Podcasts about Moment Factory

This week: Industry Mourns Sudden Passing of Edward Terebus of Erebus Haunted Attraction; Fallout Comes to Halloween Horror Nighte; GUIDE to Halloween Horror Night Tickets; Ghost Boat Collaborates with Moment Factory; Haunt Shirts Announces Closure; Midwest Haunters Convention Returns June 5th - 7th, 2026. Read the stories here.

Ugo and Léo reveal how they turned their youthful skateboard years into a (two time winning) design studio of the year. Hear about the Montreal design scene, the FORUM festival they launched, and getting inked. ABOUT OUR GUESTS:Léo Breton-Allaire and Ugo Varin Lachapelle are Partners & Creative Directors at Caserne.Léo is partner and creative director at Caserne. His role involves guiding teams and clients through identity-focused and applied design exercises. He has actively contributed to shaping brands both locally and internationally, including the Canadian Council for Refugees (CCR), Moment Factory, the Montreal Museum of Fine Arts (MBAM), the Montreal Museum of Contemporary Art (MAC), Adisq, Orage, 2K Games, and many others. Over the past 12 years, his work has earned more than a hundred and fifty awards in various national and international competitions, including Art Directors Club, Type Directors Club, Dieline, Communication Arts, Advertising and Design Club of Canada, Applied Arts, and Idéa. Léo has participated in design workshops and conferences, such as Adobe Live in San Francisco, RDV Design and The Open House. In 2022, he chaired the design jury for Idéa Awards and co-founded Forum, an annual event dedicated to graphic design, featuring renowned international speakers such as Mirko Borsche, Elizabeth Goodspeed, and Andrea A. Trabucco Campos. In 2023 and 2024, Caserne was named ADCC Design Studio of the Year two years in a row, further solidifying its reputation for excellence in design. In 2024, Léo's profile was selected for Parcours, an exhibition celebrating the 50th anniversary of the UQAM School of Design, which highlighted 50 graduates from the school since its founding in 1974. That same year, Léo was honored with the TDC Ascenders Award by The One Show in New York. The award recognizes emerging talent, with winners joining the prestigious and exclusive Type Directors Club—an esteemed community of creatives at the pinnacle of their craft.Ugo is a passionate designer with an unwavering commitment to crafting at scale. He stands out for his strong design expertise and unwavering commitment to excellence. He co-founded Caserne in 2012 and now leads the studio alongside Léo Breton-Allaire and Sébastien Paradis. He has served on numerous design competition juries and has won over a hundred awards for his work. He is also the co-founder of FORUM, a design event. Held annually in Montreal, it brings together designers and artists on a mission to network, educate, and create. ADCC Created is brought to you by The Advertising & Design Club of Canada, hosted by Lyranda Martin Evans (Fellow Human), with music and studio care of Grayson Music. Follow us on Instagram @theadccEmail us at created@theadcc.ca

If you've been to the newly revamped Changi Airport Terminal 2, you've would've noticed this landmark feature located at the heart of the departure hall.  Does an immersive digital waterfall ring a bell? Called The Wonderfall, the 14-metre tall digital waterfall is a piece of digital art and is said to be the result of a highly creative and technical challenge.  The LED wall, for one thing, is made up of close to 900 flat and flexi-curve tiles, which blends seamlessly with the vertical green wall and the facade of the airport terminal. Along with piano music and sounds of the waterfall rush, the Wonderfall was quite the spectacle.  But ever wondered who are the ones behind such digital entertainment experiences combining video, lighting, sounds and special effects? Well, that's exactly who we're going to talk to for today. Founded in 2001, our guest Moment Factory is a multimedia entertainment studio that specialises in the conception and production of immersive environments for its customers in public spaces. The Montreal-headquartered firm has a geographical presence in major cities such as Paris, Tokyo, New York and Singapore. It serves some of the world's largest companies such as Microsoft, Billie Eilish, Changi Airport, the NFL, Madonna, the City of Barcelona, Sony and cruise operator Royal Caribbean, and is behind some of the most notable installations like Las Vegas Sphere.  But how would the firm define its value proposition given such a diverse customer base? Meanwhile, Grand View Research estimates the global immersive entertainment market to grow at a CAGR of 24.6% from 2024 to 2030 to reach US$426.77 billion by 2030. But where does digital immersive experience fit within the market, and what will be the key drivers of growth for Moment Factory? On Under the Radar, The Evening Runway's finance presenter Chua Tian Tian posed these questions to Danny Tan, Singapore-based Managing Producer, Moment Factory.See omnystudio.com/listener for privacy information.

Kenny and Mark bust out the pom-poms for a LIVE show at the Francis Kite Club in Alphabet City to discuss the first single and so much more from MDNA. Topics include cheerleading, female collaborators, garage rock, bananas, ZZ Top, Burgundy wine, Martin Solveig, Michael Tordjman, Bob Costas, mascots, Megaforce, trench coats and baby carriages, THE SUPER BOWL HALFTIME PERFORMANCE, Midwestern farm hands, the NY Giants and the New England Patriots, Kelly Clarkson, LMFAO, CeeLo Green and the ultimate version of “Like a Prayer”, slack lining, the brilliant Moment Factory collaboration, and setting up a stage in under eight minutes. Plus, an appreciation of the star power of Nicki Minaj and Kenny deep dives into the fascinating and complicated M.I.A. Special thanks to the fabulous staff at Francis Kite Club, our Special Guest Sadonna, and all of the beautiful listeners, friends, and family who came out on a rainy night to celebrate the show with us. See you in two weeks!

Dive into the latest AVWeek episode where host Tim Albright and guests explore latest updates shaping the commercial AV landscape! Discover the current state of hybrid learning in educational institutions post-pandemic, including insights on classroom technology and the future of AV-enabled classrooms in higher education. Get an inside look at how Crestron's cutting-edge technology transformed the New York Giants' draft room into a fully immersive football and business operations hub, leveraging Crestron control solutions and DigitalMediaTM to streamline operations. Then, step into the immersive world of soccer legend Lionel Messi with the new experiential AV in Miami, produced by Primo Entertainment and Moment Factory. Explore nine interactive zones tracing Messi's journey from childhood to World Cup glory, offering visitors a unique opportunity to engage with the superstar's life and career. Don't miss out how AV innovations are shaping the way we work from anywhere.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT When I first spoke with Jonathan Labbee about the grand-scale media facades and displays being produced by SACO Technologies, the Sphere in Las Vegas was just yet another over-the-top  thing rising up from the desert sands. Two years on, and a few months after the giant LED ball was first switched on, the Sphere is probably the most discussed and photographed digital display on the planet. So I was very happy that Labbee was willing to carve out some time to talk about some of the technical details behind the display side of that project, and more broadly what it has meant for the Montreal company, and for the concept of buildings as media facades and visual attractions. In this podcast, we get into some of the technical challenges and innovations associated with putting together both the attention-getting outside exosphere of the building, but also the mind-wobbling 9mm pitch curved display inside. We also talk about the larger business, and the opportunities and challenges of turning big structures into experiential digital displays. Subscribe from wherever you pick up new podcasts. TRANSCRIPT Jon, thanks for joining me. It's been a couple of years, but a lot has gone on with your company, and obviously, the big thing is its involvement in the Las Vegas Sphere.  I know we can't spend all of our time talking about that, nor do I want to, but I would imagine your company's work on that has kind of rocked the industry  Jonathan Labbee: It has, and thanks for having me back, Dave. The sphere has been an incredible journey for us. I think two years ago when we last spoke, we were just about to start on our part of the construction, and we successfully delivered that project, which is, I think there were a lot of people and projects that were in the waiting to see if something of this magnitude could be pulled off successfully and now that it has, it has awoken a new level of giant projects around the world. I'm gonna say mostly in the Middle East at this moment in time. Why is that? Is it just about money, or is it also about things like zoning controls and available space? Jonathan Labbee: Well, I mean, obviously, money and budget are always a concern, but I think when you get past the level of installing a giant television on the side of a building and where the building itself is a media medium, but the infrastructure to support that is so significant in your construction budget, I think this is one of the key aspects for these developers and these architects to understand if it could successfully be done.  Now from a zoning perspective, I think that a project like the Sphere is quite revealing in the sense of how much control you have over brightness and the type of and quality of the content and secures the knowledge that a responsible owner can display tasteful content in the environment that it's designed to be in. I know that there was a proposal to do a similar project in the east end of London and that doesn't seem to be going ahead, at least at the moment, and it struck me as one of the barriers to it was simply that you're putting up a very bright object within reasonably close proximity to residential and that's a challenge. Jonathan Labbee: Yeah, it is. I'm not a politician by any means, but I do think there's some politics there and also maybe some fear of new technology that could potentially be disruptive if used irresponsibly. Normally, people who spend this amount of money on a venue tend to have a very secure plan to fit within their environment. So what was done for the Sphere was custom. Could you relate what was done on the outside and then on the inside? The inside is particularly interesting to me because your company's pedigree is not so much on fine-pitch large displays other than for touring acts, which are not as fine a pitch. Jonathan Labbee: Well, yeah, so it's actually pretty interesting that this seems to be our persona; the reality is that most of our development is done on fine-pitch products. We just happen to have been doing quite a bit of low-res or wide-pitch products because we've been doing so many iconic buildings, it seems to be what we're known for.  But if you take, for example, a lot of the touring acts or some of the video screens that we did for Orlando airport, for example, those are 2 millimeters pixel pitch and all these types of things.  So if we go back to the Sphere, the exterior of the sphere, referred to as the exosphere, is made up of these pucks, I would say, that have 48 LEDs, and each one of these pucks is a pixel that is controllable for the client, and that's what gives you that beautiful imagery on the building, and it also has an aesthetic that the architects wanted and the client wanted, where it allows you to see through and see the base building through the exosphere. So, the performance criteria for the exterior was one thing, whereas the performance criteria for the interior were completely different. It needed to be audio transparent because if you go to the Sphere, there are absolutely no speakers or any kind of disruption, and on the media plane, everything is behind the screen. So it gives you a very pure environment.  The screen itself is nominal nine millimeters, but it is 16K x 16 K resolution, and because of the distance, everything just works when you're inside of that environment, you feel like you're wherever the artist or content creator decides that you're going to be. So, if you're on Mars or another part of the planet, you feel like you're there.  For the exosphere, because this had not really ever been done or certainly not done very often, was there an engineering thought process about how we make this work? Will it work? What are the sight lines, all that sort of stuff? Jonathan Labbee: Oh, yes. And as much as I want to take a lot of credit for this, it was definitely a collective effort. First of all, we're dealing with a very sophisticated client that has a lot of knowledge and capabilities, the same goes for the architects and all the other trades that were involved. So we had the opportunity to work with an expanded group of people that had a lot of knowledge and capability to visualize these types of things, and we have done mock up over mock up. So it's not just, oh, let's think about it and build it. It was:  Let's think about it. Let's prototype it. Let's prove it. Let's adapt to it. Let's modify it, and eventually through the process of iteration, you end up with something that is functional for that particular mission.  So, what was the big moment like? I think it was July of last year, or maybe a bit earlier when you first turned it on. Were their fingers crossed, or was it a big aha?  Jonathan Labbee: Well, I can tell you when the client first turned on that exosphere, I think it was like a huge wow moment for everybody, including ourselves, it was spectacular, and then when we had the chance of going to the opening for you to for the interior, which was, the end of September, that, I gotta tell you, was pretty emotional. I don't think that any one of us could have imagined what it would look like in its finished format.  Yeah, because you've done some grand scale indoor stuff for touring acts stadiums, and so on, which are pretty big ass screens, but nothing along these lines, right?  Jonathan Labbee: Nope, there is, actually, nothing on earth and in our industry that exists at this level of magnitude. And again, we've been working on this for 5 years, and we see it in sections, and we see the whole master plan. We see all this stuff on computer screens or in real life as mock-ups. But when you see the finished scale on the interior, it is mind-boggling.  How do you service something like that? Is this just like man lifts or lord knows what?  Jonathan Labbee: Well, the venue is obviously designed with service capability. I mean, at the end of the day, how do you eat an elephant? It is basically one bite at a time, and it's pretty much what this is. I mean, it's a lot of the same type of stuff. So everything is broken down into sections and if you have a problem, you need to go to service. If you want to go look at something, you have access to that section in a particular fashion, and then you have access to the screen, and you can do whatever you need to do. I'm curious as well about some of the meat potato stuff, like video servers.  How do you develop something that can control that many LED modules and make it all addressable? When you went to your technical partners on that, was it a big, “Oh, boy, how do we do that?” Or was it, " Okay, we know how we could do that?”  Jonathan Labbee: Yeah, I think, I think it was more of a “yeah, we know how we can do that because our video processors are scalable in nature.” They technically don't have a limit, but then again, it's not just our stuff that needs to function. It's everything up and down the chain. So, we control everything from the video processor to the video screen. But everything upstream from us also has to function, and Here Against Here Studios, or MSG, design and create their very own control room with all of the workflow to function. So, from beginning to end, they have full control over the quality of the signal. What about the creative?  I assume that producing this stuff requires a certain set of skills and experience, which is very helpful. Is it hard to do, or do you kind of get instructions on what to do, and then you make it happen?  Jonathan Labbee: Yeah, my understanding is that the Sphere studios put together some templating and also offers its own production services to clients to make producing content much easier. So people are not just thrown into the project. They're helped all along the way.  One of the things that impressed me about the project is the type of content that's showing up on there that I think I, like millions of other people never would have even thought of. Have you been surprised by it?  Jonathan Labbee: Yeah. I have to say those guys have done an incredible job of coming up with some very interesting and creative ways of making that sphere look amazing, and you really never get tired of looking at it. I mean it's populating my Instagram feed and probably everybody else's. It's just incredible what they're able to put on there, and I think that they've been very clever in getting collaborations from different types of artists and collaborators.  When I was through Las Vegas late last year, I made a point of walking all the way over to the Sphere. I wanted to see what it looked like up close, and I have an industry friend who did the same, and it's this weird sensation of, now I see how this works and what the technology looks like up close, but it was almost like, that's something you shouldn't do. You really need to see this from a distance.  Jonathan Labbee: Yeah, and it was designed to be seen from a distance, but I think that it's very interesting. I can't say that this was planned in this way, but I mean, obviously, we're looking for performance criteria. So we designed around that, and a certain aesthetic, and probably the architects have thought about this, but as you approach the building and you start seeing how things are put together, there's a sense of revelation that you get when you approach the building, and it becomes even more personable to you. I thought that was pretty interesting because I had a similar experience when I went there for the first time. So what has this spawned? Do you have commercial property developers coming to you, resort operators? Who seems most inspired by this?  Jonathan Labbee: Well, yeah, I would say that the Sphere certainly awoke a new level of clients and types of projects. We normally work with the architects, so the architects who represent the owners and the property developers are coming to us with more and more intricate and large projects, which is super fun because not only do we develop technology, but we've designed an entire workflow, and toolset in order to design and efficiently manufacture and install and run these types of projects. Yes, I mean, we're getting large resorts in the Middle East right now, which is in a big flux of change, especially in Saudi Arabia. So there are a lot of these giga projects or mega projects spawning all over the place, and we're getting a lot of inquiries on that side, which is great.  Are they serious?  Sometimes, you see these magic mega projects in other jurisdictions, and there's a lot of PR noise around it, but nothing ever happens. But I suspect because some of these are funded directly by the Saudi government through PIF or whatever, they're going to happen. Jonathan Labbee: Yeah, I think in the past, it was maybe a bit more true that there were kind of these big dreams, and then they would just never materialize, but I think things have changed a lot in the region, where projects are actually getting built. There seems to be a big sense of change in the entire region. Dubai and Abu Dhabi, and that part of the world, continue to be very strong for us as well. So we're lucky that we're already out there and have delivered successful anchor projects.  What is involved in doing these? Is this like a three or five-year project? Jonathan Labbee: I would say that normally this would have been a three year project. Obviously the pandemic happened, which no one had anticipated, which drove all sorts of additional complexities in time. But I would say that a project like this, I believe originally had like a three year type of timeframe, and any mega project would have roughly the same type of timeframe.  One of the things that's interesting to me is, as we were discussing before, that maybe people don't know the full scope of what your company does. I didn't realize you had off-the-shelf products that you manufacture and can order. I kind of assumed it was all custom, but there, there is stuff that you can just buy, right?  Jonathan Labbee: Yeah, absolutely. I mean, we have a whole suite of products that you can either utilize the way that they are or customize with brackets and carriers and these types of things. It is actually the bulk of our business, although we publicize more of the iconic type of projects simply because people like to hear about those.  Still, we do several hundred projects a year that are obviously much smaller and sometimes not as much talked about. Are those fixed projects or do they, or are they more about shipping out material that's going to be used by touring acts?  Jonathan Labbee: These are fixed projects. Although we do a lot of touring, we just launched Morgan Wallen last week with our new A5 series, which is an amazing product and show, but touring for us is, it's really great, obviously for recognition, but it's ALSO a fantastic place for us to try out new ideas. So it is really like an R&D lab, and that's why we continue to put so much effort into rental and touring.  We get to try out new ideas with clients who are willing to take chances and want to be the first, and then once you have something great, you refine it, and you make it more robust for permanent installation because, in a permanent installation, the criteria are quite different. You don't want to go up 1000 feet to change the light bulb, for example, right? That becomes very expensive. When I was on a tour, it lasted for a few hours. You can take it down. You could address things if you need to so there's a method to our madness, I would say. Is there linkage at all between, because you're a Montreal company, there's at least a couple of Montreal creative shops that have also done a lot of work with touring acts as well. Do those come together or are they kind of separate tracks and once in a while you bump into each other?  Jonathan Labbee: They are separate tracks, and oftentimes, we bump into each other. So, for example, when we did Orlando airport, the content designer for that was Gentilhomme who we know very well. We obviously have Moment Factory and a bunch of other creatives out here. So there's a really nice hub here, and we're all friends, by the way, so we all have lunch together and these types of things, because it's fun to talk about whatever we're working on. Going back to Sphere, the product that you developed particularly for the exosphere, is that something that you can turn around and productize, like turn into its own product that could, could be used, or is it really unique to that building?  Jonathan Labbee: It is unique to the building and has certain features specifically designed around its geometry. So, I think that those additional features would probably be lost if we were attempting to use it somewhere else, but in any case, it's not something that we would want to do with it. It has not only technological criteria but also aesthetic criteria that are unique to the Sphere. But the concept, though, of these pucks or discs of some kind that have LEDs embedded in them, I believe what you did at Burj Khalifa was kind of like sticks or something more.  Jonathan Labbee: Yeah, exactly. Burj Khalifa, because it was a linear approach, used a product that we call V-Stick that we customized for that particular building.  But if you take L.A. Stadium, for example, or SoFi Stadium, that has a puck format on the roof. There are, I think, about 35,000 of them, and you get a video image on the roof when you're flying above from LAX.  So anytime you've got curvature, a puck is probably going to be a lot easier to manage than a stick because you'd have to custom bend each of them, right? Jonathan Labbee: Yes, but it also depends on what the client is trying to achieve. So, if you take SoFi Stadium, they wanted to have an even spacing of the pixels, whereas Burj Khalifa had very different criteria. They were 30,000 pixels tall but only 72 pixels wide because we had to install them in between the windows. So, on the architectural things, each project kind of reveals itself in its architecture in terms of what product or what you should be designing to achieve their media.  When you work with architectural firms, do you have to invest some time at the front end with the architects, particularly on the engineering side of things, as opposed to the big vision side of things for them to understand what's possible and what's physics-defying?  Jonathan Labbee: I would say yes in the beginning, but we work with all of the major architect firms like Foster and Populous and those types, and the more and more projects that we do together, the more and more that we understand each other's criteria. Now, on our side, what we did to make sure that we could have ease in speaking with the architects, we have an entire architectural division within SACO. So we have a Spanish office that has seven architects, BIM integrators, computational programmers, and so on, which mimics the architects' workflow. So, not only do we work with them to show them what's possible, but we also work with them to design the technology within the architecture. Then, we are able to produce the drawings at their level, which they then incorporate into their drawing sets.  I'm guessing, I don't know the architecture business at all, but I'm guessing maybe a decade ago, there were one or two projects where people were thinking about architectural lighting of some kind, and it was this novel concept, and I'm wondering now if it's almost like a default concept for all flashy new buildings. Jonathan Labbee: Well, it is. If you want your building to stand out, you have to have some level of technology on it or some level of color or something because if not, you just fade into the background.  I guess I have come back to the whole idea of zoning that, I see skylines in China; it's just like the whole skyline; every building is lit up, and they're all animated, and they're all doing things, and I'm thinking, well, you can do that in China. I'm not sure you could do that in Long Island City in New York to face the Manhattan skyline with buildings doing that. Do you have to kind of factor that in? Jonathan Labbee: Oh, absolutely. I mean, actually, obviously anything governmental kind of tends to move at a slower pace. So we have built it into our workflow, and in the architect's workflow, let's say, the sensibility of making some tools and visualizations for the city zoning people and a perfect example of that would be F.C. Cincinnati, which we did with Populous. So F.C. Cincinnati is a soccer club, an MLS team, and the entire architecture of the building is like these fins that are kind of slanted and it gives like some level of static movement to the building, and our job was to animate those fins at night to give the nighttime identity. So we did an entire lighting study, and we have special filters built into the content so that, or into the content player, so that anywhere where it's facing residences, the light levels never exceed a certain amount.  We produced all of that, all of those studies with the architects, to present to the city on behalf of the client. What's the thinking around what level of, for lack of a more exotic description, razzle-dazzle is appropriate?  I'm thinking in Las Vegas, the Sphere makes perfect sense. That's on-brand for Las Vegas. I'm not sure that would make as much sense in, I don't know, San Francisco or Minneapolis or whatever and I have a lot of affection for much more subtle architectural lighting.  Jonathan Labbee: Yeah. But you have to think of the fact that Sphere is the extreme, right? It has a completely adaptive skin. So the skin, when there's no media on it, obviously, it's this dark surface, but the media at that point is designed for the environment. So, in Las Vegas, it's appropriate to have this very kind of flashy razzle-dazzle stuff.  But if you were doing something in San Francisco, the UK, or something like this, where you need it to be more subtle, the content would move maybe at a different speed and be produced in a different manner. Maybe it'll be more focused on lighting effects rather than full crazy commercials and that kind of thing. So, having adaptive skin is actually a really good thing in any environment because you can tailor it and adapt it as you move along. I'm assuming that it would be pretty difficult for more conventional LED display companies like the I don't need to rattle off the names, but the major manufacturers who put billboards up in Times Square and on the sides of stadiums, but it's not part of the architecture. It attaches to the architecture. It would be difficult for them to get into this because you've got a massive head start.  Jonathan Labbee: Yeah, I think it would be very difficult. I mean, also, there's a mindset that goes along with it. We don't choose the path of least resistance. I think the people that work here would get bored. But at the same time, you have to evolve over years, tool sets in order to accomplish these very difficult geometries because everything needs to support it from the back as well. You have to be able to do proper wiring diagrams and power layouts, and all this because it affects the entire architecture of that building, so we're doing it by choice, let's put it this way! I saw a post last week on LinkedIn about a company that's made a sphere, I don't know, 25 feet tall or something like that as a product. how do you react to those things?  Jonathan Labbee: Yeah, I guess I'll go with the analogy of trying to copy something is flattery. Again, it's not the first time that these types of things happened. Obviously, it's not on the same scale as the Sphere, but I mean, year after year, we see people trying to copy what we've done. Yeah, that can't be easy. I'm also curious about media facades and the use of LED within glass or applied to glass at some point. Are you being asked about doing that?  Jonathan Labbee: Yeah, so actually, many years ago, we actually designed some technology and actually have a patent for LEDs within glass, and we actually tried it out, and in concept, it sounds like a great idea, but in practice, it's not that great of an idea, as we found out, and what I mean by that is that there's a couple things:  First of all, if you need to replace something, you now need to pull the glass off of the building, which could affect the tenants inside. If it's a hotel, it's a hotel, you know what I mean? If it's an office building, it's an office building. You're not replacing the glass. But the other thing that it did is that it could have potentially put us in competition with some of our clients, which are the curtain wall manufacturers, and we work with all of them. So if we were to come up with our own glass product, and we were to try to go sell it, we're essentially either aligning ourselves with only one of them, or we're competing against all of them. So we had decided against that, but the serviceability of it was the bigger problem. Where are you at now in terms of headcount, where you're located, and everything else?  Jonathan Labbee: Yeah. So we're in Montreal still. We're just across the street from our old facility, which we were there for 35 years, and we're now in this beautiful 218,000-square-foot facility that we got into obviously with Sphere and other projects in mind, and we're 120 people strong, and when we're full project involved like with Sphere, we grew to about 380.  So we scale up, and we scale down depending on the projects, and we have arrangements with different companies for that and that's where we are now. Is it hard to be that elastic in terms of your workforce, given the challenges of hiring? Jonathan Labbee: Well, the pandemic certainly tested us. I mean, we've never had issues with it before, but the pandemic made it a bit more difficult. The way that we design our manufacturing and all of our testing—I mean, we have a lot of electronic aids and stuff like that—we, the core people that we have here, can be split up to become team leads. So, when we hire people, it's for the lower-skill positions. So it's easier. You have a bigger pool to choose from, and then after that, we scale back down when we don't need to do that anymore, and then our core workforce takes on all the responsibility.  So these could be logistics people who are just packing things up and so on? Jonathan Labbee: Correct. Exactly.  I assume you're NDA'd up the wazoo on a lot of projects, but are there ones that you can talk about that will be released in the next year or so?  Jonathan Labbee: So I can't really talk about them, but I can tell you that we're building a beautiful project in Spain after having an office there for, I don't know how many years, finally, we get to do a project in Spain and that's very exciting.  What part of Spain? Jonathan Labbee: In Valencia.  Oh, nice. Jonathan Labbee: So right near the sea and stuff like that. So I can't say what it is yet, but it's going to be beautiful, and as I mentioned, we literally just delivered Morgan Wallen last week and that's pretty exciting as well. What has the past couple of years meant for the company in terms of business? Has it just rocketed or is it just seen like a nice, healthy bump?  Jonathan Labbee: Well, I'm going to say it's going to be a controlled rocket because we, again, dealing with the pandemic is one thing and then supply chain and all that kind of stuff, but the other thing that we needed to be very disciplined about is to not take on too much work as to not affect the delivery of the Sphere, and that was on purpose, and we had spoken with our customers and our architects and stuff like that, and we were very selective in the projects that we took on during the big delivery of the Sphere. Thankfully, though, the pandemic did push a bunch of the projects into the future. So now those products are coming back to us, and we have a lot of bandwidth, and we're filling that up pretty fast.  I suspect as well that the simple fact that you've delivered this and it's got the global attention that it has certainly made your architecture partners and other potential customers very comfy that, yeah, you can do this! Jonathan Labbee: Oh, yes, absolutely. You know, and at the same time, we're not just a one-trick pony. We did deliver a very large project at Orlando airport at the same time and Delta the airfield at JFK and a bunch of other projects, the Rolling Stones and Lady Gaga and all those. So we continued doing everything kind of caused an undertow, but Sphere was a really big focus, and now that we've finished delivering Sphere, we're working on many other very exciting projects.  I'm sure there are lots of day-to-day headaches in terms of being the CEO of a technology company, but it sounds like you get some pretty fun road trips with all these touring acts and big venues. Jonathan Labbee: Yes, and you get to meet very interesting people and like-minded people, and you get to see behind the scenes, but look, it's a lot of work. There's no doubt about it. I mean, every day we're trying to do something different and do something new. So you're always kind of in that development mode, but when you see the results, and then you see the teams that you're building and the culture that you're building within the company, it makes you proud and makes it fun to be here.  Absolutely. Congratulations on the product or the project and on everything else that's going on with you! Jonathan Labbee: Well, thank you. Appreciate it.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT When Terminal C was opened at Orlando's sprawling main airport, I was intrigued from a distance by the experiential digital features integrated into the new space. They got my attention because they were genuinely interesting, but also because they were put together by a company completely unfamiliar to me - Gentilhomme, from Montreal. In the time since that project went live, and won numerous awards, Gentilhomme (which is French for Gentleman) has also delivered experiential work for Nashville's airport. And the team is in the middle of a job for Houston's airport, and another airport on the US east coast that's NDA'd for now. I've been trying to organize a podcast chat with founder Thibaut Duverneix for a while now, and we finally got it together recently. We spoke about signature projects, and the ideation and design process. But we also get into the background of the company, which has roots in things like rock band tours, and has some direct ties to a couple of very well-known Montreal companies that are also all about experience - Cirque du Soleil and Moment Factory. NOTE - This interview was recorded before ISE, where the company picked up an armload of trophies at the global Digital Signage Awards. Subscribe from wherever you pick up new podcasts. TRANSCRIPT Thibaut, thank you for joining me. You describe Gentilhomme as an Earth-based multimedia studio. What does that encompass? Because you guys are into a whole bunch of things.  Thibaut Duverneix: Hey David, It's a really good question. The idea is that the studio was built around my own practice as an artist and as a multimedia director at first, and I come from fine arts and computer science, so I like to do all things that are very different and, it's been very hard to describe what the studio does because the studio was built using that philosophy, and most of the time people would ask you, don't you want to specialize in anything, like video content and I was like, no, I don't, we like to do a lot of different things and they go from interactive sculpture or inflatables to building placemaking for airports and content for rock shows.  So I guess the best description was, around that, we want to create experiences, and the medium doesn't really matter.  So when people come into the office, they never quite know what they're coming into, right?  Thibaut Duverneix: Pretty much, but luckily, the casting at the studio is very broad, and everybody's like a Swiss Army knife.  How and why did it get started? Thibaut Duverneix: This is my second studio. I had another one before, and we were doing a lot of the first experiential work on the web in Flash at the time.  I had forgotten about Flash, for a good reason.  Thibaut Duverneix: Yeah, exactly. But I was also doing music videos and rock shows, and eventually, I wanted to focus more on directing and doing things in real life with people. So I went my own way, and I built Gentilhomme more like my holding company in a way for what I was doing, and one-day Cirque du Soleil called me, and they had this show in France they wanted to do it for a theme park, which was a multimedia show while heavily relying on multimedia and I thought I was just going to direct it. but then they were like, no, we have five weeks, and we need turnkey. Can you also just make it happen? So I built a pop-up studio to do that, and then they said, Hey, do you want to do our next big top tour? And I said, yeah, and then I had a choice of do I keep doing my director work or do I build a studio with the people that I want, and do it the way I want it because it's never a one-man show, you need a team to do that, and that's what I did because I wanted to capitalize on my knowledge.  And Cirque is in Montreal as you are.  Thibaut Duverneix: Exactly. We're all children of Cirque du Soleil in Montreal.  Yeah. I was going to ask about that later, but we might as well get into it. What is it about Montreal, because, in my world, in multimedia digital signage world, there's Jean Théon, there's the big guy, Moment Factory, and there's also Arsenal Media and so on, and there's a real creative community in that city and it's particularly strong when it comes to the digital signage place-based work.  Thibaut Duverneix: Yeah, absolutely. I always say it comes from Cirque, I don't know if I'm right. I think it's one reason Cirque du Soleil was the first to push the boundaries of what can be done, and it created a lot of side studios, people that actually build highly complicated stages and animatronics and stage equipment, but also people like Moment Factory, who started doing parties for Guilherme Liberté and stuff, and then, they turned out to be who they are now, but, I believe like Cirque was a big part of it and also all of the tech, there was like, a big tech ball, it started with the web and engineering, and now it's a lot of AI, and tax credits help with that a lot too, and there was a big VFX industry also. VFX is part of it. There are a lot of gaming companies in Montreal, right?  Thibaut Duverneix: VFX and gaming, yeah. Ubisoft is here, and all of the big VFX shops are here, too.  So at one point, for a while there, you were working with a Moment Factory. How long were you there?  Thibaut Duverneix: I was never there. I was always freelancing and part of the family. My first project with them was when I was the Interactive Multimedia Director for the Nine Inch Nails show when I was 28. I think that was the first time we started collaborating together., and I helped them with a lot of projects.  So when did you start Gentilhomme?  Thibaut Duverneix: 2014.  And where are you now with it? Is it still a freelance collaborative, or is it like a full company with offices and full-time staff and all that stuff?  Thibaut Duverneix: It's a full-on operation now. We are about 25 people full-time, and we expand depending on the projects. So obviously, when we do airports and things like this, we could be 80 on the project, but I like to keep it small and do only a few projects at a time. Everybody is very senior here. So that was my idea of the studio being small with highly competent people and doing only a few projects at a time. Yeah, it was, I went to Moment Factory's offices about, I'm thinking six years now, pre-COVID and I met with the folks there, and one really interesting comment that they made was they were so busy that they couldn't even deal with all the inbound opportunities that they had. So they were quite happy to pass along work for jobs that they either just didn't have the bandwidth to do, or weren't really in their wheelhouse or whatever. I'm curious if your company collaborates at all with your former contractor at Moment Factory.  Thibaut Duverneix: It's been a while, but we're always happy to collaborate. Montreal is a very small community.  Let's talk about some of the work that you do. We could talk about music videos and Cirque du Soleil and all those sorts of things, but given this is a digital signage podcast, we should probably talk about that. The projects that come to mind for me that I'm most familiar with would be Orlando Airport and then Nashville Airport. Can you describe both of them or describe one of them?  Thibaut Duverneix: Yeah, absolutely. It was a game-changer for us. We entered the pandemic, we were finishing a stadium tour for Fall Out Boy, Weezer, and Green Day, and obviously, that got shelved in March, at the same time we won the RSP for the Orlando Airport Terminal C which was very big for us. For anybody, it would have been big, but especially for us, and yeah, we went full-on with it. We created more than five hours of content that's across all styles of content, there is a lot of live-action content, a lot of computer-generated content, and a lot of interactive content.  So, we designed and created all of the multimedia content across those three giant media features. I think ultimately they only built two, but there is one that's called the Movement Vault, which is a double-sided circular media feature. Each panel is about 4k inside of it, and outside, it's 4millimeters so I think they are about two gauges, and so outside it's only video, and we wanted to create that sense of place and oasis, something very calm and the trompe of a wall that would transform into a garden to invite you to get inside of it, and inside of it, we created a full 360 degree, interactive scenery in Unreal, that's using AI body tracking, so basically the people would use their movements to interact with the scenes, and we also created a lot of underwater 360 degrees, live-action footage of manatees and landmarks, from central Florida. On the second media feature, it's three giant flat LED screens that look like windows in the corridor, and here the idea was to create something that looks like a window with a lot of live action. So we created those trompe l'oeil effects where you really feel like you're looking through a window, and again, we wanted to showcase more the unknown of Orlando than the known. So we didn't really focus much on amusement parks and entertainment, and we really focused on nature and things that people don't necessarily expect from Central Florida.  Was there a brief of any kind or, like, how did you arrive at what was done there? Thibaut Duverneix: Oh yeah, for sure. So they had a multimedia architect, Marcella Sardi, and she was in charge of the vision, and the RFP came after. So she designed the media features, and she had a vision for what the content should be. As an architect, basically, the brief was the known and the unknown of Orlando, right? And so we went with that, and we collaborated with her very closely, and it turned out pretty good, I think.  It's challenging working in airports, is it not?  I'm assuming the lead times involved, but also some of the nuts and bolts stuff like getting access into post-security areas and so on. Thibaut Duverneix: Yeah, it is, but it depends on how organized you are and how good of a relationship you have with the stakeholders. For Orlando, we did this through the pandemic. So that was already a challenge, and we went pretty far with it because we actually had our own servers hooked up to the airport's whole system. So we could work only using laptops and small workstations over our own WiFi. So we could work directly on the media feature in real-time. So getting all of that access was pretty intense because you need to get into the firewalls, the server rooms, and the badging. But it's all about organization and relationships and getting clearance. But yeah, it's a challenge, and you follow construction. So that's the hardest part because we work very fast and construction doesn't work fast so you have to align.  It sounds like the work that you and your team do is obviously driven by creative thinking and execution, but you couldn't just be multimedia producers. You need quite a bit of technical acumen, right?  Thibaut Duverneix: Yeah, engineering is a big part of it because we do a lot of interactivity and so we have C++ programmers and now we work a lot in Unreal, but still we build our own pipelines and plug-ins.  You've had to do that because you're inventing experiences. When you go into these things and this is not functionality you can just buy off the shelf from existing software?  Thibaut Duverneix: Well, sometimes you do, but like we have our own tracking solution. For that reason specifically, not that we didn't want to buy it to build it. It just didn't really exist at the level we wanted it. So when it doesn't exist, you have to build it, but yeah, we're not necessarily a tech company, but we do develop tech out of necessity.  One of your, I don't want to call them competitors, but fellow companies that are doing that kind of work. Flopper actually came up with their own media servers because they had to design this stuff. Have you found the same thing where there's a technology that you've developed, or you could think, well, maybe we could remarket this? Thibaut Duverneix: Yeah, it's always been a discussion. We talk about this a lot actually with Alex and they went into the Real Motion thing very early in the game, and now it's like they can't really go back, they're already pushing this, but we are not into the product business. We're a creative company. Basically, we have two products, if you want to call them that. We have a show in Montreal for interactive installation, and we have a tracking system, but we are trying not to sell that as a product. We would license this for projects and we would give it to friends or other artists that need it because It's boring to build that, but we don't want to be in that business because it's a very different business. Yeah. You're going to very different kinds of trade shows and things, if you're going at all.  Thibaut Duverneix: Exactly.  Can you talk a little bit about the Nashville airport? Because that's also very experiential, but quite a bit different from what you did at Orlando.  Thibaut Duverneix: Yeah, absolutely. So the Nashville airport, they actually built that huge screen, on top of security, TSA, and they didn't really know what to do with it. Once they built it, they knew they were going to use it for signage and for feeds and stuff and advertising, but then they were wondering, should we do something experiential? And they reached out, and we started thinking about what we could do, and we actually did this very quickly because they were very far in the process and they never really thought about the strategy about content. So I think we did that in 11 months, probably from strategy to delivery, and so we have them doing all of the strategies about placemaking and identity and what would make something compelling for Nashville.  But also, you don't want to create a bottleneck because it's TSA. So we wanted to create some form of engagement and identity but not break the flow of TSA.  So you didn't want people stopping and watching for 10 minutes.  Thibaut Duverneix: Exactly. Also, we had to incorporate all of the signage stuff, such as the feeds, the widgets, and also the advertising. So we designed grids, systems, and branding guidelines. So they would have everything that they need to do all of that, right? So it's not like you just do a full takeover, and then they have the other stuff we wanted to make it. It's integrated as an ecosystem, so we also had them design their media system because they didn't really have something strong in place. So we worked with the engineers to recommend some solutions for them. It's interesting. I've heard this story many times through the years, and it's still a little bit surprising that you have organizations that will make a very ambitious and expensive capital investment in a big video wall, and they're well along the way with it, and then they start thinking, okay, what are we going to put on this thing? Thibaut Duverneix: It depends, right? Now we're working with the Houston airport, and they bought it pretty early in the process. I think people are getting better at it because they see what other people are doing, and they're like, we should not wait until the last minute because these things take time, and people get educated about it. So that's good, but yeah, for sure, sometimes they go on with the program because the program follows construction.  They just go step by step. They know they need a video wall. They work with the architects, they work with the engineers, they build it, they design it. It's state of the art, it's beautiful. It's Nanolumens, two millimeters, whatnot, but then yeah, they would think about the content strategy at the end. Because you've now done a couple of airports and you're working in Houston, have you found that the simple fact that you've done these leads to other opportunities to do other airports? Thibaut Duverneix: Yeah, absolutely, and also, we want to do those because I think we got pretty good at it because we understand the problems on the technical side, but also on the user experience side. So it's something very interesting for us, and we really like to be immersed in different cultures, and that's what I love about Apple because that's the first thing you know when you enter a city, and that's the last memory you get, and if we get a chance to create something unique for every airport, I think it's very interesting, and you get to work with local people and to understand their community and who they are and what the city is about and I think it's very exciting. I assume airports are also a good kind of client to have just simply because they have billion-dollar budgets for terminal expansions, and they can work your component into those kinds of budgets in a way that maybe a retailer or a commercial property owner who also putting up a big video wall, they might look at the process and the overall cost of doing what you guys do and turn white, like, there's not that many end-user clients who can do what Nashville and what Orlando did, right?  Thibaut Duverneix: Yeah, it's also very different because the problem is volume because, if you're doing airports, you need to create a lot of content, enough content so it doesn't feel repetitive because people stay there a lot, and there's a lot of dwelling time and we like to do high-end content. We don't want to do shit content. So the challenge is how to maintain production value across the board because the budget might seem big, but it's not because you have to do so much at such a high resolution because the screens are becoming crazy like you get 1.8 millimeters across the whole corridor so it's like a lot of pixels to push.  So the challenge is maintaining quality and quantity, whereas when you do retail, you might spend the same amount of money for a couple of minutes, right? So it's just a very different approach.  What's the process, and as you said, the approach, when you get engaged in a big project like this? Where do you start, or what are the first questions you're asking besides, “Do you have the budget for this?”  Thibaut Duverneix: Well, usually, they do have a budget most of the time, and you retrofit it within their budget. But not always, no, we're trying to find the identity, what are you about, and what do you want to communicate? Then, we can start building a strategy around placemaking and identity. So that's the main focus, and that's something you do very closely with the clients, and they, usually, they have never done this before, or maybe they've done it, but on the marketing side, so it starts from marketing most of the time, and we try to understand better the mission and build from that. I've seen some of the airport projects when there's PR issued about it, there's talk about how this is highly experiential and gives people the sense of joy that they're flying and so on. It all gets very ethereal at times, and I wonder how you define experiential, what it means, and what you're trying to deliver in these kinds of environments in terms of a feeling. Thibaut Duverneix: It really depends on where the media feature would be because, again, if you are TSA, you want to make sure that you get things flowing through, and you want to try to create this sense of place and identity, but not go too far on entertainment and engagement but if you are post-security waiting for your flight, then you're trying to get a lot of engagement, especially if it's around retail. So you get people excited and feel good about waiting for their flight, and if you do that, they are more likely to go into the retail store. So, to me, that's the KPI. It's like if we can calm people and make them feel good about being there because it's very hostile, the environment, and if you do that, you help the airports greatly.  Yeah, I've certainly heard a number of times people talking about the dynamic of gate huggers and people who get through security and then they go immediately to their gate, and they don't want to leave the gate because they irrationally think if I leave, the plane's going to board and leave without me. And that doesn't happen, and the airports want them to go shopping if they've got 75 minutes, go get something to eat, or go experience the Moment Vault if they're in Orlando.  Thibaut Duverneix: Exactly, and that's our own KPI for the Moment Vault, I want people to miss their flight. That's what I wanted. I wanted people to forget what time it was. I don't know if it happened yet. I should check.  You want to be careful about that, they'll sue people about anything in the United States.  Thibaut Duverneix: No, but the idea was we wanted to create good engagement so people forget about time and have fun with it. But we were very careful about how we designed it. Even with the engagements, we made sure that all of the interactive stuff wasn't always playing. So you don't have that problem, actually, of missing the flight. Do you have a sense at all of what works and what doesn't in terms of creativity on a big screen?  Thibaut Duverneix: Yeah. When speed scales, colors, and blinking stuff, like it's to me, when you design for spaces, it's the opposite of doing a rock show, actually, it's the complete opposite job. So you want to make sure that everything that you create feels architectural, at least we do. So we work very closely with the architects and we want to make sure that all of the lighting that is physical would match what's virtual. So we don't want to think about those screens as screens. We want to think about it as a part of the architecture. So whatever we create, we're trying to be very careful about that, which makes it the opposite of doing a movie. So, you're most likely, if you're shooting live action, your camera is not going to move. You want to make sure that your perspective feels accurate in terms of scales; you want to do things slowly enough so it's not distracting. So yeah, we're trying to really focus on those techniques to make it compelling within the space. Yeah, that's interesting. I wouldn't have thought in those terms, but I guess if you're coming off of doing all the backdrops and everything for Fall Out Boy, and there are all kinds of things happening behind the band, you can't do that in an airport or an office tower lobby.  Thibaut Duverneix: Well, no, that would be crazy because that's the thing when you do a rock show. You would use your surfaces as lights most of it is a canvas for set extension, but it's also a light. So you can play with it in that way. But when you're in space for a permanent installation, you need to think like an architect. So it's very different.  Yeah, I've written a lot about how LED technology is maturing to a level that it can now be an architectural design decision, like this can be the full bulkhead of an airport area over the TSA screening area, that sort of thing and I'm curious if you watch how that's evolving and you're intrigued by things like LED embedded in glass and so on.  Thibaut Duverneix: Oh, yeah. We went to all those trade shows, and we came to work a lot with those elements on the past projects and on the future projects, and that product is evolving so quickly. And that's how they think. They think about any LED as part of the architecture, and I think their product is becoming very stunning, it doesn't look like a picture anymore. It really feels cinematic, and it's not aggressive. The light is very diffused, and it feels really soft and nice.  I know you reference how you're now working on some aspects of the airport in Houston. Are there other jobs that you're working on that you can talk about?  Thibaut Duverneix: Yeah, there is another one on the East Coast, but I can't talk about it yet. Another airport?  Thibaut Duverneix: Yeah.  Interesting. So the same kind of idea as the other ones. Thibaut Duverneix: This one is a bit different, but they're all different. But yeah, high-end content, placemaking, but different types of media features.  All right. If people want to know more about your company, how do they find you?  Thibaut Duverneix: I've not been very good at that. You've managed somehow anyway.  Thibaut Duverneix: Yeah. We are trying, but we're small and not really good at marketing. Hopefully, we will get more known, and we want to get more engaged. So yeah, our website is a good place to start, and we are doing more and more Trade shows and events, and we're going to be present in Spain also next week, and we're trying to be at all of the events and make sure that people start to know us more.  Right, and they can find you at Getilhomme.com. I will put the link in the blog post so people who can't spell Getilhomme for the life of them will be able to find it that way.  Thibaut Duverneix: Thank you. I appreciate it. I appreciate your time. That was terrific. Congratulations on the work you've done to date. It's turned a lot of heads.  Thibaut Duverneix: Thank you so much. That's what we want to do.  All right. Take care.  Thibaut Duverneix: You too. Bye bye.  

