The Value of Emotional Engagement to Drive Action

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(upbeat music)

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- Welcome to Inside the Oana.

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I'm Dan Darcy, Chief Customer Officer at Qualified.

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And today I'm joined by my great friend,

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Robert Daniels.

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Robin, how are you?

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- Oh, stop, great Dan.

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It's so good to see you.

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You know what?

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You and I have known each other for like 15 years now.

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And you were always one of my favorite people at Salesforce.

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So I'm so excited to chat with you here.

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But even my wife always says, Dan Darcy, I so great.

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Keep your members meeting you.

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And you're just 'cause you treat everybody well

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and with respect.

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So I'm excited to be here, man.

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It's awesome.

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- All right, Robin.

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So I wanna dive right into our first segment,

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"Oana Origins."

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Robin, how did you discover Salesforce

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and start your journey?

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- So I was taking a step back and just

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explain how I even got to California

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and into the tech world to begin with.

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So I was born and raised in Denmark.

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But I've always loved technology.

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I've loved how technology can impact our lives,

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both the way we work and the way we live.

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And so I always wanted to be a part of that movement

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and consider myself as super geek,

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you know, at the core of it.

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And so when I was 21 in February 1st, 2000,

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I ended up buying a one week ticket and going to California.

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And after two weeks, I got two job offers.

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And I know I'm taking a job at a startup company

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in Los Gatos and Silicon Valley.

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And a month after I got there in March of 2000,

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the whole market crashed.

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And I was like, what just happened?

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So that company did not end up making it.

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I went to another company, that did not end up making it.

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Then I answered up going to a bigger company called Veritas.

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And with them, I moved to England.

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And it was in England that I really started

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like discovering Salesforce.

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It's just that the leadership from Mark Benioff

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and the movement that he was creating around,

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moving everything into the cloud.

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Back then, it was called On Demand.

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It wasn't even called Cloud of course.

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That came later.

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But I was just always fascinated by it.

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So I actually applied to join Salesforce in 2006.

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And it was for a senior director

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of product marketing role in the UK.

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And I went through a lot of interviews with Woodson

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and Clarence and other people over there,

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even George Hsu.

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And I didn't get the job.

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But the feedback I got afterwards was like,

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you're great, we love your energy, we think you're smart,

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but you're not quite senior enough for this role.

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So we're gonna have to pass.

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But we'll keep you in mind for the future.

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Fast forward a year and a half, I took another job.

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Suddenly out of the blue, Salesforce reaches out to me.

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And they're like, hey, we have a different role now.

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We've grown the team.

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We'd love you to come in and this product marketing role

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and lead product marketing for Europe,

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Middle East and Africa for these kind of products.

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I interested and I said, yeah, but you know,

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I was there a year and a half ago.

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I spoke to so many different people.

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You know, you probably have a record of it somewhere.

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And they said, well, like what?

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I said, yeah, you know, I used to be Robin Gertson.

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I've changed my name to Robin Daniels.

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You know, being a progressive male,

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I took my wife's last name and when we got married.

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So I've changed my name and they went back

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and they talked to everybody who interviewed me

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and they came back and said, yeah,

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everybody remembers you.

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They loved you.

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They thought you were really smart

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and we'd like you to come in just for kind of a final round.

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So the second time I came in there, it was super easy

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because everybody luckily remembered me

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and they ended up hiring me.

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And that was how I got my start at Salesforce.

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- I love it.

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So give me the details of what was your initial job?

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You know, what was your initial impression?

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Like, tell me all about that.

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- I ended up working for a guy called Tim Barker in Europe.

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You know, he came into an acquisition.

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He's one of the smartest, nicest guys.

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He'll ever meet in the world.

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And he became a really good mentor for me.

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And based on the success that we had in growing that region,

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I remember, you know, really that we were the fastest growing

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region at the time, faster than America is faster

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than APAC and so on.

