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Michael Cerdá is a veteran product and technology leader who has served as Chief Product Officer and executive at several of the world’s most influential companies. As VP of Product for Disney Streaming, he helped launch Disney+ to over 100 million subscribers. Previously, he was Chief Product Officer at Goldman Sachs’ Marcus division, Chief Experience Officer at Live Nation/Ticketmaster, and Director of Product at Facebook. He has also founded multiple venture-backed startups and holds two technology patents. His new book, Build Something: A Journey of Hard-Won Lessons and Impactful Outcomes, reveals the untold true stories behind some of the most transformative technologies of our time.

 

In this episode, Jason and Michael discuss:

    • Michael's career journey across Disney, Facebook, Live Nation, and Goldman Sachs
    • The role of cross-functional collaboration in successful product development
    • How the idea for Disney+ Premier Access became a billion-dollar pivot
    • Why authentic leadership and team culture matter more than credentials
    • Key themes from his new book, Build Something 

Key Takeaways:

  • Michael’s early pitch to stream theatrical releases on Disney+ was initially brushed aside, yet it redefined content delivery during a global crisis. It’s a testament to how quietly courageous ideas can shift industry paradigms.
  • What you build matters—but who you build it with matters more. Meaningful innovation stems from intentional collaboration, where human connection drives product strength.
  • Real accountability thrives not through enforcement, but through mutual respect and empowered teamwork. When individuals take ownership for one another, excellence becomes a shared standard.
  • The heart of product leadership lies in empathy. This insight challenges the myth of dominance in boardrooms, spotlighting the underestimated power of quiet contributors and diverse viewpoints.
  • Great leaders are great coaches. By creating a psychologically safe environment, they unlock not just productivity—but personal transformation and authentic partnership.

“What you build is only as strong as how you build it and who you build it with.”

 - Michael Cerdá

Connect with Michael Cerdá:

Connect with Steve and Jason:

 

Listen to the podcast here:


 

Michael Cerdá - Build Something

Hello and welcome everybody to this episode of The Insight Interviews. This is your host, Jason Abell, and I've got a guest today who has, let's just say he's made the rounds in a really, really exciting fashion. So, my guest today is none other than Michael Cerda, and you may be listening to me going, well, who's that? Well, let me tell you. Not only is Michael a veteran product and technology leader, but he's also served as the Chief Product Officer and Executive at a lot of different brand names that you've probably heard of. Not just brand names that you've heard of, but like, the world's most influential companies. For instance, he's been the VP of product for Disney Streaming, taking Disney+ from an idea to over 100 million subscribers. So, I don't know, that's something. He’s also been the Chief Product Officer at a little company called Goldman Sachs. He's been the Chief Experience Officer at Live Nation slash Ticketmaster, and the Director of Product at this company that, I don't know if you've heard of it or not, but Facebook. And so, for instance, there's some experiences here, and as I talked to Michael pre-record, I found out about this book that he has written, and he has tried to synthesize down some of the experiences over the years, some of the stories, into something that really boiled down something that I think will help the listeners of this show. So, without further ado, Michael, welcome to the show.

Thanks, Jason, it's great to be here.

We're excited to have you, man, and I want to get into some stories, because I've got some questions for you. But my first question right of the box is the same question we ask every guest of the Insight Interviews, which is, you're on the West Coast today, I'm on the East Coast, and through the magic of technology, we're together, and I'd like to know who or what are you particularly grateful for this morning?

Well, you know, this morning I'm grateful for my grandparents. They are not alive anymore, but I think you could still be grateful to people that aren't here.

For sure.

They gave me in a childhood span of time, I think this ethic that was to really go out and really work hard and earn, and they grew up in times where you had to do that. But I lived for many years with them, because my parents were divorced early, so I kind of hodgepodged between where I was living, so I spent a bunch of time with them, and I got a lot of that ethic from them. And I think today and this year, I think about them a lot, because I think they were proud people, and would have been proud of what's going on these days.

Very cool. You know, we've asked that question hundreds of times, and yeah, as you talk about your grandparents, you're making me think of my grandparents now I'm all kind of emotional there, Michael. Jeez, man.

