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Speaker 1: One of the most successful business executives in the world

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Speaker 1: over the past ten years has been Bill McDermott. He

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Speaker 1: took SAP to record heights and now he's doing the

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Speaker 1: same with Service.

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Speaker 2: Now.

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Speaker 1: Had a chance to sit down with Bill McDermott and

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Speaker 1: his offices in New York and had him described to

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Speaker 1: me how he came from very modest roots to the

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Speaker 1: top of the corporate world, and how he inspires his troops,

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Speaker 1: inspires his customers, and loves his job. So in October

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Speaker 1: of twenty nineteen, you surprised the business world by stepping

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Speaker 1: down as the CEO of SAP, a very very large

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Speaker 1: company whose value had more than double during your co

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Speaker 1: CEO position and CEO position, and you took a position

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Speaker 1: with a much smaller, less known company Service Now. Usually

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Speaker 1: people when they leave a job, they go to a

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Speaker 1: bigger company. Why did you go to a smaller company?

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Speaker 3: Well, I saw the future and where it was going.

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Speaker 3: First of all, I want to say I had a

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Speaker 3: great run at SAP, and it was a pleasure taking

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Speaker 3: him from thirty nine billion to one hundred and sixty three,

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Speaker 3: really inspiring lots of people in customers, and it was

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Speaker 3: a wonderful experience. But after seventeen years nearly ten as CEO,

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Speaker 3: I was already to do something different. And when I

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Speaker 3: saw a service now in the marketplace, I knew what

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Speaker 3: it was, and I knew what it could do, and

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Speaker 3: I knew with my background, I was a pretty good

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Speaker 3: cultural fit for what Service now needed to scale it.

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Speaker 1: So let me ask you what does service now really do?

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Speaker 1: Tell me in simple English language, everybody can understand what

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Speaker 1: do they actually do?

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Speaker 3: Yeah, it's a very good question, David. It basically drives

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Speaker 3: productivity in work. So think about tech today. Every CEO

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Speaker 3: you talk to is going to tell you I have

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Speaker 3: to digitize to survive. Forty percent of the CEOs say today,

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Speaker 3: if I don't digitize my operations, my company will no

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Speaker 3: longer be viable in less than a decade. So we

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Speaker 3: were the IT backbone for companies all over the world.

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Speaker 3: How do they manage it's their assets, run their operations,

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Speaker 3: secure their operations, all things digital having to do with it.

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Speaker 2: That's what we started.

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Speaker 3: But then, as you know, the employee experience, hybrid work,

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Speaker 3: all of these concepts became so important. How do I

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Speaker 3: hire people, how do I onboard them, train them, provide

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Speaker 3: them all their services on a mobile device.

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Speaker 1: We do it now about two years and two and

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Speaker 1: a half years ago when you took over your position

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Speaker 1: now as the CEO and you're the CEO Chairman of

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Speaker 1: Service Now. During that period of time, the technology world

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Speaker 1: has had some challenges for sure, and there's been layoffs

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Speaker 1: and other things, but you have more than doubled the

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Speaker 1: value of service. Now during this period of time, the

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Speaker 1: revenues are more than doubled, operating earnings are up about

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Speaker 1: eight times, and you've doubled the number of employee based

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Speaker 1: So what was your secret sauce When everybody else was

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Speaker 1: going this way, you were going this way?

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Speaker 3: Well, I give all the credit to the original founder,

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Speaker 3: Fred Luddy, because he had the idea and he built

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Speaker 3: the platform. People came into the company and expanded on

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Speaker 3: that platform. But the original idea was to give people

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Speaker 3: technology that truly enabled them to do things they could

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Speaker 3: never have done before.

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Speaker 2: So it's really a product.

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Speaker 3: Centric engineering company at its soul. What I tried to

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Speaker 3: bring to the company is continue to expand that, continue

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Speaker 3: to build innovation into that platform, but at the same time,

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Speaker 3: build a truly global software market leader where everybody understood

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Speaker 3: the brand, the hungry and humble nature of how we

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Speaker 3: focus on the customer at customers everything here and ultimately

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Speaker 3: the value.

