The Future of Events and AI | Stories With Traction Podcast

SHOW NOTES:

PODCAST EPISODE SUMMARY: In this episode, Rajeev Kapur and Matt Zaun talk about how COVID changed 1105 Media’s business and how they were able to be creative to continue to deliver value to their clients. In addition, they talk about the future of in-person events and why leaders should embrace AI.

RAJEEV KAPUR BIO: Rajeev is the President and CEO of 1105 Media. As a Global Business and Tech Leader, he has reinvented business cultures and has transformed stagnant sales into dynamic multimillion-dollar growth for small and middle-market companies. A true rainmaker and innovator, he is passionate about repairing broken market strategies, company cultures, and leadership stagnation to identify and capture new business opportunities.

For more info, check out Rajeev here:
https://www.linkedin.com/in/rajeevkapur1/
https://1105media.com/pages/from-our-ceo.aspx


MATT ZAUN BIO: Matt is an award-winning speaker and storyteller who empowers organizations to attract more clients through the art of strategic storytelling. Matt’s past engagements have catalyzed radical sales increases for over 300 organizations that range from financial institutions to the health and wellness industry.

Matt shares his expertise in persuasion with executives, sales professionals, and entrepreneurs, who he coaches on the art of influence and how to leverage this for profits and impact.

For more info, check out Matt Zaun HERE.

 

*Below is an AI-generated transcript, which may contain errors.

 

Matt Zaun (mattzaun.com)

For those of you who follow my work, you know how much I love sociology. I'm obsessed with unpacking how societies function in different cultural norms.

This fascination has been invaluable to To me, in the business world. And even though we can't predict with absolute certainty where we will be toward the end of this decade, cultural habits do leave clues.

Today I'm excited to talk about the future with my gas, Rajeev Kapoor, who is the president and CEO of 1105 media.

Welcome to the show.

 

Rajeev (Kitcaster)

Thank you. I appreciate it, buddy. It's an honor to be on your show. So it is. mean, I just have been bawling in on the love of success.

 

Matt Zaun (mattzaun.com)

You're awesome. Thank you. I appreciate your time today. I know how busy you are. So I really appreciate you giving us your time today so we can dive into what the future might look like in the years ahead.

So I want to, before we get to that, can you give us a rundown of what 1105 media does and some projects you're currently working on?

 

Rajeev (Kitcaster)

Yeah, absolutely. so 1105 media, people always ask it would be 1105 means. Honestly, God, it doesn't mean anything. It just kind of puts you guys in

I could gather that way through acquisitions. so I'm the CEO of holding company in 1105 media. And there are five companies that fall underneath 1105.

But I'm the CEO of, and I have different division presidents who are reporting to me. we have a matrix organization of support.

But essentially, 1105 media is a B2B marketing media and advanced company. 95% of what we do is in the events.

it the technology's made? So customers include people like AWS. SAP and IBM's or the world, right? So it's customers like that, It's so folks like whatever, right?

so it's something like that. our job is essentially to connect buyers with sellers. So people come to us. We are experts at marketing to that B2B audience.

We have an amazing database of technology people who we use in the leverage to do that. We have over 56 brands in those five companies that get a lot of traction that people really like.

And, you know, so that's a little bit of we are. We do a lot of events. You know, we got hit with COVID, as you and I were talking about earlier before the, before we started recording.

And there was a time when the company was about 50% of events and 50% digital. And then when COVID happened, we got hit with that.

And we lost all those events overnight. literally the company got cut in half. So we survived through a lot of our resilience and perseverance and the transparency with the teams and we did what we needed to do.

And I'm proud of the fact that we didn't take any PPP money. Unlike some of these people that took PPP money and cast it on themselves, we didn't take any PPP money.

And we recovered and we're doing great. We're growing. Events are still a little slow to come back just because CEOs have been conditioned to say, hey, just do it on Zoom.