Yeah, yeah.

Yeah. Thank you for that answer. You know, I don't know where to start. I want to ask about your time at Facebook, I want to ask about your time at Disney, and I certainly want to get to the projects that you're into now, but you've got some foundational things that have become really important to you as a result of some of these experiences that you've had, and I'd love to kind of build from the foundation up during our conversation this morning. So foundationally, you know, we might start framework wise, but then I do want to get into stories and like rubber meets the road type of things. But foundationally, what types of things are important to you as a result of all these different experiences that you've had?

I'm what they call a product manager, right? And so, my job is literally to figure out what to build for which audience over what period of time and to what end. That's really what the job is. And what I've come to understand and realize is that it’s not a solo job. By default, it is a cross functional situation. In other words, it takes all kinds, but it also takes all types, and what's interesting about that is a lot of times, in companies, the loudest person in the room tends to become the most influential and that's not always the case. That’s not always the right person, per se, to be in that team or in that lineup of cross functional talent. So, I think, you know, bringing the right people together for the mission. It's about a mission when you go to build something like a product and bring something to the market. It's about a mission, and you need people that don't necessarily jump off the page. In fact, I've worked at places where I've brought certain players into the mix that I'd worked with before, and I just knew they were going to be great for this project. And my boss literally said, “I don’t know about him, he doesn't jump off the page, why are you bringing him in?” I'm like, because he doesn't jump off the page. He sits in the page, right? So, these are just some, like, fundamentals, and I think working with authenticity, working with mission and purpose, and looking toward outcomes, not building just for building sake. I think you see a lot of times in in tech first companies, they're doing technology for technology sake, instead of building like, wait, what is this audience that we're building for? What do they need and why? They come at it the other way.

Do you have some examples? When I was kind of doing my research on you, I was just literally, like imagining myself as a fly in the wall in the room when, for instance, you're at Disney, and we're talking about the streaming service, which when you all started that, streaming wasn't what it is today, right? Like, you guys were innovators in this. And so, anything that you just said about the foundational work, any stories stick out from any of those projects that you're on to illustrate some of these foundational things you're talking about?

Yeah, there's actually a pretty interesting story. So, I'll take you back to the early pandemic. We had launched Disney plus already, we launched the Disney bundle, which was Disney plus Hulu and ESPN plus as one thing, subscriptions were coming in, like, hot off the presses. We were scaling very, very quickly. We were launching into international countries very quickly, despite being a pandemic. So, all was going well, better than planned. As a product manager, a product manager likes to actually embrace constraints and figure out what to do about them and with them and because of them, and so that's what I did. And even though the numbers were good, and nobody was asking for innovation of business models or products at that point, they just wanted us to keep scaling, I realized that, wait a minute, this is the Walt Disney Company. We make, like, big theatrical movies where the budgets are hundreds of millions of dollars. I mean, , you got to think about Star Wars. You got to think about Marvel, Pixar, right? Big brands, big theatrical and those things take a long time to make. And so, I'm sitting there thinking, what's happening? The movie theaters are closed so that they're not going to go to the theaters to see these movies. There's stuff in the can that's got to get out, right?

Yeah.

So, I make this sort of soft pitch of, what if we take some of these things that are destined for theaters and we sell them in Disney plus as a theatrical release in Disney plus? You got to think of a family of four or five or six at home that probably have seen everything they can see by mid pandemic, right? What else is there to do? Everybody's staring at everybody. We’re playing cards now. What else could be done? Why don't we just sell Moana? Or, I forget which one was first. I think it was Moana. But how can we sell it in the service for, you know, a reasonable fee? $29 or something like that, right? And everybody's like, no, no, no, no way, no way. Stand over there, you're the product guy, you're not the content guy. And they're like, no, the theatrical windowing model is too fixed, and it's we don't want to disturb and disrupt it. I'm thinking to myself, it's already disturbed and disrupted, right? The question is, how long is this going to be? And I think everybody was still in that point of hedging as to how long are we going to be in the state of this holding pattern? And so, I went back to work, and, you know, basically go an email a few days later. Hey, you know that thing you mentioned about selling something in Disney plus? Don't tell anybody, but can you sketch out what that might look like so we can talk about a little bit more, right? So, the seed was planted. Somebody said something to somebody about, maybe we should consider this, but don't make it a widespread project just yet. So, I sketch it up, and I bring it back and send it over, and now it becomes a conversation. And then before too long, it became, how soon can you do it? Can you do this by May? And just that March, we were in the pandemic, right? So that's a big hustle that, you know, in a couple months time to build the interfaces, and build the capabilities for people to actually transact and actually watch a theatrical release in Disney plus. So, I guess the story there is conventional wisdom in the company that's very top down in its decision making. We're not going there, and the doors weren't open for what people in the rank and file had to say.