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I think it created enough of a momentum around me

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as a person, a leader and everything else

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that he got the attention of headquarters, you know?

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And eventually headquarters said,

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hey, we're about to launch this new thing called chatter.

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Do you want to come back to the US and work on that?

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And so when I got that offer to go back to California,

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I said, this is my chance.

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And there's always a moment in anybody's career.

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Now that I mentor a lot of other people

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and I coach people on their careers and their growth,

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there's always at some moment in your career

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where you're given the shot to do something great.

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You have to decide that as a person

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how much you lean into that.

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When it is, you decide how much you work on it,

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what you do in terms of your,

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like what you're willing to sacrifice

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'cause taking your career and having it take off

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requires a lot of sacrifices, no doubt about it.

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But when I was given the opportunity

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to really lead product marketing for chatter,

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to me I kind of seized that.

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And it created enough momentum in my life

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'cause I think we did well enough

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in terms of launching that to the world

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that all other companies afterwards came and found me.

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- Well, I'm excited you moved out to California

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because that's where we got to really know each other.

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And obviously work on building chatter together.

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So Robin, building on that,

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I want you to brag a little

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because I know you've had just incredible success

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during your time at Salesforce.

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What would you say is your biggest success

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or something that you're the most proud of thus far?

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- So chatter was a huge moment,

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but it was also a great experience

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because we launched chatter in 2009 at Dreamforce,

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but the product wasn't ready.

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It wasn't a real product at that point in time.

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Then we said, okay, in order for this to stick,

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we can't use the same playbook

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that every other company in Silicon Valley uses.

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Whereas it's launched something once

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and then we get some articles and maybe in TechCrunch,

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maybe you feel lucky in Wall Street Journal,

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New York Times, blah, blah, blah.

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And then you're good to go.

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Then everyone is hurt.

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We said, no, if we really want chatter to stick

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and be a force to be reckoned with,

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we have to go into this kind of mode

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of relaunch, relaunch, relaunch, relaunch.

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- Launch, relaunch, relaunch.

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- Launch, relaunch, relaunch.

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We came up with this playbook that said

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every basically five to six weeks,

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we're gonna relaunch chatter in a brand new way.

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Of course, the core of the product is the same,

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but the story around it was different.

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Chatter mobile, chatter app exchange,

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chatter for this industry or chatter success story,

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but there was always something in the news.

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And we went on this hyper-intense journey

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over about a year and a half of every five or six weeks

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would have some news to announce about chatter.

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And it meant that after that kind of, I would say,

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year and a half, chatter was like the most talked about

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product that sales force had ever launched.

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At that point in time, I'm sure it's probably been

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now super seated, but it meant

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suddenly sales force was sexy again.

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'Cause nobody really wanted to worry about a CRM system.

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CRM system, honestly, is just not that interesting,

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but we built this social component on top of the CRM system

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that made it super interesting.

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But the story of building a CRM system with a social component

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was something that nobody else in the industry had.

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It meant that we could suddenly beat all the other CRM vendors

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'cause we had an interesting component.

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And we could beat all the kind of social vendors

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that was jive and Yammer at the time,

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because the combination of those two products was unstoppable.

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And so it created so much momentum.

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I mean, I remember, again, it's not like,

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I'm taking credit for this, but because of the execution

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of everybody who worked on this, including you,

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the stock price doubled in that time,

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when many other companies saw their stock price

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not really moved because there wasn't that much new

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and exciting in the market.

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And if we had just written about CRM,

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I think sales force would not have created that momentum.

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If we'd just talked about CRM, it'd not seem.

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But we created this social atmosphere around it

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that was really, really interesting for companies.

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- What I really loved hearing was the value-based messaging.

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Instead of calling it Facebook for the enterprise,

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you talked about all the different value metrics

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and the time savings and everything that companies can do.

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The message around launch, launch, and relaunch

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kind of repeating those moments over time

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and perfecting the message.

