Latest / Genuin Connections / Genuin Connections: Episode 18 -- Jacqueline Corbelli, Founder, CEO at BrightLine, from Cannes Lions

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Genuin Connections: Episode 18 -- Jacqueline Corbelli, Founder, CEO at BrightLine, from Cannes Lions · Genuin Connections

• 0:05
  This is genuine connections featuring
• 0:07
  collaborative conversations about
• 0:09
  community, [music]
• 0:10
  content, creativity, commerce, and the
• 0:12
  convergence of media and marketing.
• 0:21
  >> So, welcome Jaclyn. Thank you for being
• 0:23
  part of genuine connections here in
• 0:26
  Cannes.
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  >> I'm excited to be here.
• 0:30
  >> IRL edition. We have to do these mostly
• 0:31
  virtual just because of the way business
• 0:34
  and operations keep us separate and
• 0:37
  travel etc. But being together here in
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  the south of France is always a treat no
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  matter how hard we're working, no matter
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  how hot it is.
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  >> No matter how many showers you have to
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  take.
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  >> Correct. Two or three a day is usually
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  the minimum.
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  Um, but usually around day three my
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  voice starts to sound like this. Are you
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  How do How do you find your energy?
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  >> My energy or my voice?
• 0:58
  >> Well, let's
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  >> I'm running out. I'm running out of all
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  of it.
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  >> [laughter]
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  >> You know.
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  >> But do you find that you are going to be
• 1:06
  leaving here with something new that
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  you've learned or are you going to
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  change something maybe as a plan for the
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  second half of the year?
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  >> I think that it is um, validating,
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  confirming in terms of what is happening
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  in this industry and we were just
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  talking about maybe how long we've been
• 1:24
  around and how long we've been in the
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  industry, but this is sort of the
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  latest, right? In the whole evolution of
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  media. Um, that has been driven by tech
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  and I think that what's really different
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  about this one
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  many things, but what's really different
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  that I don't think we have a full
• 1:42
  appreciation for yet is the speed the
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  speed with which these technologies are
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  evolving. I have some background in
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  technology generally as well as in the
• 1:52
  industry. So, um, it is I think outside
• 1:57
  in, you can see some of the same
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  patterns as when we first started with
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  the web and then mobile came through and
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  so on but this is like
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  here
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  >> Yeah, the accelerated curve is happening
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  in terms of both in terms of technology
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  but do you think also
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  in terms of adoption that we're seeing
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  the same rate of speed?
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  >> I would say
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  I would define adoption
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  as
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  we're doing AI too.
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  >> Yes.
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  >> We're doing AI. AI agentic. Everything's
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  agentic.
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  >> it's the word of the week.
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  >> Everything's agentic.
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  >> Yes.
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  >> But just like with online in the web in
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  the past, I think people are in their
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  first iteration of really knowing how
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  they're going to create value from the
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  tech. So when you say adoption, yeah,
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  people are feel forced to I think in a
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  way to say of course we're doing
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  agentic. Everybody's doing agentic. But
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  in terms of adoption, I don't I really
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  think the preparedness and the readiness
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  to adopt in ways that maximize value are
• 2:57
  really not there. I mean I think it's a
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  reflection of the way we work anyway
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  which is
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  we revert. You know, we we we work a
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  certain way
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  and then the technology facilitates what
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  we do. With AI, it's changing
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  everything. So you almost have to look
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  outside in and say what would you do if
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  you had
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  >> Yeah.
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  >> and then recreate it. But we're not
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  big companies especially
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  >> They don't They don't Yeah,
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  institutional change is easier than
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  personal change.
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  >> Yeah, and and it's I mean it's so hard
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  and because it's moving so fast. I think
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  there's going to be a lot of stumbling.
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  I think there already is. A lot of waste
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  of capital.
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  Um and I think I do think it's going to
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  be a mix of
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  it's going to be a great cleansing.
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  There's going to be a great cleansing
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  whether through consolidation,
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  you know, just stopping because you
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  don't you know, don't have something to
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  really
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  add to the equation anymore. It's
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  There's a lot of change coming, but I'm
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  an optimist.
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  >> Well, I'm an You're not an You're not
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  just an optimist. You're someone who has
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  seen the future before and either built,
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  pivoted, adapted
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  >> because it can be very painful.
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  >> That's true. It's Look, most growth is
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  not without pain, but I think you've
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  proven that there's success when done
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  the right way. So, before we continue to
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  look too far forward, I want to take
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  >> You asked and I couldn't help it.
