Robbie Starbuck

quick, you know, sort of rundown of it is essentially the right has not given pressure at all in corporate America for decades.

And so, you know, this simple physics, if all the pressure is coming one direction, everybody knows what's going to happen.

It's going to go that way.

If you don't have a counterforce, nothing good.

Right.

And so what's interesting about it, too, is the left wing pressure that there had been for decades was a total paper tiger.

It was groups like the HRC who actually have no real popularity or backing.

And so, you know, as I see corporate America shift wildly left, I was like, we need to create a cultural counterweight and prove our actual power, but it has to be dynamically focused.

You've got to go one by one.

And I realized one of the big problems on the right was like, we're all over the place.

We're sporadic on a million different things.

And so

you never get this like very focused pressure and i think that's what we worked very hard at is ensuring that when we had a company that we were focused on we brought pressure to bear from every side of the right and so doing that we'd go company by company who had the craziest policies you know all the woke stuff funding transitions for kids some of them were funding drag camps for kids in the summer and we're talking about fortune 500 companies right

I would have our research put together into one video, expose all of it, and then the boycott that would ensue after, that would change the policies.

And we'd get in contact with the CEOs, talk with the CEOs, and sort of negotiate a surrender, so to speak.

And we did so very effectively.

And so what's interesting is that public campaign

uh we at a certain point didn't even really have to do anymore because now we can just call these companies when we spot something and they're ready to change like we don't need no story required right and so i've actually gotten more done in the last six months changing policies at companies than we did in the first year and a half of this project

And I think that's really interesting because I haven't been just pumping out videos of it like we initially did for the first year and a half because I'm so focused on using the time effectively and being useful in the most efficient way possible.

Sometimes it's going to take videos and public pressure, but sometimes you prove sort of your ability to do this in such a way that you can just get a lot done behind the scenes.