This is not like going to a Taylor Swift concert or go to a basketball game. This is business spending money for the people of God right now in the tech space.

As you know, they're kind of cutting back in that area. So we were kind of recovering there and the digital side of business.

He continues to do well and part when we do a great job and our customers love us. We're really branching into new areas.

We're branching into AI. We just created an office of AI at the company. I'm the chief AI officer and I'm a site of the A of AI.

She's awesome. are launching our agency business with a lot of effort into the AI space. We now have ability to be prompt engineering and AI development and AI So that's really exciting amongst everything else we can do.

do everything except for PR and social media in that business. then right now we are continuing pushing the envelope and trying to figure out new events, getting those butts and seats to come back, that value of that relationship face to face.

those are some of the real big areas that we are focusing on right now. So I'm excited for the future.

I'm excited. I've got an amazing team and the workforce is 95% remote. So with a close 120 employees. So let's do it well.

Let's do it right. No complaints.

 

Matt Zaun (mattzaun.com)

your body. That's awesome. So let's dive into the event piece and then we'll talk technology. But from the event perspective, I want you to paint the scene for us April of 2020.

So as things are starting to close and shut down, what was the, what was the pulse of the organization?

Can you take us through some of the initial fears and then some of the creativity that might have taken place to overcome that?

 

Rajeev (Kitcaster)

Yeah, no, that's a great question. So for us, it was actually middle of March and for us, it was March, roughly 17.

had a big event scheduled for March 18. And we had to shut it down and we had 500 people come to this event.

And that just started a domino effect across the board and then, you know, the government said, oh, can't do this anymore.

State city, city, state, all said, Kibosh and all this stuff as you guys all know. We all saw the NBA and the Bub always saw all the stuff, restaurants, everything.

Pardon me, but events also face-to-face events, movies, we were no different. And you can imagine what 50% of your business disappears not over 24 months, over 24 hours.

It's quite the impact. A lot of people were scared. And I'm not going to lie. mean, I was a little nervous too.

I was like, I'm not going to lie. was a little scared too. mean, you know, was I going to do?

There's no case study from Harvard for me to go read to go solve this. Right? I couldn't call a mentor of mine.

You're a seed never been through this. So you're the CEO of this business. People are looking for you for answers.

You got to go figure it out. And there's about a 24 hour, 36 hour window there where I felt a little paralyzed.

But then I figured it out and I knew what we going to do. And the best way I could describe it was, you know,

You know when you get on an airplane and the flight attendant is doing their deal about safety and they talk about how a mask is going to come down from the ceiling and they tell you put your own mask on first.

Well, the reason why they tell you to do that is because you can't help the people sitting next to you if something happens to you.

And that's the attitude I took. I got my own mask first. I had to be right myself mentally. I had to leave and show them that we were going to do this and I had to be okay with this because I'll be honest you, I didn't know if were going to have a company in a week.

know, and so I put on my own mask. took a few hours, got our little pity party, and then we went at it.

Took all the decision we needed to make. We did our furloughs. We did our layoffs. We did pay cuts for everybody, including myself, the entire executive team.

We went to every single one of our vendors, and I mean every one of them. That was over $5,000.

And we said we need a 20% discount for friends to survive. And I'll tell you right now, Matt, every single one of them did something except for one.

Some of them 10% some did 20. Like the big guys that Microsoft the Amazon's gave us nine months payment terms so they said they didn't care.

Outside of our lease guys are landlords. give two, you know what, they think they're going to care less. But we just had one vendor to do anything.

And then we told them, you know, do anything. We're to put you out for bed. And we did. And they eventually apologized and they came back and they made good on the past.

From that time going forward. And you kept the relationship, but those actions are some of the things we did and save the company and and margin started to improve and cash started to improve.

And you know, we went 100% remote and we're still. And now we're by 95% know that. The 140 employees and knock on wood.

I've got an absolutely phenomenal management team and they're kicking ass and so proud. we completely changed the culture of the business.