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  >> I know. I It's It's We are adapting.
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  The rate of change is happening quickly
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  even in this conversation. So, it's
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  good. It's good.
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  >> [laughter]
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  >> But, what I found fascinating the more I
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  learned about you and just, you know,
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  dug into the the successes and and the
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  the growth that you've had both
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  professionally and personally,
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  the
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  opportunity to take a company that you
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  started years ago that,
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  there was no real digital pervasive
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  consumer behavior at the time. Correct.
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  That's what I'm saying. So, linear TV
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  was and still is a thing.
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  It was a big thing.
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  >> It was the thing.
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  >> It was In many cases, the only thing.
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  >> many years.
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  >> Right. But, you had a foresight to plan
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  for and understand what could happen
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  with CTV and where that industry could
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  go.
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  What did you recognize early on that
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  made such an an
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  an adaption
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  adaptation and and adoption so so
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  important for
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  >> I'll tell you first what I got wrong,
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  like dead wrong.
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  >> Transparency is is just as genuine as uh
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  >> connected back to what I just said
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  before. Because that it makes sense and
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  that it is, like, you know, the correct
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  thing to do in terms of
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  win-win-win-win-win,
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  does not make it so. So, when I was in
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  the banking industry and the financial
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  institutions industry and I was
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  recreating
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  infrastructures, businesses, business
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  processes, customer interactions, and
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  all that stuff.
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  You You think you understand a lot
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  because I did like 10 of those
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  corporate-wide
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  >> And there were some consistencies in
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  terms of just the way the processes and
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  >> And when I left
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  it was because I sat down with my with
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  the then founder and I was employee
• 6:07
  number one and and I said, "We should
• 6:09
  open up the ambit of what we're doing.
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  This is not sector specific."
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  And he said, "You're absolutely right,
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  Jacqueline, and I've been waiting for
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  this moment."
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  And he said, um "There's only one
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  problem with that." And I said, "What's
• 6:23
  that?" And he said, "It's not broken."
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  Meaning there was no reason for him to
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  expand his focus. He was doing a a huge
• 6:31
  business in the financial institutions
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  industry. There were many things that
• 6:34
  were supporting that. And so what I
• 6:37
  said, "Okay, well, here's the problem.
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  I'm the same age you were when you
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  started this business, and it's not
• 6:45
  going to be enough for me because I see
• 6:47
  the possibilities for coming in with
• 6:49
  this whole change management framework
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  that begins with the future,
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  brings it back to today, and creates a
• 6:58
  whole execution plan to deliver that.
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  And we did that every time. And that's
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  why I came into this industry and
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  thought
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  and thought, "Well, this just makes
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  sense."
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  >> We know the playbook.
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  >> We We And it is a playbook. Who knew it
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  would take so long for a really
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  entrenched model in linear in television
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  to say, "White flag. I give. I give.
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  Okay, I Okay, we can go to connected TV
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  now." It took a pandemic. It literally
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  took a pandemic.
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  >> Was that such a triggered pervasive mass
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  event that changed everything all of the
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  >> Fundamentally. Fundamentally.
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  >> changed a lot of things.
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  >> Tectonically. Tectonically because then
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  you're in a position that the banks were
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  in when I was working with them where
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  you have to change. You had to change.
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  You had to have a plan streaming because
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  people were home
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  >> So don't wait till Christmas before you
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  improve or fix it, is kind of the
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  lesson.
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  >> It's sort of I I and I tried to advise
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  companies the way I did then. They were
• 7:53
  grabbing onto it. What I didn't realize
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  is the financial institutions industry
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  was under a kind of pressure that made
• 7:59
  everything urgent. Right? It It didn't
• 8:02
  become urgent to be a streamer and a
• 8:03
  profitable one until the pandemic hit
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  and you realized, "Oh my god, people are
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  sitting in front of the television and
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  they're watching Netflix." Right? So
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  everyone had to race to get there and
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  that's what made our business become as
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  valuable as it has become.
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  >> Mhm.
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  >> Right? Um because it it allows the now
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  streamers to say, "We've got We're not
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  not just in this. We're the most
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  innovative players out there." And
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  that's where my tech comes in.
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  >> As you work across different apps and
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  with different partners, going like
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  across all of them and working with each
• 8:39
  of them. There are some similarities,
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  clearly, but there are also differences
• 8:42
  in in some of the ways that they operate
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  and maybe even in some of the ways that
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  the technology is accessible.
