Podcasts about Digita

this episode we are taking a dive into the diary that defined a generation! for our April book and the theme "haha that's so funny", we're talking about Bridget Jones's Diary by Helen Fielding. we spend some time cringing at our own adolescent diary entries and talk feminism, fad diets and try to decide if this novel is a depressing glimpse into the hive mind of the 90s or an optimistic, progressively feminist masterpiece.send us questions, things you want us to speak about or just say hi!choose our next podcast read by going here and voting in the first week of each month!make sure you subscribe to hear our groundbreaking thoughts as soon as they are unleashed. if you want to be on the same page as us, follow us at talklit.gethit on Instagram and TikTok.theme music born from the creative genius of Big Boi B.talk lit, get hit are reading and recording on Giabal, Jagera, Jarowair & Turrbal lands. we acknowledge the cultural diversity of Aboriginal and Torres Strait Islander peoples and pay respect to Elders past, present and future. always was, always will be.

O teclado ainda é uma das formas mais comuns de entrada de dados em computadores e smartphones. Nesta edição do "CBN e a Tecnologia", com o comentarista Gilberto Sudré, vamos explicar como melhorar a digitação nestes aparelhos. Ouça a conversa completa!

En este episodio exploramos cómo ha cambiado la manera en que consumimos información a lo largo del tiempo. Desde los periódicos impresos hasta el auge de las redes sociales y las plataformas digitales, analizamos las tendencias que han transformado nuestra relación con las noticias y los contenidos. Además, discutimos el impacto de la inmediatez, los algoritmos, y cómo la tecnología sigue moldeando nuestro acceso a la información.

Se você quer saber como ganhar dinheiro com marketing digital, o convidado de hoje pode te ajudar. Ele é especialista em gestão e estratégias para lançamentos, empresário há quase duas décadas e veio ensinar um pouco do que ele sabe no Kiwicast. O nome dele é Marcelo Pinazza e ele conversou com a gente sobre: E muito mais! Quer saber tudo que o Marcelo Pinazza disse pra gente? Dá o play no Kiwicast de hoje. E conta pra gente nos comentários o maior insight que você tirou do episódio. Siga o perfil da Kiwify no Instagram: https://www.instagram.com/kiwify/ Siga o perfil do Marcelo Pinazza no Instagram: https://www.instagram.com/arcelo.pinazza/ Siga o canal oficial de cortes do Kiwicast: https://www.youtube.com/channel/UCP2A0E_Xg1Hqz-ydaISbFvQ/

Meet modern marketing phenomenon and upcoming RCC Retail Marketing keynote speaker Neil Patel as he shares insights behind his rise to one of the top marketing voices in the world and gives us a quick preview of his upcoming mainstage presentation. Neil is a New York Times Best-Selling Author and one of the world's most influential marketers, according to The Wall Street Journal and Forbes. He will join me in person at the upcoming Retail Council of Canada Retail marketing conference on September 12 in Toronto to explore the transformative potential of AI in retail marketing.   About MichaelMichael is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and media entrepreneur. He has been on the front lines of retail industry change for his entire career. He has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Secure conference with leaders from The Gap and Kroger talking about violence in retail stores, keynotes on the state & future of retail in Orlando and Halifax, and at the 2023 Canadian GroceryConnex conference, hosting the CEOs of Walmart Canada, Longo's and Save-On-Foods Canada. Michael brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael also produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in North America, Remarkable Retail, Canada's top retail industry podcast; the Voice of Retail; Canada's top food industry and the top Canadian-produced management independent podcasts in the country, The Food Professor, with Dr. Sylvain Charlebois. Rethink Retail has recognized Michael as one of the top global retail influencers for the fourth year in a row, Coresight Research has named Michael a Retail AI Influencer, and you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state of the retail industry in Canada and the U.S., and the future of retail.

In this exclusive interview, we sit down with Cheldin Barlatt Rumer, the dynamic CEO and Executive Producer of THIS IS IT NETWORK™, a groundbreaking global female, minority-owned digital streaming platform. Join us as Cheldin shares her inspiring journey, the motivation behind creating THIS IS IT NETWORK™, and invaluable insights on personal branding and empowerment.Interview Highlights:1. About Cheldin Barlatt Rumer: Cheldin Barlatt Rumer is a powerhouse in the digital media landscape, known for her leadership and innovative approach to creating a platform that amplifies the voices of remarkable women from various backgrounds. In this segment, Cheldin discusses her journey and the inspiration behind founding THIS IS IT NETWORK™.2. Mastering Personal Branding: Cheldin delves into the significance of personal branding and how it can transform both personal and professional lives. She provides practical advice on harnessing one's unique qualities to build a powerful personal brand.3. Key Themes for Empowerment: Discover the core topics and themes Cheldin focuses on to empower her audience. From entrepreneurship to self-advocacy, these insights are designed to inspire and motivate women to achieve their dreams.4. "Screaming Your Dream": Learn about Cheldin's iconic phrase, "scream your dream," and its profound meaning. She explains how individuals can embrace this mantra to pursue their goals with passion and determination.5. Connecting with a Diverse Audience: Creating content that resonates with a diverse audience is no small feat. Cheldin shares her strategies for producing engaging and relevant content that speaks to women from all walks of life.6. Starting Your Personal Branding Journey: For those new to personal branding, Cheldin outlines the first two crucial steps to defining and promoting your brand effectively. Her expert tips provide a solid foundation for building a successful personal brand.7. Learn More: Find out where you can explore more about Cheldin's work and her innovative approach to personal branding and empowerment. Access valuable resources and connect with her community to continue your journey of growth and self-discovery.Follow Cheldin Barlatt Rumer and THIS IS IT NETWORK™Website: THIS IS IT NETWORK™Don't miss this insightful conversation with one of the leading voices in female empowerment and digital media. Subscribe to our channel and hit the notification bell to stay updated on our latest interviews and content!#CheldinBarlattRumer #THISISITNETWORK #PersonalBranding #FemaleEmpowerment #DigitalMedia #ScreamYourDream #WomenInBusiness #Entrepreneurship #ProfessionalDevelopment

Bom dia! Esse episódio é um oferecimento WEBULL e BATERIAS MOURA Aqui está o que você precisa saber hoje: 1) Empresas com melhores reputações, tensões entre China e Taiwan, Ticketmaster e Live Nation separando2) Membros do Judiciário podem ganhar ainda mais3) Candidatos indianos estão fazendo campanha para as eleições sem sair de um estúdio4) Startup promete transplante de cabeça com preservação da consciência5) O erro de digitação que custou R$ 395 milhões Essa promoção é oferecida pela Webull Financial LLC. Taxas regulatórias e outras podem ser aplicadas. A Webull não é um banco. Investimentos no exterior intermediado por H.H Picchioni. As tarifas estão sujeitas a alterações. --- Send in a voice message: https://podcasters.spotify.com/pod/show/waffleradio/message

When you start to unpack the value and the importance of your team being connected with the vision and the future goals of your business, you know you're in a position to acquire some insight and to deliver actions and decisions that will support the future success of your firm. On this podcast discussion with Ashley Leeds, a man with 16 years' experience in working with accounting firms – from QuickBooks to Digita and in other organisations – as well as from the perspective of his work in coaching, we unpack exactly that. How do we better connect our team to the goals and vision of the business? How do we better connect our team to what matters to them as well, their personal goals? And what do we do to better tap into deeper and stronger levels of motivation, drive and enthusiasm, giving our team members the responsibility to help us develop the business as well? Please go to www.humanisethenumbers.online or go to your favourite podcast platform and seek out Ashley Leeds on the Humanise The Numbers podcast. I look forward to seeing you there. Scroll down this episode page for the contact information for Ashley and for the additional, downloadable resources mentioned in this podcast.

Vamos desmistificar algumas práticas comuns de marketing digital que podem estar sendo ensinadas de forma equivocada. Vou abordar estratégias e conceitos que realmente funcionam, além de mostrar como evitar armadilhas que podem comprometer seus resultados. Se você quer ter sucesso no marketing digital, não deixe de assistir!

Hoje você escuta sobre o aumento das reservas do Airbnb, sobre a relação entre a Petrobras e o fundo Mubadala e sobre o balanço da Lyft

Watch on YouTube.In this episode of Big XR News, Demond Cureton, Senior Journalist, XR Today, welcomes some of XR's top analysts to talk about the latest news from across the industry.Our guests include:Kevin 'O Donovan, Co-Chair, Industrial Metaverse & Digital Twin Committee, VRARA Jay Latta, Founder and Speaker, The Fusionists Amy Peck, Founder and CEO, EndeavorXR Samantha Tauber, Founder and Chief Executive, VNCCIILetitia Bochud, Director, Virtual Switzerland and Chair of the Board of Directors, XR4EuropeSatyamrut Uttarkabat, Project Manager and Metaverse Expert, Sumeru Digital SolutionsRory Greener, Technology Journalist, XR Today In our discussion, we cover the top highlights from 2023 across the XR industry.The year was whirlwind of activity, and we'd like to share our favourite moments.Thanks for watching. If you'd like more like this, don't forget to SUBSCRIBE to our channel.You can also join in the conversation on our Twitter and LinkedIn pages.

2023 touche à sa fin. Une année pleine de rebondissements, d'actualités fortes et complexes. Le boom de l'intelligence artificielle entraîné par ChatGPT a bouleversé notre société. Qui dit intelligence artificielle dit OpenAI et Sam Altman, mais aussi puces et processeurs. Un marché où de grandes entreprises du monde entier se livrent une bataille féroce. Bien sûr, il est impossible de parler de semi-conducteurs sans aborder les tensions extrêmes entre les États-Unis et la Chine. Comment ne pas également évoquer X, le réseau social d'Elon Musk. Entre polémiques, nouvelles fonctionnalités et arrivée de concurrents de taille, la plateforme a connu une année 2023 agitée. Bien sûr, cette année était aussi une année à réglementation : en Europe, le Digital services Act est officiellement entré en vigueur le 25 août. Un accord a été trouvé pour le salariat des travailleurs de plateformes et pour encadrer l'intelligence artificielle à travers l'AI Act, un texte historique. Voilà en résumé ce qui a fait l'actualité en 2023. Pour conclure en beauté et en légèreté cette année bien chargée, Siècle Digita a décidé de faire un épisode un peu spécial, avec Benjamin Terrasson, journaliste à Siècle Digital, et Valentin Blanchot, rédacteur en chef.Les épisodes de Culture Numérique sont disponibles sur Siècle Digital et les plateformes de streaming. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Bate-papo muito informativo com a Instrutora e Consultora na área de Empreendedorismo e Marketing Digita, Dra. Anna Lira, falamos de negócios, empresas e futuro de quem se prepara para o mercado, muitíssimo obrigado pela sua rica entrevista e volte sempre ao nosso programa! --- Send in a voice message: https://podcasters.spotify.com/pod/show/eduardo-freire0/message