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Speaker 2: That we deliver.

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Speaker 1: Somebody watching this should they say that should buy this

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Speaker 1: guy's stock because you can do another next couple of

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Speaker 1: years as well. Or is it you kind of plateau

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Speaker 1: you can't keep going at the rate you've been going.

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Speaker 3: I assume I think we're just getting warmed up. You know,

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Speaker 3: it's really interesting. Very few software companies ever make it

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Speaker 3: to a billion, even less make it to five billion,

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Speaker 3: even less than that make it to ten. Will be

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Speaker 3: the fastest enterprise software company to have ever gotten to

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Speaker 3: a billion five and ten organically.

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Speaker 2: In fact, it's never been done before. The world we

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Speaker 2: see is so bright because we're like.

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Speaker 3: Five percent penetrated in the enterprises even that use our

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Speaker 3: service now, so there's many that don't. And I believe

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Speaker 3: like net New Brands, net New logos that are not

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Speaker 3: doing business with us should see a show and say,

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Speaker 3: I got to get in touch with that guy. And

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Speaker 3: the ones that are already doing business with us need

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Speaker 3: to say he's talking about a completely different approach to

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Speaker 3: digitizing my company.

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Speaker 2: Are we looking at them closely enough? If I've achieved that,

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Speaker 2: then we'll go in places. Now.

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Speaker 1: Sometimes people who run technology companies have a technology background.

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Speaker 1: They're engineers. Yeah, you have an MBA from north Western,

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Speaker 1: but you're not an engineer. So does the technology jargon

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Speaker 1: go past you? Or you can understand all what the

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Speaker 1: engineers are saying when they come up with some new product.

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Speaker 3: I've been around it for a while now, so while

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Speaker 3: it's true that I'm not a coder, it's also true

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Speaker 3: that I understand where the idea can fit into a

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Speaker 3: customer's world.

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Speaker 2: I'll give you an example with AI.

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Speaker 3: The expectation of AI is going to be the iPhone moment.

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Speaker 3: When the consumer begins using AI in the consumer world,

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Speaker 3: they're going to expect that the business leaders to bring

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Speaker 3: an AI in to make their world better in the

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Speaker 3: office environment. That is why this is the iPhone moment

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Speaker 3: for the enterprise. There's no doubt about that. So I

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Speaker 3: know that we have to be the market leader in AI,

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Speaker 3: which is why we started working on it. And the

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Speaker 3: first acquisition I did was LMNAI, which was an AI

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Speaker 3: company in Montreal, Canada, and we did that in two thousand.

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Speaker 3: In twenty we're working on it all twenty nineteen as

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Speaker 3: soon as I came in, But then twenty twenty we

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Speaker 3: actually executed that. And the reason for that was they

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Speaker 3: had a gigantic group of researchers, data scientists, and engineers

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Speaker 3: exclusively working on next gen AAI in large language models.

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Speaker 3: And that's how Calm we teamed up with Jensen and

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Speaker 3: in Video and we started building them on the Now

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Speaker 3: platform and we saw what it could be. And now

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Speaker 3: that it's in the platform, we see the commercial sensation

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Speaker 3: it'll be for us, but more importantly, we see the

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Speaker 3: productivity and the cost savings and revenue growth that our

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Speaker 3: customers will get from it.

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Speaker 1: Is AI going to reduce the amount of jobs that

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Speaker 1: people have now?

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Speaker 2: I don't believe so.

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Speaker 3: I think if you look at the market today, we

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Speaker 3: have a seventeen year situation where it was seventeen years

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Speaker 3: ago when the job market was this tight, where the

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Speaker 3: openings outpaced the opportunity for candidates to jump in those jobs.

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Speaker 2: Because the candidates aren't.

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Speaker 3: There, so we rarely are capitalizing on technology to fill

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Speaker 3: that void. For example, I talked to a CEO just

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Speaker 3: yesterday of a major financial services company was interested in AI,

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Speaker 3: but he said, I just can't get enough people to

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Speaker 3: do what I need to have done. I said, well,

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Speaker 3: how many engineers do you have? He said, I have

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Speaker 3: seven thousand. What you need to do is AI enable them,

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Speaker 3: because now you can text to code, text to workflow automation,

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Speaker 3: or even text to new application development. So we can

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Speaker 3: make your engineers fifty percent more productive than they are today.

