Speaker 1: I'm off my game today. No, you're not. People are
Speaker 1: going to have to start making better content. I think
Speaker 1: we're gonna be talking about this for a long time.
Speaker 1: When you program for everyone, you program for no one.
Speaker 1: I think it's at we'd purpose driven platform, like we're
Speaker 1: trying to get to substance? How was that? Are you
Speaker 1: happy with that? This is marketing therapy right now? It
Speaker 1: really is? What's up? I'm Laura Currency and I'm Alexa Kristen.
Speaker 1: Welcome back at Landia. Today we have a Australian that
Speaker 1: became a New Yorker. She was the CMO of Tischmann's
Speaker 1: Spire and she oversaw the complete rebranding and reimagination frankly
Speaker 1: of Rockefeller Center. MICHAELA Solar March is here today. We're
Speaker 1: really excited to have Michaela. And since we recorded with her,
Speaker 1: she has taken a new role and is moving back
Speaker 1: to Australia. We're very sad to lose her. Will miss you.
Speaker 1: We will miss you definitely. We will stay in touch.
Speaker 1: She's moving back to Australia in a new role as
Speaker 1: Chief Marketing Officer of Molus Australia Hospitality Group. And I
Speaker 1: think with this episode Mikhaela has really spent time and
Speaker 1: it doesn't really matter where she was, but I think
Speaker 1: with some of the most iconic spaces. Before she was
Speaker 1: at Tishman Spire and Rockefeller Center, she was at the
Speaker 1: Soho House and ran global programming and really started to
Speaker 1: think about community space commerce together and has a really
Speaker 1: interesting perspective on it that I think vibes with a
Speaker 1: lot of things we've been saying over this last year
Speaker 1: on the show around creation and ownership, not just creating
Speaker 1: for a transaction, but really pushing into what she'll call placemaking,
Speaker 1: and we'll talk more about that. I think it's a
Speaker 1: really interesting place to click in on Alexa when you
Speaker 1: use the word placemaking and really thinking about hospitality. There's
Speaker 1: a really interesting lens to put on top of the
Speaker 1: role of marketing both now and in the future, and
Speaker 1: thinking about is the role of chief marketing officer not
Speaker 1: just rolling up now communications potentially product etcetera, and so forth,
Speaker 1: but actually hospitality and so much of that being driven
Speaker 1: by the increasing importance of not just being in the
Speaker 1: game or being in the business of driving people to
Speaker 1: a website to transact, driving people to um subscription or
Speaker 1: membership as part of service, but actually thinking about community
Speaker 1: building and what you need to create or program for
Speaker 1: as Mikhayla is going to talk about, to create a
Speaker 1: space where that sort of ongoing dialogue, conversation, communication is happening,
Speaker 1: and does that move the role of marketing from this
Speaker 1: push poll mechanism to really the cyclical how you're thinking
Speaker 1: about feedback by in shareholder and what that means in
Speaker 1: terms of community developed an ongoing relationship between consumer and
Speaker 1: brand and Michaela not only has created a really strong
Speaker 1: network of artists, creators, business people, real estate folks through
Speaker 1: her role at t Schman Spire, she has used that
Speaker 1: input to do something that I'm not sure has been
Speaker 1: really well recognized. Um you and I spent a lot
Speaker 1: of time with her at Rock Center. I used to
Speaker 1: when I was at GE we had actually an office
Speaker 1: at our office was at thirty Rock, So I spent
Speaker 1: a ton of time at Rock Center. And at the time,
Speaker 1: this is back in I was at Rock Center all
Speaker 1: the time and it was that kind of feeling of
Speaker 1: like going to Times Square right Rock Center, I've got
Speaker 1: to get through the foot traffic there didn't seem to
Speaker 1: have a sense of a real that New York state
Speaker 1: of mind, that New York feeling, those gems that are
Speaker 1: hidden in that space. What Michaela has done, and what
Speaker 1: Michaela did with that space and the thinking around the
Speaker 1: design and the programming opening up spaces like she's reopened
Speaker 1: spaces in Rock Center that we're closed off for years.
Speaker 1: She's reimagined things. One of the reasons Michaela actually got
Speaker 1: in touch with us was because she was thinking about
Speaker 1: creating a recording studio in an old newsstand in one
Speaker 1: of the Rock Center buildings, and she did it. But
Speaker 1: what's interesting about this there is an infusion of New
Speaker 1: Yorkers where that vibe of kind of authentic New York
Speaker 1: has come back and is continuing to grow at Rockefeller Center.
Speaker 1: And what happens is is now community the kind of
Speaker 1: unlikely New Yorker who would say, no, I don't want
Speaker 1: to meet at Rock Center because it's a tourist trap
Speaker 1: and a tourist attraction is now saying not only do
Speaker 1: I want to meet there, I want to work there.
Speaker 1: I want to shop there, I want to create there.
Speaker 1: And what's exciting through the conversation you and I had
Speaker 1: Laura last night in this morning pre show was what
Speaker 1: does that start to look like when companies, corporate and
Speaker 1: marketers are thinking about co ownership of space with their customer,
Speaker 1: with their fan, with their creator. Go back to our
Speaker 1: last episode, This is not a drill. This is not
Speaker 1: a drill. This is going to happen, and it's happening
Speaker 1: with Doabs and we'll talk about those things and Web
Speaker 1: three and we'll talk about those things more. But to
Speaker 1: take kind of traditional marketing and start to aim it
Speaker 1: towards a new trajectory. I think michaela is actually a
Speaker 1: great example of taking one of the most traditional assets
Speaker 1: in the world, Iconic, and starting to really rethink it
Speaker 1: and rethink it along the lines of true community, content
Speaker 1: and commerce. As you were talking and as somebody who
Speaker 1: who was working with you during those years and knows
Speaker 1: that commute, well, I was thinking about how it was
Speaker 1: a backdrop or it was a place I had to
Speaker 1: go to, and what you're drawing a sort of transition
Speaker 1: to is a place I get to go to, a
Speaker 1: place I want to go to. And no different whether
Speaker 1: you're an e commerce brand, you're in the service business,
Speaker 1: you're uh, you know, running a club, um, you have
Speaker 1: a sports team, right, how do we get to the
Speaker 1: I get to go to I want to go to,
Speaker 1: versus I have to go to And that's the transition
Speaker 1: from transaction right to experience to hospitality. And it's interesting,
Speaker 1: as MICHAELA will talk about in this episode, thinking about
Speaker 1: from the point of entry all the way through to
Speaker 1: the set design. I'm thinking about candles and menu and
Speaker 1: font and patterns and all of these things that are
Speaker 1: the aesthetic that helps to emphasize the narrative. And with that,
Speaker 1: MICHAELA solar Mark, we'll be right back. All right, ed Landia,
Speaker 1: we are back with our partners that yield Mo. If
Speaker 1: you remember, we spent our first mini series talking about
Speaker 1: how yield Mo works with brands to make audience attention
Speaker 1: actionable and in this mini series we take on how
Speaker 1: contextual targeting is being reimagined as brands make every interaction
Speaker 1: with their consumer meaningful. Welcome Lisa Bradner, GM of Data
Speaker 1: and Analytics from yield Mo. Thank you so much, great
Speaker 1: to be back. Always great to talk to you guys. So, Lisa,
Speaker 1: I consider myself to be a fairly strategic and creative
Speaker 1: media buyer. I would say you are yes, thank you, um,
Speaker 1: but but as we're having this conversation, you know, I'm
Speaker 1: thinking about some of the traditional processes and structures that
Speaker 1: exist and how those need to be disrupted to really
Speaker 1: achieve the level of granularity and specificity you're talking about
Speaker 1: in terms of getting to real time, closer to real time,
Speaker 1: more integrated, all of the inputs right that are required
Speaker 1: to achieve the type of success that we're talking about.
