Name: Small team, big screen: Scaling executive video without scaling the team
Uploaded: 2026-10-27T18:11:07.277Z
Duration: 47 min 48 s
Description: Small team, big screen: Scaling executive video without scaling the team

Transcript for "Small team, big screen: Scaling executive video without scaling the team": Hello, everyone. Welcome to episode 10 of Lightspeed Communicate. As you can tell, we are unfortunately not in Las... Well, Amer is in Las Vegas. Still here. I am not in Las Vegas. Nobody's more disappointed than that. Well, maybe maybe our guest, Yeah. I think I think your guess might be. is, not happy with this. But let's get going on to our topic today. Actually, before we do that, why don't you go into the chat, introduce yourselves? We were saying we were having some, scary ghost stories, going on in the back end. Amer and I were sharing some of those. But with it being Halloween time, inside ICology, we're doing our sweet 16 Halloween candy bracket. It is... Day... Today is day one as we go from our sweet 16 to our great eight. That's eight a t e. On that, as we narrow this down, nominated their 16 candies. I'm curious if people go and tell us what your favorite Halloween candy is. And then, Amer, I know you've got a bit of a sweet tooth. What is your favorite Halloween candy know, out there? I I go back and forth between, Twix and a KitKat. Well, you gotta pick a favorite. You can't have both. Alright. I'm gonna go with the Twix. So I was... That... That's one of the ones I think it's currently in the lead in its bracket right now. I went solid Reese's peanut butter cups. That was always what I stole from my kids' trick or treat basket. That was sort of the dad tax that needs them when they came back in. That's what they that's what they lost. So, yeah, go into the chat. Let us know your favorite Halloween candy. We've had some really good participation in that in the bracket. But as we move along now, let's go ahead and introduce our guest. Chris, why don't you come on stage and join us? And, Amer, you know Chris better than I do. Although, now Chris looks like his name is Aly for. some reason on here, which I'm not quite sure how that happened. And and Aly got ghost. kicked out. Maybe this is the ghost This is... It's all good. had playing funny. playing tricks on me all week long. So not Aly, but Chris Zona Amer. Why don't you introduce. Chris for us? So, Chris, you and I met about a about a year ago, and you, well, why don't you introduce yourself? I think you'll do a much better job than that. I'll. say you're. a guy in Vegas with us and likes to go to concerts. But... Yeah. I I I am a bit bummed we're not in Vegas. I've I've heard that it was we're going to Vegas for this, and it couldn't happen. So, maybe the next time. So Chuck's right. I'm a little disappointed that I'm in North Carolina. But, Yeah. yeah. I might or not... And I met probably... Oh, gosh. Probably about a year ago. Little little... Probably a little under that. One of my team members went out to Reagan conference in Austin, met Amer, came back and said, man, you gotta check this this guy... You gotta check this stuff out. That's been set. I was like, alright. Great. Another another show where somebody comes back and it's promised. over a bullet that's gonna fix the world's problem. And so, reluctantly, I sat through thirty minutes with my team, and then ten minutes in was like, man, we need we need to we need to learn more about this. And we've been, you know, using the Lucihub, suite of solutions, if I... You you call it, for probably about a year now. I've been fortunate enough to to continue with you guys in a couple of the Reynolds American conferences in Nashville, and then he and I just did Seattle, recently. But, yeah, I've known Maribara a little a little over, a little under a year. And, I did wanna weigh in on the the candy. Put the... This candy dispute to bed. It is by far Reese's peanut butter cup at the top of the candy hierarchy. Anybody who doesn't is probably one of those people who doesn't bring their shopping carts back, to the corral when they're done with them. I do wanna offer though that the king cups, I think, have the most perfect peanut butter to chocolate ratio. What what. what was that, Chris? What did you say? Reese's king cup, like, the bigger cup, Oh. almost like when they bring out the Easter, the Easter eggs for Easter and now the pumpkin. They just have more peanut butter, and I prefer probably a two to three to one peanut butter to chocolate ratio. If you're one of those guys that likes the slim Reese's. Yeah. We need to talk. Like, it's not enough peanut butter. But, Amer, you you, can't you can't go against Reese's, man. Like like, it... It's... It's it's... There's not even... There's not even a close second. Maybe Snickers. in, the, boy. in our Halloween bracket, there is both the Reese's peanut butter cups and the Reese's pumpkins because of that. Because they said there is a. big difference between, the two. it is. Oh, It is a big difference. And, yeah. yeah, it... That's tough when you get to that. Yeah. I think the reasons is the one seed of any candy candy playoff elimination. Peanut M and M's are up there as well. I think that's another solid choice. But outside of Candy Chris, again, not Aly Gibson. Again, this is our this is our ghost playing tricks on us here. By the way, this is what. happens when when everybody isn't in the studio. You know? Yeah. Share can't get it right. us a bit share with us more about your role. What are you doing? Where you work? And the team you lead. Yeah. So I, I had all of internal comms for a Reynolds American, an organization of about 4,500 US employees. Our global parent's based in The UK, but my primary area concern when not interfacing with my global colleagues is is The US, our US employee base. And like everybody else in the