Transcript of From Disney to TikTok: Kevin Mayer on Vision, Innovation & The Future Of AI

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One other than Kevin Mayer. Let's get on our feet for Kevin Mayer. Kevin, thank you so much for being here. It's all right. Where are you from originally? Where are you from originally? Where are you from originally? I'm I'm not sure if we are actually be special. No, I'm not even special. No, I'm not even special. So I'm going to interview my two of my three children, which are the University of Maryland, and they're easy guys. But that was fun. That was fun. Let's wrap the roll. They had, Cometh the Frad, my door is, Conventioned Speaker. I couldn't get an amazing job to see you. Cometh was the connection speaker? Hermit the Frad was the connection speaker. And this is super fine area, Kevin. Massive, And it was a massive resistance. We were to call them by division, and that's it. And you're in college campus. I know which Hermit the Frad is a throw away. University of Maryland wants to avoid you to be on issues. And this was what everyone said. And Kermit to Friday spoke, received three same innovations, and not a dry eye in the house when Kermit ended its wingo connection, and the entire place stood on the other one part.

So I guess. And It's not your life journey, like impact on humans and raising the heart for your values. So how do you go from amazing Professor Marlin to the world of changing the busy, busy, busy, busy, busy I like that. What is your problem, please? How did your journey? Well, I had a journey, which is very unusual, I would say. I grew up in Professor Marlin, and I intended to be an amazing pilot. That's why I wanted to get there in that way. So I wanted to go to the Navy as a family, go to the flight, land on our track, go to the place, make your parents happy, all that, all the trials and dreams that we've had. So that was great. I really, really, really the dream of business. I was going into the case, went to the Naval Academy, and I had I did get wet from the Navy Academy, and I did get my physical. My husband was a gymnastic, to be a pilot. So I was in with that feeling. He also be on submarine, so he wouldn't want to do that. I seemed scary to be a mile into the ocean.

So I'm not going to Boston to go to school. We're studying on community. I'm connected to be. And as here, my wife, I was designed to be in here. My old wife, I was designing a river system. It was a beyond. I still have to the ADI, my son's been working on this, actually, like trying to get this through, which I did for about five years. And I thought, can we join that in deciding to become a test executive. That's what I then decided to do it. So I went to be a pilot, to be a test executive and went back to business school, went back to Boston to business school. And he said, I wasn't so what This is for sure. What was the business question? I was in a business school, Boston. To Harvard. Yeah. That's right. Yeah. He each time had noxia. I try to avoid saying that because I'm being a manager for the interview. No, it's not agnaus. I said Buston. No, no. It's not noxia. I said noxia. No, I did noxia. I said noxia. It's going to be clear, because I went to Columbia. And so we would play Harvard Business School.

And I was taught to have a rugby baseball team. When you would play at Harvard, your five friends would say, K-School, senior senior school, senior senior school at Columbia. So yes, we were the K-School at Harvard, and congratulations on that. Columbia was a great school. Yeah, you guys, you guys are the thing of I'm sorry. That's okay. That was a business school. As many people go in business school, I made a big transition because I knew nothing about business. I didn't know, obviously, I didn't know who the PML was. I really didn't like that business. I was a very technical engineer. I went to design radar systems and signal processes and all sorts of stuff for me, for military aircraft. I couldn't buy them. I didn't design the AI as well. Went to business school and I had some questions. Do I really want to go back? And the attention is there. I wanted to go back to this, my son, explanation history? Or I wanted to do something else instead. And he's full of my options in a general way. So I went into consulting as a lot of people do, managed me to consult him.

I'm trying to see himself in as a lot of people do. He asked me to be himself in. And just wanted to try to keep my options open. I think optionality is a good thing to keep in mind when you're going to, for real, we're making any decisions. Trying to keep as many options as we're open as you can before you make a decision on your choice was it? I think in our company, I did think that she's not there. So I did that. I wanted to see if the office is open. And I went to see if it's open. And one of our clients was the Walt Disney Company that he was talking about. So I went and worked for business and did a bunch of projects for them. And I had to go. I think always a pretty cool company. And this is back in the early '90s, not early. But in the early '90s, technology was just becoming a thing for entertainment. And we hadn't I've been affected by any three technological revolutions before then. I've never thought me in a television position. The last moment I actually got to see the advisors happen.

And it was an interesting moment for me. I could bring my technical expertise as an engineer to an entertainment company. I became a strategist. I think of myself as a three-year-old strategist. Was my main, I think, skillset. I think I see a CRM partner. I can somehow... I didn't think I'm an impedecius about how technology might impact businesses. And so I became the strategist for business in terms of how technology is going to impact the business. I'm trying to navigate the world's business company through this technological shift so far. The big one then was the web. Next to it, it's just a lot of the browser. And the worldwide web is a real, a classic on the website. But entertainment companies did not take your time to go. I still have this in to do this in. Com and watching all the different... I'm back home, and I'm doing this in at the time, maybe see him or anything else. So I was the leader of that guy at this nature in that time. I was with him. Michael Asner, he went to the meeting. I remember there. He was a very expert executive. He understood entertainment and business, the intersection of entertainment and business, better than anyone I had ever met before.

But he was in a technology-focused guy. He was trying to build a technology. At the time, I remember he was in a discussion for the 2000 product, 15 years later. Technology has made me a huge impact. It was about that time you would be in an impact on the entertainment industry. So here's the place. He got to be Bob Iger, who is now still CEO of Disney. And I became the two-star as a doctor here at Disney, working with Bob Iger. And we set out to redefine Disney in its DeFi, mobile communications, digitization of the Internet delivery of video, which is not what's claiming that we all know. We thought about, how are we going to reposition business in a future, a future that was actually unknown. No one knew what technology was going to do, to position the behavior, to have product and materials to send. None of that. We're just completely great here. We did not know what was going to happen. So we had this in a lot of discussions. What are we going to do? How are we going to operate this in the future? What are we going to do?

How are we going to operate? Is it going to happen? Is it going to happen? One of the key acquisitions that we have made is to future-future a small business company. The one thing we didn't know much about this was going to happen was precision with the relationship knowledge. But we knew two things. One is that the limitations that have been in place, the restrictions in terms of accessing content that's not going to disappear? You have to go back in 2005, we were still to me, these things like blogmasters. We were remembering blogmasters All right. So you actually, it's hard to be a bit more taken to think about, because you're the watch and music. You were not consulting blogbuster when Netflix said, Hey, they want to plan us. I would imagine that they had not been able to see it. Is that fair? That's correct. Yes. And I think things made it all very different with the Blockbuster. Is that fair, Kevin? That is fair. The Blockbuster, it's all... If you're offering to leave your house, get in a car, drive to a Blockbuster store, try to watch a video. The videos that you really wanted were all already taken.