Speaker 1: In my mind, I'm seeing these ships from planning seasonally
Speaker 1: to planning situationally right, thinking about moving from transaction to
Speaker 1: thinking about transformation. What are three things you would click
Speaker 1: on for marketers to start today right? Like? What are
Speaker 1: the three fundamental must dues or takeaways for brand marketers, creatives,
Speaker 1: buyers to get closer to context? Not in any particular order.
Speaker 1: There are words that we've talked about before, but I
Speaker 1: think are worth revisiting. Leadership and ownership of the customer experience.
Speaker 1: Far too many samos, I'll just say it, they love
Speaker 1: going to their creative agency. They don't spend as much
Speaker 1: time with their media agency. They don't spend nearly the time, blood,
Speaker 1: sweat and tears on media plans that they do on
Speaker 1: creative plans, and they should be integrating those meetings and
Speaker 1: having both and leading that charge. Don't bring me a
Speaker 1: creative idea without a media plan with it. Don't bring
Speaker 1: me a media plan without understanding how the creative phase
Speaker 1: is in. Cmos can be driving that by demanding that
Speaker 1: out of their agencies, and they absolutely should, so leadership
Speaker 1: around that integration is critical. I'm going to say a
Speaker 1: degree of serendipity in the sense of I think what
Speaker 1: audience data got everybody hung up on is that there
Speaker 1: is a rational answer to every marketing problem. People are messy.
Speaker 1: We buy things for non rational reasons. Were emotional. Sometimes
Speaker 1: we like an add sometimes we hate it. Sometimes it's
Speaker 1: just late enough at night and we're board, so we
Speaker 1: buy stuff. I think marketers have to step back and
Speaker 1: think about serendipity, how to drive it, and how to
Speaker 1: know when it's happening. I think contextual signals that are
Speaker 1: attuned to that can be a critical part of Hey,
Speaker 1: I'm seeing something here. I'm seeing a spike in a
Speaker 1: lot of metrics that are happening right now. Something's going
Speaker 1: on with that execution, with that creative right now, Let's
Speaker 1: double down and figure it out. So to use the data,
Speaker 1: but use the data to inform serendipity so you know
Speaker 1: what's going on. And kind of along those lines, the
Speaker 1: last thing I would say is common sense. Right there
Speaker 1: is art to what we do and common sense about
Speaker 1: as a consumer. What do I mean we are? What
Speaker 1: I've always loved about being in marketing is we're all consumers.
Speaker 1: We all know what it is to see an ad,
Speaker 1: to buy a product, to be in a store, to
Speaker 1: do all these things. So step back and think about
Speaker 1: the experience you want to have and think about how
Speaker 1: to bring that experience through to your brand and not
Speaker 1: at all like you know something, We're not always the
Speaker 1: target audience for our own products, but we're at a
Speaker 1: human level. How do I want brands to show up
Speaker 1: for me? When do I want to hear them? What
Speaker 1: makes a great brand experience for a brand that I'm
Speaker 1: loyal to? How do I want brands to show up
Speaker 1: for me? And how do I make sure as a
Speaker 1: brand that's how I show up? Thank you, Lisa Bradner
Speaker 1: and our partners at yield MO. Looking forward to having
Speaker 1: you back for the last part of our four part
Speaker 1: series What's Up bad Landia. We are back in this studio,
Speaker 1: the Virtual Studio with one of our favorite people, MICHAELA.
Speaker 1: Solar March, the CMO of Tishman Spey. Are welcome, Micham.
Speaker 1: We've got a lot of accents on this show. I
Speaker 1: didn't notice. MICHAELA is our Aussie, our Bossy Auzzy, one
Speaker 1: of our favorite You are the first. You're our first Aussie.
Speaker 1: It's after the floodgates are open. Our mutual friend Roth
Speaker 1: Martin who introduced us. Because you listen to the show.
Speaker 1: You would recently take in the chief Marketing Officer role
Speaker 1: at Tishman Spire and one of the core assets. So
Speaker 1: if you don't know, Tischman Spire is the largest real
Speaker 1: estate company in the world with some of the best
Speaker 1: known and most valuable assets in space and buildings in
Speaker 1: the world. MIKHAELA, how big is it in assets unto management?
Speaker 1: We have fifty six billion in assets on the management
Speaker 1: right now and as part of those assets, you manage
Speaker 1: Rockefeller Center, which is one of the most well known
Speaker 1: in the world spaces in the heart of New York City.
Speaker 1: So we just got to see you in person, which
Speaker 1: was amazing at one of your new spaces that you
Speaker 1: just launched in Rock Center six twenty loft and Garden.
Speaker 1: You had a lunch there. Stunning, stunning. It's so beautiful,
Speaker 1: isn't it. So six twenty Loft and Gun has been
Speaker 1: open for a really long time, but predominantly as a
Speaker 1: wedding venue. Yeah, So if you're getting married in New York,
Speaker 1: you know six twenty. But if you're not getting married,
Speaker 1: or you got married a long time ago like me,
Speaker 1: it's not on your radar. So the lunch that you
Speaker 1: guys came to was a pop up that we're doing
Speaker 1: with local restaurants to to sort of re energize that
Speaker 1: space and reintroduce it to New Yorker's Let's use six
Speaker 1: twenty as a great jumping off point because how you've
Speaker 1: thought about spaces, experiences, creating community um is something that
Speaker 1: you've been doing for a while. To tell us kind
Speaker 1: of how you came to Titium Inspire, what was the
Speaker 1: what was the kind of non linear pathway there? I was.
Speaker 1: I had a friend who was consulting Petition Inspire at
Speaker 1: the time, who had been in hospitality. He'd worked at
Speaker 1: Soho House, which is where I knew him from. He'd
Speaker 1: worked at Noire House, and then he ended up working
Speaker 1: on the West Coast supporting some of the new hospitality
Speaker 1: initiatives that our CEO had been pushing at the time,
Speaker 1: and he recommended me for the CMO role at Rockefeller Center.
Speaker 1: To start with. It wasn't the holistic portfolio of our
Speaker 1: family of assets. It was really focused on Rock Center
Speaker 1: and reimagining and reinvigorating Rockefeller Center. And when dishmonds By
Speaker 1: first called me, I said, no way, that place is
Speaker 1: not for me. Rock Center isn't cool, it's not relevant.