communications world, you're always... You never have enough human resources or financial resources to to do what's, you know, not just being active of you, but what you really think is gonna help to move the needle impact wise with employees. And, you know, with the shift to video and then, you know, things getting a little less expensive to create content. Right? The democratization of content now that we all have, you know, both supercomputers and the the latest and greatest camera technology in our pocket. You're always being asked to do more. And that's what I think we've used. We've really partnered with Amir and his team to be able to take a team... My team of five and make it look like it's a team of 25. Right? And I think that that's... If you're looking at emerging technology and solutions out there, be better communicators, I think we're we're all looking to leverage something that's gonna, you know, amplify our our capabilities and and be able for us to be able to raise the bar. And that's that's what we've done. And it's... It all... It doesn't always take the largest investment in the world if we start small. Right? And that's how we did it with you, Amir. Yeah. We we started small when one of my colleagues came back and said, hey. We... You know, take a look at this, and we're in the middle of a couple of video project. And this was one that we probably wouldn't have been able to do, you know, given the normal resources. But when you arm handful of people with their phone and make it so that they can self serve, right, and then we have the guardrails and the oversight to help them get it across the finish line, you know, it turns a team of five into looking like a team of 15. And that ultimately what we... Who we choose to partner with is people that that make, you know, make us look bigger, better, faster, more agile, better what we do. I think there's a there's a key message you just shared that a lot of our our clients we we share with as well, which is start small. Right? Everyone tries to boil the ocean, and that's when things fail. Pick a project that, can can be done successfully with a small team but has a big impact because once you do that, everyone else is gonna see the impact, and they're gonna ask you how it happened, and that's gonna end up snowballing. So the the clients that we've seen really scale video across an organization started with a little tiny project that had really high visibility, got it done, and then everybody started asking questions about it. So it almost had its own own internal viral effect that it that it gave. I think. that was the, case. with you guys too, Chris. Yeah. I mean, I think it it... And you're looking to provide a solution. Right? But you're also looking to create advocate. Right? And that's the way that it's scaled. I mean, it... You don't have to talk about how great your product or service is if the people who use it, the experience is so good that they can do it for you. Right? I mean, nothing's better than hearing it. We all see all the fake Amazon. You know, what's real on an Amazon, you know, review? Right? Is it... Did someone automate a bunch of bots? Right? I'd rather hear it from Steve down the street who does what I do or... Right? They they can give me that referral. There's something about that referral, not an online one. And I think that the best the best partners are those... I... It's still a relationship. Everybody wants to push easy button technology, AI, silver bullet of, you know, software or whatever. It's still a relationship business. And I think is, especially in the communications world, I mean, it's about storytelling and it's about authentic storytelling and relating to people and humanizing it. And that authenticity needs to be there. And I think that that's... This allows us to do that. It's not stock. It's not AI. It's it's real stock shot by real people. And I think that that resonates better. It, it is... let me... I I have can question. about that, Chuck Gose, and I'd love to throw this to the audience too because, Chris Zona, you and I were were talking, and we'll talk more about it, about there's... I'm seeing so many avatars pop up internally now. And, I know you have a view of of AI content internally and and lack of trust and all of that. Give me a couple of... Give me give me some some some sense of that, but I would love to find out how many people in turn... In... On this call are actually using avatars right now and, are using pure AI video right now. That would be interesting. So do you wanna, Chris Zona, give me your 2¢ on it because I I thought it was pretty insightful. I don't I don't love it. I mean, I I don't know. I mean, I I get I get augmenting what you have, and then there are restraints and capability and capacity problem... The issues. Right? You don't always have the money to go shoot real. I understand that, but But I just don't... I I can't get on board a 100% with the... With fully automated AI or fully AI content. It just doesn't feel real to me. It doesn't look real to me. It feels off. I don't judge anybody for it. It's just my own personal preference. I just feel like I'm, myself, am less engaged with content when I don't think it's some form of real. Right? I mean, we went back in the CGI world of movie. And when I knew that it wasn't possible, right, it it kinda makes me not engage with it as much. I I kind of am the old school. Like, I like the George Lucas style things where, like, they they did it with mirrors and slight of hand and other... And it was real. It was like a craftsmanship to it. And I... So I I I have an aversion to full full AI, but I understand why you would use it and why... And there are certain times where it's it's necessary. But I do think we need to, as communicators, put guardrails on it. When it's not real, call it out. Right? Let people know