Ryan Schinman

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.

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.

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.

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 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.

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 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.

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,

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.

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.

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.