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Speaker 1: Look, you've done a great job, but why don't you

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Speaker 1: do something more important like running a private equity firm

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Speaker 1: a digital transformation You could do very well financially.

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Speaker 2: You ever thought about that?

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Speaker 1: And if not, think about it, I'm happy to figure

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Speaker 1: out a way to get you in the private equity.

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Speaker 2: World to work with you.

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Speaker 3: It truly be an honest So we must think about

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Speaker 3: different ways that I can help you.

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Speaker 1: So let's talk about your past. It wasn't preordained that

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Speaker 1: you'd be the CEO of SAP or the CEO of

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Speaker 1: Service now and at the top of the technology world.

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Speaker 2: Where did you grow up?

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Speaker 3: I grew up in a place called Amneyville, Long Island.

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Speaker 3: I was born in Flushing, New York.

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Speaker 2: Grew up in.

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Speaker 3: Amneyville, Long Island, and you know it's that long island grip.

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Speaker 1: Now, when you were growing up, were your parents' professional

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Speaker 1: workers or were they blue collar workers?

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Speaker 2: What did they do?

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Speaker 3: I come from a working class family. My dad worked

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Speaker 3: for con Edison. He was a troubleshooter for con Edison,

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Speaker 3: meaning that you called him this spider. He went into

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Speaker 3: the manholes and basically worked on those high voltage lines

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Speaker 3: to keep the electric on in New York City, and

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Speaker 3: a very dangerous job, and he.

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Speaker 2: Was great at it. Was that a safe job?

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Speaker 3: No, it was not a safe job, very dangerous job.

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Speaker 3: In fact, I always admired my father and the image

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Speaker 3: that stayed in my mind. He worked the midnight shift

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Speaker 3: most of the time, midnight to eight. I could just

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Speaker 3: see him in the driveway chiseling the ice off of

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Speaker 3: his windshield, knowing that he was going into New York

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Speaker 3: to get into those man holes like the spider and

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Speaker 3: soder those cables. And that was to put food on

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Speaker 3: the table and give us a very nice life.

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Speaker 1: And I had a great life. But you always did

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Speaker 1: some working. From what time did you begin working for

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Speaker 1: some money?

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Speaker 3: I think the first time was around UH ten or

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Speaker 3: eleven when I was delivering papers UH door to door

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Speaker 3: in Long Island. As a matter of fact, I remember

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Speaker 3: the UH the paper was Long Island Press. I don't

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Speaker 3: even think they're in business anymore. But my mom, you know,

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Speaker 3: co signed for me because you had to buy the

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Speaker 3: papers and you got the money back when you collected it.

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Speaker 3: So she put up the money for me, got me started.

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Speaker 2: And I'll never.

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Speaker 3: Forget what it took to be successful as a paper boy.

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Speaker 3: Are the same things it takes to be successful today.

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Speaker 3: I had to know my customer. I had to know

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Speaker 3: how you wanted it. Is it in your door?

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Speaker 2: Do you want it wrapped in plastic? Do you get

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Speaker 2: upset if I throw it? You know, they were all

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Speaker 2: kinds of techniques. But why did I do it? Because

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Speaker 2: I wanted them to be happy and I wanted them

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Speaker 2: to give me a good tip.

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Speaker 1: Well, you wrote a book about your life, and in

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Speaker 1: that book you talk about the fact that sometimes people

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Speaker 1: didn't pay you and you had to go and kind

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Speaker 1: of ask them to pay for two or three weeks.

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Speaker 2: Was that hard to do?

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Speaker 3: It was because you know when I went there and

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Speaker 3: I asked them for ten bucks, and you know that's

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Speaker 3: a lot of money for paper. But I'm like, yeah,

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Speaker 3: but you know you three weeks in the arrears and

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Speaker 3: the technique there was not only to get to ten,

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Speaker 3: but hopefully get twelve so I would get a nice

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Speaker 3: tip as well. And you know, I kept very good records.