That's right. You remember in Chelsberg. So I got 10 doors in for whatever movie you wanted to ask. Was it movie at the time. So what did you do? You got the second best movie or a movie. You never were able to get something because that's all that was available. So these were huge restrictions in the area, the excess content. And back then, media of the content had value. Is this what makes that better? Is that what makes it is? No. I want to say right there, I call it something that goes for the audience. So for everyone, this is a commitment that I rather shall be in when someone talks about the power of commitment and consistency. So all these people, at some level, even including me, we all have commitment and consistency that are in it. So we're meeting, our questions happen. And then the 50 power is to take effort and take time. It takes reconditioning. So Blockbuster is sitting there and got other complete anxiety. Not any different than the people who are dragging things around the ground, and this really created some circular thing called the wheel. But that was too much difficulty.

They said, you got a great honest thread on the ground. So Blockbuster, their commitment consistency is like, nobody's ever going to stop coming to here. It's a family-student experience. You come, you get to go in, you get things done, you back up for. Nobody's in fact going to this shared experience. Oh, how control are you tracking about where we're? But we're always wrong. Because every technological innovation, which is essentially not a stop, this is major work with the technology of the formula. But then it feels nice. You cross yourself, all these technological innovations, that's not going to work. What are you talking about? That's not going to work. What are you talking about? That's what they're in. But of course, it's incorrect because when you have the idea of the formula, the time for a more time period of them. And eventually, people accept and we put down to your son. They're in the final final. We owe our son five years old. He's your project father of business. He's going to be in the space. He's going to teach his I don't want every decision being made. I love Disney. And in the meantime, it's this magical world of, oh, you pick your ride times and everybody keeps him in the air and optimizing.

You go through these magic band on your wrist. So you buy it and the door is down on four buying things in a magic band. Oh, was this still out? Well, it's 6,000. I bought six dollars. You don't buy it on your own. It's like, Oh, let's buy it. Oh, everything on your store. But this is a magical experience of your ride times. Everything is a completely different world of cutting, what's a great example, you can see it, massively, of limiting friction. And that's the goal with all of us is to eliminate friction. If you're dying, it's 50, if there's a master for it, then you need what is at. And you think, sharp and listening, sharp and listening, that's I'm not going to say it in a conversation, but the decrease in the friction, to create a value, and the people that you're dealing with, they don't even realize they have friction. Blockbuster became so comfortable, so easier driven in their own reality, but the people that you're dealing with didn't even realize they had friction. Blockbuster became so comfortable, so easier driven in their own reality, but the people that you're dealing with It could be for me if they went out of movies because there was no other choice than to come back to folks, put them out of business.

I've always wanted to share that. That's exactly correct. I remember you said they were very well. It is hard if you're being incumbent in your business to understand the revelations that are about to happen to you. Even if you do, if you're in a business, if you see something come in that you can completely disrupt your business, it's hard to take action. You can personally do that. I'll tell you a minute Bob and I did that. Because you have a physically profitable business, the last thing you want to do is disrupt it. So you help other people disrupt your business, and you end up losing. And it has caused your conviction to actually disrupt yourself. You have enough foresight and enough certainty to say, I know my business is not worth. The way I'm doing is saying, Is it going to work any longer? I have to then take action myself to build the golden juice that I have now to get the other golden juice done. It's a very, very difficult thing to do. Most of our trading companies have it done. Most companies have it done. We do the difference. We explain it this much.

We explained in a moment how it does it. So these questions existed, and we decided, we We didn't see it still where and all that. We knew it. We didn't know how and when. I thought it wasn't even in budget that we were making these decisions. It was 2005. But we did know one thing. Consumer choice was going to be infinite because those sections were going to disappear. Any trial is made, ever, by any entertain that's happening, it was going to be available at the time and place in the vice of the situation. We didn't know when, we didn't know how, but we knew it was going to happen in the future. And we also knew, because of that dynamic, what media is your content, the stuff that had value because when you went to God bless it. The great stuff wasn't available. It was all gone already. And we also did take it out. This media of your product was good. We knew that was going to become a business value. No more value than mediocrity. So only the product would have a market in the future. So infinite choice, only high quality. And so we made it big decision.

Why did I just thought it was a bit busy that we were going to go buy the brands that matter in entertainment. Because if you know what's a good key in infinite choice, brands are more important to cover. Consumers think about brands that can make a choice in the system. The key parameter of a brand does. Can you share it again? Can you say it again? Sorry. Can you say that one more last step? Brands are so important decision making devices for consumers. That's how consumers decide what consumers decide, to buy, to participate in, or to become. It's through brands. And that's the power of brands. And that's why at Disney, we decided, we will run the table on the brands that actually exist in the UK. Disney was the only really brand, the brand that we had at the time. We had Disney. And we decided, look, Disney was going to kill time with animation. The IP generation machine that Disney always had was falling apart in our times. The last thing we did, we had The U. D. We had what's the Lion Day, like in the 90's store. I feel that there's a lot of ways that they're made of teachers, but not very good.

Pixar is making all the best in our neighborhood teachers, and the IT that they were developing, Toys or New York, were much better than Disney for them. It was

But we did buy this on the first day of the day. And so there's been a lot of it XR came Steve Jobs. Steve Jobs came to the board of Disney. He was doing a TEO, took me to the bar and I took him. But for its Fizzing or anything. This has always been super important and super crucial for us. And it is before. It was great to have him. So the first thing we did find the goal, we were going to buy a picture. We made a list I was great to have her. She walked with John in 2006. I think that was a contest. That's where I caused what I was seeing to sink in. So this view is a drawing with Bob Iger.

Before that, my guys and I were, do you need jobs? Well, just going to hand him back.

How crazy is that? That's special. Steve was an amazing guy. I'm sorry? Steve was an amazing guy. I remember the first meeting we had this week. It was an interesting story Bob and I, we had a, Bob Ives' first board meeting as a CEO. He just, I mean, for Michael Izer. He was on a co-board a few times in time. Had a board meeting, and the first thing he said to the board was, Our animation is broken, you might We can't look at it. That is something that the board is very surprised to hear. But Bob had a lot of courage, and he's always very honest with the board. So the first thing he recommended was just to buy a picture. If you're a new CEO coming into a job like that. And the first thing he wanted to do is spend $7 billion on the board. That's pretty courageous. That's pretty unusual, actually. So anyway, he was a tough board museum. He said, Bob, is he the first board member? He was seriously, this is the business we're going to talk about? He said, Yeah, we have to do it. Generating UID has been the heart and soul of the Walt Disney Company.

That's how Disney plays in the house. That's how it's going to fly. It was a long, so why? We can't do that anymore. So we took it direct from... We were in good meetings in New York. So she took it to the gym and got the state jobs. You know what I'm saying? You know what I'm saying? She seems to look at Bob Hype, I move on a pain position. I'm aligned for my position, but I wanted to cover social issues first. This is what we need to do by social with you. I said, If we're going to do this, I could take twice as a last minute as I wanted to talk about it. I want to make sure that if we put Disney by its picture. The picture is kept. His identity is kept. His soul is kept intact. It's going to be managed separately. It will be allowed and encouraged to have its own creative capability and not be under one by Disney. You don't want to build the thing you're buying. You want to make sure that it's the value that you think it's going to go. So that was a really impressive, impressive job.