Speaker 1: I don't know how, I don't know what I could
Speaker 1: bring to the table. And the recruiter said to me
Speaker 1: is sort of these very traditional recruiter conversations. The recruiter
Speaker 1: said to me at the time, please come with me
Speaker 1: with these guys, because it doesn't matter that you don't
Speaker 1: come from the commercial real estate world. They want to
Speaker 1: do things differently. At the time when she had reached
Speaker 1: out to me, I was running programming, brand UM and
Speaker 1: sort of member experience for the Soho House group globally.
Speaker 1: I was based in New York, but running that for
Speaker 1: UM the whole suite of properties and hotels and a
Speaker 1: lot of our restaurant spaces all over the world, and
Speaker 1: I was traveling all the time. So the two things
Speaker 1: that sort of sparked my interest about the Rockefeller Center position.
Speaker 1: One was this idea that a legacy asset could reimagine
Speaker 1: itself and re engage New York in a meaningful way.
Speaker 1: And the other was that I maybe wouldn't have to
Speaker 1: travel as much because I had really young kids. Well
Speaker 1: at the time, I had a young kid. Now you
Speaker 1: have another young kid. Now I have another young kids,
Speaker 1: two young kids, and I really missed traveling. So there
Speaker 1: it comes full circle. But yeah, so, I mean I
Speaker 1: had been at SOH House, so space and and UM community,
Speaker 1: and the connection between those two things had always been
Speaker 1: of um major importance and a real fascination to me.
Speaker 1: The idea of programming experiences and creative culture within an
Speaker 1: environment that facilitates the best community connection that matters to me,
Speaker 1: and it was something that I love to do at
Speaker 1: Soho House, and I was really intrigued by the idea
Speaker 1: of doing that within a larger, slightly more structured, far
Speaker 1: more traditional environment, which is definitely commercial real estate. They've
Speaker 1: never done stuff like that, and it was there was
Speaker 1: a real appetite to do things differently and to re
Speaker 1: engage tenants in a way that UM felt more relevant
Speaker 1: for the future. So, Mikaela and thinking about community and space,
Speaker 1: I have to imagine that programming please a pretty critical
Speaker 1: part of obviously leveraging the space to create community. UM,
Speaker 1: can you talk to us a bit about the role
Speaker 1: of programming in space and how that can potentially make
Speaker 1: or break a community's experience. Programming used to be seen
Speaker 1: as events, and the more that hospitality became a thing
Speaker 1: and members clubs were introduced and coworking spaces were introduced,
Speaker 1: and this industry took off in the way that it
Speaker 1: did sort of you know, in the last ten years,
Speaker 1: really concentrated in the last six or seven UM programming
Speaker 1: as a concept sort of air quotes. Programming became a
Speaker 1: lot more relevant because people started to recognize that it
Speaker 1: wasn't just about hosting an event. It is the opportunity
Speaker 1: to curate people and experiences within spaces that were truly
Speaker 1: additive to that community, whether it be for education, mentorship, networking, UM,
Speaker 1: community building, whatever the desired outcome. Programming became the sort
Speaker 1: of catch or for getting people together and creating experiences
Speaker 1: that had a pre event, at event and post event
Speaker 1: UM meaning for the audience whoever that audience might be.
Speaker 1: The evolution of that, I think in the last couple
Speaker 1: of years has become placemaking, which has always been a
Speaker 1: thing in commercial real estate, but more and more is
Speaker 1: starting to be adopted by cities and UM, both local
Speaker 1: and state governments and within the sort of the broader
Speaker 1: real estate world. And placemaking is if you have to
Speaker 1: sort of break it down, all of these various elements
Speaker 1: that UM added up create the experience that you might
Speaker 1: have within a space. So UM, if you think about
Speaker 1: the hospitality elements from the furniture and the law and
Speaker 1: in and the music and the you know, um, the
Speaker 1: hosts in a lobby, to the types of retail and
Speaker 1: the retail merchandizing that you might engage with two the
Speaker 1: tenant mix makeup, to the landscaping, to the interior design,
Speaker 1: to the I mean you name it, the creative that
Speaker 1: you see. It's all of those various elements together. It's
Speaker 1: interesting to think about how you're not just programming in
Speaker 1: terms of speakers or menu, you're programming in terms of
Speaker 1: aesthetic to communicate a narrative or an energy. It's like
Speaker 1: set design. Yeah, and that includes the people too, because programming.
Speaker 1: You've really got to curate the types of people that
Speaker 1: you're engaging for the various you know, whether it's the
Speaker 1: space or the audience. Um, it's really about the people too.
Speaker 1: Who's in that room and why and what are they
Speaker 1: taking away from that experience? When they came to you
Speaker 1: and said we want you to think differently about this,
Speaker 1: did they say we want to have a different audience,
Speaker 1: we want to have different interaction or different we want
Speaker 1: to get too, different types of people and bring different
Speaker 1: types of people into Rock Center that we haven't seen.
Speaker 1: Because Rock Center is a majority, it's either you're working
Speaker 1: there or you are a tourist. The brief was far um,
Speaker 1: it was far less specific. It was incredibly broad because
Speaker 1: they didn't actually know what they wanted. They just knew
Speaker 1: that they had an opportunity to do things differently and
Speaker 1: robbed the CEO of Tishman Spier, who's an incredibly inspiring
Speaker 1: person and a real visionary, and he had the vision
Speaker 1: for Rock Center. He wanted this to be a place
Speaker 1: that New Yorkers wanted to be. But outside of that,
Speaker 1: you know, um, outside of that, he didn't know what
Speaker 1: that meant how to achieve it. I think that was
Speaker 1: the first UM That was the first hook for me,
Speaker 1: the really exciting opportunity about working with Tishman Speyer. The
Speaker 1: portfolio is so vast and the global reaches just deeply impressive.
Speaker 1: But the chance to help shepherd this iconic legacy asset
Speaker 1: into its next chapter and ensure it's relevance for the future,
Speaker 1: I felt like something I could just not pass up.
Speaker 1: So you have balanced and I love for I think
Speaker 1: we would love to get into the the pain of
Speaker 1: this because I've done it as well, the pain of
Speaker 1: balancing big legacy legacy company that is conservative, right and
Speaker 1: conservative probably for a lot of reasons, even though that
Speaker 1: doesn't mean the innovation is excluded from that. But it's
Speaker 1: hard to get through with being tip of this spear
Speaker 1: and creating not only a space, but an experience that
Speaker 1: really refreshes the reputation. What have the struggle has been
Speaker 1: in terms of being a marketer that's really trying to
Speaker 1: innovate in a legacy space. Just focusing on Rock Center
Speaker 1: for now. I think for me where I found success
Speaker 1: was both the high and the low, like finding the
Speaker 1: the really big picture creative thinking that the strategic visioning
Speaker 1: that could UM help guide decision making across the organization
Speaker 1: while also finding those very tactical interventions that were proof
Speaker 1: points for the larger strategy. One of the reasons that
Speaker 1: I had hired Russ, which is how we met in
Speaker 1: the early days, was to help reimagine rock Center in
Speaker 1: the at its care with a brand new belief system.