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Interactive floor projections and video walls have been around for well more than a decade now, but  there hasn't really been widespread adoption for a bunch of reasons - like cost, complication and the simple reality that a lot of what's been shown to date hasn't had much of a point. A Canadian company, Lumo Interactive, is in a nice position to change all of that. The hardware is simple, the software is affordable and scalable, and the solution comes with some 300 templated content apps that help users tune the visual experience to the needs of the venue and audience. Instead of visual eye candy, these apps are  things like fun, engaging games. The straightforward pitch for the product, LUMOplay, is that the software can make any digital display interactive. The top-end for the software side of the solution is $74 US a month, so it is very affordable. And the developers have put years of work into ensuring the set-ups are hyper-stable and can be managed remotely. We've all walked through flagship retail spaces and seen one-off experiential set-ups that were hung up or sitting unused because they were more about short term bling than ongoing usage. The other interesting aspect of LUMOplay is that the main intended use-case is classrooms, with these interactive pieces used as a way to engage kids in schools, particularly kids who have sensory issues, autism or ADHD. I had a great chat right before Christmas with Founder and CEO Meghan Athavale. Subscribe from wherever you pick up new podcasts. TRANSCRIPT Meghan, thank you for joining me. Can you tell me what LUMO does, and is LUMOplay the product and LUMO Interactive the company?  Meghan Athavale: Yes, LUMO Interactive is the company, LUMOplay is the product, and what we do is we make it easy to scale large-scale interactive digital experiences. These are experiences on digital displays that react either through motion, touch, or gesture. Okay, this would be everything from something on a video wall to something on the floor, and a lot of digital signage people, if they've been around this space for a good long time, they may recall through the years seeing “activations” where there's a floor projection. I remember there was a company called Reactrix back in the mid-2000s that was doing this sort of thing. So it's like that, but I'm sure a lot more advanced and different, just because of the years and technology.  Meghan Athavale: Yeah, it's pretty much exactly like that; where it comes from the days of Reactrix and the early days of companies like GestureTek and Eyeclick is that we've moved more towards a software-only platform.  When this technology first hit the scene, you needed to have special hardware. You couldn't just go down to Best Buy and buy a 3D camera. Now that the hardware is more ubiquitous and more affordable, it's possible to have a hardware-agnostic, software-only solution, and that's what we are. So this kind of, to borrow a phrase, democratizes this whole thing in that in the old days, it would have been incredibly expensive and complicated to do, and now it's not, right?  Meghan Athavale: That's right, yeah. I think we also just have multiple decades of information about what people are using this technology for so we're able to templatize a lot of the experiences so that companies don't need to have development teams in order to make some of these simpler interactions, they can just do an asset swap.  It's the natural progression of a lot of these things where websites used to be hand-coded and then we went into WYSIWYG and then we went into systems like Wix and Squarespace. We're like the Wix or Squarespace of interactive digital displays. So if I want to do an interactive digital display, it's like me using WordPress and buying a theme?  Meghan Athavale: Yeah, to a certain extent, exactly.  So you guys have done all the heavy lifting, so to speak, in terms of the backend coding, how everything maps, but also, I think I saw there were something like 200 different apps in a library?  Meghan Athavale: Yeah. There are 300 pre-made experiences, which they're constantly turning over. So we have some in there that have been there for 10 years that we will replace with something new. We're constantly rolling over those apps, and we take requests from our community, and that's one of the things that our business model gives us the freedom to do because we're not reliant on selling hardware and our community is very vast. We represent everything from education to large brands. Our community can make requests for new apps and we'll just make them and add them to our market. So we don't have the restrictions of having to charge through the nose for custom content development because we've developed these systems that make it very easy to pump out new content, and then the other thing that we offer as far as content goes, like out of the box content is we have an SDK for the companies that do have in house developers, and then we've got a number of different templates. So you can just say, I want to make a Koi Pond, and I want to throw my business's logo behind it, and you could whip something like that off in five minutes.  So are the templates purely done in-house or do you have third-party designers who are contributing? Meghan Athavale: That's a great question. At this point, they're all done in-house. We are working towards outsourcing a lot of our content development just because it'll give us a wider breadth of content and make that content more available. We're just at the very beginning of seeing rollouts that are large enough to make joining a third-party content development team attractive.  We see this in gaming consoles all the time, where you'll have a new fantastic console that comes out, it's low cost, and they're trying to get game developers to create games for that console, but unless thousands and thousands of people have that console and are buying games for it, it's not really worth making a game for it so we're at the stage where we're starting to see enough of a widespread and permanent deployment of systems running on our platform that it makes sense to have those conversations with third-party development teams now and we're starting to have those conversations. Yeah, I wanted to ask you about scale because one of the particularly compelling things about your company and your offer is cost, in terms of, it's not very expensive at all to use this.  Can you walk through that and not really how the financials work, you're not charging a lot per instance of this on a monthly basis, so you need to have a lot of them out there, right?  Meghan Athavale: Yeah, that's right. We still make a percentage of our revenue on five or six big custom projects a year. I would say that our MRR represents about half of our revenue. The goal is to reach a point in scale where we can just focus on the platform, but I do get asked pretty frequently why it costs so little.  There are a couple of reasons for it. The biggest one, I think, is just we want to make this, as you mentioned, democratizing the technology, we want to make this technology available and affordable to schools, that's our primary business goal. I and my business partner, our moms were both special needs teachers, we've seen firsthand the struggles that teachers and educators have in getting technology into their classrooms they need it for kids with sensory issues or children with autism or ADHD, and we've seen how effective interactive digital displays can be in those environments, particularly for things like increasing social skills. A lot of these kids come in, and they're really stuck on screens. They're very stuck on virtual experiences, and so it becomes a bridge, where they can engage with one another and with their teachers socially while still having that digital feedback. It's just very important to us that our pricing reflects our values as a company and that's one of our core values is making this accessible for education, but the other is that we really don't need to charge a lot for what we want to do. So at this point, our company's main work on the platform is around supporting hardware. So, as new devices come out, we're adding support for them so that you can download our software and you can plug in any of the commercially available 3D cameras, and it'll automatically recognize and calibrate that camera for you and take out the computer vision steps and specific requirements for each individual device, like DirectX. I think that would probably be the closest analog, you want something that you can plug and play regardless of which device you're using to achieve the tracking. So we want to focus on that.  We also want to focus on the tools that allow people to scale these projects to multiple locations. If you have an interactive display in a flagship store and you want us to put it into all of your stores, the step from running your proof of concept to scaling it to a hundred locations is very simple using our platform, and it's because we're constantly pushing updates and we do health management, we have a content management system, and those are the things that we want to focus on the long term. We don't necessarily want to focus on developing the individual games. We want to make the game development stuff as easy for other people to do as possible because we don't have all the ideas in the world, but we are really good at making sure that other people's ideas continue to run and don't go down.  Just so people understand, your top end cost is, if you work it out on a monthly basis, it's $74 a month, right?  Meghan Athavale: Yeah, that's as high as it gets.  If I'm an agency and I decide I have a beauty brand client that wants some sort of activation that's an interactive floor or wall or whatever, that's going to cost like five-six figures probably, right? Meghan Athavale: Yeah, I mean, the part that determines the cost of any of these installations is the hardware you choose to use. If you're a brand and you're developing the content from scratch, maybe hiring our team or hiring a third party to develop custom content for you, there may be 3D modeling involved, there may be compositing, you might have multi-level programming, you might have second screen experiences, so all of those things add up.  But we can generally, when somebody comes to us and asks for a ballpark estimate, the only thing we really need to understand is where it is going and what kind of display you are planning to use, and we can generally come up with a range.  But if you're doing it, it's going to be a fraction of what it would cost if you just went to an interactive agency and said, “Build this, please!”  Meghan Athavale: Absolutely. But I think that something to keep in mind is that if you're going to an interactive agency and you don't have an idea yet, you're likely going to pay less. If you go to an agency and what you're paying them to do is to figure out what the activation actually should be, we're not an agency, and so we don't position ourselves as somebody that's going to do a lot of things like research and problem-solving. But what we can do is scale that.  You're not Moment Factory. Meghan Athavale: We are not and we don't want to fill that niche because it's a different skill set and it requires the ability to experiment with things on a one-time basis.  You may develop a solution for a brand or a display for the Super Bowl or something like that, where you're using a specific set of hardware just one time, and that's fantastic. I love that there are agencies in the world that get to do that, but that's not what we do. We look at it and go, how do we make this happen a thousand times, and that's a very different way of looking at things. So I think, if you want something that already exists, and you just want to put your stamp on it and create something that gives it a unique feel for your brand or experience, that's where you come to us. If you want something that's never been done before in the entire world and uses new technology that hasn't been proven long-term in the industry. TeamLab, and Moment Factory, are where you would go, but it is a lot more expensive for sure. You're starting to use things like LiDAR and everything else. Meghan Athavale: Yeah. The risk is just so much higher, and you need people on the ground. You need to roll a truck if something goes wrong. However, with our systems, we're way past that point.  Yeah, because you've got the device management designed for scale and everything else, right? Meghan Athavale: Yeah, we don't release anything into the market that hasn't been tested thoroughly in our labs for months and months at a time. We have the ability to guarantee things, whereas in some of these riskier projects, as long as you hire somebody that knows what they're doing, they're going to find a way to make it work, but they're not necessarily going to be able to tell you how from the beginning of the project.  So, for something like a classroom, what's the kit of parts, and what's the degree of complexity to put this in?  Meghan Athavale: Most classrooms either have an interactive floor, an interactive wall, or both.  Already?  Meghan Athavale: No, that's what they're putting in, and it's basically the same technology for either. We designed our software so it works with any projector, and a lot of classrooms already have projectors, so they'll just use what they have. So you've got your display, which in classrooms is typically a projector, a 3D camera, and a Windows computer. We typically recommend that people use the sort of baseline specification on our site as an i5 or equivalent with a decent graphics card, you don't want something that's not going to be able to run games because that's basically what we're running, and the cost is usually like for including the projector for a classroom is usually around $2,000-2,500. To set that up, is it the sort of thing that the school district or the schools, IT person, or people have to do, or is it simplistic to the level that if a teacher already got a projector pointed at a whiteboard of some kind, they can just do it themselves? Meghan Athavale: So teachers can do it themselves, and we often help teachers do it themselves. But nowadays they're busy. Teaching is not an easy career right now, and we're typically dealing with the IT personnel for an entire division when these installations are going in. If you're dealing with a full division or district, are they rolling out like that, or is it still onesie twosies?  Meghan Athavale: It's usually one per school across an entire district, is what we're seeing, and that's mostly in the U.S. We haven't really seen nearly the same traction in schools in Canada yet. I didn't say at the outset, but you're in Montreal.  Meghan Athavale: Yes, that's right. Why do you think that is just because of the way education works in Canada versus the US?  Meghan Athavale: I'm not entirely sure. I know that it's like that in all of our verticals. So it's not just education. I would say retail, events, and all of the verticals that we serve, we have faster pickup and larger rollouts in the US. It could be the population just much bigger.  I think we're just not risk takers, and I also think, to a certain extent, we're limited by things like weather and the accessibility of venues to having these types of, there are a lot more venues in the US that have built-in walls or built-in interactive components that we can just hop our software onto them. I don't think there are as many opportunities here.  You mentioned, in detail, education; what other vertical markets or segments are you seeing a lot of activity in?  Meghan Athavale: Events is the fastest growing segment, and this is like events of all different sizes and lengths, so it could be something that is like a week-long trade show, it could be like a birthday party for kids. It could be somebody who is a DJ, and they're bringing an interactive floor to all of their gigs.  It's really all over the map. We just did a pop-up in Times Square for a major chocolate brand. We've done interactives for movie launches, so like those short-term events where they're developing their own special content and it's on for less than a month, I would say that is our fastest growing vertical.  Interesting. We talked a little bit about planning before we turned on the recording, and I'm curious about how these things get planned out and how you ensure and how your users ensure that what they're putting up gets beyond just being eye candy/wow factor stuff because I often say that wow factor has a short shelf life.  Meghan Athavale: Yeah, and I absolutely agree with you. I think there has to be a balance between the cost and the reward of experiences like this. One of the biggest mistakes that we see people making is they'll see something on the internet, they'll see something in video format, and they'll think, I need that at my event, or I need that in my museum, and they'll skip the part of like why they need it. It'll be entirely like an emotional decision, and the challenge here is that there are so many more and more faked every single day. We get sent videos all the time with people asking us to do anamorphic illusions. People will see videos of that, and they'll be like, “I want that but interactive, can you make it?” And because they're seeing a video and the video is staged, and in some cases, the video is a complete composite. It's not even something that actually happened in the real world, they won't understand that it doesn't work from anything except for one very particular perspective. So, the person who's interacting with anamorphic content is not going to see what the person watching from across the street on a particular street corner is going to see, and the same thing with large-scale digital displays.  People will see these huge LED walls, and I think you saw this at our booth at LDI. When you walk right up to a big LED wall, you see the individual pixels, not the same image that somebody is watching from far away, so I think that those limitations are very difficult for people to understand and appreciate unless they've actually seen the installation in person. So I would say if you see something and you're planning to put it in an event, you're planning to use it in brand activation, go see that experience in person first. Don't make a decision about whether or not you need it until you've actually personally experienced it because seeing it on a video is not the same thing as what it's going to look like in real life. And then the other advice that I give to people when they come to me with the wow factor criteria is like, what do you want the takeaway to be? Is this a shareable thing? Do you want a hundred people to come to your event to put up a hundred different videos and tag you in them? What is your metric for success? Because if that's it, then the content's going to be very different than if you want a hundred people to enter their emails in order to play a game or you need to know at the end of the day what you're walking away from after you've put that activation in place.  I've seen different iterations of this stuff. The applications in classrooms, I think, is fantastic and it plays to kids at their whims and everything else; they want to be involved. I find it's quite different.  A lot of the ones that I've seen in public spaces like shopping malls and so on, where you see the kids running around doing stuff, interacting with it, but you don't really see the adults, and that's fine if it's aimed at kids. But I wonder sometimes, when brands do these things, that the only real interest is with children and adults saying, “I'm not doing that, I'm not an extrovert. I don't want to do this trickery in front of other people.”  Meghan Athavale: Yeah. I think that's a very fair point. One of the things that we noticed when we first started putting particularly interactive floors into retail spaces was that we still have an entire generation of adults, and I would count my own generation in there; we've been trained not to step on screens like it's your impulse isn't to go running through the light. The generations who are comfortable with that and who grew up with touch screens and expect everything to be interactive, I think they're in their twenties and early thirties now, so we are seeing that change quite a bit. I would say that from about 35 years down, we aren't seeing that hesitancy to interact with things, but I do think that we still have a long way to go in discovering how the content can be used.  A lot of times, it's to augment like physical experiences is how you get adults to engage think like axe-throwing. Adding really cool interactive graphics to an axe-throwing experience is something that's going to really delight an older crowd. Same thing with bowling alleys, making those interactive. So I think… So they're becoming Wii games.  Meghan Athavale: Yeah. I think a lot of the time, people think that there's a choice between virtual experiences in VR and physical experiences like you would have with a traditional family entertainment center. But what our software allows you to do is combine the two, so you have a headset-free experience that does have digital interactive components, but you're also engaging with something physical. So we do a lot of Air Hockey tables, pool tables, and things like that where you're still playing pool and using physical paddles, but there are interactive digital visual elements on top of that. That's where we're seeing unquestionable pickup by older people.  Yeah, so where there's tangible fun or some sort of activity versus so often when I've gone to trade shows, if I see some sort of an interactive video wall thing, please walk up to this thing and dance in front of it or wave your arms, and there'll be light particles and that's nice, but I don't see the business case here, and I don't think it's interesting for more than 10 seconds. Meghan Athavale: For sure, if you're in an environment where you're dancing anyway, having cool visual effects while you're dancing is like a good bonus, and I think that's how we have to think about it in terms of engaging an older audience, is you need to be augmenting something that they're doing anyways. You can't expect them to do an activity that they wouldn't normally do just because it's like eye candy. But if they're doing something anyway if they're already in a curling league and you can make their curling more fun… We're getting really Canadian here. Meghan Athavale: Right. I mean, I'm available for anyone who wants to try that. I've done soccer, I've done hockey, I haven't done curling yet. I would really like to make an interactive curling experience. But yeah, that's where you attract adults by helping make something that they want to do anyway, much cooler. Where did this come from, like why did you start this company?  Meghan Athavale: This is a very existential question. It's actually a pretty funny story. We started the company by accident. My co-founders, Keith Otto and Curtis Wachs and I, all worked at an agency together, and this was like 2010, back in the days when Instructables and a lot of those sorts of YouTube channels were just starting, and we started hanging out after work and just making stuff and it was all things that we would never get hired to make. We were designing our own touch screens. We created our own mist screen for projection. We did a lot of building projections and it was all for fun. We saw other people doing it all over the world. We thought it was really like a fun hobby. We started throwing parties to show off some of the things that we were making, and a friend of mine, Kayla Jeanson, who is an incredible videographer. She also has moved out to Montreal. This all happened back in Winnipeg, which is where my company is based.  So we're all back in Winnipeg. Kayla shows up at one of the parties. This was before Facebook, so it was an SMS-controlled wall where you were sending text messages, and it was making things happen on the wall. She took a video, and that video ended up going viral. We found out about it after the fact, and we started getting contacted by different businesses the University of Nevada, Reno reached out and said, “Hey, we'd really like to have something cool like this in our cafeteria.” and Curtis and I just looked at each other, we're like, wow, people will pay us to do this. We registered a business, and we all quit our jobs. We applied for CMF funding, and we launched as an agency designing these interactive experiences and, within the first two years, realized that the biggest challenge was once the experience was in place how do you maintain it? How do you make sure that it's going to continue running?  And that installation that we did back in, I think, in early 2011, in the cafeteria in Reno is still running, and part of it was just like starting by accident because a hobby that we were doing for fun led to some economic opportunities for us and the direction that we ended up taking was as a result of people liked what we did long enough to want to keep it running, to want to keep having us continue updating it. We've had a number of large-scale installations. There's one in Red Rock, Ontario, where they've done entire refreshes. We did our original installation for them in 2011 as well and just very recently replaced and updated a bunch of the software for them. The validation has been there, so the thing to focus on is how to make these experiences last, not how to make them cool for a week.  The company is quite small. I believe it's just like a handful of people, right?  Meghan Athavale: Yeah. That's right. There are four of us.  And that's all you need to be because you're not getting into the weeds with the hardware, and I think you sell the hardware that you have through a reseller, Simply NUC?  Meghan Athavale: Yeah, we have a number of resellers, but Simply NUCis our preferred partner because they send us everything that they're selling so we can test it 24/7. So we're able to say with high confidence that anything you buy from Simply NUC is going to run long-term with our software.  I would like a bigger team. In all honesty, we had to let a few people go during the pandemic. I think one year in, we were like, okay, we're not going to be able to sustain ourselves with a larger team. So, I think we'd like to see some growth in the team within the next year or so. Because of the way that we've built our platform, we're able to outsource stuff that we can't do where we don't have enough work to bring somebody in-house for long periods of time, and there are also just amazing resources out there for outsourcing, now that didn't exist when we first started the company.  It's a small team. I don't anticipate that we'll ever be much more than 10 people. But a few more wouldn't hurt. Meghan Athavale: Yeah, a few more wouldn't hurt. I'd like to build in a little bit more redundancy, and I'm getting older, and one of these days, I'm hoping that there will be some sort of a succession. Because of the relationship that we have with our resellers and our installers, there's really not a lot of mission-critical stuff on our side. We push our regular updates. We create new content and respond to community requests and stuff. But not a lot of the work that we do is like on a deadline. It's a pretty chill working environment where we identify things that we think are going to be of value to the customer, and then we ask our customers, and then we build the thing. There's no pressure. And there's also a knock on wood at this point: not a ton of competition because it's still a very niche market. We don't feel the pressure to be like the trade show that you and I met on; it was the first we've been in business for 13 years, and that was the first time we've ever done a trade show exhibit. Oh, wow, and what was your takeaway from that?  Meghan Athavale: It was great. It was definitely time. We came away with quite a few new customers, and it was LDI. The reason we chose LDI as our first trade show is because there are so many companies that do events, and the total lifetime value of customers in the event space isn't as high as education would be or something where it's a permanent installation. There's just a lot more of them, and it's a lower-hanging fruit. We're hoping to bump up our revenue enough so that we can start expanding our team sometime mid-next year.  Do you have a reference case or a handful of reference cases? If people said, this sounds really cool. I can't really just walk into a classroom, obviously. Are there museums or public spaces or something like that where I could go see this?  Meghan Athavale: Yeah. There are quite a few. What we usually ask people to do is if they want to see an installation of ours in real life and they aren't able to set it up themselves, just contact us, let us know what city you're in, and we'll find somebody in your area that you can go visit. There are a lot of live public libraries and museums and buildings that are open to the public that have installations in them, and then the other thing that people can do is we have a free evaluation version of our software that you can just download and install.  So, for people who are getting into this on a commercial basis, it's a really good idea to set up a system for yourself, test it out, and play around with the tools. Don't pitch it to your customers until you've tried it, please! So we make it possible for people to just install it for free and play around with it before they make any sort of purchase before they make any representations to their customers about what it can do.  Okay. All right. So, if people want to find you online, that's LUMOplay.com, right? Meghan Athavale: Yep. That's right. LUMOplay.com, and if you reach out through the site, you will be talking to me. My name is Meghan.  All right, Meghan. Thank you very much.  Meghan Athavale: You're very welcome. Thank you, Dave.

Summary:In this episode, our host, Hilary Knight, speaks with Daniel Iregui, new media artist and founder of Montreal-based digital art studio Iregular, on origin stories, the value of giving audience control over the artwork, testing and R&D; and the concept of ‘play' in interactive art, online and in-person.Guest bio:Daniel Iregui is a Montreal-based New Media artist who creates interactive sculptures, immersive spaces, and architectural interventions using technology as both a tool and an aesthetic. He works with the infinite and random combinations produced by interactive systems that the audience influences and transforms; the interaction between the human being and technology has always been his focus since the very beginning. His early educational and professional journey is marked by receiving a post-graduate diploma in Interactive Multimedia from Sheridan College in Toronto (2005), followed by a few work experiences in the field: he was Lead Web Developer at Zemoga INC (2005-2007) and Lead Interaction Designer at Moment Factory (2007-2009).References:Studio Iregular: https://iregular.io/Moment Factory: https://momentfactory.com/homeOur Common Home Physical: https://iregular.io/work/our-common-home/Our Common Home Virtual: https://ourcommonhome.art/aboutZU-UK Radio Ghost: https://zu-uk.com/project/radio-ghost/Daily tous les jours Musical Swings Impact Study: https://static.dailytouslesjours.com/files/2011/04/Dailytlj_MusicalSwings_ImpactStudy_170809.pdfThe Tables: Vimeo about the ping pong tables in Bryant Park: https://vimeo.com/283555096Daniel Iregui's LinkedIn: https://www.linkedin.com/in/danieliregui/