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Speaker 3: It wasn't too automated. It was a little book with

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Speaker 3: check marks, and I was just showing them the facts.

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Speaker 3: And if I show them the facts and you just know,

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Speaker 3: heart to heart with people, they'll respect you.

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Speaker 1: Later as a teenager, you bought a delicatessen. Yes, how

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Speaker 1: old were you when you bought a delicatesta?

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Speaker 3: I think we were about sixteen in that sixteen turning

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Speaker 3: seventeen something like that.

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Speaker 1: Where did you get the money to buy a delicatessen?

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Speaker 1: I didn't have any I was working three jobs.

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Speaker 3: I was working at an Italian restaurant, VIP type Italian restaurant,

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Speaker 3: finest supermarket town of Amneville. Always three jobs, whatever I

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Speaker 3: could fit in, and it was kind of chaotic. And

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Speaker 3: one day so I helped want it sign in this

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Speaker 3: deli and I traded in all those hours to go

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Speaker 3: to the Delhi because the owner said, I can.

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Speaker 2: Give you all the hours you need.

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Speaker 3: But I took my bow tie from the restaurant, my

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Speaker 3: white shirt, my tuxedo pants and upgraded the delicate testsin

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Speaker 3: to how we would serve customers as a kid. Because

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Speaker 3: I knew it worked at the restaurant, I'm like, well,

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Speaker 3: I wouldn't no work here. And that led to a

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Speaker 3: very good relationship because when he wanted to sell, he

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Speaker 3: couldn't have any buyers because nobody wanted to buy it

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Speaker 3: because it was sun Mark Industries, the Sunoco gas station actually.

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Speaker 2: Owned the land.

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Speaker 3: They'd only give you a one year lease. He wanted

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Speaker 3: twenty five thousand. Everyone was like, why would I give

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Speaker 3: you twenty five thousand. They could take this lease away

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Speaker 3: from me in an instant. I said, look, after no

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Speaker 3: one else came to him, I'll give you five thousand.

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Speaker 3: He said seven thousand with interest. You pay me back

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Speaker 3: in a year. If you don't make your payment, I

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Speaker 3: automatically repossessed a business. I said, great, So I still.

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Speaker 2: Had the machine get that money. No, I didn't. It

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Speaker 2: was a loan from him, only alone. It was only alone.

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Speaker 3: It was only alone, and if I didn't pay him,

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Speaker 3: I wouldn't have had the business.

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Speaker 2: But all of.

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Speaker 3: The people that brought the beer, bought the cigarettes, brought

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Speaker 3: the potato chips. All the vendors basically said, we'll front

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Speaker 3: you the first delivery on the arm, I said, i'd

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Speaker 3: I want anything for free. I'll always owe you that money.

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Speaker 3: So the day I sell or clothes, you get your

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Speaker 3: money back. Meanwhile, you know how I got done money back.

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Speaker 3: That was early days of video games, and I put

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Speaker 3: asteroids in pac Man and some dinosaur game. My brother

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Speaker 3: built the wall and I learned this.

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Speaker 2: At the mall.

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Speaker 3: I saw the kids plucking quarters Antonia's machines one after another.

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Speaker 3: I said, Wow, I'll build a game room on the

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Speaker 3: side of the store.

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Speaker 2: We did that.

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Speaker 3: I made more money split in the quarters with the

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Speaker 3: guy that actually owned the machines than I did slicing

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Speaker 3: meat and making sandwiches.

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Speaker 1: What did your parents say, you're supposed to be going

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Speaker 1: to high school? Did they say, how about going to

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Speaker 1: high school?

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Speaker 3: I'm so blessed because my mom, who's the best, and

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Speaker 3: people that I knew that were great friends of mine.

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Speaker 3: They actually worked in the store when I was at school,

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Speaker 3: holding the place up. And then when I came out

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Speaker 3: of school, I got right behind that counter and worked

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Speaker 3: till midnight.

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Speaker 1: All right, So you graduated from high school? And did

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Speaker 1: you go to college?

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Speaker 2: I did.

