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The entire engine by which we engage with our customers just disappeared. There's a period where people just didn't know what to do that paralysis sort of turned to action. We needed the new way of operating the company the recognized everyone's individual responsibilities. You can't ignore the fact that the entire economy has gone digital overnight and the relevance of tools like slack in a world. That is all digital in a
World where people are working from anywhere in the world that I think won't snap back to the way it was in 2019. And I do think it influenced our perspective on what is the technology we want to be providing our customers three four five years from now this year. I've been a defining moment in Salesforce is history. It is really clarified. What's important for Salesforce to do in the future.
You'll never hear the word Goodyear
and 2020 together in a sentence coming out.
My mouth I can promise you that I do think that 2020 it's a time for people and companies who are resilient to adversity to grow what new opportunities there's adversity of 2020 teach you. I see a lot of opportunities for companies to grow and accelerate out of this pandemic who really lean into those
changes. That's Bret Taylor president and CEO of salesforce.com.
As Force Brett was a key architect of Salesforce is recent 28 billion dollar deal for slack and announcement that got investment markets and Tech firms buzzing. I'm Bob safian former editor Fest company founder of the flux group and host of Masters of scale rapid response. I wanted to talk to Brett because he's on the front lines creating the much talked about future of work the pandemic radically altered workplaces, but it remains unclear which changes will be permanent.
And which will fade a Salesforce slack combination will help Define that future for many Enterprises brat talks about the initial paralysis and his own company when remote work hit in 2020. He describes the pandemic operating model that Salesforce came to embrace and how the urgencies of this moment made joining forces with slack appealing to both sides with vaccines coming are simultaneous love of the office and hate of the office are colliding head-on with our love-hate.
A ship with technology in the end. Brett says it comes down to human factors as much as any new software and how good we all can get at embracing change.
We'll start the show in a moment after a word from our sponsor Deloitte.
Let's say you're sitting at O'Hare here in Chicago. There is a large commercial Aircraft company in Wichita and you are on one of their aircrafts and you have a mechanical. That's Brian. I'm an hour who leads the smart Factory initiative at Deloitte and you've probably been there sitting on the tarmac on a plane grounded by a mechanical failure. All it needs is a single part getting that parts of the plane is another story if they look for that part in Chicago and I do not have it Wichita is looking
All over the country for where can they find that part the fastest get at the Wichita get it on that plane. So that playing can get you back up in the air and to your destination as close to on time as possible at Deloitte. Brian spends his time thinking about exactly this kind of situation and how a smart Factory ecosystem can improve it. What if I could actually 3D print that part in Wichita and have it to Chicago two hours later. Those are real time choices that a smart Factory and a smart network is going to be able to make
Brian's talking about more than just 3D printing apart. He's talking about rethinking the whole concept of the supply chain will be back to explain later in the show to learn more about the new smart Factory. Visit Deloitte.com Us / smart Factory.
I'm Bob safian, and I'm here with Bret Taylor president and Chief Operating Officer at Salesforce. Brett is coming to us from Lake Tahoe in California as I ask my questions for my home in Brooklyn, New York Brett. Thanks for
joining us. Thank you for having me
this year has been so eventful with the announcement of salesforce's acquisition of slack, but I want to start with your experiences leading Salesforce through this strange.
As it unfolded back in March you all went to a work from home quickly. Can you reflect on that initial phase or what? It felt like to be at the helm of a fast-growing energetic business that bumped into a difficult stretch.
I love that question because I'm trying to forget those months at this point go doubt dramatic. They were if you had told me that with six months of preparation we had to
to transform Salesforce to be a completely remote and distributed company. I would have laughed at you and told you it wasn't possible and we did it with absolutely no notice which tells you something about the resilience of organizations when under pressure and those initial months. We did feel paralysis the way we had done business in the past just stopped overnight. We are very much an events oriented company for anyone who's in San Francisco. They know dreamforce when 200,000 people descend on the city.
We do world tours are sales people get on airplanes. We're in customers offices the entire engine by which we engage with our customers just disappeared. There was a period where people just didn't know what to do the way they did their job had suddenly changed and there was no handbook on what to do next. I think that that paralysis sort of turned to action we started in part by just responding with our values when the first things that we did was we acquired about 60 million.
