00:15:14.275> in<00:15:14.515> office.

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As<00:15:16.073> you<00:15:16.217> think<00:15:16.378> about<00:15:16.539> consistent<00:15:17.004> performance,<00:15:17.502> what<00:15:17.598> do<00:15:17.647> you<00:15:17.743> mean<00:15:17.984> by<00:15:18.064> that<00:15:18.465> at<00:15:18.787> StockX?

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Well,<00:15:21.911> the<00:15:22.057> environment<00:15:22.641> that<00:15:22.787> we're<00:15:23.128> in<00:15:23.680> as<00:15:24.021> leaders<00:15:24.508> today<00:15:25.303> is<00:15:26.115> as<00:15:26.456> volatile,<00:15:27.976> as<00:15:28.217> uncertain<00:15:31.126> as<00:15:31.527> it's<00:15:31.769> ever<00:15:32.090> been,<00:15:32.331> maybe<00:15:32.717> in<00:15:32.797> the—<00:15:33.070> certainly<00:15:33.456> in<00:15:34.099> almost<00:15:34.420> the<00:15:34.581> 30<00:15:34.822> years<00:15:35.079> of<00:15:35.224> my<00:15:35.449> career<00:15:36.253> than<00:15:36.413> at<00:15:36.494> any<00:15:36.735> other<00:15:36.896> time.

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And<00:15:38.869> so<00:15:39.888> that's<00:15:41.182> the<00:15:41.344> petri<00:15:41.699> dish.

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That's<00:15:42.330> what<00:15:42.395> we're<00:15:42.589> dealing<00:15:42.977> with<00:15:43.608> as<00:15:43.786> individuals.

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And<00:15:45.220> so<00:15:45.466> how<00:15:45.876> do<00:15:45.958> you<00:15:46.220> deliver<00:15:46.794> consistent<00:15:47.532> performance<00:15:49.193> in<00:15:49.337> a<00:15:49.514> world<00:15:49.915> or<00:15:50.059> in<00:15:50.091> a<00:15:50.155> situation<00:15:50.877> that's<00:15:51.118> delivering<00:15:51.615> so<00:15:52.145> much<00:15:52.401> uncertainty,<00:15:53.380> so<00:15:53.781> much<00:15:54.086> volatility.

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And<00:15:56.316> that<00:15:56.508> is<00:15:56.717> actually<00:15:57.054> just<00:15:57.439> understanding<00:15:58.401> where<00:15:58.642> you're<00:15:58.963> at,<00:16:00.086> dealing<00:16:00.567> with<00:16:00.744> that<00:16:01.048> wind<00:16:01.369> as<00:16:01.482> it's<00:16:01.690> coming<00:16:02.011> at<00:16:02.428> you<00:16:03.375> and<00:16:03.487> setting<00:16:03.952> a<00:16:04.033> sail<00:16:04.658> to<00:16:04.835> sail<00:16:05.156> against<00:16:05.877> it<00:16:06.262> in<00:16:06.343> a<00:16:06.439> way<00:16:07.081> that<00:16:07.386> you<00:16:07.546> can,<00:16:08.669> recognizing<00:16:09.648> that<00:16:10.289> the<00:16:10.514> wind<00:16:10.771> is<00:16:11.075> always<00:16:11.476> going<00:16:11.653> to<00:16:11.797> be<00:16:12.038> there.

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The<00:16:12.600> waves<00:16:12.952> are<00:16:13.321> always<00:16:13.739> going<00:16:13.979> to<00:16:14.059> be<00:16:14.300> there.

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But<00:16:15.022> if<00:16:15.167> you've<00:16:15.327> got<00:16:15.520> a<00:16:15.664> rudder<00:16:16.066> and<00:16:16.162> a<00:16:16.226> sail,<00:16:16.869> which<00:16:17.045> is<00:16:17.190> typically<00:16:18.298> rudder<00:16:18.715> being<00:16:19.020> the<00:16:19.052> decisions<00:16:19.743> that<00:16:19.903> you're<00:16:20.064> gonna<00:16:20.176> make,<00:16:20.963> sail<00:16:21.445> being<00:16:21.686> your<00:16:21.830> strategy<00:16:22.633> through<00:16:23.195> any<00:16:23.372> of<00:16:23.532> that,<00:16:24.560> those<00:16:24.977> things<00:16:25.379> have<00:16:25.684> to<00:16:25.780> be<00:16:26.005> true,<00:16:27.370> uh,<00:16:27.546> to<00:16:27.771> actually<00:16:28.189> deliver<00:16:28.767> sort<00:16:28.991> of<00:16:29.088> a<00:16:29.152> consistent<00:16:29.714> speed<00:16:30.196> or<00:16:30.356> consistent<00:16:30.999> performance<00:16:32.347> when<00:16:32.668> that<00:16:32.845> environment<00:16:33.423> around<00:16:33.824> us<00:16:34.113> is<00:16:34.290> just<00:16:34.692> so<00:16:35.173> uncertain<00:16:35.735> today.

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Um,<00:16:37.485> and,<00:16:37.726> and<00:16:37.823> I<00:16:37.903> think<00:16:38.208> that<00:16:38.545> is<00:16:39.187> when,<00:16:39.492> when<00:16:39.653> I<00:16:39.814> think<00:16:39.990> of<00:16:40.712> one<00:16:40.936> of<00:16:41.032> the,<00:16:41.737> or<00:16:41.898> two<00:16:42.090> of<00:16:42.154> the<00:16:42.234> main<00:16:42.619> things<00:16:42.875> that<00:16:43.035> a<00:16:43.051> CEO<00:16:43.500> is<00:16:43.548> responsible<00:16:44.237> for.

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You<00:16:44.638> touched<00:16:44.958> on<00:16:45.182> one,<00:16:45.423> which<00:16:45.615> is<00:16:46.224> recruiting,<00:16:46.881> having,<00:16:47.586> you<00:16:47.618> know,<00:16:48.002> great<00:16:48.307> people<00:16:48.723> on<00:16:48.803> your<00:16:49.028> team.

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And<00:16:50.069> then<00:16:50.326> two<00:16:50.710> is<00:16:50.870> probably<00:16:51.143> setting<00:16:51.527> that<00:16:51.687> strategic<00:16:52.408> direction.