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Speaker 3: I went to Dowling College in Oakdale, Long Island, because

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Speaker 3: I could do all my classes on Tuesday and Thursday

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Speaker 3: and then be in the store all the other days.

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Speaker 2: So when you.

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Speaker 1: Graduated from college, were you're still owning the delicatessen.

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Speaker 2: Yes, I was, and at that time I made a decision.

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Speaker 3: I got a job at Xerox, which was a dream job,

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Speaker 3: and at that time I sold it and then we

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Speaker 3: invested that money in a great beach house with my

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Speaker 3: parents down in Mertal Beach, South Carolina.

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Speaker 1: So your job at Xerox was to be a salesman. Yes,

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Speaker 1: you're selling what was a complicated product at the time.

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Speaker 3: But at that time was copiers, and it was electronic

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Speaker 3: typewriters and printers and fax machines and all at So.

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Speaker 1: You did that for seventeen years.

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Speaker 2: I was at Xerox for seventeen years.

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Speaker 3: I sold door to door for a couple of years

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Speaker 3: and then got promoted and ultimately became a division president

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Speaker 3: and corporate officer like my mid thirties at Xerox.

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Speaker 1: So one time you thought, maybe at the beginning, you

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Speaker 1: could aspire to be the CEO of Xerox, But you

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Speaker 1: had an offer to leave, and why did you take

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Speaker 1: the offer?

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Speaker 3: I did it because I stopped learning. You know, at

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Speaker 3: that time, it was like, what else am I going

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Speaker 3: to do? All I really want is the CEO job

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Speaker 3: and the steps left before I'll get it.

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Speaker 2: And I started thinking that's not the right reason to stay.

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Speaker 3: So Gardner Group offered me a job to be the

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Speaker 3: president there. I was very excited about that, and I

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Speaker 3: felt that it advice and really meeting all the technology

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Speaker 3: leaders of the world and advising them would really get

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Speaker 3: me sharpened up for anything.

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Speaker 1: All Right, you took that job, but you didn't stay

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Speaker 1: there that long, right.

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Speaker 3: I didn't know I missed the big technology stage.

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Speaker 2: That's kind of what I really wanted to do.

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Speaker 3: So I went to CEBL Systems to run worldwide sales

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Speaker 3: and operations for SEBEL in California, and I learned the

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Speaker 3: software industry at SEBYL.

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Speaker 1: So after that, you then took a position as the

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Speaker 1: head of SAPs America. Is correct now SAP was a

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Speaker 1: software company. Well, what was its innovation that made SAP

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Speaker 1: such a strong company even at the beginning?

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Speaker 2: Yeah, they call it ERP.

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Speaker 3: Just to break down ERP running financial systems for the

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Speaker 3: biggest companies in the world. Connecting that based on the industry,

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Speaker 3: to supply chains, managing human resources.

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Speaker 2: Put that into one bucket. You call it ERP.

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Speaker 3: And when I got hired by SAP, they were a

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Speaker 3: very fine company, but in the Americas they had missed

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Speaker 3: twenty four out of twenty five quarters.

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Speaker 2: So it was really the operation that was bringing down

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Speaker 2: the whole company.

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Speaker 3: So they had to fix that because they had five

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Speaker 3: CEOs in six years of SAP America.

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Speaker 1: You became the co CEO of the entire company at

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Speaker 1: one point, and then after five years of that you

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Speaker 1: became the sole CEO.

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Speaker 3: Yeah, I became the co CEO in twenty ten and

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Speaker 3: the sole CEO in twenty fourteen. And what I can

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Speaker 3: tell you is it's actually a very nice design. A

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Speaker 3: lot of people knock the co CEO model, don't think

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Speaker 3: it can have a work. But in our case, I

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Speaker 3: had a great partner, Jim Augemann Snaba, who's a great

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Speaker 3: friend of mine still to this day, and we had

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Speaker 3: a great orientation around our partnership.

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Speaker 2: We talked every day.

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Speaker 3: Jim was kind of like missed the inside in terms

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Speaker 3: of representing development, especially in Germany where we had very

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Speaker 3: large engineering and I was the guy on the front lines,

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Speaker 3: you know, moving the number and working with the worldwide operations.