Of personal protective equipment for hospitals and I would actually say that action inspired a lot of other actions for our business as well, which is saying let's not just sit back and let this pandemic happen to us. Let's turn towards action
you put in place what you called a pandemic operating model. What did that entail? We
needed a new way of operating the company the recognized everyone's individual responsibilities. We use this word participation, which I really
Li, like which you have to participate in our company's success in your customers success and what that meant for maybe a sales executive was call your customer. Just ask how you can help don't wait for them to come to you if it was an engineer was what is important for you to do to make your product relevant for our customers right now and we use that rallying Cry of participation is kind of the first pillar of this operating model. The second one was relevance every customer that we have and every company in the world.
They all had digital strategies before all of a sudden when the whole economy is digital overnight. Literally, that's the only Channel you have left with your employees and your customers it takes on new meaning and so what we realized is we had a lot of technology that was actually incredibly relevant for people to succeed in the midst of a pandemic but it wasn't necessarily position. That way there's a great example of this. We're actually powering contact tracing and over 60 governments worldwide over 35
It's I didn't know it contact tracing was 9 months ago. But we did is we realized our platform which is around customer relationship management turns out to be pretty useful for contact tracing so early on we get a call from Governor Gina raimondo of Rhode Island about wanting to solution there and we say, okay, what's the most relevant version of our platform in the midst of a pandemic? Let's make sure we're going through all the problems. Our customers are facing today that they weren't facing six months ago and make sure that we're
Is that up and make it easy to consume? We did this last thing which is around enablement, which is really saying we're going to teach every single person at Salesforce about this new operating model and we do an all hands call every single week for the whole company and we've been doing it since March and we haven't done that since we were startup. I wasn't even here when we were doing it the last time and every single week. We talked about contact tracing work.com, which is our solution to help offices reopen how we're helping customers and cyber week.
Ooh, and we're teaching everybody about this pandemic operating model and teaching them about these new Solutions every single week and those three things together. That's our pandemic operating model. I'm proud of it in part because of that paralysis that we felt early on and I'm proud of the company turning that
around so this includes new products adaptations of existing products and then sort of new practices. I mean, I understand you challenge your salespeople to do
some enormous volume of Zoom sales calls.
So we actually issued a million Zoom challenge. We said we're going to do a million conversations with our customers just to make sure we're showing up for them when they're going through problems. Like we are how do we not just be a vendor of technology to our customers but be a partner to them that million Zoom challenge was overly all about trust which is saying, how can we show up now to help our customers in a period of adversity? I can tell you through my customer conversations. It's been a really successful experiment just because
we're showing up to help our customers when for many of them their entire business model has really changed in the matter of months, which is a pretty stressful position to be in
these unexpected services that you have. Now. Is that something that came from your team did it come from those conversations with
customers? It's come from our customers exclusively. I love that story of Governor raimondo from Rhode Island because it is helped so many other states with contact tracing and emergency response management. She called
Marc benioff our CEO and ask for help with this problem and when we showed up to help her solve it, we really realized. Hey, this is a problem that every single government is going to face which is how do we help populations that are vulnerable. How do we help with contact tracing so that we can prevent the spread for our customers. It was things like how do we set up curbside pickup overnight, you know and curbside pickup has been a part of retail and consumer goods for a long time, but it wasn't
until this year that every single company in the world wanted to deploy it. So we set up things like fast start kits for our Commerce Cloud so that people wouldn't have to wait months to get it up and running and they could do it in a matter of weeks. I do think that for people at Salesforce. It was time to become more customer-centric than ever before to deeply listen to our customers and then to kind of prove to ourselves. Hey, when we listen to our customers less turn on a dime. Let's bring back the heritage of Salesforce as a start-up and
That into our product portfolio quickly. We actually built that into a product. We called work.com which is sort of a portfolio of products to help people re-up and safely. We've also transform some of that technology to solve 2020 problems which are things like how do you reopen an office safely in an age where you had to change your density and every Force only half the people can show up on any given day. How do you actually schedule time on an elevator for safety? Just like a Disney fast pass. This is stuff that our software is being used for.
This year that I could not have imagined a year earlier in the remarkable thing was we did in just a matter of weeks and a small number of months and some solutions and that was really invigorating for all the product designers engineers at sales worse because we were moving really really quickly to respond to problems faster than even smaller companies and I think it's something that when we look at the cultural shift we've gone through in this pandemic we're thinking about hey, there's some parts of the cultural change we've gone through that we want to retain on the other side of this.