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And<00:16:53.931> that<00:16:54.091> can<00:16:54.251> be<00:16:54.491> both<00:16:55.196> mission,<00:16:55.917> vision,<00:16:56.414> purpose,<00:16:57.215> as<00:16:57.375> well<00:16:57.616> as<00:16:57.920> the<00:16:58.016> strategic<00:16:59.378> objectives<00:17:00.083> that<00:17:00.259> you're<00:17:00.484> going<00:17:00.740> to<00:17:00.900> achieve,<00:17:01.381> you<00:17:01.445> know,<00:17:01.685> gonna<00:17:01.862> go<00:17:02.166> after<00:17:03.448> to<00:17:03.544> be<00:17:03.624> able<00:17:03.784> to<00:17:03.881> sell<00:17:04.185> that<00:17:04.425> course.

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Those<00:17:05.787> are<00:17:05.947> the<00:17:06.028> things<00:17:06.412> that<00:17:06.524> a<00:17:06.588> CEO<00:17:08.014> has<00:17:08.191> to<00:17:08.255> own.

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For<00:17:09.885> a<00:17:09.901> marketplace<00:17:10.464> like<00:17:10.609> yours,<00:17:11.075> I<00:17:11.236> wonder<00:17:11.638> how<00:17:11.960> AI<00:17:12.442> is<00:17:12.539> going<00:17:12.780> to<00:17:12.941> affect<00:17:13.278> everything<00:17:13.745> or<00:17:13.809> how<00:17:13.986> it<00:17:14.066> already<00:17:14.452> is<00:17:14.629> affecting<00:17:15.112> everything,<00:17:16.157> both<00:17:16.463> actually<00:17:16.881> like<00:17:17.186> in<00:17:17.363> the<00:17:17.444> marketplace<00:17:18.087> itself<00:17:18.794> and<00:17:18.891> then<00:17:19.020> the<00:17:19.052> technology<00:17:19.861> behind<00:17:20.282> it.

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You<00:17:22.693> know,<00:17:22.855> it's<00:17:23.082> going<00:17:23.340> to—<00:17:23.486> it<00:17:23.729> is<00:17:23.891> impacting<00:17:25.024> every<00:17:26.237> aspect<00:17:26.755> of<00:17:26.885> our,<00:17:27.289> of<00:17:27.370> our<00:17:27.548> business<00:17:27.936> in<00:17:28.113> totally<00:17:28.675> different,<00:17:29.142> you<00:17:29.174> know,<00:17:29.479> in<00:17:29.560> different<00:17:30.106> ways,<00:17:30.524> which<00:17:30.765> is,<00:17:31.730> you<00:17:31.794> know,<00:17:31.874> if<00:17:31.971> I'm<00:17:32.132> coding,<00:17:33.337> there's<00:17:33.643> tremendous<00:17:34.141> efficiencies<00:17:34.848> that<00:17:35.009> can<00:17:35.186> be<00:17:35.347> gained<00:17:36.054> if<00:17:37.142> If<00:17:37.222> there's<00:17:37.383> just<00:17:37.543> an<00:17:37.688> anticipation<00:17:38.812> or<00:17:39.053> an<00:17:39.149> appreciation<00:17:40.273> given<00:17:40.755> with<00:17:41.060> AI<00:17:41.461> about<00:17:41.718> how<00:17:41.879> I<00:17:42.039> could<00:17:42.200> code<00:17:42.521> faster,<00:17:43.003> better,<00:17:43.805> taking<00:17:44.062> advantage<00:17:44.464> of<00:17:44.689> everything<00:17:45.090> that's,<00:17:45.572> that's<00:17:45.812> to<00:17:45.909> be<00:17:46.134> learned.

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If<00:17:46.936> you're<00:17:47.161> coming<00:17:47.418> up<00:17:47.643> with,<00:17:47.980> with<00:17:48.205> creative,<00:17:48.767> I've<00:17:48.879> seen<00:17:49.249> actually<00:17:49.811> creative<00:17:50.629> brand<00:17:51.031> campaigns<00:17:51.737> right<00:17:51.914> now<00:17:52.139> in<00:17:52.219> our<00:17:52.460> own<00:17:52.637> team<00:17:54.082> that<00:17:54.242> are<00:17:54.467> AI<00:17:54.804> generated,<00:17:55.912> that<00:17:56.008> are<00:17:56.089> actually<00:17:56.635> fed<00:17:56.892> with<00:17:57.132> a<00:17:57.293> theme,<00:17:57.694> a<00:17:57.710> strategy,<00:17:58.497> an<00:17:58.577> objective,<00:18:00.039> even<00:18:00.344> visual<00:18:00.890> creative<00:18:01.468> graphically<00:18:02.560> that<00:18:02.672> now<00:18:02.896> can<00:18:03.057> be<00:18:03.217> powered<00:18:03.779> by<00:18:04.260> AI.

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There's<00:18:05.351> still<00:18:05.720> people<00:18:06.202> behind<00:18:06.683> that<00:18:06.907> in<00:18:07.004> terms<00:18:07.325> of<00:18:07.469> what<00:18:07.646> the<00:18:07.886> input<00:18:08.303> is<00:18:08.448> going<00:18:08.688> to<00:18:08.833> be.

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But<00:18:10.277> there's<00:18:10.870> some<00:18:11.079> really<00:18:11.336> interesting<00:18:11.817> things<00:18:12.202> that<00:18:12.314> are<00:18:12.924> coming<00:18:13.181> out<00:18:13.357> of<00:18:13.486> that.

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We're<00:18:15.748> exploring<00:18:17.096> AI<00:18:17.818> applications<00:18:18.796> in<00:18:18.876> our<00:18:19.037> own<00:18:19.197> customer<00:18:19.679> service.

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So<00:18:20.625> how<00:18:20.882> can<00:18:21.748> we<00:18:22.166> enable<00:18:22.663> a<00:18:22.727> faster<00:18:23.289> resolution<00:18:24.155> of<00:18:24.492> maybe<00:18:24.973> a<00:18:25.053> customer<00:18:25.422> experience<00:18:26.177> issue<00:18:26.417> or<00:18:26.578> challenge<00:18:27.845> with<00:18:28.006> the<00:18:28.102> dataset<00:18:28.968> that<00:18:29.145> we<00:18:29.289> have<00:18:29.562> and<00:18:29.690> the<00:18:29.851> information<00:18:30.653> that<00:18:30.894> we<00:18:30.990> have?