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Speaker 1: As you were working at SAP or the CEO, things

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Speaker 1: are going well, the company's in good shape. What motivated

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Speaker 1: you really to do something else? I mean, most people

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Speaker 1: at the top when things are going well, they kind

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Speaker 1: of stay at the top.

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Speaker 3: Yeah, you know, I think I get like the seventeen

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Speaker 3: year itch.

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Speaker 1: You know, I love seventeen years at your OX, seventeen

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Speaker 1: years at the SAP, right.

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Speaker 2: At SPA exactly.

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Speaker 3: I think after about seventeen years, you know, I kind

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Speaker 3: of like feel like I need to do something else.

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Speaker 3: So those were two of my greatest experiences. And I

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Speaker 3: needed change, you know, And I really did want to

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Speaker 3: take service now because I saw what it could be

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Speaker 3: and I really did want to make it the best.

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Speaker 3: And I felt like my skill set and where they

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Speaker 3: were and what they needed was a good match.

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Speaker 1: So you'll be here until twenty thirty six. In other words, said,

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Speaker 1: I don't.

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Speaker 3: Know about twenty thirty six, especially with you and private

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Speaker 3: equity in my future.

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Speaker 1: So you're obviously a very good salesman. What is the

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Speaker 1: secret to be a good salesman?

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Speaker 3: You can get anything in this life you want if

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Speaker 3: you help enough other people get what they want.

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Speaker 1: So you're obviously a very good salesman. What is the

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Speaker 1: secret to be a good salesman?

381
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Speaker 3: You can get anything in this life you want if

382
00:18:48,560 --> 00:18:52,000
Speaker 3: you help enough other people get what they want. I

383
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Speaker 3: care about what you want. I care about what you need,

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Speaker 3: and when I understand that, I can compose solutions. Thanks

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00:19:00,800 --> 00:19:03,399
Speaker 3: to the great team that I'm fortunate to work with,

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Speaker 3: that matter. And if I say something to you, if

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Speaker 3: I make a promise to you, no matter what, you

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Speaker 3: will get that promise kept.

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Speaker 2: I'd never break my word. And I think that's what

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Speaker 2: it's all about.

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Speaker 1: So in your business career, what's been the best advice

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Speaker 1: you've ever received?

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Speaker 3: I think the best advice I've ever received is just

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Speaker 3: in the long run, play the long game. You know,

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Speaker 3: most people grossly overestimate what they can do in the

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Speaker 3: short run and grossly underestimate what they can.

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Speaker 2: Do in the long run.

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Speaker 3: So I've always tried to take a long view and

399
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Speaker 3: not be so focused on just here and now. So

400
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Speaker 3: today I'll have a very complete day in New York City.

401
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Speaker 3: I'll meet some of the biggest CEO business cards in

402
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Speaker 3: the world. But as I make those trips, I'm constantly

403
00:19:52,040 --> 00:19:55,439
Speaker 3: thinking what do we got to look like five years

404
00:19:55,440 --> 00:19:58,639
Speaker 3: from now or maybe even ten years from now to

405
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Speaker 3: keep up with having ideas that they don't even know

406
00:20:02,720 --> 00:20:07,160
Speaker 3: they need to know about, but we need to know

407
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Speaker 3: where we need to take them. We have to invent

408
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Speaker 3: the future we want. We can't wait for somebody else

409
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Speaker 3: to do it and try to copy them.

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Speaker 2: It's already too late. So constantly trying to see around

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Speaker 2: those corners.

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Speaker 1: Long view, what's the worst business advice you ever got?

413
00:20:23,240 --> 00:20:26,080
Speaker 1: Go for the money, don't go for the money.

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Speaker 3: And I would just say, like any career choice you make,

415
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Speaker 3: any deal that you do, it's not about the money.

416
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Speaker 3: The money is nice to have, but it's much better

417
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Speaker 3: to do things that are sustainable.

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Speaker 2: So when you take a job, do it.