Endemic, let's talk about slack fascinating combination joining up with Salesforce. You've known slack CEO Stewart Butterfield for a while. So how did this deal come to be and to what extent was it influenced by the covid-19 environment by the conversations you're having with
customers. I've known Stewart for years for well over a decade. I started a social network called friendfeed back in the day. There was acquired by Facebook and
at that time Stewart was running a company called flicker which was a pioneering social photo-sharing site. I've known him for years and always deeply admired slack. I joked to him the other day lots of entrepreneurs set out to change the way people work and you actually succeeded and it's really a company and a brand, you know, it really has transformed the way so many of us work in our daily lives and it's always been a Brand. I deeply admire fast forward to 2020. You can't ignore the fact that the entire
Has gone digital overnight and the relevance of tools like slack in a world that is all digital in a world where people are working from anywhere in the world that I think won't snap back to the way it was in 2019. And I do think it influenced our perspective on what is the technology we want to be providing our customers three four five years from now and if you look across salesforce's portfolio, whether it's someone in the field trying to solve a problem and communicating with
Someone in a contact center or a command center for a marketing department or a Commerce Department. We really just felt like in this world that we've lived in now and that new normal coming out of this next year even once we're all vaccinated. We really felt like the combination of slack and Salesforce is customer 360. We actually did due diligence on the deal in a slack connect Channel, which was really interesting to showing the power of this platform to really connect digitally to every stakeholder in your business, Dan.
Question how it came together? We've been talking for years and it really felt like the right time right now for both Stewart on his side and for Salesforce and I do think that pandemic did influence it. We really have a thesis that this pandemic accelerated a lot of Digital Trends that existed before
one of the Digital Trends that seems to be accelerating in recent years. Even
before the pandemic is sort of
a closing of the gap between consumer technology and
Business is business technology is the slack dealer reflection that that Gap is being closed in different kinds of ways that the expectations are
different. I think so, I think your question is spot-on fundamentally. I think it all changed the day that Steve Jobs introduced the iPhone in 2007. Now all of a sudden you don't have your home computer in your work computer. You have a super computer in your pocket you're bringing to work every single day and I think it really
the bar higher for the experiences that were willing to tolerate in our Enterprise lives and I can get promise you every one of your listeners has texted someone they work with every one of your listeners has maybe reached out via WhatsApp to someone in Europe or India that they work with on a daily basis and I think these lines are really starting to blur slack took a lot of the user experience characteristics of consumer apps and they built it in a really Enterprise friendly way to they built in all the security and the
The compliance that we expect but from a user experience, it feels like a consumer experience and it's why I actually have you talked to happy slack customers. This is the single pane of glass that they look at all day long that connects every application at their company. And I think that's an incredibly powerful idea. We'll be back in a
moment after word from our sponsor Deloitte.
Obviously covid has wreaked havoc on many organizations Supply chains. Some of these organizations have crumbled to their knees because they can't get a screw to finish a product right there literally waiting for a one cent screwed because they're out of stock and they're on back order. We're back with Brian number an hour of Deloitte. He's been telling us how smart factories and smart networks are poised to disrupt manufacturing as usual and the pandemic is accelerating that disruption.
Ian the fact that they didn't have a dual Source or a different contingency plan in place, especially for those manufacturers that are building some of the most advanced products out. There is I think really being reconsidered at this point in time the key to getting that one son screw replace the old model of a supply chain with the new concept of a supply ecosystem. Supply chain links can be broken a supply network. It's almost like
D vs 3D thinking we actually used the word fabric because it has to be woven into the fabric of what you do getting away from the chain and thinking more about the ecosystem and the fabric of the network and how it can be more sustainable is going to be an ever increasing focus in the wake of covid-19. Manufacturers are looking for smart ecosystem Solutions. It's for them that Deloitte is rolling out the smart Factory a Wichita in conjunction with Wichita State University.
We're delighted to be in the midst of that conversation and I believe will be in it even more as organizations figure out how they want to invest differently to survive and thrive in the post pandemic world. How can an ecosystem Network even reverse engineer a needed part? We'll find out later in the show to learn more about the smart Factory at Wichita. Visit. Deloitte.com u.s. / smart Factory.