I wrote this book during that time called The Book of Chase Greatness, Enlighten Leadership for the Next Generation Destruction.

And it really took that idea of enlightened leadership and deployed it within the company. And enlightened leadership is essentially this concept that says, certain leadership needs to evolve.

So it takes the foundation of certain leadership and it says, hey Matt, not only my hair to support you within the walls of the company, I'm here to support you on outside the walls of the company as well.

Just to kind of give you an example of how well that's been. Our attrition rate during the Great Resignation up to today has been less than 1% over the last two and a half years.

Wow. Just been 1%. Voluntary attrition. We love it. We love it. love love it. We it. We love it.

We love Here, we've not had a single employee quickly.

 

Matt Zaun (mattzaun.com)

Wow. That's phenomenal.

 

Rajeev (Kitcaster)

Not what? comes back to our culture, back to our team, what we've been able to do. So proud of everything we've been able to Wow, that's incredible.

 

Matt Zaun (mattzaun.com)

So I could definitely empathize with the fear element. So someone like myself who's out there doing a lot of talks, and I speak in states across the US, I remember 48 hours after everything shut down, I was getting calls left and right.

Hey, we need to cancel this engagement. We need to reschedule. And I remember sitting on my couch completely numb, because it takes quite a bit of effort and work, months leading up to book the calendar out.

I was really concerned, like you, and what in the world am I going to do? And then from there, I started focusing on created aspects, just like yourself.

And it has been incredible. I obviously would never want to relive that time, but I've learned a lot. Regarding learning, what would be something that

You never would have done prior to all this happening that you're currently doing now.

 

Rajeev (Kitcaster)

You know, I didn't think we'd be this remote, right? I, you know, we are much more vigilant on our vendor relationships.

But I will tell you, I think the one skill set, I guess, if that's what you want to call it.

You know, Matt, we really try to lead from a place of gratitude every single day. As a matter of fact, in about an hour and 10 minutes, I have my quarterly recognition that talks about our Q2 numbers and our top performers on the company.

And we do that every quarter. And it's important for me to make sure that the employees to hear it can extremely transparent with where we are.

That's something I learned during that time. And I find that the more. Transparent I can be. The more bought in, the employees are.

And it works. And so for me, it's combining those things, gratitude, resilience, all those things. And a lot more empathetic in the business.

You and I were kind of grew up in the late 80s, 90s in the business world. What was the one thing they told you?

If you ever wanted to talk to your boss, if you had a problem, what did they tell you? You better come with three solutions.

You thought that's how we were taught. I thought that a doubt. Same thing. When I was an executive doubt, you're going to talk to your boss and come with me solutions.

Well, I kind of threw that out the window. And I kind of had this attitude of, you know what?

I'm the CEO for a reason. I might have some experiences and some skills and some knowledge that maybe the employee is stuck.

Maybe they just didn't want to talk. Maybe they just need to get it out of the chest. Maybe they just need someone to balance ideas on them.

if I throw up this whole nonsense, I'm of company with you. And then we to be afraid, so we got rid of that idea.

My door's always open, and I wasn't like that the whole time. happened, started doing COVID, right? Because no one been through COVID, so all right, we saw this together.

And we kept that going. And so, so that, I think, are some of areas that we've been doing, and it's been wonderful.

And, you know, did a little bit little for the management team. We took all, you know, we have individual P&Ls now for all the businesses, and we took a look at things like revenue for employee, know, you know, and then, but I would say that the thing I probably look at more than anything, I think the biggest change for me, because events are a huge cash flow in driving business, right?

Because you get paid today. Events that for six months or a year. So, an amazing cash flow you have in the business.

That's why people love to have events in their business, right? So, for example, you, you, you, Who might give book to do a talk in December, but you might take a deposit today.

Well, you've got that cash, right? So it's great cash flow. And so, you know, what I did was, I still look at either of that just as they're in the financial, but to me, my most important metric that I'd measure is free cash flow.