what they're seeing, because I worry that it it erodes trust. If it is... And we have kind... We we went through this exercise here. If there's a reasonable possibility than it that it... The audience for this material thinks this is real, you need to tell them whether it is or not. Because I'm more worried about the flip side of it. When it is real, are they questioning whether it's not? Right? Like like, our CEO, our leadership team, I would never... When these are in my guidelines, I would never put you, Amer. I would never create a video of you, sounds like you, that's not you, even if you approved it. If if one of your employees saw that and went, is that really Amer or is it not? Like, if they ever have to question whether that's you or not or whether you're being authentic, I think the damage is done. So I'd rather only go up certain point. Right? I mean, it's it's challenging, and I don't think anybody's got it figured out yet. You know, their capability is there. I had a company reach out to me and say, you know, we can create... If you feed us five or six pieces of real video of your CEOs and or your leadership team, we can create a library of stock footage that is them talking. You can make them say anything you want to. That's great. It would be so much easier for us as communicators to not have to worry about schedules. Right? I mean, what if you could make your... You don't have to worry about your CEO's schedule. You can just feed a script in and he says it. Right? Super convenient for us, but I think that is a a slope that none of us should wanna be on, I don't think. If you're trying to build connection to your content... I mean, what do you think, Chuck? I mean, I just think it's less... I I'm less engaged and less authentic. Well, I think I think you nailed it. And I think that's something as communicators we all know. So Monica in the chat said he talks about in general in general, leaders need more help being. human at work and building trust, not the... A a fake CEO doesn't... 100%. Does not help that. But there's other places for AI to fit in to this conversation. Yeah. So let's actually go back a bit, Chris. Let's go BL before Lucihub. Talking about scaling video. What did what did video production look like there? Where were the bottlenecks? Where were the hiccups? Where were the challenges you had as a communicator in in... Not even talking about scaling video, just getting the video created. What were... And what were people asking for? Yeah. I mean, we have stakeholders like anybody else. Right? Like, my my remit is internal business and internal communications. Right? It's fairly broad. It doesn't really, like... And I think it's written that way as most of us as communicators get. So that... Yeah. When someone's like, is that comms this job? Yeah. Right? It all flows in the... You can pretty much make the argument that anything can. So we are also the defacto content creators for the organization. So I've got different stakeholders within different functions within the organization that want They'll come to you and say, oh, I need a video or I need this. Right? Used to come to us and say, this is what I need. We've really turned the corner on that, and they come to us now and say, this is our objective. Right? This is what our goal is. Much better conversation. Right? Then we can determine right... What might be the right vehicle. What the right... What's the message? What's the objective? What's the right delivery vehicle? But a lot of times now it's video. Right? And we just don't have the capacity. I have a full... I have a cameraman who is a photographer by trade who we taught video so that he can dabble in video. But we don't have a full production team of of people. I don't think anybody really does. And if you have one, that's one project you can do. Right? You've got one camera person, one crew. Well, now you've got another camera person and another one or another one another one. There are cert... Certain times where you don't need that level of... You don't need a full production crew. You can go out there and create UGC. That's where I started from. To turn one camera person into... I have a team of four people plus me. We've got five more camera people now. We've got five more editors now. Right? And there's... There's also a thing that it's not just having the camera. It's also starting to to free up the time for my team to be able to think like storytellers so that maybe they weren't video production people before. Now they're comfortable storyboarding, creating, editing, all the way through the process. They can take end to end ownership. So now I don't have four more people on my team. I've got four more content creators on my team that can go start to finish with the help of Amer and his his team that just... I could help five more stakeholders now. Right? So I'm I'm curious. I was just in an event, a couple weeks ago in The UK, and one of the presenters talked about communicators as content creators. And I thought they were going to get stoned on stage because people were like, we're not content creators, we're communicators, but you clearly do view you and your team as content. I. have... Well, we're both. Right? So, I mean, the the communicator piece is BAU. Right? That's the business as usual. That's cable pay. Everybody... I mean, that you're getting that regardless. Now the bolt on stuff on top of that remit. Right? And it's it's okay. Want... So we have to go from the need to know to the good to know to the want to know. Right? Like, we're trying to play all the way over on the other side where it's probably even more engaging. And I think that's when you're really... It goes from measuring output to out... Outcomes or impact. I think that's where leadership wants us to play now. And and that's the most challenging. You know, what... How do you