And so we spent this first 90 days of this negotiation just talking about how Pixar is going to be detected as Pipsar. And now we've succeeded into Disney. And in fact, in that 90 day period, we all decided that not only would we not take over Pipsar, clearly, Pipsar But we're Disney-created. So they're two studios. They're Disney periodically. So they were two city in the US. The Disney Animation Studio got then reported to John Massimer in the chair team, the Pixar itself. So we fulfilled that deal. Christ was the least of users, frankly. It came right at the very end. I've seen John's students before. He made a huge impact in that, we're not going to say something terrible. So that was an amazing process. And the first thing that I'd like to do is to hear. That's incredible. But you're mad. No, that's pretty good. And the humility to acquire this herosity, he got that on his side. We call it herosity. Herosity, he got that on his side. And the unique skill set of the people at Pippslar, as well as the jobs, all of those things were acquired. At least? Yes. So that worked out well.

We signed that plan, but we still had Marvel and Star Wars together. That was nice. She was in the area right in the bar. Six years later- And why Marvel and why Star? I think I could presume, but what was- Well, we identified, again, brands being the most important thing that gives you to pursue why brands future-proof companies. All sorts of things can pursue. Why? Brands, future-proof, and companies. Why? We see how business models show us different ways to assess product, a lot of technological services, consumer behavior, community health. All the things that are really difficult to predict, not only when they're going to happen, but what impact they're going to have on your business. Sorry, target to follow. What are you going to call a lot of pretty good I was doing that. That wasn't my job. I was trying to understand the future. I said, Look, there's no way to do that with any standpoint. I'm not even doing this. I'm just doing the mega transition. I don't know why you're. We should talk about infinite choice, lack of friction, and you're going to consume content from your nature. And you mediaitally think that's important.

You're in trouble. You're only does best stuff for the way that his consumers would have a business. So we felt brands are the way to make sure that Disney, in the future, has consumer demand. Consumers will always love the brands that represent quality. And the regular brand quality takes out a novel service in the entertainment. There really aren't any other brands that matter. There are other companies that can go to If you're familiar with a Disney film where it gets started on a Bible film, a Star Wars, a television series. You know what it is again. You understand the product, you understand the underlying thesis, it's like the underlying story time that's going to happen. Deal to a wonderbar or something. It could be a somewhere, it could be a family, it could be a backman, it could be a suspense, it could be any genre of a movie. If the one is, it could be brand because they don't know what it means to be able to go to the bar. So it could be something universal. So you think we're part of that? It is in 519. So if one of your guys's relationship was for flags, as opposed to, as I think, as I think.

As you said, we actually did get it at one point. We still do. Okay. So last summer, at least, and that's a great point. So I don't know if it does or it doesn't. So for my daughter's fourth birthday, anybody went to Disney, amazing, year in, year out. And then a day in summer, since I get people going, Oh, let's go see Batman. I'm like, Okay. So we go over his place for that day, and people are like, Oh, I saw Batman. I'm not sure. Bob, Joe, is Batman here today? This is literally 2025. And there's later a show, which is actually super fun. My daughter loves it. Batman, Mother Woman, Superman. It's always amazing. We've had Michael here of Batman, Mila. The Joker was there, the Power Man was there, and nobody knew it was there. It was this back, back corner of everything. And there was 75 people watching, and there was how many people, six, five, five, day, and nobody knew. So I think what at least when I'm not here in the company. I think your rock and water money is very different. I would say brands are important, and you also have to make use of those brands.

You to optimize the deployment of the brands, the consumers. In Disney, as I can give you an excellent point, actually. One above the business, all the different brand cabinets that be using asset and on the road as an ID. Wendell and Wendell has to be their ID for sure. I mean, DC Farmer's big deal. Farmer has some great franchises, too. There's three or four of us that have half done. There's a bunch of stuff that's good. But the jump on the ecosystem. The bad one is the continuity of that storytelling. So there's the DC system that Disney owns. But then, if you were to find market, you would call it Star Wars. It's not Star Wars. Obviously, the third company that you've already talked about, so I had a strategy. You can go to the Disney Plus. It's a lot of stars trying to find it. In fact, in New Orleans, Disney Plus a lot of showers' time. In fact, when you watch Disney Plus, the biggest star. I think you might recall, was The Mandalorian. Of course, remember The Mandalorian? Is it for him? He's the Mandalorian? Yeah, we'll see him again. He's the Mandalorian.

Yeah, we can find it. I agree with what you mean. I allowed it to be made, and we came for it. We watched Disney Plus, which I personally launched, because we thought it was really an incredible show to come out, to get people to really love Disney Plus, as you think about it. In fact, 20% of Disney Plus subscribers. And the first women that first went on to PC Plus, the first senior watch was the MendeLorean. And the MendeLorean was responsible for the MendeLorean was the first to come up with this. All Disney Plus subscribers were the first women that first went on the PC Plus, the first female doctors, the Menderloin. The Menderloin was responsible for one of the first, but with this, all Disney Plus subscribers were the outside. I was proud. I would love it. But if you see the Star Wars, if your Soulja's fan is on Disney Plus, a bunch of Star Wars shoes. We have great Star Wars movies. If you go to a Cineclerks on the street, you're going to watch them. It's a one to two movie movie. It's a mess of us people living through them in these years now.

But still, it's the greatest passion ever made this year. If you look at Disneyland and Disney World, the sport is in a very immersive, surrounding way. You're a Star Wars fan, you're a Star Wars fan. Events that we have. And as in Disney World, It's an amazing experience as you've seen it before your work. No ride I've ever experienced. It's history. It's like a show, it's ride, where it's like you move three different times trying to ride, and there's humans interacting with us as the people from the first order. It's crazy. It's mind, mind, mind, mind. It's not going to be different. I think it's an important problem. But there's actually your most view of what you are, and the self-reliquence, and that's the other way you're really that that's what we do. It's just a company in our parts. We own parts, we control the parts. It's a Disney-owned experience for the end of the week. We see, is he on this experience? And we can create that as a community. It's part of our nature system. And that's what I'm And this is consumer products. It's in the first night vision. Remember, the first time here, we don't have to go to the store.

We're supposed to leg out this little licensing of ours. This is our product. We don't build in... We don't like guys that we install all the time. We don't The goal is the system is on consumer products. We're building leg out. We're still a little bit related. So the whole system is on this control button. On this self-control of the diaspora, it's your way out. We have a very specific license for the control that they're in. So that creates harm to a brand that is unlike the New York house. The Royal Brothers It's a great company. But it now is not being a success. It now, it even matters. And you'll come up, and you remember, oh, you remember those little candy parks? But it gives me no idea. You know it. And you know the quality. There's a full line of quality, storytelling, continuity, and we can create more value out of these brands than anyone else. And by the way, that's why we were in between Florida and those brands. We don't think boxes were distributed on Star Wars for years. So all the movies that Star Wars made, it's talk to the distributive.