ABOUT NEIL REDDING:Neil's LinkedIn Profile: https://www.linkedin.com/in/reddingneil/Website: https://www.neilredding.com/Editor, Near Future of RetailBIO:Neil Redding is a keynote speaker, author, Innovation Architect and Near Futurist.Neil has worked at the convergence of digital and physical for decades, and is an expert speaker and advisor in the realms of spatial computing, augmented reality (AR), AI, and convergent brand ecosystems. As a Near Futurist, Neil focuses on connecting what's possible with what's practical — pulling the future into the present through a digital experience lens.Neil currently leads Redding Futures, a boutique consultancy that enables brands and businesses to engage powerfully with the Near Future. Prior to founding Redding Futures, Neil held leadership roles at Mediacom, Proximity/BBDO, Gensler, ThoughtWorks and Lab49.He has delivered for clients including Visa, Nike, Cadillac, Macy's, NBA, Verizon, TED, The Economist, MoMA, Converse, Morgan Stanley, Apple, Oracle, Financial Times, and Fidelity Investments.He has spoken at numerous conferences including SXSW, AWE, Immerse Global Summit, infoComm, Tech2025, CreateTech, SEGD XLab, A.R.E. Shoptalk, Creative Technology Week, Design+AI and VRevolution.Neil is also editor of Near Future of Retail, author of the forthcoming book The Ecosystem Paradigm, and advises multiple startups at the leading edge of the digital-physical convergence.SHOW INTRO: Welcome to the NXTLVL Experience Design podcast.These dynamic dialogues based on our acronym DATA - design, architecture, technology, and the arts crosses over disciplines but maintains a common thread of people who are passionate about the world we live in and human's influence on it, the ways we craft the built environment to maximize human experience, increasing our understanding of human behavior and searching for the New Possible.The NXTLVL Experience Design podcast is presented by VMSD. VMSD is the publisher of VMSD magazine and brings us, in the brand experience world, the International Retail Design Conference. The IRDC is one of the best retail design conferences that there is bringing together the world of retailers, brands and experience placemakers every year for two days of engaging conversations and pushing the discourse forward on what makes retailing relevant.You will find the archive of the NXTLVL Experience Design podcast on VMSD.com.Thanks also goes to Shop Association the only global retail trade association dedicated to elevating the in-store experience. SHOP Association represents companies and affiliates from 25 countries and brings value to their members through research, networking, education, events and awards. Check then out on SHOPAssociation.orgIn this episode I talk with Neil Redding Founder of Redding Futures about Near Futurism and Spatial Computing.But first a few thoughts.****************I grew up on Star Trek. And Walt Disney of course.Sunday nights were special my brothers and I would gather together with my father watching captain James T Kirk careening around the universe and battle everything from klingons to tribbles.It gave me a vision of the future and a world of possibility beyond what was known. I think having had that experience, and my father's fascination with the possibility of beaming anywhere, set me on a path for being always curious about the expanse of the universe, the possibility of extraterrestrial life, what would happen when you traveled at the speed of light or entered the event horizon of a black hole. Later on I began to be interested in string theory and tried hard to understand the math and physics of the general theory of relativity.It's equally become important as a practice to hold future thinking in context with present realities. The pandemic offered an opportunity to really understand what it meant to be present -where the future vision for my life that I had established weren't coming to pass - at least in the short term. And so, it became interesting for me to think about the future not as some long far off vision of something that would happen 25 or 50 or 100 years from now but to think increasingly about the near future. It also became clear that the distant future was becoming increasingly difficult to imagine. When thinking about the exponential pace of change it became very clear to me that we were very definitely on the upswing of an exponential curve where moments of significant technological advances would become closer and closer together and therefore the deltas between one significant moment and the next would also become smaller putting us perhaps in the perpetual present, fluidly moving from now and next .And of course, if you do any meditation or have a mind body practice, the whole idea is to find yourself in the present letting go of past and a longing for understanding future. And that's great and I do have a meditation practice each day that helps me stay centered focused on the now, hopefully ridding me of my worries or my regrets from things that I might have done in the past or perpetually longing for a future to be a certain way.But at the same time, there seems to be a paradox - we're not naturally good at staying in the perpetual present because we need to rely on past for learning and we often long for understanding our future perhaps because we want some sense of predictability in in otherwise largely unpredictable world. And so I began to think a lot about this idea of near future - not lingering on the past, though hoping that I bring lessons learned from those experiences forward to make me smarter and help support the decision making in the present and not completely alienating myself from future.I've come to think of this a matter of a proportioning of my daily brain power - how much time am I spending thinking about what was or has not yet come to pass. And so when I reconnected with Neil Redding in an online conference that I see saw him speaking at, I was fascinated with his concept around near futurism end other subjects like spatial computing. Things that has focused his profession professional path on over the past number of years since our first meeting in New York over a decade ago.When we met then we shared a stage at a Society for Graphic Designers event and I had just published my book Retail (r)Evolution and was talking about the emergence of a new experience seeking cohort of shoppers focused in the digital world and what the emergence of digital media, as a medium for interacting with customers, would mean.Then I was talking about Google Glass which had just come on to the market and I saw it as a potentially new way of engaging in experiences of our physical environment.I explained to my sons that I was selected to be a beta tester and their remark to me then was “dad, you're not actually gonna put that thing on your face are you?”Google Glass ended up not gaining traction and faded away. But that didn't mean that companies developing augmented reality headsets head disappeared they were just perhpas waiting for a time where general adoption of the tech would become more robust. I happen to think that augmented reality is a better solution than virtual reality because augmented reality keeps us in the present it keeps us in a place where we are actively engaged in a mind body way with the environments that we're in.Augmented reality offers us an opportunity to have a digital overlay on those experiences and it draws from our Hansel and Gretel trail of digital ones and zeros that suggest our preferences, our desires, our need for certain kinds of information so that products and places could be customized by us. Augmented reality also offers us the opportunity to share in the expereicne of place.Both myself and a friend or family member could visit a store, a museum or even a National Park standing side by side and through our augmented reality headsets or glasses, we could at the same time, share in the experience and also have it equally customized to our individual preferences. The idea of augmented reality actually isn't new. L Frank Baum, who wrote the Wizard of Oz, actually described a headset in his 1901 book “THE MASTER KEY”.There he previewed the invention of the Taser, a hand-held PDA with Google Glass-like capability, including live video /AR and a wireless phone.The Master Key: An Electrical Fairy Tale, Founded Upon the Mysteries of Electricity and the Optimism of its Devotees, describes the adventures of a 15 year old boy who experiments with electricity. The young lad accidentally touches "the Master Key of Electricity," and comes into contact with a Demon who bestows upon him various gifts.  One of these gifts is a "Character Marker" which is described on p. 94:"It consists of this pair of spectacles. While you wear them everyone you meet will be marked upon the forehead with a letter indicating his or her character. The good will bear the letter 'G,' the evil the letter 'E.' The wise will be marked with a 'W' and the foolish with an 'F.' The kind will show a 'K' upon their foreheads and the cruel a letter 'C.' Thus you may determine by a single look the true natures of all those you encounter."Sometimes I think people like L Frank Baum and others like Nicola Tesla knew, long before they actually came into common usage, where our technology would finally bring us. It just seems like the actual evolution of digital technology was simply lagging behind our imagination.Tesla for example was quoted in in 1926 Colliers magazine article as saying “when wireless is perfectly applied the whole earth will become converted to a huge brain, which in fact it is. All things being particles of a real and rhythmic whole... and the instruments through which we shall be able to do this will be amazingly simple compared to our present telephone. A man will be able to carry one in his vest pocket” and then he goes on to say that we'll be able to communicate with each other independent of geography.About a decade ago there was a Time magazine article called “Never Offline” where they described wearables - meaning the digital interfaces that we would put on our bodies from smartwatches to things like Google Glass or augmented reality goggles. In that article they suggested that “…wearables will make your physical self visible to the virtual world in the form of information, an indelible digital body print, and that information is going to behave like any other information behaves these days. It will be copied and circulated. It will go places you don't expect. People will use that information to track you and to market to you.”Now I suppose one way of taking this view would be that it aligns with the often dystopian vision of a future where information is used without our knowing and perhaps to our detriment. On the other hand, things like wearables and spatial computing devices can be used to augment experiences to the benefit of people. One of them which seems to be Ground Zero for the application of augmented reality or spatial computing is in the retail world. It's easy to imagine shopping experiences that are already difficult to navigate - because retailers cram their spaces with so many products that it makes choosing and navigation of the assortment difficult - could be alleviated through the use of smart devices like an augmented reality headset of some kind. Signage could be clearer, information leading to better decision making could be better and navigation through a complex maze of products in any store could also be made more efficient.Wearable technologies have not disappeared since Google Glass came on the market and then faded away. Compnaies have been spending time refining technologies allowing our ability to collect, parse and share data.The introduction of artificial intelligence and natural language processing has also become more part of our everyday world. And this is where spatial computing becomes increasingly interesting. What if we can talk to our devices as we navigate space what information could we call up that would help us make decisions or be better informed?What visual clutter could we remove from our streets and highways? that instead of having large billboard structures lining highways that that information could simply be a visual virtual overlay that we see through our dashboard or through the glasses we're wearing on our face.Or maybe it offers up the opportunity for things that are specifically related to me like what restaurant I'd like to go to and how far it is away because my personal preferences are already loaded into the algorithm. Perhaps our actual 3D environment becomes less littered with this type of visual noise and the work of providing that kind of information is provided through a set of glasses and an augmented reality overlay.So having this conversation with Neil was interesting because he's actually doing this sort of thing.Neil Redding has worked at the convergence of digital and physical for decades, and is an expert speaker and advisor in the realms of spatial computing, augmented reality (AR), AI, and convergent brand ecosystems. As a Near Futurist,Neilfocuses on connecting what's possible with what's practical — pulling the future into the present through a digital experience lens.Neil currently leads ReddingFutures, a boutique consultancy that enables brands and businesses to engage powerfully with the Near Future. Prior to foundingReddingFutures,Neilheld leadership roles at Mediacom, Proximity/BBDO, Gensler, ThoughtWorks and Lab49.He has worked for companies including Visa, Nike, Cadillac, Macy's, NBA, Verizon, TED, The Economist, MoMA, Converse, Morgan Stanley, Apple, Oracle, Financial Times, and Fidelity Investments.He has spoken at numerous conferences including SXSW, Immerse Global Summit, infoComm, Tech2025, CreateTech, SEGD XLab, A.R.E. Shoptalk, Creative Technology Week, Design+AI and VRevolution.Neil is also editor of Near Future of Retail, author of the forthcoming book The Ecosystem Paradigm, and advises multiple startups at the leading edge of the digital-physical convergence. ABOUT DAVID KEPRON:LinkedIn Profile: linkedin.com/in/david-kepron-9a1582bWebsites: https://www.davidkepron.com    (personal website)vmsd.com/taxonomy/term/8645  (Blog)Email: david.kepron@NXTLVLexperiencedesign.comTwitter: DavidKepronPersonal Instagram: https://www.instagram.com/davidkepron/NXTLVL Instagram: https://www.instagram.com/nxtlvl_experience_design/Bio:David Kepron is a multifaceted creative professional with a deep curiosity to understand ‘why', ‘what's now' and ‘what's next'. He brings together his background as an architect, artist, educator, author, podcast host and builder to the making of meaningful and empathically-focused, community-centric customer connections at brand experience places around the globe. David is a former VP - Global Design Strategies at Marriott International. While at Marriott, his focus was on the creation of compelling customer experiences within Marriott's “Premium Distinctive” segment which included: Westin, Renaissance, Le Meridien, Autograph Collection, Tribute Portfolio, Design Hotels and Gaylord hotels. In 2020 Kepron founded NXTLVL Experience Design, a strategy and design consultancy, where he combines his multidisciplinary approach to the creation of relevant brand engagements with his passion for social and cultural anthropology, neuroscience and emerging digital technologies. As a frequently requested international speaker at corporate events and international conferences focusing on CX, digital transformation, retail, hospitality, emerging technology, David shares his expertise on subjects ranging from consumer behaviors and trends, brain science and buying behavior, store design and visual merchandising, hotel design and strategy as well as creativity and innovation. In his talks, David shares visionary ideas on how brand strategy, brain science and emerging technologies are changing guest expectations about relationships they want to have with brands and how companies can remain relevant in a digitally enabled marketplace. David currently shares his experience and insight on various industry boards including: VMSD magazine's Editorial Advisory Board, the Interactive Customer Experience Association, Sign Research Foundation's Program Committee as well as the Center For Retail Transformation at George Mason University.He has held teaching positions at New York's Fashion Institute of Technology (F.I.T.), the Department of Architecture & Interior Design of Drexel University in Philadelphia, the Laboratory Institute of Merchandising (L.I.M.) in New York, the International Academy of Merchandising and Design in Montreal and he served as the Director of the Visual Merchandising Department at LaSalle International Fashion School (L.I.F.S.) in Singapore.  In 2014 Kepron published his first book titled: “Retail (r)Evolution: Why Creating Right-Brain Stores Will Shape the Future of Shopping in a Digitally Driven World” and he is currently working on his second book to be published soon. David also writes a popular blog called “Brain Food” which is published monthly on vmsd.com. ************************************************************************************************************************************The next level experience design podcast is presented by VMSD magazine and Smartwork Media. It is hosted and executive produced by David Kepron. Our original music and audio production by Kano Sound. The content of this podcast is copywrite to David Kepron and NXTLVL Experience Design. Any publication or rebroadcast of the content is prohibited without the expressed written consent of David Kepron and NXTLVL Experience Design.Make sure to tune in for more NXTLVL “Dialogues on DATA: Design Architecture Technology and the Arts” wherever you find your favorite podcasts and make sure to visit vmsd.com and look for the tab for the NXTLVL Experience Design podcast there too.

¿Te perdiste el programa especial de dos horas por los #50Años del concierto de la #FaniaAllStars en el #YankeeStadium de #NuevaYork? ¿Quieres disfrutar lo mejor de ese show lleno de rumba y sabor? ¿Has escuchado "#MiGente" o"#BembaColorá con una constelación de estrellas salseras gozando, disfrutando y bailando sobre el escenario? Revive esto y mucho más en #ElSolarDeLosAburridos.

¿Sabías que #FrankieRuiz acaba de cumplir 25 años desde su partida a la orquesta celestial y que, entre sus éxitos, grabó un tema en inglés de los #RollingStones? ¿Cuál es tu tema favorito del #PapáDeLaSalsa?Escúchalo y compártelo en el especial preparado en #ElSolarDelLosAburridos. Digita buenosmomentosradio.com en tu navegador favorito y ¡gózalo, disfrútalo y báilalo!

Un análisis de los hechos internacionales, en un momento de profundos cambios de índole social, política y económica en todo el planeta. Conduce: Gustavo Calvo. Martes y jueves, 15.00, con repetición a las 22.00

No episódio de hoje do Projeto 747 falei um pouco sobre escala, objeções e objetivos. Digita aí nos comentários qual sacada você teve nesse episódio.

A DuoCorde gitárduót 2017-be, Roth Ede két növendéke hozta létre a Széchényi István Egyetem Zeneművészeti Karán. Tagjai: Szűcs Renáta és Szeghy Eszter. A duó először az egyetemi szervezésű koncerten debütált. Azóta számos mesterkurzuson és versenyen vett részt. Ezek közül néhány kiemelendő: 2019 Omis Guitar Festival - 2. helyezés (Horvátország), 2019 Budapest International Competition - 1. helyezés (Magyarország), 2020 Guitar Art Festival - 4. helyezés (Belgrád, Szerbia), 2021 VI. Danubia Talents - 2. helyezés (Magyarország), 2022 Kyustendil Guitar Festival - 1. helyezés (Bulgária). Első lemezük 2021-ben jelent meg Prelude címmel, második lemezük 2023-ban a Sundance címmel jelent meg a Magyar Kultúra Kiadó jóvoltából. Prelude lemezen nagyrészt saját átiratok és a klasszikus gitár duó java hallható Scarlattitól egészen Chick Coreáig. A Sundance  kislemez középpontjában a folklorikus elemekkel kevert latin-amerikai és spanyol zene áll. Két híres tangó is hallható rajta, az El Choclo és a Por una Cabeza. Emellett Vito Nicola Paradiso latin lüktetésű művei színesítik a lemezt. A zenei kiadványok mellett a „Gitározzunk együtt!” című oktatóvideó-sorozat szerzői melyet 2020-ban adtak közre. A Puskás Gitáriskolához kiegészítő hanganyagot készítettek, mely a Digita oldalán elérhető. 

No episódio de hoje eu falei sobre roma, método e CLT. Qual foi a maior sacada que você teve nese episódio? Digita aí nos comentários.

Il 24 settembre 2022, a Brooklyn, è un sabato sereno: 20 gradi, poche nuvole e un sacco di gente che si riposa dalle fatiche della settimana. I parchi sono pieni di famiglie, giovani coppie, di ragazzi che si lanciano un pallone da football, di persone che si rilassano leggendo, ascoltando canzoni e podcast, mangiando qualcosa sull'erba. Sulla Heights Promenade, la passeggiata panoramica che si affaccia su Manhattan, c'è un traffico di pedoni intenso e felicemente chiassoso. Tutti sembrano felici. Tutti, tranne uno. E' seduto su una panchina, e invece di godersi il panorama ha gli occhi puntati sul suo laptop. Digita sulla tastiera con furia. Si chiama John Geller, ha 29 anni. E' uno sviluppatore, lavora per una software house di Dumbo, la parte più viva di Brooklyn, a nord del Ponte e a poche centinaia di metri dalla panchina dove John siede arrabbiato. Scrive veloce, è dentro un forum e sta raccontando la sua storia.Quella di un hacker che è stato truffato.Buon ascolto!

Convidado: Rafael Scapella@RafaelScapella@OIScapellahttps://www.instagram.com/rafael_scapella/___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ Se desejas contribuir para o canal podes fazê-lo utilizando uma das opções abaixo:Muito obrigado pela tua ajuda!PIX: 11716796709MBWAY: +351 915167672Paypal: https://www.paypal.com/donate/?hosted...Bitcoin Address: 15LCdXiRWBZGVFtFLU2Riig7poZKDQ35L3Ethereum Address: 0x69f7f2732CB0111c249765ea5631fC81dFF23dB4___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ANFITRIÕES:Rodrigo - Instagram https://www.instagram.com/rodrigofrontMarco - Instagram https://www.instagram.com/marcoacpinh...Pedro - Instagram https://www.instagram.com/pedromonteir0____ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ CONTATO: zugapodcast@gmail.com___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ O Zuga News é uma produção original Estúdio Zuga Produções Audiovisuais.Estamos em Vila Nova de Famalicão - Braga - Portugal.Para maiores informações:E-mail: estudiozuga@gmail.comTelemóvel/Whatsapp: +351 914374850

Bate papo com Mariana Rocha - Head of Marketing da Mozper, falamos sobre a educação financeira no ambiente familiar e como associar a tecnologia para ter segurança e controle em todo o processo. Dicas de entrevistas na área de TI - Shark IT Podcast Entre no grupo Papo Cloud Makers Roteiro do episódio em:papo.cloud/224 --------------------------------------------Instagram / Twitter: @papocloudE-mail: contato@papo.cloud--------------------------------------------Ficha técnicaDireção e Produção: Vinicius PerrottEdição: Senhor A - editorsenhor-a.com.brSupport the show: https://www.picpay.com/convite?@L7R7XH

O setor de blocos, da Secretaria de Desenvolvimento Rural de Venâncio Aires, abriu nesta segunda-feira (2) o período de digitação das notas do bloco de produtor rural. A medida foi destacada no programa Terra em Uma Hora, da Terra FM, pelo chefe do setor de blocos da Secretaria de Desenvolvimento Rural, Fabrício Bohn. Conforme Bohn, a atividade comprova o trabalho do cidadão no interior, como no encaminhamento da aposentadoria rural e na habilitação de programas. O serviço deve ser feito até o dia 15 de março diretamente na sede da pasta, na rua Tiradentes, número 959. A medida, que é realizada de forma anual, busca atualizar os dados cadastrais do agricultor. O atendimento da pasta é realizado das 8h às 12h e das 13h30min às 16h30min. Mais informações podem ser obtidas através do número 2183-0735.