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  >> Can I just say? I'm trying to cut
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  [laughter] you
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  >> No, I you're
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  >> funny. The same The things that are
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  different are the are the things that
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  are the same. And And here's what it is.
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  Everything is so deeply proprietary.
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  Same.
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  >> Everyone wants to build it themselves.
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  Same. Everyone's probably tried once and
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  failed. Same. And then those proprietary
• 9:07
  technologies could not be more
• 9:09
  different. And so now you're integrating
• 9:12
  into these highly proprietary
• 9:16
  We used to use this word in the old
• 9:17
  days, bastardized. Right? Cuz you build
• 9:20
  it one way for certain things and then
• 9:21
  you add to it. And everything is And
• 9:23
  then it becomes so layered and difficult
• 9:25
  to work with. That was what made it so
• 9:28
  hard and took a lot of time. And product
• 9:32
  folks are not necessarily interested in
• 9:36
  bringing in outside tech and I'm that's
• 9:38
  an understatement, right? It's like we
• 9:40
  can do this. What you're doing is not
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  that
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  >> You blame it on the road map but use it
• 9:43
  as a defense mechanism.
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  >> Yes, exactly. Exactly.
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  >> an uncommon challenge but it's it's a
• 9:50
  it's something that I think if you
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  understand and can relate to
• 9:54
  but show the benefit, show the value
• 9:56
  then, you know, slowly you either jump
• 9:59
  the line or you can work your way up the
• 10:01
  line of that of that road map.
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  >> I have to tell you because it took so
• 10:04
  long to integrate and all of these
• 10:07
  apps and devices and the TV ecosystem
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  nobody was ready
• 10:14
  when the pandemic happened and
• 10:16
  streaming, you know, exploded to do what
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  we did. So it was worth all of the pain
• 10:22
  and also the ability to say my investors
• 10:24
  who came from the financial industry to
• 10:25
  say, "See, I told you it was going to
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  happen. I didn't say when it was going
• 10:28
  to happen
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  but it happened, see?" You know, that
• 10:31
  that felt good. That felt good.
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  >> How often do you find that you need to
• 10:35
  either tweak, change or just rip the
• 10:38
  band-aid off and recreate your not
• 10:41
  necessarily elevator pitch or, you know,
• 10:44
  30-second description but is it adapting
• 10:48
  as rapidly as the technology is or do
• 10:51
  you stay more holistic and high-level
• 10:54
  with
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  >> a great question.
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  >> explaining the benefits and values of
• 10:56
  the company.
• 10:56
  >> question and it's
• 10:58
  and it's an important one
• 10:59
  >> It's the marketer asking the question
• 11:01
  obviously but
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  >> No, but what's so important about that
• 11:03
  question is
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  we were future
• 11:08
  you know
• 11:09
  players. We were playing in the future
• 11:11
  for so long that people
• 11:14
  thought they knew what BrightLine did.
• 11:16
  Like we to survive, we started out as
• 11:19
  basically high-end boutique consultants
• 11:22
  to say, "This is something you're going
• 11:24
  to need to understand and when you get
• 11:26
  there, you don't want to start
• 11:27
  understanding it then. You want to
• 11:29
  understand what the audience is doing
• 11:31
  now. So, we're going to create
• 11:34
  opportunities for you to learn and
• 11:36
  generate data and so on.
• 11:38
  For 10 years we did that. Okay, 13
• 11:41
  actually.
• 11:43
  >> You're already ahead of yourself here.
• 11:44
  >> And and then we had to pivot to tech
• 11:46
  because finally we saw how we were going
• 11:49
  to bring this stuff to scale. And so,
• 11:52
  once we changed to tech,
• 11:54
  you know, people already thought they
• 11:55
  knew who BrightLine was. And what we had
• 11:57
  to do is change the pitch because the
• 11:59
  reality was you think you knew us and
• 12:02
  you did.
• 12:04
  But now we have something different to
• 12:06
  provide to you, which is all of the
• 12:08
  scale that allows you to create
• 12:11
  interaction, engagement, and by the way,
• 12:14
  it it's as you actually pointed out a
• 12:16
  little earlier, when you can we knew for
• 12:19
  a long time is as long as you can engage
• 12:22
  a consumer in something they're
• 12:23
  interested in,
• 12:25
  right?
