Ryan Schinman
speaker
94 appearances
1 recordings
1 series
first heard Apr 2025
last heard Apr 2025
Ryan Schinman’s voice in public audio — every appearance, attributed to the second.
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Appearances
An unnamed talent that I can tell you that's probably one of the biggest female pop artists in the world. One of our brands offered her $20 million to be in an ad. And you know what she said? No, thank you. Thank you for the opportunity, but no thank you. So... Whoa. It shows how much money the top AAA talent is making. And...
What happens is sometimes also, Dan, not to kind of throw you a curveball, but the A- and B-plus list talent sometimes think that they could also do what Kim's done with Kim's or what Rihanna's done with Fenty or what, you know, the Paul's done and KSI for Prime or Mr. Beast with Feastables. That's very difficult. That's the 1% of the 1% of the 1%.
And even that, we don't know how long those brands are going to last. So, you know, I would say the biggest faulty of a lot of this talent is when they're hot at the moment, they don't capitalize. They say, oh, I'm holding out for Chanel or I'm going to hold out for $5 million. And then a year later, they're calling back and being like, excuse me, Mayflower, can you bring us some brand deals?
And you're like, oh, I thought you were starting your own jewelry company. And now you want to do this. So... I think you got to capitalize.
I think the most famous moment was, I remember years and years ago when Jeremy Lin, there was something called Linsanity in New York when he played with the Knicks and we would bring him so many deals and he would turn down so many deals and his family who was kind of involved would be like, no, no, no, we're holding out. We're holding out. We're holding out. A year later,
There was no such thing as Linsanity, and he should have taken the millions and millions of dollars that were offered to him for people to capitalize at that moment. So the town and their managers and agents have to be managed right. There's nothing worse than me negotiating or someone on my team negotiating with an imaginer, agent, or lawyer. It's good to believe in your client.
It's good to believe that they're Rihanna or Tom Brady or Messi, but not everybody is. So pounce, do the deal if it makes sense. And go on to the next.
So I don't care if it's food, clothing, cosmetics, tech, you know, video games, we're in every sector. And I think what happens is, you know, there's two business models that we have. One is somebody says, go fetch. I want Dochi, or I want Tyla, or I want Billie Eilish.
And we go fetch, we give them the analytics, we tell them what else is doing, we get a price, we kind of look at what else they've done in the marketplace, what they have coming up, what projects they have. Do they have a new record that's hitting? Are they going on tour? How can we tie into them? Will they do interviews or not? And then the second model is,
I want a Latin comedian or I want a piece of music that sounds like beautiful day by YouTube, but isn't beautiful day. What's the modern version of beautiful day that's out there right now. And that's where our team really gets to work.
You know, we have a sports team, a music team, a Hollywood team, international team, and all of our teams kind of sit back and say, okay, let's look at here's 20 people that fit that creative or fit that brief. here's what they're doing, here's what they have going on, here's what they're excited about.
By the way, that person will not do Burger King because they're vegan or hey, that person loves your product because they love fries and can't wait and that's their kind of food passion. So we give them all the information, everything that's going on, provide the analytics, give our point of view, But we also like the brands to choose. We give them, it's kind of like multiple choice. Here you go.
Whatever fits the brief. What's also nice is we're not trying to step on the toes of their ad agencies or their PR agencies who are coming up with the brilliant creative that the talent needs to be in or the brilliant creative that I need to plug in a piece of music to or the amazing creative that an athlete wants to tie themselves to.
And I think what's important is we try to sit at the epicenter because when you have the ad agency and the corporate communications agency, they sometimes don't talk. You would think they would, but they don't a lot of the time. So sometimes what happens is the PR or corporate communications or digital agency is working on something. The ad agency is working on something.
And if we're at the epicenter, we can say, hey, wait, you want this person to develop content and show up at these three things as you're launching a new product. It's the same time as the ad agency is coming up with new creative. Why don't we get one talent to do both? And that way, the right marries the left.
So what sometimes happens when we're not involved is ad agency will come up with great creative. PR agency will come up with great kind of ancillary material and content, which is sometimes even more relevant than the hero spot nowadays. But they're not talking.
So we need to kind of be there and say, hey, guys, let's all work together and figure out to get the assets you need, get the assets you need. And here's the right person to do it and go from there.
Well, I think at the end of the day, I don't care if it's a CPG company like Pepsi buying Poppy last week or, you know, Hershey's buying companies or, you know, everybody's buying companies. I think, you know, P&G buys companies, Unilever buys companies, Colgate-Palmolive. I think what happens is,
People have bigger companies that we can talk about the media companies in a second, but even in traditional companies, they innovate, but people are risk averse there. People will get a great salary or in departments if they take risks. they're sometimes penalized for it if it doesn't work out. The entrepreneurs are entrepreneurs for a reason. And they're not afraid to take risks.
They're not afraid to be bold. They're not afraid to try stuff and pivot and see what works. And then ultimately, you get acquired by someone who says, wow, I wish we would have thought of that, developed that, marketing that. And that's also why you hear of when, for example, I was an investor in Sir Kensington and we sold to Unilever. The brand was so great.
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