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And then of course, storytelling is really about,

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is everything.

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So that's great.

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Now on the opposite side of the spectrum,

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what would you say was your biggest lesson learned

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at your time in sales force?

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- One thing I've always tried to take with me,

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in every company since then is this notion

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of really marketing yourself like a consumer company.

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And I've done this test honestly thousands of times maybe.

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I ask people, tell me three brands you love.

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Every single time, 100% people will mention consumer brands,

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every single time.

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Oh, I love Tesla, Lululema and Apple, Nike, you name it.

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And so the answer to me is obvious,

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market yourself like a consumer brand, as much as you can.

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And look at what Salesforce does.

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I think with something that's honestly pretty technical

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and honestly, you could argue it's pretty boring.

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They've done a phenomenal job of the storytelling,

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of marking themselves nearly like a consumer brand,

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even though they're so far from a consumer brand

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as anything in tech,

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but they do a good job

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'cause they always come back to the human story.

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So it's a huge, huge lesson I've taken with me.

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Love it.

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Now, if you could go back and talk to Robin

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that's just starting out with Salesforce,

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or the Robin that just got turned down by Salesforce

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for the first time, what advice would you give yourself?

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- That's a great question.

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I would say be bolder.

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I think it was a little too timid in the beginning.

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And it's because I didn't know the level

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and caliber of people around me and what was expected.

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So I don't think I, it's not like I screwed up.

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I didn't do well, but I don't think I was bold enough.

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I wasn't aggressive enough or assertive enough

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in the things that I wanted to do.

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Realizing that Salesforce was the kind of place

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that were born in boldness.

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So I think I played it a little bit too safe,

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probably in the first six to nine months or so,

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trying to do what was expected versus going beyond

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what's expected of you and really like taking those chances.

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I mean, I have this framework I use now,

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and a lot of it comes from Salesforce,

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even though we didn't use this exact same framework

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at Salesforce, but I think individuals and teams,

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they operate at three different levels.

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Either do tactical things that brings incremental results,

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you can do strategic things that brings linear results,

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or you can do epic things that brings exponential results.

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And I think Salesforce is the kind of company

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that really rewards that level of epic thinking

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that brings exponential results.

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I mean, especially 'cause you have a course of support

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around you that's willing to support you

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in those endeavors.

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- I love the reflection there.

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So Robin, I wanna ask you about the meaning

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of O'Hanna, and I asked this of all my guests

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because everyone really describes it

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just a little bit differently,

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but I'm curious, how would you describe the O'Hanna,

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and what does it mean to you?

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- Salesforce was always about,

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we were like evangelical warriors out there

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to create a movement that would change the world,

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to change the lives of people,

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and we were a family in doing it.

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And we were kind of like,

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family maybe is not the right word,

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but we were like a movement,

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and the movement always I think starts internally,

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which is why I think Salesforce did such a good job.

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A movement to me never starts externally,

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it starts internally.

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And Salesforce, maybe I think a lot of it came from Benioff,

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really realized how to harness that kind of passion

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of the people.

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I don't think there was ever really like

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a lot of people who just thought,

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I'm just selling more crap, it's like,

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no, we're trying to create a better future for everybody.

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- I love it.

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Now, before we get into our next segment,

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are there any special stories or O'Hanna moments

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is what I like to call them,

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that are a little behind the scenes

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that you wanna share that you normally wouldn't share?

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- I think it was four days before

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we were about to launch chapters to the world.

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And I'm sitting in this kind of meeting

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with Crick Swenzhoot and Kendall Collins,

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and lots of other people talking about the launch.

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And I remember just like,

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after I went to all the things that we're gonna do,

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like, here step by step,

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what we're gonna do, what we're gonna talk about so on.

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I remember, I think it was Craig,

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who was like, this is not good enough.

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We need to do better.

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We need better stories, we need better customers.

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And I'm like panicking, you know?