Speaker 1: There hadn't been an articulation of what Rockefeller Center wanted
Speaker 1: to be its mission and place in the world and
Speaker 1: how that could come to life for the various audiences
Speaker 1: that it's of, and we really engaged Ross at the
Speaker 1: time he was at Blackbird, before Blackbird became known to
Speaker 1: do the strategic positioning for Rockefeller Center. That was a
Speaker 1: massive undertaking and as you're saying, or as you're sort
Speaker 1: of suggesting, um a a real a challenge, a creative
Speaker 1: and exciting challenge, but a challenge nonetheless, shepherding that through
Speaker 1: a very traditional organization, not only traditional in the way
Speaker 1: that it was structured, but in the way that they
Speaker 1: had been doing things. It had been the same way
Speaker 1: for a really long time, and someone like me had
Speaker 1: never worked here, and that was exciting and really really
Speaker 1: difficult for a lot of people as that was being
Speaker 1: sort of carried through as we were working on that
Speaker 1: and then finding the key stakeholders internally and taking everybody
Speaker 1: on that journey. It was really co authored by all
Speaker 1: of my stakeholders internally, and I'm really proud of that.
Speaker 1: Fat everyone got excited, saw the opportunity and got on
Speaker 1: board and helped create what we now have as the
Speaker 1: strategic positioning for Rockefeller Center as this asset. But we
Speaker 1: also found these like small moments that would, as I said,
Speaker 1: become the proofpoints. You've got to find those small, very
Speaker 1: tactical moments that allow you very cheaply and quickly to
Speaker 1: affect the strategy so that people can see it in
Speaker 1: real life and see how it relates to their every
Speaker 1: day So, out of curiosity, can you give us a
Speaker 1: thirty thou foot snapshot of what that positioning was pre
Speaker 1: working with an agency to post. Interestingly, most people don't
Speaker 1: think of Rockefeller Center as as broad of a campus
Speaker 1: as it is, and they don't understand the various components
Speaker 1: that make up this place. It's twelve buildings across six
Speaker 1: city blocks two acres. It's one of the biggest privately
Speaker 1: owned land masses in Manhattan. I think the biggest outside
Speaker 1: of perhaps Hudson Yards and Central Park. Rock Center isn't
Speaker 1: just a collection of attractions and some public space. It's
Speaker 1: one of the biggest office complexes in the city. It
Speaker 1: has entertainment areas, it's got events venues, it includes a
Speaker 1: rainbow room. We've got the various um parks on our rooftop,
Speaker 1: including a new park on the roof of Radio City.
Speaker 1: It's there are all these various components that make up
Speaker 1: Rockefeller Center. So if you think about who works at
Speaker 1: Rockefeller Center, You've got facilities people, You've got property managers,
Speaker 1: you've got leasing teams, you've got retailers, you've got events coordinators,
Speaker 1: You've got everything that essentially anyone that works in a
Speaker 1: small city works at Rockefeller Center. So without a clear
Speaker 1: articulation of the purpose of the brand or a north
Speaker 1: star for everyone to work towards, it's really hard to
Speaker 1: get everybody on the same page. In partnership with Blackbird,
Speaker 1: a real a clearly defined mission and vision for Rock
Speaker 1: Center and its future. There wasn't any internal alignment. More broadly,
Speaker 1: people thought that they were all rowing in the same direction,
Speaker 1: but there wasn't a guidebook, and there wasn't something that
Speaker 1: people could have as their own, helped them with their
Speaker 1: decision making every day, and the output of that exercise, well,
Speaker 1: just to give people those tools. I think what you're
Speaker 1: saying is super important as you think about that role
Speaker 1: of north Star going far beyond marketing organs right, thinking
Speaker 1: about as you said, the sales team, thinking about operations
Speaker 1: and how important it is for that north Star not
Speaker 1: to just be bought in for the sake of your
Speaker 1: next holiday campaign campaign. Yeah, this isn't about branding. So
Speaker 1: can you talk about that process of getting everybody on board?
Speaker 1: What was that positioning and then how does it go
Speaker 1: to next generation of Rockefeller Center. I'll give you a
Speaker 1: really tactical example. One of our core values coming out
Speaker 1: of that brand EXERSI really we were creating the ethos
Speaker 1: for everyone to their execute in their day to day
Speaker 1: out of that exercise. UM, one of the core brand
Speaker 1: values for Rockefeller Center is authentic new York. And it
Speaker 1: lets the programming teams, the sales and leasing teams, the
Speaker 1: retail merchandizes. It lets everyone have that as a benchmark.
Speaker 1: Is this retailer authentically new York? Is this tenant authentically
Speaker 1: New York? Is this event authentically New York and whatever
Speaker 1: that means to you, I know that's a little bit nebulous,
Speaker 1: but it helped people with decision making. There was so
Speaker 1: much opportunity and so much potential that it was almost
Speaker 1: overwhelming for everybody. And having this shared mission was so empowering,
Speaker 1: and it has meant that we've had real success in
Speaker 1: the last three years since it was launched because everybody
Speaker 1: knows why they are doing what they're doing and why
Speaker 1: it's important, and everyone's speaking the same language. And interestingly,
Speaker 1: right when I started, this type of exercise was very
Speaker 1: new Fetishman spy a let alone. Rockefeller Center marketing had
Speaker 1: always been seen as a a function of the leasing team,
Speaker 1: which I think is traditional within the commercial real estate
Speaker 1: very much so, and so marketing was seen as you
Speaker 1: were saying lauras like a logo and a leasing brochure
Speaker 1: and maybe a splash page, but it was all It
Speaker 1: was very transactional, and it was the first time that
Speaker 1: we really considered marketing as truly additive at the enterprise
Speaker 1: level and strategically driving the business decision making for the future.
Speaker 1: And it repositioned marketing for the organization so that this
Speaker 1: wasn't just a logo and a color palette and a
Speaker 1: cool tagline for the next holiday campaign. Right, but it
Speaker 1: became really foundational to what we did, why we did it,
Speaker 1: and how we did it. Did it get to a
Speaker 1: place where you were defining these are the types of
Speaker 1: retailers that share this ethos. Yeah, and like defining what
Speaker 1: authentically New York is and yeah, and if you look
Speaker 1: at if you came to the campus three years ago
Speaker 1: and you walked around today, it would be so radically different.
Speaker 1: When I was working at B Video and I had
Speaker 1: I was working on a thirty five dollar budget, uh,
Speaker 1: my salary that I was getting paid. When I first
Speaker 1: moved to New York, there were a lot of big
Speaker 1: corporate retailers, mall tenants. Yeah, a lot of mall tenants.
Speaker 1: It felt like a it felt like a mall. It did.
Speaker 1: And now if you walk around, there are independently owned businesses.
Speaker 1: The first female independently own retailer has opened at Rock
Speaker 1: Center and we now have three there is Yeah, there's
Speaker 1: a lot of New York independent retailers. There's a lot
Speaker 1: in the hospitality space, so former soft goods spaces have
Speaker 1: been converted to restaurants and bars, it's a really exciting time.