measure success? What do you use to measure success? If it views, likes, clicks, shares, comments, dwell time. It depends on the piece of content. So, Well, yeah, we are. we are responsible look at that. for content. How how do how do you measure? You said it depends on the content, It's... It depends do you what look piece is. Yeah. at? What do you look at? what it is. It depends on what your objective is. I tell this story all the time. Like, it's the easiest way from where we are today. We have a, in case you missed it, email that goes out every week called Reynolds American Rewind. Right? It's the look back at, hey. Here's the five or six things this week that you may have... You know, if you missed it, this is what's important. It gives you kind of synoptic, takes you to content we push out. Each one of those five block, and it goes on an email every Friday, 11:30. You know, it's curated by my team. We... They they rank at, you know, business critical one to five or six. Send it out. Each one of those blocks of content might have a different measure of success. We're in the middle of open enrollment right now. Right? So what we want people to do is, a, understand it's open enrollment. B, click through to complete their benefit. Right? So HR's measure of success is completion of the open enrollment. Right? Our measure of success might be, do they know it's open enrollment? We... They they may not even need to click through. Right? So even on one piece of content, different different function within the organization, different measure of success. So I don't think there is a one size fits all measure of success. I think what most people have gone to is engagement. Well, what's engagement mean? I don't know. It might mean something completely different for you, Amer. Yeah. That mean, engagement for me might be they watch the whole thing, and they know what to do at the end. For you, it might be, oh, man. I want them to to share or like or click. It all depends. And I don't think anybody's got it right. I mean, if we go to all these conferences and first thing is metrics, but that's what CEOs want, dashboard. Right? Yeah. We... I don't think we've agreed yet. Universal, here's the three things we should all be be measuring. We just talked about it in Seattle. There was a whole power block on that, and I don't think we're any further figuring out what the answer is. It's subjective. It's what does your stakeholder look... What do they want? Your measure of success is showing that you've delivered on their goal, I guess. That's probably the easiest thing to say. I I also think that you talk about, it being subjective. Is it internal content, or is it external content? Right? Because that... That's a whole different story. We we get customers who want us to track analytics for them externally. Like, there's plenty of tools that do that. What are you trying to... You know, what's what's your success factor? So Yep. I'm curious, Chris Zona. When you talked about, you know, an... Let's say a leader comes to you, and they're like, I I want a video. I want an email. I want x y z. What's the criteria you apply to say... That's question. Should this be a video? Should this be an email? Should this be bigger than what they even want? How do you how do you and your expertise begin to evaluate what is the right channel or format for that message? Yeah. I think it depends on with the state of the business. Right? Like, for us, like, what... What's what's... It's our job to know... It's their job to know what they're trying to get. Right? Their objective. It's our job to know the pulse of the organization if we're doing it right. Is it the right time? Right. Hey. I wanna know this. We wanna survey. Right? My job, my team's job to know, hey. Listen. We've sent out it looking holistically. You know, you just did your voice or you just did an inclusion survey or you just did right there. It's our job to go, hey. There's survey fatigue. It may not be the best route. Right? I think it's our job to to give the counsel, and it's their right as senior executive to say, I appreciate the counsel, but we're gonna do it this way. Right? I'm no problem executing against it. You know? And at that level, they often... Most often have visibility into information that I don't have. Right? So being comfortable with the ambiguity of, well, from what I know, this is what I recommend. I've had those conversations before. It's like, I appreciate that, but there are some things I'm not telling you that are impacting how we're gonna do this. You just gotta kinda trust me on it. Right? But that's the level of interface that I... We have with the senior level of team here, which is great. Right? It gives us that. It's it's all relationship. It literally is... If if you build the trust... We're trying to build trust with employees. We need to build the trust with those senior stakeholders that we have. Because if you do that, they're much more open to, okay, now tell me why you don't think the right time to do this, or tell me why you're looking at these optics around the corner and bringing that to that. I think that's really our job is to be trusted advisors to our stakeholders. Once you do that, the rest of it is really business as usual. And we all know, like, why do you wanna do some of these things? What... We lean into on theirs, you know, solutions because it frees up that little bit of creative freedom we have. Right? I told my team, there's creative creative, which is fun, and you can freelance and you can work in a graphic... As a graphic designer. It just doesn't pay as well as the corporate creative. And then there's the corporate creative. Right? 