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It's like four days, so we're about to launch.

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And it's like, it feels like my biggest moment.

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And I feel like I'm kind of screwing this up.

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But it was also a reckoning of like,

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this notion that I mentioned earlier,

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always pushing each other to do better.

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And because of course, whatever I would do,

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he was my boss at the time,

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would always sort of like, better on him.

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So he wanted also, of course, to be a big moment.

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But what I took away from that is, you know,

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it's never too late to actually go and do something better.

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Even though we only had like four days to fix it.

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- Yeah, I was just gonna say four days,

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that's a whole world of time, like, if you're seeing

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four hours, like that is obviously an also believable story.

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- But we had to go out and shoot new video,

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new customer videos, we updated the messaging

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and even the launch plans and so on.

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But it was a stressful act.

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But it also, again, that pushing for excellence,

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I think, is something that I've always taken with me.

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- Love it.

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Let's get into our next segment, What's Cooking.

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Robin, now you are an executive advisor at many companies.

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I want you to talk about how you got to where you are

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and what your journey has been like

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to get to your current role.

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- Sure, so after I left Salesforce, you know,

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I was there, I think it grew from around a thousand people,

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maybe a little bit more to maybe 8,000, 10,000 people.

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And I thought to myself,

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I really wanna get in earlier

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and be part of an earlier journey.

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So when Box reached out to me in the end of 2011

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and basically it was Aaron Levy saying,

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whatever you did at Salesforce, come do it for us

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'cause he wanted to mirror that journey.

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And there were about 200 people at the time.

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I thought, well, this is my chance and opportunity

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to get in a more senior role, pre-IPO

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and help grow them through that journey.

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And then I thought to myself,

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well, now I've kind of taken that hyper growth journey.

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Let me go even earlier and go to a place

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where I can come in, at the ground floor,

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not maybe as a founder, but I would call it a near founder

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and help really scale and grow a company from nothing.

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So I joined a company called Vera that was still in stealth.

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We just raised our seed round of $4 million

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and they hired me to be the chief marketing officer

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and the chief revenue officer.

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And we scaled that company just over 10 million in revenue.

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It's just over 100 people.

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So it's great to spend, but I left that company

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not because I didn't love the job itself.

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I loved the art of marketing.

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I was, that was my main focus there.

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But because I wasn't, I didn't love the problem

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that we were solving, which was a cybersecurity company.

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The world needs it.

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God bless the companies who are solving cybersecurity

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for all of us, but I'm just not passionate about it.

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I don't wake up being passionate about that world.

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What I'm really passionate about,

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I had this moment of realization is I love working

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on technologies to bring people together.

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So afterwards, I really wanted to go to a company

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that was all about bringing people together

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and I ended up going to LinkedIn again

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through my Salesforce connection.

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And LinkedIn of course is the ultimate platform

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that brings people together.

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And if you'd re-round the clock there,

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I would probably thought I would have been in LinkedIn

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for quite a while.

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But then we were a cave and knocked on my door.

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And at first I wasn't really sure I said no

14:43

and then they were very persistent.

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And I ended up of course becoming

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the chief marketing officer at WeWork

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and saw them through $20 billion valuation,

14:51

$47 billion valuation towards an IPO

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and then it all came crashing down.

14:54

It was pretty painful.

14:56

But it was still a fun experience.

14:57

So even though I left WeWork then,

15:00

I ended up going to a company called Matterport

15:02

which is also about bringing people together around spaces.

15:05

So I went there, went through hypergrowth with them,

15:07

took them public in 2021 which was super fun.

15:10

But I left because during that time

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I also ended up moving to Denmark,

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moved back from Silicon Valley to Denmark.

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And the nine hour time difference honestly is,

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was just too tough.

15:20

So I left at the end of 2021.

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And since then I've just been working

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with a bunch of cool companies.