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Speaker 3: Because you're love and on that culture and you believe

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Speaker 3: it's a match with your personal DNA and who you

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Speaker 3: really are. When you're doing a commercial agreement, yeah, the

422
00:20:52,400 --> 00:20:55,479
Speaker 3: transaction's nice and you want to win it and you

423
00:20:55,520 --> 00:20:59,760
Speaker 3: want to accomplish things, but that relationship is so much

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Speaker 3: more important because that is sustainable and it's long term.

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Speaker 1: So your ambitions is to grow the company and maybe

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Speaker 1: do something else later on after you're happy with what

427
00:21:10,280 --> 00:21:13,199
Speaker 1: you've done here, any aspiration to ever go in government

428
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Speaker 1: or public service, you.

429
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Speaker 2: Know, I would love to.

430
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Speaker 3: I do think that there's a place to give back

431
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Speaker 3: and to serve, and I think public service needs executives

432
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Speaker 3: that have experience, especially global experience, where they've actually physically

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Speaker 3: been to all these places around the world and have

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Speaker 3: a sense of culture and the dynamism of humans no

435
00:21:35,800 --> 00:21:38,760
Speaker 3: matter where they are located, and how to really do

436
00:21:38,880 --> 00:21:41,800
Speaker 3: the right thing, not just the convenient thing.

437
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Speaker 2: So it would be an honor to someday do that

438
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Speaker 2: up the road. It's way up the road, but I

439
00:21:46,240 --> 00:21:48,440
Speaker 2: wouldn't rule it out. Now.

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Speaker 1: In twenty fifteen, you were walking down the steps of

441
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Speaker 1: your brother's house and you fell down and glass fell

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Speaker 1: into your eye or went into your eye. Can you

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00:21:59,320 --> 00:22:02,760
Speaker 1: ebscribe what happened and how you dealt with that of

444
00:22:02,800 --> 00:22:03,160
Speaker 1: your eye.

445
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Speaker 2: It was a rough night because I had a giant.

446
00:22:06,480 --> 00:22:11,200
Speaker 3: Water glass, very thick, slipped on the stairs and met

447
00:22:11,680 --> 00:22:17,679
Speaker 3: a concrete foundation and glass and my face and the

448
00:22:17,720 --> 00:22:20,720
Speaker 3: glass actually went through my eye and cut it in half.

449
00:22:21,520 --> 00:22:23,640
Speaker 2: And you know, dealing with that.

450
00:22:23,840 --> 00:22:27,840
Speaker 3: Was a pretty traumatic experience, to say the least. But

451
00:22:28,280 --> 00:22:30,960
Speaker 3: I'm so blessed to be here, and I think I

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00:22:31,000 --> 00:22:34,439
Speaker 3: have a greater appreciation for everything. And I've also learned

453
00:22:34,920 --> 00:22:38,399
Speaker 3: that vision is not just about what you see, but

454
00:22:38,480 --> 00:22:41,720
Speaker 3: it's how you make other people feel, and how you

455
00:22:41,760 --> 00:22:43,800
Speaker 3: feel by making other people feel good.

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00:22:43,960 --> 00:22:44,760
Speaker 2: So you had us.

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00:22:44,760 --> 00:22:47,200
Speaker 1: I read about eleven surgeries to kind of shave your

458
00:22:47,200 --> 00:22:49,840
Speaker 1: eye or yeah, and ultimately they could not shave your eye.

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00:22:49,880 --> 00:22:52,800
Speaker 2: That's correct. I lost that battle, but I think I

460
00:22:53,160 --> 00:22:54,000
Speaker 2: want a bigger war.

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00:22:54,640 --> 00:22:57,959
Speaker 1: Looka, it's an incredible story. A congratulations. You started with

462
00:22:58,200 --> 00:23:02,119
Speaker 1: virtuy nothing and built up up great reputation in so

463
00:23:02,160 --> 00:23:03,080
Speaker 1: many different industries.

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00:23:03,119 --> 00:23:04,960
Speaker 2: So thank you. I wish I had bought.

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00:23:04,760 --> 00:23:06,880
Speaker 1: Your stock when you came here, but I can still

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00:23:06,880 --> 00:23:08,520
Speaker 1: buy the stock in the future, I guess right, not

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00:23:08,560 --> 00:23:09,280
Speaker 2: Too late, David