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And<00:18:32.337> so<00:18:32.577> it's<00:18:33.074> impacting<00:18:34.180> all<00:18:34.341> aspects<00:18:35.062> of<00:18:35.318> the,<00:18:35.783> you<00:18:35.864> know,<00:18:36.104> of<00:18:36.200> the<00:18:36.280> business.

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And<00:18:36.905> I<00:18:36.922> think<00:18:37.082> it's<00:18:37.226> just<00:18:37.483> one<00:18:37.643> of<00:18:37.803> those<00:18:38.108> things<00:18:38.364> that's<00:18:38.589> going<00:18:38.765> to<00:18:38.925> be<00:18:39.647> an<00:18:40.112> enabler<00:18:40.769> for<00:18:41.570> an<00:18:41.715> acceleration<00:18:42.596> of<00:18:42.853> technology<00:18:43.798> advancement<00:18:46.203> and<00:18:46.363> the<00:18:46.395> speed<00:18:47.325> of<00:18:47.501> technological<00:18:48.800> change,<00:18:50.371> you<00:18:50.547> know,<00:18:50.772> that<00:18:50.932> we've<00:18:51.765> ever<00:18:51.926> seen.

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How<00:18:53.449> did<00:18:53.689> StockX<00:18:54.539> and<00:18:54.635> you<00:18:54.811> in<00:18:54.939> particular<00:18:56.078> take<00:18:56.302> advantage<00:18:56.655> of<00:18:56.783> like<00:18:57.023> influencer<00:18:57.584> marketing?

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I<00:18:58.081> know<00:18:58.258> like<00:18:58.963> you<00:18:59.059> guys<00:18:59.524> work<00:18:59.748> with<00:18:59.989> athletes,<00:19:00.326> you<00:19:00.406> work<00:19:00.566> with<00:19:00.646> celebrities,<00:19:01.207> you<00:19:01.287> work<00:19:01.464> with<00:19:02.153> all<00:19:02.249> these<00:19:02.393> types<00:19:02.570> of<00:19:02.650> folks<00:19:02.890> to<00:19:03.035> really<00:19:03.227> like<00:19:03.500> capture<00:19:03.837> this<00:19:04.078> market?

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How<00:19:04.592> did<00:19:04.817> you<00:19:05.540> approach<00:19:06.328> them<00:19:07.774> and<00:19:07.935> kind<00:19:08.111> of<00:19:08.192> get<00:19:08.417> your<00:19:08.770> name<00:19:09.140> and<00:19:09.236> word<00:19:09.477> out<00:19:09.622> there<00:19:09.718> before<00:19:10.104> you<00:19:10.184> were<00:19:10.281> StockX?

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Now<00:19:10.988> everybody<00:19:11.261> knows<00:19:11.550> who<00:19:11.630> StockX<00:19:12.193> was,<00:19:12.691> but<00:19:12.755> I<00:19:12.820> wonder<00:19:13.005> like<00:19:13.106> how<00:19:13.258> you<00:19:13.426> built<00:19:13.679> that.

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Well,<00:19:16.409> you<00:19:16.441> know,<00:19:16.975> I<00:19:17.137> was<00:19:17.477> an<00:19:17.638> early<00:19:17.946> investor<00:19:18.609> and<00:19:18.690> not<00:19:18.998> founder<00:19:20.212> of<00:19:20.293> StockX.

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And<00:19:21.102> you<00:19:21.264> look<00:19:21.377> at<00:19:21.442> the<00:19:21.603> very<00:19:22.089> early<00:19:22.251> days<00:19:23.125> of<00:19:23.222> StockX,<00:19:24.015> it<00:19:24.112> was<00:19:25.396> obviously<00:19:25.900> a<00:19:25.917> new<00:19:26.226> commerce<00:19:26.795> experience<00:19:27.672> that<00:19:27.916> we<00:19:28.014> were<00:19:28.160> starting<00:19:28.729> with<00:19:29.647> you<00:19:29.679> know,<00:19:29.823> a<00:19:29.984> real-time<00:19:31.011> marketplace,<00:19:32.535> product-based<00:19:33.257> experience,<00:19:34.236> this<00:19:34.460> idea<00:19:34.958> of<00:19:35.102> verifying<00:19:35.696> the<00:19:35.840> products<00:19:36.305> that<00:19:36.401> trade<00:19:36.706> on<00:19:36.803> the<00:19:36.883> platform.

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But<00:19:38.985> if<00:19:39.113> you<00:19:39.209> looked<00:19:39.514> at<00:19:39.610> the<00:19:39.931> early<00:19:40.413> investors<00:19:41.776> in<00:19:41.840> the<00:19:41.937> company,<00:19:42.258> a<00:19:42.274> lot<00:19:42.562> of<00:19:42.643> them<00:19:42.803> were<00:19:42.899> actually<00:19:43.381> celebrities<00:19:44.167> that<00:19:44.408> also<00:19:44.728> happened<00:19:45.130> to<00:19:45.226> be,<00:19:46.814> you<00:19:46.894> know,<00:19:47.392> enthusiasts<00:19:48.034> of<00:19:48.114> the<00:19:48.194> space.

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That<00:19:48.836> could<00:19:48.948> have<00:19:49.060> been<00:19:49.478> Eminem<00:19:50.103> or<00:19:50.296> Mark<00:19:50.665> Wahlberg,<00:19:52.285> those,<00:19:52.911> you<00:19:52.959> know,<00:19:53.152> types<00:19:53.424> of,<00:19:53.649> types<00:19:53.906> of<00:19:54.034> individuals<00:19:54.451> that<00:19:54.596> were<00:19:54.692> super<00:19:55.077> passionate<00:19:55.510> around<00:19:55.895> what<00:19:56.056> StockX<00:19:56.617> was<00:19:56.778> doing,<00:19:57.259> but<00:19:57.484> also<00:19:58.382> you<00:19:58.462> know,<00:19:58.559> had<00:19:58.703> the<00:19:58.864> foresight<00:19:59.409> to<00:19:59.506> be,<00:20:00.180> quite<00:20:00.373> frankly,<00:20:00.806> earlier<00:20:01.271> investors<00:20:01.897> than<00:20:02.074> many<00:20:02.331> of<00:20:02.459> the<00:20:02.861> venture<00:20:03.117> capitalists<00:20:03.663> that<00:20:03.760> are<00:20:03.840> actually<00:20:04.241> now<00:20:04.899> in<00:20:05.028> StockX<00:20:05.525> as<00:20:05.686> well.