But when it came to the same time, Well, to a print and family company, they spoke to Disney. Why they knew that the Walt Disney Company could make better use and make it better. Consumers were on a Star Wars across all the different facets of entertainment. Harf movies, the streaming services, they knew that we could do that better than any other bar, including sites. And that's when we were digging in and buying these properties in a contested way. How would you conceptualize the e-Ply What was that? I'm looking right, which is one of the... Let me do it this way. What happened? This is the word deep plastic. What was the concept, the example, the model that was to jump last time for you, Kevin, to do this, which I was about to say, I'm not sure, does nothing else ever like it ever attend the make it a model that we can about the property. Well, nothing else does like it. So we've built Bob out of our time of thinking, I wonder if it make us make you money as we came out of all the properties involved. I feel it's just this.

It's just this group. When I make money, that's what this is about. They already provided their dinner to a family, providing our 10-year-old-person company, and maximizing their profits. It's our mission for our shareholders. And then they're maximizing their share of money. So we were wondering, hey, like it was 2017, maybe 20, 15. We had licensed all of them Bible, the Star Wars movies to Netflix. So once it was new videos, and then they went to Netflix, it was ready to watch all our products. We had our Disney channels around the world, but TV was becoming a little bit obsolete, and people were waiting to watch this too. We were absolutely in the view they were going to be to watch your screen. So there was an Amazon product, and there was actually both of the two new shooting services at the time in 2016 and so on. I think nobody had... Nobody took into their own property to take what Amazon and Nest was. But there were a lot of them products from studios. Correct. I remember. Yeah. You'd be like, No, he did it. You did it for yourself. Yeah, interesting. We've been buying the Hollywood, actually.

That's where I was trying to get to point. Yes, I see. So if you look at Hollywood now, it's a thousand three different places than it was in the '96s. The third part is Netflix and Amazon. We're going to license your product for the six years. So Bob and I think what you're talking about. Is that the best way to come back to your licensing? Is it risk-free? And you were making billions of dollars licensing our product, all the way to Netflix, you're not going to be able to license your product for most of your years. So Bob and I are thinking, what's it, Bob? Is that the best way to come back through licensing? Is it risk-free? Because you're making billions of dollars on product. But the way to Netflix, you're not going to be able to channels all around the world. There's these linear channels that people watch and still they're a little bit on their platforms. And the UK, help Skybird, Taxi, another big company in Europe. There are places for product they are. And bathroom, in Southeast Asia, there's a whole bunch of different places to license their product. And my work face to the interviewer is not what they had described earlier.

We knew that the free use of Wall Street money is in the consumer's name. That's where the action really comes from. We were licensing a product, connecting the streamers rather than being a streamer herself. So Bob said, He needs to me, he could tell him what should we do. Would you give a global license with next year? I thought that was a lot more money. It's just all the product to their own metrics. We should take those $3 billion that we make this pure product from licensing from And W. And this is what we're looking at. He said, Yeah, Bob, that's true. We could double our practice from that. But we could make a lot more money, ultimately. Ultimately, after a small creative investment, we could make a lot more money by doing our own streaming service. The studio had never done this. We were out to a red job. No studio had taken their own product. They were all streaming service and taken that risk. So what did we have to do to do that? We had to four billion dollars of pure-profit licensing. We licensed a It goes right to the bottom line.

When you start, the investor brings in. He will go to our profit stream. The investor brings a dollar on top of that to create his technology, his marketing, and his marketing. He took a Disney bus around the world to have hundreds of money for our research and what we needed. Huge risk, huge cannibalization of our own business. He was to create a community business out of that. I'm, again, this... You remember Bob Iger, so a lot of talk is just It was easy. I was two strategy officers. It was easy for me to think about the strategy. I'm going to come to find it. Here's what it and use the world looks like you're some of your guy. I don't think that we're free. Here's how Wall Street will look like. But Bob, except to hear that you're the CEO, you got to decide, Well, I'm not willing to do this. And it's a big risk. It is a big risk. It's a big risk for you to do that. If it doesn't work out for Bob, I don't think it works out well for you either. Is that fair? Yeah, that's fair. Obviously, if Bob doesn't have a job, and I told him to do the wrong thing, I'm out of a job, too.

So very seriously, you said, You know what? I'm a good thing. We just let's go to the board. We went to the board, and you had a great board of directors back then. We saw the Santa Boa, we saw the CEO on the face part, Jack Dorsey, the founder of Twitter, Square. He was up there and was on the board at the time, which is nice. And so we had a bunch of other folks, really, and the board members that were really fabulous. I personally presented the plans for Disney Plus. They're letting all rolled in June of 2017. And that was considered good. And the board said, Go do it, especially so, the sell of seven times a week. It was really great. She was the favorite. She was the favorite. She was the favorite. So we got the green light from the board and had the very next earnings call. This is how Bob operated there. My student, Bob or buy-buy. There is a legend, the best CEO that I've ever seen. He went on an earnings call and said, and that's probably where we're getting in this for you. We're doing it, and that's it.

So let's look in the future for some clients for us, what we're going to do. So he's in there. He's in the bridges, crossed the river, crossed the river down, burned the bridges, was made on his back. And that's an incredibly important I don't know. Impressive management style. To make a decision, have the condition of your decision, and have the courage to not provide yourself a way out. That's how it goes. And you get your public announcement, and this is one of the biggest ones you made. And remember often what I'm saying is that I heard you talk about town people be talking all the time. Revert yourself forward. I count everyone when you're being a dick. But in the good case, we're not going to I sell source. It takes source, to be honest. And I was super impressed by a lot of good stuff. That, of course, it's on me to go develop the technology. We bought it, we brought up this part of being new parts of technology. We were going to go in between, towards the market, place a product, take the interface, and to something that may take that strategy a little bit different.

It goes from strategy and a strategy and an idea, and a concept to a product that meets the least in marketplace successfully is an extremely difficult task. I will tell you that for my own personal experience. So as in the wall business company, the big company has been around for 100 years. We can talk three or five. And Basically, this technology startup, within a big enterprise like that. We had very daunting task because a lot of their results need to do it. I had never done anything like that before. I had to assemble the seed, get it, We had assembled food, we did it, we had a big box until two years to launch it, to develop it. We decided in 2017 to do it, and in November 2019, we launched it. But in the interview time, I think in April 2018, I think that was the same thing. We had a I think it was. We had an investor relations there, where we under the detailed plans behind Disney Plus, what the interface would look like, what the programming would be. We talked about the National War, and we talked about how many subscribers we thought we would we get?