Speaker 1: And I'm hoping that these retailers become the magnets for
Speaker 1: the New York creatives and the types of New Yorker like,
Speaker 1: not even the New York creatives, like I just hope
Speaker 1: that these retailers become a magnet for New York because
Speaker 1: New Yorkers want to be where other New Yorkers are.
Speaker 1: And these are the types of retailers that we truly
Speaker 1: believe resonate with with New Yorkers. The you know, the
Speaker 1: small independent bookseller or the great coffee shop that does
Speaker 1: that perfect light a that you get every morning, or
Speaker 1: the guys down the road that do your perfect cocktail
Speaker 1: for your you know, Thursday five o'clock happy hour, like
Speaker 1: those are the types of people that we have invited
Speaker 1: to be part of our future and really excited that
Speaker 1: a lot of a lot of the partners that we've
Speaker 1: signed on really get what we're trying to do, and
Speaker 1: they're excited by the vision and they share our same
Speaker 1: hopes for this place and for this city. And if
Speaker 1: you think, now I'm ranting, but if you think about
Speaker 1: the few the sort of like what m post transactional
Speaker 1: space looks like in a COVID and post COVID world.
Speaker 1: You used to go into a store and buy something.
Speaker 1: That doesn't really happen anymore. Now it's about experience, it's
Speaker 1: about brand, it's about storytelling, it's about creative content. How
Speaker 1: do you re merchandise these spaces that I mean, let's
Speaker 1: be honest, Rock Center is very old and it's historically
Speaker 1: landmark listed. There's not a lot that you can do
Speaker 1: to the inside of these spaces. How can you reposition
Speaker 1: them and re imagine them and engage new types of
Speaker 1: retailers that can help you um provide the types of
Speaker 1: experiences that the modern consumer is looking to have. Because
Speaker 1: it's really interesting to think about the preposts as you
Speaker 1: were talking earlier about marketing in the real estate space
Speaker 1: very transactional in nature, to now thinking about programming the
Speaker 1: real estate to tell a story in which real estate
Speaker 1: now is transformational. M hm. For so much of the
Speaker 1: last few years we've been talking about digital transformation. Now
Speaker 1: we're talking about physical transformation. Yeah, and the role in
Speaker 1: which physical spaces will now play. Talk to us about
Speaker 1: what physical transformation is on your properties over the last
Speaker 1: twelve to eighteen months and how you're thinking about it
Speaker 1: for the next twelve to eighteen. It's so interesting. I
Speaker 1: I remember member so vividly. At the very beginning of COVID,
Speaker 1: we were working from home and Richmonds Buyer was mostly
Speaker 1: in the office. Um, there was a couple of months
Speaker 1: where we will work from home and then we were
Speaker 1: back in the office probably June last year, much earlier
Speaker 1: than most people. I was seeing so many conversations play
Speaker 1: out in media on LinkedIn, through friends, in various groups
Speaker 1: and networks that I'm a member of. Everyone was talking
Speaker 1: about the future of the office and how work from
Speaker 1: home was going to be the new norm, and that
Speaker 1: the office had rendered itself irrelevant and the office spaces
Speaker 1: would need to completely transform themselves. And I just didn't
Speaker 1: buy it. And I think it's because community and connection matters.
Speaker 1: And I know that sounds super cheesy, but I think
Speaker 1: there's a magical spark that happens, that spark of inspiration
Speaker 1: over the unexpected water call the conversation or the brainstorm
Speaker 1: session that you have with your team where someone with
Speaker 1: a very different perspective and background to you shares an
Speaker 1: idea and it leads to the next best thing or
Speaker 1: that campaign concept that you wouldn't have come up with
Speaker 1: on your own. That's sort of serendipity. The magic of
Speaker 1: that moment can't happen in a scheduled thirty minute zoom.
Speaker 1: I truly believe that I always have, and I think
Speaker 1: people are starting after the last eighteen months to recognize
Speaker 1: that fact. They're realizing that they realized they miss the
Speaker 1: connection and the energy that comes from that one on
Speaker 1: one or that group connection. I think the office has
Speaker 1: to change, and of course we're thinking about that at
Speaker 1: trim Inspire, and we're sort of repositioning ourselves and there's
Speaker 1: a number of products that we offer that we're actually
Speaker 1: the pre date of the pandemic around coworking and flexible
Speaker 1: workspace and workplace amenities and so on and so forth.
Speaker 1: But the office, I think will remain incredibly important for productivity,
Speaker 1: but perhaps more important for big creative thinking because that's
Speaker 1: not something that you can do at home on your own.
Speaker 1: So do you see this office experience, like this space
Speaker 1: actually looking different. I think what's interesting is with we
Speaker 1: work kind of going to its demise. I mean, they're read,
Speaker 1: they're trying to reinvent themselves. It feels like there's an
Speaker 1: opportunity for companies like Tishman Speyer UM to maybe fill
Speaker 1: in and do differently UM and reimagine something that we
Speaker 1: work was kind of going for Interestingly, about six years
Speaker 1: also ago, Tishman Spy recognized the need for flexible work
Speaker 1: product and rather than partnering with a third party like
Speaker 1: we work, we created our own coworking platform called Studio.
Speaker 1: It is up and running and flourishing and there are
Speaker 1: you know, soon to be a hundred locations across the world.
Speaker 1: It's a really incredible business UM and something that we've
Speaker 1: run ourselves in house for a number of years. Watching
Speaker 1: what happened over the last eighteen months really fueled the
Speaker 1: obvious need for that and the excitement that we have
Speaker 1: around it. I think the bigger question UM less about
Speaker 1: like what do you do with that floorplate and how
Speaker 1: do you divide it up exactly. It's really about the
Speaker 1: amenetization of the office. It can't just be like you
Speaker 1: said earlier, as you're talking about going to ge where
Speaker 1: you go in, you getting an elevator, you go up
Speaker 1: and you feel like you're in a corporate headquarters. It
Speaker 1: has to feel hospitable and the overuse of the word
Speaker 1: hospitality is driving me crazy right now in my industry
Speaker 1: and everywhere else. But the idea of a hospitable experience
Speaker 1: where you're greeted, there's great music, there are great smells,
Speaker 1: there's a great place to eat, there's a love comfortable
Speaker 1: couch or chair to sit in. The amanetization of the workplace,
Speaker 1: whether that happens in a lobby, whether that happens through
Speaker 1: a suite of product and services that you offer as
Speaker 1: part of the tenant experience, or whether that's physical lounges
Speaker 1: and community spaces within our within our buildings. That's something
Speaker 1: that we've been considering for a long time. It's something
Speaker 1: that we've had within the portfolio for the last ten
Speaker 1: years or so, but obviously the last eighteen months leaning
Speaker 1: very heavily into it. You know, you talk about authentically
Speaker 1: New York. To be able to distill that down to
Speaker 1: a scent as really as we're talking like, it's a
Speaker 1: really powerful thing. I mean, are those elements Makila's You're
Speaker 1: you're you're pushing forward in terms of sensory obviously New
Speaker 1: York sensory overload, but if you're able to kind of
Speaker 1: pull it down into a few key fundamentals. What is
Speaker 1: that I think you want? Well, this is for us anyway,
Speaker 1: without giving away too many trade secrets. We want someone
Speaker 1: to enter and ave a Tishman's ya building happy, as
Speaker 1: simple as that sounds. We want them to have a
Speaker 1: frictionless experience that leaves them happy. We want them to
Speaker 1: walk in with a smile on their face and leave
Speaker 1: with a smile on their face. If at the end
Speaker 1: of the day that is their experience, we know that
Speaker 1: we've achieved success. That's what we set out to achieve.