Yeah.

But as the head of product for Disney plus, I felt it was my job to take a look at the constraints and always be questioning and always be poking and prodding and poking the bushes. Sometimes you hurt your hand if you poke too far into the bushes. That's always the risk. But in this case, it turned out to be almost a billion dollars in revenue for the company to do the series of what we called Premier Access. That was the name of this product at the end of the day.

Yeah, I love that story. As you were telling the story, I was thinking about myself in the pandemic when Disney started releasing movies that were going to be for the theater. I'm using layman's terms. You used all the technical, you know, inside baseball terms, and I was thinking how cool that was. Just as a consumer, I'm Joe consumer, right? Like, yes, we can't go to the theater, but like, the theater is going to come to us, you know, so to speak. And I just thought that that was cool. So, I was probably a few shekels of those billion dollars or whatever. So, that's a very, very cool idea. Yeah. You had me taking notes there, Michael. I wrote down the ABQ: always be questioning. And I like the risk part of that. Well, this is starting to segue into something that I saw as I looked through the website that you set up for your book, as I looked through some of your posts on LinkedIn, I'm starting to see a through line of, you know, you're a product guy, but man, every everything that that you've created, I just see people. There's a through line of culture. What you just talked about, from a foundational standpoint, is people, and so there's something there with you, where you've seen the people aspect of business, product development, project management. The people aspect seems to be super important to you.

It really is. What is really kind of an interesting takeaway is when I actually first embarked on writing the book, I think I thought that the idea here was that unless you go out and actually are in position to build something, unless you take that step, you'll never know what could be. That's kind of where it germinated from. But at the end, at the conclusion, when I finished it a couple months ago, I realized that there's a big lead buried in there, which is, it's not about the things you build, it's about the people you build it with. If you can get that right, if you can surround yourself with the right people, with the right perspectives, not always your perspective, by the way, differing perspectives, different strengths to bring to the equation, then you can kind of do anything. Because what happens is, when you empower people to do their best work, at some point, they inevitably begin to do it for each other. And when they're doing it for each other, and when they're coming to work every day, and I use that figuratively, because we're not all in one office all the time anymore, right? But when you're coming to work every day, there's this nature of accountability that's established and it's unofficial. In other words, you're doing it wrong if you say you're accountable to so and so.

Right.

You're doing it right if you empower people to partner and team up and they become accountable to each other.

Yeah, organic, natural accountability, as opposed to bureaucratic accountability.

That's right, and that takes environment. And a lot of the companies I've worked at didn't naturally have that environment, so I always tried to establish it in my area or my purview. And what's interesting about that is you have adjacent groups start to see. If you're doing it right, you're working cross functionally, and you get people from other teams looking over the fence, and they're like, I want to be a part of that.

Right on.

And then it starts to spread. And then people do know the difference, and people do understand, and they want the team even further. And then before you know it, you have people from completely different departments than yours that are accountable to people in your own organization suddenly, and vice versa.

I find that organizations that try to protect the bureaucratic or chart type of thing are more constricted than organizations that are like, no, hire the absolute best, kind of like you just alluded to, and then let them do their thing. And when you really hire the best of the best people, in culture fit also, not just the skill set, but the locker room fit as well, things tend to organically work out, from an accountability standpoint, but also an innovation standpoint. The person that doesn't jump off the page has a voice anyway, standpoint, like those types of things just tend to happen. And even in this age where what we're talking about here, I think we both can shake our head yes, and probably if you're listening to us right now, listening to the podcast even months from now, you're shaking your head yes, but that shaking the head yes and then actually doing it, putting it into practice, it could be a little different for people.