When you look at the future of work and the combination of Salesforce and slack in that, is there a super specific idea about what that future of work is going to look like or is it that the combination of these tools sort of provide more varieties of options about where it might
go when I look across the businesses we serve like sales and customer service and marketing. There's some really interesting opportunities and every one of those one of the big questions that every
Single CEO I talk to you now is are we all going to go back to the office on the other side of this really interesting question? So I'll give you some interesting statistics. So since this pandemic has started our employees on average have one point seven hours more medians every single day. Totally unsustainable. People are burning out sitting in front of Zoom screens all day long in June when we pulled our employees 23 percent of the employees wanted to return to the office only 23% so
At point in June will like oh my gosh. No one even wants to come back to the office. Now when we pull our employees at 72% Wow, people like get me out of here. My kids have run behind the zoom screen 12 times today. I've been singing the same chair for 12 months, you know, I want back. So I think the answer is going to be pretty nuanced. I talked to Matt mullenweg who's someone I deeply admire who runs WordPress which has the kind of unique position of having been a distributed company since its Inception and he made a comment to me at one point.
Asking him advice, which he said you're not experiencing distributed work right. Now, you're experiencing a pandemic and you know, I think the obvious question is what do we snap back to on the other side of this when it's not imposed upon us for health reasons, you know, what do we opt into and what we're seeing by and large is a more flexible environment for employees and employers. I think people want some of the flexibility of not having to go into the office every single day, but they want the opportunity to do so, I've talked to a lot of companies who are talking.
About recruiting from a much wider variety of places, which I think is an incredible opportunity to improve diversity and every company, but I think it's going to be a really nuanced implementation for every single company that I talked to but behind all that though is the importance of tools like slack which is when you have a company that is a hybrid model that has a flexible work approach having tools that really enable you to be your digital HQ are more important than ever.
That's just the employee experience you think about are you going to fly out to meet with a customer every single time you want a meeting now? Probably not right. You've had a year of proving that Zoom can work. Are you just going to flip that on you to set up a slack connect Channel?
When you look ahead at the talent mix that you want to have need to have at an organization like Salesforce. There was a point where of course if you were going on planes and you were meeting people face-to-face, there's certain kinds of talent you want the certain kind of training you want. This is
That get thrown up in the air to when you're now saying well maybe someones better on Zoom than they are in person or better in person than they are in zoom and you manage them differently. How does all that
shift around one of the things that I've observed in this pandemic is just the importance of every single one of our employees and every one of our customers really having a beginner's mind. That's a concept that Marc benioff likes to talk a lot about that. I've really tried to take to heart which is
try to go into every day and forget what you think, you know so that you can reimagine what your job is and the face of change and the pace of technological change social change business model change and I do think that when I look at all of our customers and I look at all of our employees the companies and the people who are willing to embrace change and reimagine themselves the more successful you are we have this privilege of being a technology provider so many great brands in the world.
What are some things that people don't talk enough about is really the change management of Technology rarely is the technology the hard part. It's the chains that is associate with all the human beings on the other side of that technology. That's the hard part. If you talk to a marketer 20 years ago versus a marketer today. It almost looks like a data scientist. And you know, I really think it requires a different mindset now. Hey, the job that I have is fundamentally to be a Storyteller, but the act of doing that's going to change.
I think in the face of the technology change that we've observed this year. I think that's going to be sort of the new normal for all of us, which is how do you Embrace about mindset of continuous learning in the face of all the changes around us re-skilling learning recognizing that as you said, I think we're all we're all just humans doing our jobs. It doesn't matter whether it's over Zoom around a conference room table, but the ability to succeed in the face of that change is something that's really a mindset shift that I think all of us need to
embrace so many things
I bet this year has been stressful Health economic social justice political unrest job losses and yet as you talk about the year for Salesforce, it sounds like there's been some achievements. Do you think of this as a hard year for Salesforce a bad year A Good Year. How do you think about what 2020 means for Salesforce? You'll never hear the word Goodyear
and 2020 together in a sentence coming out of my mouth. I can promise you that.
I will say that I do think that 2020 and any year of significant disruption. Maybe it's the financial crisis of 2008. Maybe it's the pandemic the economic crisis. The social dries is Crisis leadership crisis that we face this year. It's a time for people and companies who are resilient to adversity to grow. Maybe it's to gain market share against a competitor who is slower.
Then maybe it's a time to demonstrate to your boss or a colleague how resilient you are and to grow your career. And I do think that's true. Does it mean the year is good. Absolutely not this year has sucked beyond belief without qualification. I'll give you a great example of carmack's think it might be the largest reseller of used cars in the United States. They use technology to Pivot to actually do curbside pickup for used cars. They'll even drive to your house so you can do a test drive in a safe way.