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  >> Eyeballs equals revenue at
• 12:27
  at a core element of our business,
• 12:29
  right?
• 12:30
  >> Exactly. So, so yes, so the elevator
• 12:32
  pitch does not change. Now that we're
• 12:34
  who we are, the elevator pitch doesn't
• 12:36
  change. All it is is like where do you
• 12:38
  where
• 12:39
  you know, how much engagement do you
• 12:40
  want and how would you like it?
• 12:42
  >> How how deep does it need to go?
• 12:44
  >> piece that we'll create it for you and
• 12:46
  it's gone.
• 12:47
  >> I think as as we come to a festival, and
• 12:50
  I still call it a creative festival
• 12:51
  since that's my background, but it is a
• 12:53
  technology and innovation and creative
• 12:56
  festival, but it's really a convergence
• 12:57
  of all different types of
• 13:00
  operating systems, left brain, right
• 13:02
  brain.
• 13:02
  >> Yes.
• 13:04
  >> So many people here think that the value
• 13:06
  of
• 13:07
  something that you do would be in the ad
• 13:10
  format, right? In terms of just the way
• 13:12
  that we deliver value as an industry.
• 13:15
  But I know you've said that the value of
• 13:18
  your company is really in the
• 13:19
  integration layer. As the
• 13:22
  industry continues to evolve and you
• 13:25
  know, creative can be a moat for a lot
• 13:27
  of growth and a lot of defensive
• 13:29
  protection against some of the
• 13:30
  technology that either causes positive
• 13:33
  or negative change. How do you work with
• 13:36
  and think about the power of creative
• 13:39
  since we're here and what should have
• 13:40
  been a creative festival all along?
• 13:42
  >> Yeah, I'm I'm
• 13:45
  that is very like that's at the core of
• 13:48
  me because I know based on everything
• 13:51
  that I've experienced that if you don't
• 13:53
  get it right in terms of where the human
• 13:55
  creativity is
• 13:58
  it's not it's it's just not meaningful,
• 14:01
  right? And so
• 14:02
  where I would
• 14:04
  let me take a slight step back on that.
• 14:07
  In terms of creativity
• 14:11
  interestingly
• 14:13
  it's not that complicated
• 14:16
  in content
• 14:18
  big screen content.
• 14:21
  You're either going to be
• 14:24
  delivering something that someone is
• 14:26
  really curious about, excited about,
• 14:30
  passionate about or you're not
• 14:31
  >> Drama, sports. Or yeah.
• 14:34
  >> you're not. Okay, so here's what I've
• 14:35
  learned. You know, interactivity and
• 14:37
  engaging the audience we know through
• 14:39
  the internet is like
• 14:42
  right? It's the grail. Okay, people
• 14:44
  tried to do that with content inside the
• 14:47
  big box. They've done it.
• 14:49
  But it's not scalable. Guess what makes
• 14:52
  it scalable? AI. And that is the
• 14:54
  creativity
• 14:56
  piece to the science piece to the
• 14:58
  creativity for me. You know, you don't
• 15:00
  >> As an amplifier? An accelerator?
• 15:02
  >> enabler.
• 15:03
  >> Okay.
• 15:05
  >> Of creating experiences we couldn't
• 15:07
  create before. So you can actually go to
• 15:10
  chat GPT and say, I want interactivity
• 15:13
  to happen
• 15:15
  when the emotional side of this story is
• 15:18
  crescendoing
• 15:20
  and I want you to tell me how to make it
• 15:22
  happen.
• 15:24
  That's the way you use AI and you don't
• 15:27
  give up what is special, which is our
• 15:29
  human ingenuity and our human
• 15:31
  creativity. You combine it with what the
• 15:33
  tech can do and that's what that to me
• 15:35
  that is the new grail.
• 15:38
  So creators shouldn't be surprised,
• 15:40
  excuse me, shouldn't be scared or
• 15:42
  frightened if that's how we use the
• 15:44
  technology. It's not just technology for
• 15:46
  >> So we are enablers. This is the new
• 15:48
  >> Okay, I like that position.
• 15:50
  >> technology
• 15:51
  the creativity.
• 15:52
  >> And that is not different than any other
• 15:54
  change
• 15:56
  innovative period in time.
• 15:58
  >> why I'm an AI optimist.
• 16:00
  >> Oh,
• 16:01
  it's who can't be based on the things
• 16:03
  that we've seen. I get why there's
• 16:04
  >> of people who can't be.
