Matt Samboli

And so night and day, you mentioned between Disney and, God, I hope Disney is not an advertiser in Glassdoor.

And so I think that's another lesson pattern for the listeners to be aware of is that dramatically different experience, just hopping different companies within similar or semi-similar industries.

So yeah, I just wanted to mention that.

Should they list their side quests?

Yeah, should they list it?

I think that's smart.

In your case, I think Disney wanted to own it because it was a piece of media.

Like, hey, you know, this is a great addition to our portfolio.

Luckily, or not even luckily, I mean, smartly, you had carved it out, right, in advance.

And so, yeah, I think that makes sense.

If it's in the same industry, you want to negotiate that upfront and just make sure it's carved out if you're going to post on your resume as it.

Proof that that was a sabotage tactic on both your parts is that when you took that same personality and demeanor to the public, to social media, you were absolutely embraced.

You know, both of you have sizable influence level followerships on different networks.

And so I think that's clearly corporate sabotage of the old school game type, 80s and 90s machismo.

One question, follow up question I just had, Hala, is that you were really early with the LinkedIn influence movement.

I think it's one thing to say, hey, you know what, there's an amazing opportunity here on Facebook or Instagram or even TikTok.

But with LinkedIn, many people didn't look at LinkedIn as a place to monetize persona and likes and influence.

And what was it about the network that had you embrace it so early on before others really saw that opportunity?

Was it because you're posting political stuff or just?

Yeah, I mean, now you go down your LinkedIn feed, you just have a bunch of errands, you know, floating.