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So<00:20:06.504> the<00:20:06.809> early<00:20:07.130> part<00:20:07.371> of<00:20:07.435> StockX<00:20:08.158> was<00:20:08.639> also<00:20:08.976> about,<00:20:09.699> you<00:20:10.084> know,<00:20:10.261> just<00:20:10.501> getting,<00:20:11.689> you<00:20:11.721> know,<00:20:11.785> a<00:20:11.946> flywheel<00:20:12.893> of<00:20:12.989> adoption<00:20:13.471> and<00:20:13.535> excitement<00:20:13.969> around<00:20:14.274> what<00:20:14.450> StockX<00:20:14.819> was<00:20:15.156> doing.

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Now,<00:20:16.826> as<00:20:17.002> we<00:20:17.227> look<00:20:17.468> at<00:20:18.110> how<00:20:18.592> influencers<00:20:19.972> play<00:20:20.213> a<00:20:20.518> role<00:20:20.935> in<00:20:21.096> StockX,<00:20:22.540> you<00:20:22.861> know,<00:20:23.263> in<00:20:23.519> many<00:20:23.824> respects,<00:20:24.531> influencers,<00:20:25.205> that<00:20:25.349> could<00:20:25.510> be<00:20:25.735> the<00:20:25.815> celebrity,<00:20:26.553> the<00:20:26.858> athlete,<00:20:27.516> the<00:20:27.741> artist,<00:20:28.158> the<00:20:28.239> musician,<00:20:29.346> are<00:20:29.522> very<00:20:29.827> much<00:20:30.965> guiding<00:20:31.446> and<00:20:31.606> influencing<00:20:33.145> taste,<00:20:33.770> product,<00:20:34.411> brand,<00:20:34.972> trend.

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And<00:20:37.056> some<00:20:37.313> of<00:20:37.377> that<00:20:37.777> are<00:20:38.098> trends<00:20:38.499> that<00:20:38.659> we<00:20:38.819> draft<00:20:39.284> off<00:20:39.477> of,<00:20:40.502> which<00:20:40.679> is<00:20:40.887> being<00:20:41.320> set<00:20:41.769> by,<00:20:42.730> by<00:20:42.907> brands<00:20:43.532> and<00:20:43.692> collaborations.

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And<00:20:45.055> some<00:20:45.215> of<00:20:45.391> it<00:20:45.487> are<00:20:45.712> very<00:20:45.888> specific<00:20:46.433> to<00:20:46.594> StockX,<00:20:47.395> where<00:20:47.780> we<00:20:47.860> might<00:20:48.036> be<00:20:48.277> working<00:20:48.661> with<00:20:48.838> an<00:20:48.918> influencer<00:20:50.264> to<00:20:50.296> say,<00:20:50.665> hey,<00:20:50.921> here<00:20:51.146> is<00:20:51.306> the<00:20:51.482> collection<00:20:52.284> or<00:20:52.348> the<00:20:52.444> personalized<00:20:53.230> interest<00:20:54.608> that's<00:20:54.785> available<00:20:55.330> on<00:20:55.474> StockX.

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And<00:20:56.852> it's<00:20:57.077> more<00:20:57.237> of<00:20:57.333> a<00:20:57.413> StockX<00:20:58.055> sponsored<00:20:58.696> thing.

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But<00:20:59.818> the<00:20:59.962> whole<00:21:00.283> idea<00:21:01.084> of,<00:21:01.725> of,<00:21:02.046> of<00:21:02.222> influencer<00:21:03.328> marketing,<00:21:04.627> you<00:21:04.707> know,<00:21:04.851> has<00:21:05.012> obviously<00:21:05.589> taken<00:21:05.989> off<00:21:06.230> so<00:21:06.470> tremendously<00:21:07.031> over<00:21:07.112> the<00:21:07.192> last<00:21:07.512> couple<00:21:07.753> of<00:21:07.897> years.

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But<00:21:08.394> for<00:21:08.490> StockX,<00:21:09.741> it's<00:21:09.981> so<00:21:10.237> in<00:21:10.302> the<00:21:10.398> wheelhouse<00:21:11.119> because<00:21:12.081> we<00:21:12.241> cater<00:21:12.642> to<00:21:13.604> a<00:21:13.684> next<00:21:14.005> generation<00:21:14.710> audience,<00:21:15.207> which<00:21:15.367> is<00:21:15.848> typically<00:21:16.313> under<00:21:16.489> the<00:21:16.650> age<00:21:16.810> of<00:21:16.954> 35.

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But,<00:21:18.573> but<00:21:18.798> we're<00:21:19.118> also<00:21:19.535> trying<00:21:19.856> to<00:21:20.000> reflect<00:21:21.282> and<00:21:21.619> look<00:21:21.795> at<00:21:21.923> the<00:21:22.084> world<00:21:22.420> through<00:21:22.581> the<00:21:22.821> lens<00:21:23.446> of<00:21:23.687> what<00:21:23.783> our<00:21:23.943> customers<00:21:24.729> think<00:21:25.129> are<00:21:25.691> the<00:21:25.723> most<00:21:26.027> sought<00:21:26.332> after<00:21:26.813> items<00:21:27.310> and<00:21:27.454> products<00:21:27.871> that<00:21:28.031> we<00:21:28.111> should<00:21:28.320> have<00:21:28.528> in<00:21:28.657> our<00:21:28.818> catalog.

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And<00:21:29.894> so<00:21:30.039> we<00:21:30.136> have<00:21:30.280> to<00:21:30.360> stay<00:21:30.666> in<00:21:30.843> front<00:21:31.100> of<00:21:31.228> those<00:21:31.469> trends<00:21:32.434> and<00:21:32.771> be<00:21:32.996> really<00:21:33.253> connected<00:21:33.735> to<00:21:33.880> those<00:21:34.137> that<00:21:34.201> are<00:21:34.442> influencing<00:21:35.085> those<00:21:35.262> trends<00:21:36.130> every<00:21:36.387> day.