• 16:05
  >> I get some anxiety around the way it can
• 16:07
  be applied, but the positives are
• 16:10
  hopefully going to far outweigh the
• 16:11
  negatives.
• 16:12
  >> Of course.
• 16:13
  >> One of the challenges that I think we've
• 16:16
  encountered as
• 16:18
  um
• 16:18
  leaders who've built and created and
• 16:20
  scaled businesses
• 16:22
  is
• 16:23
  with the positives that have come from
• 16:25
  connecting online and with each other.
• 16:28
  There's also fragmentation. And
• 16:30
  fragmentation, especially in our
• 16:33
  industry
• 16:34
  whether it's devices, technologies,
• 16:36
  operating systems
• 16:38
  can be a challenge, clearly. For a
• 16:41
  company like you, do you see it as is it
• 16:42
  a tailwind? Is it a is it a tax that you
• 16:45
  have to just kind of pay in order to be
• 16:47
  successful and just deal with or is it
• 16:50
  something that can be overcome?
• 16:52
  >> Okay.
• 16:53
  >> I think it's a headwind because I think
• 16:55
  too many people profit off of
• 16:57
  fragmentation.
• 16:58
  >> Mhm.
• 16:59
  >> Um and I don't think it's going to go
• 17:01
  away. I think it's going to take the
• 17:03
  best of us
• 17:04
  to do what's correct and um the right
• 17:08
  thing for the viewer, the audience, the
• 17:11
  consumer, whoever is on the receiving
• 17:13
  end because I think unfortunately in our
• 17:15
  country for all its great qualities
• 17:19
  and current challenges
• 17:20
  >> Mhm.
• 17:21
  >> Um
• 17:22
  we do tend to capitalize
• 17:26
  from a financial standpoint in ways that
• 17:29
  compromise how we can capitalize as
• 17:31
  humans.
• 17:32
  And so I I I view it as a always a
• 17:35
  headwind. And just to go back to the
• 17:37
  speed piece, something we have to be
• 17:40
  particularly vigilant around. And I
• 17:43
  that's the part that I worry about. Um
• 17:45
  the part that offsets it is we we do
• 17:47
  have a a bit of a self
• 17:50
  self, you know, controlling aspect to.
• 17:52
  People do get afraid. Like right now,
• 17:54
  you know, Anthropic and and you know,
• 17:57
  our government now is saying, you know,
• 17:59
  oh no, you can't you can't deal with
• 18:00
  foreign you can't give them access to
• 18:02
  this stuff. Why? Because there's a fear
• 18:05
  side of this, too. So and I think that
• 18:07
  if the human nature part of it is our
• 18:09
  fear is what's going to hold us back
• 18:12
  from going too far to exploit. And um
• 18:15
  I'll just say yes, I am a complex
• 18:16
  thinker, but that's that's just the way
• 18:18
  I think through, you know.
• 18:19
  >> It's and it sounds like and I don't want
• 18:21
  to put words in your mouth, but
• 18:22
  paraphrasing that there are elements of
• 18:24
  trust in at various stages. If you trust
• 18:26
  partners and companies with whom you
• 18:28
  work, then
• 18:30
  to be further enabled and accelerated
• 18:32
  >> trust
• 18:33
  >> I and but it but I'm that's what I
• 18:34
  wanted to ask is is how
• 18:37
  as a founder and a leader of a business,
• 18:40
  you cultivate a culture that creates a
• 18:43
  trusted relationship between your
• 18:45
  partners and customers with your team.
• 18:48
  Because that does have to start from the
• 18:50
  top.
• 18:51
  >> And that is the piece that has been so
• 18:54
  valuable as
• 18:56
  one of the really important pieces
• 18:57
  become so valuable in
• 19:00
  um
• 19:01
  from an existential standpoint for the
• 19:03
  company, which is if it's not about
• 19:07
  relationships and how you are there for
• 19:11
  the people you say you're there for. So,
• 19:14
  we wouldn't be you know, NBC you
• 19:16
  wouldn't be one of our biggest
• 19:19
  you know, clients, partners, and what up
• 19:22
  pick your word if it weren't for every
• 19:24
  step of the way
• 19:26
  showing them that we deal from a place
• 19:29
  of delivery, execution, outcome,
• 19:32
  measures by our results.