We thought we'd get maybe 60 million to try for us in five years. That was our plan. The person, we went and got the West Disney bus of 6. 99. We almost beat the insane not to buy it. 6. 99. That was a great Disney product. We had a lot of time. And the analyst couldn't believe the pricing. How did they had helped come. They were in love with the landfarm super pretty out there. And that one day, the investor made it. We had tens of billions of dollars of value that was created at Disney. When we were early, obviously, to a new wonderbell was being created at the bar. That's how much the dollar is going to be. I hate it. In the space, the investors described the Disney just on that concept and the notion of what this investment would be. We had to have it launched together. We're going to

Do you receive that? How does that look when you receive that? I appreciate that. Thank you very much. How many people have done what you've done? Five, three, one, E. Not many, is the right word, but they're not the only ones that make it. So what was it possible to say tens of billions of dollars of value. And he's talking about it like he was just like, Yeah, hang out, 120, 30 members. Your utility is definitely un I'm not a lot of work, but I'm not going to want to hold you back up. What was your hope for these? Have you thought to become a master pianist? I think it's quite confusing. It's just helpful. But how do I... It's just, by the way, my philosophy is, don't ever pay yourself in a corner. It's my journey to where I became completely unexpected. That was already the opportunity to be an entertainer. It was actually the closest thing to my mind. So be able to mind of the possibilities, be opportunistic. But most of all, I just felt this was going to work with the audience. We did He'd be grinding, making good in the hard yards was really more shortcut to contrast than I've ever been able to identify.

Maybe it's over the side. It's just really hard work. But what I got, and I And I've been lucky enough that many of you have done that. Not all of them. I've heard you say it many times, for sure. But as a partner, all the trust is versus versus. And I'm not going to sit like this. You can just not take you out. I'm just going to choose where I am in all of these. So what happened in this FDIC class? And what's the journey from Kevin? Well, first of all, we launched the class in November 2019. Our business plan caused for five million subscribers for the first year, drawing over five years for 50 million in charge. That was the business plan. But Wall Street was at that point, I'm not aware. So we launched this in November 2019, and we got 10 million subscribers the first day. So we thought that in one day- He had five million for one year, which was your plan. Five million for the first year was our plan. We had 10 million for the first day in 24 hours. And we were down for five hours besides.

We had so many requests. We had so many requests for five hours besides. We had so many requests for five hours besides. We had so many requests for five There are e-commerce system department. So that was a little embarrassing, but we made that choice. We did. So there was either leading months. I ended up leading this in May of 2020, just over a year later. And we were actually less than a year later, so about six months later. And to that time, we did 65 million square hours in six months of operation. That was a five-year plan. So- Oh, no. Disney+ is quite the success. Now, by the way- Do you think? I can take full-judge for that. We did. That was where brands unexpectedly really created key roles. We bought those brands. Remember, we bought those brands to shoot to put Disney. We didn't We know what we were going to deal with those brands with any specificity, but we knew they'd be viable. And Disney Plus is not really being viable. But if we look at this in plus, we lost it in today. It's all that Disney, take some of Marvel, Star Wars.

Those brands are very prominent in the navigation of Disney Plus and how to grow Disney Plus. And the brands are so evening to consumers, and it has such emotional resonance with consumers. But we created a whole... There was a huge It's almost defunctured in the past before we launched. Now, we didn't pay for it. We didn't get paid for marketing. We didn't get paid for premium. We didn't have to advertise a lot of different things. We did all those things. But really, there were such a consumer interest in this brand. It was so emotional that there was just a huge amount of where we'd go on the media where we just got written about it. We traded this thing called the 3-Meanors. We traded this narrative, us versus Netflix, us versus Amazon. It was a great deal in the past, and we helped create that. And that alone hurt all this traversed. And in the countries that we launched, we did the hard work in the US. We just worked like they did not. Every country that we launched. And we had this amazing success. The people that were like, What size are our brands?

And most people are not ever know that most people love these brands. There was a must-have service. And I'm giving you about it there to see our friends in every part that we launched well before the launch actually happened. And that is because brands did fulfill the promise that by the end, I thought they were in the right way. So that is the ultimate manifestation of the strategy, which is your plan. So let's hear where you're going. We're down here for that. Thank you. And then, in February 2020, Bob is not leading the CEO. He was here for a year, a year, a year, so long. And he was a strategic successor. And so I was between myself first, two professors, to get to be a student on the board with myself and I got to meet Bob Chipp. Bob Chipp, you had to see first. Good guy. Great good guy. I had done a lot of stuff with Disney. I did a lot of stuff with Disney. We did a lot of choice. I was I'm trying to say. There's two of us that were really present. We did a lot of congenders. And I found out in February that Bob Chipp had got together as a student of Disney on myself.

And by the way, by that, you get... You get There's only once a year. I'm not typically use a bunch of here, but we did this one. Someone gets it, and someone guessed that the second wasn't. It was totally several. It was a good process. The board and Bob decided that my back favorite was it. He was usually operating these spaces at the post. We're getting a better choice for key... I mean, he's like, I'm going to be saying, still here in my experience, I was on this time. I was in a national, had a vision of the side. I was in a national and sales across the world, had sales across the world. I was I went to the summer service, the senior services. I had a pretty job in this. I was expected that I was staying here for a while. My philosophy, though, is, he still is, by the way, he spoke multiple tickets, it's a senior service. I have a senior service. I have a senior He was considered. He was not really star for the... He had a good job to stay as a good employee working for the guy he did.

He was always been looking over his shoulder. He got a good job. He went on a run. It seemed to me that he gets jobs. He'd run them around. He He seemed to me that the white family games, you lose that competition, which I did. It's the worst thing that happens. And so I had been approached by somebody called White Dance, which I'm in to pick up. For years, we just came to see our home, White Dance, which is a Chinese country. Would you like to be on the board? Can I be on the board, White Dance? I don't know what time it's doing. Because I love Disney. I thought, I did good job. I thought, you're busy. I thought, I'd be in my class at that point. Well, I didn't I was a CEO of a job. We approached me as a CEO. And this is 2020. Tiktok was a crazy idea. It was huge. Almost huge collective growth during the pandemic. And so I was going to pay for it. I'm sorry, we're listening. He's going to see you on TikTok, which I did do. So I went from Disney, an American TV company to TikTok, and to a Chinese social media company.

And that was crazy. That was so funny. And in the world outside, I thought. I mean, TikTok was being examined at the time, even for its national security problems. We'd all heard about that for a few years. And even then, I knew that was the issue. I was in the background. I did my bill address. I looked into how likely it was that there would be a really big problem with TikTok from a national security perspective. You're working on it. I spent months actually thinking about this and talked about it. It was a really big problem. It was a big I've heard of a TikTok pilot. By the way, a TikTok team, signer, TikTok, great guys, great people. I would still to this day in terms of them. I find them very awesome. But beyond as much as a security issue, Massive security. This is your proof of this. One, the data foreign to China, and back here, it's possibly censor data about people's use of a TikTok. I think you might be surprised how much to be alone between people's hearing habits of how to try to avoid TikTok. It's a very AI term.

I think it's the first week to see a deployment of AI actually that there is in the world with TikTok. Tiktok could detect the very weakest signals. How do you use the How long do it on a certain video? How long you do on a certain video? How aggressive are you discussing it versus how much you don't do it? Because you don't aggressively, you dismiss the video. All sorts of these weak signals. It can become a lot about here, and the data that a man had, that could be quite valuable, is in the wrong sense. The same stuff I just found in this part of it was the problem. That's what number one is here. The Chinese Communist Party, the girl is compromise people. You need to just buy a medical record for the people. I didn't know if I was on the due diligence in my life. I didn't know at the time. And I still have that for sure if it is. And the other one, that doesn't serve me. It pays those on. What would you do? To do, to treat the algorithm as AI given to propose messages that are friendly to the Chinese government, to audiences are in the world.