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I<00:21:37.818> would<00:21:38.060> think<00:21:38.318> that<00:21:38.962> given<00:21:39.751> your<00:21:40.073> market<00:21:40.637> is<00:21:40.895> 35<00:21:41.281> and<00:21:41.362> under,<00:21:41.539> that<00:21:41.716> might<00:21:41.942> be<00:21:42.183> one<00:21:42.328> of<00:21:42.409> the<00:21:42.650> only<00:21:42.973> ways<00:21:43.472> to<00:21:43.617> get<00:21:43.681> in<00:21:43.858> front<00:21:44.020> of<00:21:44.100> them,<00:21:44.277> right?

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Yeah,<00:21:46.695> I<00:21:46.711> mean,<00:21:47.181> it's<00:21:47.586> a<00:21:47.651> big<00:21:47.829> way.

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You<00:21:49.206> know,<00:21:49.352> we<00:21:49.449> have<00:21:50.826> a<00:21:50.907> lot<00:21:51.215> of<00:21:52.365> customers<00:21:52.932> now,<00:21:53.256> I<00:21:53.272> mean,<00:21:53.418> 30<00:21:53.726> million<00:21:54.050> people<00:21:54.309> that<00:21:54.471> come<00:21:54.876> to<00:21:55.732> the<00:21:55.796> site<00:21:56.213> every,<00:21:56.598> every<00:21:56.934> month.

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They,<00:21:58.618> they,<00:21:59.002> they<00:21:59.339> come<00:21:59.515> to<00:21:59.563> our<00:21:59.676> site<00:22:00.541> via<00:22:00.766> various<00:22:01.182> different<00:22:01.503> channels.

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I<00:22:02.128> mean,<00:22:02.369> it,<00:22:02.689> it<00:22:02.785> can<00:22:03.026> come<00:22:03.250> direct<00:22:03.587> because<00:22:03.908> we're<00:22:04.164> recognized<00:22:05.254> brand<00:22:05.671> and<00:22:05.767> name.

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It<00:22:07.114> could<00:22:07.274> come<00:22:07.739> through<00:22:07.995> search<00:22:08.556> or<00:22:08.717> query<00:22:09.278> or<00:22:09.743> performance<00:22:10.320> marketing<00:22:10.720> channel.

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But,<00:22:12.628> you<00:22:12.660> know,<00:22:12.884> you're—<00:22:13.109> they're<00:22:13.285> also<00:22:13.686> influenced<00:22:14.167> by<00:22:14.247> what<00:22:14.407> they<00:22:14.568> see<00:22:14.968> in<00:22:15.048> the<00:22:15.145> media,<00:22:15.930> in<00:22:16.074> enthusiast<00:22:16.892> groups,<00:22:17.453> in<00:22:17.774> forums,<00:22:18.912> as<00:22:19.120> well<00:22:19.441> as<00:22:20.098> what<00:22:20.194> we<00:22:20.322> just<00:22:20.499> talked<00:22:20.739> about,<00:22:21.220> those<00:22:21.525> that<00:22:21.637> are<00:22:21.781> influencing<00:22:22.503> tastes<00:22:22.983> and,<00:22:23.544> and<00:22:23.689> trends.

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So<00:22:24.907> there's<00:22:25.067> a<00:22:25.212> lot<00:22:25.452> of<00:22:25.548> different<00:22:25.869> things<00:22:26.173> that<00:22:26.254> are<00:22:26.414> going<00:22:26.734> on<00:22:26.911> that<00:22:27.553> drive<00:22:28.279> interest<00:22:28.683> in<00:22:28.763> the<00:22:28.844> platform.

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And,<00:22:30.054> and<00:22:30.296> we<00:22:30.942> and,<00:22:31.265> and<00:22:31.329> our<00:22:31.442> marketing<00:22:31.894> team<00:22:32.152> particularly<00:22:33.298> is<00:22:33.588> looking<00:22:33.911> at<00:22:33.992> all<00:22:34.169> of<00:22:34.314> those<00:22:34.556> channels<00:22:35.218> and<00:22:35.460> figuring<00:22:35.928> out<00:22:36.590> where<00:22:36.751> do<00:22:36.912> we<00:22:36.977> partner,<00:22:37.541> where<00:22:37.637> do<00:22:37.782> we<00:22:37.863> need<00:22:38.040> to<00:22:38.105> spend,<00:22:38.830> where<00:22:38.943> do<00:22:39.007> we<00:22:39.168> draft.

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And<00:22:40.522> it's,<00:22:41.247> it's<00:22:41.360> super<00:22:41.730> dynamic.

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How<00:22:43.036> do<00:22:43.116> you<00:22:43.261> think<00:22:43.455> about<00:22:43.858> StockX's<00:22:44.728> future?

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I<00:22:47.834> think<00:22:47.995> we're<00:22:48.156> just<00:22:48.462> the<00:22:48.542> very<00:22:48.784> beginning<00:22:49.348> of<00:22:49.525> the,<00:22:49.992> of<00:22:50.089> the<00:22:50.169> journey.

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StockX,<00:22:51.683> we<00:22:51.844> had<00:22:51.941> an<00:22:52.021> idea<00:22:53.052> in<00:22:53.390> that<00:22:54.334> of<00:22:54.430> a,<00:22:54.494> just<00:22:54.751> a<00:22:54.896> different<00:22:55.281> type<00:22:55.699> of<00:22:55.860> marketplace<00:22:56.502> experience<00:22:57.450> where,<00:22:58.413> you<00:22:58.494> know,<00:22:59.714> if<00:22:59.859> you<00:23:00.196> go<00:23:00.517> back<00:23:00.919> the<00:23:01.015> 7<00:23:01.545> years,<00:23:02.124> what<00:23:02.348> we<00:23:02.670> observed<00:23:03.328> among<00:23:03.633> marketplaces,<00:23:04.533> and<00:23:04.613> these<00:23:04.838> were<00:23:04.918> even<00:23:05.111> some<00:23:05.256> of<00:23:05.320> the<00:23:05.352> marketplaces<00:23:06.123> that<00:23:06.284> I<00:23:07.006> ran,<00:23:08.147> was<00:23:08.452> that,<00:23:09.030> you<00:23:09.126> know,<00:23:09.175> marketplaces<00:23:09.817> have<00:23:09.978> existed,<00:23:11.198> you<00:23:11.279> know,<00:23:11.439> going<00:23:11.761> back<00:23:13.190> hundreds<00:23:13.592> of<00:23:13.688> years,<00:23:14.025> if<00:23:14.089> not,<00:23:14.250> you<00:23:14.411> know,<00:23:14.732> centuries<00:23:16.643> as<00:23:16.981> ways<00:23:17.462> to<00:23:17.623> bring<00:23:17.928> together<00:23:18.506> buyers<00:23:18.908> and<00:23:19.004> sellers.

