Dex Hunter-Torricke

The company was just about to go public.

It needs to communicate a lot more.

And folks like Zuckerberg, a lot of the other senior leaders, they had to talk to everyone from Wall Street to Publix, media.

You were constantly doing events and engaging with other leaders.

moving the entire company.

This is an organization that grew enormously in the time I was there from a couple of thousand people to tens of thousands in just the space of a few years.

And all along, I was there to help figure out how do you manage the telling of that story at scale?

Oh, wow.

And that's something which, of course, in order to tell that story well, you have to be able to get under the hood.

of any number of these deeply consequential issues, all the things that are really controversial, the things that are really significant.

You have to deeply understand the executives and those voices as well.

I was a speechwriter for a lot of my early career, and people often think the voice of people is about the combination of words, and that's the easy part.

The words are an expression of ideas.

And that's really what made the job so fascinating.

It was all about trying to figure out what are those ideas

that can galvanize and move massive populations and audiences and all these communities on a set of technologies doing something completely new in history.

And it was a very, very intellectually hard and extremely fulfilling perch in which to see history being made.

It was also something where once you get under the hood, you realize, wow, there isn't actually a deeper level of thinking quite a lot of the time.

And I think that's something that came out in the book you read.

There were lots of things I disagree with in that book.