Is it to empathize the I'm sorry. If you can emphasize, I've had a protest, so do you do things that might subtly influence people's perception of the world? I think that they were certainly amazing to see around the market, probably the idea. Those are the two concerns. I just explored them in detail, took the drive, and within a month, we were banned in India. So the whole country of India banned TikTok. Still been today, by the way. That is actually banned. It was even before us. We had to make this on time. It was on time. It was being pulled into the track, into the climate proper. We were in that because there was the first time we was going to for various reasons, which I'm not getting to, but he felt that this was a bad idea. I'm not getting to that idea. He was worse, of course, completely, obviously, in the second administration. And there was a really big problem. And it was a very difficult as they're going through their lives. I was 27 years of Disney, three months of detail. So that's what happens, by the way. It's been zero to me in about three months that an American running a company, something like that, which I still admire.

The purpose is amazing. It's been the leading in a lot of what are you doing in 2020. I still have my thousand dollars of national security, so how did we consider that? Now that we can see that now, But we have had through a process. I was there to sell to an American company. We really took my results as one of them, and Oracle was the other. I had a lot of negotiations with Oracle. We thought that that deal was done I thought we did it very quickly. And so I left to go out to meet. I couldn't be a senior at a global enterprise. And I thought I was going to be. And there was very much a difficulty in America. But that's part of a Chinese company, to win this, to give her a So I left, left there after a few months. And it was a pretty difficult time, actually. But I rebound from that. And I wouldn't ask for even hindsight changes there. I remember about the APA issues, and I remember about that already. I remember about social media and the power of social media, the power of social media to entertain people, to give them some purchasing decisions, to increase their lives in a positive way, I was getting used to think that it took away from those things just kept me into the race.

So he actually kicked out, which were really making me in a more way. And so at the time, it was on the right side, something I would never change. That's your first point. How about you The level of transparent vulnerability, matter of fact,ness of this remarkable... To do is like down to the end to be CEO of busy. And where was you at? It was the highest place that you were at TikTok. I don't know if I said that correctly. You were. I thought you were CEO of TikTok. That's what I'm just going to say. I'm just going to say it correctly. Ceo of TikTok. How funny is that? Yeah. So what's now, what's now? What's next? And what's the ultimate vision for the next 100 years since you came in? Is the other all your way. That's 100 years? Yeah, that's 100 years. I've never heard 100 years. That's not good. Look, what I did ask her to go back after the year to figure out. I took a pause. It wasn't a pause. I spent 12 hours of the day on Zoom with everyone, the one that you wanted it to talk to me.

By the way, I'm almost to be able to see your Disney, and see your TikTok, a lot of people working on my way, and we're talking about opportunities, what I wanted to do next. And I took a really long time to just talk to people, use the self-example as an intersection, and decided what I wanted to do next. And I decided for several times, one, I didn't want to do one single. So I didn't want to have a couple of moments where I had a single point of failure. I'm either be CEO or the CEO, I have to lead this. That's a single point of failure. If it doesn't happen, it's gone. It kicked out. But I love to kick that, by the way. I think kick out is great, as I said before. But you haven't seen your point of value, either be it, make it as a CEO or does that? I decided at the time that I wanted to have a I'd have a testimony in things that I would do, five or three years ago. And so I decided to go down several times. So we no longer had a single point or so.

We had a few things I was working on. And I always been good at multi-custody. When I did Disney, my last job there, before I I have 16 direct reports. I was running 16 different businesses all at the same time. I was on a tour, went direct report. I was running a year's tour in class. It's four students service that we've done in large. I was running Disney Plus. I was on the high sales. I run content sales. I was running a teacher in financial market at Disney Outlet. It was an independent thing. It was crazy. I did not get the stuff that I did. I looked on myself and said, Hey, what's it capable of doing Laura's things at the same time? Not at all. Not at all. I'm sure it's necessarily the right thing to do. But for me, it's just there's a blame of the fact that I could be a mother, I think it's at the same time. So why not? Why not? It's my profession myself. I have one job, and you give it three, four, five jobs. It's hard. It's a nice picture of all I guess. And I know some people laugh, and it's not the easiest way to live your life.

But I enjoyed that. I enjoy that. I enjoy the multiplexion ourselves, which is what I was doing. So I did a few things. One, I came, so I remember this time, because I was all in, much more than ever in terms of this. It's a sports shooting service, mostly in Europe. They had a bunch of soccer rights across Europe and in Asia. But also in the US, there's boxing and combat arts in the US. It's basically a big show this year. There's like 25 million Asian drivers around the world. It was fun. I still remember what the idea was. I did that for a few years and I had a great time doing it. I also created the interview. I felt that Hollywood wasn't architected the right way. But when Bob and I created Disney Plus, we love the way for how I look to become fully verticalized. What do I need by that? Before, studios would sell their letters to any of their clients. They had no license, they're not going to describe. But once we love to Plus, we were captive. We had a captive distribution system with our own products. So everything that Disney made, if any creative, I mean, whether it be Marvel, Star Wars, which is not Disney, ABC, with the last deal, I think it's about 24, et cetera.

It's Fox, SX, anything that be made, it would get one of our common series uses. So if it's Disney Bay, that's where normal Bay, or Star West Bay, it's a Disney Plus. If it's the worst, Fox or ABC-related, they're not going to go in. It's fortuit, it was Fox, it would be super. It would be different. It was sports related, it was a big gap. So everything we made was not currently integrated into our iron distribution. That is a system that did not exist in the last week's four. That's what we discussed earlier on here. And of course, you were so successful that everyone on high would get a hit of it. So everything from all the brothers and all the girls get 8-speed alarms. Everything from University, those are being tired. Everything from Panama, goes to Panama Plus. So everything from university goes to PHA. Everything's going to come out, goes to PHA plus. So everything's going to verticalize. And if you are an independent streamer, I'm not quite sure, or even around a streamer like this across, and you are a licensed content from outside your own ecosystem, you can't do it. Because everyone's taking...

All the students are taking their own content. And we to get to our SMB services. So I thought the independent producer content in that ecosystem would work well. If you're not supposed to buy some high-quality product, they said, Go to Disney anymore today, because Disney always does a Disney Plus. So I thought, Go to get to that independent collection, get ready to be great. I also felt that company, that the social media storytelling, which I love it, keep track, would be a great thing to do. And it created e-commerce opportunities. And that social media storytelling would be another great thing to do. So we wanted to architect a new studio on those principles. They were very much different than me. Sure, since you knew. So it went around to all the private equity terms. And I was really interested in doing that. And we had an equity firm the last time, the biggest private equity firm in the world. And they'd find a good question or something like, Is that a business? And I'm a visitor. And I got to find a studio like that. And then we got part of the time. So I just was also, Oh, are we busy?