Rencontre avec Marie Belzil de la compagnie montréalaise Moment Factory, qui est de retour à Illuminate Adelaide pour la célébration annuelle de l'innovation, de l'art, de la lumière, de la musique et de la technologie. Les spectacles auront lieu du 28 juin au 30 juillet.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Brad Koerner is a Harvard-trained architect who has spent decades looking at how technology affects and defines built environments. He has a specific interest in technologies like lighting and digital displays. An American based now in beautiful Amsterdam, Koerner works with both end-users and technology companies. By his own admission, he's obsessed by the question of how digital and interactive technologies are starting to disrupt centuries-old thinking about architectural design. We met recently at Integrated Systems Europe, where he did a well-received talk on his ideas and observations. He later sent me the presentation deck, and it was pretty clear I needed to get him on this podcast. In our chat, we get into a whole bunch of things - but focus quite a bit on the terms immersive and experiential ... what they mean and how they get applied. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Brad, thank you for joining me from Amsterdam. Can you give me a background on what you do and what Koerner Design is all about? Brad Koerner: Yeah, thanks, Dave, for having me. It's really an honor. So Koerner Design is my own design firm, and I focus on the future of the built environment, iSPAN, architectural lighting, digital signage, and circular economy product design. What would be a typical engagement? If there is such a thing as typical.  Brad Koerner: A typical engagement for me is working with lighting design companies to create sustainable products. I've been engaged with a few digital signage and marketing firms looking at trends in digital media. I'm also working with DC Power folks, thinking about sort of infrastructure-level improvements that help lighting and digital signage. So a company would come to you saying, we are thinking about doing this, but we don't have our heads wrapped around how it would all come together?  Brad Koerner: Yeah I speak a lot. I talk about the future of the built environment through a variety of different channels, and a lot of people find inspiration in the pieces that I do. For example, I just spoke at Integrated Systems Europe on immersive digital environments, and an earlier presentation I gave was called “Every surface is a screen, now what?”  The year before that I presented at Integrated Systems Europe, also on DC Power Systems. These videos go out there and they get people really inspired. They start to see these industries in new ways. They look at their problems with a fresh mind, and they really want to engage them in an innovation process, right? A proper design-driven innovation process. So I help them do a future envisioning session: what are the trends, what are the options, what do they have? Then we turn that into a sort of proper wishlist of product concepts or new business concepts, and then we drive it into the roadmap where it's scoped and prioritized, and they focus on that.  I also then take it all the way out and help 'em with product marketing and marketing communications for those new launches. So they would come to you because you're not selling them anything other than your insight and expertise as opposed to trying to angle them toward how they're gonna use a fine-pitch LED wall?  Brad Koerner: Correct. I'm agnostic when it comes to all the technologies and equipment.  You talk in your presentations a lot about immersive digital experiences and I'm very curious about how you define immersive because I just wrote the other day about a company that described a billboard along a roadway as immersive, and I thought, boy, that's really stretching to call that immersive, but maybe I'm wrong. Brad Koerner: I think it's helpful for your audience to understand by background. I'm an architect. I have two degrees in architecture, and when I was young, I always wanted to be a Disney Imagineer as a kid, and that's what drove me into architecture, and then as a side interest, I took up theater lighting and stage set design. So I really think of immersive digital experiences from that sort of the architectural point of view where you are in physical places, you are surrounded by six surfaces and in today's world, all of those can become digital, they can become luminous, they can become a portal to the internet or to the digital world in some form or another. I've said this because I cross over between architectural lighting and digital signage a lot in my work.  Every pixel is a light source and every light source is a pixel in these modern building projects. And a lot of people still don't quite understand that concept yet. An immersive digital experience is becoming how you design an architectural space, and I think particularly a lot of architects and interior designers are really trailing behind the technology. They look at signage as a thing that's applied after the fact almost like a typical signage project, non-digital signage. They don't yet understand how to take everything they've been taught about architecture placemaking, creating thresholds, creating progression, creating a sense of space or wonder, efficiency or economy for working environments, or branded retail experience. They don't know how to take what they're so good at and apply digital to it and mix digital into that and use digital to create something really engaging placemaking. That's what I mean by immersive digital experiences.  You say they don't know how, but is it the case that they do want to? Brad Koerner: Some for sure, some absolutely not. I saw Michael Schneider from Gensler speak at the Integrated Systems Europe show a few years ago, and Gensler has a whole group now that's called the Digital Experience Design Group, and this is exactly what they're focused on. Gensler hired the Head of Imagineering at Disney. Brad Koerner: Bob Weiss, right? So they get it. For every Gensler, that's out there, There are a lot of architects that think of digital experience design as well, “Don't put a TV on my wall that's gonna show a Coke ad”, right? And they don't get it right. They still think of architecture as concrete and steel and glass and like Le Corbusier's famous quote, “It's the magnificent play of forms bathed in light”, and I've inverted that many times and I've spoken and I said you know what happens when the forms themselves emit light and they become digital, how are you gonna design that? How do you design the element of time?  And with the element of time, you get this sort of very active storytelling capacity within architectural placemaking. So it's no longer enough for you to design a wall and it just sits there forever. You have to think about how that wall will change over time, right? These sorts of cycles of time, whether it's days, weeks, seasons, hours, minutes, or whatever that is, that wall can change dynamically. So why will you change it? How will you use that for placemaking and creating engaging experiences? I don't think most traditionally educated architects and interior designers can really get their heads around that yet. Even lighting designers have this sort of classic preset scene notion when it comes to controls. They're struggling with getting their heads around digital media and that live data stream, live media, and sort of interactivity.  But you seem to be suggesting that this is a matter of time as opposed to maybe it'll happen because I keep writing and talking about how that time is coming fairly quickly when architects and people who design physical spaces are thinking about LED and projection and other technologies as design materials, as design considerations.  Brad Koerner: Yeah. I think it's inevitable. The best science fiction has shown this for decades now. It's shown this amazing potential world we can live in, both the positive and the dystopian use of it like Children of Men. I just spoke in Integrated Systems Europe and I started my presentation by saying, “The future is now!” You look at Blade Runner, you look at Minority Report, you look at Star Trek, and all of those things that everybody still thinks of as like out there decades away in the future, now in fact, is decades behind us, right? And people haven't admitted to where we are, right? The future is already here. It's just unevenly distributed and digital signage is definitely a world where that is super true, right? You go to the trade shows and a few years ago Sony had an 8k native-resolution digital wall that was eight meters wide and four meters tall, and it was hyperrealistic. That technology exists, but then you go to clients out there and you know they can't afford at any budget, anything, or they simply won't choose to do that, and I think it's inevitable. These architects that are afraid of it, I think what happens is somebody will put a digital sign in their space whether they like it or not for other reasons, and the worst-case scenario is it does become an ad, right? And that's not what they want in their space. So they better get their head around it and integrate it actively into their design concepts and really look at the poetics of it. How can they use simple things like beautiful motion graphics and beautiful textures? Just like an interior designer would make a material sample board, a swatch board, they need to think of the digital media like that. What is the sort of swatches of digital media that they're presenting to their clients when they're designing these grand lobbies or offices or retailers or whatever? I wonder though, with Gensler, they are an extremely well-established company with huge clients and everything else, and they work with Fortune 100s, fortune 500s, giant airports, and everything else. But there's a whole bunch of designers that are working with like a regional insurance company or something like that, and they're just saying, we get what you're saying, but our customers aren't gonna spend that money. They want a defined ROI. They don't want something that's just artistic and ethereal and vague in terms of what this does. Brad Koerner: I think you're talking about a couple of things, right? So first off, there's just cheap, right? You'll always have customers that can never be cheap enough, right? But you have to segment the market, right? There are always customers at the high end of the range that wants the newest, the coolest, the hottest things at the beginning of the cycle. I joke that it's the sort of corporate lobby art budget crowd that always seems to have the money to do those sorts of fanciful things. But the technology keeps plummeting in price, right? A lot of this technology was indeed available even 20 years ago, but it was at such a price point no one could afford it unless you're like U2 going on a concert tour with a LED screen with the width of a football field. They could afford it but no one else.  Or Comcast and their lobby because they were a cable company before streaming!  Brad Koerner: Yeah, the Comcast lobby, right? What is that already 15 years ago, right?  It's like I said, the future is here. It's just unevenly distributed. So the price points just keep coming down until they become more and more common. Could you have imagined even a decade ago that every little restaurant and coffee shop, and donut shop would have digital menu boards? It's amazing how fast that swept through the market, and right now we have these sorts of virtual production spaces, right? I think it was, what, just three years ago, the Mandalorian showed sort of the first instance of that, and there was that movie First Man Before, I think was the first that used an LED screen in camera on film. Now it's everywhere, right? Every studio around the world is installing these virtual production facilities within a year.  The accelerating rate of technological innovation is a term that's thrown around, and I don't think people understand what accelerating rate means. AI image generation six months ago exploded onto the scene, and now everyone is using it every designer is thinking about how it's gonna disrupt them, and every content producer is thinking about how they can suddenly reduce the cost of their content generation using this sort of AI image generation, or increase their margin. That was just six months ago, so I think with the technology becoming so cheap, it's low cost to visualize the concepts. It's such a low cost to design, commission, and program them. The hardware is continually plummeting in costs, so you to open up new opportunities, right? The menu boards in little mom-and-pop restaurants. There will always be the high end of the market going down into the middle end of the market, and they will use these, right? And they will have very smart design teams that come up with real ROI stories for why these things work, and it becomes fanciful and sci-fi today or yesterday, tomorrow just becomes normal and accepted. People don't even think about it anymore. The bottom end of the market will always be cheap. There'll always be people who can never save enough money or be stingy enough. That's in every market, right? Lighting, construction, you name it. It's always like that.   You're suggesting in your presentation that the digital and physical worlds are fusing in that with physical spaces being portals to a virtual world. I'm curious about what you mean by that, and maybe you can give me a couple of examples of how that's actually playing out. Brad Koerner: Let me go back to when I was in school. I have a Master's in Architecture from Harvard, and when I was there, I did a thesis titled ‘Active Object Surfaces and Zones' I looked at using physical interactive controls for retail displays and lighting, and this was in 1999. So I was a bit ahead of the scene on that one.  But in the early 200s, I believed that physical spaces would become the best interface to the internet which is, I know, a wild concept for many now. But you have to remember back then we were still using 20-inch Sony Trinitron screens were like the hot technology, and people were still using three-and-a-half-inch floppy discs and dial-up modems but the internet showed so much promise and there were a lot of designers doing really amazing websites and that was very spatial, right? And even just the notion of hypertext itself is very spatial.  So I kept imagining that physical spaces and using your body as the control and creating progression and threshold and a lot of the sort of architectural principles that you see in the internet experience could be combined. But then, in 2007, Steve Jobs launched the iPhone, and little black mirrors hijacked our internet experience, right? Now though, I think people are over that, and we're saturated with personal devices and little black mirrors everywhere, the retailers are finally waking up to say, Hey, we need that digital in our physical experience, and so are the hospitality providers and healthcare providers. And they're starting to think, wait for a second, now we can tie all this digital data o tour spaces, right? And we can take all these great media that we have on our little black mirrors, and we can put it into our physical spaces. We can create these great experiences, and we can complete this cycle of gathering data from the real world, using it to drive great media content creation, live and interactivity and use it to drive behavior back in the real world, right? And it completes that virtuous cycle, and that's what I mean when I say architecture becomes a portal to the virtual world. A portal you can go back and forth between, right? The digital might come from into the space, and the spatial actions might drive digital data, right? Can you give me some examples of where you've seen this applied and you think it really works because I've walked into some spaces that retail spaces and other spaces that are called immersive and experiential and thought to myself, being an old fart, cranky and everything that that's nice, but I don't see the point of this and I sometimes struggle with how they're gonna see a return out of this?  Brad Koerner: Yeah, I haven't seen many. Long story short: I think you just have this great divide where you have, for example, a lot of startups doing smart buildings, right? And they're deploying all these sensors, and they're gathering up all this data, but then they don't return that data back to the spaces. The data does very little to act on the physical space. Then you have all this great media content that's out there and you'll throw up media content on these screens, and it's not tied to anything that's happening in the space, right? So it has no recognition of if somebody's even looking at it or not, much more if that person is gazing at it or wanting to engage it. There's been a lot of crazy stuff. There's indoor GPS positioning using lighting systems and apps. That was a flop. People have tried to tie app experiences into the real world. Not a lot of that has any real success story. You see a lot of these sorts of art-driven installations where I call it the be in Me and My Shadow problem. You can put a stereo vision camera system in space and track people exactly, but then, all they do is show the person's presence on some huge digital wall, and it's like me in my shadow, and there's no other point to it, so you have to think about why you need interaction in a space, right? I say for lighting and digital media, you can deliver the right light or the right content at the right place at the right time. You can use it to create really memorable human experiences, or you can use it to drive action, right? And those are areas that are not well explored yet, right? You don't have a lot of good designers out there connecting all of those systems together to create genuinely good experiences.  I actually worked with a startup called Digi Valet that makes a hotel room control system for luxury hotel rooms. So they make an app that sits on an iPad, but the other half of their system is this black box that interfaces with every physical control system in a modern hotel room like the thermostat, the blinds, the lighting, the media, everything that's Bluetooth, the Bluetooth controlled faucet on the bathtub, the Bluetooth coffee maker, the Bluetooth perfume/scent sprayer, and all that stuff. And it was great because they asked me to help them. This had a lot of customers, these hotel chains wanted to develop a brand of digital media and lighting experiences as part of this iPad app, right? And it was a fascinating way to think about it. So you're in this hotel room, and you click, I want to watch a movie. It immediately says on your iPad, okay, can we set the cinema lighting? Yes. Can we lower the blinds? Yes. Would you like us to order you champagne and popcorn? Yes.  It totally changes the way you think of the room, right? You don't have lighting control pads and blinds, and you don't have to find the remote control for the TV. It's all about having this really smart butler that just knows what to do when you want to watch a movie.  So if you're a frequent flier or whatever, you travel between different Marriotts, and you use your loyalty card, and it just sets it up in your room. So you don't even do anything; that's your configuration.  Brad Koerner: That's the next level, right? That's future beyond that when you can add in the CRM systems on top of that so it remembers your preferences. Then the next level beyond that is there's almost this genie-like ability where they begin to understand your desires so well that they can start  to add magic to your experience that you are not even expecting or the hotel can't do it at scale, right? I just think that's fascinating, like how could you take those principles of experience design and apply them into high-end retail or high-end healthcare, or even just a commercial office environment, right? It's a beautiful UX/UI experience in a space. We desperately need to see more intelligence and creativity around using digital in physical spaces.  Yeah, I wanted to ask about the discipline that needs to be enforced at the start of these things. When I've done consulting in my dark past, I would try to ensure the first question out of my mouth that I would throw at the customer or a client was: why are you doing this? What do you want to see out of it? And so on.  Is that the sort of thing that needs to be addressed super early so that it's not just, “We've seen these big video walls and other lobbies, we want one too.”  Brad Koerner: Usually, the first question I ask is, what's your budget? But that doesn't work too well. Can you afford me?  Brad Koerner: It's both of those, right? It's what's your budget and why? I think that, first off, many of these companies have a lot more budgets if they want. They just don't want to at first, they don't understand what is possible, they don't understand what it would cost, and they don't understand the ROI on that investment. So it's a real uphill battle, and that tail is as old as time, that's an architect preaching an upgraded finish on the oak panels, or that's a lighting designer preaching adding dimming into the system. It's always like that in these construction projects, and you are right, about the why, you can have all this technology in the world, right? Anything you can dream, you can do, right? So technology is not the limiting factor. It's imagination, right? Imagination is the limiting factor and thinking is almost like a movie director or the early stages of any media content where you have to think in storyboards, right? You have to think in moments of time. You have to think about their journey, what's the user journey, and what's the user experience, right? If you've seen any of these big design firms, they map user journeys, right? Throughout the omnichannel retail experience, they create these huge flow charts that take up a whole wall. You have to think about that in physical places now. So if you're walking into the shopping mall, do you put signage at the door's threshold? Classically, in retail design, you don't put anything really important at the threshold of the door because you need a sort of decompression zone where people charge into a space. Then they slow down, and then they look around, right?  There's just a lot of classic common sense design stuff that is not being employed in digital signage, particularly in any interactivity, right? You need these new combinations of skill sets that just don't exist yet. You almost need to take a game designer with a world-class architect and make them work together and see what happens, right? You need to take a Hollywood storyboard artist and combine them with a technologist and make them work together and see what happens., and that's what's missing right now from all of this, and I think you have companies like Moment Factory and Gensler and some out there are on that bleeding edge that they are trying to do that. Here in Amsterdam, there's Purple Storytelling, and there are lots of little groups that see the future that they struggle with, right? I think they struggle to see, and get the clients to understand the potential. I think things like Unreal Engine and live rendering and that sort of starting with a game engine, which is so powerful with live rendering, is going to make visualizing these scenarios so much faster, so much more profound, instead of starting with a classic architectural sketch, and then you went to an architectural photorealistic rendering, but it didn't move. Now architects are using things like Unreal Engine to make these animations, particularly in the luxury real estate marketing firm. Have you ever seen what some of these high-end luxury real estate developments are doing for their marketing? It's unreal. It's Hollywood-grade special effects from just 10 years ago, and they're using it just to sell condos.  You start to take the power of that, and you add it into very specific segments. So, retailers, have their very specific sort of customer flows, customer journeys, and ROI expectations, and hospitality operators have their very specific desires, healthcare facilities, have very different customer journeys. With Unreal Engine, you can now tie together these professions. It's the first time in my career that I've seen this flow complete, that you can use architectural models in BIM in Unreal Engine, and you can show these scenarios. You can animate them, you can set up the interactivity, right? Cuz it's a game engine at heart, and then you can use that for commissioning these systems. I think that will be the next step in all of this.  But are people like architects and those who design physical spaces, are they conditioned and trained and understanding about the ROI needs of their clients? Is that something they've always had to address, or is this new because of this more mysterious ROI that you would see out of an immersive space?  Brad Koerner: It's a great question. I don't think they are. I have two degrees in architecture. I was never trained to think of a business scenario. Again, it's combining different skill sets, right? It's almost like you need to combine an architect with an MBA and think about why, what's the point? It's a real challenge, right? Obviously, if you're a high-end real estate developer and you're doing luxury condos, you know that if you add marble to the lobby, you're going to get a certain ROI. You might not have it calculated, but you understand your customers, and you understand it's going to help with sales. You understand that it's worth it, right? You can't just put chipboard and cheap carpet in, you have gotta do the upgraded finishes, but you also know where not to spend the money, and you know where it's not going to get return value to you. And there's an intuitive aspect to that you can never just set up in a spreadsheet, and $5,223.32 will be your ROI in 32 days. You'll never get that precise, and that's why you need a creative mind and a business mind, and they need to come together to figure these things out, but it will happen, right? If you create a great experience for a hospitality provider, right? They'll know it. They'll know it from the customer feedback, reviews, and qualitative comments on that, right? And eventually, that drives revenue for them. But those sort of attribution problems for ROI is vexing in every industry. Marketing goes through this all the time, but it will happen more and more in physical placemaking with these systems, and I think it's a skill. Again, people have to get good at this. It doesn't exist now, and it's tricky because it combines several skill sets that have never worked together in the past and you have to fuse them to sort these things.  Yeah, I listened to a panel at Digital Signage Experience, and I believe it was somebody from Moment Factory who was saying that in terms of a return, they're now starting to hear from the HR departments of companies who are saying that having an experiential aspect to their lobby and their overall space is incredibly important in terms of recruitment and retainment of employees these days that particularly in technology jobs where you may have several choices as to who you're going to work for, what that space looks like and how you feel in it matters. Brad Koerner: Yeah. It's like in the commercial office section, right? I forget the exact numbers, but it's $3 a square foot, $30 a square foot, and $300 a square foot, right? Three bucks are your cost of energy, and 300 is your cost of salary, right? So should you focus on saving a few pennies of energy, or should you focus on saving hundreds of dollars of efficiency for your employees and salaries? That's just the concept that has to be employed everywhere. There's this sort of scale of effect that is critical to ROI. Understanding that is often siloed, right? You get a salesperson running in with some smart building system. They're talking about saving energy because we'll turn all the lights off more. And they don't understand that will create a lousy experience for the workers, right? And it will really damage the effectiveness of the workers and retention and all that, right? Same thing with digital signage, anything, right? If you put a big LED wall into a commercial office, will you just put a waterfall on it? Is that going to help make your employees happy? Maybe, maybe it's as dumb as that. But could you do something more sophisticated with it? Could you recognize employee accomplishments live? Could you show employee performance live depending on what your business or industry is, do you give people a pat on the back instantaneously? There are so many scenarios that could be developed around these technologies when, again, when the surfaces you're surrounded by become digital. You need to think about what they do, how they react to you, and how people react to those surfaces.? What is that cycle of action-reaction?  It sounds like you're saying there's more to this stuff than eye candy. Brad Koerner: Eye candy's great. I'm not going to argue against eye candy. There's a lot in this world that is just for eye candy's sake, and that makes a big difference, right? This is a classic design. This is architecture, this is interior design, this is a brand design, and retail design. Some of it is just eye candy, and people know how to justify that, right? That's a tale as old as time, right? It's making a statement. It's making a brand, culture, making, and experience. Why does Starbucks charge $8 for a coffee when they spend 50 cents on it? Because they've invested heavily in how their stores look, they feel and smell and sound, and there's just a lot of eye candy there, right? They consciously built all that so that they could charge that price premium. So yeah, it will just be eye candy for some of the digital stuff. I joke about the waterfalls, but can you beat the waterfall? In terms of your media content, it's mesmerizing, right? It's biomimetic, it makes you feel comfortable. I think humans have these deep-seated connections to natural effects. Maybe you just put a glorious force scene on your huge LED wall, and somehow the best thing you can show, right? I don't know. It could be as dumb as that. You have to test it.  I think the other thing people have to get savvy on is that you don't just build it and walk away. You have to build and operate it, and these teams that are developing these concepts will have to work with the operators, whoever it is to tweak it, right? To look at, we're going to make a whole bunch of assumptions, right? There are cycles of time, there's media content, there's interactivity, there are all these new things that people have to figure out. They can simulate it upfront. Nowadays, they can go into the virtual world during the construction project and get it mostly right or pretty close. But then, who will fine-tune that in the field over time or refresh it over time? Most people don't even think of the media budget. How many people forget about, oh wait, you mean we need a media budget for all these screens we've built? They can't even do that, and it's a long way before you're going to have clients actively spending the money to tweak this stuff and make sure it's optimal over time.  All right. Great conversation. I think we could have gone on for three hours, but gotta cut it off at some point. If people want to find out more about your company or perhaps bring you out to speak to their company or a conference, where do they find you online?  Brad Koerner: They can find me on LinkedIn just Brad Koerner or KoernerDesign.com.  All right. Thank you very much for spending some time with me. Brad Koerner: Great. Thanks, Dave.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT When I see an ambitious new visual display project lit up at a new or reno'd airport, office tower or attraction, I just about assume that if it's in the US, the company that put it in is probably Electrosonic. The company is, technically, an AV systems integrator, and there are lots of them out there, of all sizes. But where corporate meeting spaces, control rooms and reception areas are the day-to-day work for most of those companies, the bread and butter work for Electrosonic is in locations where experience is the primary consideration and mindset. The company - which has offices in the US, Europe and Asia - has a ton of experience and expertise in delivering AV and IT jobs that involve more than getting infrastructure in place. They work a lot with creative design and technology shops who are fantastic at the big ideas and compelling visuals, but want and need to hand off the install to a seasoned team. I had a great chat about Electrosonic with Brandon Harp, a senior business development manager working out of the company's New York offices. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Brandon, thank you for joining me. Can you give me the rundown on Electrosonic and what it does that's different from a lot of the AV integrators who are out there?  Brandon Harp: Sure. Thanks, David. I appreciate you having me on the podcast. I've been a longtime admirer of your content and so forth, so I've been following you for many years, so I really appreciate the opportunity. So Electrosonic is a technology professional services firm. We design, build and support innovative technology solutions that create unforgettable experiences where people live, work, and play for many years. You probably know of us from the museum and the theme park world but we've expanded over the years and have really started to focus solely on immersive and experiential environments, and so for us, we're a bit of a specialized firm. We do consider ourselves still a boutique-style AV systems integrator, but the kinds of projects that we work on are global level and span a multitude of different industries, including corporate and retail and attractions and a multitude of others. You said you expanded into this from museums and those kinds of attractions. Was that a conscious decision or is that just where the business was going?  Brandon Harp: Right after Covid, we made a decision to go back to our roots, which were always these complex sort of custom environments that we had been working in for many years, which our clients best knew us for. We've done away with just the kind of typical hang-and-bang conference room projects. We still do a portion of those if there is an element to a more project that fits better into our scope. But we've really done a good job, I think, as a company of being able to identify where our strengths are and where we can really add value for our customers. And that is really in that experiential and immersive sort of environment working with video walls, various different interactives, projection mapping, and things of that nature.  Is it a situation where you don't really want to do the meat, potatoes, boardroom, collaboration displays, all that sort of stuff because there's no money in it or minimal money in it, or is it just not terribly interesting? Brandon Harp: I think it's a combination of all those things, Dave, I think with the standard corporate conference rooms, it's really become a race to the bottom, and we just as a company have recognized where our strengths are on delivering these projects and really our delivery model best lends itself to more of these custom really high-end engineering projects where we need a certain level of technical ability that not all integrators have, and so those are the kinds of projects that we're setting our sights on, and that's the ones that we continue to get hired for because of our ability to not only project manage, but engineer and design.  Something you might not know about us is that we actually have a full design consulting firm within our larger company, and we look at things through, I would say, a much more creative lens. So it's less about just engineering a system, and it's more about looking at it through a creative lens and saying, all right, what's the user experience? What is the story that you're trying to tell? How does that all get fused with the architecture? And then really thinking about at the end of the day, what is the human connection and what are they gonna feel as the system gets implemented and they go on to use it. Yeah, you've found this niche and pretty lucrative niche in that a lot of the AV/IT systems guys can be very good at the technical side of putting something in. But they've probably not spent a lot of time with video walls or projection mapping or inversive environments, and you just start talking about that and they're looking at you like, could you say that again? Brandon Harp: Yeah, absolutely. I think, again, it goes back to our roots, working on dark rides and so forth in theme parks. If you can imagine some of the complexities of being able to projection map in an environment like that, we've been able to essentially replicate that and bring that same methodology, that same sort of design consulting and engineering into corporate spaces, briefing centers, visitor centers, lobby attractions, things like that where you've got this sort of experiential element that we're best known for, and then we help you think through it creatively and our creative technologists and knowledge experts can really help the clients think more about, okay, what is that user experience? What do you want them to feel? As opposed to just looking at boxes and squares on walls and trying to price technology.  So our approach has been a bit different, but it seems to be very effective with our clientele, and they like the fact that we're not afraid to take the technology away from them in order to really think through that content experience, to think through what is it not only short term but also the longer term for their environment.  It's interesting because so many places are now being defined as attractions. So 20 years ago, an attraction was a theme park or a museum but now, as you alluded, a corporate lobby is an attraction. Brandon Harp: That's right. We've seen a big uptick in that right around the time of Covid, so 2020 and onward. What we're also seeing is that there are quite a few real estate developers now who are trying to take on these attractions. I think one that you're probably familiar with, that everyone has either been to or is aware of now, is SUMMIT One Vanderbilt, where SL Green was the real estate developer behind an attraction like that, which is an observation deck that spans multiple floors and is multi-sensory.  So working with real estate developers like that who have a good understanding of real estate and square footage, how do we apply that to an attraction-based environment and help them be able to have the very best system to create that guest experience, and that's what we've been doing and that's why we've continued to get hired for these large scale projects that seem to have those sorts of elements. For that one in New York, what was driving SL Green?  Brandon Harp: What was really driving SL Green was the vision that their CEO, Mark Holliday had to have this observation deck that sits high above the clouds in New York, and as part of a major building that went up just next door to Grand Central Station, which is One Vanderbilt and so 90 stories up in the air, you've got this multi-sensory experience where people can not only come and see and enjoy the views of New York but also be immersed in these various different rooms and environments that really lend itself to something for everyone.  You don't necessarily have to be a tourist to enjoy it. You can also be a local or someone just passing through. But it really lends itself to something for everyone, and now we're starting to see more and more of these major supertalls that are going up, that are changing the New York skyline, having an element of an immersive experience in it, whether it's an observation deck or a lobby experience, an elevator experience, things of that nature. And where did they see the money out of that? If it's an observatory high up, I assume they're charging for that.  Brandon Harp: They are. It's a paid attraction. So that uptick in paid attractions inside of corporate, what were typically fully corporate buildings is now something that we're seeing more and more of. Yes, you may have, all the other floors in the building are corporate tenants, just like One Vanderbilt. But it also has this attraction there that spans four floors. So you're starting to see this mix of not only corporate, but attraction-based entertainment, and think about it, in New York City, it's not a theme park like a Disney World or a Universal, where you've got lots and lots of acres to play with. We're talking about going vertically here for these attractions that go up in New York City. So we're starting to see a real uptick in that and really being able to apply all of that methodology that we've developed over the years in how to deliver those projects successfully for the theme park business to these corporate institutions. I'm assuming it's a bit of a delicate dance for these property developers if they do that sort of thing because if you turn your building into a tourist attraction, you're at the risk of a lot of crowds and people wandering around, and the regular tenants are fighting their way to get to the elevators and things. Brandon Harp: Yeah, I think to combat that, what they've done is for example, One Vanderbilt, they have all the tenants have their own lobby, so they're actually utilizing their own elevators and so forth. So their day is not interrupted at all by anything in terms of crowds or anyone trying to get into One Vanderbilt. For the observation deck in SUMMIT, it's got its own separate entrance and it's actually very well thought through. I think what impressed me most about SL Green was their ability to adapt to the ever-changing kind of design and environment, and they really did a good job of listening to all of the consultants that they brought in. Again, they're real estate developers, and so to take on a major attraction inside one of the largest buildings in Manhattan is something that was a bit foreign to them. But they really brought in great consultants to help them think through every aspect of this, which is why it runs so effectively and efficiently now. You mentioned that you have a design consultancy. What is all that about?  Brandon Harp: So our design consultancy practice is based out of Las Vegas. We do have design consultants now that are remote as well. So we have a few here on the East coast and in Denver and a couple of other strategic places around the US and overseas in Europe. But for us, it's very much about AV consulting. What you may not know about us is that we also do security surveillance, access control, as well as information communication technology, which is your structured cabling as well as acoustics. So oftentimes we find ourselves in these conversations very early on with architects and owners and people who are designing these experiences, and so they want us to be a part of their team to help steer the technology decisions, and so we're finding that we're being hired more and more early on in these projects because we look at things through that creative lens. We consider ourselves creative technologists, very true to our trade and very client-focused throughout, and being involved very early to help steer and guide the solution through master planning is very important to the outcome of these projects, and so now what we're seeing is an uptick in design-build as well, because we're working very closely with the owner and the owner reps at an early stage to really flush out the design and the intent, and then if we're able to come in and do the AV build, which we're finding is happening more and more, there seems to be a real desire to have one hand to shake at the end of the day when it comes for all design-build and all the way through to support, which is what we offer. Do you find that the end users, whether they're property developers or just building owners or major tenants or whatever, that they are smarter or more sophisticated about what they wanna do than maybe they were 5-10 years ago?  Brandon Harp: That's a great question. I think it's still a mixed bag. Honestly, I think there's oftentimes when clients come to us with blue sky ideas, or maybe they have some sort of concept renderings that they had hired a firm to put together for them and then they ask us, "How do we execute this?” and “What do we need to be able to be successful?” And I think that's where our design consulting practice comes in. We help them really think about not only the technology but more importantly, what's the outcome, how the user feels and what are they gonna experience here that's gonna make them want to continue to come back and continue to talk about this. So getting in early like that has really been very effective for us, and then the build portion of it as well, which we've always been very known for. Having a good understanding of the project from day one has really made it very effective for us. How important is scale? We've seen all kinds of press releases about a LED video wall that's 60 feet wide or 100 feet wide, whatever the dimensions are. But I'm wondering if you're starting to see a more sophisticated approach where you are not just thinking about the scale, but how it fits, how is this gonna work within the environment? All those sorts of things.  Brandon Harp: Yeah, I think some of the clientele has thought that through or they've gathered information from other projects. Some do have maybe a bit of a more sophisticated approach, or they have someone who's a technology advisor who's been helping them think through things. I think where we come in is really to be able to help them take that to fruition, right? And take it to the next step. So I do think it's still a bit of a mixed bag.  In terms of the scale itself, it depends on the project. I think we do a number of projects that are gonna have multiple locations over and over again, and we create this blueprint for those, but we also do a lot of these one-off projects, as you can imagine, especially when it comes to museums and theme parks and briefing centers and things of that nature where it's one of a kind experience and we really have to be able to deliver on what the client's looking for.  Yeah, and that's a bit of a challenge I would imagine. One-off projects are awesome when they come along, but it becomes a bit of a roller coaster ride as opposed to the predictable recurring services you might be providing.  Brandon Harp: It is very much and we find with these one-off projects that because of the size and the scale of them, typically they take anywhere from a year onwards to be able to complete. So you can imagine that requires a great deal of patience and skill and making sure that we have updated schedules just strong project management, and strong design engineering early on to make sure that we have the very best system in place. But, also the supply chain is another thing, right? And so not to go too far of a rabbit hole on that. But if your projects are typically a year to a year and a half in length, often what we're finding now is that the client wants to know right out of the gates, are there any stumbling blocks in terms of supply chain challenges? And then we have to order this material, and equipment very early on in the process in order to combat that or we have to find something else that we can use in order to deliver the system on time and within budget. So it's a bit of, as you said, a rollercoaster is a great way to describe it. You said a year and a half. With some airports and let's say hospital campuses, that's probably more like a 4-5 year planning cycle, right?  Brandon Harp: Certainly, yeah. I think the year to a year and a half seems to be average, but yes, to your point, we often find ourselves involved in airport projects and so forth where the delivery date is 2026 or 2028 even now. And again, I think it has to do with being able to get in early with the right people, make sure that we're providing them with what they need to be successful, and then staying  in touch and in tune with what's going on through the life cycle of the project and the management of it. Project management in AV has always been a hot point, right?  And so for us, it's very much about the project managers being able to see through a project of that length properly and show it the adequate attention that it needs to be successful.  I'm also guessing that because you're sometimes looking that far out for an airport or something like that, you really need to stay on top of emerging technology and think about, okay, I'm not thinking about what I'm going to put in right now with what's available right now, I'm thinking about what's going to be out there three years from now, which might be micro LED or something else that isn't really commercially available right now.  Brandon Harp: That's very true and that's a great point. It's certainly something that we take into consideration on all of these projects. I think you have to look at the manufacturers and the longevity of their companies. Are they gonna be around for many years to come? And what does the product roadmap look like? And I think that's why we have our key partners that we work with who are very good at understanding what's coming, what's future, making sure that they stay top of mind with all of our designers and our engineers to ensure that at the end of the day when the system is installed, that it is the most recent and up to date technology, and it's not something that's going to be phased out or end of life that just simply isn't feasible when it comes to spares or replacements, anything like that. So Thinking that through, especially on these longer projects is really important and that's what makes us effective.  I've been intrigued when I've seen big design agencies like Gensler or content-driven technology shops like Moment Factory where they've worked with you guys a lot because I get the sense they know what they're good at, they know how far they can take a big idea, but at some point, they have to hand it off to somebody who's good at the execution.  Brandon Harp: That's exactly right. We have developed, I think, the kind of the secret sauce for being able to work with companies like Gensler and Moment Factory, because you're right, at the end of the day, they're the big thinkers, right? They're the creatives who ultimately generate the user experience that is on those LED video walls, or on the digital signage or the interactive, or the inside of the projection mapping, and so forth.  For us, we have to play that supporting role and not every project is exactly the same, but we do understand what their strengths and capabilities are And then we play a very supporting role in that, and we've now made it so that it's a well-oiled machine and as partners, we're very agile and limber enough to be able to say, we need to pivot a little bit, or we need to look at this a little bit differently than the last one. And again, not Two projects are all the same, and so I think it's our ability to work with them and adapt to ever-changing circumstances and projects and environments that allow us to be as effective together as we are.  Do you try hard to stay in your lane, so to speak, and not get into the creative stuff? Brandon Harp: I think at the end of the day, you have to have a creative vein in you to work here, right? That's ultimately what we do. We're constantly pushing the envelope of what's possible, but we also have to put the trust in our partners, and I think we do a really good job of that. We've never been a company that's done content or experience design, and the reason for that is that we have a multitude of partners who do and who do it very well, and so for us, it's more about playing that supporting role with making sure that the technology is something that they can work with when they're creating their content but it's also something that is gonna be easy for the end user to use if that's a requirement, and really just play that supporting role.  I think that, at the end of the day, what people see in what they view on these large displays, as you talked about, is really the product of the creative minds that go into the content and the storytelling, and we're there to play that supportive role. I think that's more what I'm asking is: you guys conceivably could have a creative team that would produce the big visuals and so on, but because you work with some great partners, you do your thing and let them do their thing and don't get into a competition. Brandon Harp: That's right. There's no competition there. Where I think we do is supplement them very well is our executive consulting. So we have Will Bolen, Chris Conti, and Chris Moore, who are executive consultants who work for us, those three individuals are super talented. They've got a great deal of experience, both working hand in hand with clients to help them think through what it is that they're looking to do with their space. But they're also very technical, right? So they come up with sketches and little drawings and things like that can really make them multi-faceted individuals within the company, and that's why they're so effective.  Oftentimes they get paired with the likes of Moment Factory or Gensler or an architect or an experienced design firm who's looking to help their client uncover what is possible with the technology and then from there, we work it through design consulting and into systems integration, and then all the way through to service.  Do you have end users who are coming to you and just basically saying, “I want that!” because they've seen something?  Brandon Harp: Yeah, believe it or not, they do, and I revert back to SUMMIT One Vanderbilt again because it's very unique. It's award-winning and it's just something that everybody, I think is aware of or familiar with now, especially in New York City and they constantly are saying, how do we create that, or even in the airport environments like we just did Terminal A at Newark, I've had multiple airports say to me, “We want that 232-foot long video wall right at departures or behind the check encounter” and our response to that, Dave, is often, do something different.  It's great to be able to pull inspiration from other projects, but no one wants to see the same project replicated. So how do you pull inspiration from something that's that unique, but then put your own spin on it? And especially in an airport environment, because it is high traffic, it's a public place, millions of people and users go through there. How do you do something that differentiates? And that's what we always try to coach our clients into thinking about, what is it that's gonna make you the next talk of the town? How do you get yourself to that point where people are taking selfies or people are talking about the technology and the experience that they had as they moved through the airport? So those are the kinds of things we keep in mind. Yeah, there are really two tracks in airports. You've got the big immersive experiential, almost like public art installations, but then you've got a lot of LED and flat panel displays that are just about making the experience of getting your way through the airport to a gate and onto a plane easier. Brandon Harp: I actually think there are three, Dave. I would add the digital out-of-home experience as well there, because there's the Clear Channels and the Intersections of the world all have these large contracts with these airports and real estate owners who have their screens as well And in a lot of these airport environments, like Newark for example, there are over 80 displays there that is specifically geared towards targeted advertising.  Then you've got your art piece, which you mentioned, which is more experiential and immersive, and then the third pillar is the typical airport communications, right? Because people have to know where their flight is and how to get from point A to point B, whether it's wayfinding or something of that nature. But there's really a multitude of digital endpoints that go into any airport or terminal experience. Yeah, I have been blabbering away lately that if you really wanna see the state of the art of digital signage and how that technology is applied in different ways, go look at a renovated or new airport terminal.  Brandon Harp: It's true, and the government's flushing a lot of money into obviously the infrastructure and redevelopment of these airports. That trend we feel is gonna continue and it's gonna continue to push the envelope for what is possible. I think at the end of the day, you're finding that these old, outdated airports really just need a refresh, something that's gonna make people wanna fly out of there. Something that's gonna set the tone for the trip that they're about to go on. But also just as silly as it sounds, put a smile on their face. If there's a way to make people feel at home or comfortable or keep them entertained so that they're buying more concessions within an airport environment, that's a huge win for that terminal and that airport. I just wanna know where my gate is, how to get there, and how long is it gonna take me to get through the various lines. Brandon Harp: And maybe where the bar is?  Never. (Laughter) Is there a trend that you're starting to see emerge? Brandon Harp: Yeah I think there is. I think, just at the start of 2023, we've seen a real uptick when it comes to experiential and immersive environments in higher education, but also in sports.  We're finding more and more of these higher education institutions wanna give students access to a big video wall that may have a multitude of interactive touchpoints and ways of being able to use the system itself and interact with it across a multitude of different tracks throughout the school.  So there's been a lot of that recently and then sports as well. These kinds of one-off experiences within stadiums and training facilities and things like that. There really has been an uptick in those through since the start of the year and we're expecting that trend to continue.  Is there a big project that you're allowed to talk about that we're gonna see in the next calendar year?  Brandon Harp: I can't really get into the specifics and the name of it, but the one that comes to mind for me is an immersive museum experience that's gonna be happening downtown in Manhattan, just outside of The Oculus, so a well-traveled area. It's a building that probably anybody who's from New York or has been to that part of the area is gonna be revamped and it's gonna be led by an immersive artist and a team of people who are really invested in not only the video but the audio portion of any given museum experience. So you can expect upwards of 20+ video walls and large-scale rooms with huge projection-mapped walls, floors, and ceilings. Just a variety of different experiences as you travel through each room. So it's something that's on the horizon, and the scheduled opening date is right around Labor Day of this year. So we'll see if that holds true. But in any case, it is something that's upcoming and we can give you more information on it as it unfolds.  That's led by a real estate developer?  Brandon Harp: It is another real estate developer, so much like we were talking about earlier in the conversation with SL Green, this is another company that's very prominent in New York. This is the first real venture for them into more of the attractions type of space. So they do need a lot of help, but we're there to provide it and the support that they need to be successful, and we really anticipate this being a game changer for them and especially for lower Manhattan. All right, Brandon, thank you!  Brandon Harp: Yeah, thanks, Dave. I appreciate you having me on today.    

Lydia Lukidis is on the #ReadingWithYourKids #Podcast to share some of her knowledge about the business of books. Lydia is a children's author and freelance journalist. Her passion for reading and writing began at a very young age, when she was a voracious reader and composed poem after poem in her journals. Lydia has published over 40 children's books and eBooks, both fiction and nonfiction. She has also written over thirty educational books with publishers such as Houghton Mifflin Harcourt and Kane Press (a division of Lerner), and her latest STEM book The Broken Bees' Nest was nominated for a CYBILS Award. In addition to her work with children, Lydia is a freelance journalist for magazines and websites, and primarily focuses on such topics as education, parenting, and wellness. She also does conceptual work for creative companies such as Moment Factory, where her latest project was to collaborate on a family show for Royal Caribbean International. Today she speaks about her experiences finding a literary agent to represent her. Click here to visit Lydia's website – http://www.lydialukidis.com/ Click here to visit our website – www.readingwithyourkids.com

This week on the show — first we take a trip out to the South Coast Botanic Garden the site of Moment Factory's ASTRA LUMINA, where with talk with Jonathan St-Onge and Thomas Pintal of Moment Factory and Isabel Solano Global Vice President of Live Experiences at Fever, who are co-presenting Astra Lumina in LA.Then we chat with Andy Barnes of London's Immersive Experience Network about what this creative community centered group has on tap for 2023, including their current fundraiser for their Immersive Huddle series there in the global capital of immersive.Show NotesAstra Lumina LAMoment FactoryImmersive Experience NetworkIEN FundraiserBacker Exclusive: The Telelibrary Auction Get bonus content on Patreon Hosted on Acast. See acast.com/privacy for more information.