Un total de 36 entidades de personas con discapacidad participan en el programa de Fundación ONCE Por Talento Digital. El objetivo es mejorar las habilidades digitales de sus asociados para acceder al mercado laboral. Escuchar audio

Note episodio In questa puntata Roberto e Filippo faranno un approfondimento sullo stato della dettatura vocale con i dispositivi Apple e le novità di iOS e iPadOS 16 e macOS Ventura. A2 ep. 47 - dettatura vocale con i dispositivi Apple Come funziona la dettatura vocale? Dettatura vocale Non c'è un vocabolario speciale per alcuni termini Non è più necessario su iOS parlare al massimo per 30 secondi Tasto microfono sulla tastiera virtuale o fisica Nuovi Mac o Magic Keyboard Controllo vocale Ha possibilità di personalizzare il vocabolario Consigli pratici Partire da cose semplici Messaggi Evita Video Messaggi vocali Attività Promemoria Email semplici Scrivere senza fare revisione Non interessa la qualità o avere qualche errore qua e là Note.app Pages Scrivere con revisione Trucchi Avere già una scaletta o mappa mentale di quel che si vuole dettare Spesso le persone si chiariscono il pensiero scrivendo MA se è fattibile davanti ad un computer con la tastiera NON lo è per dettare Se ci sono errori nella dettatura vocale Riconoscerli Fare la revisione in un momento successivo Usare segnaposti per i nomi se non si ha un vocabolario di parole Non guardare la dettatura del testo Mentre si detta Per non perdere il filo del pensiero Revisione del testo dettato Usare font differente Rilettura con la voce di Siri Presente sia su macOS ⌥ + ESC iOS / iPadOS Impostazioni Andare a capo? “Nuova riga” “Nuovo paragrafo ” Lo stato dell'arte macOS macOS Monterey Supporto Apple (https://support.apple.com/it-it/guide/mac-help/mh40584/mac) Su un Mac con Apple Silicon, le richieste di dettatura di testo generali sono elaborate sul dispositivo in molte lingue e non richiedono la connessione a internet Comandi per dettare il testo su Mac (https://support.apple.com/it-it/guide/mac-help/mh40695/12.0/mac/12.0) Attivare e disattivare la dettatura Esempi Preferenze di sistema Tastiera Dettatura Differenza tra “Controllo Vocale” Dove si trova Preferenze di Sistema Accessibilità Controllo Vocale Quando attivi “Controllo vocale” sul Mac, puoi dettare testi e pronunciare comandi per modificare testi, navigare sul desktop e tra le app e controllare il Mac eseguendo attività come scorrere un documento o premere un pulsante. “Controllo vocale” è sempre pronto a ricevere i tuoi comandi. Non devi quindi attirare la sua attenzione, ma è sufficiente che tu pronunci un comando. Per utilizzare “Controllo vocale” sul Mac, pronuncia un comando, ad esempio: “Apri Mail” “Fai clic su Fine” “Scorri in basso” “Sposta il cursore a destra di 5 pixel” iOS ed iPadOS Per dettare un testo su iPhone 6s o modelli successivi e iPad, non è richiesta la connessione a internet (necessaria invece per i modelli precedenti di iPhone e iPad) Per inserire il testo, tocca il pulsante del microfono sulla tastiera, quindi inizia a parlare. Se una parola non viene rilevata chiaramente, ne vedrai la trascrizione con una sottolineatura blu, in modo che tu possa controllarla. Per apportare correzioni, tocca la parola sottolineata, poi scegli la versione corretta. Per sostituire una parola, toccala due volte e poi tocca il pulsante del microfono , quindi pronuncia di nuovo la parola e tocca il pulsante della tastiera . Puoi aggiungere la punteggiatura semplicemente dettandola. Ad esempio, se dici “Ciao Marco virgola la ricevuta è allegata all'email punto esclamativo”, il testo trascritto risulterà il seguente: “Ciao Marco, la ricevuta è allegata all'email!”. Ecco alcuni comuni comandi per inserire la punteggiatura e la formattazione: Virgolette di apertura/virgolette di chiusura: apre e chiude una citazione Nuovo paragrafo: inizia un nuovo paragrafo Nuova riga: inizia una nuova riga Tutte maiuscole: scrive la parola successiva in lettere maiuscole Attiva maiuscole/disattiva maiuscole: scrive tutte le parole con l'iniziale maiuscola Sorriso: inserisci :-) Triste: inserisci :-( Occhiolino: inserisci ;-) Controllo vocale su iOS e iPadOS NON presente in ITALIANO Supporto Apple (https://support.apple.com/it-it/HT210417) WatchOS Messaggi Telegram Siri CarPlay Novità iOS 16 e iPadOS 16 Novità per la funzione Dettatura Mentre detti sul dispositivo, puoi passare dalla voce al tocco e all'Apple Pencil senza interromperti. Digita con la tastiera, scrivi a mano, fai tap nel campo di testo, sposta il cursore e inserisci i suggerimenti QuickType: non c'è bisogno di mettere Dettatura in pausa.15 Disponibile sui modelli di iPad con chip A12 Bionic e successivi. Richiede il download dei modelli di parlato. Disponibile per queste lingue: arabo (Arabia Saudita), cantonese (Cina continentale, Hong Kong), cinese mandarino (Cina continentale, Taiwan), coreano (Corea del Sud), francese (Francia), giapponese (Giappone), inglese (Australia, Canada, India, Regno Unito, Singapore, Stati Uniti), italiano (Italia), russo (Russia), spagnolo (Messico, Spagna, Stati Uniti), tedesco (Germania) e turco (Turchia). Punteggiatura automatica Ora Dettatura inserisce virgole, punti e punti interrogativi. Disponibile per queste lingue: cantonese (Hong Kong), cinese mandarino (Cina continentale, Taiwan), francese (Francia), giapponese (Giappone), inglese (Australia, Canada, India, Regno Unito, Stati Uniti), spagnolo (Messico, Spagna, Stati Uniti) e tedesco (Germania). NIENTE ITALIANO per ora Dettatura nel campo di testo di Messaggi In Messaggi, ora trovi l'icona Dettatura nel campo dove inserisci il testo. Supporto per le emoji Mentre detti, puoi inserire le emoji usando solo la voce.9 Disponibile sui modelli di iPad con chip A12 Bionic e successivi. Richiede il download dei modelli di parlato. Disponibile per queste lingue: cantonese (Hong Kong), cinese mandarino (Cina continentale, Taiwan), francese (Francia), giapponese (Giappone), inglese (Australia, Canada, India, Regno Unito, Stati Uniti), spagnolo (Messico, Spagna, Stati Uniti) e tedesco (Germania). NIENTE ITALIANO Cursore a comparsa per Dettatura Interrompi facilmente la dettatura toccando il nuovo cursore a comparsa. Novità macOS Ventura NULLA IN ITALIANO Punteggiatura automatica Ora Dettatura inserisce virgole, punti e punti interrogativi.11 Disponibile per queste lingue: cantonese (Hong Kong), cinese mandarino (Cina continentale, Taiwan), francese (Francia), giapponese (Giappone), inglese (Australia, Canada, India, Regno Unito, Stati Uniti), spagnolo (Messico, Spagna, Stati Uniti) e tedesco (Germania). Supporto per le emoji Mentre detti, puoi inserire le emoji usando solo la voce.12 Disponibile sui Mac con chip M1 e successivi. Richiede il download dei modelli di parlato. Disponibile per queste lingue: cantonese (Hong Kong), cinese mandarino (Cina continentale, Taiwan), francese (Francia), giapponese (Giappone), inglese (Australia, Canada, India, Regno Unito, Stati Uniti), spagnolo (Messico, Spagna, Stati Uniti) e tedesco (Germania). Link al segmento MPU 658 (https://overcast.fm/+FrCHUoGYo/40:40) che ha dato origine alla puntata. Come potete sostenerci Se volete supportare il podcast vi chiediamo con il cuore di fare una recensione su Apple Podcast. In questo fase iniziale tante recensioni ci permetteranno di essere visti da più persone possibili. Se volete sapere come fare una recensione trovate il link nelle note dell'episodio (https://www.avvocati-e-mac.it/podcast/itunes). Potete anche scriverci a scrivi.a

Você sabe do que eu estou cansado? Cansei de ver gente falando baboseira sobre comunicação em relacionamentos e atendimento ao cliente, pessoas com um conhecimento raso que não conseguem nem ajudar a si próprios. Essas pessoas ensinam que precisa criar conexão, mas não falam o como fazer. Eles dizem para trabalhar a prática, mas não dão um mapa detalhado. E eles não ensinam o último que vou mostrar. Eu identifiquei 03 antídotos que ajudam a transformar sua comunicação em uma comunicação Magnética e eles trabalham os 03 principais itens em um relacionamento, seja pessoal, seja profissional. Pra ensinar isso resolvi abrir a caixa preta do meu método Comunicação Magnética apresentar em uma aula experimental os 03 antídotos para melhorar sua comunicação e relacionamentos, para um grupo seleto de pessoas. Os 03 antídotos trabalham: 1. Conexão Magnética 2. Mapa de Desafios – Prática 3. Escuta Super-Ativa Slide 7. Quer participar dessa aula experimental? Digita “eu quero” nos comentários. Link do Formulário: https://forms.gle/tCKtp4iwYMEsDbwa9 Vamos juntos Siga o Paulinho Siqueira no Instagram Se inscreva no meu canal do Youtube: Paulinho Siqueira Entre no Canal no Telegram: t.me/opaulinhosiqueira

In ecommerce, one-click checkout solutions are aimed at reducing friction and shortening the path to purchase by minimizing the number of form fields and clicks required to place an order. Savvy online shoppers expect easy, intuitive experiences, with an increasingly lower tolerance for too many steps in the process, or lack of preferred delivery and payment options. Despite ongoing investment in improving the end to end online shopping experience, overall cart abandonment rates continue to sit around 70%, according to Baymard Institute. A major contributor? Checkout abandonment. According to The Checkout Benchmark, almost half of all shoppers who proceed from cart into checkout, don't complete their purchase. That's a staggering volume of lost sales potential from shoppers that demonstrate strong intent to purchase but drop off during checkout. “While there will always be a certain amount of checkout abandonment — because some shoppers will start a checkout as part of their consideration process or simply to see if discounts are available — brands should strive to minimize friction in the checkout. Any extra friction in the checkout will increase checkout abandonment,” says Anatolii lakimets, Senior Product Marketing Manager at Bold Commerce. One-click checkout shortens the path to purchase in an effort to minimize friction by moving shoppers through checkout with fewer clicks. For a basic one time, one item purchase on a website, the concept of a shortcut through checkout with one-click is pretty straightforward. But with the shift in shopper interest to purchase in different channels like social or blogs, on a mix of devices, or without clicking at all (in the case of voice assistants), the requirements of a one-click checkout increase. Reducing friction isn't about getting to one click at all costs, when some clicks are valuable ‘conversion boosters'. Shoppers expect BOPIS and other delivery options, payment options, the ability to collect loyalty points, or apply discounts during checkout. “Checkout used to be about taking payment, but in today's world, checkout has become the orchestration point of all of these elements in a shopping experience. Exceptional customer journeys continue right through checkout,” says Deanna Traa, Chief Marketing Officer at Bold Commerce. “Brands need to think about the data and checkout logic they require through their checkout experience, especially when they are selecting a one-click solution. When you think about it, checkout is a critical moment of truth in a shopping journey to reinforce your brand experience.” 5 ways to tell your brand needs a customized one-click checkout Not all one-click checkout solutions are created equal. Many options, including digital wallets, require brands to make sacrifices to the shopping experience and the checkout logic in order to implement a one-click solution. This can mean serving up payment methods, delivery options, subscription offers, or the ability to collect or redeem loyalty points. For brands with simple business models and one item baskets, these sacrifices are smaller. For others, the effectiveness of a one-click checkout experience relies on the ability to customize it based the business model while also delivering brand consistency across every channel. Here are five indicators your brand would benefit from a customized one-click checkout solution: #1: Your shoppers are embracing alternative payment A recent McKinsey report found that more than three-quarters of U.S. shoppers used some form of digital payment during the pandemic. Plus, the share of consumers using two or more digital payments methods is on the rise — jumping to 58% from 45% year over year. According to The Checkout Report, 38.7% of buyers chose PayPal as a payment option when offered. If your brand has a large number of users opting for alternative payment methods to credit cards, it could be a sign they are looking for a simpler, streamlined checkout experience. Digita...

Alessandro Lizzi è Partner di Deloitte Digital con oltre 18 anni di esperienza nella consulenza. È stato consulente di grandi imprese in diversi settori e ha collaborato con loro per affrontare una serie di sfide, dallo sviluppo dei loro sistemi CRM alla definizione del modello di business. È stato determinante nello sviluppo delle offerte Digital e Salesforce.com dell'azienda. Il percorso accademico DIGITA "Digital Transformation & Industry Innovation Academy", nato grazie alla partnership tra Deloitte e l'Università degli Studi di Napoli Federico II, vuole fornire a giovani ragazze e ragazzi in possesso di una laurea triennale gli strumenti adatti per cogliere legate alla trasformazione del mondo del lavoro e al mondo digitale. Dal 2017 a oggi DIGITA, ormai giunta al quinto anno accademico, ha già formato 350 studenti e ospitato oltre 2000 visitatori. Ogni anno, esperti del mondo accademico, imprenditoriale e consulenziale si alternano in oltre 1400 ore di formazione in aula per preparare gli studenti a ciò che viene richiesto nel mondo del lavoro, portandoli oltre il mero studio nozionistico e trasferendo loro competenze tecniche sviluppate durante la loro esperienza lavorativa. Terminata la parte di apprendimento teorico in aula, gli studenti vengono ripartiti presso le aziende partner del programma, che danno la possibilità ai ragazzi di svolgere stage in cui applicare a Business case reali gli insegnamenti dei mesi precedenti, imparando a gestire progetti ed effettuando analisi e ricerche. Durante questo periodo di stage, che si sviluppa su oltre 600 ore di attività lavorativa, i ragazzi hanno la possibilità di mettere in pratica e sviluppare le proprie competenze a beneficio delle aziende che, se soddisfatte, possono decidere di assumere direttamente questi ragazzi. Nasce con l'obiettivo di fornire ai giovani talenti, in possesso almeno di una laurea triennale, le competenze necessarie a colmare il gap tra le aziende e l'ecosistema Digital, consentendo loro di essere protagoniste nella trasformazione digitale. Il progetto didattico è articolato su 9 mesi, 6 mesi di lezioni in aula e 3 mesi di Project Work presso le aziende partner. Siti, app e link utili 2.deloitte unina 2.deloitte La formazione in Digital Transformation L'industria sta affrontando una trasformazione importante, trainata dalla crescita esponenziale delle tecnologie. In alcune recenti analisi si evidenzia come l'investimento in digitale generi una crescita che va ben oltre il valore del capitale investito: il ROI stimato infatti si aggira attorno al 20-25%, verso una media generale del 15%, con un beneficio dunque del 50% superiore a quello dell'investimento medio in altre aree. Altro dato interessante è che le imprese "digital intensive" crescono di più̀ (tra il 6 e il 13% di fatturato all'anno) e sono più̀ redditive delle altre (tra il 3% e il 4% in più̀ di margine). La formazione in Digital Transformation fornisce le competenze necessarie a colmare il gap tra le aziende e l'ecosistema Digital attraverso lezioni in aula o virtuali e pratiche.