It's the coolest thing ever and they're using the Salesforce platform to facilitate all this what I love about stories like that is what a great example of a company that in a sector that should have been really severely impacted by this pandemic saying hey, we're going to lean into this to transform our customer experience in the face of adversity and really grow your brand loyalty and the face of just unprecedented change. We've tried to take advantage of this moment to help our customers be successful in a time when our software is more relevant than ever.
Our and I hope that in a year from now two years from now is the world is recovering from this horrible year the fact that we've made so many of our customers successful in a time when success is not easy to come by that that is a sort of a foundation of trust that we can build upon when the economy recovers.
Do you feel any different sense of responsibility as a leader in a time like this as a business
we host a weekly broadcast on Twitter called leading through change.
I love hearing from different leaders and different Industries answering that exact question. I do think it's been probably the most challenging year for me personally that I've ever had in my career. I'd say one of the things that's been the most challenging is just how personal this year has been for every single one of the people at Salesforce. Some people are living alone and Incredibly lonely. Some people like me have three kids under the age of 11 and are trying to become a teacher and do your job at the same time and it's totally unsustainable.
Some people have family members who are vulnerable from a health standpoint. Some people have had family members pass away from this pandemic. Some people have had family members pass away from something completely unrelated and weren't able to see them because the pandemic most day-to-day work life and personal life. You have a lot of common context, you know, you're both hanging around the consummate water-cooler having a conversation. Now, I realize that the person on the other side of that Zoom meeting is going through something intensely personal that I
No knowledge of I really think it's forced a degree of empathy that I think all of us need to do our jobs every day that I think is healthy in the sense that empathy is healthy. But you also realize just amount of trauma that everyone's going through this year. Our employees have been reporting mental health issues at a higher rate than we've had any other year. We've really tried to lead into that with employee programs. But no number of mental health programs is going to solve what is fundamentally just a really challenging year. So
so we've tried to just focus on our employees focus on our customers and focus on each other and focus on our communities and hope that we can sort of weather weather this storm, which I really am hopeful with all the vaccine announcements and the spirit of some of the good things that can come out of this. I would hope that the empathy that we've gained this year is something that we can actually capitalize on when things are less hard coming out of it the first earnings call that we did in the midst of this pandemic after two one Parker Harris one of our co-founders.
Their earnings call mentioning that as impersonal as it's been to be staring at a screen all day. We're also staring into each other's living rooms and he said I think I've learned more about my colleagues in this pandemic that I've known for the past, you know, 5 or 10 years. I thought I was really sort of touching moment because I think it's one of the things that's helped me personally as a leader get through. This is just those personal connections. I have with my customers and my colleagues I've gotten to know people I think in a deeper way than I had in previous
years. Yeah. There's a great irony and the
it's that we have from each other and yet at the same time, we're inviting each other into our homes. Our living rooms are bedrooms with the level of intimacy that we didn't used to necessarily open up to work colleagues.
Yeah. I know every pet and kid that every single one of its
great. You mentioned vaccines. Everyone is focused on vaccines right now. Are you trying to obtain vaccines for your team members?
Well, we're focused on is actually vaccine management for the world. So just like our platform.
Form was leveraged for contact tracing early in this pandemic one of the announcements. We had a month or two ago was work.com for vaccines, which is a vaccine management platform to help with what will be the most complex logistical problem. I think we've ever faced as a society which is vaccinating the world and when you look at the logistics of not only distribution of vaccines and the collaboration between clinics Physicians patients, but also,
Oh the boosters and tracking that and making sure that people are actually getting on time. It's probably the most important problem. The world is facing right now and a problem that software can really help with so it's something we're really excited about I think, you know obviously will be some vulnerable members of the Salesforce population who are high on that list, but we're focused on our communities right now, and I think it's exciting to be able to have our software play a part in this vaccine distribution.
Are you hearing anything from customers about how they're going to vaccinate their?
Own employees and whether there's interest in product about that,
we're definitely seeing most of the energy right now in the public sector so capabilities like a public health Command Center Inventory management the employment scheduling clinical vaccine Administration outcome monitoring, which is also really important as this thing gets distributed more widely right now. It's a this is largely a public health initiative, but one thing that we've learned from our work.com platform early on is just
The importance of employers as it relates to Public Health right now the idea that I would do a health check in for my employer before I go into work would have been totally foreign to me pre-pandemic but now for those listeners who are going back into the office, it's totally the cultural norm asking if you have fever like symptoms or perhaps even taking an antigen test as you walk into the office, so I would say as we develop these platforms were fundamentally focused on helping communities recover from the pandemic.