ABOUT DR. PAUL ZAK:Dr. Paul Zak's LinkedIn Profile:https://www.linkedin.com/in/paul-zak-91123510/Websites:Immersion book link: https://www.amazon.com/Immersion-Science-Extraordinary-Source-Happiness/dp/1544531974/ref=tmm_hrd_swatch_0?_encoding=UTF8&qid=1669735115&sr=8-1Twitter: @pauljzakWebsite: https://pauljzak.comWebsite: https://www.cgu.edu/people/paul-zak/Wikipedia: https://en.wikipedia.org/wiki/Paul_J._ZakEmailpaul@immersionneuro.comDr. Paul Zak's Bio:Dr. Paul J. Zak is a Professor at Claremont Graduate University and is ranked in the top 0.3% of most cited scientists with over 180 published papers and more than 19,000 citations to his research. Paul's ten decades of research have taken him form the Pentagon to Fortune 50 boardrooms to the rainforest of Papua New Guinea. Along the way he helped start a number of interdisciplinary fields including neuroeconomics, neuromanagement, and neuromarketing. He has written three general audience books and is a regular TED speaker. His newest book is Immersion: The Science of the Extraordinary and Source of Happiness. Paul is also a four-time tech entrepreneur; his current company, Immersion Neuroscience, is a software platform that allows anyone to measure what the brain loves in real-time to improve outcomes in entertainment, education and training, live events and to help people sustain emotional wellness. He frequently appears in the media in such places as Good Morning America, Dr. Phil, Fox & Friends, ABC Evening News, and his work has been reported in The New York Times, The Wall Street Journal, USA Today, Time, The Economist, Scientific American, Fast Company, Forbes, and various podcasts. Fun fact: he is a member of the Screen Actors Guild and has created dialog for two movies.SHOW INTRO:For some time, I have been intrigued by experience making, especially those that we might qualify as ‘immersive.' When I have imagined what these experiences might be like, I have mostly considered them as being in places that surround you with an environment that is all encompassing, enveloping you in multi-sensory input.Immersive digital environments can do this.I have a deep enthusiasm for the merger of digital technologies, especially in our nascent capacity to blend art, AI and neuroscience into data visualizations.  I have a fascination in the creation of places that make the invisible, data, visible.The digitally immersive experiences we now see like the multiple Van Gogh exhibits - or those that bring the art of other famous artists like Picasso, and Degas to digital life - are beautiful and are part of a shift in the nature and relevancy of museums. Venues are emerging like Artechouse whose immersive experiences have included the digital virtuosity of data visualization artist Refik Anadol. Companies like Moment Factory are transforming disquieting nighttime forests into delightful walks illuminated with stories projected on trees.These are all captivating and visually rich experiences. And yet, I have equally puzzled over the idea that ‘immersion', as an idea, is more than data paintings filling museum spaces from floor to ceiling. Immersion is more than a feast for the visual, and maybe auditory, systems of our brains. On some level, I have felt that ‘Immersion' is something more transformative. Something that activates areas of our brains that are responsible for feelings of arousal or pleasure as well as areas that give us the sense that what is happening has a resonant social value. This is where Dr. Paul Zak steps into the narrative. Dr. Paul J. Zak is a Professor at Claremont Graduate University and is ranked in the top 0.3% of most cited scientists with over 180 published papers and more than 19,000 citations to his research. He has stood on the TED stage 5 times and speaks all over the world.Immersion, he suggests, is driven by two factors:the activation of areas of the brain that produce the neurochemicals dopamine and oxytocin. Most of us will have heard that dopamine is the ‘pleasure' neurochemical. It plays a role in the pleasure center of the brain and is tied to addiction. Dopamine is also tied to our brain's ability to predict and prediction errors. It is connected to our ability to differentiate anomalies in complex patterns.It sort of creates an alert system that something is worthy of our attention. It is part of how we learn.When we hear the word ‘oxytocin,' some may know it to be the “Love hormone.' Among other life moments, it is present in childbirth, breastfeeding, sex, a good long hug…Oxytocin is often linked towarm, cozy feelings. It has the ability to regulate our emotional responses and pro-social behaviors, including trust, empathy, positive memories, processing of bonding cues, and positive communication. All of which are critical to having positive brand experiences.Oxytocin has a connection to whether or not an experience has a level of emotional resonance and the brain's ability to identify an experience as having some social value, some relational component. When experiences combine the release of dopamine along with oxytocin, then according to Paul Zak, we have Immersion. Immersion is contagious – the more we are immersed in an experience the more our brain says that it was amazing, creating value in the moment and it induces a craving to repeat it in the future. And that is the essence of customer loyalty.When a retailer/brand creates such an amazing experience that you want to repeat it.Paul's ten decades of research have taken him from the Pentagon to Fortune 50 boardrooms to the rainforest of Papua New Guinea. Along the way he helped start a number of interdisciplinary fields including neuroeconomics, neuromanagement, and neuromarketing. His current company, Immersion Neuroscience, has developed a software platform that allows anyone to measure what the brain loves in real-time to improve outcomes in entertainment, education and training, live events and to help people sustain emotional wellness. In Dr. Paul Zak's new book “Immersion: The Science of the Extraordinary and Source of Happiness,” he offers a framework for transforming nearly any situation from ordinary to extraordinary. Based on 20 years of neuroscience research from his lab and innumerable client applications, Dr. Paul Zak explains why brains crave the extraordinary.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.  

Depuis la fin de ses études en scénographie en 1991, Caroline Ross développe des outils technologiques (recherche et développement) qui lui permettent d'étudier, d'expérimenter et d‘amener toujours plus loin le potentiel dramaturgique et scénographique de la lumière. Elle a crée en tant qu'artiste et directrice artistique, des installations et des performances: Miroir/Mirror (2008), Arbre (2008), Fragments (2006), The Sight Tower (2003) et Lumens (2000). Son travail personnel a été présenté dans plusieurs événements internationaux comme le Mois Multi de Québec, Temps d'images à l'Usine C de Montréal, le Carrefour international de théâtre de Québec, le Festival Free Fall de Toronto et la Quadriennale de Prague. De 1993 à 2007, Caroline Ross a assuré la codirection artistique des Productions Recto-Verso, compagnie de création en arts multidisciplinaires. De 2000 à 2008, elle cofonde et assure la codirection artistique du Mois Multi, festival international d'arts multidisciplinaires et électroniques. Caroline Ross a acquis rapidement une vision et une compréhension large et globale du milieu artistique des arts vivants par son implication dans les trois mandats inhérents des Productions Recto-Verso soit la gestion de deux salles de spectacle, la production et la diffusion d'œuvres singulières originales et l'organisation et la diffusion d'un festival international. En 30 ans, Ross a collaboré comme concepteur d'éclairage, à la création de plus de 250 productions, auprès de metteurs en scène réputés. Elle collabora avec Pol Pelletier, Brigitte Poupart, Marie Gignac, Alice Ronfard, Stéphane Crête, Martine Baulne, Olivier Normand et Martin Genest. Son éclairage conçu pour Les Chaises au TNM, collaboration avec le metteur en scène, Fredérick Dubois, à remporté le PRIX DU MEILLEUR ÉCLAIRAGE AU TNM- PRIX DU PUBLIC-2018.De nombreuses expositions internationales et nationales, auxquelles Caroline Ross a créé la lumière, se sont distinguées telles Star Wars Identities de Lucasfilm, Corps Rebelles au Musée de la civilisationde Québec PRIX AUDIOVISUEL ET MULTIMÉDIA TÉLÉ-QUÉBEC , Danser Joe de Moment Factory MÉDAILLÉ D'OR PAR LE COMITÉ INTERNATIONAL DES TECHNOLOGIES DES MUSÉES À L'INTERNATIONAL, Hommage à la lenteur au Biodôme de Montréal, Être Augustines au Monastère des Augustines de Québec GRAND PRIX DU DESIGN et plus récemment L'ÉVÉNEMENT DE L'ANNÉE pour l'expérience Terra Lumina de Moment Factory. Caroline Ross a également collaboré avec plusieurs chorégraphes de renom dont Louise Bédard, Hélène Langevin, Isabelle Van Grimde, Roger Sinha et Annie Gagnon Sur la scène musicale, sa conception d'éclairage du spectacle Le Voyage d'Hiver du chanteur Keith Kouna lui a valu leFÉLIX DE LA CONCEPTION D'ÉCLAIRAGE DE L'ANNÉE 2015 à l'ADISQSoutenez ce podcast http://supporter.acast.com/lueur. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Digital Signage Experience is coming up in four weeks and I suspect a lot of people are very curious about how the long-running show will be rebooted by its new owners Questex. I certainly am, as I had long thought the old DSE was a dead trade show walking, and that something different was needed. Is this it? I dunno, and I guess the industry will find out in a few weeks in Las Vegas. I asked Marian Sandberg, who runs several shows for Questex, and David Drain, who was brought on by Questex to build the programming side of the event, to join me for a chat about what people can expect from a new and different DSE. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Hello, thank you for joining me. Maybe the first thing to do is: Marion and David, explain what your roles are at Questex and DSE.  Marian Sandberg: Sure. Thanks so much for having us, Dave. It's really an honor to be with you and your audience and to have an opportunity to talk about this.  I'm Marian. I am the Vice President and market leader for Questex. I oversee the DSE show, which we acquired last year, and we have not presented yet. It'll be presented in November, which is what we're gonna talk about, and I also oversee a show called LDI, which I know you'll have questions about. And market leaders tend at Questex tend to have two or three or whatever number of shows that they have under their portfolio?  Marian Sandberg: Sure, yeah, that's exactly right, and tend to be in verticals that make sense together, if you will. So I oversee a couple of brands that have to do in some way with technology. We have verticals in hospitality, bars and restaurants so they're clumped together.  Okay, and David?  David Drain: David Drain. I'm the director of event programs for DSE. So DSE is my sole focus at Questex.  And a lot of industry people would know you from your dark past with Net World Alliance and The Digital Signage Association? David Drain: Yeah, it changed the name to Digital Screen Media Association for a while. So you've been around the industry forever?  David Drain: Yeah, I have. I attended the first DSE in 2007.  Yeah, that's early. I think the first one was in 2005 or something like that or maybe in 2004. David Drain: 2004, but I wasn't there.  Yeah. I started in 2005, so I've been going even longer than you.  David Drain: Yeah, you win! Marian Sandberg: I can beat you both, but not in the digital signage area with our LDI show. I've been with that brand since 2004, so a little one-upsmanship there.  There you go. You must be so proud. Alright. So how is planning going? As we're speaking, it's about four and a half weeks out.  Marian Sandberg: It's going great. We're super excited and when we get to this part of the year, frankly, because this has been more than a year in the making we're just ready to get out there and produce the show. We definitely have in the weeks rolling up still sales to do, and still registrations to bring in. But in terms of producing the show and the things that we know we're gonna offer that's mostly set, right? So we have all these great networking experiences we're excited to put forth, and as we're right across the hall from our LDI show, we're really excited to see the synergies there. When we acquired this brand, we did a lot of due diligence. We spoke to tons of customers and tons of attendees, so those customers as well, to see what we should keep from the old show and what we should bring back, and I think the number one thing that we heard from people was maintaining the sense of community for the digital signage industry, that it's a dedicated show and that people still wanna come together in that community that maybe isn't addressed by other events. So that's been our number one focus, and we're in the home stretch now.  Yeah, I'd certainly got that impression as well when DSE went down. I thought that it was a show that for many years was in trouble. You could see it in the diminishing numbers and diminishing enthusiasm in a lot of ways. But the overarching thing I heard after it went down was a disappointment because there needed to be some sort of an annual event, at least in North America that really pulled together the industry, so to speak, and was the only thing people were talking about that week versus like an Infocomm or ISE or those kinds of shows, which certainly have digital signage as a component, but it's one component among many endings. You could bump into people in elevators and see they were going to the same show and realize we have nothing in common other than we're both generally in AV.  Marian Sandberg: Yeah, and I think that was obviously one of our main focuses from the beginning in acquiring the brand is we immediately saw the value we knew of the show and of the market, although no one on our team back then had worked directly in it, and then bringing professionals on who were very much veterans of the market, like Brad Gleason, who joined us very early on, and David, of course, who has been running a curating and will be running a fantastic education and content program. People have been really supportive of that effort and from the beginning saying, we absolutely want there to be a show in this market, specific to this market and there's a need for it.  Because the old show has had its hair, so to speak, there are things that people loved about it, things they didn't like about it. I've been referring to this as a DSE reboot that maybe isn't all that fair, but it's what I'm going with, and I'm curious what you think in terms of how would you position the show? Is this DSE 2 or should people go with the idea of don't expect what you saw before? Marian Sandberg: Yeah, and I think that's a great question because I think we would be really remiss if we did not acknowledge that we are bringing DSE back in a sense, right? We're not gonna abandon everything that DSE was and that we want it to be, and people have asked us for it to be. So we have no intention of reinventing the wheel in that case.  However, from our experience, and again from a lot of the outreach that we did, I think our intention is to put a new spin on it. Now, when you say, reboot, I absolutely agree, and I think that's gonna be maybe a little bit of a challenge for people to get their heads around. David has said it quite eloquently, we wanna really hold onto the things that people liked and maybe not the things that they didn't. So some of the new things, for example, which I guess we consider new. We know that networking opportunities have always been super important. So now that we're right across the hall from the LDI show, we are really trying to leverage those two audiences without cannibalizing, and I don't think there's a lot of potential to cannibalize those two audiences anyway. We hope to bring in some new people and some new buyers, and we're tracking our registrations very closely, of course, and the kind of demographics that we have. And to date, I checked them just yesterday in preparation for this, of course, half of our registrations have never been to DSE before. Now I'm not talking about LDI people, I'm talking about people registered directly for DSE and as event people, as event producers. That number is super encouraging to us. Now it could be in the last three years that we've just gotten more people in the industry. We all know that during the pandemic, on both sides of our business, people have left the industry, and people have come into the industry. It's just a natural ebb and flow when you haven't had a show in three years. But that number, even if you expect a lot of new people it is a great statistic for us that there are that many new faces. So we really hope that people coming to the network are gonna meet new people, but like-minded people like your reference before about having that sense of community and people who do similar things. But also that, of course, we want our exhibitors to meet new customers. So that's a really important thing for us. For the people who don't know LDI, can you explain what it is? I've never actually been myself, even though I've certainly heard of it. Marian Sandberg: LDI is a 30+ year organization and brand. It is a trade and show conference that addresses what we affectionately refer to as entertainment technology. So that would be basically everything in and around a stage except the performance. So concerts, touring, theatre, even clubs, venues, lighting, sound, staging all that kind of technology that goes around a performance or in a venue, and so a typical exhibitor at LDI would be moving light company, intelligent lighting as it's referred to in that in that sector or consoles. if you were at a concert and you wanna go up to the console guy or gal, ask for the set list, that stuff that's behind that in that pit is stuff that you would see at LDI. So there's technology and creativity factor there that I think sits well along DSE so maybe there are people who do similar, are somewhat like-minded, but do different things. So I think it'll be interesting to see, who crosses over and comes together,  Yeah, I guess the crossover as you say, more than anything would probably be the backdrop displays that you increasingly see with touring acts and the technology that drives those displays like LED backdrops and transparent or semi-transparent, LED backdrops, all that sort of thing. Marian Sandberg: Yeah, absolutely, and the sort of persona who would attend LDI could be anything from very creative type, Let's say a creative director for a show, a lighting designer, and then, someone those folks usually tend to be creative and technical, and then we'll have very technical people who are like tech technical directors at a theatre or production manager for a concert tour. And just like the way that AV and IT are worlds that are converging. The live events world and digital signage are converging to some degree because I spoke on a podcast a few months ago with the guy who does the wow factor stuff at the new arena in Seattle for the NHL team there and he was talking about programming at building not just what you see at the pre-show. It's the whole darn building that's coming together. I suspect that plays into how live events will increasingly be done.  Marian Sandberg: Yeah, it's interesting, we use the term, experiential, right? And immersive experiences and the thing that I think is so interesting, having come from that LDI world and that entertainment technology world is that, if you go to a theatre it, okay maybe immersive isn't the word, that kind of means something different. But experiential is what entertainment already is, right? You go to the theatre to experience something, you go to a musical or a concert tour, to be in this experience, and over the last few years, the way people are buying materials left and wanting to relish experiences. It's interesting how areas like retail and venue design and even museums are taking a cue from entertainment and that's what experiential really is, right? It's about being entertained more.  So in a way that sort of LDI world has been informing a lot of other businesses in our spaces. So exactly what you're saying is if you're walking down the street and all of a sudden you're seeing all this fabulous screen, that content is trying to draw you in. Cuz it's being paid attention to, cuz you have to work harder to get people's eyeballs these days.  Can we talk a little bit about where you're at in terms of numbers and how they would compare to the old DSE that we know?  Marian Sandberg: Yeah, absolutely, and I'm glad you brought up the reboot. We are thinking of it exactly the same way. So we don't have any intentions of trying to compete with the last 2019 DSE. We've had shows in our portfolio that was a record year and of course, the pandemic happening, we're cautiously optimistic about kind, trying to get back to those numbers. So especially with DSE that hasn't happened in three years, we don't think we're gonna replicate that in any way, and that's fine. Our goal for this show is to be between 4,000 and 5,000 registrations. We're absolutely on pace to hit those numbers. We're really pleased with the way registration has been picking up and people registering for content. The new certification that Bron Consulting is running for us. It's not new, we've newly added it let me be clear. It's the same certification you all know and love. So yeah, the numbers are really encouraging to us and I think what we're gonna see, I think is gonna be surprising for people in the next four weeks is how much our registration picks up, right before the show, traditionally the last six, to eight weeks of the show or when Red registration really hits, and we saw that from the numbers in 2019 also, right? So when we acquired the brand that's just the way the show paces we're absolutely on pace to hit that 4,000 to 5,000 number. Is that number unique registrations or is that roll up people from LDI who have opted to come over or whatever? Marian Sandberg: Nope, that's absolutely DSE distinct registration. For the LDI show in 2019, we had 16,000 people registered for LDI. But like an average for LDI would be 12,000 to 13,000. So the numbers for DSE are unique.  So Potentially you could have a couple thousand or more people drifting over from the other show hall to wandering into DSE, cuz I think you have reciprocity, you can get into one or the other.  Marian Sandberg: Yes, your badge for DSE or LDI can get you into either one or the other as well as there are some great offers and discounts for the conference on either side, which are obviously, paid conferences. But also some of the networking events that are being offered on both sides I think is gonna be really nice benefits. Just an example. LDI has always had great after-hours nightlife offers. With your badge, you can get into a different club each night, and if you don't know, the clubs in Vegas are very expensive, right? It's not like your $10 cover charge to go see a band at your local club. They're very expensive. We have great deals with LDI that we've been able to extend to the DSE audience to go to a club, for example. Your badge gets you into the club, for free, which can save in some cases 70 to 100 dollars a night, and then we have some networking events. There's an on-floor party if you will, a networking reception for LDI that DSE guests will be invited to, and vice versa, LDI people will be invited to the DSE opening reception, and we were really careful, obviously, to not have them overlap or compete with each other. Cause we want these two to come across the aisle, as it were. So I think that's gonna be interesting to see, and the LDI community, they're curious. They have that tech curiosity and that creative curiosity. So I think it is absolutely reasonable to think we might get a thousand or so people coming across. So you're at parity or maybe even ahead of, ultimately ahead of what past DSE have done in terms of headcount, and with the spillover from LDI, almost certainly, where I sense that it's not going as swimmingly would be on the exhibitor signup side?  Marian Sandberg: Yeah, we are where we've expected to be. I know that you love to look at the show floor as you should, and when we were in South Hall, when the show was in Southall, before my time, obviously, the show floor looked different. But I think that our expectations for relaunching the show were exactly where we wanted to be. We had expectations that were in line with, we have amazing exhibitors presenting, and we have over 90 varieties of exhibitor sponsors, people who are gonna be partners and presenting in some way, and I'm not talking about speakers, I'm talking about people on the show floor, and then I think probably in the next few weeks we're gonna see that number go over a hundred. So that's perfectly respectable, and we're proud of those numbers.  Yeah, in certain respects that's a reboot and it's a startup again cuz you're having to win the confidence of vendors who have had a rough couple of years anyways and when DSE went down, I don't know if all of 'em were left whole after that. That's somebody else's story in argument, but yeah it, you couldn't, I would imagine just expect that, hey, all you guys who used to do this, come on back.  Marian Sandberg: Yeah. There's so much more of a story to tell there too, isn't there? We have to regain some trust. We have to have people, who really loved that event and kind of look at us and say, Who the heck are you guys? Which is all stuff we expected. Early on when one of the first things we did was form an advisory board, and I know that you've reported on that, now. Probably everybody on our advisory board and really we wanted that input and that help, and that was just kind of part of the research we did from the beginning. What was good, what do we wanna change? And I just think that journey has also included spending a lot of time with customers and there's absolutely our sales team talking to people, 3, 4, 5 times. It's not a slam dunk and that's okay. We didn't expect it to be, We never came in here with. Some kind of ego that we're event producers. So we could just walk into a new industry and take over a brand and do it without thinking about it with our eyes closed.  We're good at producing events. We have a lot of leverage across our company with other verticals that we can look at to draw other buyers that maybe didn't come in from the acquisition, from our regular DSE lists, but we're really excited about presenting to those people. That kind of is where those first-time attendees are coming from. I'm also curious, you've mentioned the community a number of times and the appetite and aspiration for the industry to get together. If you build an event around attendees, particularly if you're offering a lot of free passes to get into the show proper, then you really have to lean heavily on the exhibitor dollars and sponsor dollars and all that to do it.  So does that become a challenge long term, that you've gotta build up that trade show side of it for this thing to work? Or can it work the way it's positioned right now?  Marian Sandberg: We intend to grow the show? There's no question, and David can talk a little bit about the conference program also but, of course, we need to have a viable business here. There's no question, and I think also, bringing in the right people and making sure that the audience is there was absolutely paramount for us, especially the first year. If you have the right people in the room and you have the right buyers in the room, the exhibitor's gonna be happy and they're gonna come back. And I think it's a two-sided coin. You have to keep feeding both of them, right? To make everyone happy. The attendees wanna see certain exhibitors, the exhibitors wanna see more of, X, Y, and Z types of attendees. Yeah, our long-term plan is absolutely to keep growing. And we'll see how that goes. We have some plans we won't I won't reveal yet for next year, but I'm sure we'll wanna talk after the show.  That was one other question I wanted to ask you, Marian, just before we jump over to David on programming and so on: for 2023, is it in November in Las Vegas? Marian Sandberg: Yes, and I bet you're gonna ask about the Formula One race. It will be in November, we are gonna move it about a week early. Yeah, we looked at that and thank goodness, being in production, we were hearing from all kinds of production folks about that kind of thing before it was even officially announced. We were talking to the LVCC about doing it earlier and, we could try to produce something during Formula One, which would just be crazy. But even just for our exhibitors and visitors, we don't want to position the show to make it cost-prohibitive for people even to stay in hotels or have hotels sold out. So just moving it about a week or so earlier is just gonna be the solution.  Yeah, that's gonna be like a CES week or something. Just insane pricing for everything and impossible to get around.  Marian Sandberg: Yeah, exactly.  Good move!  Marian Sandberg: Yeah, thanks.  David, tell me, you're somebody who has been to DSE many times, very familiar with it. So if people are coming up to you knowing that you're involved now and they're asking, okay, what's different, particularly on the programming and education side, what are you gonna tell them?  David Drain: When I first joined Questex, really my first job was to think about the program and to focus on the conference and the education and the speakers. And so wanted to do that first, and that's, I would say, how we built the program and ort of the exhibitors came later, right? They needed to see what it is you guys are gonna do? What's your plan? And working with Brad and with Marian we looked at the flow of the event and so I think it's got a slightly different flow. There used to be a lot of conference programming before the show happened, and so what you're gonna see this year there is some programming in the morning, just before the show opens. Some, a bit of uninterrupted time during the show floor hours with some on-floor sessions and then ending the day with more sessions. Really we have three keynotes. I don't know if DSE has done that before. So I think that's different. We will have one each morning. We're very excited about those, of course, Rafiq and Jason Cothern from SoFi Stadium talking about that 5 billion mixed-use development with the stadium and the retail and all that. Having everything from wayfinding to digital menu boards to of course the huge halo infinity screen by Samsung. So I think there's gonna be something there for everybody, and then, Nveen from Google, who you also interviewed for this podcast. We've got a great lineup and the program came together in three ways. There were things that I developed. There were things that are Association partners like DSF and DPAA and OAAA developed, and then we got session proposals from folks, so we really tried to curate the best agenda that we could and so I think that people will see an increased focus and concentration on the content and the programming, and building on what Marion said earlier, I think just the number of networking events throughout the week and then the crossover with LDI, I think that's what's gonna feel different. I heard there's a mixer on Wednesday night.  Marian Sandberg: Mixer. I'm so pleased that you're bringing it to our show. So we can't wait to attend and we're registered, so we're showing up.  Good. I'll make the bouncer aware.  One of the things as the education programming curator, person, organizer, whatever you wanna call it, is you, I suspect, have to walk a bit of a tightrope at times, because you have paying sponsors who perhaps have expectations, realistic or unrealistic around what they can say and do on the stage, and you have to balance those needs with the needs of the audience because God knows, maybe not in the most recent versions of DSE, but earlier year versions of it, one hell of a lot of the presentations were just like product pitches by sponsors, and I would sit down, listen for two minutes and I would go and leave, and that's a tough one to manage, isn't it?  David Drain: Yeah, and I've been managing these types of events for a number of years and so I certainly know about how important it is to make sure that it's got an education focused and so when I was building the program, really sponsorship had nothing to do with it. When I was building the conference program, what we determined as the best topics and the best speakers, and the program really came in process of building this show before the exhibitors that there really wasn't that kind of impact. We do have the on-floor sessions, and those are sponsored. We make that clear on the program.  Those are kinda product demos and things, right?  David Drain: They are product demos and even encouraging those speakers, those sponsors to have an education focus so they teach rather than pitch.  Yeah, I always tell people, look, if you just get up there and pitch, people are gonna leave. If you say smart things, you will leave the impression that this guy and or this woman and this company seem to know what they're talking about, so maybe I should have a chat with them after.  David Drain: Yeah, be a thought leader or present a case study, and then people will understand. You'll have an opportunity to tell them what your company does. You don't need to spend all that time going through the features and benefits of your product.  Without trying to put you on the spot, are there one or two sessions that you know that aren't keynotes but are ones that you think are gonna be particularly kick ass and ones that people should have a look at?  Marian Sandberg: You're asking to choose a favorite child. You're asking him to choose a favorite child, Dave. David Drain: Yeah. There are just a number of great sessions and if you go to our agenda, there is a way to filter by type. So if you're into digital out of home, you can see the programming aimed at that, and I'm excited you know about the session you're moderating and I'm really not blowing smoke here. Denny Levine came to me and proposed that session, and of course, he put together an all-star panel and people are very interested, obviously with these Vangogh experiences, immersive experiences that have popped up and been very successful around the world. So I think that will be similar, there's another session with Moment Factory and Dimensional Innovations on transforming lobbies into experiences, that's pretty exciting.  Yeah, you got some good people like Jackie Walker who was just like, when I talk to her, I just, I always hang up thinking, that's a smart person. She knows her stuff.  David Drain: Yes, and I listened to her podcast that she did with you and so certainly when she wanted to do a presentation, I'm like, yeah, I will just give you the room. You're gonna do great, and people will walk away with a lot of great information. All right, so wrapping this up. This has been a great chat. If people are undecided and are on the fence, but hearing this and think, oh, maybe I will go, what do they need to do? Where do they go to find out more about DSE?  Marian Sandberg: Yeah, they can go to digitalsignageexperience.com. As we rebranded also, so it's digitalsignageexperience.com, or if you have any questions, you can certainly just email me, I'd be happy to answer, and my email is msandberg@questex.com. I would love to have your feedback,  I suspect it's ddrain@questex.com, right? I'm smart that way, it had to be something. All right. Thank you so much for spending half an hour with me. That was terrific.  Marian Sandberg: Thanks for having us. We're honored.  David Drain: Thank you, Dave.

Fraude de la paye chez Moment Factory : un autre exemple d’importance des contrôles internes financiers dans les entreprisesVoir https://www.cogecomedia.com/vie-privee/fr/ pour notre politique de vie privée

This week on 2DM, we talk about Goldilocks, click bait titles, big families, religion, Moment Factory, Cirque du Soleil & more. 2DM episodes are also available on Facebook, Youtube, Apple, Google Podcasts, Amazon Music, Stitcher and Spotify. Get your 2DM merch here: https://teespring.com/stores/2dm‬ Watch Mike's special "Infamous" on Amazon Prime: https://www.amazon.com/Mike-Ward-Infamous/dp/B07HS2F9TJ If you understand french, get your tickets for Sous Écoute at the Bell Centre: www.centrebrag.com --- Follow Mike Ward​: Facebook: https://www.facebook.com/MikeWardca/ Twitter: https://twitter.com/MikeWardca Instagram: https://www.instagram.com/mikewardca/ Follow Pantelis​: Facebook: https://www.facebook.com/PantelisComedy/ Twitter: https://twitter.com/BigP4H Instagram: https://www.instagram.com/bigp4h/ Patreon: https://www.patreon.com/Pantelis --- Follow 2DM on: Facebook: https://www.facebook.com/2DMpod/ Twitter: https://twitter.com/2DMpod Instagram: https://www.instagram.com/2dmpod/ Youtube: https://www.youtube.com/c/2DrinkMinimum