80% of it, you have to do what you have to do. Right? It's the things you have to do every year, compensation cycles, open enrollment, stuff like that. But then if you do that well and create capacity, it frees you up to do that 20% of, like, fun stuff that resonates with employees that's not... It's a little outside of the norm. And I think that that's where we're trying to play now is using emerging technology to create... Go from 20% to 30%. Right? How do we make how do we play in the sweet spot that really resonates with employees that we might not have had the capacity to do before? Well, I think another piece to that, which is... It's a really good point, is, is price. Right? If if those budgets were traditional budgets, that 20% would be risky. And and if it... If you mess up, then you're out. What we found, and I I I say this all the time, when the consequences of risks, decline, the creativity goes up. If you risk a a video project and it costs you a few $100, no one's gonna care. If it costs you $50, people are gonna care. Right? Well, it was a. So week I. think... I was I was at this event in Atlanta, and I and I asked... And I'm not gonna put you on the spot for your answer, Chris Zona, on this, but I was asking one word questions. Like, what's the one word. that should be banned from internal comms? And one person to my left said yes, and the other person to my left said no. And what's interesting was they both had the same logic behind. We need to stop saying yes. We need to stop saying no. And ultimately, it's like, what's the point of this? Why are why are we saying yes? Why are we saying no? And I think sometimes communicators have trouble pushing back to leaders. If leaders say, no. This is what I want. And and comms person might be, that... That's good, but we actually found that this way works better to do it. Have you been able to shift and guide your leaders through that counseling of helping them shape their message? Maybe they just know what they want because they saw some other leader do it a certain way, and they just think that's how they do things. Have you been able to shift some leaders and guide them and counsel them on a comms approach? Yeah. I think so, to be honest. Like, we've we've... I'm... Listen. I'm extremely fortunate with our leadership team, our executive team here. They just get it. I've got a CFO too who gets the investment in those things, those things that might be a little more subjective than objective. And there aren't a lot of CFOs that usually okay spending on things that don't really show up don't show up in a bottom line. Right? Culture and soft stuff. Right? So I'm very fortunate there. Yeah. I think we've... It's been a three year process. So David's been our US CEO for three years. First six months was trying to establish a rapport and a and and a relationship, and I think get a few small wins under your belt, and it's been really positive. You know, we don't have to fight for a place at the table anymore. Right? We're there. It's just continuing to let the work speak for itself, I guess. I mean, I know that's a cop out answer, but it's legit. I mean, if they trust that you'll deliver and you work with them to deliver, like... I think it's a more of a collaborative process when you're when you're right there shoulder to shoulder, and when you're whiteboarding, you're storyboarding, you're catching it out trying to show the... Hey. We did it for this video we're working on now. I'm not done with it. But for our end of year, when our CEO had an idea... Those are scary words sometimes. I have an idea. But it was said to have like what you come up with, but I think it might be a little difficult to pull together. I have a approach I think is a happy medium, like, that we'll both get. the right out of... So I think just having that ability to to have a conversation. And listen, there are sometimes that it's like, I appreciate that we're not gonna do it this way. Right? I have... They've never said it like that, but they have executive vice president or c suite title in front of their name, and I don't. So I get it. I'll I'll... I can execute against that. But my job is to tell you what I think and the rationale for it. And, you know, that's where having a build... Building a business case for something is the way it go. Like, hey. This is why I think we're... How why we're making this decision. Let let the data drive the decision. Do you mind, Chris, if I put my jerk hat on for a second? So it might have it might have been a bit of a throwaway comment, but I don't want... I don't wanna let it go by. Sure. But you. said you said, oh, like, culture and that soft stuff. Why do why do we view culture as as soft? Why is that. not, I I... hard stuff? Maybe soft's the wrong word, but It's one of those where it's one of those where it doesn't show up on a bottom line of a spreadsheet. Right? If you're looking. at cost savings and investments, return on investment. Right? It's real tough to... It's hard to show return on investment on some of those things that may not be, you know, look like sunk cost. Right? Those... The holiday parties, the all employee event, the things that we did just a little differently. Right? I think there are some... When things get challenging, that's the first place that the things get cut. Right? Like, all of that. And we're very... I'm very fortunate that our CFO that... We we do an... We do a family day every employee celebration day every year. And the last couple of years, we've been doing it at Minor League Baseball Park up... Down the street. And we had, yeah, 3,500 people the first year. We had, like, 4,000 the next year. And this year was 12,300. Right? And we just allowed people to bring their fam... Their friends and their family and everything else, and it was sold out, like, just fill in at the gills. And that is usually something that most finance people will be like, oh, that... It's three times It's the biggest last year. It's gonna cost three times as much. You're crazy. They didn't blink