• 19:34
  Deeper and deeper and deeper and broader
• 19:36
  and broader that relationship became
• 19:38
  because of that. And if you don't
• 19:41
  develop a trust
• 19:43
  or you're Amazon and you're just so big
• 19:46
  you can basically say, "I'm going to
• 19:48
  give it to you for free come this way."
• 19:50
  Right? That's not trust by the way.
• 19:52
  That's free. And and and right? That's
• 19:55
  free. And if you wanted to ask me who is
• 19:57
  the biggest, most, you know, sort of
• 19:59
  scary player out there today and in the
• 20:02
  future, it's it's that company because
• 20:04
  they're capitalizing from the monetary
• 20:06
  standpoint.
• 20:08
  It makes it so easy to not do the right
• 20:10
  thing.
• 20:11
  >> Well, we've seen that with big
• 20:12
  companies. The bigger they get, the
• 20:13
  harder it is to maintain that
• 20:16
  um
• 20:16
  I'll just say integrity.
• 20:18
  But it
• 20:19
  >> Great word. Great word.
• 20:20
  >> But but also in the way that they not
• 20:22
  just work with partners, but in the way
• 20:24
  that consumers are able to make free and
• 20:28
  independent decisions and
• 20:30
  >> It's tough. It's tough.
• 20:31
  >> Do you
• 20:32
  >> power, you use it, right? You don't give
• 20:34
  it up. And that's
• 20:35
  And once you get that big and then and
• 20:37
  you and you move, you know, into that
• 20:39
  place of dominance
• 20:41
  I mean, look at our situation. I don't
• 20:43
  want to get into politics, but it's a
• 20:44
  really simple it's a really simple
• 20:46
  premise.
• 20:47
  Power.
• 20:48
  >> Mhm.
• 20:49
  >> Use it or lose it. Like that is the that
• 20:51
  is the philosophy right now. Doesn't
• 20:53
  have to be bad or good. We won't get
• 20:55
  into that part, but power is either used
• 20:58
  or not used when you're in a position of
• 21:00
  power. And so, you can't it's it's a
• 21:02
  situation we're in with AI. It's it's a
• 21:04
  robber barons kind of moment for us.
• 21:07
  >> Well, I think also the history of
• 21:09
  leadership and growth at an executive
• 21:12
  level in our country is motivated by
• 21:14
  certain
• 21:15
  um
• 21:15
  >> Without a doubt. Without a doubt.
• 21:17
  >> also there's a plus and a minus to this
• 21:20
  and that there are certain attributes
• 21:22
  that are usually consistent among
• 21:24
  successful builders, leaders, and
• 21:26
  entrepreneurs. But, I want to ask you as
• 21:28
  someone who is in that category um and
• 21:33
  to be very transparent, like a female
• 21:35
  leader in this industry is not a very
• 21:37
  common and certainly not having gone
• 21:40
  back as far as we do.
• 21:41
  >> No.
• 21:42
  >> Um but, you not only persevered, you've
• 21:44
  thrived and lead and are an inspiration
• 21:47
  to others. You share your leadership and
• 21:49
  wisdom with others in in various
• 21:51
  formats. Do you feel that as
• 21:55
  an obligation given what's happening?
• 21:58
  Res- Okay, that's a good word.
• 21:59
  >> a responsibility and I've I've felt it
• 22:01
  from um
• 22:04
  from day one. Uh I don't know if it's
• 22:05
  because, you know, my
• 22:07
  whole family are first generation
• 22:09
  Italians and I come from with a certain
• 22:11
  ethic. I don't know if I was No, it's
• 22:13
  sort of Catholic girl upbringing. I
• 22:15
  don't know what it is or or that I'm a
• 22:17
  Scorpio. I don't know or Sicilian. What
• 22:19
  whatever.
• 22:19
  >> Whatever. These are all the elements
• 22:21
  that make you.
• 22:22
  >> it is it is. There's a drive. There is a
• 22:25
  truth-teller piece. Um sometimes that's
• 22:28
  a wonderful thing. Um but, if people
• 22:31
  think they want to hear the truth, but
• 22:32
  they don't really want to hear the
• 22:33
  truth, it's kind of a difficult moment
• 22:34
  sometimes. But,
• 22:36
  there's only one way I know how to go
• 22:38
  and it's sort of like this is the path.
• 22:42
  Are we on it?
• 22:43
  >> Mhm.
• 22:43
  >> Or are we not on it? And if we're not on
• 22:46
  it,
• 22:48
  I wish you well. Like, you know, it's
• 22:50
  it's I just can't do it any other way.