Speaker 1: I think about being able to enter a space where
Speaker 1: I can um even if I'm broker, even if I'm
Speaker 1: an actuary, it doesn't matter. I think there's something really
Speaker 1: interesting about um upping the anti on creativity in spaces
Speaker 1: where it's almost um uh ambiid required an ambient and
Speaker 1: interesting maybe instead of the word creativity, which is so
Speaker 1: overused and I think quite deluded. This idea of culture
Speaker 1: is really important. Like when when someone asks me what
Speaker 1: I do, or like, what my sweet spot is, I
Speaker 1: talk about the connection between culture and commerce and the
Speaker 1: interplay of those two things, and how one is no
Speaker 1: more important than the other, but they're so deeply integrated.
Speaker 1: In their symbiotic relationship. You know that, like if you
Speaker 1: just have commerce and no culture, but you just have
Speaker 1: culture and no commerce, that you have to find the
Speaker 1: way to measure business interests with the right injection of
Speaker 1: the creative industries, but also find a way to commercialize
Speaker 1: the creative industries. That it better is everyone all for
Speaker 1: the benefit of all. And I think that's the real
Speaker 1: sweet spot for us right now, understanding how culture is
Speaker 1: infused throughout our spaces to give that as you say,
Speaker 1: like it's such a perfect description of it. Actually like
Speaker 1: this sort of um, the ambient creativity or the ambient
Speaker 1: experience that is somewhat undefinable um by h deeply memorable
Speaker 1: and an impressionable, impressionable, impressionable totally. It's really interesting to
Speaker 1: think about Rockefeller Center not as a space, but as
Speaker 1: an idea, an idea of Rockefeller Center, right, And and
Speaker 1: that kind of leads me to when you think about
Speaker 1: real estate, the transactional nature of it. I come there,
Speaker 1: I do what I'm doing there, and then I leave.
Speaker 1: How are you thinking about that narrative continuing beyond my
Speaker 1: physical interaction and moving As I said, the idea of
Speaker 1: Rockefeller Center, how does that start to move horizontally as
Speaker 1: opposed to vertically. I don't necessarily focus on why you're coming.
Speaker 1: I focus on what you need when you're here, So
Speaker 1: that sort of pre and post transaction. Like you're talking
Speaker 1: about if you're coming to the office to work, or
Speaker 1: if you're coming to Rockefeller Center to buy something, or
Speaker 1: if you're coming to Rockefeller Center to ice skate, we'll
Speaker 1: see the tree. Whatever your intention, what can we provide
Speaker 1: that entertains you and surprises and delights you, that perhaps
Speaker 1: encourages you to stay. How important has pushing yourself into
Speaker 1: UM different communities been important to the success of your job?
Speaker 1: And I'm leading I'm gonna be very specific about this.
Speaker 1: You surround yourself UM with a lot of different people
Speaker 1: UM from with a lot of different backgrounds, uh, and
Speaker 1: I think watching you from the outside that's been beneficial.
Speaker 1: Talk about how important that was to the success of
Speaker 1: you in this role and also maybe reimagining UM spaces
Speaker 1: and places in a different way. That's such a good question.
Speaker 1: I think to truly provide the people, you need to
Speaker 1: have empathy and you need to just listen. I think
Speaker 1: I've always been a very deeply culturally curious person. My
Speaker 1: dad was a contemporary dancer, my mom was a photographer.
Speaker 1: They started a building company so they could afford to
Speaker 1: send us to school, but they are like deep passions
Speaker 1: were the creative industries, and so it grew up in
Speaker 1: this house that cared a lot about that and didn't
Speaker 1: care a lot about business. So I always I was
Speaker 1: always really fascinated by like how businesses then tap into
Speaker 1: that world. But for me, this culture of curiosity has
Speaker 1: always stayed with me. And I also think that like
Speaker 1: to truly understand culture, you need to just be in
Speaker 1: it and you need to listen. If Rocket Feller Center
Speaker 1: is the epicenter of so many industries, right, the aperture
Speaker 1: of leaders that you're interacting with has to lead you
Speaker 1: to I would imagine down so many different paths and
Speaker 1: the clashing and colliding and collapsing of industries to create
Speaker 1: unparalleled experiences. That's where it gets really exciting. The opportunity
Speaker 1: to reimagine whatever that looks like because of this, because
Speaker 1: of these collisions, these creative connections. And I think I
Speaker 1: m because I've always been so deeply culturally curious. I've
Speaker 1: always tried to have my finger on the pulse or
Speaker 1: at least be familiar with familiar enough with it to
Speaker 1: understand like what's moving the needle and what's cool. I
Speaker 1: have always like, I think one of my special skills,
Speaker 1: one of my superpowers, is like understanding what's cool. And
Speaker 1: way way way back, that was like my entry point
Speaker 1: into that was through events, and I was working with
Speaker 1: these agencies and I was working in house places and
Speaker 1: it was always described as like experiential experiential events, remember
Speaker 1: when that was a thing. But I would be the
Speaker 1: one where someone would say, like, Okay, we're a top
Speaker 1: shop and we want to do this pop up event.
Speaker 1: What happens there? And I would say, okay, like let's
Speaker 1: get this designer with this artist and this musician and
Speaker 1: we'll do a collab. And at the time it was
Speaker 1: like just you know, it was experiential marketing, but that
Speaker 1: evolved into programming, which is now like a whole thing,
Speaker 1: which then becomes I mean, I guess my role um
Speaker 1: The I think the hard part for me is um
Speaker 1: as my jobs get bigger and bigger, and as my
Speaker 1: personal life gets smaller and smaller with like two kids,
Speaker 1: in managing that, keeping up to date on what's core
Speaker 1: and keeping up to date with those people in my
Speaker 1: life that are so talented, those multi hyphenite creatives who
Speaker 1: have always defined culture and have always has been at
Speaker 1: the forefront of what is new and next. And I've
Speaker 1: always taken such inspiration from the creatives that I surround
Speaker 1: myself with. And the biggest challenge that I have in
Speaker 1: my day to day these days is just keeping up
Speaker 1: to date and keeping in touch. And I think as
Speaker 1: we get so overwhelmed by content, I'm constantly being served
Speaker 1: stuff and it's not actually the stuff that I want
Speaker 1: to see, and like making the time to you know,
Speaker 1: actually reserving the time to keep in touch with those
Speaker 1: people and to make sure that you're reading about those
Speaker 1: next chapters. And um, I think that that's where the
Speaker 1: magic wise. But it's also the biggest the biggest challenge
Speaker 1: for me personally. I mean the Samford Biggers Commission that
Speaker 1: we launched this year, the Cause Commission too. I mean
Speaker 1: this year Rockefeller Center is going to have the first
Speaker 1: campus takeover by a single artist in the center's history
Speaker 1: with the Stamford Biggest installation and exhibition that we had
Speaker 1: in May, and we've also got an original Cause sculpture
Speaker 1: with a full exhibition, a campus wide exhibition by Brian
Speaker 1: and for Rock sent to be sort of bookended by
Speaker 1: Sandford Biggs. And cause that isn't just because like that's
Speaker 1: not just me, That's not just that's that's a whole
Speaker 1: world of creative people who recommending and connecting and you know,
Speaker 1: lunches that and from the Brooklyn Museum and I are
Speaker 1: having over what she's doing and what's coming up and
Speaker 1: how we can partner. I think too often agencies especially
Speaker 1: come in with a deck on culture, come in with
Speaker 1: a trend stack. But I think the big distinction here
Speaker 1: is that again, you have to be a practitioner, you
Speaker 1: have to be in it, you have to force yourself.