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What<00:23:20.850> StockX<00:23:21.540> really<00:23:22.503> innovated<00:23:22.936> around<00:23:23.466> was<00:23:23.643> the<00:23:23.787> consistency<00:23:24.670> of<00:23:24.766> a<00:23:24.926> product<00:23:25.488> experience<00:23:26.932> where<00:23:27.638> the<00:23:27.734> buyer<00:23:28.039> and<00:23:28.120> the<00:23:28.152> seller<00:23:28.537> didn't<00:23:28.761> have<00:23:28.858> to<00:23:28.954> see<00:23:29.259> each<00:23:29.483> other<00:23:29.965> and<00:23:30.061> didn't<00:23:30.286> have<00:23:30.446> to<00:23:30.543> see<00:23:30.783> the<00:23:30.944> very<00:23:31.265> particular<00:23:32.051> product<00:23:32.468> itself,<00:23:33.190> but<00:23:33.351> they<00:23:33.575> wanted<00:23:33.912> to<00:23:34.073> know<00:23:34.474> that<00:23:35.260> it<00:23:35.292> was<00:23:35.437> a<00:23:35.517> really<00:23:35.758> consistent<00:23:36.335> experience<00:23:37.041> of<00:23:37.186> the,<00:23:37.443> of<00:23:37.523> the<00:23:37.667> product<00:23:37.988> that<00:23:38.068> they<00:23:38.245> wanted.

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And<00:23:39.368> so<00:23:39.946> StockX<00:23:40.973> performs<00:23:41.454> this<00:23:41.615> service<00:23:42.096> of<00:23:42.176> being<00:23:42.433> in<00:23:42.497> the<00:23:42.593> middle<00:23:42.898> of<00:23:42.979> that<00:23:43.139> transaction<00:23:44.022> to<00:23:44.182> ensure,<00:23:45.450> you<00:23:45.482> know,<00:23:45.931> that,<00:23:46.348> that<00:23:46.589> product,<00:23:47.070> that<00:23:47.713> the<00:23:47.793> buyer<00:23:48.195> and<00:23:48.259> the<00:23:48.291> seller<00:23:49.078> either<00:23:49.641> buying<00:23:49.898> and<00:23:50.026> selling<00:23:51.408> is<00:23:51.794> actually<00:23:52.131> verified<00:23:52.613> for<00:23:53.160> what<00:23:53.336> they<00:23:53.819> think<00:23:54.060> they're,<00:23:54.461> they're<00:23:54.622> doing.

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And<00:23:55.747> so<00:23:55.907> that,<00:23:56.148> that<00:23:56.309> was<00:23:56.695> what<00:23:56.855> I<00:23:56.871> would<00:23:57.096> call<00:23:57.273> the<00:23:57.434> first<00:23:57.755> phase.

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As,<00:23:58.864> as<00:23:59.025> we<00:23:59.683> look<00:23:59.924> at<00:24:00.005> the<00:24:00.165> future,<00:24:00.953> we're,<00:24:01.290> we're<00:24:01.435> really<00:24:01.692> trying<00:24:02.078> to<00:24:02.254> unlock<00:24:02.656> an<00:24:02.801> opportunity<00:24:03.379> where<00:24:03.540> we<00:24:03.700> can<00:24:03.861> now<00:24:04.182> provide<00:24:04.568> a<00:24:04.584> service<00:24:05.227> to<00:24:05.613> our<00:24:05.725> sellers<00:24:07.155> and<00:24:07.235> to<00:24:07.316> be<00:24:07.460> able<00:24:07.589> to<00:24:07.637> platform<00:24:08.521> to<00:24:09.067> eliminate<00:24:09.549> a<00:24:09.565> lot<00:24:09.806> of<00:24:09.887> the<00:24:10.513> hassles<00:24:10.947> associated<00:24:11.493> with<00:24:11.654> selling<00:24:11.976> on<00:24:12.056> a<00:24:12.072> marketplace,<00:24:12.859> which<00:24:13.084> is<00:24:13.839> managing<00:24:14.449> inventory,<00:24:15.187> managing<00:24:15.733> transactions<00:24:16.535> one<00:24:16.712> by<00:24:17.017> one.

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Where<00:24:17.578> do<00:24:17.659> you<00:24:17.755> store<00:24:19.103> all<00:24:19.215> of<00:24:19.360> your<00:24:19.584> product?

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We<00:24:20.563> want<00:24:20.804> them<00:24:20.949> really<00:24:21.205> focused<00:24:21.671> on<00:24:21.831> acquiring<00:24:22.393> great<00:24:22.650> product<00:24:23.067> and<00:24:23.131> then<00:24:23.292> selling<00:24:23.773> on<00:24:23.853> the<00:24:23.934> platform.

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So<00:24:24.720> we're<00:24:24.897> doing<00:24:25.202> a<00:24:25.282> lot<00:24:25.555> around<00:24:26.341> fulfillment<00:24:27.930> and<00:24:28.107> logistics<00:24:29.069> around<00:24:29.406> our<00:24:29.551> global<00:24:30.032> network.

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And<00:24:31.236> then<00:24:31.397> on<00:24:31.477> the,<00:24:31.718> on<00:24:31.798> the<00:24:31.878> buyer<00:24:32.215> side,<00:24:33.547> we<00:24:33.643> just<00:24:33.804> see<00:24:34.606> tremendous<00:24:35.072> opportunity<00:24:35.955> to<00:24:36.211> reflect<00:24:36.677> current<00:24:36.998> culture<00:24:37.479> in<00:24:37.575> multiple<00:24:38.057> different<00:24:38.378> categories.