15:27

And what I'm doing now is I call myself an executive advisor

15:31

but I'm really trying to work with teams and CEOs

15:35

and companies who just wanna like unlock

15:38

the potential that they have.

15:39

Sometimes that's in marketing programs

15:41

so obviously I have a lot of experience in marketing.

15:44

Sometimes it's the people themselves

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that need to be unlocked and need to think bigger

15:48

and differently about things.

15:49

Sometimes it's about the culture itself.

15:52

For example, I'm here at a company called Beemoree

15:54

in the UK, I love the team here.

15:56

They're about 400 people, series C, they're growing fast,

15:59

they're kind of a talent platform.

16:01

And I was here two weeks ago and I delivered

16:04

kind of a four hour course on how do you develop

16:07

high performance teams and how do you create

16:09

high performance cultures?

16:10

Because it's one thing that growing teams

16:12

oftentimes struggle with how do you get everybody

16:14

to perform at the right level and hold them accountable to it.

16:17

So these are the kind of things that I'm working on.

16:19

I still love marketing.

16:21

It's kind of my passion, of course branding, storytelling

16:23

but it's beyond that.

16:24

It's much more about the people

16:25

and the potential at this point.

16:26

So that's what I'm doing these days.

16:29

- Well, I mean, you're the perfect person to ask this

16:31

because you are going across a lot of companies

16:33

but what challenges are you seeing now out there?

16:36

And how are you helping apply what you've learned

16:39

from Salesforce to the challenges

16:41

that you're seeing in the market?

16:43

- It's the right question to ask

16:46

because so many of the companies are struggling

16:48

with a couple of different things.

16:49

They're struggling with certainly pipeline.

16:51

Like how do you get the right pipeline

16:55

for the growth trajectory that you've set forth?

16:57

And I'm not talking about you.

16:58

I don't want to give anything away about them.

17:00

I think they're doing quite well

17:01

but I've speak to a lot of companies to your point.

17:04

So a lot of companies are struggling with

17:06

how do you create not just pipeline,

17:08

you can create pipeline

17:09

but how do you create good pipeline

17:10

and sustainable pipeline and predictable pipeline?

17:12

Those are tough things.

17:14

And how do you create urgency in the buying cycle

17:18

for people to move?

17:19

A lot of companies I feel like are realizing

17:21

that things keep getting punted.

17:24

And this again comes back to Salesforce

17:26

using my lesson at Salesforce.

17:27

The two most important questions you have to answer

17:30

in marketing is why should people care about your product

17:33

and why now?

17:35

And most companies are really good

17:36

at answering the first question.

17:38

I think they can give you a product pitch all day long

17:40

but then you get to the point where why now?

17:42

And unless you can answer that,

17:43

you become one of those products that,

17:44

ah, it sounds really cool Dan but next year,

17:47

next year when I get to find some budget, you know,

17:48

oh and then it keeps getting punted

17:50

unless you can create some urgency

17:51

which is really hard to do,

17:53

you're always gonna not live up

17:55

to your potential less of business.

17:56

And so I see a lot of companies struggle

17:58

so they're trying all these digital channels,

18:00

they're trying all kinds of marketing tactics

18:02

but they haven't answered the fundamentals of the story itself.

18:05

Why this product and why now?

18:07

So you can try all,

18:08

you can spend endless amounts of money on Google AdWords

18:11

and LinkedIn advertising

18:13

but unless the story is compelling

18:14

and I say this, I'll go into VCs or founders

18:18

and they'll say, eh, we've tried these channels

18:20

and it's not working and my question's back as always,

18:23

what's the story you're sharing?

18:24

And then they show it to me and I'm like,

18:27

this is not good enough,

18:28

there's no urgency in this story

18:30

and it's hard to do it, don't get me wrong.

18:31

It's not like, if it was easy, everybody would do it

18:34

but this is what it takes to become a great company today.