This interview features James Creech, SVP Influencer Strategy at Brandwatch and founder of Paladin. We discuss how former GE CEO Jack Welch inspired James to be a number one category leader, using his down payment on a house to start Paladin, his make or break pivot when the creator economy evolved in 2018, working till 3AM over Christmas to sell his company, why James and I are kindred spirits, and the power of recasting your success.Subscribe to our newsletter. We explore the intersection of media, technology, and commerce: sign-up linkLearn more about our market research and executive advisory: RockWater websiteFollow The Come Up on Twitter: @TCUpodEmail us: tcupod@wearerockwater.com---EPISODE TRANSCRIPT:Chris Erwin:Hi, I'm Chris Erwin. Welcome to The Come Up, a podcast that interviews entrepreneurs and leaders.James Creech:Thomas and Ole and I all put considerable capital into the project. To put that in perspective, at the time, Thomas was getting married. His fiancé, she was amazing to say, "We believe in this dream, and we want to put that money that we would have saved for a big, nice wedding with our family and friends towards investing in this startup." I had been saving to buy a house, so I took essentially a down payment on what I would do to buy a house and said, "I'm all in on the business." Every penny to my name and probably even some I didn't have like went into Paladin. Then, Ole had recently gone out and bought a Tesla. He ended up driving back to the dealership and returning the Tesla, so he could take all of that money and put it into Paladin. So, every single one of us was all in from day one.Chris Erwin:This week's episode features James Creech, SVP influencer strategy at Brandwatch and founder of Paladin. So, James was born in Houston, Texas and grew up in Bakersfield, California with parents who worked in oil and gas. Early on, James was a creative. In high school, he made sketch comedy videos with his friends and thought film and TV was his future. So, he went to USC Film School and ended up running the college TV station, but soon realized that he really enjoyed and was good at the business side of entertainment. His career started at a video advertising startup, where he helped scale the team to over 40 employees, but then moved on to Bent Pixels, which started as an early YouTube MCN.Chris Erwin:While there, James took a big bet on launching a technology SaaS product for the early creator economy, which he ended up spinning out and leading as CEO, until its recent sale to Brandwatch just a few months ago. Today, James leads influencer strategy at Brandwatch and stays busy on the side, advising over 10 different companies and publishing content on his podcast and blog. Some highlights of our chat include how former GE CEO Jack Welch inspired James to be a number one category leader, when he used his down payment on a house to start Paladin, his make or break pivot when the creator economy evolved in 2018, working till 3:00 AM over Christmas to sell his company, why James and I are kindred spirits, and the power of recasting your success. All right, let's get to it. James, thanks for being on The Come Up podcast.James Creech:Hey, Chris. Thank you, excited to be here.Chris Erwin:This has been a bit of a long time coming. I think I was on your podcast a year or two ago, and I said, "James, I'm going to have to get you on mine someday." And, we're finally making it happen. When we were doing the prep, I just got even more excited, because I realized just how cool and exciting your story is. So, excited to share that with the listeners, and as always, let's rewind a bit. So, we're going to go back. Tell us about where you grew up, what your household and what your parents were like.James Creech:So, I was born in Houston, Texas, but grew up mostly in Bakersfield, California. So, I always tell people, "You could probably guess what my parents did for a living, right?" We worked in oil and gas. So, I spent most of my life, yeah, in Bakersfield, from ages four to 18, essentially. My childhood was great. I have a younger brother and sister. We're a close family. We had the chance to do a lot of traveling when we were younger, which was fun. I remember soccer practice and tennis and Cub Scouts, mock trial. We were involved in a lot of activities, and our parents were very much a part of those activities and the stuff that we enjoyed as kids.Chris Erwin:Quick interjection, how far did you get in Cub Scouts?James Creech:To the end of Cub Scouts. Never made it to boy Scouts.Chris Erwin:Did you achieve the Webelos badge?James Creech:Yeah, I was a Webelos. I think that's about as far as I made it.Chris Erwin:Nice. I did one up you a bit. I got to Eagle Scout with my twin brother.James Creech:Congrats. Wow, that's a huge achievement.Chris Erwin:It's a lot of work. Back to you, so grew up in Bakersfield, had some younger siblings. Early on, what were your passions? What were you into? Was there any glimpse into the career that you have today?James Creech:I think when I was a kid, I used to tell people what I wanted to be when I grew up, I said I wanted to be the governor of California. I don't know where that came from. I don't know that I have any sort of interest or passion in politics. I think as I got older, I would say I lacked the moral flexibility to pursue a career in that field, but was interested in politics and government early on. Somehow, that morphed into maybe being interested in law and going to law school at a certain point. I was pre-law at USC, so that was certainly a passion. I ended up doing the mock trial, as I mentioned, and then interned at a law firm and realized, hey, a lot of love for the legal profession, a lot of great friends who are lawyers, et cetera, but that probably wasn't the path for me.James Creech:In high school, the thing that really captured my intention was making videos with my friends, essentially comedy shorts. It's interesting, the timing, right? I was inspired by SNL and all these other amazing sketch comedy programs. Had I been a generation later, let alone maybe even five years later, the videos I made probably would've ended up on YouTube and now TikTok. But, because of the timing, I just made videos with my friends, and we made DVDs and shared them with our friends and family. But, it wasn't any sort of big distribution.Chris Erwin:It's never too late, James. It's never too late.James Creech:Yeah. There's an archive of a lot of old, embarrassing footage somewhere.Chris Erwin:Yeah, IP libraries are in high demand, high valuation. So, there could be something there.James Creech:So, that's what I was doing and figured, okay, well, I'm interested in media and entertainment. I applied and was accepted into the USC Film School and thought, okay, I'm going to go into film production, right? Fast forward a little bit, and I realized in college, well, I'm way more interested in the business side than I am in say the creative or the technical side. The stuff I liked doing in high school with my friends was making videos, which was really more about the experience of being together, less about the filmmaking process. But, yeah, that was kind of the early days.Chris Erwin:Yeah. So, I have to ask, what was your role in doing these sketch comedy or sketch segments? Were you a director? Were you a writer? Were you an actor? Was it all the above? And, I also want to hear, if you just have an example of one of the things that you guys did, I'd love to hear about it.James Creech:Oh, boy. So, I was an instigator. A ringleader is maybe the right word. We did all sorts of stuff. We were filming on these really small handheld cameras. I would certainly come up with sketch ideas and get my friends involved. We would shoot them. I would edit them. We would share them. There's plenty of stories that I can tell you, many of which are maybe too embarrassing for the podcast. So, we'll save that for a beer sometime, but one that definitely stands out is we kind of faked this kidnapping of our friend. He had a new girlfriend. He was really invested in that relationship, not spending as much time with our buddies. So, I said, "Okay, let's go to his house one afternoon, dressed all in black like ninjas," and his parents knew. We gave everyone a heads up, but we went in and kidnapped him for the day, which was a lot of fun. So, that's probably one that stands out.Chris Erwin:It's funny, hearing you tell these stories. So, I just started listening to This Is Important Podcast from the crew of Workaholics. They started just by making different sketch videos. They were filming wrestling matches in their backyard. Just hearing about some of their stories and how they started, and then they talk about, yeah, and then we sold the show to Viacom. How did this happen in Comedy Central?James Creech:Yeah, I wish that was the journey, was certainly inspired by Derrick Comedy and some of the other early, early YouTube sketch groups. We didn't get that far, right? It was fun to run around in our backyard and make videos, and that's where it ended for us.Chris Erwin:Yeah, cool. All right, so you get into USC Film School in 2012. I believe that you end up with a marketing and poli sci focus. But, tell us about you showed up at school. What was your initial focus? And, then it seems like it pivoted as you started to understand that you realized the appeal of the business side of entertainment, versus the creative side.James Creech:Yeah, so I went to USC, 2008. So, it was right around the housing crisis, financial crisis, which I don't know, as an 18 year old, you're fairly oblivious to. But, I was passionate about filmmaking. I was excited to be in the film program, also in the poli sci school. So, I was kind of running this dual track of, okay, well, I'm earning my political science degree, but I'm also taking these film courses and think that's what I want to do after I graduate. I got involved at the college TV station, called Trojan Vision, which is the largest TV station in the country. We broadcast to over a million homes, and I just kind of fell into it and fell in love with it. So, I was a producer on a show my freshman year, worked hard, got promoted to senior producer, second semester.James Creech:I was like, "Hey, I really like this TV thing. I like being involved at the station, meeting other students," applied for a staff position the next year and became an executive producer of a show. Okay, my first experience running a show, working in live television, it's exciting. It's the adrenaline rush of making something go on the air Monday through Friday. Through that experience, said, "Okay, I like the organization of the show, coming up with new ideas." We were experimenting with new technologies like HD broadcasts and live remotes and stuff at the time. So, I was like, "Okay, I'm excited about this," and people kept saying, "Maybe you should take some business classes." And, I thought to myself as a sophomore, well, hey, no. I'm doing the film path. I've got political science. I don't know what the business thing's about.James Creech:But, luckily USC has a very flexible structure and approach to curriculum. So, you could kind of dabble and take a couple classes. So, I said, "What's the worst that could happen? I'll take a business class or two," found out right away, hey, this is where I should be, and ended up transferring into the business school as a junior. So, I'm taking these intro 101 classes surrounded by freshmen. So, I had a very different mindset, let's say, going to the business school. I'm really excited to be here. There are certain things I want to learn. I'm finding ways to apply this over at the television station. I had been promoted to the general manager, so I was running the whole station at this point, which is a real budget.Chris Erwin:That's a lot of responsibility at a young age. What you said, it's one of the largest college broadcast stations in the US, and you're going ... Is there live programming Monday to Friday? That's a big deal.James Creech:Money through Friday, yeah, hours and hours of content. I was working essentially a full time load, basically 40 hours a week while going to school. But, I loved it. I loved every minute of it, creating television, working with students, and making something out of nothing, and putting it on the air every night, sometimes better, sometimes worse. But, I loved it.Chris Erwin:Okay, so you start taking these business classes, and right away, you're like, "This is a good fit." Then, what are you starting to think about what you want to do when you graduate?James Creech:Between my junior and senior year of college, I got an internship at Blizzard Entertainment. I grew up as a gamer. I wasn't necessarily a desktop gamer. I was more of a console gamer, but loved the opportunity to get exposure to another form of entertainment and work in a bigger company and try to decide what was right for me. So, as I was going through that process, had a great summer internship experience, came back, and had the opportunity to say, "Do I continue as the general manager of the TV station one more year as a senior?" But, kind of realized, maybe it was time to pass on the baton. So, it was hard to say goodbye, but I ended up getting another internship opportunity at this ad tech startup, this company in LA that was helping brands and media agencies promote video content on YouTube.James Creech:This was pre TruView, very early days, helping to make videos go viral. I was just, I guess, really interested in social media, but also, a USC alum was the COO. She was hiring. It was close to campus. It paid. I'm interested in this career path, but also it checks a lot of the boxes as a student that I want to make sure it's a good fit. So, I fell into that internship opportunity and just got hooked right away on the adrenaline rush of working in early stage companies. So, meanwhile, I had been recruiting, trying to figure out what do I want to do after I graduate. I had out law school or becoming a lawyer from my internship opportunity. I realized, okay, I'm more interested in the business side, so I'm gravitating towards that.James Creech:I like this startup company I'm working at, but I had always thought of myself as going into corporate America. So, I did recruitment on campus. I was offered a job to do business consulting and move to New York, which was kind of my dream. I was very excited as an almost 22 year old getting ready to graduate, moved to the Big Apple, and have this, what seemed like a really exciting, glamorous job at the time with travel and everything else. But, long story short, fell into working at Channel Factory, this ad tech startup, loved the team and the mission and the opportunity. They convinced me to stick around, so ended up declining the offer to do consulting and stay on the startup trajectory.Chris Erwin:I think what I'm starting to see here is you're on a unique path where you have both the creative know how and understanding, as well as the business savvy. That's very rare in Hollywood, right? I think of people like Bob Iger at Disney that has both of those sides of the brains, but it's a pretty rare profile, which probably explains a lot of the success that you've had in a very young career to date. Okay, so you go to Channel Factory, and what do you focus on there? Because, it seems like you start at the company when it's pretty early on, and they're on a really high growth trajectory. And, you facilitated some incredible wins there. Tell us about that.James Creech:Yeah, it was ground floor, right? It was in the founder's living room, essentially. We were building a business out of thin air, which was enticing to me and kind of felt similar to live TV production. Okay, there's this excitement. There's this adrenaline rush. You can have a big impact. So, I was basically the fifth employee, came in as an operator, doing a little bit of everything, strategic projects, built out ad operations group, hiring, training, commercial ops. I ended up working quite a bit coaching and supporting and at some points managing some of the sales team.Chris Erwin:This is all in like your young mid-20s, right? Because, you just listed off a lot of different things.James Creech:Yeah. We were all young, for the most part at that time. We were early 20s. It was a young company. It was an exciting opportunity in an early stage of the business. We ended up, of course, bringing in some more senior experienced folks, but there was this meritocracy to an extent, this excitement for youth and passion. So, we were all kind of figuring it out as we went along, and I was this person who didn't know anything going into it, but was just excited about where the company was going and the type of impact that I could have. So, we grew that business to whatever, 40 plus people, and close to or exceeding eight figure revenues. We opened offices in New York and Chicago. It was this wild ride for two and a half years, so learned a lot of lessons, both good and bad.Chris Erwin:Can you elaborate on some of those lessons?James Creech:I learned a lot about how to treat people, right? I didn't always agree with the founder and the leadership at Channel Factory. I had some great people that I learned from and supported me. Then, there were certainly some differences of opinion at times. I would say the other thing is it taught me a lot about the type of leader that I wanted to be and the type of business that I wanted to build one day. It's instructive to learn what not to do sometimes, as it is to learn what to do. But, I got great contacts and relationships. A lot of the people at Channel Factory have also gone on to do some amazing things, many of whom have become very talented entrepreneurs. So, it was this kind of amazing talent pool and this breeding ground for incredible individuals who were passionate about digital video and making an impact on the space, and that's been exciting to be a part of. There were certainly some things that we did really well, and being a young company, made a lot of mistakes, myself included. And, you learn from that and keep going.Chris Erwin:I love what you said. I always repeat this in interviews. It's very important to learn what not to do or what you don't like. In the beginning of my career where I was an investment banker, I worked with some incredible people and developed some incredible skills. But, there was also a lot of experiences and things that I was exposed to that I really did not enjoy, I thought were not good influences to the rest of my career. I consider that very valuable. When I talk to young people that are emerging from the undergrad and entering the workforce, it's this thought of, I have to nail my first few jobs, and that sets up everything for me. The answer, no, I don't recommend that.Chris Erwin:Try new things and experiment, and if it doesn't go well, that's totally okay. And, you're going to learn from that. That was some of the most valuable experiences for me. So, I like what you just said there, James. I think that's spot on. So, after a few years there, you then end up at Bent Pixels, where you also realized some great wins for the company. So, tell us about some of the work that you were doing there and how this set you up for your first big entrepreneurial venture, which is Paladin.James Creech:So, I entered Bent Pixels as an operator. That's what I had done at Channel Factory. The company at the time was a multichannel network in the heyday of MCNs, right? So, there was this time of excitement around Maker Studios and Fullscreen and Awesomeness TV, and Machinima, this early wave of digital disruptors helping YouTube talent grow their audience, monetize their content, figure out the early stages of influencer marketing, and what now we've grown to know as the creator economy. But, this was ground zero, right? You remember. You were there, too. So, this was the very, very early stages of what these future digital businesses were going to look like.Chris Erwin:And, tell us exactly, what did Bent Pixels do specifically? Were they a software platform for the early creator economy?James Creech:They did three things, right? They were a traditional YouTube multichannel network, so they provided services to YouTube channel owners and creators to help them monetize their content. They offered digital rights management services, so they would help IP rights holders monetize and enforce anti-piracy against their content on YouTube. So, they were using the content ID tools and additional manual services to help manage those content libraries. Then, they did audience development, so they were doing channel management and audience growth for brands that wanted help with their YouTube presence, so not unlike Fullscreen, Maker, many others at the time, right? So, when we came in, Bent Pixels was probably a top 30 global MCN. It was probably in the top five for rights management. I don't know, hard to say where it fell in the audience development or channel management services business, just because so many people were trying to get into that space.James Creech:We were doing all of this and facilitating it through technology, right? So, when I came into the business, I mentioned I started as an operator. And, I looked around, and I said, "This business doesn't need operators, right? We have a very capable COO, a general manager." I was looking for ways to do process improvement, cut costs, or optimize systems. There just wasn't much of that to do. The company was profitable and growing, and it had been fairly well managed, right? Well, what the business needs is growth. That's completely new to me.James Creech:I don't really know the space I was coming from, I say is the demand side. I was working with brands and media agencies, and all of a sudden, I kind of end up on the supply side, right? Now, I'm working with talent and content creators. This business doesn't really need all of the skills that I necessarily have historically had. So, we've got to figure this out, right? So, I just reached out to as many people as I could in my network and then through LinkedIn and said, "Hey, I'm curious to learn more about this space. Are you up for getting together for coffee or having a conversation?"Chris Erwin:This is very interesting. What was your primary networking tool? Were you using LinkedIn back in the day for this?James Creech:I was super early to LinkedIn, and I would just reach out to people. I would say, "Hey, I think what you're doing is really interesting. I think this space is early on. There's probably a lot we could learn from each other. Are you open to meeting for coffee or jumping on a call?" And, you'd be surprised, so many people said yes, especially all over the world, right? I was meeting people in Europe, Latin America, Asia-Pacific. It was this amazing opportunity to meet these other entrepreneurs who were like, "Yeah, everyone's early. We're all trying to figure this out. What are the things that are working for you? What are the challenges?" So, it was a lot of just connecting and sharing and learning from one another. But, obviously LinkedIn has changed a lot, A, over the years, B, post-Microsoft acquisition. But, in those early days, I was a young, snotty nosed kid, very earnestly trying to meet people and be helpful to the extent that I could. And, people were very kind to share their time and experience with me.Chris Erwin:I love that. You and I were actually just talking about this, I think, on LinkedIn. I just started a 30 day LinkedIn challenge. I think LinkedIn is one of the most powerful social networking platforms for professionals, hands down. I've been pretty active on it for the past few years, but our team is definitely ramping up our investment in it in terms of the type of content that we're creating. We've been doing a lot of experimenting, as well as the cadence of content as well.James Creech:Which is amazing. I can't wait to follow your content journey. I did something very similar in 2021, where I wrote every weekday, and it was such a stretch goal. I learned a ton from it, which we can talk about at some point, but I love LinkedIn, very supportive of the platform's evolution into becoming more of a content destination, and like you said, showcasing professional stories and helping people connect. It's getting back to some of those early roots of what it helped me pursue in my career.Chris Erwin:I love that. Well, maybe we'll have to do a mini series of a podcast about LinkedIn best practices. So, you start reaching out to all these different contacts across the world, focused on how do we share mutual learnings, and how do we grow? So, what did you learn? Then, what did you take from your learnings and apply to Bent Pixels?James Creech:So, what I kept hearing was everyone was facing similar challenges, especially as we tried to figure out how to scale. You have to remember at the time, people were focused on initially hundreds of creators. Then, it became thousands of creators. At the highest levels of Maker, Awesomeness, we were managing tens of thousands of creators. Bent Pixels had tens of thousands of YouTube channel partners that they were supporting. This was before YouTube had the infrastructure tools, resources, support to help those creators themselves. So, MCNs were the first line of defense. The demand, the excitement for the space was so dynamic that it was this gold rush mentality, this exciting time of help and enable as many channel creators as possible.James Creech:So, we had been building some software internally at Bent Pixels at the time out of necessity to figure out, okay, how do we find the right creators? How do we manage those relationships, pay them accurately and on time? Eventually, that would become, how do we manage branded content projects with them? Everyone else was doing the same thing. They were trying to build tools in house. They were trying to fit a square peg into a round hole. How do we take Salesforce and DocuSign and all these other tools off the shelf, stitch them together into this Franken-suite, and hope for the best? And, it was expensive, and it wasn't working. So, I kept hearing this, and I thought to myself, well, hey, if everyone's facing the same problems, and we're building what to me feels like a pretty good software solution for this, that should be the business, right? I was a big acolyte of Jack Welch back in the days. I would read a lot of his books, this legendary CEO and leader of GE.James Creech:One of the things that stuck out to me is, if you're not one or two in a category, you should cut it, right? So, it just occurred to me at every leadership meeting, I was like, "We have an opportunity. There's this untapped market potential to build software for this new breed of creative companies, and no one's doing it right. So, we should be first to market. We could be a leader there. It's great that we have this profitable growing business, but we're never going to win, right? We're not going to be one or two in the category. We're going to be ... Maybe we move from 30 to 20 or five to three, right?" So, I was advocating for that. Now, the way it was perceived on the other side is, well, wait a minute. We've built this business, at that point I think over five or six years. It is growing. It is profitable.James Creech:All these other companies have raised massive VC investment. They have a lot more resources. We're happy with our business, and we want to keep developing it, but we're not going to bet the house on James's crazy idea, right? They were advocating, hey, let's get into paid media. It's what a lot of other people are doing at the time. There's a big opportunity. I had that background from Channel Factory. So, they kept saying, "No, forget about that. Focus on paid media." I don't know. I was persistent, probably very annoying, young naivete, saying, "I really believe in this idea. Just give me a shot." They shut me down a few times and just said, "No, let's focus on the paid media thing."James Creech:Until, finally one day in some leadership meeting, with the support of our CTO Ole at the time, they said, "You know what?" I think maybe just to shut me up, "Okay, fine, right? You can have two months, 60 days. Give it a shot. Let's see what happens, right? And, if it doesn't work," which they fully expected it wouldn't, "After the field experiment, we'll go back to focusing on paid media." And, I said, "Sounds like a fair deal to me, right? I'll take that bet." So, in those next two months, I signed Maker Studios, Defy Media, Me Too, Networks, and 2btube, which would later go on to become the largest Spanish language creator community in the world. So, all of a sudden, they said, "Wait a minute. This is really interesting. We didn't think you would sign a customer, let alone four of the top players in the space. This is absolutely what we're focusing on, and you should do this full time."Chris Erwin:Did you have to evolve the technology product to service these clients as well as reposition your services to actually close these prospects? So, you had to do both, because you didn't have a technology background before this. You hadn't built tech products. You weren't a project manager, but you had to become this for this new role, correct?James Creech:Yeah. I am passionate about technology, had never been in product, had been adjacent to it, but said, "Yeah, we've got to figure this out." We built a software application that's meant for internal use. We have to figure out access rights, provisioning, white labeling, to make this an externally consumable tool. We need to figure out how to price it. We have to figure out how to sell this to our essentially competitors, right? We were working with these companies that were also in many respects offering the same services or going after the same talent. So, in some conversations, that was a bit awkward, right?James Creech:It said, "Well, how do we know that you're not going to take this data or use this technology to better your business and not ours, right?" So, that was a tricky thing to dance around and navigate. Huge props due to our technical team, Ole our CTO, [inaudible 00:25:56], a lot of our early engineering design product resources who were making this thing happen behind the scenes. I was out there kind of selling the dream, but they were the ones executing on this. A lot of it was just need finding, listening to the market. What do you need? Does the current tool in some form serve that? How do we adapt it to fit what you need? And, what else should we be building in the future so that we can help you get there?Chris Erwin:Hey, listeners, this is Chris Erwin, your host of The Come Up. I have a quick ask for you. If you dig what we're putting down, if you like the show, if you like our guests, it would really mean a lot if you can give us a rating wherever you listen to our show. It helps other people discover our work, and it also really supports what we do here. All right, that's it, everybody. Let's get back to the interview. It's interesting, because just listening to this story, one version would be ... And, James builds this incredible business at Bent Pixels, and he does that for the next 10 years of his career. But, the reality is that actually, you're there for a couple years, and then you found Paladin. So, after this initial two months of success, what actually caused you to say, "Hey, I want to break out and create a different suite of technology tools for the creator economy?"James Creech:So, I think in success, we got even more excited and probably a bit persistent on my idea that, okay, this is really working. We're now signing more and more customers. We're going to put more resources into this. Now, we are the market leader. We're first to market. We're building a name for ourselves in this category. People are rethinking the perception of Bent Pixels as a software company, as a technology vendor, whereas to creators, there's still this brand identity around being an MCN, being a services business, being a media company. But, I'm kind of casting Bent Pixels in this new light and trying to position or change the branding to be this enterprise software tool. Meanwhile, that business segment is growing. Engineers are expensive, so we're adding a lot of headcount to service the need and the customers.James Creech:It got to a certain point where I'm still advocating, hey, let's sell off or shut down the other business units, because look around. A