And that's, that's what I really focus everything on is our ability to generate free cash.

 

Matt Zaun (mattzaun.com)

Yeah, it's a great point. So just to give you an idea, example wise, that speaks exactly to this, have a sense in the books in December of 2024 that money in the bank, right?

So back to your point, it's fantastic.

 

Rajeev (Kitcaster)

There is something I want you to expand on.

 

Matt Zaun (mattzaun.com)

You mentioned 95% remote workforce. And there's a lot of business leaders specifically throughout North America that are screaming that they won a vibrant company culture and they don't know.

Oh, how to really have a great culture with remote work. What are some things that you would tell them in order to start the process of getting people together remotely and have more of that culture?

 

Rajeev (Kitcaster)

Well, look, I think that's a really tough question for me because I understand a Bob Iger saying, hey, guys, I need you to be in the office three or four days a week at Disney, for example.

Because have so many different divisions and movie guys have to talk to the merchandising guys have to talk to.

Hey, I'm going to put an atom, an ESPN, then we're going to talk to the ABC guys and then, know, whatever, right?

know what mean? So I can understand why having that face to face doing those things is important. But at the same time, none of those people on here each other anyways probably, right?

The ESPN guys in Connecticut, the ABC guys probably in New York, the Disney guys probably sitting here in, you know, in one of the over in Burbank, California, right?

I mean, I can understand why some of that is needed, right? My business happens to be fairly heavy digital and our events happen to be in different locations.

And prior to COVID, we were about 45%, 40% remote already, you know? And so it was kind of a natural progression for us.

And I mentioned what our attrition rate is. And I think that's one of the reasons why our attrition rate is so low.

It's because we do it because we are flexible in that area. And, you know, I think if you look at, I think the bigger conversation, Matt, is what's happening to the workplace over the next 24 months.

And I talked about it in my book. So a year ago, it been 36 months. And now it's 24 months.

For the next 24 months, Gen Z and Melini are going to be the majority of workers. By 2025 and then 2020, all right?

Gen Z and Melini are the majority of workforce. They operate differently. Just like when you and I came into the workforce, we operated.

Right? And so they're operating differently. Every generation evolves. Every generation changes. That's why I think leadership has to change.

And there's nothing you can do to stop the generation from coming. The numbers are getting older. Xs are getting older over the next few years.

Some other bring or start to retire. So it's just a matter of understanding that this new demographic is coming in.

And by the way, it's not just Gen Z and Millennial. For the first time by 2025, the numbers will show women will have a slight majority of the workforce.

Right? And, you know, when I talk to my employees and I talk to the women on my team and they're so grateful and thankful that they can work from home.

And so they don't have to get up and spend an extra hour getting ready or sitting in traffic. can spend more time with their kids or their families and, you know, the men are the same way.

You know, I think they do these things. They can have better balance of life. so it's working for us.

You know, I can. can't say it's going work for everybody, but Van is working for us. talk about it with the team all the time.

As I mentioned, I've got divisional presidents, I ask them every couple of months, hey, how are you guys doing?

You want our profits? Nope, we're good. We'll let you know. mean, but these guys are incented to deliver their numbers, right?

And if being a remote's challenge, trust me, though, they'll be the first ones to stand up for screams and know we need an office.

so, you know, and plus, you know, we're in Southern California. It's kind of expensive out here, you know, and so we've got some employees moved to other places.

And, you know, so that's, it's working well.

 

Matt Zaun (mattzaun.com)

Yeah, so in the very beginning of this episode, mentioned how cultural habits do leave clues. So there's a lot going on right now.

And again, we can't really predict exactly where we'll become 2030, let's say, but it is interesting to see more and more companies having money.

More of a hybrid model, OK? So there are a lot of employees that can do great work effectively remote.

But then I also see employees that do want to go back to conferences. They do want to go to some of these in-person meetings and kind of build that more of a team building dynamic.