Le Canadien Mathieu Grainger de Moment Factory nous parle de Light Cycles, ce spectacle qui va transformer les jardins botaniques d'Adélaïde en une expérience immersive après la tombée de la nuit emmenant les invités dans un voyage d'une heure à travers sept zones du jardin.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Montreal's SACO Technologies doesn't have anywhere near the mindshare of the largest LED display manufacturers in the pro AV industry, but it's nonetheless the supplier behind some of the biggest and most interesting display jobs lighting up these days. That is SACO's LED light stick technology cladding the world's tallest building - the Burj Khalifa in Dubai - and turning it into a colossal media display that can do everything from mood lighting and still images to motion ads for movies, like this recent spot for the new Batman blockbuster. While the other major players in big direct view LED displays work with pro AV consultants and integrators, and media owners, SACO engages with architects and building engineers to fully integrate active, addressable LED lighting into the facades of buildings and, in some cases, the overall structure of the building. For example, the home grounds of the new MLS team in Cincinnati designed active, changeable lighting into the entire stadium exterior, as opposed to bolting a big conventional display to its side. That huge low rez LED display on the top of SoFi Stadium in LA - where the Super Bowl was just held - that's SACO, too. The back-story of SACO is super-interesting and super-different. The company's roots are in supplying the blinking indicator lights you'd see in old school control rooms, like the walls in power plants. Back in the mid-90s, one of SACO's founders wondered if the colored LEDs could be put together and controlled to create a video display. A small reference design proved the concept, and within a couple of years, SACO was providing a massive version as a digital backdrop for U2's PopMart tour. That led to more concert tours, and by the mid-2000s, the company was also a major player for large format stadium and arena displays. These days, much of SACO's work is custom and specialized, and not the kind of work suited to the more mainstream, high-volume LED guys. I had a really interesting chat about SACO with Co-CEO Jonathan Labbee. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Jonathan, thank you for joining me. Can you describe what SACO as a company does and how long has the company been at it?  Jonathan Labbee: Yes, absolutely. SACO was founded 1987 by the Jalbout brothers, Fred and Bassam Jalbout, and originally started off as a company that specialized in nuclear controlled room equipment. So SACO actually stands for Systems Automation Control, a very far cry from what we're doing today, but essentially if you've watched a Steven Seagal movie and you see these big control room panels on these oil rigs and all that kind of stuff, that's the type of stuff that SACO used to do. And in those panels are a lot of little tiny blinking indicator lights, and some other control equipment that SACO used to manufacture, and eventually they started experimenting with LED technology, and one of the brothers, Bassam, came up with the idea of creating a display using these solid state lights. At the time it was only red and green and eventually was working with one of the premier LED manufacturers still to this day, and when they invented the blue LED, they provided that to the team back in Montreal, and essentially created the very first video display on earth. It was a small little sample. It was maybe like a one foot by two foot sample. It was quite small, but it was able to demonstrate the capabilities of putting up an image and eventually a moving image, and this caught the eye of certain advertising companies and more importantly at the time a rock band, and we got a challenge from the band U2 to create this 50 foot by 150 foot wide video stage, a backdrop to replace Sony jumbotron that they were planning on putting on PopMart. And we took up the challenge, designed and built this thing and deployed it with success on the PopMart tour, started in Las Vegas, and then we toured with U2, essentially showing off these new capabilities.  This was in 1997.  Wow. So that first reference design that you talked about, was that 97 or a little bit before then obviously?  Jonathan Labbee: The reference design was in 93, that's when the blue LED was invented. We had, at that time, already created a red, green display as a prototype. But then eventually we did build a red, green and blue version. So an RGB version, a full color version and I think we met the band maybe like the end of 1994.  That's quite a transition from doing a control room to working with Bono.  Jonathan Labbee: It completely changed the company. At the time we called the technology, smart vision. We did a tour with success and picked up a bunch of other bands and then eventually started doing permanent installations, like the Baltimore Ravens stadium and Washington Arena and so on. And then if we fast forward a little bit, we end up in 1999 when we built the very first NASDAQ screen in Times Square.  So the sort of curved one with the knockouts for all the windows, that's you guys?  Jonathan Labbee: That's us, and that's actually a really interesting story. Already making a curve was going to be a big deal, no one had ever seen a curved video screen of that magnitude, and then we had gotten the project. It was a full display at the time, and then the client, NASDAQ came to us and told us that the main tenant in the building was no longer willing to have their windows covered. So we created his knockouts and everybody was worried about how it would look, I guess it would look odd with these holes in it. With a little bit of convincing, everybody went with it, and the very first piece of content that we put on there for testing was Pac-Man.  Which makes sense, because it would work around the hole. Jonathan Labbee: Exactly. Interesting. So you started out doing, I guess, almost like mesh LED curtains, and then the NASDAQ's display was quasi conventional LED cabinets, although albeit a little bit curved and all that, and in the past seven years, really, all these other LED companies have come on the market with their own cabinets on all that and you guys haven't really stayed in the conventional LED cabinet business. You've gone in other directions, right?  Jonathan Labbee: Yeah, that's correct. We still have some “standard” type products. Although they're really more there to support some of the iconic projects that we're doing, and some of the more complex projects that we're doing. So for example, if we have a client that wants to do this kind of nighttime identity thing on their building, that highlights the architecture, and so on, like some of the projects like FC Cincinnati, in some cases, they may require some video screens down at the bottom on the marquee or inside and stuff like that and so we do have offerings to be able to support them with it.  So is a lot of what you do custom then?  Jonathan Labbee: Yeah. I would say most of what we're doing today is highly customized, not full custom, but highly customized, and there's a difference there, in the sense that our product is really the technology itself and then how we package it is the customized portion of it for the client. A lot of the reason that you get attention, I gather at least, is that unlike the vast majority of the companies who are selling “conventional LED products”, they're working with AV integrators, whereas you guys, by the looks of it, at least tend to work with architects.  Jonathan Labbee: Yeah, that's a very good observation. So our main drive is really with architects. We have seven architects on staff here at SACO. We have mechanical engineers, of course, electronics engineers, but also structural engineers. So when we go into a project and usually the earlier, the better, because we're able to detail down to the level of the building and at the same time, we're able to influence how things get integrated, because we know how we can make things.  We're able to work with the architects to integrate the product in the building facade or wherever it's supposed to go where it looks integrated and not bolted on, and that subtle difference makes all the difference in the world. It also makes a difference in terms of the engineering, right? Because even though the individual light rods probably aren't all that heavy, if you have thousands of them, it adds weight to a building, right?  Jonathan Labbee: It does, and so if we were to come on, say after a building's already up, we would normally be adding not just a product but we'll be adding, like the bracketing and whatever else that we're doing. If we're there early enough in the early stage, maybe the extrusion for the window will be designed differently to accommodate the product.  So there's some savings in terms of weight and potential costs, but also the final look is very different.  Going back in the past decade or so, you started to see signature buildings in a landscape that would be lit at night for different purposes. They might have a certain kind of baseline set of colors that they use. But if like right now there would be buildings that are in blue and yellow because of the situation Ukraine has.  That seemed to be the way things were being done for quite some time now, but with the Burj in Dubai, that's more than just a sort of ambient lighting. It's a media facade. Was there a moment when it changed and you're able to do that or has that always been possible and it just hadn't been done?  Jonathan Labbee: We've always been able to do that. I think that the market and the clients, as they evolve and they see things and they have ideas and then we start exploring ideas with the clients, then I think that's truly when things get revealed, right?  So we may have the capability to do something, but then you also need to get the client that has a vision that allows that to happen.  Okay. So with the Burj, the world's tallest building, at least I think it still is, but with that one, you've got your product on at least one side of the building. Is it just on the one side kind of facing the mall and all that, and that goes from top to bottom, was it built in or was it added after the fact? Jonathan Labbee: So this was added after the fact, and actually what happened there is that the client had tried something, they had acquired some products, I don't know exactly where and had put it up. So they had this idea of wanting to do this. I believe it was a DMX based system. It did what it was supposed to do, but the problem is that I don't believe that it lasted as long as they needed it to. So a year and a half in or something, we connected with them and then we designed for them a system that would fully integrate with the fin, we have these really beautiful stainless steel fins on the building. That's what gives it shine during the day.  So we wanted to respect that, but it was also the perfect area to attach these things. So we designed this kind of fin, like a nose piece for the fin that integrated the product, all the cabling and everything, and then we installed that at the end of 2007.  Okay. So with that building, as huge as it is, you can actually do a full motion ad, like the recent one for the new Batman movie from street level, all the way to the top, right? Jonathan Labbee: Oh, absolutely. Everything that we do is basically either a full video screen or a deconstructed video screen, and in the case of Burj Khalifa, it is what we would refer to as a deconstructed video screen. So it has a twenty five millimeter pixel on the height, but then a meter and a half on the width. So it goes in between the windows and obviously with distance and so on, your brain is able to put the image together.  It's interesting, in the past four or five years with LED marketing, it's all been about finding pitch pixel pitch, and it's 0.9 versus 1.2, and oh my God, 1.2 is awful by comparison, and you're talking about a meter and a half pixel pitch.  Jonathan Labbee: Yeah. Everything has to do with distance and contrast, at the end of the day it can be broken down as that. It's in the distance and contrast.  So what's involved in putting up something like that? God knows, I wouldn't want to be one of the technicians who told me to go up to the 110th floor and go outside and put this on. Jonathan Labbee: It's a really interesting process and much like other projects that we've done, it was the first time that we were doing something. Like this and by like this, I mean, at that height with no cranes and difficult to access and so on, the building itself is almost a kilometer tall. Everything is done with rope access people.  And then the other complexity that comes into play is time. So between when we got the contract and we turned the screen on, It was seven months. So that's not a lot of time to design a new product. We actually had to design a new product for this project, did the engineering, the testing validation, certifications. So essentially what we did is, we had our factory in Montreal. We design and manufacture everything in Montreal by the way, and then we replicated a portion of our factory in Dubai, and we did a lot of final assembly and insulation within the extrusion pieces and so on, and the cabling, everything we did there in Dubai.  The client was very instrumental in helping us set up all of that capability there, and then we just staged everything everywhere that we could in every empty space of the building, and then started deploying these via rope access team, and obviously part of it is a hotel, part of it is are residences. So you are very limited in the amount of time that you can spend. At night, you can't be in front of the hotel portion, during the day, you can't be in front of the residences. So we needed to plan across a whole building how to get these things in place.  And is it set up in such a way that if you're in one of these residences, you don't see the light emitting from these fins that it's just pointing out?  Jonathan Labbee: Correct, so you have no idea if you're inside the residence that there's actually lighting on the building. Which is a problem for some of the media facades I've seen that are just mesh LEDs because you're now looking through this grid system to see outside. You've still got your view, but it's compromised.  Jonathan Labbee: Yeah, exactly, and that's actually one of the reasons why the horizontal pixel pitch had to remain at one and a half meters was because we didn't want, nor our client, didn't want anything in front of the windows.  These media facades on buildings seem to be a thing certainly in China, but I'm starting to wonder when we'll start to see more of them in North America. Are you seeing the demand there to do this?  Jonathan Labbee: Yes, absolutely. Although things have shifted, I think that with the introduction of the Burj, FC Cincinnati, SoFi Stadium on the roof, I think clients and architects are realizing that a media facade doesn't need to be just a rectangular or square video that takes up all their front real estate. They're starting to look at it more as a way to enhance the architecture that can also do media, and being able to prove that you don't have to have the same pixel pitch on the vertical and horizontal. You can do different things and it just makes it more unique and interesting to the building while you're still communicating the message that you want to from the advertiser or from whatever you're trying to communicate.  Is it your control system as well for the software that's driving it?  Jonathan Labbee: So we do everything up to the video processor. So the video processor, what takes a signal and then we work with a variety of companies like Disguise or Seventh Sense depending on the type of project. But anything that has a very complex geometry, we usually work with this Disguise.  Yeah, you're not going to get a setting out of the box for a client or a building.  Jonathan Labbee: No, not all, however, our team does produce all of the 3d coordinates for the software to understand it. So you don't have to have a human sitting there trying to figure out the map, because we already have the map created with a tool set that allows us to take the map and turn it into the coordinates for the systems that we work with. So mapping a building is actually fairly simple, and if you were to change something or you had to adjust something in your final drawing sets, you can just re-upload that file to the server, and the server will change the pathways for the video image. image. Now, when you're working with a giant scale surface like that, because the pixels are a meter and a half apart, at least in that job, does that limit the amount of light that's coming out? One of the things I wonder about with city bylaws and all that is, if you tried to do something like this on a building in New York or Montreal, what would be the citizen reaction? Would they say, “We can't tolerate this. It's going to blind us. It's going to feel like a tanning salon in our house”? Jonathan Labbee: Yeah, actually a very valid point. We went through that exercise just recently with a client, and that really becomes more about being a responsible corporate citizen. That onus falls on the client, but also on us to provide the tool set to their client for that. But again, if you remember what I was talking about contrast earlier, if something's too bright anyway, then I'm sure you've driven on the highway and seen digital signs for where their brightness wasn't turned down at night and it hurts your eyes. So I bet you don't remember the ad that was on that screen because your brain was too busy hurting. So in any case, to be able to show off the very best of that building and what you're trying to show, you have to have the right level of contrast. So if it's very bright outside, obviously it could be just light pollution, then you'd want to pump up the power, but if you don't have a lot of competing lights, you would want to j, drop the power down and then the brightness. So we can do it in a few ways. Obviously we can set levels based on time of day and with light sensors and so on which we do for several clients, or there's just just bypass where the client can select it or at night it's just that level. The Burj is a special case, but if there were other tall buildings in major cities that wanted to do this sort of thing, would they be looking to do it as a media model or do they see it as a way to distinguish their building with ambient lighting that's interesting to look at?  Jonathan Labbee: Yeah, that really depends on the client. I think that some clients go in with the idea of wanting to create a media building. So if you look at the Hard Rock hotel, for example, like the Guitar hotel in Hollywood, Florida, their intent was clear of what you want it to do. It is media focused from the very beginning.  Some of our other clients, I'm thinking of one of the embassies that we did in New York, for example, originally started off as a way to highlight the building. So there was more kind of a highlight on the edge of the building. But when they saw us testing, they realized, wow, I think there's more capability here, and I think that each client goes through a level of evolution on how to utilize the product.  And I guess there's a delicate balance that they have to reach as well that you were saying earlier, you can be good corporate citizens and do something visually interesting with your building, but then you can cross the line and start selling mortgage broker services  Jonathan Labbee: You could do that or you could strobe and there's a lot of things that you could do that you wouldn't necessarily want to do and some of the clients, obviously we have some very sophisticated clients that have a media strategy for that, and they have a team, but some of the other clients just want to do something beautiful, and when that happens, we have a division inside of SACO called the Media Collective, with a Creative Director and so on, and we usually put together a base package for them, just to be able to kinda understand how to utilize your building.  Is the Media Collective in-house designers, or is it a collective of people who have the skill sets and experience to work with your technology? Jonathan Labbee: So we have some animators in-house but the whole reason we have a media collective is really to build a collective of external firms that we work with because we actually get a lot of work through design firms. So we don't want to end up competing with them so if we do end up having a project that requires some content, Burj was a perfect example. In the beginning, we built a bunch of content for them. So we directed the whole thing, but we had, I think, six firms that worked with us to provide different flavors.  When you have a specialized project, somebody like another Montreal company, Moment Factory might come to you guys and say, “Hey, we need to do something on this monumental surface. Can you help us?”  Jonathan Labbee: Yeah, correct. Actually Moment Factory, there are several projects where we've collaborated together. One of them being the AT&T project in Texas. We have our product inside of the A looking thing.  Yeah, that kind of a spherical walkway thing that kind of leads you to the building? That's a very cool project. So when you are working with these different companies, are they coming to you directly or does it tend to come through an architect?  Jonathan Labbee: No, when we're working with these with design firms, they'll usually either contact us or again, vice versa, if we have a media request, we'll contact them.  There are any number I would imagine of companies out there that have LED light sticks that can do kind of mood lighting for a building. Do you compete with them or their control systems really meant to like, change this block to blue and change this block to yellow so we can have the Ukrainian flag? Jonathan Labbee: I would say that in certain times, we'll see them on projects, but those companies are usually DMX based, whereas we're video based and there's a really big difference there in the overall approach and also in the ability to display color and bitrate and stuff like that. So just coming from a video background, the type of clients that usually seek us out, or that we seek out have a vision for media, not just for lighting.  Do they also come to you because of the scale that you've done these ginormous projects?  Jonathan Labbee: Absolutely, because you also have to be game to do this. These challenges are filled with unknowns, and I think that the team at SACO thrive on them.  Yeah, I'm sure there are all kinds of companies who, if they were approached to do some of these large scale projects, they'd go, sure, and then they'd go back to the engineering team and look at each other and go, okay, now what?  Jonathan Labbee: Yeah. We've had a few instances where, let's call them competitors, in certain spaces that got a project and had no idea how to do it and they came to us and we worked with them. It's a small industry, so we're friendly with everybody,  You mentioned earlier the idea of shape and you worked with FC Cincinnati on this new MLS stadium, right? Could you describe that?  Jonathan Labbee: The working part or the project part? The stadium is a curved kind of bowl thing, and the whole outside of it is a bit like the Bayern Munich stadium in that you could eliminate the whole thing. Jonathan Labbee: Yes, exactly. Here the architect is Populous, a company with whom we worked with in the past, and we have a very good working relationship there. So when they took over that project, I believe it was with a different architect prior, and they came up with this kind of vision of these angled fins where you could see through the building and so on, they created this very light structure which at night needed to be highlighted.  So when they brought us on board to start taking a look at the designs and giving our ideas and stuff like that, obviously it made a lot of sense to highlight the edge of that. The product is very much recessed inside of the fin. So it's completely invisible during the day or when it's not on, and I guess there were several ideas there, but I guess one of the guiding principles there is that it needs to be integrated and needed to highlight the architecture at night and keep that sense of emotion like that whole stadium has this static motion to it. So based on that, we ended up designing a solution for it, and also created the base content for the client and it's been highly efficient for the client.  Is it actually less costly to do it the way you're describing as opposed to doing like a full LED mesh curtain and all that, just because there's less hardware, fewer LED diodes and so on, or it does balance out because this is custom engineering? Jonathan Labbee: Yeah, I think I think maybe it balances out. It's probably overall it's maybe a little cheaper because you're integrating early but that only happens if you're integrating early, if you're retrofitting, it's usually it usually balances. But the big thing that it does though, is that it does become unique to that property.  When you just start adding video screens, and again, I'm a big fan of video screens. That's what we do for a living. But video screens, like what we refer to as traditional video screens, have their place. But on a building, it just ends up looking like advertising, if you just put it up a building, right? So if you really want to enhance the building and kind of blend art and media, I think that's a highly effective way of getting your message across because then there's no mistake in if someone takes their Instagram shot or whatever, there's no mistake in where that is.  And I'm sure that you spend the time with the clients, for them to understand, look, this is low resolution. This is in a lot of cases meant to be seen from a hundred meters away or further away. If you want to put pricing propositions on the screen, that's probably not going to work, but logos and things like that's going to work well.  Jonathan Labbee: Yep. Exactly. And again and as you approach the building or as you approach a property or as you're walking through a property, your experience is going to change. So that video element will now become more of a lighting interesting kind of ambient element, but then you'll have something else in the Causeway or whatever with maybe that has a tighter pixel pitch or something to just continue that whole experience as you walk through the property. Do you strictly work with outdoor products or are you doing anything indoor?  Jonathan Labbee: Oh no, we do lots of indoor stuff.  Is that more conventional, like LED modules, cabinets, that sort of thing?  Jonathan Labbee: Yes, actually, in its construction, I would say yes but in its deployment oftentimes it's different. We did this art piece, which is actually a media piece with Jenny Holzer, which sits inside of the Comcast headquarters in Philadelphia, and there are custom tiles that are 6.32 millimeter pixel pitch at the exact 8 inches wide, and they needed to fit in between these wood slabs on the ceiling and the entire ceiling has video strips going right through it, right through the escalator and everything.  Oh, so is this tied in with the big LED wall it's already in the lobby there?  Jonathan Labbee: The LED wall is in the other building.  Gotcha. The other building is fantastic, what they've done there.  Jonathan Labbee: Yeah, exactly. So we'll also deploy, like we have a project right now going on, I can't really say what it is yet, but it has a bunch of really high res stuff, and these kinds of monuments in a curved fashion, all interactive. So high res video screen type stuff that we do a lot, and we do a lot of touring also. All tier one, so the Paul McCartney's of the world and Lady Gaga's utilize a lot of SACO equipment on their tours.  And these again, would be stuff that you can put up and take down pretty quickly. They're lightweight and there's a pastor, so you can see it and behind it, all that? Jonathan Labbee: Yeah, exactly. So what we do for touring is actually use our frames called Fast Frames and they're very fast to set up and rugged. And, in touring speed is extremely important because time is money there, as you're loading and unloading, others are waiting on you. So we came up with this system that's very fast.  I'll give you an example. When we came up with this new product called the S series. One of our very first clients was Bruno Mars, and this is obviously through some partners, rental partners, and it was a 50 foot wide video screen by 20 feet tall and that took 13 minutes and 13 seconds to set up, from the carts to image on. We actually made t-shirts that said 13:13.  Yeah. That's a good thing. Cause somebody's going to ask, what does that mean? And then you're immediately pitching,  Jonathan Labbee: Well, exactly, and also touring does allow us to have a customer base there that is always hungry for the latest in things. Although we have more standard products there that can do their main elements, we'll build a lot of custom stuff for touring as well, and so on the Taylor Swift tour, for example, we had a bunch of 12 millimeters and some 9 millimeters, but because the thing went up like a half pipe in certain areas. We designed these custom triangular tiles to fill in the gap to provide a monolithic look and so on. So we have clients that are willing to try new things there, and then we take all of that knowledge and then we apply it to our more permanent projects afterwards.  You're obviously pretty well known in the live events community and I guess in architectural design, not really in the digital signage or LED display community or at least the conventional side of that. Does that matter, or are you quite happy with just stealthily building up your business?  Jonathan Labbee: Very good question. I would say that in the beginning more, more on like the 2000s stuff, we were doing a lot of arenas and stadiums, like the traditional center hongs or ribbon boards, we were heavily heavily involved there. But when so many companies came out with offerings, there were some differentiators of course, between what we offered and what other people offer, but the cost just kept getting driven down and down, and all of a sudden, you're now operating in a commodity based business. That's not where we necessarily like to be, we're innovators at heart, so we like to focus on areas where our talents can be fully exploited, and so as soon as you introduce a little bit of complexity and there's a lot of clients that want something complex and context could be something as simple as a curve, an angle, a shape, an installation, we ended up finding ourselves almost alone.  Yeah. Interesting. I know there's a big project that you're not able to talk about yet but I'm sure maybe we'll get back together in a year or so when you're allowed to talk about this thing running and it's amazing, and unfortunately we can't talk about it at the moment. Jonathan Labbee: No, but I'll be happy to speak with you when we can.  Absolutely. All right. Thank you very much for spending some time with me. That was terrific. Jonathan Labbee: It was a pleasure.

In this episode we are joined by Daniel Jean from Moment Factory, talking all things multimedia. For the past 20 years, Daniel has worked at the heart of Montreal-based studio Moment Factory. This home base within a major hub of digital production has placed him right at the intersection of creative and technical innovation, and allowed him to take part in some of the most game-changing developments in multimedia entertainment, across different contexts. As a producer, Daniel Jean works closely with clients, engaging them in a collaborative discussion about the vision, feasibility, and logistics of the project. As a former video director, he specialises in going the extra mile to deliver impressive multimedia experiences. Daniel has worked with some of Moment Factory's high-profile clients, including Cirque Du Soleil, Arcade Fire, Billie Eilish, Muse, Childish Gambino, Halsey, Imagine Dragons, Tiesto, Celine Dion and the NBA, to name a few. Daniel's vision of entertainment and passion for his work allows him to push the boundaries every day. His diplomacy and genuine care for each detail related to the project, helps build long lasting relationships with clients and collaborators. Within a constantly evolving industry, he has continually sought out the new ideas and new formats that are changing the way the audiences relate to music. https://momentfactory.com We want to hear from YOU and provide a forum where you can put in requests for future episodes. What are you interested in listening to? Please fill out the form for future guest suggestions here and if you have suggestions or requests for future themes and topics, let us know here! @theatreartlife Thanks to David Zieher who composed our music.

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT Experience is one of those soft, squishy terms that gets used a lot in the context of digital signage - using displays and content to attract, engage and leave a desired impression with the people who go through a designed space. There are many projects that get described as visual experiences that aren't a lot more than screens on walls that are running stuff, but a Brooklyn company called HUSH Studios is absolutely in the business of designing and delivering visual experiences that can communicate the mission, values and products of big corporate clients. HUSH has done interesting work in the corporate spaces of some of the biggest and most familiar brands in the United States and beyond. The company came on my radar after it pushed out a case study last year showing what was done at Uber's newly opened corporate campus in San Francisco. It's a digitally-driven space, but much more inventive than just a big fine pitch LED on a feature wall. I had an interesting chat with David Crumley, the Austin, Texas-based Technology Director for HUSH. We get into the thinking and technology challenges of these kinds of projects, what works and why, and his life being the guy who has to make the big ideas into something that exists or can be made, that makes sense, fits a budget, and works reliably. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT David, thank you for joining me. What does HUSH do, and what's your role?  David Crumley: Hush  is an experiential design firm based in Brooklyn. Our mission is to design experiences for the most dynamic organizations in the world. Our work is around the globe. Our goal is to seamlessly integrate architecture and digital technology to create custom experiences for the workplace, employees, guests and transform the built environment with technology.  My role is the technical director and I focus on the kind of AV hardware and systems side of it and we have other technical directors that focus more on the software side.  So you would go onsite, do site surveys and all that, at least in normal times, and basically work with the big thinkers who say, “we want to do this” and you say, okay, or sure we can do that? David Crumley: Yeah, that's actually a great way of describing it, and how I often will talk with my team. We have an amazing creative team of art directors, architects that come up with amazing concepts, sketches or quick renders and then my job is to then look at that and figure out, okay, how do we make that? What technologies can we use? Hopefully it's something that exists already, so it's not building something from scratch, sometimes it is.  And then working with a huge ecosystem of partners on the client side and the build side to bring it all to life. So at least part of your time is spent understanding the emerging technologies and building relationships with different vendors to understand whether these guys will deliver or they're going to be a problem? David Crumley: Exactly, right. We spent a lot of time working with LED manufacturers, lighting manufacturers, AV integrators, fabricators, physical computing partners all over the place to figure out, to know, and have a jumpstart on what products or options are out there. What will make the most sense to be permanently installed? Because our project has a lifespan of 10 plus years. So it's crucial to have those relationships in that knowledge of all the hardware and technologies out there.  The company's key statement is: we mix content, space and technology to communicate an organization's mission, vision, and products. I'm curious how you get to that, because there's a lot of corporate mission statements out there that somehow managed to be lofty and, in their words, but also empty. Like I'll look at their mission statement, I go, okay, what does that mean?  David Crumley: Yeah, that's a good question and to be totally transparent, that is not my area of expertise. Thankfully, we have a huge team of strategists and creatives that spend a lot of time upfront working with the clients to distill that down, to figure out the essence of what we should be creating and what should be built and what the messaging should be to actually translate the company's brand and mission and identity in to these experiences that can easily turn into something where it becomes more complex or convoluted. I think Hush  does a really great job of distilling that down and finding the essence of what needs to be communicated and doing it in an artful and thoughtful way, which is one of the main reasons I've worked with them so long and enjoy the work we do there.  Do projects lead with digital or is it more a case of, it's just a common outcome because the technology makes sense?  David Crumley: It's a bit of both. We do start with digital, that is our bread and butter. We are excellent at taking data and content and using that to create amazing visualizations and content and lighting animations, and what not with these projects, but we also do a lot of strictly analog work as well. So super graphics, like fabricated elements that go within the building itself.  We have a few that have no digital components at all. It's just strictly analog type work. It really depends on the space, the client, the brief, bost of our projects do have digital aspects.  Do the clients or potential clients come with a brief in mind? Do they have an idea that we want to do a huge video wall in our lobby or whatever or are they saying we want to communicate our mission, our brand, what should we do?  David Crumley: It's a bit of both, honestly. We prefer whenever it's the latter, because we have more of a blank page to work with and we can do those extensive strategy design concepts in phases and really figure out what makes sense for the client, their brand and for the space. But on the other side, we do get a lot of projects where the building is built, they have SPECT hardware, they have a big system, but they have nothing to go on it and so we come in to figure out what kind of content or what makes sense on it. So we do a bit of both of them as well.  I would imagine the latter is maybe not problematic because it's work and it could still be interesting and all that, but to you you're confined to what you can do, right? David Crumley: Oh yeah, exactly.  Your company's worked with a lot of very big global brands. Why do they come your way?  David Crumley: That's a good question. I think they are drawn to the work we do that I kinda mentioned earlier where we will work closely with them to distill down what the message and what the concept is. I think we do a great job of integrating media and content into the architecture, to where it's not just screens on walls or big video wall, like you said, and for the clients that want to have that tight integration between architecture, technology, content, storytelling, I think that's where we stand out and our body of work and luckily that gravitates with a lot of clients, and when they come to us, that's what they want and that's what we do well. And so we're typically set up for success in that regard.  You mentioned storytelling. I found a lot of corporate lobby video walls and experiences or whatever, it's not so much storytelling, at least with the early ones, it has been more about just the wow factor!  David Crumley: Yeah, that's very true, like big, bold, fast content, just trying to do that initial kind of wow moment, like you said. And another approach we do is like a slow burn where there is a wow moment in the scale and the architectural elements, but we're not showing all our cards or all the things that technology can do. It's a bit restrained, both in the content and the tech and it allows the content to be a longer enjoyable thing, especially for employees that come into a lobby every day where they don't see everything it can do the first time and it just becomes repetitive. Yeah, it's interesting when you say slow burn, because I often talk about how the wow factor jobs tend to have a best before date or an expiry date where it just becomes this very expensive, big piece of wallpaper. So, yeah, strategy is super important for that.  Let's talk about a project that got Hush  on my radar, the global headquarters for Uber in San Francisco.  Can you describe what was done there? David Crumley: Yeah, so we were brought on very early. So it was one of those ideal situations that I mentioned, being a blank slate where the client knew they wanted to do something in their lobby for a new headquarters building built in San Francisco. It's a multi-building complex and there's one building called, MD2, that is the main entry point and it's an amazingly designed building that has this beautiful open lobby space and they knew they wanted to have some sort of interactive installation there. And we were brought in to do strategy and figure out what made sense. We did a bunch of concepts, but then they would narrow down to two that we luckily had the time,  budget to actually build out and flesh out both of those concepts with full renders, motion tests, some initial drawings to really flesh them out and all the different content modes, presented our way up through the organization and got buy off on one of those concepts, which is called, The Stream and that was ultimately what was built and the concept behind that on a super high level was just translating Uber's activities into beams of light and motion that would be constantly flowing through the lobby and resolving in a kind of high resolution canvas at one end of the lobby that could be used as a means of providing storytelling, not traditional content, but it would at least be a have the resolution and surface area to provide, video content and a mix of motion graphics and whatnot. So we worked on that project for, I think the design was about three years, design, construction fabrication, so it was a long-term project and we installed it last year and it officially launched this year, and components of it are being scaled to other Uber lobbies throughout the world that we are in the process of doing now. I believe at one end, there's a fine pitch LED video wall, if you want to call it a conventional video wall that you might find in a lobby, but a lot of what was done was custom fabricated LED almost like light tubes and things,right? David Crumley: Yeah. So you're exactly right on the LED wall. It's a fairly standard LED wall but it's about eight feet wide, about nine feet tall. And, above it, and throughout the lobby are these custom tubes. We worked with a fabricator called Machine Histories down in Los Angeles. And again, going back to the privilege and opportunity to have a long design process. And the time to prototype, we worked with them to create two prototypes of these LED tubes and they are utilizing the Martin DC strip, which Hush has used on quite a few projects. And I'm a huge fan of it because it has long cable runs for the power supplies and 16 bit color depth, 60 frames per second,. So I knew I wanted to use that to begin with, but we had a challenge in that we needed to have the tubes as thin as possible, like everything in our architecture team wants to do as thin and sleek as possible, but we also needed to have the content viewable as close to 360 degrees around the tube so we spent a lot of time figuring out the right diffusion, the right placement of the LED, figuring out cable management actually almost productizing the tubes where we worked with the fabricator to make a custom PCB connector from tube to tube, so all the tubes can be easily removed and replaced for maintenance. But in the end, we ended up having over 2200 of the Martin 15 millimeter strips used in these tubes and there's an overhead component that's suspended from the ceiling that makes this a tube array above your head, as you walk in through the lobby. And that's I think just under 90 feet long and at its highest point, it goes up to 25 feet.  The lobby has a single height area and then it opens up into a double or triple height space and the tube array actually bins up and goes up to the upper area over some suspended bridges. And then we also built a large wall behind the reception area using the same tubes that forms about a 22 foot high screen by 28 feet wide low-res with the same tubes, but it makes this huge statement that has a bit of transparency to see the stairs behind it in between the tubes and you can actually get behind the tubes and see the same content from both sides.  I don't know the budget or anything else, but I assume that if Uber really wanted to have high-res tubes or just make the whole thing high-res, they would have the dollars to do that, but they've gone this way. Why was it done that way? They just liked the idea of keeping it low-res or is it more visually interesting that way? David Crumley: There are a few criteria. One, the visual aspect since the architecture of the lobby has lots of slats and repeating linear elements that the tube array compliments really well. To your point, the LEDs are premium LEDs from Martin, the tubes are custom fabricated, there's a lot of work. So certainly that money could have been put toward more traditional LED displays or high-res, but having that kind of art more integrated into the architectural design as well as something that just looks different and unique to the space, and we also had another criteria to keep in mind is that this lobby is an unconditioned space and we could not add any additional cooling. So we were trying to keep heat energy consumption to a minimum within the space, which the LED strips are great for. = So it's an interesting overall discipline that Hush has in that there are creative shops who produce the material for big LED video walls and corporate lobbies and so on and there are vendors who could come into that space to say, yeah, we can put a 1.2 pixel pitch wall right along the whole breadth of the lobby here and there, nut in order to really pull this together, you've got to be creative, you've got to have technology sourcing, and you've got to have a whole bunch of engineers in the middle to pull all this together right? David Crumley: Yeah, and that's one of the great things about Hush is that we have architects on staff. We have more traditional art directors and designers, motion graphics designers, myself as the hardware background, creative technologists that do custom software dev. So running this actual experience as a custom piece of software that our team built in open frameworks and actually multiple applications written but that does a mix of rendered motion graphics as well as real time content that uses a whole interactive system that I haven't even touched on. So yeah, I feel like to do what we do, you have to have all these different kinds of departments and disciplines under one roof.  Yeah, if you don't have that, can you really even be competitive in these kinds of jobs?  David Crumley: Yeah, it's difficult, because if we didn't have this mix, we e could potentially do the initial concept and then that would then have to be bid out to another firm to build and then potentially another firm to do the software. It becomes costly, I would imagine the cost would then be probably double what it was.  Yeah, and finger pointing! David Crumley: Oh yeah, exactly. One throat to choke is a good and bad thing, but depending on whose throat it is.  You referenced content, I'm curious, when you talk about being able to visualize Uber's activities, what's going on there, are you tapping into an API that has analytics that are showing how many drivers are on the road right now or whatever?  David Crumley: We sourced data but there's no live data feeding it, which we do a mix of content for our projects. Sometimes it's the live API, sometimes it's an existing data set. And with this, we use existing info to build our content around. We do have some things, future content modes we're working on, that'll pull more live data. But the real time component of this, the interactive mode that I mentioned, is using an array of nine depth cameras that are in that overhead array, and as guests walk under that array, you are disrupting the stream of information flowing above you in the tubes. So you can see ripples within the content, and then as you approach the high-res screen at the end of the lobby, once you reach a certain threshold, it reveals a curtain animation that reveals a more traditional video content on the high-res wall. So you can actually trigger that content. I recognize that you're on the technical side of this, but I have to ask this anyways, experience is a really soft squishy kind of term. How does it get defined with these kinds of projects and how do you measure and know when you know something is working, that it is delivering an experience? David Crumley: Oh, that is a great question. I'll take a beat to think about that. Because I'm very much on the technical side and not on the more feelings side of it, for lack of a better term. But I think I personally look into social media posts or seeing what people's reactions to the work we do and how photos are being shared and how they're connecting to it and we, as a company, do analytics in terms of number of guests, their engagement time,what videos they trigger, dwell time, all those things, which we turn into actual intellectual reports for our clients to determine that.  But I think it's more the kind of personal anecdotes that I find appealing, just how they talk about it's this amazing experience they haven't seen before, or even this particular experience is viewable through the storefront windows and this building is across the street from the arena where the Golden State Warriors play, so it gets a lot of pedestrian traffic. So you see a lot of photos of other people talking about it as well.  With the pandemic, we've had this shift of head offices being the Mecca, so to speak, and that's where you go. Too many companies have people working from home. I'm curious if that has changed the business, changed the way you have to approach corporate spaces and are companies scaling back, or are they seeing this stuff as even more important?  David Crumley: I think it's the latter. We were worried at first, a couple of years ago when everything happened. But then as we talked with clients and saw briefs coming out and seeing articles and blog posts from industry thought leaders, we came to realize and also we agree with the stance that things like what we do and Uber's lobby and other headquarters, I think helped make the office a more appealing place to visit, because it's to actually get employees there especially with content that is refreshed or ever-changing, or that's data-driven because it's something special to see and interact with.  And so luckily, since the pandemic started, the work we've been doing hasn't slowed down and we're still seeing briefs and clients wanting to do these types of engaging experiences in their offices, public space.  You mentioned content being refreshed, is that something that you have to really push on clients to understand that guys lighting this up is a great first step, but it's a first step you need to budget and think about what's on this display and what's in this experience for, as you said earlier, 5-10 years?  David Crumley: Yeah, it's extremely important. I think anything we do, we prepare a content matrix and we'll propose evergreen content that can live throughout the life of experience and then also content that needs to be refreshed or changed or in the case of it being data-driven or built off on a data set, the frequency of that. So there's kind of incentive to keep it fresh, like you said, and for a lot of our projects, after we deploy, we'll build in a certain amount of time for content updates over the next year, two years. That's part of the scope so we can help make sure that happens because it is easy a lot of times for it to be up, everyone's happy and then forget about it.  Even though we build our own content management system and adjust it to each project, and even though it's user-friendly to use and built to update, it's not always used by every client, obviously. So it's extremely important to do that and continue to update the content like you said. What do you do in cases where you have a corporate client or potential client who already has a corporate digital signage network with standard flat panel screens in the sales area, maybe other areas as well and they're using already have a CMS of some kind that they use and they have a certain way of doing things and you're trying to plug into that, does it become problematic?  David Crumley: It's tricky, I'm not going to lie. And we always get the requests like why can't you just use the CMS we have? And it's possible, it's not easy and by the time you factor in all the customization that's required, it's typically more expensive than just using the custom CMS that we built and then editing it or adding features or modules to do everything that's needed.  So we almost always will use our core CMS and in the scenario that you said that's come up recently and we're actually building a feature for our CSM so as you use it to create content that's real time and targeting our custom displays, it will actually render out that content in a video format. And so the company can use their existing digital signage system to use that video as well so the content can be shared across.  So you would have a reverse API, so you could push stuff out to other systems? David Crumley: Yeah, exactly. Is there technology, let's say super fine micro LEDs or the LEDs you're starting to see embedded in architectural glass that you're waiting on it to mature and then use?  David Crumley: Yeah, I feel like over the last two-three years, so many projects or clients or partners have recommended doing LED glass or the LED film that can be applied on glass and it's getting close. We haven't used it yet because it just hasn't been the right resolution or the right brightness or for a myriad of reasons. I am certainly excited by it, but I'm not quite there yet to be able to spec it.  And even the OLED displays, we haven't really spec'd those yet for the same reason, for content burn-in and just how they work, but I think this year, I'm starting to feel more comfortable with those and we're starting to include those in some of our designs and proposals.  And yeah, the micro LED, I'm extremely interested in. We had a project last year where I tried to use it, which didn't go super well because the product just didn't live up to expectations. But I think again in another year, I think we'll be close if they can get the kind of coating process down to be consistent across it. But I have not seen that yet.  You're using a lot of LEDs. Do you have to worry about proximity to people? Are you encouraged by the increasing number of manufacturers who are doing these kinds of coated modules? David Crumley: Yeah, I'm interested in the coating. That's what I was referring to, not being consistent across the panels yet to where we had a project where it had the coating, but then it almost looked like you painted a brick wall with different shades of paint. Since we tie it so tightly into the architecture, we try to incorporate ways to naturally keep people away. So like for Uber, for example, we have a nice trim piece around and then the interactive spot for you to deal with it is 10 feet away and, it's a natural stopping point and so it's just using the human nature of not getting too close to a big, bright wall to help protect it.  Do all the business systems now seem to be a lot more secure, but open through APIs. Are you able to get out a lot more data?  David Crumley: Yes and no. It's still a little tricky in most regards to get truly live data from a lot of companies for exactly what you said for security, privacy reasons. And then just making sure that data format of the API doesn't change drastically, that's been a big challenge for us. So typically, we'll use live data, but it'll be in a way that can be formatted or have an intermediary step to then make sure it continues to work with our software app. Through these last two years I would imagine the standard practice when you're working on a project like the Uber one that started well before the pandemic, you would go onsite, you'd be in San Francisco for two weeks or whatever, figuring all this out.  Have various Hush people had to mostly do this remotely? David Crumley: It was a mix. We started the design process before and then we did a few site visits before everything shut down. And then we luckily did the prototype review the year before, I guess it was 2019 that we did a lot of the prototype reviews, both in LA and our studio in New York with the client and then during construction, we were not on site until it was essentially installed or close to being installed. And we had a small team that went during the tube and hardware installation. So myself included, I was on site for a couple of weeks at, but it was still a very small team and limited, and we had to do multiple trips spread out over a long period of time, but it was close to normal, but it was still very hard and tricky and you never knew who was actually gonna be able to be on site because of COVID protocol and which team you're going to be working with.  Last question, if you can even answer this, what is Hush working on that you're allowed to talk about? David Crumley: That's a good question. I mentioned we're scaling the streamed experience that we did for Uber's headquarters to multiple locations and that's wrapping up now for the main locations and it doesn't have the tubes, it has various just direct view LED walls, but what's nice about that is they're each a little different because they're all tied into the architecture of the space. One is a fairly traditional, single flat wall, but another one has a mitered 90 degree corner and is a very long canvas, I think the resolution's a little less than 7,000 by 900 pixels, so ultra wide format. And then another one has a radius corner around the wall because that's how the architecture was. And it was nice on our end that we developed the software to smartly scale the content across all these different aspect ratios, sso that's deploying now.  We have a few projects for some financial institutions that are launching now that one of those uses LED strips, this time from S&A, along with a direct view LED wall that is incorporated into these kinds of fins that does this kind of reflected light back on the wall behind it, which is really nice. Hopefully I will be able to talk about it more in another month or two. And then, we have some other things early in the concept phase, but probably not allowed to talk about any of that. Yeah, I would imagine when you talk about account wins and all that, in certain respects, it's a much bigger win when you also have the contract about being allowed to talk about it until it's done. David Crumley: Exactly. And that's, going back to the Uber project, it's nice that it's ground level, public accessible. So many of our projects are on the top floor that you have to get through security or be invited to see. So, we love the ones that are a little more public facing. Yeah, me too. There's been a few times when, like the LAX airport with the international terminal with all the work Moment Factory did there, I wanted to see it, but I had to go through post security on a flight to Japan or something if I wanted to see it. So never have.  David Crumley: Yeah, exactly. Yeah. I've been to LAX so many times. I've not been in the Bradley terminal to see it. And then one time I tried to get to it and had a long layover and tried to connect my terminal to it and it was an exercise in futility and I could never get there.  All right, David, thank you so much for spending some time with me.  David Crumley: It was my pleasure.

Gabriel Pontbriand est directeur de création chez Moment Factory mais d'abord et avant tout un concepteur d'éclairage. Pour Gabriel, la lumière est magique. Il cumule plus de 18 années d'expérience comme concepteur lumière. Il a dirigé le projet Foresta Lumina pour le Parc de la Gorge de Coaticook entre autres, mais il a aussi réalisé la conception lumière pour beaucoup d'artistes de la scène musicale du Québec.Soutenez ce podcast http://supporter.acast.com/lueur. Voir Acast.com/privacy pour les informations sur la vie privée et l'opt-out.

Arnaud Mellinger joins us to talk about the mechanics & art of the incredibly gorgeous projection maps he helps create at Moment Factory. We also discuss David Ariew's recent hack and how to protect yourself.