an eye. Then the value. of... See... Making sure employees feel seen, heard, have the opportunity to to to do stuff outside of work. That kind of stuff. Right? And there are sometimes when jam... When there are challenges, that's when we get cut first. Very fortunate that we've got our... Ours with our CFO who's like, yep. Go to him and ask for... This is why we wanna do this. You may not see huge line item return on investment on the spreadsheet in the bottom, right, for marketing spend effectiveness. But just know that the true... When the true measure of success is just feels different, Not a lot... There are a lot of a lot of finance people who won't make investment in that. Right? It's. real tough to... It's real objective, and they're not usually... They're usually black and white people. That's what I mean by that. The the... Some of those softer thing that don't show up in, you know, we spent this and we got 10 x return. Well, yeah, the the argument I've always had is when people say, oh, can we afford this? And I was like, well, can you afford not to? Like, what's the cost of not doing family day? That's always the challenge that you said. That doesn't always show up, but it shows up in other spots. And people leaving, not looking to grow, not committed to the business. So I think, yeah, making those investments, it might be hard to figure out the return, but it's always that the argument is can you afford not to make the investment in your people in those areas? Yep. And, speaking of that, I am getting called by my boss, so I gotta drop on this one, guys. I don't know what's going on, but, Hey. it's we made it thirty minutes. Don't worry about it. We're good. Well, hey. If you gotta bounce, just. come back on, rejoin. I'm I'm coming back. You. you... Why don't you get the real Aly? She's probably better than me. And, and I'll come and I'll come back to you guys shortly here. I'm gonna go find out. what's going on here. Alrighty. Okay. Alright. You do that. We'll we'll take over from here. Come come back. when you're ready. I'll be back. Alright. Thanks. Okay. Alright. Yeah. He really is, Aly there. That's that's. funny. Yep. What's our good? service coming in. But let's get into the nitty gritty on their video, Amer. Yep. You get you get to see the way a lot of companies are producing video. Yeah. What are they doing different? What's their secret sauce to not just creating more video or scaling video, but actually creating great video that's having the impact that Chris talked about. I think it's commitment. The... One of the biggest challenges, Chuck, is you all have multiple jobs in an organization, and so here's another one. You said it earlier. You said, oh, I gotta be a content creator now. Right? And and, you know, I'm I'm a musician. I I love the meme where the band now has to be content creators. The comps teams have to be content creators. The ones that are that are really just hitting it out of the park, that we're seeing have really taken ownership of the process and and and and inside the organization. And so, typically, it's one to two people. And what I love to see is kind of how they're hesitant to begin with, but then we'll do, like, the make me a film request and and those things. And then you'll start to see this cadence. Right? I mean, we have we have one client, team of two. They've cranked out 60 videos this year. And it's not... They... They're not even over. We have another client, team of two, 75 podcasts this year. So, but... And and by the way, it's not their primary job. Like, they have other things to do too. They're marketing, internal comps team, marketing teams. But the ones who really take ownership are the ones who are being successful at it. And and I think they're the ones who actually enjoy doing it because a lot of people. just don't enjoy doing it. Where do you think the ones that are, that are doing the good work and some of that is volume related. Some of that is growth in other areas, but where do you think they get their inspiration? Why do they enjoy it more? Are there any characteristics or thing that that you've seen? That... That's a good question. I think part of it is they're seeing the results of the work. Right? Success begets success. And I think, the the two that I'm specifically referencing have really had successful campaigns. And if I can think about some more high volume, players, they've all had really successful, projects. What's really interesting across all of them is the is the the attention they're getting from all the other teams about what they're doing and how they're doing it. Almost every one of them has started doing work. For us, it's great, and it spread to other departments because they wanna do that. Like, hey. How did you do that? I wanna do I wanna do 10 of these. Right? And and and where did you get the budget to do all of this? Because comps typically doesn't have the budget. So, but I think it's it's success driven. I think... And and we have a we have a little road map we run clients to and talk about, hey. Find that small project that's easy to succeed with but has high impact. That's the one that gets the gets the ball rolling, and and and that's the one that gets everybody really, excited about doing this. And when I say everybody, even, you know, in some cases, all the way up to the executive offices where they're like, hey, We we need this stuff and we make... We wanna make sure we renew it because we want more of it. Right? My... I have a a bit of a different hunch on that, Amer. I think. that people that are successful are the ones who aren't overthinking it. They're just doing the work. And. I, and, and there's, I wish I could credit who I saw this from, but it was someone on TikTok talking about how we have to get over being embarrassed and creating things that are just in the moment that aren't gonna