And they want to be face to face in person with others. I was told in 2019 we had more conferences in United States history.

OK, by many sources, there are a lot of conferences. There in 2019. And then we know what happened in 2020.

It fell off a cliff. Do you see them coming back to 2019 levels? And what year would you think that that happens?

 

 Rajeev (Kitcaster)

So here's the thing. There are different types of conferences. Consumer conferences, consumer shows, more executive facing type of events, they're full, right?

You go to CES in January. You're going to have 150,000 to 100,000 people here as well. You want to go to Taylor Swift's concert?

You're going to 100,000 people are streaming in y'all. You want to go to a movie to watch Barbie or Oppenheimer?

It's going to be packed. The difference for us is we're not a trade channel. We are B2B events training education conferences.

So we train people and data analytics. We train the software. We train people in the Microsoft static. So for us, it's different.

For us, what's happening is CEOs are slow to move off the hay, just doing on Zoom stands. But because we're so tech heavy, what we do, you also get hit with budget cut and travel, budget cut and training.

So those are the things we're kind of faced with, right? So that's the difference for my type of events.

Now, I think that we should have that. And I think we should see things come back. My guess would be in the next, you know, I just had this conversation yesterday with somebody.

I don't know if we're ever going go back to 2019 levels. But I think they'll probably get to maybe 70 to 80% levels over the next 12 to 24 months.

And that's probably fine for now. And then it's up to us to find new ways to engage. Engage these audiences.

But, you know, we need, know, but, you know, CEOs have to embrace the idea that sending their employees to these type of education.

Or says, is a retention tool helps their employees get better. know, it's, it allows them help their bottom line as well as employees can, you know, learn to get Please.

 

Matt Zaun (mattzaun.com)

Well said. Well said. So let's switch gears and talk AI because it has been not only in the news, but a lot of people are more and more in utilizing AI, trying to predict where we'll be in the future.

For companies that don't even know where to start regarding AI. What would you tell them?

 

Rajeev (Kitcaster)

Well, first of all, don't be scared. And we're embracing the hook line in the sinker here at 11 or five.

And, you know, like I said, good about the office of AI. We are even paying. roughly 140 employees were paying for 70% of the population to have chat.

We have trained every single employee on how to use chat. Three and a half at the minimum. Some have gone through chat.

For training. Some are going through code interpreter training. How do you use plugins and. All those things, you know, we are training them on how to use it to create HR departments and how to create job descriptions, how to find changes in the law.

And we're showing them how really embrace it because it's like having an extra body sitting next to you. So we're showing them how to use it, how not to be afraid of it and it's working.

It's doing great. And, you know, so everybody's different, but it's going to require leadership to stand up and embrace, you know, it's going to be, it's going to require, you know, and I look at, I'm a member of YPO, I'm sure you're going to YPO and, you know, President's Organization and I'm in these groups and I talk about it all the time and I'm having YPOs and I'll call me and have me become to their companies and do sessions on AI and examples on what to do and coach their teams and how to embrace it and then how to use it and those kinds of things.

But you could also then have a lot of fun with it. There's not to be for the business. I tell people just you start having fun with it.

Maybe you've had a cool idea to write, maybe you've got an event coming up where you have to give a toast.

Well, ask Chad T.P.D. help write it for you, right? look, thing also we tell people is that, look, at the end of the day, it may not be 100% what you want, but it's to get you 70% of way there.

job that would have taken you maybe five or six man hours to do, now you get the basic foundation done in 30 seconds plus the writing of the prompts.

Well, now you can go massage it, copy it, paste it, massage it, put your own spin on it and it's something that would take it six hours.

You get done in half an hour an hour, but you just got to open some time back. And you start looking at it from that perspective, you start to see there's a lot of advantages.