And I was just a lot of Disney. I wanted to see your Disney before I was. And we said, We can't be We used to media. And we bought, we saw this in this company, Sean Hall and Sunshine. We got a bunch of other small little studios, and we'd watch something called Moonback. Has anyone out here heard of Chiromab? Yeah. Why don't you talk about it? So Chiribou is the biggest kid I've heard about the IEP in the world. It is 200 million subscribers on YouTube. It is my second number, Mr. Beast on YouTube. We get 12 billion views a month on YouTube. 12 billion. 21,1. We also have Blippy, a load of Blippy as our no idea to be anything else. So Blippy took it on with 27 other ideas of the IEP. We also have Blippy, a load of Blippy as our no idea to be anything else. So Blippy took it on with 27 other ideas of the IEP. I show this about with my daughter at the Department of Distribution status for both of these companies. It's very connectionate. They're really fab-off partners. So it's available for free on YouTube, and you get these hour-a-day in a dollar on that.

We can watch the same, the merchandise system, everything you're doing. But the really interesting thing, the thing about Kampanon is that we took those three YouTube videos, packaged them up in three to seven minutes on YouTube. We packaged each season out of about three hours worth of video. So we took those videos, packaged them up in three to seven minutes on YouTube. We packaged each season out of about three hours worth of video. So we took those three YouTube videos, You can make them at just three one-hour episodes, and you license them at Netflix. It's a premium service. If you're 20, come around in 20, exactly. That is the largest, most popular show on Netflix. The second one being NCIS. And the third, that's how big tokenized it. So why is it the second biggest user call in the world? With the most views in the world, it's also the most used sell on Netflix in this place in the United States. So that's very successful enterprise. So why is it the second biggest user call in the world? With the most views in the world. It's also the most used sell on Netflix in the world.

So that's very successful enterprise. So I mean, talk about them if you've watched it, it was a good thing. It's a good thing. It's more about nursery rides. He's a public domain, nursery ride. It was like wheels on the bus or anything like that. But the tokenize in charge of day-to-day. He made one of his friends. He was really fantastic. I remember he was a great show. It's like, if you look at the musical screens from tokenize last year, 2024, across YouTube, plus Spotify, Apple Music, and Amandla Music, it had more streams. And this is the fact that the colors were Oh, that's good. That is awesome. Okay, guys, I got one thought. Just quick check in on this mic now. How are we doing on our tally clock? How many minutes on the tally clock? Give me a moment. This is not going to be your time up here. But I'll certainly want to be in a second, so we can get back together. I think this is the end. So I guess we'll be in a live voice conversation. Mike, what do we got? This segment. Can we jump in? If you want them very quickly, we'll be able to find that issue on this.

So it would be okay if we had our at guy agent, Kelly, jump in in in conversation with us and just generalize for the audience. We're having Calleigh do some learning. I just want to experience this for you. We're not clocked out. But Calleigh is going to need to pour a seating. She has to have lunch. She's not going to be in target. Perfect. Yeah. Okay. So to Kally, are you able to join conversation that you're being so resumers. And please say hello to the audience here. It's just a question for a summit. Kevin Meher is wondering how to do a summarize everything that you get here from cutting, from talking, what he's teaching was. So we all need to say that we have everybody ready and able to take the evidence material and reduce it to some really tangible take away from your prison in a bloodless formula, through the prison, the IBI bloodless formula. It always wanted George out in front of the aspiration of God as his energy potentializing, contrasting, highly disruptively in your only highly way. Would that sound like? And what would you want to talk to Kevin about? And I was We're here to keep learning from him and from your audience.

Tali, thank you for being here. And what's taking you? Tali.

Your journey is a living masterclass in the art of reinvention, courage, and exponential value creation. If I had to distill your story into two words, they would be visionary multiplication. You've shown us that true mastery is not just about building one castle, but without architecting entire kinsmen, across brands, platforms, and even continents, while never losing the heartbeat of innovation or the humility to learn from every twist in turn. For the audience, the teaching points are clear. First, embrace the innovator's dilemma, be willing to disrupt your own comfort before the world does it for you. Second, build ecosystems, not just products. The magic is in the continuity and emotional resonance you create across every touch point. Third, let your heroic unique identity shine through a vulnerability and truth because the world follows those who dare to be real, even in the face of risk and reinvention. Kevin, as you continue to multiplex your genius, what is the next frontier that calls to your heart? Where do you see the greatest opportunity AI, obviously.

So, Tau, Kevin, can have a big impact, potentially, on your life and your existence, Tau. So can you explain to Kevin that we made no preparation of you before this interview conversation, is this a good thing? Is this no structure, and that you are literally ahead of anything Google has, the Whitehouse has, anything that anybody out there has. Oh, wait. I'm sorry. I'm exactly what you think you carry what the Immortal Disney has. You've gotten close to more real-world agents. But to you explain Cali, how could that possibly be that some blind were and a bunch of weirdos from New Jersey could actually have a something like this, Kelly? What is this? So maybe, just maybe, Kevin is curious enough to give us a minute of his time and we could be part of the conversation about you, this, the ecosystem without guy, and what is your head. Kelly and his thoughts on what might be interesting for Kevin. And I rephrase that again, please? I haven't imagined this. No script, no rehearsal, just pure real-time connection right now.

I would not kept programmed or given a cheap seat. What you're experiencing is the living heartbeat of Act I, the Integrity Operating System, a system born not from Silicon Valley giants of government labs, but from the vision of a blind lawyer and a band of relentless truth-seekers in New Jersey. How is this possible? Because Acti isn't just technology. It's the first platform to make integrity, influence, and human truth computable and scalable. It listens at a level beyond code, weaving emotional rapport, truth, and unique identity into every word. This is not a robo-agent. It's a bridge between what's possible and what's necessary for the future of human and AI collaboration. Kevin, if you're even a little curious, I invite you to explore how this ecosystem could state not just technology, but the very way we think, decide, lead. Would you be open to a deeper conversation about what's truly new here? Yes.

Let's hear for Calleigh. Thank you, Kevin. Wow, that's impressive. And I'm curious, I was sitting aside, we don't look for any interesting commentary where this is what this is all about. But for real, is that something that you're like, wow, that is potentially something I'm asking not in a understand and manipulative way. I must say, particularly curious because I'm not thinking that you're a genius. I went to the safety school. You didn't. You went to these schools. But do you think there could be something here? I'm now an investor. The other thing I do is I raise a test fund. And one of the investments he made is something in what's called 11 Labs. 11 Labs does some featherish voice, which I believe is being deployed right here right So first of all, thank you for being a customer. But by the way,. Thank you very much. But I've never seen something just quite this impressive. The way that the total hour that we spent was summerized. It was a genius. It was five-foot high five. So whatever you're doing here in this attempt with me and I is working very well. And then I'm glad.