stick around forever that we think people are paying way more attention than they are. We obviously want people to pay attention, but their lives move so quickly, they're past it in five or ten minutes. We hold on to that memory for a lot longer, and then let that memory hold us back from doing more. But we have to be more comfortable. I know this could be really hard for intercommunicators to think about, but being comfortable with doing work that maybe isn't your best or you know could have been better. But but I guarantee what these teams have figured out, if we just do the work, every time it gets better. Every time it just gets easier because you did it the time before. So you know what's interesting about that that comment? You know, historically, we would get a lot of sizzle reels, as projects. This year, the number one, video type across all organizations is is employee stories. They're actually getting employees in front of a camera more than they ever have, and it's been nice to see. And and to your point, just get them on there. I mean, some of them are using Zoom. Some of them are using a phone. It's not this massive production that you you need to do. Flip on a phone, have a conversation, and Lucihub drops some b roll on top of it, and you're done. Right? So I I I think there's there's a lot of truth to that. And and and maybe it's it's both. It's it's commitment and the ability to just do it. Just take the step forward and go do it. And and I'm hoping this is a a positive end, but let's let's talk about Chris. I know Chris isn't here right now, but this... He's the one we wanted to. have on here. What about his leadership that you've seen has had an impact on his team? And and in their approach to creating better video. So I think they're open minded. Right? They'll they'll they'll they'll explore things that some others won't. And I think with Chris, I think he has a really good relationship with his leadership, so he can he can push things up and and get those sign offs. But they... They've done some really cool projects that have impacted the entire organization. I think there was one where, I wanna say they probably had 50 to a 100 different, people push content in on on one project. And that's pretty cool to see. Right? And it was a really it's a really special project that that was a meaningful project for the entire organization. That was, I think, the one that snowballed for them, and they're starting to do more of those. So, but I think he's just open minded to it, and and he wants, you know, he wants to do more. His team... In fact, Chris bring... I mean, Chris bring this product and his teammates did. Right? They saw the value of it right right out of the gates and and said we need that and we need more of it. And thinking about them, I'm guessing you can't tell the the story behind what that 50 to a 100 Yeah. was, which is fine. But to to... Is that potentially overwhelming to someone to think we've got 50 to a 100 submissions coming in for this video? Like, how... Talk to someone who might be overwhelmed by that. And why why is that a good thing when you can, open up to allow so many people to participate? I think if you didn't have the right tools in the workflow, it would be overwhelming. Right? It's it's like if if I had to, I don't know, hammer in a nail with, you know, a pen, it'd be overwhelming. If I had a hammer, it'd be fine. And I... So I think that was the thing. Like, Lucihub's designed for speed and scale. And so they... All they had to do was send a couple of QR codes out, and they were done. Our system and our team managed the rest of it. So for them, it... There was no overwhelming. Without us, it would have been incredibly overwhelmed because somebody would have had to manage all those videos, somebody would have had to collect all those videos, and somebody would have to edit all those videos. So. I think it's really having the right tool. And then what do you wanna see next from Chris and the team? Obviously, he's not here to hear this. We'll share that with him later. But what's your challenge to them? And maybe this is just a challenge to any internal comms people on this call. What do you want? As you get to see videos from all organizations, all different sizes, what's next? I think... So he mentioned a a project they do where they have a weekly recap. Almost every organization has something like that, but they always do it in writing because they think doing that in a video is just too too, prohibitive. And I... I'd like to see more of those teams, not just Chris, but more of those teams say, oh, we can do this weekly as a video series, and it's gonna be much more impactful than than sending somebody to read it. And and I'll tell you where it makes impact. We have some clients that that do this today. A manufacturing floor is a good example. Right? They've got they've got the screens on on all the walls. People are more bound to see that in a visual form than they are to read that email, for example. So it's... And it's not one or the other. I think it's both. But I would love to see not just Chris team, but other teams really engage and and say, wow. We can actually do a weekly video series, and it's not gonna be overwhelming. Yeah. And I would even say too, my challenge would be not do a look back, but actually do a look forward. Because let's not talk about what's happened. Let's talk. about what's coming up ahead. And there's a, company I know. I won't name them because they're not in here, but you... Anybody could do this. But it's insert company name in '60. So it's Lucihub in '60, ICology in '60, Yeah. whoever's in here in '60. And it had a little sixty second timer in the top corner, and they went through as many stories as they could in sixty seconds. What they found because you set the expectation with the viewer, this is just a