18:37

- Yeah, I mean, it's hard to create that anxiety

18:40

in the buyer to get them to move

18:43

and I think it's a special talent that you bring

18:45

so that's awesome.

18:46

- And I've always had the mindset of

18:49

I only put out marketing that's aspirational

18:52

and inspirational, the world has enough fear

18:54

so I don't wanna add more fear to the world

18:56

but that's of course juxtaposed with actually

18:58

how do you create urgency?

18:59

So I always think of it this way

19:01

in my mass marketing that goes out to the world

19:03

it should be aspirational and inspirational

19:06

and even the one, so that's the one too many,

19:08

even the one too few should be that way.

19:10

But when you're with a customer,

19:12

you have to figure out at some point

19:13

how do I actually get them to engage

19:17

in a way that's urgent a little bit more.

19:18

And that can be done to marketing

19:20

but it can also be done to do sales very well.

19:22

- Well, and if the listeners and the viewers out there

19:25

aren't following you on LinkedIn

19:27

they should follow Robin Daniels

19:28

because you do drive a lot of aspirational messages

19:30

that is very inspiring to everyone

19:32

so thank you for doing that Robin.

19:34

So what's next for you and how are you shaping the future?

19:37

- Well, I think about this question a lot.

19:40

It's either stay doing what I'm doing

19:43

just walking across a bunch of companies

19:46

which has a lot of fun

19:49

but I also miss being part of something.

19:51

So my inclination is to join something

19:55

or start something because I think

19:58

when you're in and out, it's fun for the freedom you have

20:02

and the connections you create

20:03

but you're never as fully engaged as I think I like to be.

20:07

For some people it suits them just fine.

20:09

You're kind of in and out

20:09

but for me, you know me from Salesforce

20:12

when I go into something where and I give it my all

20:15

I'm in 200%, a thousand percent.

20:18

There's no half asking it with me

20:19

and I'm not saying I'm half asking it out

20:21

but you're kind of not not fully committed in

20:23

and I like doing that.

20:24

So I would say stay tuned

20:26

but I'm thinking a lot about what's the next in 2022?

20:30

2023 I guess is where we're coming up to.

20:32

- Well, I mean, I'll just give you a little idea

20:35

but I think you're becoming a major LinkedIn influencer

20:38

and you create that LinkedIn influencer army.

20:40

That would be kind of pretty awesome.

20:41

- Oh, that's a good idea.

20:42

I don't know if that's enough to satisfy me

20:46

but I like the idea.

20:47

- I do like, I think LinkedIn is just such a,

20:50

I just wanna, I think talk about it just for a sec

20:53

because it's such a special community

20:55

and it's special because it's based on people's real identities

20:59

and it's very positive and supportive community.

21:01

I mean, I think people are so supportive of each other

21:03

when people put out vulnerable, authentic posts

21:06

about the struggles that they have

21:08

or the things they need help with

21:09

the community really rallies around those people really well

21:13

and I've seen it, they've done it for me

21:16

and I'm forever grateful, you know?

21:18

And that's one thing.

21:19

The second thing that I realized

21:22

and if you're a leader and you're listening to this,

21:24

I only started realizing this probably about two years ago

21:26

is it's the best channel for internal communication.

21:30

I had no idea but you know,

21:32

how often do you have all hands?

21:34

Probably once a week, maybe once every two weeks,

21:35

maybe once a month.

21:37

That means that most of the people in your company

21:39

are not hearing from you maybe as much as they need to

21:41

but guess what?

21:42

They're all on LinkedIn every single day

21:44

and I started realizing, especially during the pandemic,

21:46

that when I would post every single day,

21:49

I got messages from engineers and from product people

21:52

and from finance people that I've never met saying,

21:54

hey, I saw what you posted.

21:55

It really kind of made my day or something

21:58

and it became kind of a channel for internal morale as well.

22:01

And if you're a leader or CEO,

22:04

just think of it for that reason alone.

22:06

That's why you should use LinkedIn.