Catherine started VJing in high school and she's only continued putting on bigger and better shows since. Becoming a creative director at the Moment Factory has allowed her to coordinate the most sophisticated live experiences the world has ever seen. It was a treat getting to talk to her about what it takes to conjure magic. Timecodes: 00:02:39 | Backstory: 14 Hour Raves 00:05:03 | The Art of VJing 00:14:01 | Array Artistry 00:17:41 | Realtime Visuals 00:26:27 | VJ Clip Selection, Usage & Sales 00:43:02 | Canadian Music Festivals 00:47:04 | Experiential Work 00:53:35 | The Merits of Doing It In Public 00:56:53 | Long Term Projects 00:58:52 | Moment Factory Project Criteria 00:63:54 | Getting a Job at the Moment Factory 01:06:05 | Blowing Minds with Physics 01:08:30 | The School of Moment 01:12:27 | New School Magic Tricks 01:21:27 | Creative Goals Left to Accomplish 01:24:55 | The Enchanted Forest

The 16:9 PODCAST IS SPONSORED BY SCREENFEED – DIGITAL SIGNAGE CONTENT The AT&T Discovery District in downtown Dallas is one of the more ambitious experiential digital projects out there - in the U.S. or globally - with a big reason being the focus from the inception on coming up with something that was more than just the technology circus coming to town. Telecoms giant AT&T engaged the huge global design firm Gensler to come up with a cohesive, visually exciting design concept for not only its headquarters building in Dallas, but for the area surrounding it - delivering a destination and talking point. There is a massive LED media wall on the corner of one building, what Gensler calls digital trellises on the urban office campus plaza, and more LED on the walls, support columns and even the ceiling of the head office lobby. That's coupled with synchronized lighting and something that sounds a bit like a show control system. It's super-impressive, and it cost more than a couple of bucks to build, and to sustain. The first wave of creative includes digital art from some of the top people in the field, from Refik Anadol to Moment Factory. I had a chance to speak with two of the key people behind the project - Justin Rankin, director of Gensler's Digital Experience Design Studio, and Dana Hamdan, who served as design manager for the project.   Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Hi, thanks for joining me. The first thing I'd like to do is get a description from you of what the AT&T Discovery District is all about and how Gensler was involved?  Dana Hamdan: Sure, AT&T Discovery District is actually AT&T HQ in Dallas, which happens to be in an urban setting. Not a lot of corporations are headquartered in business districts, and obviously, because it is in a business district, it makes it accessible to the public, and so to say it in a high level and in some depth way, it is a headquarter that's open to the public and that's been very successful based on the experiences that we've seen in the past a couple of months.  This district, so to speak, has been open for a year and a half? Justin Rankin: Yeah, we had substantial completion on the project really in September of last year, and due to various circumstances, obviously it's been a fairly organic process in terms of really opening the district and starting to really activate the space. So really what we've seen is over the last two or three months, it's really come to life in full swing and AT&T has started to really use the space, activate it, promote events, host events, and pop-ups and things like that. So it's been really exciting to see it finally start to take its stride over the past couple of months.  So if I'm in Fort Worth, I get in my car and I drive into downtown Dallas, find parking somehow and wander over there. What am I going to see?  Dana Hamdan: Hey, you mentioned parking, one of the things that actually make it successful is, and that builds kind of a duality of the program being an employee headquarter, and open to the public. There is actually a parking lot for the discovery district so hopefully, you'll not have any issues finding parking in that spot. But basically, the approach to the district is very interesting, and that's gonna take from its name Discovery District. There are some macro-scale indicators for the space, so driving from probably five city blocks away, you will see a mega screen that is on a natural Terminus to one main street, it's called an Akard St. in downtown, and then as you approach the district, the screen will fade away, and from your human-scale perspective, a grove of trees will appear, and then in that grove of trees is camouflaged a nice interactive sculpture that we call The Globe, and but you'll basically see a lot of immersive lighting that will draw you towards the Plaza. So that's just from an approach standpoint of the district.  So this is a lot of LED displays, but it's also interactive sculptures, it's audio, it's synchronized lighting, all kinds of things. So it's not just like a big display, and “look at the cool stuff we have on this big display”? Dana Hamdan: Absolutely. So what we did, basically to give the space a headquarter presence, because before it was just disparate buildings and a number of buildings around a Plaza that was not really used. It was very underused. And, after hours it just gets dark and nobody's there because it probably doesn't feel safe. And so what we did is we knit together a block in the city. We introduced two mega trellises that have media integrated to them to just give a very clear recognizable realm for the Plaza and you get a sense that, “Oh, I'm in one place.” So even though the buildings are not all the same architecture, we tied them with a similar visual, like a consistent cohesive design with these two mega trellises. And then yes everything is integrated in that kind of is the spirit of the project, and we'll talk a little bit more about it as we go through this.  Justin Rankin: And with this being AT&T global headquarters, the anchor of the district is the Whitaker tower, which is a 36 story tall building that kind of sits on the Plaza. So you've got that really like a big landmark. The lobby of that, which we can talk more about, is a really impressive, fully immersive experience. So there's this really nice place, and then, off of Whitaker tower onto commerce street, there's an entry portal there that we call the VIP entry. So you have this really nice flow of, entering off of commerce street coming through that VIP portal into the lobby to a fully immersive experience, and then from the lobby through these really impressive glass windows, you're able to look out onto the Plaza.  So from the lobby, you can see The Globe and you can see the big lawn area that's in the Plaza. You can see the trellis has lit up. You can see all the food and beverage outlets and all of the people and the energy, and so you naturally find your way exploring out into the Plaza, and then once you're out there, you've got The Globe and the media wall, the lawn, and the restaurants and bars and it really becomes a total experience at the end of the day. What was the brief from AT&T? What did they say they wanted?  Dana Hamdan: So it is interesting because I think the nice part about this project is collaborating with AT&T on really formulating what the vision for this project is, and so this kind of morphed over the years, but at the beginning, the most important thing was to give the employees a campus that they're proud of, try to reposition the brand of AT&T would, especially with all the focus on media, and then a third, but probably the most important is to give back to the city because they are in an urban business district setting as well.  These were the main tasks from the client, which we're very happy to sit in visioning sessions and come up with a concept, and we're very happy with the end result. Justin Rankin: Yeah, and I would layer may be on top of that, that at a certain point in time, several years ago, there were discussions within AT&T on whether or not to keep their HQ in Dallas or potentially move and relocate their HQ to San Antonio or another city.  The decision was made to stay in Dallas and then on top of that, coincidentally during that same time period is when AT&T and Time Warner merged and so really overnight AT&T with that merger became officially became the largest media company in the world, taking on Warner Media, HBO, all of their sub-brands, and so really that became a big part of the brief was, “We're the largest media company in the world. We want to give back to our employees. We want to give back to the city of Dallas, so how do we create a destination for all of the above that really is able to solve for all of those different goals?” That was really a thread throughout the entire strategy, and the design of the immersive experiences, the content, the way that everything is orchestrated was really to put AT&T in that light and help them reposition their brand quite honestly. Dana Hamdan: It's not easy when you're downtown, it's not easy to have a prominent presence like it's not like you have a campus. “Oh, it's known this is the so and so campus. This is the Apple Park or Menlo Park.”  It's hard, and it gets lost in the urban fabric, and so this was very important for AT&T to be able to give their campus a presence and for their employees to feel proud about where they work, and so it was just a nice vision and nice commitment from the client and again, I think we were very happy with the end product and we'll talk a little bit more about how we came to make that happen. Justin Rankin: Yeah, one of the things that makes this so unique is that the campus is completely open and public. So when you look at other Fortune 5, Fortune 10 companies, and you look at their global HQ's, they're locked down, they're Fort Knox, right? So you don't have a public that can just walk up and come hang out here. It's the total opposite here. AT&T has really welcomed the city and the community into their space and into these immersive experiences, which is really unique and has been really exciting from Gensler's perspective to partner with AT&T on that and bring that vision to life.  Dana Hamdan: Yeah, and it was not easy. When we do projects like that, we usually want to look at precedents, and for this one, there's really not a lot of precedents that you can look at. In fact, in North America, we couldn't find a prominent campus setting that is open to the public in an urban setting.  I mean we've been to the major campus. Amazon and Salesforce have some similarities, but not quite fully open like Justin was saying, and the rest are remote and they have their own campuses that have limited accessibility. Yeah, I think about districts that are in the central parts of the city and they tend to be entertainment districts that are built around sports arenas, or ballparks or things like that, and it's a lot of restaurants and bars and things, but as you say, there aren't many instances where there's a campus built around or a district built around an office.  Dana Hamdan: Yeah, but from our standpoint, we think this is going to be a trendsetter campus for corporations to anchor downtowns and anchor such settings and it really plays the duality of the program. You've got your employees during the day, not just your employees, but employees of the central district with the amenities that are offered, and then gradually towards the end of the day, you see a very seamless transition, and employees are on their way out. They may grab a drink or a good to a happy hour, but you see that transition of user type from your employee to people who actually live downtown and now are utilizing the space as a normal extension, like a third place, what we call a third place, which is, people that who live downtown don't have a lot of space in their units. So it's good to have the presence of a public space that has all the technology offering of Wi-Fi and is quite enjoyable actually. So it's a really nice 24/7 activation of the space.  Did the pandemic and the experience of offices locking down and everything else, and that whole idea that, office towers are going to be hollowed out, people are just going to be remote working and there's no need for these big edifices anymore.  Did any of that reshape the thinking?  Dana Hamdan: Actually, if I may say, it actually reinforced the thinking because eventually, this conversation is not necessarily about the hybrid mode of work or office, but what we found out is that it actually provided what the pandemic is telling people you need, it provided quite a few different modes of collaboration outdoor that you can sit and collaborate in. And we've seen that, like Justin was saying, the space organically opened. There was not a big ribbon-cutting event that happened, but people needed a space where they could be outdoors safely, and whether they're working or just enjoying other people's company and we've seen articles in major publications, like Fast Company and others, really dwell on and emphasize the need for outdoor collaboration spaces, and we feel that this came just right in time for the AT&T employees actually.  So let's talk about what was done and why it was done. When you had the brief when you worked out the big idea, how did the components come together?  Why did you decide on a big corner-wrapped LED on the side of one of the buildings and displays that lined the interior of the Whitacre building and so on? Justin Rankin: So early on, I would say as we approached really all of our projects, there was a lot of strategy put into planning and thinking and our teams working together and working with AT&T and other stakeholders to think through different use cases, modes, activation scenarios, the flow of traffic, viewports, viewing angles, et cetera.  We did a lot of research. We interviewed and spoke with employees. We interviewed and spoke with C-level executives and VIPs and collected all of that thinking to really inform where to invest the energy and concept. And, through that concept, things to help think about what types of platforms make the most sense, so we can get into it in more detail, but when you start to break apart the different digital platforms, whether it's the media wall or The Globe or the trellises or the lobby, what you'll find interesting is that there's a lot of intent put behind the design of those platforms so that those platforms can be leveraged for multiple different scenarios.  A prime example of that is that The Globe sculpture actually sits on a hydraulic turntable that can rotate 180 degrees. So we have these moments in which we can activate this small intimate grove setting, so maybe it's a singer-songwriter, or it's a DJ, or it's someone reading. You can have a small kind of intimate moment and at the same time, you can rotate the globe, pivoted towards commerce street, which is the main thoroughfare through downtown Dallas, and now you've got a beautiful and interactive backdrop for a marathon or for a holiday parade or for something else. So for every platform, we've thought through those different scenarios, those were all part of that original strategy and helped us to shape where they should be located, how they should be faced. The media walls specifically, we thought about, as Dana mentioned at the beginning of the podcast, there's this kind of viewport that you have from five or more blocks away and it perfectly frames the shape and the aspect ratio of the media wall. So that was very intentional, but we decided to wrap the corner because now we have this ability to draw people in from the other side of the block or the other side of the Plaza. We can also provide some really cool content and experiences to people that are sitting at Jackson, which is a kind of a casual beer garden.  Diana, feel free to add to that. But yeah, those were all factors and considerations that led to the final design.  Dana Hamdan: For sure. But I would say if you're asking us as to why we did what we did, why did we decide that we needed orchestrated platforms? And really, when we were thinking that, AT&T was really also obviously wanted to make employees proud, but second, they really wanted a shift in their brand and how do they represent their brand? And AT&T is not in the business of selling physical products, they sell an intangible service, and I say that all the time, it doesn't matter if you have an iPhone or Samsung or an LG or Whatever it is, It's actually the service that comes through that makes you enjoy your experience, and so we came with this concept that we have this intangible layer, connecting slick and new and futuristic looking platforms that make them come to life and make them feel connected. And that's why we have very purposely positioned screens, and then what we wanted to do is tie all that to an invisible thing that you cannot see, right? A content management system that makes these communicate together. It was very important for us that when you step in the district, you feel that you are in a realm, you feel that you feel the power of connection. You can see consistent media messages. You can see something on the media screen and then all of a sudden it loops and it's in ground lights under your feet, and then it loops and it's now above your head, in the ground and the lights that are in the trellises, or when it moves in and activates The Globe. So you see that communication, you see that power of connection between these platforms and it's all powered by AT&T. So that was a play on the brand representation for the client, and it only made sense why they're in that district.  Justin Rankin: Yeah. It manifests the whole notion of connection, which is that deep kind of core element of AT&T is brand manifest in two ways.  It manifests quite literally in a physical way as we connect the platforms and connect the spaces, but it also manifests through people, the Globe sculpture prime example. It's an opportunity where we can bring people together into a space, and I will say a safe space where they can be distanced but have a really unique experience and discover an experience that's maybe not inherent or visible as you're walking by. So you see the sculpture, that there's something going on. You may hear something you walk over and you've got people and as you're in the space, you're now controlling the experience together that you're having. So there's definitely multiple elements of that as you navigate through the district, whether it's the globe or whether it's in the lobby or other areas in the.  Is the project driven by the art or is there also a nod or thinking around the commercial side of this? Because what I've seen are great pieces of content from companies like Moment Factory and so on. I haven't seen on the big media wall or elsewhere, pitches for an AT&T wireless plan or anything like that.  Dana Hamdan: Yes, this was definitely since day one, this was not meant to be an advertisement platform and it's so funny to hear it, but I like to walk over there incognito and people don't know what role I had and planning and leading this place through success, but I like to hear people say, “oh, this is Times Square, but I actually can sit in and enjoy it.”  It's not full of advertisements and I'll let Justin speak a little bit more about the strategy behind content but definitely was not meant to monetize the Plaza like that. On the contrary, it was meant to elevate the art and elevate the ambiance setting.  I don't want to go behind the scenes but I just wanted to ask, and you may not be able to tell me, but I'm curious because I've seen other projects that have started as art projects and then advertising finds its way into it somehow, was that a debate or AT&T said right from the brief that no this has to be the experience? Justin Rankin: Yeah, they've taken a pretty hard line from the get-go of maintaining an advertising free space. Now the caveat there obviously is, we're talking about the largest media company in the world, we do have to acknowledge the fact that AT&T is showing content that is running on the media wall that is promoting AT&T's properties, movies shows, et cetera. What I would say though, is the way that has come together, and the intent with that is purely from an entertainment standpoint, right? So these are big motion pictures and shows that people are super interested in and excited about. There are certainly moments of that but to your earlier point, there is no advertising so to speak, sales advertising around products and services.  There's a really healthy mix, quite honestly, of just beautiful artistic content. You mentioned Moment Factory, they have been an incredible part of the team in many ways, but we've got fifteen or more artists and studios and agencies that have contributed on the content front. And we've worked really closely all along with the creative director on the discovery district on the AT&T side. His name is Roger Ferris and he's always had a really strong vision as having really the whole AT&T executive team on what their vision around content was, and we've helped to thread together a strategy that's really guided that, who we've worked with. It's guided by the type of content.  The Gensler team has defined the cadence of that content, the programming, and the run of the show. It is 24/7. So there's been a lot of thought put into what's the vibe and what's the energy level at 9:00 AM on a Monday compared to 8:00 PM on a Friday compared to maybe 3:00 PM on a Sunday, and what you notice when you spend a lot of time in the district is that the energy really changes and morphs over time and even, thinking through the night hours and in wanting to be respectful of the fact that this is a district in the middle of a city, there are hotels and there are condos and stuff. We've got this beautiful content that runs through the evening where we take the brightness and the output of that media wall and really tone it down, and put the district in sleep mode, so to speak. And so we've just been really thoughtful about that, and AT&T has been amazing in really investing in the content and putting an emphasis on creativity and art and finding that balance between the entertainment-type content and then just beautiful works of art.  We've worked with lots of big artists and have all come together to create this. I think we've got right now over 36 hours of original content that are running at any given point through the district.  A lot of these things come out of the gate with fantastic content, and then six months later, people started looking around, “I guess we should change this.” Do you have a five-year plan or something? Justin Rankin: We do, and the Gensler team continues to engage with AT&T. They also continue to engage, with their own set of artists and contributors, but very much we're on a continual content production kind of cadence and schedules. So there's constantly new content that's being developed and rolled out, tested, revised, et cetera.  There's also a lot of feedback that's being going from content that's already rolled out. So it's been important at AT&T to really keep an eye on, and what do people think about it? Do people love this? Do they hate it? Is it annoying? Is it too bright? Is it too fast? So I think they're doing a great job of collecting that feedback, using that data to then inform what new content gets produced.  The question begs, what are you hearing?  Justin Rankin: So far it's been great, honestly.  Dana Hamdan: If you use social media and just look up the discovery district, you'll see. I think this is one where we're really enjoying people's reactions to the district. But I will say when we've designed these digital platforms, we've designed them with the concept of what Roger Ferris, the creative director of AT&T would call maximum canvas flexibility, and the idea is you can dial in or dial up the media content as much as you want. For example, the lobby has a ceiling that we call the veil because we veiled in the ceiling and it's a layering of polyethylene, a white membrane that is backed by a very tight tightly knit RGB grid that has probably a diffusion layer. It's a very nice system and it could be just a regular white backlit ceiling that all of a sudden can transform into, I don't know, whales that are swimming in an ocean or whatever it is. So this really, the idea of integrating very seamlessly, integrating the media as architecture and not being an application on a surface really helps with that longevity and being able to activate or not whenever you want.  Yeah, I think that's the difference between some of the things that I've seen, where a company puts in a huge LED video wall and maybe a couple of other things, but they're just things that are there. There's no continuity and no real thought around the whole experience. It's just, “Look at this giant thing we put!”  Justin Rankin: Yeah. The veil is a great example of media architecture at its core. Even the media wall, it's interesting, one of the things that we wanted to do was get creative. The media wall is so large. It's so prominent in the Plaza. It's easy for that to really become an anchor and command all of your attention and there are certainly certain times during the day or the week in which we do that very intentionally, but what we've also done is work hard to create and essentially model and render the exact facade of the building that the media wall is applied to.  So there are certain times in which that media wall goes into facade mode and it's shockingly accurate and people can walk through the Plaza and really not have any idea that there's an eight-story tall media wall staring right at them. So there's been some thought put into that as well, and just finding ways to tone down the digital when we want other platforms or other spaces to command more of the attention.  Dana Hamdan: I would say, when we were just drawing concepts for the Plaza, we drove around and studied the side from a contextual standpoint. Every time we drove down that Akard St., we saw that facade and it's natural Terminus, and we are very lucky that it is an equipment building because otherwise, I wouldn't even have suggested blocking all that much facade. We were lucky that this is an equipment building.  Justin Rankin: People ask that like this media wall is great, but it really sucks for everyone that's working in that building because they've lost any kind of view. So luckily, as Dana said, there's no one, where those windows are that we've covered up, it's all equipment, technical equipment, and things like that. So we haven't prevented anyone's view into the Plaza or natural light into their workspace, et cetera. Yeah, got really lucky with that being the capability that we had.   What's involved in the day-to-day management of all this, all the lighting, the synchronized displays, everything else. Is there an AT&T team, or is Gensler doing that? How does all that work? Justin Rankin: Yeah, really through the project and through the completion of the project, Gensler was really heavily involved in working with AT&T. All the things I mentioned before, the content strategy, cadence programming, et cetera, a lot of the operations and so as we transitioned, everything was installed, it was done, commissioned, ready to roll, we started to work closely with AT&T to help them to build their own operations team, and so they actually now have a dedicated team who is at the helm of this ship and operating the content management system, operating all the platforms, doing things like maintenance and support, all of that. So yeah, dedicated staff now. They're fully running on their own and our involvement at this point and as we move forward is, as I was mentioning before, continuing to help them to ideate concepts and produce new content and keep the big idea going.  How many people do they have working on this full-time? Justin Rankin: There's a team of 5-10 that fluctuates. Everyone kind of has some different roles, some dedicated purely to tech, some dedicated purely to CMS, some dedicated more to the creative side. So yeah, nice healthy team.  Dana Hamdan: I don't know that we know the extent of property management either, because obviously, it's a big district to take care of.  Justin Rankin: For sure. You've got loss prevention, security, events. There's all kinds of teams that are really tapped into what's going on in the district on any given day. But from a technology and kind of creative standpoint, there's definitely a dedicated team focused on it. What's been the response from the mayor and the people who run Dallas?  Dana Hamdan: In downtown Dallas, we have an organization called downtown Dallas, Inc that really started a few years ago and came in with initiatives to bring life back and entice people to live downtown and enjoy downtown and open businesses downtown, and I guess the reaction of this organization is pretty much consistent with businesses around the downtown.  I don't know that I have heard directly from the mayor, but we've heard very positive reactions from neighboring businesses in downtown Dallas, and neighboring hotels. As a matter of fact, we've seen businesses starting to open around the district and benefiting from the presence of the district and driving more business down there. So all but positive so far. Justin Rankin: Oh, you think about it. There are two major hotels right across the street and half of their rooms look into this beautiful Plaza, and so without going into detail on that, you can just imagine, the more kind of premium view and amenity that has now been offered to those guests of the hotel.  I've actually stayed in both hotels and have talked to some of the staff there and they go on and on about it and what their guests are saying and how positive it is.  Dana Hamdan: And throughout the process of design and envisioning this, it was a very rigorous approval process from neighboring communities and from the city. We had to go through many hearings to just get community consent on what's being planned. So this was a very inclusive process.  All right. That was super interesting. One of these days, I'll be able to travel again and come down and have a look at it. Dana Hamdan: We can't wait to have you there.  Thanks very much for your time.  Justin Rankin: Absolutely. Thanks for having us.

Le journaliste Arezki Aït Mouhoubi fait le point sur les feux de forêt en Algérie; Sylvain Martel, porte-parole du Regroupement des comités de parents autonomes du Québec, réagit au plan pour la rentrée du gouvernement; la Dre Valérie Lamarre, pédiatre-infectiologue au CHU Sainte-Justine, explique pourquoi elle est pour le passeport vaccinal au secondaire; Ricardo Larrivée, chef exécutif et cofondateur de Ricardo Media, commente l'achat de son entreprise par Sobeys; Éric Fournier, associé et producteur exécutif de Moment Factory, dit comment son entreprise organise le retour au travail de ses équipes; l'humoriste Catherine Ethier tape sur l'actualité à coup de ballon-poire; et Suzanne Allard, cheffe du Service du bénévolat au CIUSSS du Centre-Sud-de-l'Île-de-Montréal, appelle à la bienveillance pour les personnes âgées pendant la vague de chaleur à Montréal.