number of other acquisitions had happened. Awesomeness was acquired by Dreamworks. Maker Studios sold to Disney. There was all this M&A activity happening. So, I'm like, "Okay, it's probably a good time to think about what does an exit look like for the media business?" Then, we can focus. We can really double down on this technology play. So, I was advocating for that. The rest of the leadership team said, "It's very clear that you're passionate about this. We don't necessarily all share the same vision or belief in that strategy, but obviously, the way you run a media company and a tech startup, a high growth tech company, require different fundamentals, principles, capital. So, maybe these businesses should live on their own, right?"James Creech:So, that's when the idea was floated that we should spin it out, right? So, it was at the time myself, Ole, our CTO, and I had convinced my good friend and partner in crime, Thomas Kramer, who worked with me back in the Channel Factory days. So, he and I kept in touch. We would catch up and talk about a lot of these challenges. I said, "Would you come over here and lead product for us?" He got excited about that vision and that opportunity, so it was really the three of us advocating for this opportunity. Initially, I was kind of resistant, to be honest. I said, "No, like, I think this is where the business is going. We should focus on this." Ultimately, saw the light that, yes, okay, we should separate these companies.James Creech:For a long time, I wanted the software business to continue to be called Bent Pixels, and that maybe the media company should rebrand as something, Millennial Studios. There were some other ideas that were floated, but after whatever, six months of back and forth and working it out cooperatively as a team, we decided, okay, Thomas and Ole and James will basically buy the software IP and spin out and form a new company, and then will rebrand it, come up with a new name. Bent Pixels will continue as a customer of Paladin, but there will not be any formal relationship between the two businesses. I wanted to be very clear that Paladin is its own company and eliminate that conflict of interest idea. I think Bent Pixels was very happy to say, "Okay, we can offload these expenses from developers and sales people and everything else off our books, focus on our knitting, and get back to the growth of the media business." We worked that all out to happen April of 2016. So, that was when we took the leap and said, "Okay, we're going to set out on our own."Chris Erwin:Did you raise outside capital to give you and your two other founders the ability to purchase the software, purchase the IP, and kickstart what you called Paladin in April, 2016?James Creech:We didn't. We thought about it, but the way we originally structured the deal was Thomas and Ole and I all put considerable capital into the project. Then, some of our partners from Bent Pixels also came in as angel investors. They said, "We like you guys. We believe in what you are doing. We want to support you." So, they were kind enough to give us a little bit of seed capital to help us get through the early days of burn and very kindly help us figure out how to set up our books and transfer the employee leases and all these things that as first time entrepreneurs, you have to figure out. So, they were very helpful and kind and patient with us. But, Thomas and Ole and I were pretty much all in.James Creech:So, to put that in perspective, at the time Thomas was getting married, and he had promised his fiance this amazing wedding. She was amazing to say, "We believe in this dream, and as part of starting our life together, we want to put that money that we would have saved for a big nice wedding with our family and friends towards investing in this startup, right?" So, that was Thomas's contribution. I had been saving to buy a house, so I took essentially a down payment on what I would do to buy a house and said, "I'm all in on the business."James Creech:Every penny to my name and probably even some I didn't have like went into Paladin. Then, Ole has the best story of all, was living in Norway. He's Norwegian and had recently gone out and bought a Tesla, right? Because, he loved the sustainability mission. He loved electric cars, this beautiful new vehicle, right when they had first come out, 2016. He ended up driving back to the dealership and returning the Tesla, so he could take all of that money and put it into Paladin. So, every single one of us was all in from day one.Chris Erwin:Dude, this is wild, because typically, VC backed founders, if the founders have a new business idea, they will mitigate the risk by saying, "Okay, I'm going to contribute a significant amount of my time, right?" It could be a few years in building out this venture, but they're not putting in their own capital. They're going to get capital from third parties, venture funds. Then, that capital is going to be at risk. You are essentially doubly invested with your time and your own savings. But, I think what that means is that you probably had so much belief in what you are building that you wouldn't have done it otherwise.Chris Erwin:I think that belief is clearly very powerful, and for all of you guys to have had that, where you have Thomas contributing his wedding funds, and you have Ole contributing his Tesla funds, and you're even getting from former Bent Pixel employees, angel investment. I think that shows there's really something there. It's almost like with those dynamics, it would've been easy to raise venture capital, because they would've looked at the founders and said, "Oh, my God, their gumption that this is going to happen is so powerful, we want to be in." But, probably better for you guys, because I know you will tell the story of how you sold the company. You guys owned the majority of the equity. I had never knew that story, James. I never knew those dynamics around your business. That's incredible.James Creech:Thinking back to the time, imagining how I felt, I remember being 25. Your goals and your priorities at 25 and whatever, early 30s, are very different. But, something inside me just said, "We have to do this, right? We have the right team. It's the right time. It's the right opportunity." You look at the data. Most successful entrepreneurs are in their 30s, 40s, 50s, right? They've had-Chris Erwin:The average entrepreneur is older than 40.James Creech:Right, and they've had time to build a network. They've had experiences, failures along the way. I had not thought of myself as an entrepreneur up until this point, but something just tugged at me where I was like, "I can't imagine doing anything else." Although I had historically been very risk averse, I was just like, "We can't miss this, right? We have to do it, and we have to do it now. And, if it means going all in, if that's what it takes, then yeah, let's do it. There's no better time to do it than when we're young." So, having that conviction, which I think again is a lot of ... We didn't know any better, right? We were just hoping for the best.Chris Erwin:Which, actually I think is a good thing, to be delusional. You have to be delusional as an entrepreneur. The odds are stacked against you.James Creech:Big time.Chris Erwin:And, you are delusional, but it worked in your favor.James Creech:Yeah, exactly.Chris Erwin:So, you start the company. All right, you all contribute your capital. Paladin is now a thing. So, what are the first steps? Do you rent an office together? Is it, okay, we've got five new hires that we've got to make? What did that first year look like for you?James Creech:Yeah, terrifying, right? You've just jumped off the cliff, and you have to figure out how to build the airplane. Everyone was excited. I don't know if other people were nervous, but we had engineers. We had sales people. We had product folks who were working with us.Chris Erwin:What was the total team size from the beginning?James Creech:It was small. I want to say it was eight to 10, right? We had three founders and then the engineering team and then some of the business folks in LA. We had an office. So, we continued to rent the office. Basically, everything that was in Los Angeles became Paladin, and Bent Pixels had historically been based out of Las Vegas, so they just kept their operations. But, yeah, we had the office lease. We had all these salaries and payroll we had to be responsible for. So, all of a sudden, it's a lot of responsibility overnight to take eight plus people's livelihoods into account. We were losing money every month, right? We're looking at the burn. We knew we had to sell like crazy to just get out of the hole. Our reserves were not very high. We're talking about, we started this business with a few hundred thousand dollars, not any sort of big investment and no VC capital. So, it was all our money and very quickly needed to figure out, okay, how do we make this thing work?Chris Erwin:What were some of the early proof points where it was, okay, this thing is going to exist for more than just six months? What were some of those early wins? And, did you ever think about raising venture capital?James Creech:So, we sold like crazy in order to get to the break even point, and that was 100% of my time and energy in those early days. I think one of the biggest turning points was closing Awesomeness TV. So, I was working with a lot of your former friends and colleagues, Matt Levin, Parker Jones, Kelly Day, also worked a lot with Jen Robinson, the CTO. This was the first six figure deal that we closed as Paladin. I'm trying to remember if that's true. Maker Studios, I think also ended up being a six figure deal, but I think the original commitment was smaller. So, when I closed the Awesomeness deal, it was the biggest customer we'd ever signed. It was like, wow, we're a real business all of a sudden, that this huge venture backed company is going to make a bet on this small startup and offload a lot of its cost. Awesomeness was spending significant sums of money and engineering headcount on these processes at the time.Chris Erwin:Awesomeness spent a lot of money back in the day.James Creech:And, look, they were managing probably the largest network in the world at a certain point, 90,000 creators. We said, "We want to come in and make that easier for you." I think in many respects, we could. Jen Robinson and others saw the opportunity and believed in us and worked really closely with us to make that happen. But, that was absolutely a turning point of, okay, we're signing, as customers, some of the biggest players in the world. They're making this bet on us, and these are real contracts with real budget behind them. That was certainly a turning point.Chris Erwin:This is great to hear, considering the current macro-economy that we're going into, right? So, we are recording this podcast in the middle of May. We have faced, over the last quarter, the 1.4% decline in GDP in the US. I think there's a lot of signals of the global macro-economy slowing. Out of China, there's supply chain issues, rising interest rates, inflation. You name it. I say all of this, because companies are going to need to start thinking about ... I think access to venture capital is going to become a lot more challenging.Chris Erwin:So, what's the best form of capital? It's revenue, and it's having a business that works. So, you guys, that was your approach in 2016, which is, if we're going to finance this business, we're going to create a product that meets the market need, and we're going to sell it successfully. Then, so you closed some big deals like Awesomeness. So, that early validation must have been very rallying the team, and we got something here, right? So, it seems like that success continues for a bit. But, then there's a point in your business where you were telling me a pivot had to happen, right? So, kind of tell that journey from that founding. You have some initial success like the deal you just mentioned, and then what is happening until you realize something's got to change here?James Creech:So, first of all, I love putting it in context, because at the time, people would ask us, "Oh, are you venture backed, right?" As if that were a sign of stability, right? We would do info-sec evaluations through Disney, through Viacom for Awesomeness. People wanted to make sure we weren't going to go out of business tomorrow. I remember thinking to myself, yeah, I would tell people kind of jokingly, "Yeah, we raise money from our customers, and we call it revenue. We have this different model. We're bootstrapped. It's very unusual," and people got a kick out of that. But, to me, it was, okay, we got over the hump. Now, we're break even, profitable. We're reinvesting everything back into the business. So, we closed the deal. We hire another engineer. We hire a new salesperson. But, you had asked, did you ever entertain the idea of raising capital?James Creech:We did. Probably the most serious thought we had around it was we looked at potentially acquiring Epoxy. I don't know if you remember those guys back in the day. They had raised a significant sum. They were great entrepreneurs with a good idea that was probably just a few years ahead of their time, backed by some of the biggest VCs here in LA. I think they raised something like $8 million and just were having a tough time figuring out the business model. This was before people thought, well, can we get creators to pay for anything? And, I really liked Juan and Jason, and they introduced us to Mark Suster at Upfront. We spent a lot of time together, saying, "Does it make sense for Paladin to get an additional capital infusion and then acquire the Epoxy asset and turn it into an enterprise product?"James Creech:We figured we have relationships. We know how to sell this. For a variety of reasons, we decided not to proceed, and it's a shame. They ended up selling the business to someone else, but that was the most serious discussion we had around it. The business certainly changed significantly over the years, right? So, in those early days, we were primarily focused on helping multichannel networks and other digital businesses, so talent management companies and agencies, figure out how to manage digital talent. First, it was YouTube. Very quickly, it became a multi-platform world. So, it was Vine for a little bit, Instagram, Facebook, Twitter, et cetera. Then, you have things like Twitch come on the scene, and obviously later in our history, TikTok. So, the business was becoming much more multi-platform. The YouTube MCN business evolved significantly, right?James Creech:There were phases or stages to that business, but it became very clear that the 1.0 model of mass aggregation and monetizing off of the passive AdSense revenue was a bit of a dinosaur, and the new business model was focused on branded content and paid media and other incremental ways to build a business around the creative portfolios that these talent were were producing. So, we knew our business needed to change to keep up. The biggest signal was influencer marketing, right? If you looked at, well, how are creators making money, sure, they make millions of dollars a year in YouTube AdSense revenue, but there's this enormous opportunity from brands in branded content.James Creech:Then, of course later on, we'd see e-commerce, but at the time, we said, "Okay, we need to build tools to help our customers and ideal future customers support this activity. So, let's build better influencer identification and discovery tools. Let's build a much more robust CRM for not just agencies, but for brands. Let's think about creating sales materials, because people are spending so much time generating pitch decks, right?" I remember running influencer campaigns, and it was, okay, go ask the influencer for screenshots and put that into a PowerPoint presentation. Email it over to the client, and then they're going to ask for revisions.James Creech:You go back and forth, right? Why don't we just tap into the social APIs, pull all that data on demand, and create this robust real time reporting around the campaign, so that, A, you deliver better results, and B, you can actually monitor and optimize campaign performance in real time. So, that was really the direction that we started to go, was saying, "Okay, as much as we still want to support these customers and this opportunity, we're slightly modifying our strategy, and we're adjusting course to go pursue this influencer marketing opportunity, because it's brands and agencies figuring out how to work with creative talent in the digital economy."Chris Erwin:Got it. That was a big pivot that happened around what time, James?James Creech:Around 2018, 2019.Chris Erwin:And, so did that cause some real friction at your company? Did you have to rethink, hey, do we have the right team? Do we have the right sales strategy? Do we have the right relationships? Do we have to rethink how we're doing coverage? Do we need to build new products and services? And, do we have the right director of engineering to do that? So, what were some of those big key decisions that you had to work through as you pivoted the business?James Creech:Well, certainly, changing the identity and the branding of the business a bit, also the product offering, right? So, again, going back to need finding, what do the customers want? How do we build that out? It's easy to build something for one customer, but how do we build something for hundreds or thousands of customers? And, what is the right team composition that will help us to get there, right? It's classic innovator's dilemma of, well, we're still very dependent on these existing customers and their business needs. And, we want to continue to support that. But, at the same time, we need to be investing in this new direction. And, there were some hard conversations and hard decisions that came about from that, right? Some people on the team were very excited, made the transition easily. Other people said, "Maybe this is my stop on the train, and I'm going to get off and pursue other opportunities."James Creech:Other people were excited about the direction and couldn't make it work, or performance started to slip as we shifted strategy. So, you have to make some tough calls, but the team worked really hard through that time period to help us change course. It's not the most dramatic pivot in the world, but it certainly felt like a big shift at the time. It didn't happen overnight. We've got this North Star. We're going to move towards it over the course of 12, 24 months. And, I remember we got our entire team together in Poland. We've historically had a big operations center for engineering in Kraków. We brought the whole team in to Poland and said, "This is our vision. This is what we're going to build together." I think that was really energizing, to harness the energy of everyone and say, "We have this shared mission and objective. Here's why we believe it's going to drive business value, better opportunity." And, it wasn't easy, but certainly was the right choice to start to move in that direction.Chris Erwin:I like that a lot. We had a team reflection last week, and we're realizing that just having run an advisory business for five years that has gone through a rebranding and a transformation in the last couple years, as we're entering this new macro-economy and just also thinking about who are the clients we work with when we provide certain services? What feels great and is right in our wheelhouse, versus what feels like we're stretched or doing something different? And, there was a big kumbaya moment where we came together. To better service our clients in the industry, we need to really rethink things. It was some tough conversations, but when you just face it head on, and then you empower your team and be like, "You guys are all here for a reason. What are your ideas for how to fix this? And, how do we all rally behind that?"Chris Erwin:And, it was a very powerful moment. I'm saying that, because it feels like when you had this conversation with your engineering team in Poland, you have to face this stuff head on. There's certain people, like you said, this is their stop on the train, and they're going to get off. But, for those that it's the right fit, keep going forward. That's best for everybody. I particularly feel very reinvigorated after this conversation, and I see this incredible potential for success going forward. I have a much smaller business than what you have. Did you feel coming out of that, you're invigorated, you're excited? And, did you have that same feeling when you first founded Paladin of, we got this, we're going to crush this? There's no doubt in the world. Were you feeling that?James Creech:I wish I could say yes, but I don't think so. Founding a business and running a business is an emotional journey. I'm so privileged to have two amazing co-founders, because sometimes you have a bad day, or you lose sight of what you're building towards. They can help lift you up, and vice versa. But, there were some tough times around 2018, 2019, where we were making this change, because the environment, the business conditions around us had changed. We realized we needed to do something to continue to grow and to survive. Again, I started the business with youthful idealism and ambition. Sometimes, we set really high goals for ourselves, and we don't always live up to them. I'm still very proud of what we built and how we had done it, but it's easy to move the goal post on yourself.James Creech:So, looking at that time in our journey, I remember we were committed to figuring it out and moving forward. But, I have to tell you honestly, there were some very tough times in those years of ... Are we doing the right thing? Are we making the right choice? And, are we going to get through it? Because, it was really challenging. Once it started to work, absolutely, it felt amazing, right? Things really started to click in 2020, and I had more passion and enthusiasm for the business than I had back in 2016. It re-lit this fire in us of, okay, we got through the hard work, the two years of making this change. We see where it's going. We're rebuilding in this new direction, and it's fun. We're hitting our stride. Everything's growing really quickly. We're bringing on new customers, new team members. We're winning, and that's the exciting part. But, in the slog of making that transition, it wasn't always fun. That's for sure.Chris Erwin:I hear that, but I think you're right. There's just something as an entrepreneur and a founder and a CEO. You have to trust your gut. Are we having fun? Does this feel right? You can have all the KPI dashboards in the world and follow all the numbers, but there's just some intuition that's really important. As I reflect in my career, there's moments where I can specifically say I felt differently about a business decision, and I didn't listen to my gut, and it was a major miss. So, as a business owner, now I'm listening to my gut more. I want to be a database decision maker, but I think instincts are very, very valuable when you have to pivot and move quickly and also really energize your team. I hear that.James Creech:You need both.Chris Erwin:You end up selling the company to Brandwatch, which I think was just announced over the past month. So, I'm curious to hear the story to exit right after this success, the 2019 pivot to now. How did you end up selling to Brandwatch?James Creech:We were evaluating, what is the next step for us in 2021? As I mentioned, the business started to really hit its stride in 2020. We were looking around at the overall market landscape, and look, influencer marketing is a crowded, competitive space. It's great. It keeps us sharp, but we realized if we want to continue to grow and compete in this space, then we need to either raise money and start to double down on sales and marketing or execute on a broader roll up strategy. Or, we can find someone who shares our vision and our passion for this category, but has more resources and can help accelerate our growth, right? So, the calculus for us at the time was ... You look at our well known, well funded competitors. Do we go out and raise money? It's certainly a path. That's an option.James Creech:Paladin had customers in over 35 countries, across five or six continents. So, we were competing against different people in Germany, than we were in Singapore, than we were in Dubai. So, it was different by market, but we recognized that, okay, we need to raise capital to help accelerate, or we need to find an exit. So, thinking about the fundraising process, as I mentioned, we're bootstrapped. A lot of us had good, favorable positions on the cap table. If we raise money, you dilute the ownership, and you kick out the goal post, I don't know, two plus years, let's say. And, the other thing I was cognizant of is, well, it seems to be this interesting moment in time where things are happening at such a rate, people want to get into this space. It's probably the right time for us to find a partner. We had had a lot of inbound interest, so we said, "Let's test the waters and see what the reception is. If we don't find anyone we like, we can always fall back on our current plan of just keep growing, or we can look at the fundraising alternative."Chris Erwin:So, you were getting inbounds from companies that were interested in kicking the tires around you potentially in an acquisition?James Creech:Yeah. We have throughout the history of the business, but it became especially acute interest in, let's say Q1, Q2 of 2021. So, I reached out to my banker friend, Jason Rapp at Whisper and said, "It seems like there's some interest here. We should probably run a process. How should we handle these conversations?" So, he came on to help us with that, very quickly had some phenomenal conversations with great people that I think saw what we were building and wanted to help add fuel to the fire. But, I was fortunate to meet Giles Palmer, the original founder of Brandwatch, who now works at Cision, the parent company. We just hit it off. He said, "Can you spend some time with our product team?" We met the product and engineering team. It was like magic from the first call.James Creech:They loved the product. They saw what we were doing. It fit very neatly into their thesis and what Brandwatch has been building in and around consumer intelligence and being a leader in social listening. They have been merging with Falcon.io, which is an amazing social media management tool. Influencer marketing was very clearly just the third leg of the stool. So, we got excited about that. They said, "Hey, can we talk tomorrow? Can we talk Monday after that?" And, very quickly, it escalated where they made an offer, and it was the right offer and the right time. We said, "Yeah, let's go into diligence." So, we ran diligence over the holidays. So, I was at Christmas with my family, Christmas 2021, hanging out with family during the day, and then working until about 3:00 AM every night, because A, I had a lot of work to do.James Creech:And, B, I had these colleagues in Europe who were also burning the midnight oil on their holidays. So, going through all of DD, and then we kind of finished that in early to mid-February. At the same time, we were running a parallel path on the purchase agreement documents with legal, reached an agreement on that in end of February. Then, we had to do a 30 day hold for DOJ approvals, announced in March, and then finally closed the acquisition at end of March. So, long process, but a lot of learnings and an exhilarating outcome. So, it's been amazing to see it all the way through.Chris Erwin:Wow.James Creech:It is such a process, right? It's probably the hardest thing I've ever done. People tell at the end, "Oh, congratulations. We're so excited for you." And, that's amazing, right? You experience all the emotions of joy, excitement, elation, but at the same time, strangely, at least I also experienced this feeling of loss, which I think is natural. It's kind of closing of one chapter and beginning of another, where you're saying goodbye to this thing that you've built and you've poured so much of your energy and time and money and everything else into. It's like a kid maybe growing up and going to college.James Creech:It's exciting. It's the next evolution, but it's also saying goodbye to the thing that I knew in its past form. Then, honestly, there's this just overwhelming sense of relief, because a lot of it feels like deliverables and juggling so many plates and keeping everyone happy. Every different constituency has something else they want from this outcome. So, if you're able to get to a point where everyone's satisfied, or as much as you can, you just get it done. It's this amazing feeling of, whew, right? We did it, and that relief is also very comforting and satisfying, I suppose.Chris Erwin:One last quick question before we get into rapid fire is, what's next for James? You're going to stay on at Brandwatch for a while. Are you going to go start your next company? What are you thinking?James Creech:So, I have come on to Brandwatch as the SVP of influencer strategy. So, I get to work with the global leadership team to help think through how do we inject influencer and creator economy strategy into the entire business, which is so exciting, right? I've spent too much time and energy on this to walk away for now, so I'm very excited to be in this new phase of the business, doubling down on what we've built, adding more resources, combining that with the amazing product suite that Brandwatch has. So, I'm still all in, excited about what we're doing. As you mentioned earlier, I'm still involved in a lot of advisory engagements, and it's fun for me to get to give back and support other early stage entrepreneurs. So, still a big passion for me and something I make time for, but in terms of my day to day focus, yeah, it's 100% all in on Brandwatch.Chris Erwin:Before rapid fire, James, I just want to give you some kudos. I have known you for a while in the industry. I think our LinkedIn posts have crossed paths for at least over five to seven years. I think our relationship, we've gotten to know one another better, I think over the past couple. I was on your podcast. Now, you're on mine. I think there could be a fun future ahead where we collaborate on different things. That's a separate convo, but I just want to say, as I've gotten to know you, learning about just how thoughtful that you've been in building your business, how thoughtful, how you are in building for the creator economy, I think one of the things that got me excited when I entered the whole YouTube MCN space back in 2012 was this positive sum mindset.Chris Erwin:We can all grow together. There's incredible opportunity. I think that you embody that feeling incredibly well. You just put out a lot of positive, good juju into the world. You're very supportive of so many people. I think it has a really big impact, and I think it's a great inspiration for so many others. So, massive kudos, and I hear you on this notion of loss, loss and relief. You had this baby. You took a huge bet on it. It's worked out incredibly well for you and your team and your co-founders, but James, you're a young guy with a very bright future ahead. You have many, many more exciting wins that lie ahead in your future. Just have faith and the trust that we are lucky that you have the time to go and do that work.James Creech:Well, thank you. Thank you for all of that. It's very kind. I'm flattered, and I've felt for a long time that you and I are maybe kindred spirits in a sense, right? Oh, I've got to spend more time with this Chris guy, because you're very obviously very intelligent, well connected, thoughtful in the content that you share, the communities that you curate through your events and dinner series, and things like that. Also, I just think we have a lot of personal interests, like your real estate investing and everything else. So, any chance, any excuse I have to get more Chris Erwin in my life, I will take it. So, just putting that out there, because very much excited about that. And, one other note, maybe just to kind of close things out is, as I mentioned, started the business in my mid-20s. I'm now in my early 30s.James Creech:As you go through this process, I think the most impactful thing that I've learned is recasting what defines success. For a lot of peop