But also recognizing that actually a lot of these Solutions are relevant in the private sector just given how much time we spend in the
workplace. What's at stake in this moment
this year has been a defining moment in Salesforce is history one is just our ability to respond to crisis and I think that the company has a lot of confidence right now and our ability to respond to the changes around us and our ability to lead through change and help our customers succeed through change.
The other thing is that the importance of our technology to our customers has really been Amplified and I think it is really clarified. What's important for Salesforce to do in the future and we think about what does it mean to build a customer 360 and build your customer experience? I can tell you that shifted this year digital is more important than ever. Right and it's really been clarifying for us how important it is that we're doing what are doing and really helping companies get back to growth and then the other thing is I think the
And so stakeholder capitalism. We've talked a lot about this as a company and we've evangelized this as a company which is we're here to not just serve our shareholders, but really to serve all of our stakeholders and whether it was Distributing personal protective equipment changing our purchasing policies to help support black-owned businesses. Those actions are more important than ever before and recognizing the importance of companies to help societies recover from crisis and recognizing the importance of our role in
In that and I think our employees and take a lot of pride in the fact that we haven't sat on the sidelines. It was notable. Actually the first video in our dreamforce keynote two weeks ago wasn't a video about our technology. It was a video about us Distributing masks and PPE to doctors and I think that really reflects the values of our company that I think are more important than ever before especially in the face of a pandemic
is dreamforce going to look different next year.
I promise you it will first
I hope we're all back in San Francisco and thanks to the incredible scientists who are making these vaccines. I think that seems very likely but I don't think things are going to snap back to the way they were we've learned so much about digital events this year. And what's cool about them is I think we had about a hundred forty million people watched the dreamforce keynote on Twitter 140 million. Well, we can fit a hundred forty million people in San Francisco. No matter how hard we tried right? So what an amazing opportunity to say
Say what is our digital dreamforce look like next year coupled with a physical dreamforce as well. And I really think that's the formula when I talk to companies that have gone through this year and have their business models significantly disrupted is to not go back to the old business model on the other side of it which is to say what new opportunities there's adversity of 2020 teach you. I think I see a lot of opportunities for companies to grow and accelerate out of this pandemic who really lean into those changes.
Well, thanks so much for taking the time and sharing your
experiences with our listeners. Really appreciate it. Thanks Bob.
And now a final word from our sponsor Deloitte. We're back one more time with Brian of an hour of Deloitte. He's been telling us how manufacturers are rethinking their supply chains as Supply ecosystems one way is to partner with a vendor that makes digital twins exact virtual replicas of physical products digital twins.
Are a big deal think about a helicopter you might have a production line of a hundred units, but no two units are alike because of the inefficiencies of the manufacturing process for when those assets were produced over a decade two decades ago. When you need to 3D print a part for number 57 manufactured in 2004, and it's in Juneau if you had a digital twin of number 57 you could do that Wichita State is doing some reverse engineering.
Digital twin work for the Department of Defense. They're doing that because some of these assets they may have been manufactured to get a useful life of 20 years. Well now we need 30 years and it's going to save the average tax person a lot of dollars in the future. If you think about an auto manufacturer simulating a test drive with a digital twin or an engineer guiding Factory repairs while looking at a 3D replica hundreds of miles away that will save the environment as well. Those smart ecosystem can
create solutions to think and act a little differently and can only just do the right thing reduce carbon emissions or put less waste into landfills. And these capabilities are going to help drive all of that and more to learn more about the smart Factory at Wichita. Visit Deloitte.com /u s / smart Factory Masters our scale rapid response is a wait what original the show is recorded remotely using sanitized audio gear.
It's hosted by me Bob safian masters of scales editor at large and massive scale host Reid Hoffman. Our executive producers are June Cohen and daren't riff are supervising producer is Jay Punjabi. Our producer is Jordan McLeod scripts by Christina Gonzalez original music and sound design by Ryan holiday and Daniel nissenbaum audio editing by Keith Jay Nelson and Lena solisten mix
And mastering by Brian Pew special thanks to Emily McManus Sarah Sandman Adam. Heiner Kelsey Capitano, Tim Cronin Charlie Meneses and Sayid sap Eva visit masters of scale.com rapid response to find the transcript for this episode and be sure to subscribe to our email newsletter.