Everything you put out as a brand should be interesting, it should be relevant to your consumer, and you and your employees should be proud of the final product. So why then are so many brands finding that the people who work so hard on and actually create the marketing materials aren't sharing the end result? Max Summit is a marketing consultant who has worked with some of the biggest brands in the world — Adidas, Lululemon, Athleta, the list goes on — and regardless of the brand, whether they sell online or in brick and mortar, Max knows that true connection with customers start with the connection to the internal employees. On this episode of Up Next in Commerce, Max discusses all the ways that brands should be doing internal pulse checks and reinventing their mission in order to make their marketing materials hit home with consumers. Plus, she explains how brands should be thinking about ways to become resources for customers beyond just being a provider of goods and services, and she gives examples from her days at Lululemon that any company can learn from and where VR and AR can come into play. Enjoy this episode!Main Takeaways:Who's Sharing What?: To gauge the health and success of your company's creative, doing an internal pulse check is necessary. Are employees sharing the work they have produced? Are they proud and willingly talking and posting about the latest project they are working on? Do a post-mortem to gauge how a project went, what aspects were wins and where things could have gone better and allow everyone to share freely and openly how they really feel.Who Knows What?: The boots on the ground at retail stores are often the people with the most knowledge of the consumers and what they want. Brands need to create a more connected communication structure that allows everyone in retail to interact with HQ and the ecommerce team to paint the most holistic view of the customer and then create products and marketing content for them.Who's Engaging with What?: One of the biggest struggles brands face is getting consumers to engage both initially, and long-term. So brands have to hook a consumer quickly, and keep bringing them back with an interesting, exciting, and valuable experience. Virtual and augmented reality experiences are a recent way that brands have been solving this problem, and the creativity and utility that VR and AR offers sets the table for it to be a major way that brands and consumers interact for years to come.  For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length.---Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we're ready for what's next in commerce. Learn more at salesforce.com/commerce---Transcript:Stephanie:Hey everyone, and welcome back to Up Next in Commerce. This is Stephanie postles, CEO at Mission.org and your host. Today on the show we have Max Summit, who is a brand marketing consultant. Max, welcome to the show.Max:Thanks Stephanie, I'm really happy to be here.Stephanie:I'm happy to have you too. So with you, I want to start back in your personal story. Growing up in Brazil, you have a very interesting story around medical issues and growing up in this very creative household, very intriguing household. So, I want to hear just your background before we dive into what you're doing today.Max:Sure. Absolutely. Let's see, the elevator pitch here. So I was born in Boston, but actually raised in Brazil. I am the proud daughter of a ballerina turned designer my mother, and my father was very musically inclined, he had a lot of passions around art and music even though eventually he really poured I think the majority of his time into tech and entrepreneurship. But my upbringing in Brazil I think was anything but traditional.Max:My stepbrother and I, we used to spend our summers down in the beach barefoot on the sand, falling asleep to the stars at night. My granddad would sometimes pick us up after school on a Friday, we would drive down to the beach and we'd spend the weekend on the boat, which was awesome and really lovely. I think as a child, you take in these experiences as they come but when you live as an adult, you oftentimes, I think, look back and reminisce and you think, "How can I also provide that for the next generation or for myself and my own kids?"Max:So yeah, I think it was a very interesting upbringing, very dynamic, I think absolutely it was not traditional by any means. I think that existence and that relationship that I was taught at a young age to be embracive of nature and be embracive of human experiences I think ultimately led me down to this path in brand marketing unknowingly, but that's where I am today is just really embracing, I think, storytelling and identifying the unique patterns and behaviors of organizations that can really communicate something to the world and to the people around them in a way that I think makes sense for today's audience and today's consumer.Stephanie:Yep. Yeah. I love that. I'm just having an entire movie playing out in my head, imagining you on the beaches also now I'm like, "I need to go to Brazil. That's the next step for me?"Max:Yeah, it's funny. I'm definitely painting a more poetic existence, I definitely think my brother and I, we were quite mischievous as well as I think that playful character and that playful nature, I think also lends itself well for a role in marketing. Although sometimes in a leadership position, you can't be as playful as you like to be, but it's definitely I think helped me get to where I am today, for sure.Stephanie:I love that. And tell me a bit about, I know you had a medical scare I think it was around 15 or something. And I was reading a quote where you're saying, "That changed the way I thought about everything," and I wanted to hear a bit about that because I'm sure it's impacted even where you're at today.Max:Yeah. Absolutely, as I said I grew up in Brazil, sports I think is very much a part of the culture and the DNA there. I did everything from soccer, to swimming, to [inaudible], and eventually I think I really found my place in volleyball. That was really the sport where I felt most comfortable. Again, I had great mentors and great coaches who identified long-term potential and I think saw an ability for me to do it even professionally at some point in my life and my family and I really invested a lot of time and energy going to games, getting the proper coaching, the proper training. And I was in a final match, a pre-qualifier for you to be on the national team.Max:And I came down from a jump serve and I remember hearing this massive, shattering pop that went from my ankle all the way down to my hip. And essentially I ripped six ligaments on my leg, my achilles, my hip tendon, my ACL and my MCL, you name it and eventually it was just one go. And it was in that recovery phase where in post-op I went through surgery and I was recovering, and we're flying back from Brazil where my leg really began to swell and the pain intensified over the course of the plane ride.Max:And when we landed back in Boston, it had really gotten to a place where it felt extremely uncomfortable and my mother and I, of course back then there wasn't a lot of research and knowledge around clotting and how that happens postoperatively and how flying can sometimes intensify that. So, I think we were really uneducated around some of those medical complications that you can face, so we shrugged it off as it was a 13 hour plane ride, your leg is probably swollen from the compression or decompression.Max:We didn't really think much of it and we went to bed, and I woke up in the middle of the night really screaming, had really intensified pain, not really understanding what was happening. And I remember my mother was really rushing up upstairs because I was calling for her, I was yelling like, "Mom, mom, mom, something's wrong." And when we pulled the sheets over, my leg was gangrene. It was blue, black, every color that you can imagine I think all the capillaries were just exploding subcutaneously.Max:And one of the last things that I remember was actually my mother grabbing me by my shoulders to try to calm me down. And this feeling of almost, I would say I think I'll use this on the interview as well, like a champagne cork when it explodes, it just happens in an instance. And when that sensation happened, everything just melted away and what we found out weeks later when I woke up in the hospital, was that the expansion of the leg was really what's known as a DVT, a deep vein thrombosis.Max:And the clotting had literally originated from my ankle and had gone all the way to my knee and a piece of it dislodged and went into my lung. And when that happens, your body's deprived of oxygen and it shuts down, and I experienced all of this at age 15, which I think for a normal 15 year olds everyone is planning prom, everyone's playing around their first boyfriend. If they're lucky, maybe they're celebrating their one year anniversary with their high school sweetheart. And for me, I spent the majority of my 15 years in a hospital bed at Mass General in Boston.Max:I think the realization of life and how fragile it is and how limited our time is, and it can be on this planet, I think was reintroduced to me at an age where most teenagers aren't thinking of that. And I think it's allowed me to move through the world a little bit more intentionally, and in a way I think I've been seeking a greater sense of purpose since so that if I were to find myself in another hospital bed hopefully I won't have as many regrets or as desires as I thought I had at age 15.Stephanie:Wow. Wow. I have goosebumps with your story right now. I feel like we could just make that the entire episode, talking about how to live an intentional life. Oh my gosh, that's wild. Yeah.Max:Definitely. I think if anything too, COVID has in a way, I think shed light for a lot of individuals. I think a lot of families, a lot of my close friends and even professional mentors, I think everyone has used this as an opportunity to self-assess and to reevaluate and really measure the scales of lifeStephanie:That's amazing story. So, I want to dive into the brand aspect of things. You said an interesting quote early on before the interview, that you stumbled into it, you did not plan to get into this world, but when you look at your roster of brands that you've served, it's wild. So, first talk about how you got into this world and also some logos just to show people you know obviously what you're doing.Max:Sure. I'm definitely lucky, I'm going to say I think luck is a big aspect of it. But yeah, essentially I studied philosophy and English in college which is so bizarre to think that someone who studied those two fields would eventually end up in marketing. But I think the way everything cascaded and fell into play was really at the root of it was just having fantastic leaders and mentors who identified my potential, who I think understood the reward that comes with molding someone and bringing them into the process and giving them the right opportunities that I think really shed light on their personal aspects, but also their professional aspirations.Max:And the way I fell into this industry was, so actually I started in non-profit worlds, really volunteering, taking gigs as they came mostly in the creative parts. I did a lot of pre-production post-production work then I eventually went into graphic design, I did a graphic design residency for about two years and then eventually got pulled into copywriting then from copywriting I did video. So, doing the gamut of all the art functions and I realized in that process it actually sucked at all of them. I was like, I was good enough to have a general understanding at introductory level, but I very quickly on realized that I was never going to be the director of copywriting or the director of photography-Stephanie:Which is a beautiful thing, because it answers a lot of questions for you. I've had many of those experiences where I'm like, "Well thank you life for showing me that's just not my thing and I can move on now know."Max:Yeah, and also it takes a lot of vaping gut too, to tell yourself, "I suck at something."Stephanie:I'm going to own it, I suck.Max:And I need to find something else that I enjoy, but I knew that I wanted to be in a creative function. But I think ultimately what was missing, I think from all those experiences was the afterthought. So, the strategic side of it and I got my foot in the door actually as a freelance graphic designer working at Adidas. And the way that happened was really through networking. So, when I said that I was really hustling and trying to get gigs on the side, that's literally what I was doing, I was identifying meet and greets that's right. I used meet and greets, which back then was meetups.com at work in my local community.Max:I would raise my hand, any volunteer opportunities for races or local community events. At the time I was living in Boston, and Adidas was a big sponsor for the Boston Marathon. And again, I raised my hand and said can I do any graphic design work? Do you guys need help as a volunteer, it was just saying yes until someone and something was willing and ready to bring me on board. And I started as a volunteer graphic designer and from there that role quickly became a little bit more robust in nature. So, one project led to another, it went from being freelance graphic design to, would you like to support us at a photo shoot? Would you like to do some post production work for us, some casting?Max:And things just fell into place, and it took a very wonderful mentor and a very lovely boss like I said, to really identify that potential in me and tapped me on the virtual shoulder and said, "Hey, I think your place is actually in brand, it's not in creative," which like I shared with you guys I knew that already, I sucked at all four fields. But I hadn't yet gotten that golden offer, that golden ticket to come in full time and he offered me a job. He said we're starting a new division at Reebok.Max:At the time he was moving over from the Adidas side onto the BU classic side I'll be overseeing the division there and we need a brand manager would you like to take a chance on life and take a chance on this opportunity? And needless to say, I said, yes. And things really cascaded and fell into place after that. And just to throw some logos out there like you asked from Reebok, I went to lululemon, from lululemon I then joined a much smaller, but reputable brand in Canada called Lolë. And then from Canada, most recently I was the director of marketing over at LA Athleta, which is a [inaudible] company.Stephanie:Wow. Yup, yup. Awesome logos of course, which is why I was like, "You have to name drop them." That's a really fun story about getting that invite and having someone bet on you before you even knew if you could enter into that world. I want to talk about brand in general and defining a strong brand, because you've worked at some amazing companies now who have done just that and they've been able to develop this following and stay true to brand. And you just see the cohesiveness when you look at what they're doing everywhere, you get it instantly. So, what do you think defines a strong brand today? How do you go about building that?Max:It's a great question and it's definitely evolved. I think when I first started my career in this journey working in performance sports, endurance sports, I think it was very much benefit led marketing. So, it was really about the best shoes takes you on the longest run. Sometimes you got the occasional, this is the shoe that was designed by Michael Jordan. There's a little bit of that celebrity persona aspect of it, but when I really began this journey, it was very product marketing. It was very benefits led, it was a very simplified message.Max:I think there were very little brands that understood and promoted, I think mission driven content and purpose led communication. Nike, I think was one of the first in the industry to package that up and present it in a way that was digestible to the consumer. I think where we're at now today is most brands if not all, I think need to have a purpose led message or at least a mission driven DNA aspect of their brand. I think consumers are demanding more out of brands, I think that now more than ever they're equipped with knowledge and the tools to actually do the research.Max:Which I think before, oftentimes again, the brands really held that power. They could really decide if and when to release messages around sustainability, messages around diversity, equity inclusion everything was very much calculated I think 10, 15 years ago in marketing. Now, if consumers can't find that information on day one on your website or through your social channels, they'll walk away and they'll go to another brand whose mission and purpose is more overtly available on site as well as in their social channels.Stephanie:So, when you're approaching brands that maybe don't already have this, how do you go about it in a way that keeps it authentic? Because, throughout all the things that have been happening in the past year or two, maybe you see brands quickly trying to lean into something and be like, "Oh, we're in that space too, we're doing that well." And then a lot of them end up one week later, two weeks later or whatever it is it's gone and that can actually do more harm probably than not having anything at all. So, how do you approach that, because it feels like a tricky space to play in?Max:It is. And I think it's definitely a hard question that you have to ask yourself and your organization, what are you as a company uniquely qualified to give to the world? Because, I think it is that unique nature that me as a brand marketer can package up and I can create a strategy behind and a communications and really elevate that and present that to the rest of the world. I think the brands that are struggling like you mentioned some were having to pull back.Max:Other brands that aren't having those honest conversations with themselves, I think their desire to want to jump on something that is currently mainstream but not necessarily an element that trickles down back to their DNA and their structure and their organization. It doesn't take long before it's a domino effect. It doesn't take long before you see all of the pieces falling at the same place. But I think really identifying what you as a company are most uniquely qualified to deliver to the world and to your customer, I think that is the hardest, if not the most important conversation that you can have and you can also give to your marketer.Stephanie:Yep. Yep. How do you go about measuring how a brand is doing? So, I'm thinking about what consumers say versus how they really feel, a good quote, maybe not a quote, but a summary from the CMO of UPS, they came on another show of ours and they said that they had really good brand recognition, people trusted them, but a lot of their consumers saw them as an old and stodgy company so they had to rethink their marketing because of that. But I'm like, if you would've just heard the first piece of oh, we have a great brand, recognition and trust, I'm just going to stop there, I'm good. Versus, getting into the details of, and it's a yes and they also think this, how do you go about measuring a brand's performance or how the consumers actually view them?Max:I love that quote too, taking a soundbite and turning it into an actionable insight. I will probably say something's that's a little bit more controversial, but that's in my nature.Stephanie:Yeah, I love that.Max:I love internal employee pulse checks. I think for me, the true measure of whether your work is adding any value or is exciting people is whether or not your employees are naturally promoting that work. Very often it does not happen, you would be shocked how many times even sitting in a marketing function living it day in, day out going through the blood, sweat and tears will team members refrain from posting. I think it's just there's very little work that I think is being put out into the world today where employees take pride on wanting to showcase it and really wanting to advocate for it.Max:So, my way of measuring success is if you can take a head count around the table, and if every member from your team posted, shared it, communicated, was proud to wear it as an emblem, I think you've succeeded in your role first and foremost, if you're just relying on that customer, if you're just relying on that external feedback again, I think you failed as an organization and as a mentor and as a leader internally.Stephanie:Yep. Yeah. I love that. That's really good. I'm thinking about different types of companies that probably definitely have an easier time. I'm thinking the non-profit world, people go there, maybe not always getting paid the highest, but they are there for a mission versus maybe other companies where people are there for the money or it's a trend. How do you think about actually getting that feedback? Are you literally going around the room being like, "Did you share, did you share?" Or how do you do it at scale if it's a team of thousands?Max:It's so great, I love internal surveys. I think anytime I always loved doing postmortems after a campaign or after we deliver an action, because sometimes it doesn't have to be a piece of creative content. It could be a public commitment, that you as an organization decided to make and that structurally made sense. And I've actually found that oftentimes employees are more willing and ready to share public commitments than they are with pieces of content, but anyway to answer your question, I'm a really big advocate of doing postmortems and in those postmortems, I think an internal employee pulse check with a survey I think is most often the best way to conduct that type of review process.Max:I also found that allowing employees to share feedback anonymously, I think helps exponentially and I think people are always more hesitant to put their name behind the feedback, but I realized very quickly in my review process that the moment I allowed people the freedom to actually say what they really thought without having to put their name behind it, I think the amount of feedback that we got was just astronomically higher, I think by nature.Max:I also really love when we are speaking about obtaining external feedback, I think social media has done a great job with that. Depending on which channels your organization is most active in, for me Athletic Apparel socials the epicenter right now, over all the community activities happening. I love doing pulses and customer surveys on Instagram. I think it's such a great way for you to get feedback in real time, which can also be very eye-opening right. Max:So, when you capture your audience's attention, you have a brief second to really engage with them. And if they've already made that first move, I think that to me is a lot more telling for a brand and organization than if you were to conduct customer insights and this extensive six month interview process where you're most likely bringing in individuals that aren't actively engaging with your brand. But on that aspect, I will tip my hat to Instagram I think for introducing that feature a thousand times over again, I've actually used it numerous times, not only for feedback on creative and campaigns that we've brought to market, but also as a way to guide our strategy.Max:So, I love doing polls where we basically ask our community what content would you to see us produce more? And sometimes the answer doesn't have to be very philosophical, it can be very direct, it can be very simple. And the responses that you get can actually dictate the course of almost an entire season. And I definitely have done that before.Stephanie:Yep. So, are you doing that for some of the brands like Athleta, and how did you structure the polls to get actionable feedback?Max:Yes. I think Athleta is a great example, especially during COVID right. It's hard to think back where I was a year and a half ago, but I remember having just moved to San Francisco for the job. I think I was in the office for a total of seven and a half days. The city just shut down and no one knew what to do. The organization didn't know what to do. I think as employees, I think everyone was in a standstill, but again, the community and our audience demanded responses, they demanded actions. And I think our social media team, I think definitely held the grunt of that work, they're at the battlefields, every single day whether it's delivering good news or tapering and bad news.Max:And so, I think there was a lot of immediate and actions that we took and we really utilize social, I think, to dictate the course of how we would, I don't want to use the word market, but really communicate where we were as an organization, because everything was at a standstill for 30 days. And it was really through that engagement and those backend DMs, those poll surveys, and I think we really found power in the voice of our community and we also understood what it really meant as a brand to show up for your community.Max:So, one of the things that quickly became evident as the city started shutting down was that the majority of our members at Athleta were business owners, female owned businesses, which some of that meant that they own their own studios, yoga studios, gyms studios, and those were the first to be impacted by COVID. And so, how do you as a brand support that community in a way that isn't related to product and I think for Athleta, being under the umbrella of Gap Inc we decided to really create a financial resource for a lot of these female owned businesses, where as a member of the Athleta community, you could apply for a grant or a funding that could really for some moms and for some women could really help keep their business afloat for the foreseeable future, which is where we were at the beginning of COVID.Stephanie:I love that. And did you find out more about who needed that help or what help they needed through social media, like you said, through those DMs?Max:I would say a combination of social media and our retail teams. I think especially working in the Apparel industry, we forget that retail is not dead. And if you have a retail structure that is highly connected to your community, they oftentimes know more about your consumer than you do sitting at HQ. And it's really that share-ability from the boots on the ground, I hate using the word bottom up, but I think that's really the mindset.Max:So, let's [inaudible] this top-down mentality and really about what are you hearing? What are customers saying when they're coming to your door? What's the feedback that you're receiving in store? I think that's really pivotal and I think that was really the feedback that was necessary for us to translate that into actionable insights as I call it.Stephanie:It seems there's still going to be so much work around getting those insights and incentivizing the employees to share that, but now consumers are basically coming to any retail shop expecting the same thing that they can get from online. It's like, yeah, of course I should be able to have this. Of course, I should be able to see inventory, talk to you quickly get what I want, but I see there's that catch up to even just going in different stores around Austin right now and being like, "Oh, this still feels like 2019 right now. What are we doing here?" How do you see that evolving?Max:It's also fascinating too, because you bring that up. Your store experience in Austin will probably be much different than a store experience in San Francisco. And even under the context of COVID, I think that's going to feel a lot more amplified as well in today's industry. I think what that touches on is really what I love to refer to as a decentralized model, where I think what we're witnessing in marketing and in omni-channel experiences and retail experiences is these little pockets, these little hubs of community oriented messaging and team structures.Max:So, a retail store is no longer just a retail store, it's actually a space for you to welcome members of your community, I think it's a space for you to engage with local businesses. That was actually an aspect that I love the most about working at lululemon was just how they really understood, I think the power of community and how a retail store could actually be an extension of that local market or that local demographic. And it didn't have to just be a place for business transactions, it didn't have to be a place just for you to go in and buy stretchy yoga pants as everyone likes to say.Max:For some, it could be a resource. I took a trip down to Key West Florida, of course this was before the pandemic happened. And I wanted to know what yoga studio to go to, what coffee shop I should go to, and the first place I went was to a lululemon store and ask their community members, 'Where do you go to work out? Where do you go to get coffee?" And it's just amazing how I think retail environments have become a source of information for a lot of members of the community. And I think the brands that are adapting to that mindset, I think are the ones that will really in the end come out winning and will be stronger I think in today's industry.Stephanie:I love that, such a good example. How does a company do that though? How does the brand pull a piece of the playbook from lululemon and create that community, do it in a way that people actually want to engage with, they trust it where they'll go and ask advice like where's the best coffee shop and buy from it. You essentially nailed every aspect of what every brand probably wants, but what do they do differently to get all of that?Max:I think it comes down to the original question that you asked me, I think a few minutes ago, which is, I think it's just having that honest conversation as an organization as to what are you most uniquely qualified to give to your audience? And I think for lululemon, again, I'm probably not in a place to speak about this because I wasn't there in its inception, but I can only imagine that when the founder sat down and analyzed that exact question, I think they knew that the power rested in community, so they made a conscious choice to really embed that in the organization's structure, as well as their brand DNA.Max:And I think from that brand values the mission statements evolved and it serves as a filter, as you grow and expand, I think for a brand that maybe is not rooted in community and is wanting to maybe shift into that world, I will continuously say that, I think you need to ask yourself are you in a place that you can authentically play in that ecosphere, because if you can't be authentic then I really don't think you should invest the time. I think you should really, really embrace what makes you unique and what it is that you can deliver to a customer in a unique way.Stephanie:Yep. Yep. I love that. So, earlier you were talking about Instagram is where it's at, it's got all these amazing features that can help a brand learn about their audience, answer all the questions they need. What else are you betting on? What other platforms are you bullish on right now?Max:VR, virtual experiences augmented reality. I am so excited for that future. I think if anything, COVID and remote living and brands having to force themselves, how else can we engage with brands that is interested in ecommerce platform and think have really forced us to reconsider other ways to bring customers along the journey and the creative experience. And I think augmented reality has certainly put us in a place I think of a lot of excitement.Max:My favorite to date has really been the Billie Eilish and the Moment Factory partnership, they created an out of this world, no pun intended experience where they really transported her audience and her fan base into this imaginary world. And the question was really what happens to you when you fall asleep? So, it was really this dream like state and it was just, I think, a beautiful representation of what the future of content can look and feel like. And at the same time, I think it really challenges this archaic notion that digital experiences don't create meaningful connection.Max:Which I actually think having VR and having augmented reality has really challenged that way of thinking, because it can absolutely transport you into a different world. It can absolutely create an emotion and it can also create an action. And I think that universe excites me tremendously, and if I could shift my focus and my attention, I think it would really be in a place where I'm playing day in and day out with that type of environment, for sure.Stephanie:Oh, I love that. This is something I've been looking into more from the crypto side and the cities, same, same though. I was learning all about these digital land sales and getting in there early, they're building this entire world and people go and interact there and do essentially commerce in this world, but to think about it from a brand perspective, how can a brand play in VR because Billie Eilish, I get it concert go somewhere to a different land, I love the idea, but if I'm a brand, what opportunities do you see right now?Max:Well, I always think back to yoga of course, because I worked for one of the best yoga brands in the world, but I think again, not wanting to go back to COVID, but I think COVID really shed light on our inability to go outside, and again, be in studio and being in environments that felt very natural to us. And again, I'm speaking in these terms assuming that you're probably the athletic person who does yoga, but if it's not yoga, it could be you wanting to go to a restaurant or a concert or whatever it is.Max:But in the context of yoga I think there were a lot of studios that were actually introducing this notion of virtual reality in which that even though you couldn't physically be present in the yoga studio, you could absolutely be transported there. And I think, again, it was a way to just create that connection and create that meaning and really bring people into one digital world that really felt physical visually.Max:And I think the brands that understand and harness that power, I think they'll start using that as a mechanism potentially to either create content. So, one way that I could think this coming to life, and actually it was one of the first big projects that I worked on at Reebok. At the time Google and YouTube had just started partnering on VR experiences and we did an entire documentary campaign experience, where we brought audiences basically along the ride for four emerging athletes.Max:And it was really a way again, for you to be transported into the physical spaces in which they train day in and day out. And I think for a customer to have that behind the scenes look, it's really one of a kind. If you can imagine this in an era of a Michael Jordan, to have that unfiltered access to an athlete before or after, or even during experience, I think that's a great place to be in, in terms of VR experiences and building that digital world and that digital infrastructure for at least athletic brands, which is where I operate in.Stephanie:Yeah. I can imagine so many different experiences to leverage [inaudible] not just from shopping, that's just the after effect of bringing in customers from all over the world and at the same place, instant way to build community, meet people. I think that's what COVID taught everyone, is we were in our own little bubbles and we'd gotten to this place where the only time you maybe saw people who didn't live near you, was in work meetings. And then all of a sudden you're like, "Oh, but now I need more community."Stephanie:And now it's actually my work friends I need. And so, starting to broaden that, going into a whole different world and being able to have an experience together, you vet your community and then you can also shop while you're there and maybe even change the experience as well, where it's, try that on for me. Oh, I'd like to see a model showing me this outfit who looks like me, this entire thing of shaping where you're at and be able to control it too.Max:I love that. And I think Warby Parker did that.Stephanie:Oh, did they?Max:Yeah. I think before any other brand caught onto that, the idea of essentially creating a virtual experience in which you could try on the products. And I think that notion that you, and I think you actually said something that gave me goosebumps, that idea that you could in real time see the product on someone that looked and felt like you, I think that's really important as well. And I think that's a shift that we're seeing more and more. And I think if anything, I would give credit to VR for building that and putting that at the forefront of conversations and marketing, for sure.Stephanie:Yep. Yeah. We're going to be looking back and be like, why did we just look at, oh, this model is 5'4 and 100 pounds. And me being like, okay, so that's not me. So if I was much taller and bigger, how would it look on me? How would it flow? We're going to look back and be like, "Why did we ever buy things based off of one picture? I want to see how it moves and fits and looks on someone." And I should be able to choose that experience if I'm not going in the store and trying it on every time there should be no return rates from our products.Max:I love it, do you want to work in marketing?Stephanie:Let's do it, I'm down. So many ideas I realized on the show, I'll just give everyone ideas and maybe someone will implement one of them. Every one of a thousand is an okay idea of mine. Super fun. Yeah. I love thinking about that stuff. All right. The last thing I want to touch on was what brands are you watching to keep an eye on the industry? Who's doing a really good job when it comes to branding where you're like, "I keep tabs on them every week to see what they're doing?" Maybe someone you've worked for.Max:Oh my God, that's such a hard question. It's interesting, I think I'm going to go outside of my respected industry. I'm really fascinated by what Spotify and Netflix have done, I think to the industry. I think Netflix has really capitalized on an audience-based as well as on a perpetual habit that I think we as consumers are starting to have more and more of in this digital age, and they've just managed to build this empire that I am so in admiration of, I also love what they're doing as a platform in terms of exposing younger audiences to different types of content with documentaries being at the forefront, I am a huge advocate of documentary.Max:In fact, one of my first experiences was working in post-production for documentaries. And I think I give them so much credit for just having that vision, having that ambition. When I think back from where they were 12 years ago or [inaudible] first heard their name and where they are today being nominated for Oscars and just the amount of insights and data that they have on us as an audience and as a viewership and how they translate that data into building out specific content programs and building out specific platforms on their channel, everyone else is chasing them and I think that was a gift.Max:To me, they're the Kleenex of the, they're probably going to hate hearing that, but they've defined online streaming. The idea and the notion of online streaming did not exist before Netflix came into the picture, and all brands now are chasing them and they want to compete. And I think that's a brand that I go to, I think, as a source of inspiration, which is weird to say, maybe it wasn't what you were hoping to hear.Stephanie:Oh, actually, when you said that I'm like, oh, obviously you're watching Formula 1. You're seeing the brand and the content angle and then you can go to the whole platform play, which also equally is inspiring. We've written entire stories of mission around Netflix and how they basically killed off their entire revenue stream to bet on another big one and inspiring all around. So, I love-Max:I agree. It's thinking big, bold and audacious and just watching the ripple effect happen. And I think they're definitely a brand that I go to inspiration. And another one is Spotify, again, I think the brands that excite me are the brands that understand their customers and they're catering their business decisions based on that understanding. There's no better brand that exposes and showcases that as Spotify, even the types of content and the marketing campaigns that they're putting out there all originally from their customer insights comes from data. And you got to give credit, I think, to a tech company like Spotify, where they're consistently operating in this multi dynamic world.Max:Because, if you can only imagine between licensing music rights and managing talent and branching into podcasts as well as music, it's got to be a living nightmare. Every time they have the opportunity to put a piece of campaign out there, a piece of content it's so powerful and you can see it from a share-ability aspect, from an engagement aspect, people are excited, people are waiting for it. Again, it's so simple their marketing but it's so effective and it's done in such an authentic way. Again, it comes back to that topic that you and I were talking about. It's authentic in nature to who they are as a brand, as well as a business. And I really admire them for that.Stephanie:Yep. Yeah. I love it. Anyone who wants to hear more about Spotify, we had their old CMO on, he's not their CMO now, but Seth, it's a good marketing trends, the podcasts it was really good. I think we did two parts with him and he was epic and you're like, now I know why the company is where it's at now and all of the decisions that were made to get them where they are now. Cool. All right. Well, let's move over to the lightning round. Lightning round is brought to you by Salesforce Commerce Cloud, this is where I ask a question and you have a minute or less to answer. Are you ready?Max:Yeah, I'm prepared.Stephanie:Okay. Get amped up. First one. What's up next on your reading list or your podcast queue?Max:Oh, great. Where the Crawdads Sing.Stephanie:Where the crawd... I have not actually heard of this one, I'll have to look at that.Max:I have it right there on my shelf. Yes, I bought it two years ago, It's collected dust, but I've made a commitment to finish it before the end of August. So, that is on my reading list for sure.Stephanie:Wow. Good reads a million votes, 4.8 stars. That's very good one. Cool. All right. If you were to have a podcast or show, TV show, movie, whatever you want it to be, what would it be about, and who would your first episode or guest be?Max:I think I'd have to do a podcast that is centered around people, places and products and how each of those define the course of your existence and how they really shape who you are as a human. And I feel anyone could speak or relate to any one of those elements and [inaudible].Stephanie:I like that. Who should be the sponsor for that? You already probably have a couple in mind.Max:I don't know, I've actually never been asked as a question. I don't know, maybe something will originate here.Stephanie:Yeah. There you go. Here comes the show, anyone who wants to sponsor it, Max is ready for you. What is the biggest disruption coming to ecommerce over the next year?Max:Hands down, virtual experiences.Stephanie:Love it. We already know your love for VR, so that makes sense. Next one, what is the nicest thing anyone's ever done for you?Max:I've had a lot. I was working at Reebok, I had a really tough day, it was the first time I cried in a bathroom. You know when you just want to hide your tears, you go to-Stephanie:I've been there, corporate life.Max:And I stumbled across someone who worked across from me and she asked me what was wrong. And I said, "Nothing everything will be okay," as we usually do. And the next day when I showed up, she bought me daisies, which she knew were my favorite. And she had a little bouquet of daisies there, and with a little note, and I had only interacted with this person once. And I thought it was just such a genuine kind gesture, and I've carried that moment since.Stephanie:I love that. That shows how such little things can literally impact someone's entire life. And this person listening, I hope they're out there so they can realize well-Max:[inaudible] bad-ass now, so you snagged a good one.Stephanie:I love that. That was great. All right, Maxwell, thank you so much for coming on the show, sharing all your brand knowledge, where can people find out more about you and maybe even hire you?Max:So, they could visit me at maxsummit.com. Yes, that's right. I've basically bought out everything that has my name on it.Stephanie:That's a good brand.Max:It was my little own brand marketing.Stephanie:Love it.Max:Yes, and my website you can visit at maxsummit.com. I'm also on LinkedIn again, Max Summit you can always find me. If you Google Max Summit, I'm probably Max Summit, Instagram, Max Summit LinkedIn, Max Summit Twitter, Max Summit at Yahoo, Max Summit at Gmail.Stephanie:There you go, Myspace, all the things.Max:Yeah. I'm Max Summit everything, but I love connecting with people, I love building stories. Even for virtual connects or coffee, it doesn't have to be business related, I'm open and I'm here.Stephanie:I love it. Thanks so much.Max:Thank you.

Directrice artistique et de création, scénographe et accessoiriste, Patricia Ruel suit un parcours exceptionnel depuis sa sortie de l’Option-théâtre du Collège Lionel-Groulx en 1998. Au théâtre, elle travaille pour des metteurs en scène des plus réputés dont, entres autres, Denis Bernard Frédéric Blanchette et Fernand Rainville. En 2005, Patricia travaille également avec Robert Lepage sur le spectacle KÀ du Cirque du Soleil, pour lequel elle conçoit les accessoires, puis sur deux opéras, 1984 (2005) et Rake’s Progress (2007). Elle poursuit sa collaboration avec le Cirque du Soleil sous la direction du metteur en scène Dominic Champagne en réalisant les accessoires du spectacle The Beatles LOVE à Las Vegas. Puis viennent Wintuk (décors et accessoires, R. Blackburn et F. Rainville, 2007), Viva Elvis (accessoires, V. Paterson, 2009), Banana Shpeel (décors et accessoires, D. Shiner, 2010), et Amaluna (co-conception avec Scott Pask, D. Paulus, 2012), cela sans compter ses collaborations à divers projets comme l’ouverture des Mondiaux aquatiques de la FINA (2005), Synfunia (2007), et la cérémonie d’ouverture du « Superbowl » (2007). En 2016, elle assure la direction de création du spectacle Luzia, mise en scène de Daniele Finzi Pasca, À la télévision, Patricia a occupé la fonction de directrice artistique pour plusieurs productions incluant Dans l’œil du Dragon et les Bye Bye 2010, 2011 et 2013. Elle a d’ailleurs remporté un prix Gémeau pour chacune de ses participations aux Bye Bye pour les Meilleurs décors : toutes catégories, variétés, magazines, affaires publiques, sports. Après avoir conçu les décors et accessoires pour la production de The Nutcracker du « Nevada Ballet Theater » à Las Vegas en décembre 2012, Patricia assure la direction artistique du spectacle Circo Jumbo Éditions 2013 et 2014, produit au Chili et au Pérou, et multiplie les contributions à des projets spéciaux d’envergure pour des firmes comme « Moment Factory », Fun ! aux Grammy Awards en 2013, Foresta Lumina à Coaticook (Canada) en 2014, Vallea Lumina Whistler (Canada) et Sakuya Lumina (Japon) en 2018 par exemple. En 2014, Patricia a agi à titre de scénographe sous la direction d’Oriol Tomas pour l’opéra Les Caprices de Marianne, créé par l’Opéra de Reims et présenté dans quinze maisons d'opéra de France. Ce spectacle a reçu En 2017, elle a créé les décors pour l’opéra The Magic Flute de W.A Mozart, sous la direction d’Oriol Tomas, produit par le Pacific Opera Victoria. En 2018, elle signe la direction artistique du nouveau spectacle de Véronic DiCaire, Showgirl Tour et la direction de création du spectacle Axel du Cirque du Soleil en 2019. Tout récemment elle fait un retour à la télévision comme productrice au contenu avec Les Hardings et Danse en trois temps (réal. F.Blouin, Télé-Québec).Soutenez ce podcast http://supporter.acast.com/lueur. Voir Acast.com/privacy pour les informations sur la vie privée et l'opt-out.

La fermeture des commerces et les mesures de santé publique ont obligé les entreprises à se « réinventer. » Livraisons, ventes en ligne, télétravail... le modèle d’affaires de milliers d’entreprises a été transformé, mais que restera-t-il une fois la crise terminée? Gérald Fillion en discute avec Lili Fortin, présidente de Tristan; Dominique Brown, président de Chocolats Favoris; et Éric Fournier, associé de Moment Factory.

The second guest on The Freethinking Podcast is Amahl Hazelton at Moment Factory - from a Super Bowl show to a storytelling airport - he is a pioneer of the programmable place at a super-scale! He talks about the 'festivalisation' of our cities and the importance of the 'high street as a venue' as we seek to re-ignite our post-pandemic cities.

ABOUT AMAHL HAZELTON:LinkedIn Profile: https://www.linkedin.com/in/amahl-hazelton/Twitter: https://twitter.com/Amahl1Website: https://momentfactory.com/homeVideos: https://www.youtube.com/user/MomentFactory AMAHL HAZELTON Bio:Placemaking Strategist. Proven leadership in the design, build & operations of public-space digital placemaking, infrastructure and interactive multimedia activations. Looking to partner with Governments, DMO's, Cities, Business Alliances, Real Estate Developers, Architects, Event Producers & Curators to design visitor's favorite next-generation destinations and attractions.Skilled in Placemaking, Urban Design, Urban Planning, Architecture, Art Direction, Management, and Leadership. Strong business development professional with a Master's Degree in Urban Planning--specializing in Place Branding & Competitive Identity--from Montreal's McGill University. BUSINESS INQUIRIES email: amahl@momentfactory.comMEDIA REQUESTS email: media@momentfactory.comFOLLOW US ON LINKEDIN: www.linkedin.com/company/moment-factory/If we do not respond immediately, feel free to contact me here on LinkedIn ;-)ORTwitter: @Amahl1, @Moment_Factory #MomentFactoryInstagram: @MomentFactory #MomentFactory www.instagram.com/momentfactory/Facebook: www.facebook.com/MomentFactory/Moment Factory is a multimedia studio with a full range of production expertise under one roof. Our team combines specializations in video, lighting, architecture, sound and special effects to create remarkable experiences. Headquartered in Montreal, the studio also has addresses in Los Angeles, London, Tokyo, Paris, New York City and Singapore.Since its inception in 2001, Moment Factory has created more than 450 unique projects worldwide, including the Lumina Night Walk series. Productions span the globe and include such clients and collaborators as Changi Airport Group and LAWA (LAX); the City Barcelona and New York City; Fremont Street Experience and Atlantic City Alliance; Related Companies, Bedrock Detroit and Millennium Partners; Gensler and AECOM.SHOW INTRO:"A number of years ago I was working as a creative director in the brand experience studio in architecture firm based in Charlotte. We are a tightknit group and we were all fascinated with the future and the possibilities and opportunities that the world of immersive digital experiences would provide to retailers and brand experience places in general.One day a colleague says to me you got a check these guys out moment factory and they’re from your hometown of Montreal.We then spent the next few hours pouring over videos of video mapping on some of the most iconic churches in the world. Video mapping was relatively new and it was transforming the idea of experience by bringing buildings literally to life with animations that were perfectly aligned with the architecture. More than just spectacles, this signaled a shift in the way digital media, architecture, design and customer experience would coalesce, shifting the paradigm and how customers would engage with brand experience places in it digitally mediated future. Since then, the world of immersive digital technologies has become more pervasive and digital visualization artists like Refik Anadol and companies like Moment Factory are changing the very meaning of experience. Digital experiences are often criticized for being disengaging and promoting social isolation but in the world of Moment Factory, sensory-based but digitally-mediated experiences fully engage users, with their bodies andminds in profoundly memorable experiences.Whether they are lighting up a bridge with social media data in Montreal or elevating the experience of the divine in the Basilica of Notre Dame in Montreal or reinventing queuing the Shangi in Singapore or LAX in Los Angeles, or lighting up our imagination on a nighttime forest walk, our guest Amahl Hazelton has been deeply involved.Since its inception in 2001, Moment Factory has created more than 450 unique projects worldwide. A sign that the digital experience economy is here to stay.Amahl is the Head of Strategy and Development of Moment Factory. He’s a strong business development professional with a Master's Degree in Urban Planning  - specializing in Place Branding & Competitive Identity - from my alma mater Montreal's McGill University.Amahl is a Place-making Strategist. With a history of leadership in the design, build & operations of public-space digital placemaking, infrastructure and interactive multimedia activations I know he has a depth of knowledge on this subject that will make this a really interesting talk.I invited Amahl to share the Keynote stage with me at the 2019 BDNY show in New York and I am guessing this is going to be an energetic continuation of that talk.Welcome Amahl Hazelton…."ABOUT DAVID KEPRON:Website: https://www.davidkepron.comLinkedIn: https://www.linkedin.com/in/david-kepron-9a1582b/Instagram: davidkepron and NXTLVL_experience_designTwitter: @davidkepron

ABOUT AMAHL HAZELTON:LinkedIn Profile: https://www.linkedin.com/in/amahl-hazelton/Twitter: https://twitter.com/Amahl1Website: https://momentfactory.com/homeVideos: https://www.youtube.com/user/MomentFactory AMAHL HAZELTON Bio:Placemaking Strategist. Proven leadership in the design, build & operations of public-space digital placemaking, infrastructure and interactive multimedia activations. Looking to partner with Governments, DMO's, Cities, Business Alliances, Real Estate Developers, Architects, Event Producers & Curators to design visitor's favorite next-generation destinations and attractions.Skilled in Placemaking, Urban Design, Urban Planning, Architecture, Art Direction, Management, and Leadership. Strong business development professional with a Master's Degree in Urban Planning--specializing in Place Branding & Competitive Identity--from Montreal's McGill University. BUSINESS INQUIRIES email: amahl@momentfactory.comMEDIA REQUESTS email: media@momentfactory.comFOLLOW US ON LINKEDIN: www.linkedin.com/company/moment-factory/If we do not respond immediately, feel free to contact me here on LinkedIn ;-)ORTwitter: @Amahl1, @Moment_Factory #MomentFactoryInstagram: @MomentFactory #MomentFactory www.instagram.com/momentfactory/Facebook: www.facebook.com/MomentFactory/Moment Factory is a multimedia studio with a full range of production expertise under one roof. Our team combines specializations in video, lighting, architecture, sound and special effects to create remarkable experiences. Headquartered in Montreal, the studio also has addresses in Los Angeles, London, Tokyo, Paris, New York City and Singapore.Since its inception in 2001, Moment Factory has created more than 450 unique projects worldwide, including the Lumina Night Walk series. Productions span the globe and include such clients and collaborators as Changi Airport Group and LAWA (LAX); the City Barcelona and New York City; Fremont Street Experience and Atlantic City Alliance; Related Companies, Bedrock Detroit and Millennium Partners; Gensler and AECOM.SHOW INTRO:"A number of years ago I was working as a creative director in the brand experience studio in architecture firm based in Charlotte. We are a tightknit group and we were all fascinated with the future and the possibilities and opportunities that the world of immersive digital experiences would provide to retailers and brand experience places in general.One day a colleague says to me you got a check these guys out moment factory and they’re from your hometown of Montreal.We then spent the next few hours pouring over videos of video mapping on some of the most iconic churches in the world. Video mapping was relatively new and it was transforming the idea of experience by bringing buildings literally to life with animations that were perfectly aligned with the architecture. More than just spectacles, this signaled a shift in the way digital media, architecture, design and customer experience would coalesce, shifting the paradigm and how customers would engage with brand experience places in it digitally mediated future. Since then, the world of immersive digital technologies has become more pervasive and digital visualization artists like Refik Anadol and companies like Moment Factory are changing the very meaning of experience. Digital experiences are often criticized for being disengaging and promoting social isolation but in the world of Moment Factory, sensory-based but digitally-mediated experiences fully engage users, with their bodies andminds in profoundly memorable experiences.Whether they are lighting up a bridge with social media data in Montreal or elevating the experience of the divine in the Basilica of Notre Dame in Montreal or reinventing queuing the Shangi in Singapore or LAX in Los Angeles, or lighting up our imagination on a nighttime forest walk, our guest Amahl Hazelton has been deeply involved.Since its inception in 2001, Moment Factory has created more than 450 unique projects worldwide. A sign that the digital experience economy is here to stay.Amahl is the Head of Strategy and Development of Moment Factory. He’s a strong business development professional with a Master's Degree in Urban Planning  - specializing in Place Branding & Competitive Identity - from my alma mater Montreal's McGill University.Amahl is a Place-making Strategist. With a history of leadership in the design, build & operations of public-space digital placemaking, infrastructure and interactive multimedia activations I know he has a depth of knowledge on this subject that will make this a really interesting talk.I invited Amahl to share the Keynote stage with me at the 2019 BDNY show in New York and I am guessing this is going to be an energetic continuation of that talk.Welcome Amahl Hazelton…."ABOUT DAVID KEPRON:Website: https://www.davidkepron.comLinkedIn: https://www.linkedin.com/in/david-kepron-9a1582b/Instagram: davidkepron and NXTLVL_experience_designTwitter: @davidkepron

Amy is a director and choreographer whose work spans across film, television, live performance, multimedia production and branded content. Her projects often fuse a cinematic approach with bold and raw movement based storytelling. Her creative process stems from a strong technical background and a professional dance career that began in the concert world. Her extensive training in ballet, contemporary , jazz, tap, hip hop and musical theatre have founded her idiosyncratic style. Over the past decade, she has been creatively fueled by a variety of acting techniques and structured improvisation exercises which have prompted an evocative energy to her kinetic creations. Amy is an internationally renowned guest teacher and choreographer and is also the artist director of annoDAM Dance, her non-for-profit company. She was born in Canada and is currently based in NYC. Select clients and collaborators include: Artists: Prince, Madonna, Justin Bieber, Joji, Chromeo, Bibi Zhou, Point Point, Maggie Lindemann, American Authors, Walk The Moon, Ariana and The Rose, Chase Cohl, Animal Years, Live Footage. Commercial Clients: Samsung, Apple, Volvo, Paco Rabanne, Estrella Damm, Aston Martin, Avon, Kenzo, Kodak, Pure Barre, Coca-Cola, The Mark Hotel, Nike, Moment Factory, Cirque Du Soleil, 2012 Olympic Games, Capitol Records, Universal Film + TV: So You Think You Can Dance, X-Factor, Disney, Nickelodeon, The Voice, MMVA’s, Mirror Mirror Publications + Live Work: Nowness, ID, Schon Magazine, Vice, Lincoln Centre, Aronson Galleries, Neuehouse, Vogue, Suited Magazine Instagram: @amy.j.gardner Host: Jamie Neale @jamienealejn Discussing rituals and habitual patterns in personal and work life. We ask questions about how to become more aware of one self and the world around us, how do we become 360 with ourselves? Host Instagram: @jamienealejn Podcast Instagram: @360_yourself Music from Electric Fruit Produced by Tom Dalby Composed by Toby Wright

The 16:9 PODCAST IS SPONSORED BY SCREENFEED - DIGITAL SIGNAGE CONTENT I have been working with both AVIXA and invidis for most of the year on a series of monthly roundtables, called Digital Signage Power Hours. They’ve all been great, but the one we did recently on experiential media in real estate was particularly good … because of the people who kindly provided their time. We had David Niles, who created and still works on the Comcast Experience, one of the earliest and still one of the best projects out there involving LED in real estate.   We also had Amahl Hazelton, one of the big thinkers at the famed experiential creative agency Moment Factory. Cybelle Jones, CEO of SEGD, was on, as was Jeremy Koleib, whose Consumer Experience Group works with property companies on big LED projects. And we had Emily Webster, the Senior VP of Creative at New York’s ESI Design, which is behind some of the best experiential real estate you’ll see in real estate. We could have chatted for hours, but we had 50 minutes. Listen, learn and hopefully enjoy. Subscribe to this podcast: iTunes * Google Play * RSS  

Tout ce qui compte : la famille la famille la famille la famille… comme disait Alacair Ensemble. C’est pourquoi, on rencontre aujourd’hui le p’tit frère de Pierre-Marc, Jean-Philippe Langevin qui, du haut de ses 29 ans, a pas mal d’expériences. Après une formation comme technicien en audiovisuel, il se joint à l’équipe de Moment Factory qui l’amène à créer des projets d’envergure partout sur la planète.