Certainly if you're the leader of that area, and you have to coexist with peer leaders across a company that don't see the world or don't value the world that way, that could be a lonely place. And it could be an off-putting place, too, by the way. It could generate an us versus them situation. I've seen that happen a couple of times, whereby we've got this goodness happening in my area because we're doing it together, and you've got this adjacent department that not only isn't doing it together, but they’re also thrashy, chaotic, cutthroat, and they don't appreciate the way we're doing it. And there you have this Us v Them thing that happens, and you have to then navigate that, right? That's what gets tricky in these things. So, I've seen it play out in the best way possible and in the most challenging way possible. And, you know, that's the thing. I think people have to be willing to play through those moments. It's not the most comfortable. As I said, it's lonely. You did say something a moment ago about locker room. That phrase positively triggered me, because in my last role, I was at a company called Televisa Univision, and it was, as Disney plus was streaming for families, Televisa was streaming for the Spanish language population around the world. And so, I went from Disney to that because I was recruited into that environment, because I'd just done Disney plus, so it made a lot of sense. In that environment I brought sort of a best of breed team together from all walks, some from Disney, some from Facebook, some from startups I did, some from Vivo I did a million years ago. That was also Video. I brought them all together because we had to build something really quickly. I'm sure you and the listeners are familiar with Slack, very powerful tool, but I had a channel in there at that company called the locker room, and it was actually where, you know, among the 500 or so people in my organization, there were probably 45 in that channel, and that was sort of my way to do skip level, multi skip level, broader casting of message of team, like, of coaching, of informing, right? Being the bearer of the good and the bad news. Are things going well? Are you hitting your numbers? This is what's going well. This is what's not going well. We have to trim some costs this quarter. Here’s why you should care, you know? And it's that place to be honest, and it's safe and it's actually appreciated, because it actually empowers these people to do what they're doing more effectively. So, you mentioned earlier, best of breed. A lot of companies want to hire the best. I think what people should want is to hire the most effective.

Yeah, yeah, I'm assuming the locker room, that is a place where there's things like transparency, authenticity? I don't know if you had it be voluntary or not. I know with coaching, you know at Rewire, were coaching and development company, and people that if they come kicking and screaming into coaching, it just doesn't work, but if they come voluntary, oh man, the sky limit type of thing. So, I don't know. My curiosity has me now. Was the locker room more of a mandatory voluntold type of thing or a hey, come as you are and come be in the group type of thing?

It was an absolute come as you are kind of thing, but I think one interesting dynamic was very seldom did somebody add somebody else. They usually asked me, because they thought for some reason that if somebody else were here, would I be as open as I was being?

I see, yeah.

They valued that, and they wanted to make sure I was cool with whoever was coming in. And I got to tell you, some people that came into that channel and I think we're skeptical, like, what is it? As they were used to being told what to do, and some of them were comfortable with the notion of just tell me what to do, and I'll just go get it done, and give me the tickets and I'll code it today. And what I tried to do was, let's say, earn it, if you will.

Yeah, right on.

Earn the place to be and sort of show by example how could it be? And it was actually lovely to see people get through to the other side and actually come to me one on one and say, like, I have to really, thank you. I've never been able to look at my job, and I spend most of my time working, I never, I've never been able to look at it this way before. It was always go, go, go, rush, rush, rush, fix, fix, fix, fix, and now it's like, think, think, think.

Yeah, well, you're the true definition of a coach. You're collaborating with people to get to a solution, as opposed to just telling them what to do, and I think the future of business relies on that as human beings, 100%.

Especially if you want to scale, right? If you want to scale, 100%.

Yeah, no question. Yeah, I've seen that. I've seen that. That's kind of what I was alluding to earlier, when I just talked about some of the bureaucratic, old school, dictatorial ways of leading and being a boss and that is very constrictive on the organization where, what you're talking about, there's more freedom to grow and freedom to scale. It also seems like those are the types of organizations, the one that you're describing, people self-select themselves out, where if they're not a good fit for the locker room, I don't know, they tend to just meander away, and then you're left with the best of the best type of thing.