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Your 18 month old doesn't really need to be able to navigate a tablet...but your 18 year old does actually need to be able to navigate a computer pretty efficiently. In this episode, we'll talk about tech skills that actually make a difference, and which ones are pretty much a waste of time.  We are so glad you're here! At Be a Problem Solver Services, our goal is to help parents raise decent humans in a digital world. Need more help addressing social media use, teenage transitions, or essential workplace skills with your child? Check out our online services here: https://bit.ly/3jLJHak Be a Problem Solver Services are Kate (M.Ed., CCC-SLP) and Cory (Ph.D., LCMHC, NCC) - a wife speech pathologist and husband mental mental health counselor who focus on bringing you information about social skill development and character building. We both practice independently, and then come together to collaborate on important social skills issues that we hear from our clients over and over again!

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Čo všetko ovplyvňuje rozhodnutie centrálnych bankárov v Bruseli? Ako sa máme pripraviť na splácanie hypotéky? Akú výšku úrokov predpokladáme v najbližších rokoch? Záporná úroková miera na bežných účtoch, je to možné? Môže dnešná miera inflácie ostať bežnou súčasťou života? Čo sú to tie zlé peniaze podľa Juraja Karpiša? Digitálne euro, na čo nám to vlastne bude? Na tieto otázky sa bude snažiť odpovedať pán Juraj Karpiš, slovenský odborník na témy monetárnej politiky a správanie sa peňazí v ekonomike. V inštitúte INESS zastáva úlohu analytika, ktorý sa venuje zdravotníctvu, monetárnej politike a euru. Ak by ste sa ale chceli dozvedieť viac o Jurajovi Karpišovi môžete sa prihlásiť na odber jeho newsletteru Zlé peniaze, dobrý život. Svet je naozaj zložitý a všetko so všetkým súvisí. Preto sme sa v dnešnom podcaste pozreli na základnú stavebnú jednotku ekonomiky a tou je úrok. Priblížili sme si dopad zmeny úrokovej sadzby na bežných ľudí a vysvetlili sme si princípy zadlžovania sa štátov a jednotlivcov. Novinka v podobe digitálneho eura alebo juanu nemohla chýbať ani v našom podcaste. Priblížili sme si prečo centrálne banky zavádzajú digitálne meny a ich dopad na nás ľudí. Epizódu moderujú Zuzana Repková a Jakub Čižnár. Mail: podcast@klubinvestoru.com FB: https://www.facebook.com/klubinvestorovba/ LI: https://www.linkedin.com/company/klubinvestoru/ IG: https://www.instagram.com/ki_bratislava/ TW: https://www.twitter.com/klubinvestoru YT: https://www.youtube.com/channel/UCOm7ceRVGPXVkDJ-WUSW8xA