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And<00:24:40.289> that's,<00:24:40.851> and<00:24:41.092> that's<00:24:42.233> for<00:24:42.394> us<00:24:42.635> started<00:24:43.101> with<00:24:43.534> sneakers,<00:24:44.241> but<00:24:44.338> has<00:24:44.498> expanded<00:24:45.109> into<00:24:45.366> accessories<00:24:46.491> and<00:24:46.636> collectibles<00:24:47.776> and<00:24:47.873> apparel<00:24:48.660> and<00:24:48.757> electronics<00:24:49.544> and<00:24:49.640> other<00:24:49.930> things<00:24:50.669> that<00:24:50.749> kind<00:24:50.910> of<00:24:51.151> meet<00:24:51.392> this<00:24:51.697> idea<00:24:52.340> of<00:24:53.063> what<00:24:53.240> is<00:24:53.625> current<00:24:55.634> among<00:24:55.891> this<00:24:56.116> type<00:24:56.373> of<00:24:56.517> customers.

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And<00:24:58.044> I'd<00:24:58.397> say<00:24:58.703> the<00:24:58.783> last<00:24:59.104> piece<00:24:59.410> is<00:24:59.490> just<00:24:59.747> the<00:24:59.908> global<00:25:00.310> nature<00:25:01.338> of<00:25:01.418> our<00:25:01.595> business.

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And<00:25:02.800> that's<00:25:03.121> been<00:25:03.346> the<00:25:03.379> most<00:25:03.684> exciting,<00:25:04.551> you<00:25:04.584> know,<00:25:04.728> part<00:25:05.194> of<00:25:05.852> of<00:25:05.996> our<00:25:06.253> growth<00:25:06.509> and<00:25:06.574> our<00:25:06.734> trajectory<00:25:07.375> is<00:25:07.535> just<00:25:08.802> trying<00:25:09.379> to<00:25:09.699> create<00:25:10.260> a<00:25:10.276> seamless<00:25:10.838> experience<00:25:11.543> and<00:25:11.623> the<00:25:11.687> same<00:25:12.040> experience<00:25:13.547> for<00:25:13.787> a<00:25:13.931> buyer<00:25:14.268> no<00:25:14.332> matter<00:25:14.589> where<00:25:14.813> you<00:25:15.053> are<00:25:15.390> anywhere<00:25:15.791> in<00:25:15.871> the<00:25:16.031> world.

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And<00:25:17.538> that's<00:25:18.019> actually<00:25:18.436> been<00:25:18.660> incredibly<00:25:19.141> challenging,<00:25:20.119> challenging<00:25:20.600> both<00:25:20.840> technologically<00:25:21.882> as<00:25:22.027> well<00:25:22.187> as<00:25:22.363> logistically.

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And,<00:25:25.088> and<00:25:25.152> that's<00:25:25.329> going<00:25:25.441> to<00:25:25.489> be<00:25:25.569> a<00:25:25.649> big<00:25:25.890> part<00:25:26.130> of<00:25:26.275> our<00:25:26.996> growth<00:25:27.252> into<00:25:27.413> the<00:25:27.557> future.

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Scott,<00:25:29.256> I<00:25:29.400> can't<00:25:29.737> thank<00:25:29.913> you<00:25:29.978> enough<00:25:30.298> for<00:25:30.442> coming<00:25:30.683> on,<00:25:31.180> sharing<00:25:31.436> your<00:25:31.581> wisdom,<00:25:32.606> all<00:25:32.703> your<00:25:32.927> experience<00:25:33.809> and<00:25:34.306> everything<00:25:34.610> you're<00:25:34.706> doing<00:25:34.931> here.

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We<00:25:35.332> end<00:25:35.508> every<00:25:35.829> interview<00:25:36.229> at<00:25:36.325> CEO<00:25:36.790> the<00:25:36.871> same<00:25:37.175> way.

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At,<00:25:38.258> uh,<00:25:38.762> CEO.com,<00:25:39.396> we<00:25:39.493> believe<00:25:39.900> that<00:25:40.062> the<00:25:40.144> chances<00:25:40.615> one<00:25:40.859> gives<00:25:41.201> are<00:25:41.266> just<00:25:41.412> as<00:25:41.526> important<00:25:41.932> as<00:25:42.014> the<00:25:42.160> chances<00:25:42.567> one<00:25:42.664> takes.

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When<00:25:43.798> you<00:25:43.978> hear<00:25:44.389> that,<00:25:45.357> who<00:25:45.537> comes<00:25:45.800> to<00:25:45.898> mind<00:25:46.177> for<00:25:46.423> you<00:25:46.604> that<00:25:46.768> gave<00:25:46.997> you<00:25:47.162> a<00:25:47.178> chance?

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You<00:25:49.893> know,<00:25:50.345> I<00:25:50.425> think<00:25:50.587> people<00:25:50.829> always<00:25:51.087> think<00:25:51.345> of<00:25:51.410> the<00:25:51.490> CEO<00:25:52.136> as<00:25:52.281> always<00:25:52.539> being<00:25:52.685> on<00:25:52.781> the<00:25:52.862> top<00:25:53.266> of<00:25:53.346> the<00:25:53.427> ladder.

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Uh,<00:25:54.944> I<00:25:55.041> actually<00:25:55.509> think<00:25:55.686> I'm<00:25:55.864> not,<00:25:56.267> not<00:25:56.493> the<00:25:56.719> bottom,<00:25:57.284> but<00:25:58.349> you<00:25:58.430> know,<00:25:58.656> I'd<00:25:58.930> say<00:25:59.543> every<00:25:59.963> position<00:26:00.511> that<00:26:00.608> I've<00:26:00.769> had,<00:26:01.157> I've<00:26:01.253> just<00:26:01.415> kind<00:26:01.496> of<00:26:01.576> described<00:26:02.076> it<00:26:02.205> as<00:26:02.383> 6<00:26:02.770> acts,<00:26:03.190> but<00:26:03.927> Every<00:26:04.168> opportunity<00:26:04.826> I've<00:26:05.051> been<00:26:05.228> given<00:26:05.533> to<00:26:05.710> lead<00:26:06.015> was,<00:26:06.336> was<00:26:06.513> given<00:26:06.914> by<00:26:07.075> somebody<00:26:07.701> who<00:26:07.814> made<00:26:08.681> a<00:26:08.761> bet<00:26:08.986> on<00:26:09.163> me<00:26:10.207> or<00:26:10.287> took<00:26:10.464> a<00:26:10.528> chance<00:26:11.475> on<00:26:11.652> me.