• 22:52
  And so, I think that allows you to sort
• 22:54
  of separate yourself from the standpoint
• 22:56
  of it's not about um gender for me or
• 23:01
  sexual I don't know which one's the
• 23:03
  right word these days. But it's not
• 23:04
  about being male, female, or otherwise.
• 23:07
  To me it's about what is what does a
• 23:09
  human do in a situation like this that
• 23:11
  is not just about them, it's about the
• 23:13
  right answer. And I do think that that
• 23:16
  is what and drive results. I It's always
• 23:18
  been It's right? It's always been mer-
• 23:21
  on the merits
• 23:21
  >> how you're leading me here cuz this is
• 23:24
  the
• 23:25
  the proof will be in, you know, the
• 23:27
  proof points, the data.
• 23:29
  As a company who has to prove, you know,
• 23:32
  we're all judged on on different metrics
• 23:34
  and evaluation criteria.
• 23:36
  >> But numbers don't lie.
• 23:37
  >> But do you get Are are you someone who
• 23:40
  actually gets excited about the data and
• 23:42
  the insights that can come from that?
• 23:45
  How how do you infuse that in not only
• 23:48
  your company, but in the relationships
• 23:50
  that you have with your partners?
• 23:52
  >> Well, I and it's getting easier because
• 23:54
  again, I come back to the right ways to
• 23:56
  use AI right now are to People don't
• 23:59
  necessarily want to do that with you.
• 24:01
  They just want the answer.
• 24:03
  Right? So, if you can empower them to
• 24:06
  say, "Oh, no, you don't even need me to
• 24:08
  tell you that."
• 24:09
  >> Mhm.
• 24:10
  >> Here's the prompt that will get you
• 24:12
  there yourself. And when you get you
• 24:13
  there yourself, what I found is you own
• 24:15
  it, right? You own it. When I tell you
• 24:17
  something about the numbers and what you
• 24:19
  need to know, there's a part of you
• 24:21
  that's wondering whether or not you're
• 24:23
  telling me that for you or you're
• 24:24
  telling me for not for me.
• 24:26
  >> What is being justified?
• 24:27
  >> Exactly. Right? And so da- Numbers don't
• 24:30
  lie, but the way you interpret data is
• 24:32
  everything.
• 24:34
  All right? And that's where that honesty
• 24:36
  thing comes into play. I find that
• 24:37
  challenging in this industry, by the
• 24:38
  way.
• 24:39
  >> In terms of understanding how to
• 24:41
  position left brain, right brain
• 24:42
  audiences with and present it with with
• 24:45
  them?
• 24:45
  >> I do because I think people hear what
• 24:47
  they want to hear and I think you really
• 24:49
  have to be careful and responsible about
• 24:51
  what you're allowing them
• 24:53
  to take away. And I think in marketing,
• 24:56
  that's kind of a tough balance, right?
• 24:59
  Because you you're telling them things
• 25:00
  you think they need to hear even if they
• 25:02
  don't understand it well enough to get
• 25:04
  there on their own. And it's a
• 25:05
  responsibility to be, you know, guiding
• 25:08
  people in the in an honest way. Um and
• 25:11
  again, I come from outside this
• 25:12
  industry, right? So like I've been in it
• 25:14
  for over 20 years.
• 25:15
  >> Yeah, it's
• 25:16
  >> But it it is
• 25:16
  >> I say the same thing, right?
• 25:18
  >> Okay, yeah.
• 25:18
  >> We
• 25:19
  once you're in it long enough
• 25:20
  >> each other's stuff.
• 25:21
  >> Maybe. But it's again, a genuine
• 25:23
  connection
• 25:24
  >> Correct.
• 25:24
  >> that you don't always anticipate as as
• 25:26
  as you know, our underlying theme. As
• 25:29
  you grow and scale, I know you're you're
• 25:31
  working now internationally and there
• 25:33
  are different regulations and guardrails
• 25:36
  and guidelines in terms of how content
• 25:39
  can be created, distributed, amplified,
• 25:41
  measured.
• 25:43
  Is that part of
• 25:45
  the objective even this week in terms of
• 25:47
  both learning as well as communicating
• 25:49
  how to be effective in this?
• 25:52
  >> It's um
• 25:54
  My team understands like you are in a
• 25:56
  constant state of listening,
• 25:59
  understanding, and your responsibility,
• 26:02
  your obligation to use your word, right?