minute. Yep. This is just sixty seconds. It's not gonna linger. It's not gonna drag. You got them right here. The the people watched it all the way through, and it got to be actually a fun challenge to see how many stories and and get the point across, which... You have one. You had to get to the point in sixty seconds. But how many stories could they highlight? And they found that that drove a lot of greater interaction by just shrinking it down to sixty seconds and committing to sixty seconds. No. And so that's that's a great point. Right? And that gets you the viewership. Jeffrey Levine just put a post saying being able to move quickly on video. Aly and I were just looking at average time from a a video being created on Lucihub to actually being delivered. And the median was five days, which tells you the people who are using our platform are really prepared. They know what they want, and they know what they need. And and, you know, we provide twenty four hour turns as well as as the three day turns. So, you know, getting people an entire project to... For first final in five days is is unbelievable. Right? They spin up the project, they film their content, it goes into edit, it comes back, depending on what they've picked, twenty four or seventy two business hours later. That that changes the game for a lot of people. And and and Jeffrey's right. Moving quickly on video is important. We we have a saying, get your content before the hype dies. The other thing I'd love to see, Chuck, is I'd love to see them cover, you know, these town halls are really, really interesting, but a lot of people can't attend them. So just get sound bites from these town halls and push them out, and let the rest of the people get the coverage. We found. Yeah. some clever ways to be. that's where it'd be fun on the town halls because you've got the different segments. Every. town hall has them. Is it the people team, the quality team, health and safety team? Drill their stuff down to sixty seconds. Because again, nobody... And I I love all of you dearly, but everybody who's like, oh, I'm gonna go back and watch the recording. Nobody goes back and watches the whole recording. Let's just. call it out. That's how. it is. But in sixty seconds, effectively, that's our challenge for this, Amer. Let's do a recap of today. in sixty and get that posted. Let's see how quickly we can turn that around and get that done. This love that idea. sixty seconds. Yeah. I love that idea. again, it's it's setting the expectation. It's not overthinking it, which I think is a big barrier. And you have to just keep creating it. No different than if you're... If you haven't done something for a while, the first time you come back in and do it, it's a little bit wonky. It takes a little more time. Come back in. If you do it on a routine basis, you don't need to produce the video every single week or two a week or whatever. But if it's a part of what you're doing in projects, then it's just a natural thing that you're doing every single time. Yeah. No. Exactly. And the and the and the teams that are doing volume with this, that's exactly what it is. Right? They have a cadence, and they have a calendar, and they know these videos are coming up. We work with the Boys and Girls Club of Silicon Valley. They do an amazing job pushing content. And just their message is a really powerful message and it's a good message. And the way they spread that consistently is is pretty impressive. I will tell you one story. One of the projects Chris' team did, which I thought was really cool, was a behind the scenes. I think it was a tower or something to to show the employees what it takes to pull something like that together. It was a really, really cool project. Well, I saw that, Aly and your team had pulled together this resource of, like, all kinds of video ideas that customers. have executed, could execute on. So that's a great resource for me. I'm sure you all would share that with anybody. Just go to Lucihub, request that. It's a it's a pretty extensive library of video ideas But even if you're hung up on different styles or different techniques, that's obviously a great resource to. I think it's. called the hundred hundred video ideas playbook or something. I I I. can't remember, but it's it's a pretty good one. I think Aly and Catherine built that, and and it's it's a really useful one. So, we're seeing a lot of the playbooks get downloaded lately, actually. The... Our our comms playbooks on how to use video in comms, that's available as well. Yep. And in the... If you go... Anybody that's watching this, you go into the docs area. It's not really docs. We put links in there. There's a Lucihub Health Academy that's in there that also has a lot of great resources as. well. I don't think we're gonna get Chris back here on air. Who was Aly? Thanks to the ghosts that are living in the machine. So let's go ahead and wrap this up. I know we talked about Halloween candid beginning, trick or treat for a lot of you, or if you have beggars night. I grew up having beggars night. But trick or treat, hope you end up with all the treats, no tricks, Halloween this weekend. If you have any questions, reach out to me, reach out to Amer. We're always here for you. This... I think this is gonna be our last episode of Lights, Camera, Communicate for the year. Yeah. So thank you all who joined us, on this journey we've been on. So we'll be back in January with... That'll be episode 11 of Lights, Camera, Communicate. We don't know the topic yet. When we have that, we'll share that with all of you. Great as always having you join us, Ahmed. Thanks, everyone, for joining us for IT's, Climate Communicate. everyone. We'll see you next time. Bye. Bye. Thanks. I was... I listened to this ghost story. Yeah. I don't have any I don't have any good ones on my own, fortunately. What can I hear?