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And<00:26:11.813> I'm<00:26:11.973> incredibly<00:26:12.776> grateful<00:26:14.302> for<00:26:15.169> all<00:26:15.410> of<00:26:15.507> the<00:26:15.651> people<00:26:16.374> that<00:26:16.631> have<00:26:16.856> made<00:26:17.049> a<00:26:17.193> bet<00:26:18.542> or<00:26:18.623> have<00:26:19.040> made<00:26:19.281> a<00:26:19.361> decision<00:26:19.907> that<00:26:20.164> I'm<00:26:20.325> the<00:26:20.470> right<00:26:20.791> person<00:26:21.353> for<00:26:21.530> that<00:26:21.835> role.

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And<00:26:23.280> so<00:26:23.682> for<00:26:23.842> me,<00:26:24.164> I've<00:26:24.324> really<00:26:24.838> strived<00:26:25.545> throughout<00:26:25.930> my<00:26:26.107> career<00:26:27.215> to<00:26:27.376> actually<00:26:28.018> deliver<00:26:28.741> on<00:26:29.319> being<00:26:30.122> the<00:26:30.282> person<00:26:31.227> that<00:26:31.708> I<00:26:31.804> was<00:26:32.028> hired<00:26:32.461> to<00:26:32.669> be<00:26:33.550> and<00:26:33.646> exceeding<00:26:34.207> that<00:26:34.447> expectation.

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But<00:26:36.194> it<00:26:36.290> also<00:26:36.626> means<00:26:36.995> that<00:26:37.315> everywhere<00:26:37.796> that<00:26:37.972> I've<00:26:38.276> been,<00:26:39.318> I've<00:26:39.414> really<00:26:39.718> tried<00:26:40.135> to<00:26:40.615> be<00:26:40.840> the<00:26:41.000> best<00:26:41.320> and<00:26:41.417> succeed<00:26:42.202> at<00:26:42.378> where<00:26:42.618> I'm<00:26:42.778> planted<00:26:43.403> at<00:26:43.499> that<00:26:43.740> moment.

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And<00:26:44.925> I<00:26:45.005> think<00:26:45.165> the<00:26:45.262> challenge<00:26:45.966> often<00:26:46.607> right<00:26:46.864> now<00:26:47.280> is<00:26:47.424> that<00:26:47.809> often<00:26:48.225> people<00:26:48.530> are<00:26:48.690> looking<00:26:48.946> at<00:26:49.026> that<00:26:49.283> next<00:26:49.731> opportunity<00:26:51.830> without<00:26:52.231> actually<00:26:53.272> giving<00:26:54.137> the<00:26:54.377> grace<00:26:55.114> and<00:26:55.275> giving<00:26:55.739> the<00:26:55.851> appreciation<00:26:56.781> for<00:26:56.957> what<00:26:57.213> you<00:26:57.341> have<00:26:57.662> right<00:26:57.998> now<00:26:58.799> and<00:26:58.863> the<00:26:58.895> gratitude<00:26:59.280> for<00:26:59.392> that<00:26:59.600> person<00:27:00.081> that<00:27:00.642> put<00:27:00.802> you<00:27:00.963> in<00:27:01.027> that,<00:27:01.284> in<00:27:01.364> that<00:27:01.604> position.

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So<00:27:02.968> for<00:27:03.080> me,<00:27:03.369> that's<00:27:03.610> been<00:27:03.770> the<00:27:03.850> theme<00:27:04.251> throughout<00:27:04.428> my<00:27:04.572> entire<00:27:05.038> career<00:27:05.679> of,<00:27:06.498> of<00:27:06.642> individuals,<00:27:08.006> uh,<00:27:08.567> that<00:27:08.808> have<00:27:09.305> made<00:27:09.851> a,<00:27:10.492> a<00:27:10.524> decision<00:27:11.294> to<00:27:11.551> put<00:27:11.856> me<00:27:12.097> in<00:27:12.177> a<00:27:12.273> place,<00:27:13.380> uh,<00:27:13.540> where<00:27:13.701> I<00:27:13.797> can<00:27:13.958> perform<00:27:14.760> my<00:27:14.920> best.

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Every<00:27:15.722> sing—<00:27:16.107> every<00:27:16.284> single<00:27:16.540> one.

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So<00:27:16.909> there's,<00:27:17.166> there's<00:27:17.343> a<00:27:17.471> long,<00:27:18.032> long<00:27:18.353> list<00:27:18.626> of<00:27:18.770> people<00:27:20.038> that<00:27:20.439> are—<00:27:21.161> have<00:27:21.337> a<00:27:21.402> major,<00:27:22.220> major<00:27:22.621> factor<00:27:23.086> in<00:27:23.182> terms<00:27:23.567> of<00:27:23.728> what<00:27:23.888> I've<00:27:24.129> been<00:27:24.225> able<00:27:24.466> to<00:27:24.626> achieve<00:27:25.043> in<00:27:25.091> my<00:27:25.252> career.

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I,<00:27:25.733> I<00:27:25.813> wouldn't<00:27:26.070> be<00:27:26.295> here<00:27:27.057> without<00:27:27.411> so<00:27:27.812> many<00:27:28.037> different<00:27:28.423> people<00:27:28.841> that<00:27:29.082> believed<00:27:30.127> in<00:27:30.271> what<00:27:30.384> I<00:27:30.512> could<00:27:30.673> do.

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Scott,<00:27:32.537> thank<00:27:32.762> you<00:27:32.794> so<00:27:33.019> much.

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Appreciate<00:27:33.807> you<00:27:33.887> coming<00:27:34.128> on<00:27:34.305> again,<00:27:34.851> and<00:27:35.108> we'll<00:27:35.269> see<00:27:35.398> you<00:27:35.430> down<00:27:35.655> the<00:27:35.800> line,<00:27:35.915> my<00:27:35.997> friend.

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All<00:27:37.722> right.

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Thanks<00:27:38.215> so<00:27:38.363> much.

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Thanks,<00:27:39.054> man.