Join us to walk through of a visualization exercise to help Cory plan an activity (taking our kids to the pool)!  We are so glad you're here! At Be a Problem Solver Services, our goal is to help parents raise decent humans in a digital world. Need more help addressing social media use, teenage transitions, or essential workplace skills with your child? Check out our online services here: https://beaproblemsolverservices.vipmembervault.com/ Be a Problem Solver Services are Kate (M.Ed., CCC-SLP) and Cory (Ph.D., LCMHC, NCC) - a wife speech pathologist and husband mental mental health counselor who focus on bringing you information about social skill development and character building. We both practice independently, and then come together to collaborate on important social skills issues that we hear from our clients over and over again!

Whatnot, a livestream commerce marketplace for authenticated resale (like trading cards), just raised a $50 million Series B. We explain the origins of China's $170+ billion livestream selling market, the rapid growth of the $15 billion sports memorabilia / collectibles market, and whether the future US winners will be the large tech incumbents or upstarts like NTWRK, Newness, and Whatnot, who focus on niche vertical communities.Subscribe to our newsletter. We explore the intersection of media, technology, and commerce: sign-up linkLearn more about our market research and executive advisory: RockWater websiteEmail us: rounduppod@wearerockwater.com---EPISODE TRANSCRIPT:Chris Erwin:So Andrew, did you see the recent $50 million capital raise for Whatnot?Andrew Cohen:Yeah, no. It feels like post-COVID 2020 to 2021. We've been hearing a ton about the explosion of livestream shopping and a ton about the explosion of the collectibles market. So makes sense that these worlds will be colliding sooner or later.Chris Erwin:Hundred percent. Whatnot is a livestream commerce platform, and they are particularly looking to grow in sports cars and memorabilia. Little bit more detail on the company, they just raised $20 million in March of this year, building off of another $4 million raise in December. And so the recent round was led by the Y Combinator Continuity fund and then Andreessen led the prior round in March. So a little bit of backstory here is that Whatnot was originally just going to be a GOAT or StockX tight marketplace with static images for authenticated resale but they then saw growth in livestream sales, so significant that the CEO said, "We're now 95% focused on a livestream commerce company." And they also saw the explosion, particularly in trading cards as past January. We'll get to that.Chris Erwin:So just thinking about how they're going to use their funds, we know from the Series A announcement that they wanted to expand into over a hundred different verticals based on what the CEO said, "Outside of their core Pokemon and sports trading cards and going into natural extensions like comic books, vintage hardware, video games, and more." Likely to Series B is focused on continued category expansion and hiring and rapid user growth. Now, like the context here, like you said, that we've seen a lot of seed and Series A raises in the first half of this year for livestream commerce. And just have to note like literally just this morning, it was announced that Depop, which is a Gen Z fashion resale marketplace just sold the Etsy for 1.6 billion. So when you're talking about like used and resold goods, definitely very relevant data point. But I think it's time to take a step back and talk about what overall is livestream commerce and what activity are we seeing?Andrew Cohen:Very good question. So livestream shopping if you're unfamiliar, very much like what it sounds like, it's essentially QVC meets Twitch. Bloomberg described it, I like this as, "Part variety show, part infomercial, part group chat." And the reason we've been hearing about it so much this year is because it is absolutely blowing up in China. So in 2020 alone, there were over 500 million livestream shoppers in China spending over 170 billion on livestream shopping platforms, which is up nearly 500% since 2018. And over the next three years, we're excited to see another 500 billion transactions happening on livestream shopping platforms in China. So these livestream shopping events are led by what's called KOLs or key opinion leaders, which is essentially the Chinese version of an influencer. Unlike even our biggest influencers here, they really hold outsize power, influence, and reach. Think Kylie Jenner meets Taylor Swift meets LeBron James.Andrew Cohen:So for example, Viya who is probably the top livestream commerce influencer in China on Alibaba Singles' Day, which is basically their version of Prime Day, had a livestream shopping event that reached 37 million live viewers in a single stream, which is larger than the audience for the finale of Game of Thrones or for Sunday Night Football. And that stream generated over $425 million in sales in just a few hours. So it's crazy. We saw these numbers and we were thinking to ourselves, we had the double check and it was unbelievable. We're thinking, "How come people aren't doing this in the US?" It makes perfect sense, but it appears we weren't the only one thinking that way because right, Chris, we've seen tons and tons since then of new American players in this space, try to get involved to replicate what they're seeing in the Chinese market.Chris Erwin:Yeah. I remember that moment, like a year and a half ago and I was like, "Hey guys, you're sharing these growth numbers with me." I was like, "Why are not more people talking about it?" But those conversations have started to happen. Like you said, at a much more rapid clip. So we're seeing a lot more of the incumbent technology platforms launching livestream commerce. So think of Facebook and Instagram and TikTok, YouTube, Amazon, Twitch, they're all developing livestream shopping products. And there's been a lot of capital raises by these upstarts consider challenger brands like NTWRK, Popshop Live, NEWNESS, Maestro, TalkShop, and many others.Chris Erwin:We've actually tracked, I think over 30 different product launches and capital raises in the US over the past, I think, 18 months alone. And we have the livestream commerce tracker on our website. But then I think there's another angle here particular to Whatnot, which is about the rapid growth in sports memorabilia and collectibles market. And I think, particular to Whatnot, they noticed in January that when they opened up the site to sports card sellers, it immediately took over as a site's best-selling category and now accounts for millions of dollars of sales each month. And I think there's some broader market stats that you have on the memorabilia and collectibles market intro.Andrew Cohen:And what we're seeing from Whatnot is pretty consistent with what we're seeing from all of the major upstart livestream shopping platforms that have raised or launched this year or less. It's the idea of starting with a really niche-focused vertical for content and products and then expanding in the viable agencies from there. So we saw networks start with streetwear and then expand in the pop culture collectibles. Saw TalkShop start with books, and then expand into beauty and food. We're saying NEWNESS launch with beauty, and now it makes perfect sense as you're going to find a vertical to rally around to launch around. Definitely makes sense for Whatnot to pick the collectibles market, because like you said, it is exploding right now. It definitely blew up during quarantine.Andrew Cohen:I think some driving factors are at the sense of nostalgia, the idea of investing in fandoms and in passion categories, which we're seeing drive the success in NBA Top Shot. Right now in 2021, the market size for sports memorabilia alone is $15 billion. For example, we've seen Goldin Auctions as sports auction house, just raise money from churning after making a hundred million dollars in revenue in 2020, which is a 270% increase from where they're at in 2019. The collectibles market expands beyond just sports. For example, in 2020 eBay's Pokemon card revenues increased by over 570%. So definitely makes sense for Whatnot to kind of stake its claim to this vertical around collectibles sports memorabilia, because it's definitely a hot one right now.Chris Erwin:And I have to give a shout-out to Ben Grubbs of Next 10 Ventures. I think he did a newsletter a few months ago that had some of these eBay stats and Pokemon card stats. So thanks to him for sharing that. But Andrew, incredible numbers. So look, I want to talk about a question that we get asked often, which is who are going to be the livestream commerce winners in the US? As we work to answer this question, we break it down into, well, we believe there's three types. There's the content and commerce native incumbents, and then there's also these hybrid upstart platforms. So we think of the content incumbents, like a Facebook or Instagram, TikToK that we think are going to really win big. Why? They have incredible audience reach, customers already go to them to discover and learn about products. They're extremely well-capitalized.Chris Erwin:And like we said earlier, they're already making big moves here. I think just over the past week, Facebook and Instagram, which already launched a shop products over the past few years, they now announce a new drop product that also has livestream integration. One of many, many moves, and we expect more to come in the future. Then you have the commerce native platforms think of Amazon, Walmart, and Nordstrom that they're all launching their own products. So Amazon has their new Amazon Live product. Walmart did a partnership with TikTok for a livestream commerce drop and Nordstrom launched their livestream selling network. I think we're going to start seeing more and more of the big retailers that are going to have livestream commerce capabilities as fast followers over the next one to two years. So the next category though, is these hybrids, right?Chris Erwin:That kind of joined the forces of content and commerce together from the beginning. And so these upstarts, the way that they can win, considering that they're much less capitalized was that they can start with and then take over certain verticals and niches. There's four ways to do that. One, customized experiences around core fans and community. Really catering to how people search, discover, talk about purchase and even return products. So think of unique moderation features that NEWNESS launched around beauty and even custom printed return labels.Chris Erwin:Second, interactivity and gamification, really making it fun. Think about team purchase, where you get discounts the more of your peers and friends buy a product and incentives for daily checking in the platform. These are things that we see do very well in China. Third, access to unique product and discounts that you really can't get anywhere else. And then four, just like what just happened with Whatnot, raise capital quickly and be part of the land grab, get that Series B money to acquire users at scale. But I think Andrew, you've been doing a little bit of research in the Chinese market. We have some surveys and doing some crater buyer journey analysis. Why don't you talk about that?Andrew Cohen:Definitely. Like we were saying, saw how huge the market was in China, and we just had to talk to the consumers themselves to see what it is about it that works so well. And you can break it down into its components of life from shopping. There's the livestream side, and there's the shopping side. On livestream, we're seeing really people love the gamification features to interactivity, live commenting, and live interaction with the host and the community is by far the most popular interactive feature that we saw from our survey, 50% said, it's their favorite. But also we've seen a ton around just like really unique, custom-built gamification features in China. Things like being able to have your own avatar or be like certain amount of engagement can unlock new discounts and team buying on Pinduoduo. Like you said, really innovative stuff that I'm excited to see unlocked here.Andrew Cohen:Then on the shopping side, we were actually kind of surprised to see ourselves, that it's almost more about the shopping element than it is the livestream element. So by far, the leading reason we've saw when we asked Chinese livestream shopping consumers, why they would tune into a livestream? Was number one, discounts, 38% said, discounts and number two, product exclusivity with 30%. So you have to be offering them either a product or a price that they can't get anywhere else, but in that moment, on that stream. This was reinforced when we asked, what the most popular blasting shopping platform is in China? Everyone said, Taobao. And the reason why? Again, it was access to discounts and access to an exclusive product selection. So as much fun as all of these really engaging interactive content features are, a lot of is going to come down to the ability to really provide an exclusive and special product offering and pricing experience. That could be somewhere where the commerce first platforms, like you said, like Amazon have a real leg up.Chris Erwin:So Andrew, as we're getting to the end of our time here. I think it raises one big final question, which is what is our predictions for livestream commerce based on Whatnot's massive Series B raised? And I think from my point of view, I think in the first half of 2021, in the end of 2020, we saw a lot of new entrance enter the space with seed and Series A races. I think going into the summer and the second half of this year, livestream commerce is validated. Investors and entrepreneurs are excited and they're going to be raising a lot of Series B capital, which is typically focused on user acquisition and rapid growth to really carve out their niche and fend off competition and grow at scale. Anything that you predict?Andrew Cohen:I think on the flip side, we're going to be seeing a lot more activity from the incumbent social and commerce flyers, continuing to build out their lives from shopping products. But I also think we're going to see a lot more investment capital flow into integrated solutions providers as we call them. As opposed to a destination platform like a Whatnot or a Popshop or NTWRK where people are going to a specific platform for this livestream shopping experience, I think because there's already so much traffic and activity happening on platforms like a Facebook or a YouTube. We're going to see investments in companies like a comment sold or a buy with or a live like that build out turnkey technology solutions that integrate into these existing live video streams to make it more interactive, gamified, shoppable, and tap into the existing audience behaviors rather than trying to shift them. But like that station platforms trying to do.Chris Erwin:I like it. So picks and shovels in a way?Andrew Cohen:Exactly.Chris Erwin:Okay. All right, Andrew, I think we're at time, till next time.Andrew Cohen:Later. 