And so, you know, it's going to be integrated everywhere. You know, we use the Adobe Firefly, it's a way to do it.

into Adobe for inventory. We little bit of a journey, use that TPT all the time. We give you an example, like just we use the other day, we said, wonder what will happen if Chacchi-Pitik can help generate some SEO keywords for us.

Sure enough, you generated some amazing SEO keywords for us. So, just small examples. So, it's just a matter of you can't just get in and use it, and not be afraid.

And, you know, look, it's not perfect. Nothing is. It just know that going in. And those are some of the things that I would tell you to really focus on.

know, I would tell you to, you know, look at perhaps maybe, you know, other ways to maybe build a private GPT for your own business, with your own data piece, and your own data.

Things like that. So, but that's kind of advanced. You just got to start. You just got to get started.

 

Matt Zaun (mattzaun.com)

Are you concerned that people might lose their ability to think critically and be creative based on AI?

 

Rajeev (Kitcaster)

No, I'm really not. You've got to be really creative to get those problems right. If anything, I think it's going to be allowed people to do more.

There's a lot of people to think and brainstorm. want strategic, think of new ideas, new ways and things. Because they're going to take a Monday, you know, we actually tasks off their plate to think more strategic and more big picture.

 

Matt Zaun (mattzaun.com)

So that's what I think is going to For individuals that are listening to this, let's say they're running an organization, they're starting the process of implementing AI and some of their team members are getting concerned that they may lose their jobs so they're less willing to embrace it.

 

Rajeev (Kitcaster)

What advice would you give to them? Well, look, yeah, and I'll answer that in a second. I just want to say, look, are people listening to this that might think I'm full of, you know what, and that's fine.

This is, in my opinion, what I think. And people need to have their own experiences. terms of the job thing.

Look, people went through a panic when the first internet browser came down. Do you remember what like when the first computer set people's desk?

I mean, I was a salesperson for a gig-way 2000. I sold a 386 computer for $6,000 with a 40 megabyte hard drive, an external floppy and a 13-inch modern Chrome modern with DOS.

Right? And, or 6 grand. And, oh my God, all these people are going to lose their jobs because the mainframe has gone away.

Computers and, oh my God, what are you going to do? right? Well, guess what? Some people did, but they got re-trained into new areas.

Then you had the internet come up. Oh my God. Emails, going to kill the postal server, whatever, right? going to kill everything.

know, so people are going to lose their jobs and, well, some people did. guess what? They got re-trained in that, something else.

Then you had the big... Dot com boom and whole new industries got created, the dot com boom. Oh my god, people are going to lose their jobs.

Oh, so what we did? Some of them got retrained in other areas, and you had the bust. And guess what?

The bust led to creation of whole new industries. And so you have a whole bunch of, you have that.

Oh my god, the iPhones here. Smartphones. Apps. Oh my god, people are going to lose their jobs. Airbnb, but I don't know a lot of business.

Uber's going to be taxis out of business. Well, some people did lose their jobs. Well, more jobs got created.

And that's the same thing that's going to happen here. I think you're going to see more jobs get created.

I think we're on the, I really do. Will there be some potential turmoil, short term, in certain areas, certain industries?

Yeah, I think so. But just like there was, I mean, think about Southern California. You mentioned to me, you come out here a lot to speak.

So then California, from literally Santa Barbara, down to San Diego, the heart of the US defense industry for a while, right?

Litten industries, Northrop, Northrop. There was big boing pen, warehousing, big plant titer, what? They all disappeared. And they got replaced by med and medical stuff.

You name it, right? And so, yeah, I think that I think, for example, you know, the writer strike, an actor strike, is going on a Hollywood right now.

That's a concern, and they're striking, because of AI. I think Oldfield get solved. So, but I think those companies, Disney's, Netflix's, one of the brothers in the world, and they'll play hard.

So I think they feel like they have leverage. I don't think they're gonna use AI, because I don't think AI is good enough to do that, but not yet the least.

But remember, you know, but you still need, you still need a human element to understand. So that's where we are.