Speaker 1: It's easy to default to the deck, right, It's easy
Speaker 1: to default to the deck. But I think that more
Speaker 1: and more marketers um because they came into this industry
Speaker 1: through something that was creative, through something that they found
Speaker 1: that they could either make or influence or do differently. UM.
Speaker 1: I think we forget sometimes that we're practitioners of creativity,
Speaker 1: even if you don't see yourself as a creative. And
Speaker 1: so really pushing the bounds of that network is so
Speaker 1: those relationships I think too like I would never. I
Speaker 1: can't design to save myself, like I could never make
Speaker 1: a flyer. I can't design a thing. But my sweet
Speaker 1: spot has always been people and spaces. Places and people,
Speaker 1: and you know how those two come together. And I
Speaker 1: think that is really like how artists and communities connect.
Speaker 1: Like that's always just been my sweet spook. It's something
Speaker 1: that is hard to do but required. I think, yes,
Speaker 1: I agree. And also the applic cation of trends, where
Speaker 1: as you were saying, they're authentically New York in the
Speaker 1: case of Rockefeller Center, So knowing what the trends are
Speaker 1: is one element of it, but knowing what to pull
Speaker 1: down and how to apply it so that it is
Speaker 1: relevant to your business or brand objectives is a whole
Speaker 1: you know, is the art of it. You know, I'm
Speaker 1: so excited at what the future holds for Rockefeller Center.
Speaker 1: For the first time in my career with Schminspire, people
Speaker 1: are coming to me with recommendations and people are telling
Speaker 1: me that Rock Center is a cool place to be.
Speaker 1: It's just starting now and it's such an exciting time
Speaker 1: and it's the really hot It's the result of like
Speaker 1: three years of really hard work from a whole team
Speaker 1: of really smart people. So before you go, um, we
Speaker 1: have a game that we like to play. But before
Speaker 1: we get to the game, as somebody who keeps their
Speaker 1: finger on the pulse of pool, what's the polish thing?
Speaker 1: What is michaela paying attention to? Oh my god, that's
Speaker 1: so hard. Um, there's an amazing collection of downtown artists
Speaker 1: who are doing this beautifully ambient figurative oils oil work
Speaker 1: and like all of a sudden, like this sort of
Speaker 1: the abstract paintings that were so hot and so hip
Speaker 1: not a thing anymore. Still, life's still lives with a
Speaker 1: new thing and they're amazing, and there's a few artists
Speaker 1: and I'm some I'm like relatively like quite obsessed with them.
Speaker 1: I think that's really interesting. That's still lives are the
Speaker 1: cool new hip thing. Yeah, I mean, why do you
Speaker 1: think Because for the last eighteen months, because we've been stuck, baby,
Speaker 1: we've been stuck at home, and we'll be forced to
Speaker 1: the same thing. The big thing I think at the
Speaker 1: moment is around food, because, um, particularly in New York,
Speaker 1: if we're like hyper focused on New York right now,
Speaker 1: the resut industries just went through the most challenging time
Speaker 1: and so many of those independently owned bars and restaurants
Speaker 1: had to close, and there's a lot of space that
Speaker 1: is begging for reinvention, and a lot of the chefs
Speaker 1: and cocktiliers and bar owners in the city are trying
Speaker 1: to repurpose old space with new concepts. And it's a
Speaker 1: really exciting time. And there's a few restaurants opening and
Speaker 1: a few pop up concepts opening in the next couple
Speaker 1: of months that I think are going to really redefine
Speaker 1: the dining experience in New York for um the next
Speaker 1: handful of years. And that'stuff. I'm really excited to see
Speaker 1: where that goes and how like how the city engages
Speaker 1: with that. Are we going to see Rock Center in
Speaker 1: some kind metaverse like Umn Fortnight Fortnite? I wish the
Speaker 1: Fortnit me back? Oh there you go Fortnite, because I
Speaker 1: will go to a show at Rock Center in fortnite
Speaker 1: all day long. Watch this space, Watch this space, space,
Speaker 1: watch this space. Okay, done, I love it. Before you go, Michaela,
Speaker 1: it's time bye bye bye. What is Michaela buying? Buy?
Speaker 1: What are you saying? Bye? Two b y e? And
Speaker 1: what are you doing yourself? Be? Why? What am I
Speaker 1: buying far too many clothes because I had nowhere to go,
Speaker 1: and now I have places to go, and I am
Speaker 1: dressing for the occasion. What am I saying goodbye to?
Speaker 1: I think fear Honestly, I've had enough of it this year.
Speaker 1: I'm saying I've had enough. I'm not fearful anymore. Let's
Speaker 1: just do this thing. And what is by Michael Okay. So,
Speaker 1: I recently launched a forum for executive women called Other Company,
Speaker 1: which is really just a place for executive women in
Speaker 1: leadership roles to exchange advice, get a pay mentorship, provide guidance,
Speaker 1: contacts and so on. And it's been really exciting to
Speaker 1: see the combination conversations and some of the connections that
Speaker 1: have taken place on that platform. And I'm thrilled so far.
Speaker 1: And we've got such an engaged collection of really accomplished,
Speaker 1: such clever women. Where are you doing it? It's on Discord.
Speaker 1: It's by invitation only, uh, but you're both invited. Thank you,
Speaker 1: Thank you. I love it, Michael. Always a pleasure to
Speaker 1: talk to you. Thank you for coming by, Thank you
Speaker 1: for coming. We look forward to talking to you on Discord.
Speaker 1: Thank you so much. Such an honor. What a show. Yeah,
Speaker 1: this is not about marketing in the vein of leasing.
Speaker 1: This is about moving to marketing for longevity, no short
Speaker 1: term leases. How are we thinking about lifetime value? And
Speaker 1: lifetime value requires input from our customers, from our consumers,
Speaker 1: from our fans. How are you thinking about that universe?