Entrevue avec Daniel Jean, producteur de Moment Factory : Retour sur le spectacle virtuel de Billie Eilish samedi soir, c’est la compagnie montréalaise Moment Factory qui s’est occupée du contenu visuel. Pour de l’information concernant l’utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Le billet de Richard Martineau : le mandat de la télé publique devrait être de représenter la diversité canadienne, de couleur et d’opinion ! Chronique Crime et Société avec Félix Séguin, journaliste au Bureau d’enquête de Québecor : La chasse aux proxénètes porte fruit; depuis 2015 le nombre d’accusations contre des individus qui profitent de jeunes femmes pour se remplir les poches a plus que quadruplé au Québec, selon des données obtenues par Le Journal. Le commentaire de Richard Martineau à LCN : les covidiots retardent le groupe et surchargent le système de la santé. Chronique économique de Michel Girard, chroniqueur à la section Argent du Journal de Montréal Journal de Québec et animateur du balado « Mêlez-vous de vos affaires » : Il serait malvenu de voir le gouvernement de Justin Trudeau secourir financièrement les compagnies aériennes avant que celles-ci remboursent à leurs clients la totalité des vols annulés à cause de la COVID-19. Vers un tsunami de faillites. Commentaire de Gilles Proulx, chroniqueur au Journal de Montréal et au Journal de Québec : les proxénètes sont majoritairement noirs. Il n'y a plus de discipline dans la société québécoise et ça paraît sur le nombre de cas de COVID.  Entrevue avec Daniel Jean, producteur de Moment Factory : Retour sur le spectacle virtuel de Billie Eilish samedi soir, c’est la compagnie montréalaise Moment Factory qui s’est occupée du contenu visuel. Commentaire de Steve E. Fortin, chroniqueur et blogueur au Journal de Montréal et au Journal de Québec : l’époque de la rectitude politique est née le soir du référendum de 1995. Entrevue avec Maria Mourani, criminologue et auteure : Les accusations liées au proxénétisme ont quadruplé, les policiers ont raffiné leurs interventions et techniques d’enquête. Chronique de l’essayiste et journaliste Jérôme Blanchet-Gravel : la vertu ostentatoire. Commentaire de Mathieu Bock-Côté, chroniqueur et blogueur au Journal de Montréal et au Journal de Québec et animateur du balado « Les idées mènent le monde » à QUB radio :  L’art de retourner sa veste. Retour sur la dernière semaine. Discussion avec Rachel Binhas, journaliste indépendante (Marianne, L’Express, etc.) : En France, 49 personnalités appellent les responsables politiques à une laïcité pleine et entière. Une production QUB radio Octobre 2020 Pour de l’information concernant l’utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

The 16:9 PODCAST IS SPONSORED BY SCREENFEED - DIGITAL SIGNAGE CONTENT Montreal's Moment Factory has done many of the most visually interesting digital experiences you'll see these days - from airports and big shopping malls to ancient churches, old forts and forests. As with just about every company out there, COVID-19 has impacted what Moment Factory does - but in this chat with Amahl Hazelton, you'll hear how the company has been successfully working its way through the pandemic, keeping a crew that's now north of 400 people busy on new and running projects. Hazelton does strategy and development at the company, and has been a point person on many of Moment's projects in public and urban spaces. We get into the big demand that's coming in from outdoor attractions to create memorable digital experiences in outside spaces that can be made workable and safe, even when social distancing is required. We talk about how and why big visual projects come together, their goals and how success is measured. We also talk about how the pandemic has reinforced some lifestyle and operating changes that were already coming together for Moment - like a big deployment that would normally have as many 30 staffers on the ground, for weeks, in another city - instead having three. Web cams and effective ongoing collaboration filled the gap, and it seems to work. There's a really short list of companies, globally, that do end-to-end iconic experiential media and events, and Moment is by far the largest of them - and by most measures the best. Have a listen. Subscribe to this podcast: iTunes * Google Play * RSS TRANSCRIPT Amahl, thank you for joining me. It's been a while since we've seen each other in person. It's been a while since I've seen most people in person. I know a ton about Moment Factory. I've been to your studios and everything up in beautiful Montreal. I miss Montreal, but I'm not traveling anytime soon, but for those who don't know much about the company, can you explain what Moment Factory is all about and what your role is there? Amahl: Sure. So we're a pretty unique multimedia studio, doing entertainment and placemaking, and we've grown over the past decade from about 25 to 425+ staff with really almost equally divided between technical design system architecture and motion design, content creation, art direction, of what we see on signature multimedia features be they for live rock shows and things like that, which is probably around 10% of our business and has been impacted by COVID, but is still in the pipeline for when things come back to live venues. And then the rest of about 90% of our work is in these permanent placemaking projects, what we've called over the years, “destinations”.  Your company has done a number of really iconic projects. Are there ones you can rattle off that people can go, “Oh yeah. I saw that.”  Amahl: Sure. I think a lot of people have been through some of the world's major airports and they've seen what we've done in LAX back in 2013. I know they've seen it on your blog Sixteen:Nine. More recently numerous collaborations with Changi airport, which has consistently ranked number one in the world, and it's always trying to set a new standard with their various terminals as they bring them online, as well as the various spaces that surround the airport. So they've been quite innovative in building entire attractions and almost theme parks around the airport so that people have things to do, from the local community and also travelers who are coming in and out and using the airport as a hub. So there's a lot of interesting stuff that's been there and not just entertainment. There have been some interesting pain points solved by those destinations, dealing with long waiting lines, creating entertainment, and diversion around the checking lines, for example, through security in the case of Changi. And I think they're pretty proud about that now, as they've got folks coming in and out on a limited basis, but they have a lot more gates and checks and people can be entertained and informed as they move through those zones compared to other places where, really, there's no digital option to communicate or to keep people distracted while they're waiting. So that's been an interesting model that a lot of airports and other transportation hubs have been reaching out to us about. We're currently working on some projects people love seeing, and a lot of people will see them once things pick up again in travel, working with the busiest train station in North America, as well as the busiest in the world. I won't name them, but it's not hard to find. And those are all working on similar principles, wanting to do something special, communicate the destination and keep people engaged, especially since as many of the listeners will know, our airports, and there's a lot of planes coming in and out, but over 50% of the revenues of better-run airports is from their retail, food and beverage layer, which means that they're almost more shopping centers than they are airports. And then people will have seen, as recently as last year, work that we did in live events with Ed Sheeran's world tour, with Red Hot Chili Peppers with that pretty incredible kinetic chandelier, that would have been developed by Tate towers. And then, importantly, a lot of innovation around interactive experiences, what we call augmented games, augmented sports, where we're dealing with mixed reality. And we're starting to create interactive installations that play with actual, real audiovisual installed platforms as well as various ways. Yeah. That people can participate in and contribute to an onsite experience via connected devices, like their phones and things like that. Crazy stuff where we're mapping skateboard parks, while people do skateboard championships and they can send emojis out onto the field, around the skateboarders and things like that.  When you're doing big public spaces, like the unnamed rail hubs, I've been involved with clients who have just flat out said, we want eye candy, we want the wow factor. We want something that makes people go, “Oh, wow”. But I would imagine given the amount of capital investment and the amount of investment in good creative and everything else that these clients want to do more than just have something that looks pretty, do they clearly define their purpose, what they want out of it? And how do you work with them when it comes to the temptation to try to monetize what’s up on these with these big visuals because sometimes if you monetize them, it turns into advertising and it just loses the whole impact.  Amahl: Monetizing is much more complex than that actually for a lot of these destinations. Some, which have been used to having digital signage, do negotiate some kind of concession for advertising and getting on their platforms, but most of them actually have higher priorities, that are worth a lot more money to them. And, and I would summarize that in one word, the visitor, the thing that all of these destinations want is a footfall and eyeballs. So they want to be reputationally the most competitive destination in their space. So they don't want to be the 5th most popular shopping mall in their city, they don't want to be the 8th top airport in the world. or the 10th theme park. They want to be number one. And that means being top of mind. And today being top of mind means that you've got a lot of buzz and you've got a lot of photogenic content circulating on the internet and you are right eye candy plays into that. But the strategy and the objectives are much higher than that. We want, we need, and we depend on visitors and, and there's a big role that Iconic Media features with meaningful content strategies, especially interactive ones can draw visitorship and when we're talking with these destinations, I can summarize it usually in five main objectives. They want to be top of mind, but they don’t want to just be famous with nobody coming on the site, so there has to be some kind of call to action. And after being number one reputationally, number two is that they want more visitors. They want them, number three, to stay longer on the site, to longer dwell times. They want people to engage more, traditionally a lot of these destinations had no clue who was coming in and out and had no direct relationship with them, but with today's ecosystem of digital devices and content and sharing, now we can know who those people are. Destinations can know who they are, and have a relationship before, during, and after they arrive on the site. And, what's key to all of that is what is the onsite experience so that they come, they've got something to look forward to and something to engage with and that's been our only focus for the entire 20 years that Moment Factory has been around, we're going to celebrate 20 years in January, and as you know, none of our productions with the hundreds and hundreds of productions that we've done, not a single one, is actually delivered on a traditional 16:9 screen of a mobile phone or a TV in your basement cinema, or in a theater. It's all out there in the real world, which is why our slogan, our credo is, “We do it in public” because we use all these same skill sets from cinema and video game, TV stage production, all the traditional AV formats, but we only do it in public. How many of your clients, I don't need a number, but I'm curious how often do you have clients who come to you with a very clear idea of what they want and how it will play out versus those who have an aspiration and you guys tease it out and create something?  Amahl: I would say it's usually aspirational. It really depends on where the project comes from. If a project is coming through an end-user, it's often aspirational. They know what they want to achieve, but they're not sure how to get there. They have a sense of confidence in the fact that we come with so much experience and expertise, and we do a lot of R&D and innovation so we're ahead of the curve. Often a lot of this stuff that we do has never been seen before, and then we move on and keep innovating and do something new for the next client.  And that those three things bring people in there's already a well-established design process then people may be coming in and saying, we are architects, we’ve designed a building, but we know that we've got a lobby and an amphitheater and things like that, and we would like to work with you, Moment Factory to see what we can conceive of that.  For those spaces right now, I would say the trends of what we're seeing, and the outreach that we're receiving, which is tremendous, really has to do with, all the disruption attached to code. So, spaces destinations of all kinds, regional, rural, urban, interior, exterior, have been reaching out and saying, either in the case of rural zones, we've got more visitors than ever, “What can we offer them? We would like to do something like the Lumina Night Walk that you've created.” Could you describe that? Just so people understand it.  Amahl: Sure. I think you might have a couple on your blog, but essentially...  Yeah, I don't have any readers.  Amahl: (Laughter) I don't think that's true. You certainly have me and a lot of my colleagues, but, the Lumina is essentially like a walk in a natural or heritage environment. So say, a nature park or a heritage fort, for example, and it essentially consists of 7-10 exterior stations, where people can get tickets. They're always in a nighttime environment because they're outside and it takes about 40 minutes to walk through this series of experiences, which usually have a narrative around them based on the local identity, that place, its stories, its people, its myths, and legends. And, those have been already inherently COVID compliant as I call it. So you had specific departure times when you bought a ticket, so you're leaving at 9:20, you arrive in your group and you move straight into the experience as a group, and the experiences are permeable, so you can come in and out of them, at your rhythm. And people have a lot of space on these walks to move around each other without coming into contact and have a tremendous family experience which, you know, there's a dearth of that. And, if there are connected objects, which in some cases, there are things that they can touch, those are easily sterilizable. So interestingly, we've seen not only that, we've actually opened a brand new production that was procured entirely during COVID. We opened Alt Lumina, which is our first European Lumina Night Walk, we actually opened it just four weeks ago in Lije, which is in the French Alps. We're working on a number of other ones and we've opened almost all of the Lumina Night Walks, which are now 12 around the world. So we started with a couple of them in Quebec and then have them also in Japan, in Singapore, in Western and Eastern Canada, in Toronto zoo, and now Europe and some on the working table in the United States and elsewhere. So not only have some of those opened and been created during COVID, we're receiving a lot of demand for those and have actually accelerated the opening of some which were only winter ones. So we had some winter Lumina Night Walks that asked us to come in and get them going for the summer season so that they could take advantage of the appetite of people to have something safe to enjoy with their families during this time where they're mostly locked down.  Are these Moment Factory owned entities or joint ventures, or do you execute these for clients?  Amahl: These are partnerships, each one with each destination. There's a lot of different profiles. If we look at the types of places that Luminas are going into, they're going into, like I mentioned, nature parks, heritage parks, but they're also becoming part of an added value ecosystem for adventure tourism operators. So you might have a zip line and you're bound to close down as things get dark, but you've got this entire territory, that you're all set up in and you've got operations set up, but you want to do something at night and maybe it's a partnership between them and their local municipality, or County to actually drive tourism in those areas, but yeah, we always do it in partnership.  There's a certain cost investment between the Moment Factory and the destination, and then, because it is a partnership, Moment Factory, and the destination has a share in the tickets and sales on a long term basis. And we provide all the support to make sure that the environment isn't neglected, but is maintained in tiptop shape, and it’s fully operational every day, every night that it's open.  So that's outside, but how do you manage things for inside jobs? (Laughter) That sounds like the wrong term.  Amahl: Well, actually it's very similar. It's interesting, there are some projects like you covered the Continuum project that we did for Canada 150. That was very interesting because that was, essentially, a takeover of a half-finished subway train station downtown.  And, we often get questions about how finished space needs to be to host a multimedia experience, and it really doesn't have to be. This was essentially a dusty construction site, and it's the same as a lot of these spaces that are being abandoned by retailers as they start to lose tenants inside shopping malls and stuff like that, they're basically rough shells and there's a lot you can do with a black box like that. You've got controlled light, you can create a really incredible experience. And if you look at the outcomes from that, I mentioned, we've been receiving a lot of calls to act essentially as an “emergency doctor” during this COVID time, and they're saying, “We're a shopping mall, and our tenants are closing and people are coming in on a mission. They'd come in the front door, they go to one store, they pick one thing up and they get out. And, our footfall has just dropped off the charts. And we've got an increasing number of square footage that we don't know what to do with, how can we bring visitors back so that all of our existing retailers benefit, and do that in a safe way?” And Continuum was actually almost an indoor model of a Lumina type experience, multiple stations, and things like that. And we now have this toolkit essentially of tried and true different installations that we've done, and if you look at some of the metrics of those backends, it’s very interesting to these destinations that are trying to attract visitors and repeat visitorship is Continuum, for example, had 320,000 people download tickets over nine weeks. So that's barely two months. And if you put that in perspective, that's pretty comparable to the annual visitorship in Ottawa of the national museums. So if you're looking at, Museum of Science and Technology or Aviation or any of those, in nine weeks, this one humble multimedia installation attracted pretty equivalent tourism and footfall and ticket sales. So in the current environment, the real critical issue for all these destinations is that we need people and there are things that can be set up and installed in three, four weeks. A typical Lumina is taking nine months to a year, three to four quarters to get it designed and implemented, but downtown, if you look at what's happening right now, everybody's in the regions. So the regions are doing really well, compared even to previous pre-COVID times, but they would like to capture and benefit on a sustained basis from that visitorship.  So they want those people to come back, even when things settle down and they're looking to expand their offer, so “Hey, we're out here in the countryside. There's not a lot to see and do, so what can we do?” And Lumina offers a very interesting solution for that. But in the cities, that's where you're seeing community suffering. Tourism is destroyed, visitorship to traditional culture and retail destinations are destroyed and they're very much looking for options, and these, sort of, pop-up experiences that multimedia can offer, and you don't need to rebuild your entire architecture to do something special. You can take it over, you can transform it with projectors and audio and special effects and things like that and get a tremendous number of people, and it goes viral and it looks photogenic. These are very interesting solutions to developers, to cities, to business districts, and things like that right now.  Drafting off of the whole business of COVID and the nervousness about being around other people and the nervousness, right or wrong, around touching things, I think we're all now conditioned to sanitizing. And when we touch anything, has that been forced to change in terms of how you do some of your interactive things?  Amahl: Not so much for us. Interestingly, we never jumped on the wave of joystick-controlled or VR goggle oriented experiences, both of which are pretty individual, and we are creating collective experiences and the R&D that I mentioned, and we spend a couple million a year at least on R&D really allows us to stay ahead of the curve in terms of using technologies that don't require touch. So it's something that we can look back 10 years and see some of the things that we were doing with interactive facades that were using the connect Kinect. In fact, it was interesting when they discontinued Kinect. With, when Microsoft discontinued the original just last year, the big news around that is what are the Moment Factories of the world going to do? Moment Factory used that to create the nine-inch nails lights in the sky tour that was so famous. What are we going to do without connecting now? There are new generations of that coming online from Microsoft and other technologies that we hacked, like the LIDAR, in autonomous cars, right? So very high response rate, very accurate, and we can use that to create massive experiences that are large scale, tracking a lot of people quite accurately and, and all of that is enabling more and more experiences.  The other trend of course, that I don't need to mention is the personal device. We're carrying around incredibly sophisticated pieces of technology that are essentially not only objects of our attention, they're actually extensions of our body in some way. And so we can use them by how we blow into them, how we look at them, how we move them, and that can become our personal controller or means of contributing to the environment that surrounds us. Does traditional digital signage, and by traditional I mean, 69 screens or LED displays that are feature walls or whatever, do they have a role in what you do or are they kind of complimentary? Are they integral?   Amahl: Well, it's interesting. I've been doing a lot of calls with various stakeholders in the real estate development industry and almost categorically, they've been coming back this summer and saying it's not just a nice to have, we consider it a must-have to have digital media and especially some kind of interactive digital media in our destination. It's not optional anymore. Now how to do it and what it does, is a deeper question. There's a real desire to have it easy to use, so the 16:9 is people's first reflex, but things don't need to be, you know, a boring rectangle, no offense intended with your brand, but the... I'm a boring guy. I'm fine.  (Laughter)  Amahl: No, It's the opposite.  But yeah, we're breaking out of that box and everybody is, you're seeing it all over the world that the traditional pixel space has been exploded. And so if you're coming into a more celebrated commercial office towers and things like that, they can't afford not to distinguish themselves, they can't afford to have a space that doesn't allow, perhaps the nature of their "tech tenants" to be expressed or their upstart, their startups, or their innovative companies that they want to attract as tenants, which are the growth ones, right? And if you're an office builder, then you're going to be after the best growth tenants that you can find, and that is invariably in some kind of technology and innovation.  Yeah, I wondered if those commercial property developers were going to pivot away from those kinds of "highly visible visual experiences" in their lobbies and all that because of COVID and the whole work-from-home phenomenon, and would they now be competing just on cost-per-square-foot for leasing, but it sounds like if they want to stand out and stay competitive, they still have to do this?  Amahl: Well, it's a lot about what we call place branding and competitive identity. If you're going to have your destination compete against these other ones, what are you going to do to stand out? Because the dollar figure per square foot is really a race to the bottom. The location has always been a part of it, but experience too, and I think you've seen some of my presentations or keynotes, and I talked about ROI, but there's also ROE, the return on emotion. And that ROE is a much bigger conversation now than when I first said it 8-10 years ago. It's return on the emotion, return on experience, return on entertainment, return on education, where people want to actually have a meaningful takeaway and not just an entertainment experience with their space and these developers. You gotta think that as they start scratching their head about what is the stimulus to have people continue to choose to come to work in an office? Well, if you've got a boring concrete block box, a lot of the developers are saying, what if we got that's going to entice people out of their basements, where they're perfectly safe and happy doing their Zoom calls if our office building has nothing interesting and no way of communicating or expressing itself back and forth with the public that we're trying to attract into it?  Before I hit the start recording button, we were talking a little bit about a project, at least part of the team was working on, without going into what that project was, what I found was interesting is the technical challenges of doing a live installation in the midst of a pandemic and how so much of the team that would normally be on site was working remotely and you were using things like webcams to put content on the big displays or whatever. Can you relay a little bit of that? Amahl: Yeah, obviously we've all been grappling with the limitations to travel internally within countries, but, externally as well, trying to cross borders and we've got a massive project, it's no secret, with the AT&T's headquarters in downtown Dallas and a huge ecosystem of exterior and interior LEDs and content coming from the many incredible studios that AT&T purchased when they purchased Time Warner. And, we've been refining this remote integration ability, where we would usually have 30 people on site for a month, so a lot of people, a lot of hotel rooms, a lot of per diem, we can now do an integration like that with 3 people for six weeks and that's possible because we've always been particularly good at collaborating with local partners. So wherever we go around the world, we're looking for local partners in the cities, in the regions that we're conceiving these installations, who can actually support the clients and support us in implementing, delivering those. And there are fantastic partners on that Dallas team, the great in-house team with AT&T, against the architect who oversaw it. And that's a continuing trend. So we're just deepening those networks of collaborators in the integrator, in the manufacturing sector, and refining our processes to be able to do things wherever it is in the world using remote access points and high bandwidth connections. So you see this as, or the company sees this as, something that you can do a lot going forward, or is this kind of a “hack” that's getting you through?  Amahl: No, it's something that we could do a tremendous amount of, and it's actually kept us being extremely productive, even as all of those 425 staff that we have have been working from home. We were up and running in about three days to work from home. And then one of the first things that we started undertaking was okay, how can we actually do real jobs, not collaborate on design, but actually produce them and integrate them and operate and maintain them moving forward. And we've got that riddle pretty much solved.  If we're doing site visits, even for projects that are under development already, existing environments, we can actually do a lot of that with a good webcam or an iPad from the client-side and they can give us the tour of the space, and we look at it and start talking about the possibilities without needing to fly all the way to China or to Australia to do that. Yeah, and I would imagine that this is good news in terms of staff morale and everything else, because going to, let's say Dallas for a week is okay. You can hang out and go to a few restaurants and things like that, but if you're there for five or six weeks, that gets old really quick. And if you could just do most of this work and be home with your family and your friends, you're going to be a lot happier.  Amahl: It's interesting because it was a pre-COVID initiative that we'd already started working on. How can we reduce the time in airplanes and hotels for our staff, which was an exciting thing when we were in our teenage years as a company, the phone rang, we loved jumping on a plane to go to Dubai and Europe, and Asia.  And we still do a lot of our work if you look at the breakdown, we do about 30% of our work in Asia, 30% in the States, 30% in Europe, and under 5% per year, traditionally in Canada, but that's changing as well because as we've matured, we've started not just answering the phone, but building our relationships in these territories so closer within the United States, within Canada, starting to settle down and allow our staff to have lifestyles where they can start families of their own and spend more time with them and not be on a plane here and there. So, in Canada, we've had a lot of fun and have some very exciting projects in development coming online in Canada and the United States. Good. This just flew by, so the last question, I'm curious because your job is public spaces, right? That’s your charge?  Amahl: Yeah. Although it's more transversal now since over the past three to four months, but traditionally, yes, growing that whole permanent project space, which we described originally as public spaces, now more recently as cities. And that's divided into a number of segments that have their own critical mass theme parks, the Luminas and Night Walk experiences that I described, and then these big urban development projects are pretty equally distributed.  So you get an inbound, you do a phone call or a Zoom call or whatever it may be, to talk to the potential customer for the first time. What's that first question, other than how much of a budget you have?  Amahl: What do we ask them?  Yeah.  Amahl: It's interesting. The first question I ask usually is, alright, this phone call was very exciting. We're now three years later and looking back and your project, whatever it is, we don't have any idea yet what it's going to be, but you're looking back and it was a huge success, and you're tapping yourself on the back and saying, man, was it a good idea that I called those guys? What is your success criteria? What happened that you're thinking, man, did I ever do it right?  And starting with that question of putting people in the future, looking back, and saying, boy, this is what I achieved, that puts everything in perspective, and allows us to have a conversation about what objectives they're trying to attain long before we get to what are the real creative directions that can be applied to it, to reaching your challenges. So you want more visitorship now in four weeks and six weeks, eight weeks in your space? There's a tremendous amount that we could do by Christmas. You've got a Christmas holiday where things start reopening for COVID, for example, and now it's February of next year and you're looking back and you say, wow, I saved the holidays from the COVID Grinch. And there's just so much that can be done to bring people together safely, with joy and not just as spectators, but as participants in experiences, which is what they're hungry for.  People don't just want to watch more Netflix, which they can do in their basement, but they actually want to contribute. They want to be a part of something and interactive multimedia installations can really unlock that for people and it can be done right now. But, it takes picking up the phone and saying, “what can we do?” That's great insight. Thank you.  Amahl: Yeah, well, real pleasure talking with you, Dave.  

Entrevue avec Daniel Jean, producteur de Moment Factory : Je suis allée voir VROOM au Ciné-Parc Orford. J'ai aimé ça et je pense que cette expérience multimédia peut aller plus loin encore ! Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Sakchin Bessette is the Co-Founder and Executive Creative Director of Moment Factory, a new breed of studio that has been pushing the boundaries of of several industries in order to create some of the most imaginative public experiences the world has ever seen. Since its inception in 2001, Moment Factory has created more than 400 unique shows and destinations. Productions span the globe and includes clients like the NFL, Microsoft, Sony, Madonna and more! Sakchin joins us to share his story, perspective on the evolution of the industry, a glimpse at their creative process and much more! I highly recommend checking out Moment Factory online: Website Twitter Instagram As always you can find out more about Tech+Art by visiting our website or following us on Twitter! Cover art by Matt DesLauriers.

This week on Neural Pathways, we are joined by Dr. Marouane Ouhnana, who is the first of his role as a Research Analyst & Scientific Liaison at Moment Factory. Marouane describes what it's like integrating science and multimedia, talks about the importance of understanding different viewpoints when working with others, and gives valuable advice on how to approach a job-search. Visit the Neural Pathways webpage for more information: https://www.mcgill.ca/hbhl/training/neural-pathways-podcast Music: Awaken by Osaze

Founded with a mission to create a digital wallpaper that would transform the way audiences engaged with their surroundings, NanoLumens pushes the limits of media architecture further and further each year. We’ve found that as digital display technologies grow more prevalent in all facets of daily life, audiences not only expect to see screens in just about every room they enter but also to see these screens integrated into the very fabric of a building’s architecture. Working with renowned content creators like the digital sculptor Refik Anadol and the experts from Second Story and Moment Factory, NanoLumens has helped some of the world’s most sophisticated clients in transportation, communications, and commercial real estate evolve their space from simply a building into an immersive, future-proofed digital environment. We’ve written in this space before about the degrees of freedom in design NanoLumens grants each of our clients but its worth briefly touching on the media architecture successes of a few installations because each represents a remarkable achievement in thinking outside the box.To read the full blog post, click here.

Eric Fournier is a dynamic, strategic visionary with a long history of creating value for businesses. In his role as Partner and Executive Producer at Moment Factory, he has strategically overseen the growth of the studio while also providing proactive leadership and direction on major projects. Under his guidance, Moment Factory now operates in Tokyo, New York City, Los Angeles and London and soon Toronto. Creative and curious, Eric excels at identifying opportunities that will fully activate Moment Factory’s unique and diverse collection of expertise. Eric holds an MBA from McGill University and a BBA from the Université du Québec à Montréal.

Lauren Ogle, Manager of Guest Operations, joins me on the podcast today to discuss how hard the Zoo works to ensure your visit is the best experience every time you come to the Zoo. Lauren discusses the creative ideas that are implemented at the Zoo that augment your visit and make learning about Wildlife Conservation entertaining.  Lauren also introduces Terra Lumina (http://www.torontozoo.com/terralumina), which opens on Friday, December 13, 2019. Terra Lumina is the eleventh unique experience created in Moment Factory’s Lumina night walk series. Let yourself be transported by vibrant lighting, multimedia effects, breathtaking video projections and an original score to an enchanted world filled with possibility. And explore this bright and hopeful future to reveal the powerful secrets of tomorrow. Listen to the episode to find out more. Tickets on sale now at torontozoo.com/terralumina

Mon invité pour cet épisode est David Fugère-Lamarre, PDG d'iLLOGIKA et gagnant du prix ESTim 2019 dans la catégorie Jeunes Leaders. Diplômé de Polytechnique et ayant d’abord travaillé dans l’industrie du jeu vidéo, il co-fonde en 2009 iLLOGIKA, un studio indépendant montréalais qui développe des jeux vidéo et des expériences interactives pour des clients de renommée internationale tels qu’Ubisoft, Zenimax, Nickelodeon, Moment Factory, etc. iLLOGIKA a d’ailleurs participé au développement de plusieurs projets de renommée mondiale comme Cuphead et Lara Croft Go qui ont gagné de nombreux prix prestigieux comme les Video Game Awards (l'équivalent des Music Awards) ou encore le jeu mobile de l'année par Apple. Leurs projets sont créatifs, innovants et ludiques, les plus récents utilisant la réalité augmentée et l’intelligence artificielle. Le studio compte maintenant une soixantaine de personnes. David est également Vice-Président de l’Alliance Numérique et trésorier à la Coop La Guilde, les deux organismes qui représentent les intérêts des studios de développement de jeux au Québec. Il est également papa de 3 jeunes enfants et très impliqué dans sa communauté. On sait à quel point le secteur de l’informatique, et en particulier celui du jeu vidéo représente un défi en termes de main d’œuvre depuis plusieurs années, bien avant que la pénurie touche l’ensemble des secteurs du marché du travail. Plusieurs n’ont pas réussi à croitre, et même à survivre, en grande partie par manque de talents. Illogika a réussi à sortir son épingle du jeu et nous souhaitons connaitre sa recette secrète. Il m'a fait plaisir de lui poser des questions à ce sujet pour vous!   Pour en savoir davantage sur iLLOGIKA  https://www.illogika.com/ https://www.facebook.com/illogika/ Pour en savoir plus sur David  https://www.linkedin.com/in/davidfugerelamarre/ https://www.youtube.com/watch?v=SSqBAHpEIp0&feature=youtu.be   Pour me joindre joellevincent@viaconseil.ca Mon profil Linkedin   Liens utiles Outils gratuits Ebook Employés engagés, entreprise performante Groupe Facebook Employés engagés, organisation performante Page Facebook de VIACONSEIL Page Linkedin de VIACONSEIL Site web de VIACONSEIL

Muito bem, pessoas e pessôos! Estamos de volta com o episódio número 32 do V-Ray Master Talk, o podcast mais limpinho da internet®! E neste pequeno episódio a gente bate um papo batuta com o lead CG artist na Moment Factory (Canadá) e um dos caras mais legais do CG mundial, Eduardo Teles! Especializada em projeções mapeadas, a Moment Factory é responsável por diversas das maiores atrações do tipo no planeta, do Castelo de Hogwarts à Catedral Notre Dame em Montreal. E o Duda é um dos caras por trás desses shows mais que incríveis, que misturam arquitetura, tecnologia e muita, muita precisão para emocionar multidões pelo mundo todo. Comentados neste episódio: Eduardo Teles | http://fineart.dudateles.com/ Moment Factory | momentfactory.com O que é projeção mapeada? | http://movicriativo.com.br/que-e-projecao-mapeada/ Foresta Lumina | https://momentfactory.com/work/all/all/foresta-lumina Faculdade Melies | www.melies.com Clan VFX | www.clanvfx.com.br Framestore | www.framestore.com MPC | https://www.moving-picture.com/ Rick Pimentel | rickpimentel.com Casablanca Filmes | http://www.casablancafilmes.com.br Siggraph | https://www.siggraph.org/ Diego Maia | https://www.youtube.com/watch?v=4dHUqajmiy8 André Lourenço, do THU | https://vraymasters.com/2017/05/02/v-ray-master-talk-015-andre-lourenco/ Tribbo Post | http://tribbopost.com.br/ Fabrício Chamon | http://fabriciochamon.com/ Rafael Grassetti | https://vraymasters.com/2016/09/07/v-ray-master-talk-010-rafael-grassetti/ Mariano Steiner | https://vraymasters.com/2018/02/05/v-ray-master-talk-23-mariano-steiner/ Bacharel Tutorials | https://www.youtube.com/watch?v=ZWQeEi9PGKg André Holzmeister | https://vraymasters.com/2017/10/02/v-ray-master-talk-020-andre-holzmeister/ Vinícius Barros | https://www.artstation.com/viniciusbarros Aura, o projeto da Moment Factory na basílica de Montreal | https://www.youtube.com/watch?v=nwHDyO745Bo O show noturno do Harry Potter na Universal Studios | https://www.youtube.com/watch?v=t_mrkFsoGIQ D.S. Destiny, uma viagem 360 por NY | https://dsdestiny.com/ Aulo Licínio | https://vimeo.com/aulolicinio Projectics, o projeto paralelo do Duda Teles | https://www.facebook.com/Projectics/ Refik Anadol | http://refikanadol.com/ Behance | https://www.behance.net/ Como sempre, não deixe de acompanhar o V-Ray Masters aqui no site e no Facebook. O podcast também está disponível no Spotify, Apple Podcasts (iTunes), Soundcloud, Google Podcasts e por RSS. Escolha sua plataforma preferida, assine e curta sem moderação!

Aujourd’hui à l’émission : Festival d'Avignon : Lieu de démesure et d'ampleur, selon Philippe Couture; Entretien avec Manuel Mathieu, artiste peintre; Entrevue avec Thomas Pintal, réalisateur multimédia chez Moment Factory; Contextualiser l'art visuel controversé dans un contexte moderne:Discussion avec Anne-Marie Bouchard, conservatrice de l'art moderne au Musée national des Beaux-Arts du Québec et Joanna Chevalier, cofondatrice du mouvement Women Power; Hommage au créateur de Spider-Man, Steve Ditko par Jean-Michel Berthiaume, doctorant en sémiologie de l’UQAM.

Chegando à marca de vinte episódios, o V-Ray Master Talk traz um dos maiores profissionais de CG no mundo, ganhador de importantíssimos prêmios e autor de um dos mais aclamados hambúrgueres do 3D, André Holzmeister. Atualmente morando em Nova York, André tem em sua carreira trabalhos assombrosos e inspiradores como o premiadíssimo "Malak and the boat", vencedor do Grand Prix em Cannes, "Romeo Reboot" (dirigido por Rafael Grampá) e muito mais. São 2 horas e meia de pura inspiração! Comentados neste podcast: André Holzmeister | www.andreholzmeister.com Dope | www.dope.ws Huge | www.hugeinc.com Doom, o jogo foda! | pt.wikipedia.org/wiki/Doom_(série) 3D Studio Max Bible | www.amazon.com/3D-Studio-MAX-R3-Bible/dp/076454621X Fabrício Sthel | www.behance.net/fabriciosthel Marcio Bukowski | vimeo.com/user5598040 Vitor Vilela | vimeo.com/vvilela Thiago Costa | lagoa.com/users/24/user_profile Alexandre Pit Ribeiro | http://memoriaglobo.globo.com/perfis/talentos/alexandre-pit-ribeiro/trajetoria.htm Alexandre Romano | http://gshow.globo.com/programas/amorteamo/Extras/noticia/2015/05/pensamos-no-ciclo-da-vida-diz-diretor-de-arte-sobre-criacao-da-abertura.html Cubo | http://cubo.cc/ Rexona X Race | www.gameflare.com/online-game/rexona-x-race/ The Kumite | vimeo.com/thekumite Romeo Reboot | https://www.andreholzmeister.com/romeoreboot_page Rafael Grampá | http://www.dionisioarte.com.br/rafael-grampa-um-fenomeno-das-hqs/ Malak and the boat | https://www.andreholzmeister.com/malak_page A história por trás de "Malak and the boat" | https://www.youtube.com/watch?v=m3WzqNJw5j0 TFG | www.tfgco.com Marco Furtado | www.artstation.com/marcofurtado Hublot | www.andreholzmeister.com/hublot_page Lobo | http://lobo.cx/ Vetor Zero | vetorzero.com.br Alceu Baptistão | vetorzero.com.br/pt/diretores/alceu-baptistao Propaganda do BNP Paribas por Luc Besson | https://www.youtube.com/watch?v=5uNXmM72Vrs Como a Realidade Virtual produzida pela Vetor Zero mudou a vacinação de crianças | https://www.youtube.com/watch?v=LcSo1eLeINI O filme que as crianças vêem quando tomam a vacina | https://www.youtube.com/watch?v=kIpzduE-rIU Fausto de Martini | http://www.cgsociety.org/news/article/1037/master-profile-fausto-de-martini Aura, por Moment Factory | https://momentfactory.com/work/all/all/aura A demor de Realidade Aumentada de Peter Jackson | https://www.youtube.com/watch?v=NEQPm126NyM Como sempre, não se esqueça de visitar nosso site: www.vraymasters.com para ficar sabendo das últimas novidades. Você também pode falar com a gente mandando suas sugestões, críticas e dúvidas para podcast@vraymasters.com ou no nosso grupo no Facebook (web.facebook.com/groups/vraymaster/)

Mon Carnet, le podcast de Bruno Guglielminetti Vendredi 11 août 2017 Une édition spéciale de Mon Carnet en direct de « Pandora - The World of Avatar » au Walt Disney World d’Orlando en Floride. Avec notamment, mes impressions et un retour sur le manège principal, « Flight of passage« . Entrevues : - La promotion du contenu canadien sur YouTube avec Marie-Josée Lamothe de Google Canada - Jean-François Poulin s’intéresse au défi du divertissement immersif avec Jean-François Larouche de Moment Factory. Stéphane Ricoul réfléchit sur la stratégie de Netflix Collaboration : Jean-François Poulin - Stéphane Ricoul Musique : Bensound.com www.moncarnet.com Une production de Guglielminetti.com Août 2017

Au micro de Stéphan Bureau: L'actualité de la semaine revue par Carole Beaulieu et Vicent Marissal; Geneviève Lajeunesse-Trinque nous suggère des applications mobiles à télécharger pour le plein-air; Entrevue avec Guy Laflamme et Jean-Baptiste Hardoin pour le spectacle Kontinuum créé par Moment Factory et présenté dans le cadre des festivités du 150e anniversaire d'Ottawa; À notre plateau culturel, Helen Faradji et Georges Privet nous parlent des film De père en flic 2, La guerre de la planète des singes, Weirdos et Check It et la série télé The Deuce, Pascale Lévesque a vu The Who et Michel Louvain au Festival d'été de Québec, Frédéric Lambert nous fait écouter Vladimir Ashkenazy avec les Suites françaises de Bach et Shakey Graves avec Nobody's Fool and the Donor Blues, Élyse Lambert nous propose un blanc tout en fraîcheur et un rouge parfait pour le BBQ et une entrevue avec le pianiste Marc-André Hamelin.

*Subscribe @ iTunes* HAPPY HOLIDAYS! TSPP IS BACK!! We finally bring to you, the TEA Summit: DAY 2 with the Thea Award Recipients of 2016! This is part 1 of 2 episodes covering the event, based on the “Morning Sessions.” Contains conversations on One World Observatory: New York w/ John Urban (VP/General Manager of Legends Attractions/One World Observatory) & Phil Hettema (President/CEO of The Hettema Group); Manufacturing Innovation: The Ford Rouge Factory Tour-The Henry Ford w/ Cynthia Jones (General Manager of Ford Rouge Factory Tour), Christian Overland (VP of The Henry Ford) & Christian Lachel (Executive Creative Director/VP of BRC Imagination Arts); Foresta Lumina: Parc de la Gorge de Coaticook, Quebec w/ Caroline Sage (General Manager of Parc de la Gorge de Coaticook) & Marie Belzil (Multimedia Director of Moment Factory); Spongebob SubPants Adventure: Moody Gardens w/  John A. Zendt (President and CEO of Moody Gardens), Zane Jensch (Director - Attractions & Exhibits at Nickelodeon) & Mark Cornell (Senior VP of Attractions Development for SimEx-Iwerks Entertainment); Geppetto Animation Control System w/ Brent Young (President/Creative Director of Super 78), John Kokum (Senior Producer of Super 78) & Michael “Oz” Smith (Technical Director of Super 78); Gantom Torch Technology w/ Quan Gan (President of Gantom Lighting & Controls); Integrated Environmental Media System: LAX, Tom Bradley Terminal w/ Michael Doucette (Deputy Executive Director at Los Angeles World Airports) & Stephan Villet (Co-Founder of Smart Monkeys Inc.). Joe Kleiman of InPark Magazine also crashes the podcast! Enjoy!! Links: TEA Website One World Observatory Legends Attractions The Hettema Group  Ford Rouge Factory Tour BRC Imagination Arts Foresta Lumina Moody Gardens Nickelodeon Attractions SimEx-Iwerks Super 78 Gantom Lighting & Controls LAX-Tom Bradley International Terminal Walt Disney Birthplace  MiceChat Season Pass Closing Song - Wheels by Enuff Z'nuff on iTunes Check Out The Season Pass Podcast Website at: www.seasonpasspodcast.com Follow Us On Twitter! - www.twitter.com/theseasonpass Like the TSPP Facebook page! - www.facebook.com/theseasonpass Contact us: doug@seasonpasspodcast.com brent@super78.com robert@robertcoker.com Call the Hotline with Park Trip Reports, Podcast Comments, or Anything else you would like to announce. –1-916-248-5524 Thanks to each one of you for listening to the show.  Your support is extremely appreciated. © 2016 Season Pass Podcast

Bon lundi! J’espère que votre week-end a été bon! Cette semaine, on vous offre trois gars et des plus petits épisodes! Avec les sympathiques Nick et Vincent, vous allez passer la semaine entre bonnes mains. Au menu: Vincent ramasse des athlètes, Nick porte sa fierté envers Bombardier, Chuck est fier du Cirque du Soleil, Vincent demande à son boss en onde une augmentation, Chuck raconte une joke beaucoup trop mauvaise, Vincent aime les bonnes gangs au boulot, Moment Factory, on parle du crush de Vincent, Chuck explique les Lions, on est fort en pub, on trouve l’abrégé de Mégot (le musicien de Céline), on sous-estime notre industrie du jeu vidéo au Québec, Denis Talbot à RDS, Vincent nous parle d’une belle journée au boulot sous influence, Nick nous parle de caca, les petites cartes scratch n’ sniff, Chuck et Vincent oublient de payer leur boissons énergisantes, une histoire de Monster, on se rappelle qu’il faut toujours se peigner les fesses, l’art de se mettre en danger à la job et bien plus! Sacré bon show qu’on vous offre pour commencer la semaine en force! À demain!Facebook - iTunes - Youtube - StitcherTwitter:LPB: http://www.twitter.com/lepbonheurChuck: http://www.twitter.com/ChucktlNick: http://www.twitter.com/NickProvostVincent: http://www.twitter.com/vincentgrise

Eric Fournier FL Consultant: Kevin Ammerman, IT Consulting