I think there's a whole new industry of jobs that could be created that we didn't know what Chachi Piki was until November.

 

Matt Zaun (mattzaun.com)

Most of So here's the thing, right?

 

Rajeev (Kitcaster)

I mean, so there's two types of AI. There's a machine learning side of AI, which is really really predictive models at the end of the day.

Right? So that's not that Chachi Piki, General Intelligence Site. Machine learning side. still need human interaction help training data.

Then you have the General Intelligence Site, which is more machine to machine improving over time. Going across the web is learning all these different parameters, it's learning continuous learning, this training of all the data that's out there in the world.

And so to me, I think some of the biggest skill sets are, know, is going to be, how do you embrace storytelling?

Because you've got to be able to embrace storytelling to tell the AI which you want. Right? That's going to be a big one.

You know, how do you really become a more strategic thinker? That's going to be a big one. I think how you become more creative in your business, I think that's going to be the big skill set people are going look at.

I think a lot of software developers today, the next five years, are going to have to really learn how to embrace Python.

And then they're going to have to really figure out how to transform that software code, which a lot of these AI tools can do and learn how to become those storytellers, know how to ask it what to do.

I think those are the skill sets that I think AI is going to lead to diagnosis of diseases, breast cancers, heart disease, you name it.

I think AI has been a part of computing and supercomputer computers potentially could even be out there. Maybe I'm too altruistic, but I'm just, I just kind of believe in this space and I think you're going to see huge breakthroughs along Germany side.

I think that's going to open a whole lot of can workers, know, if you know I'm 55 years old and you know, hopefully I can look 120 because of this stuff right, but you know what my kids live longer than that where my grandkids live longer than that.

And that's the case. guess what? So social security kicks in when you're 67. Well, maybe he's going to to kick in later, right, because if you lived under 20 or 130, right, you know, mean,

What does that mean for, will there need to be some sort of universal basic income? Like there's in Switzerland and some other places, right?

So I think there's going to a lot of interesting things. I think it needs to be regulated at some level.

You know, I think the president, President Biden, some of some members of Congress talked about this yesterday and the day before.

Well, that's the some sort of regulation and controls on it at some level, but you got to get China and Russia and India and others to be on board with that, right?

And so that's what makes it hard. So I think the future will be wild. I think we're well. Right.

 

Matt Zaun (mattzaun.com)

do. Sure. Well, thank you so much for your time today. I really appreciate this conversation. And there's three things that stood out to me that I'm going to take away.

I really appreciate in the beginning when you said put your mask on first. You know, you have to have the right mentality even with incredible elements of fear.

You have to put your mask on first. I very much appreciate We appreciate that. When we were talking about vibrant company culture, you mentioned lead from a place of gratitude every single day.

I think that is so important as we want to impact our teams. the third and final piece. I really appreciate you mentioning conferences should be seen as a retention tool.

Think of a lot of business leaders saw conferences as a retention tool. It would continue to help regarding their company culture.

So I really appreciate those three points. Now, if anyone is get more information on 1105 media, maybe they want to reach out for your services.

 

Rajeev (Kitcaster)

We're the best place they can go to get that information. Well, they can go to 1105media.com. They can find me on LinkedIn.

You'll have my name and listen to the show notes. Absolutely. Go to tech with me. I'm not much of a Twitter guy, but I'm on Instagram.

My Instagram is at the Rajeev Kapoor. Yeah, I mean, I'm easily findable. I think through those avenues, anybody can reach out to me.

I get most people into these podcast, reach out to me to LinkedIn and happy to connect. You know, I do a lot of speaking to also to companies about this concept of enlightened leadership.

My book, Chase Green, this is doing well and I have a new book on AI coming out here in September called AI and so people want to talk about AI and looking kind of like for an advisor or coach or executive coach type things and learn more about what 11, how 11, 5 and 

Thank you. I appreciate that. That was awesome.