• 26:05
  Is to know as much as you can possibly
• 26:08
  know and um and and
• 26:11
  uh collect confirming data that allows
• 26:14
  us to make right choices and be out in
• 26:16
  front um of the considerate key
• 26:19
  considerations and drivers of these
• 26:20
  decisions. So yeah, that is a very big
• 26:22
  part of that.
• 26:23
  >> Yeah.
• 26:24
  >> Well, as we wrap and and conclude and I
• 26:27
  would I would Well, I you know, this is
• 26:29
  a busy week. Everyone's time is so
• 26:31
  limited. You've [laughter] got to get to
• 26:33
  places. I mean, you can stay as long as
• 26:34
  you want. We can keep We can keep
• 26:36
  talking. But you know, I know that as we
• 26:41
  adapt and evolve and we we talk about
• 26:43
  but also lead the way consumers engage
• 26:46
  with and and consume
• 26:48
  >> Yes.
• 26:48
  >> literally and engage with content, the
• 26:53
  behaviors that we are teaching and
• 26:55
  engendering across different cultures
• 26:58
  will continue to adapt, but that
• 26:59
  interactive element continues to be more
• 27:03
  multi-directional.
• 27:04
  >> Yeah.
• 27:04
  >> Right? We we used to sit and passively
• 27:06
  watch
• 27:07
  >> Yeah.
• 27:08
  >> television and now we engage with it. In
• 27:11
  many cases, we are creating content and
• 27:14
  we are, you know, not traditionally the
• 27:16
  creator set, but that's where this
• 27:19
  remote multi-layered, multi-networked
• 27:23
  ecosystem is going.
• 27:25
  As we branch out beyond CAN and as we
• 27:28
  move back into the real world again, you
• 27:30
  know, in in the next days or maybe this
• 27:32
  is our real world, but are there um
• 27:36
  is there a a message, is there like a
• 27:39
  signal through the noise that you're
• 27:41
  going to take away from this week that
• 27:43
  you'll go back to your team and say, you
• 27:45
  know, what? This is
• 27:47
  This is an insight that I wanted to
• 27:49
  share or a a message that I wanted to
• 27:51
  convey or something even that you heard
• 27:53
  this week that was inspiring.
• 27:54
  >> Yeah, no, I think we've like covered it,
• 27:56
  but I guess what if I had to like, you
• 27:57
  know, boil it all down, I think that the
• 28:01
  through line here,
• 28:03
  mhm not dissimilar to everywhere we've
• 28:06
  been before, is that change is the
• 28:08
  constant.
• 28:09
  >> Mhm.
• 28:10
  >> Um that, you know, we have to not
• 28:14
  not put ourselves in a position to
• 28:15
  relearn what we've already learned, to
• 28:17
  build off of what we know in terms of
• 28:20
  how
• 28:21
  um we respond to change and to help our
• 28:25
  clients through it,
• 28:28
  right? In a way that they can feel more
• 28:30
  safe and able to adjust to that change.
• 28:33
  We have the ability to do that
• 28:36
  and it is a dis I think it's um even
• 28:39
  more of a differentiator and a
• 28:41
  distinction than it's ever been given
• 28:43
  all of the things
• 28:45
  that you just described as our reality.
• 28:48
  >> Well, it it sounds like whereas agentic
• 28:51
  and AI is becoming a foundational
• 28:54
  pillar, the core above it and below it
• 28:56
  is still going to be the humanity,
• 28:58
  right? Our empathy
• 28:59
  >> Wisdom.
• 29:00
  >> And that's part of it, right? Is an
• 29:01
  understanding of each other.
• 29:03
  >> Yes. That's right. Yes.
• 29:04
  >> So.
• 29:05
  That's
• 29:06
  There's nothing more important than
• 29:07
  that.
• 29:07
  >> A genuine understanding of each other.
• 29:09
  >> A genuine understanding and
• 29:11
  I mean, Jacqueline, this has been a
• 29:13
  great conversation. I've enjoyed talking
• 29:15
  with you. Another genuine connection.
• 29:18
  But wish you and and your team and and
• 29:20
  the company continued success and thank
• 29:22
  you for helping just lead the way and
• 29:25
  inspiring us.
• 29:26
  >> Thank you. That's very kind and I
• 29:27
  appreciate the opportunity to do so.
• 29:31
  >> Thank you.