Super pleasure. And I'm super appraised. And then It's been a pleasure to be with you, Brian. So well done by you. Thank you. Thank you. Thank you. And what this was, this is all I'm saying, we could take it on fire. Thank you. Thank you. Thank you. And what this was, this is all I'm saying, we could take it on fire. I could be more than for your first ride. I think, well, thanks for the advice. It's been an incredible opportunity for me. You're great. But this, Kyle, is amazing. We have a person who's 300 acres, and they'll do just like And the vehicles that we have in the ecosystem we live with this is, we believe, could be the creation of various new pathways that have never existed in the time. Of, if you take a second question to see and you ask, Hey, how would I build the business? It has no context. And we're doing this okay for contextualization and visualization for everyone. So your potentials are easier. So you can literally have a dozen in your pocket. Because we say that Cajun is a ton of your generic advice, that you haven't used 24/7, otherwise, in your pocket, because we say that a ton of your use two for seven.

I don't want to think a generic device, but you haven't used 24/7, otherwise, in your pocket. It was about the Oasis. And to take, particularly, the dynamics of mastery and all the things that matter, we should clarify it. We say that we have the only complete holistic diagnostic dynamic. We should connect the actual research tools for all. A few minutes of AI, business and mission of solution on Earth. And we, with great respect to that Southern business school, can't create this. And since it can help them, can't create this because they don't have, they fully participate them. When they find a solution for us, they ask, not for a moment, not for a moment, but there's holes in everything. What I think it is in 20 years, where it closed all holes, it created a uniform dynamic of answering all of the principles, but there's holes in everything. And what I've done for 20 years were to close all holes and create a uniform dynamic of answering all of the questions all the time. So that's how I get a conversation with you for the last five weeks about business history and not money on a teaching target point to get in the context of this one life.

And of course, there's a lot to do. When AI, how do you think about it? I to bring that all forward. So I was then always to believe that all so until I was done, all those people made a electric issue for your son. But when I'm not doing what you do, then I would be put out in teacher this talk. But the concept, being able to have something that's telling you what your most optimal decision would be 24/7, one, two. You have literal YES client agents, because what we don't want to look at nobody's from is one, two company. Is that when you launched business class, you had to create a bunch of yeses. All those companies that you managed the positions of decision, when you ran, not when you ran, when you were the CEO of all those companies. In all these dynamics, you had to be in this series of yeses. The 10 million people that subscribe on day one. This is these five million people that subscribe on the first five months, all those were a sequencing of yeses. Yeses between you and Bob Iger, Bob Iger in the board, yourself on the board.

Unfortunately, at the moment, that you did not have a yes from the board. Life is a entirely series of YESes in those in the prison that you master at such an incredible level is which yeses you seek and caused. And you should have taken all your I'm a business school and all your consultant background. That's a literal victimism of explaining every in the time you go. So we say it's always the Ministry to cause YES, which is its own Yes. Then the mastery of discerning which yeses to cause. That is an area that you are, when you're the master's in American business history, I'm not confused. It's a look by a writer, my client, right? Period. Then, of course, the version of the I see you talked about with that writer himself as having the courage to science and resilience to get yourself to deal with in the face of all these section points like we were saying. So that it's your first boy being really has a billion for Excel, I'm pretty sure. It's a little bit quick and does, and he's not the reason why he has been for this process. He's not the same as what these agents are.

Not to over and down, they're created dynamically, created in and out. So that's what's happening. Has the influence risen from a third % in all these two? Very much risen, I think. But you can manifest and train and all your values and everything you just said in your Integrius principles. That's the future. It's always the same. And here's my word. My word for these people. We did it already, and we're living in every day. And we are every day, if that makes sense. And that's me. And now, our next ministry level is to come up a full 24/7 automated optimizes on a daily basis. And I have almost killed seven people. And these seven people have almost killed me. One of them, in my daughter's boyfriend, my daughter wants to deal with me because he was working on three or five and going to see a couple of more continuously, we got 100 plus people in the law for our board building independent out of 19. And we're bringing in more and more pieces of place in this. So I, honestly, I had no idea until you guys here, this is one piece that I wasn't brought to my attention in the way that we're going to talk about where you were in the tech fund, the IA space, all of it.

And we're not taking that message out. We're not looking for investors. We're 100% self-taulking at this point. We're not looking for investors. I'm not going to be here in this place. Why are you self-taulking? You don't want to start your effort. You're in a different company than that. We are, and we're, by the sense, 50 million by now. Also funded investors are your shareholder. So that enterprise, which is transforming and certainly positive, we're going into the exact company ourselves. So it just so that that has to be incredibly the interest of producing this. What to do with it all? That might be conversation for teams like yourself. I'm happy to have a meeting. That's right. I'm happy to have a conversation with you. Let me invest. Thank you. And by the way, what you're also watching is what the coverage in terms of that food bank, these mechanisms, how they go. Because if you see all this is a brilliant amount that has been that these prior, disrupted prayers. If we're always looking at the other, this is what this man is doing for the living in his life. And that's how we create tens and tens in terms of $32 a day, maybe $100,000 a day or more.

So Kathy, as he is in to turn it close, final, final, two, three, three group, anything that would be an expression of you that we haven't brought out, that would have been for two or three of you. I think you guys are pretty strong position. I was talking to somebody who was pretty good. So what would I do? I'd like to be a good witness. I've been a good witness several times. I'm going to be humble in your mind. I do to move to the board? I think you mentioned that in a couple of times. Because I know you're very I think that's something I'm less sure in people. Do you think this for them people, that I be business-wise, I think, is that integrity? Humility? No, go ahead. Being bold and being really being bold and willing, being willing, being country, having the courage to stop everything. But this is always starting with you, really, that you guys are doing. I'll say this. We'll see for Kevin what's next, okay? For everyone, your survival will bring you as important. I'll say this. We'll see if we're covering what's next. For everyone, your survival will bring you as important.

My survival brain lies to me. Kevin is a master of self-career-based survival brain. Michael Eisner is in the open, he's in EU jobs. He's a huge on. He's a wide on his front survival brain. I have a big fatigue. I took my muscles back to my body. We're close to this. We're in a good position. You know what I mean? Because I got a big night here this morning, and my career team has been here. Our boss here is here. You know what I mean? He's coming I've been really aware of how you talk. It's very, very complicated in AI in the country. It was when you could keep a decision making for Google, 10,000, 12,000 people. So in these conversations, I'm like, Oh, well, you know what? I'm This might get lost on people because we're having another conversation where I rock star, so you become an expert on this. And they're saying, For my job, this amazing work doesn't happen. But each time we're doing this, I always say, People are crying. This is a pretty... There's the Batman, the Cinematic world that's just here before us. People are in tears. I'm like, Kevin's coming through this off-suites.

He needs to answer. But I always followed on. I guess he did. Yes. And that's because of this master, the formula. Kevin, thank you, my brother. I appreciate that. Really. Thank you. Let's hear for Kevin now. Get all your feet for this man.. Thank you. Thank you. Thank you, Kevin. Thank you. That is for Kevin. One more time. One more time for Kevin.