The buzz: “Life can only be understood backwards; but it must be lived forwards.” (Søren Kierkegaard,1813-1855, Danish philosopher, theologian, poet, social critic, author) If you're hoping to gaze into a crystal ball to see what 2021 holds for your company, your industry and the world, we've got the next best thing. Live today, December 2, 2020, we'll focus on the Future of Digital Selling on Part 1 of our Annual Crystal Ball Predictions Special. The Special will continue on December 9, 16 plus January 6, 13 and 20, 2021, focusing on other topics. In total, we're bringing you insights from 60 thought leaders covering the exciting technologies, strategies, and trends that can help you grow and compete better in 2021 and beyond. Pour a cup of Joe, Earl, or Dom, and join us for Technology Revolution: The Future of Now – 2021 Crystal Ball Predictions – Part 1 live. Working together, let's make 2021 a great year!

The buzz: “Life can only be understood backwards; but it must be lived forwards.” (Søren Kierkegaard,1813-1855, Danish philosopher, theologian, poet, social critic, author) If you're hoping to gaze into a crystal ball to see what 2021 holds for your company, your industry and the world, we've got the next best thing. Live today, December 2, 2020, we'll focus on the Future of Digital Selling on Part 1 of our Annual Crystal Ball Predictions Special. The Special will continue on December 9, 16 plus January 6, 13 and 20, 2021, focusing on other topics. In total, we're bringing you insights from 60 thought leaders covering the exciting technologies, strategies, and trends that can help you grow and compete better in 2021 and beyond. Pour a cup of Joe, Earl, or Dom, and join us for Technology Revolution: The Future of Now – 2021 Crystal Ball Predictions – Part 1 live. Working together, let's make 2021 a great year!

The buzz: “Life can only be understood backwards; but it must be lived forwards.” (Søren Kierkegaard,1813-1855, Danish philosopher, theologian, poet, social critic, author) If you're hoping to gaze into a crystal ball to see what 2021 holds for your company, your industry and the world, we've got the next best thing. Live today, December 2, 2020, we'll focus on the Future of Digital Selling on Part 1 of our Annual Crystal Ball Predictions Special. The Special will continue on December 9, 16 plus January 6, 13 and 20, 2021, focusing on other topics. In total, we're bringing you insights from 60 thought leaders covering the exciting technologies, strategies, and trends that can help you grow and compete better in 2021 and beyond. Pour a cup of Joe, Earl, or Dom, and join us for Technology Revolution: The Future of Now – 2021 Crystal Ball Predictions – Part 1 live. Working together, let's make 2021 a great year!

The buzz: “Life can only be understood backwards; but it must be lived forwards.” (Søren Kierkegaard,1813-1855, Danish philosopher, theologian, poet, social critic, author) If you're hoping to gaze into a crystal ball to see what 2021 holds for your company, your industry and the world, we've got the next best thing. Live today, December 2, 2020, we'll focus on the Future of Digital Selling on Part 1 of our Annual Crystal Ball Predictions Special. The Special will continue on December 9, 16 plus January 6, 13 and 20, 2021, focusing on other topics. In total, we're bringing you insights from 60 thought leaders covering the exciting technologies, strategies, and trends that can help you grow and compete better in 2021 and beyond. Pour a cup of Joe, Earl, or Dom, and join us for Technology Revolution: The Future of Now – 2021 Crystal Ball Predictions – Part 1 live. Working together, let's make 2021 a great year!

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The buzz: “Pleasure in the job puts perfection in the work” (Aristotle). Coffee Break with Game-Changers Radio was invited to broadcast live from SAPPHIRE NOW 2017. Our assignment: ask SAP partners, customers and executives what's keeping today's C-Suite awake at night – and what makes them excited to go to work. Today we're bringing you six “excited” answers: New World of Cognitive Robotic Process Automation (IBM & Mondi); Innovation and Agility: Accenture Liquid Studio (Accenture & SAP); Technology for Humanitarian Good: Addressing the Refugee Crisis (Deloitte & SAP); Blockchain Driving Next Gen Supply Chain (HCL & SAP); Incentives, Rebates and Complex Partner Programs for Digital Transformation (Vistex); Surviving Your Digital Transformation Journey: Business Partnerships (SAP). If you missed the “awake” sessions, click www.voiceamerica.com/episode/99250/c-suite-insights-from-sapphire-now-2017-part-1. Join us for C-Suite Insights from SAPPHIRE NOW 2017 – Part 2.

The buzz: “Pleasure in the job puts perfection in the work” (Aristotle). Coffee Break with Game-Changers Radio was invited to broadcast live from SAPPHIRE NOW 2017. Our assignment: ask SAP partners, customers and executives what's keeping today's C-Suite awake at night – and what makes them excited to go to work. Today we're bringing you six “excited” answers: New World of Cognitive Robotic Process Automation (IBM & Mondi); Innovation and Agility: Accenture Liquid Studio (Accenture & SAP); Technology for Humanitarian Good: Addressing the Refugee Crisis (Deloitte & SAP); Blockchain Driving Next Gen Supply Chain (HCL & SAP); Incentives, Rebates and Complex Partner Programs for Digital Transformation (Vistex); Surviving Your Digital Transformation Journey: Business Partnerships (SAP). If you missed the “awake” sessions, click www.voiceamerica.com/episode/99250/c-suite-insights-from-sapphire-now-2017-part-1. Join us for C-Suite Insights from SAPPHIRE NOW 2017 – Part 2.

The buzz: “I made over 40 Westerns. I used to lie awake nights trying to think up new ways of getting on and off a horse” (William Wyler). Coffee Break with Game-Changers Radio was invited to broadcast live from SAPPHIRE NOW 2017 in Orlando [May 16-18). Our assignment: ask SAP partners, customers and executives what's keeping today's C-Suite awake at night – and what makes them excited to go to work each day. Today we're bringing you six “awake” answers: Enterprise Tax Challenges in the Digital Economy: Look to the Cloud (Vertex & SAP). Golf Industry and Technology: Hole in One! (Callaway Golf & SAP). Turn Your Business into An Intelligent Enterprise (Capgemini & MindTouch). E-Signatures: Streamlining Document Processes (DocuSign & SAP). A Stitch in Time: From Industrial Revolution Business to 21st Century (Coats). Reaching the Digital Summit with SOLEX (SAP's Tom Roberts). On May 31, we'll cover the “excited” answers. Join us for C-Suite Insights from SAPPHIRE NOW 2017 – Part 1.

The buzz: “I made over 40 Westerns. I used to lie awake nights trying to think up new ways of getting on and off a horse” (William Wyler). Coffee Break with Game-Changers Radio was invited to broadcast live from SAPPHIRE NOW 2017 in Orlando [May 16-18). Our assignment: ask SAP partners, customers and executives what's keeping today's C-Suite awake at night – and what makes them excited to go to work each day. Today we're bringing you six “awake” answers: Enterprise Tax Challenges in the Digital Economy: Look to the Cloud (Vertex & SAP). Golf Industry and Technology: Hole in One! (Callaway Golf & SAP). Turn Your Business into An Intelligent Enterprise (Capgemini & MindTouch). E-Signatures: Streamlining Document Processes (DocuSign & SAP). A Stitch in Time: From Industrial Revolution Business to 21st Century (Coats). Reaching the Digital Summit with SOLEX (SAP's Tom Roberts). On May 31, we'll cover the “excited” answers. Join us for C-Suite Insights from SAPPHIRE NOW 2017 – Part 1.

Welcome to Episode 201 of the Stress Factor Podcast. We've got a massive new guest mix for you from DJ Steam from Knoxville, Tennessee. This one is packed full of dark and hard neurofunk drum and bass to get you ready for Halloween! We really hope you enjoy the mix! Run time is 72 minutes long, 36 tracks, 320kbps mp3 download, and 165 MB size. Tracklist 01. Dr. Steam and Erex - Animal Side (Intro) [Ruckus Ent. Records] 02. Krocs - Dominator [Close 2 Death] 03. Evol Intent - Scavenger�s Paradize [Evol Intent Records] 04. Mindscape , Optiv and BTK - Ruthless [Dutty Audio] 05. Proton Kid - Planets [Kinetic Records] 06. Noisia, Hybris and Mefjus - Clusterfunk [Vision] 07. Klone - Oblivion [Mindtech Records] 08. S.P.Y. - Leave Me Alone [Nest] 09. NC-17 and The Voss (Johnny Redux) [Real Playaz] 10. Emperor - Passed Up [Critical Music] 11. Taxman - Creepshow [Playaz] 12. Task Horizon and Forbidden Society - Meltdown (Task Horizon Doomsday Edit) [Forbidden Society Records] 13. L33 NC-17 and The Voss - Show and Tell [Real Playaz] 14. Maztek and Grotesque - Straight to Bad (Maztek VIP) [Icarus Audio] 15. Picota and Kumbh - Child Mind [Sinuous Records] 16. Entita - Otherside [Authentic Music] 17. L 33 - Chain Reaction [Lifted Music] 18. Madmatic - Prime Evil [Third Eye] 19. Nais - Paranoia [The EDM Network] 20. A-Cray - You Don�t [Authentic Music] 21. Current Value - Cotton Punch [Invisible Records] 22. Modestep - Machines (Mefjus Remix) [Max Records] 23. Noisia and The Upbeats - Dead Limit [Vision] 24. Hybris - Kidney Punch [Invisible Records] 25. Aeph - Fall For You Feat. Tasha Baxter [Lifted Music] 26. Vince Grain - Millers Theme (Feat. Mc Kyptomedic) (Rune and Kaiza Remix) [In Deep Music] 27. Noisia, Hybris and Mefjus - Reptilians [Vision] 28. BassBrothers - Spiders [Playaz] 29. Low5 and S.E.B. - Don�t Talk the Talk [Disturbed] 30. Exfeed and Project 71 - Gates of Insanity (Sub Daymon Remix) [Greypost Audio] 31. Pish Posh - Dark Fall [Higher Level Industries] 32. Randall and Dj Vapor - Angels Warning (C.A.B.L.E. Remix) [MAC 2 Digita] 33. None Decay - Last Midnight [AotumAte] 34. DRS - Blackhearted (Feat. Lynx) [Soul:R] 35. Octane and DLR - Weird Science [Dispatch Records] 36. Ice Cube - It was a Good Day [Priority Records]