Speaker 1: And more importantly in an area I know you are
Speaker 1: super passionate about, how do we move from I'm transacting
Speaker 1: in that space too. Now I become a shareholder of
Speaker 1: that our contributor owner to that space. You know, when
Speaker 1: we were talking offline, Laura and we have talked about
Speaker 1: this for years, and sometimes I like blow it off
Speaker 1: because I'm like, oh, we've talked about that, Like we've
Speaker 1: been there, done that, not just publicly, like between us,
Speaker 1: you talked about physical versus digital. We are about to
Speaker 1: see an explusion on what that means and how it's redefined.
Speaker 1: Can you imagine a world where the ownership of Rockefeller
Speaker 1: Center digitally is now owned by a few dows, d
Speaker 1: aos decentralized autonomist organizations. There is decentralized ownership that is
Speaker 1: coming of pretty much all things. You know, everybody talked
Speaker 1: about the Internet of Things. It's really the decentralized ownership
Speaker 1: of all things. And I truly believe in it not
Speaker 1: only as an organization, but I truly believe in it
Speaker 1: as uh like spiritually philosophically. I am aligned to this.
Speaker 1: What I think is really interesting is that, for example,
Speaker 1: tishm Inspire creates a DOW or opens themselves up to
Speaker 1: creating a dow where they share ownership of Rockefeller Center
Speaker 1: and they completely reimagine Rockefeller Center as a digital experience.
Speaker 1: They have different stores, they have different places to hang out.
Speaker 1: And I'm not going to go into the metaverse here. Yes,
Speaker 1: this like absolutely hints towards metaverse. Let's just like leave
Speaker 1: met because that's like a whole another that's a whole
Speaker 1: another verse. But the point is is that all of
Speaker 1: a sudden, if you have artisans, creators, technologists, business people
Speaker 1: reimagining real estate quote unquote real estate of the digital world,
Speaker 1: and they have ownership over it, you're going to see
Speaker 1: such innovation like we have never seen. In the last
Speaker 1: couple of years, there's been a lot of innovation in
Speaker 1: real estate and selling, but it's still around transaction. But
Speaker 1: when you start to reinvent space, community and commerce in
Speaker 1: a digital world with a legacy asset that gets exciting,
Speaker 1: So you're pumping me up. I'm thinking about the digitization
Speaker 1: of Rock Center. Isn't this arguably why marketing and the
Speaker 1: role of brand positioning, the importance of north Star is
Speaker 1: so important because now when I think about the digitization,
Speaker 1: it isn't necessarily about how do I utilize the physical space?
Speaker 1: Who are the retailers that are coming in? But MICHAELA
Speaker 1: talks about one of the core pillars being authentic New York.
Speaker 1: The I P is not the buildings and the physical footprint,
Speaker 1: it's how is this a convening space for authentic New York.
Speaker 1: My hands are flying right now. You can't see me Atlanta,
Speaker 1: but they're flying because it's it's really interesting to think
Speaker 1: about physical transformation digital transformation. But at the end of
Speaker 1: the day, is it as signing role of positioning, of
Speaker 1: value of before it is least the space. And I
Speaker 1: think because MICHAELA was talking about history Workeley and I
Speaker 1: suppose traditionally in the real estate market, marketing sat with
Speaker 1: the leasing office. It was collateral with promotional materials to
Speaker 1: get a retailer into said building for self enablement. Yeah yeah,
Speaker 1: but by bringing this further up the funnel. Now, all
Speaker 1: of a sudden, the real estate is a convening space
Speaker 1: for all things authentic New York. Yes, exactly, And it's
Speaker 1: a proof point for that positioning. And if your proof
Speaker 1: point is true, it is understood, it is shared. Right.
Speaker 1: This is comes down to like who are you? Why
Speaker 1: do you exist? This is why brand matters. By the way,
Speaker 1: this is why brand matters, right, Like who are you?
Speaker 1: Why do you exist? All of a sudden, if you
Speaker 1: start to define that and apply that with lots of
Speaker 1: different minds investment, innovation, etcetera, the possibility of the scope
Speaker 1: of that thing completely changes. It's just a really interesting
Speaker 1: mindset shift how marketers can be thinking less about leasing
Speaker 1: and more about longevity. Rock Center today is a place
Speaker 1: that people go and visit. Rock Center tomorrow could be
Speaker 1: a place that exists everywhere to everyone, for everyone where
Speaker 1: they are think about that authentically New York everywhere, Authentically
Speaker 1: New York and Shanghai, authentically New York. Blah blah blah
Speaker 1: blah blah. But these are places and spaces that I
Speaker 1: know you and I are really passionate about, and we're
Speaker 1: going to continue. Actually, I think to hone the show
Speaker 1: more towards this, and that's why I think that the
Speaker 1: whole emphasis on physical transformation digital transformation is transforming the output.
Speaker 1: But I think what we're suggesting is we need to
Speaker 1: do more diligence in thinking about the inputs and where
Speaker 1: those inputs are coming from and who owns them and
Speaker 1: how they shape them. And then it's no longer the
Speaker 1: transaction by cell, it's the I'm here to have a
Speaker 1: conversation and iterate over time. I was part of a
Speaker 1: conversation last week that got me pretty fired up around
Speaker 1: the state of marketing and um cmos and defining their roles,
Speaker 1: and like everyone's writing about this, like is the CMO
Speaker 1: the c x O? Now this the chief commercial officer?
Speaker 1: Who is the CMO? I don't care who the CMO is.
Speaker 1: One thing I know is that marketing and marketers have
Speaker 1: got to stop managing and have got to start being
Speaker 1: a practitioner. This whole show was built on that idea.
Speaker 1: Now more than ever, there are consumers that are doing
Speaker 1: your job, our job, better than we do. This is
Speaker 1: not a drill. This is not a drill. Why Because
Speaker 1: they're practitioners. They're practicing. So like MICHAELA. I look at
Speaker 1: as a true prac tisaner and instead of just thinking
Speaker 1: about marketing, she's thinking about the whole community inside, outside
Speaker 1: and globally. I'm still bumed she's moving to Australia. She
Speaker 1: knows this, but I actually feel also at the same
Speaker 1: time really thankful that we got to know her, I
Speaker 1: got to spend time with her, and that nowadays it
Speaker 1: doesn't really matter where you are. Also a great reason
Speaker 1: to bring Atlandia on the road. Who knows, may people
Speaker 1: have a pop up appearance down under in Australia. Mikhayla
Speaker 1: wishing you all the best. But what a great conversational exit.
Speaker 1: So many things that have implications on our industry, coming
Speaker 1: from tech, coming from web three, thinking about the future
Speaker 1: of ownership. Where do we go from here as marketers?
Speaker 1: These are all the right questions. I think the big
Speaker 1: message is you have to start thinking about your role
Speaker 1: in your company, for your brand as part owner. Laura
Speaker 1: hit it with the list of all of our friends
Speaker 1: and family and my heart who have been so good
Speaker 1: to us and helped us get back on air. Big
Speaker 1: thank you to Bob Connal, Carter, Andy, Eric gayle Val,
Speaker 1: Michael Jen. We appreciate you, Thank you so much for
Speaker 1: this opportunity. We'll see you in two weeks.