22:07

Let's get into our final segment, The Future Forecast.

22:11

So, Robert, what do you envision as the future

22:12

of the Salesforce ecosystem?

22:14

It's funny, I'm about to go and speak about this here

22:16

in just a moment.

22:17

I think there are different levels

22:20

that you can win as a company.

22:21

You can either have the best feature,

22:23

you can have the best product,

22:24

you can have the best category,

22:26

you can be a category leader

22:27

or you can create a full movement

22:29

that stands the test of time.

22:31

And I think when I look at Salesforce's journey,

22:34

they're on their way to really have created the movement

22:37

that is the cloud for everything.

22:39

I don't think they're quite there yet.

22:40

They're certainly the category leader.

22:42

So, they've gone beyond feature level winning,

22:45

beyond product level winning.

22:46

They're definitely the category leader

22:48

when it comes, I think, to just like the enterprise

22:51

and business cloud.

22:52

But I think they're on their way to create a movement.

22:54

And the companies that have created movements

22:56

like Tesla, Apple, Google, they're not quite there,

23:00

but I think they're heading that way.

23:02

Meaning, they're so woven into the fabric of society,

23:06

how people get jobs, how they make their living,

23:09

how businesses operate, how our personal lives operate.

23:11

These companies that have reached movement level status

23:14

have really changed the fabric of society.

23:17

And I think Salesforce is nearly there.

23:18

>> What advice do you have for aspiring leaders out there?

23:22

>> Well, in times like this, you have to over-communicate

23:26

and you have to be really clear.

23:27

What people, especially in your team, hate more than anything,

23:31

is uncertainty.

23:32

And so, you can't be one of those leaders that hides away.

23:35

Sometimes I hear these stories, I'm like,

23:37

oh, I haven't heard from my leader in two weeks.

23:39

I'm like, honestly, it's just not good enough.

23:42

If you've been given the privileged opportunity to lead,

23:45

you have to, especially in uncertain times like this,

23:48

step into it and lead from the front.

23:50

Be visible, be heard, communicate with clarity,

23:54

communicate with empathy.

23:55

I think communication is the key.

23:57

I always say to anybody, as communication is why I've succeeded

24:01

in my life, and it's also why I fail sometimes.

24:04

And I've learned a lot of it from Salesforce

24:05

'cause they were so great at communication

24:07

in all aspects, internal, external, you name it.

24:10

>> All right, well, before letting you go,

24:12

let's have fun with a quick lightning run.

24:14

Are you ready?

24:14

>> I'm ready.

24:15

>> Okay.

24:17

Favorite Salesforce product, not chatter.

24:19

(laughing)

24:21

>> Einstein, just 'cause I love the characters in which.

24:23

>> That's awesome.

24:24

>> Favorite Salesforce character?

24:27

>> I mean, chatty, come on, of course.

24:29

(laughing)

24:30

>> R.I.P. Chatty.

24:32

>> Exactly.

24:33

>> Favorite brand of anything besides Salesforce?

24:36

>> I always say there are three brands I can't live without.

24:38

If I could choose.

24:39

It's Apple, it's Whole Foods, and it's Lulu 11.

24:44

I'm wearing a Lulu 11 shirt right now,

24:46

so damn comfortable.

24:48

But those three brands, I think,

24:49

are just brands that constantly deliver, I think.

24:52

>> Love it.

24:53

>> I'm so glad you brought that up.

24:55

I'm so glad you brought that up,

24:56

because that was what I was gonna say.

24:58

>> I know.

24:59

You've always been looking for that video.

25:00

I have the video.

25:01

(laughing)

25:02

>> That's awesome.

25:03

So you just won front row seat tickets to your dream event.

25:07

What is it?

25:08

And it can't be your band.

25:09

Okay.

25:10

But go forward.

25:11

(laughing)

25:12

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25:13

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25:14

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25:15

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25:16

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