Well, that’s how it evolved, right? And what's interesting that you mentioned kind of the older school way of the dictorial, like, go do this, what I've found is even when some of those that reside there are exposed to this other way of thinking about it and doing it, not every time, but a lot of times, I've seen them stuck there. And I've tried to unpack that. Like, why can't the mindset shift? What's keeping it over there? And I think I've concluded that it has something to do with insecurity.

Often fear.

Right? If maybe somebody doesn't feel as in control anymore, if they can't just throw out the orders, they're not as in control in the same way if people that are three levels down from them are coming to them and suggesting what the work should be.

That’s right. That's right. We talk a lot about what we call the lizard brain at Rewire, and one of the things that our lizard brain, meaning our brain that's been there for longer than we have, type of thing, is we just don't like to get out of our comfort zone, and if we're just doing what we've done our entire careers, and then this is something different, even if it's better, and even if intellectually we know it's better, it still is different, and it's outside our comfort zone. So, sometimes we'll just fight to know what we know, even if it's not as good as the alternative.

I think it's right. I remember back in the 90’s, one of my first jobs out of school, probably my second or third job, there was the CEO of this company, it was in the technology space, and we were building routers and switches that ultimately delivered this high speed internet that we're able to do this on now. And the CEO was this guy named Dennis Barcema, and occasionally he stuttered. He was telling a story in the company all hands one day, and once in a while, he would still stutter, but he'd kind of overcome it and played through it and got to the other side of it, largely, but he was telling a story about how he worked through that, and he said it had to do with the comfort zone. And his whole story was, if you step out of the comfort zone, that's where the real work is, but also that's where the real opportunity is, and ultimately the real reward is. And this is the guy telling us this about how he sort of played through a stuttering challenge, became a CEO, we had just gone public, and he was just telling us, and we were like, tears in the eyes. Like it was a life moment. He also followed up with like, cherish this moment. Don't forget the now. That's stuck with me forever.

You know, I'm gonna go off on a little tangent, and I promise we'll get back to the topic at hand, but you’re making me think of just our everyday, daily lives, Michael, where there are times, whether it is the dinner that you sit down to, your child's game that you're going to, the sweet kiss of your partner before bed, those little things, may we never take any of those moments for granted. What you're talking about was a very grand, big moment, I get it, but I just think in everyday, daily life, like the good old days are right this minute. They're happening right now. I don't even want to take for granted that you and I can do what we're doing right this minute, because I don't know, tomorrow there could be a health event or an emergency or whatever, and you and I may not have the opportunity to do something like this. So yeah, again, tangent.

But that's an important tangent, because it's like, these are life things, right? And my kids are adult kids now, and what you just said is so in my head that I dream about it. Like, I dream about it regularly. I dream about their younger years when they were living here in our house, still, and now they're not, but, it's like, wow, how the time flew. So, all you can do now, you know, in addition to honoring that, of course, is focus on the now. What are you going to do about it now, so, you make it count?

That's right, yeah, 100. Make it count. You wrote a book, and it's called “Build Something”. I have not read it, but I've read your post about it, and I went to the website. I desire to read it. Give our listeners the big idea of the book, or what you would like us to know about it?

Yeah. I think the book's about product. So, it's a product book, but it's about product strategy is business strategies. So, products are companies, really.

Yeah.

So, it's about how products and companies and actually cultures are built, and how it's not by accident, it's through intent. And, you know, sweat and grit and leadership that that can scale. And you know, it's not really about frameworks in a prescriptive way, it's more experiential. And so, I lay out a bunch of stories, the good and the bad and the ugly, by the way, you know. I get into some things that are just like, not my most proud, but they're some of the biggest lessons that were learned. And so, I'm drawing from three decades now of building startups and building new big bets into older, some more established companies as well. Disney was a good example of that. Streaming wasn't always there. But ultimately it shows what you build is only as strong as how you build it and who you build it with, and that's really what the book kind of encompasses. And it's funny, because I started it many years ago, just as a notion of jotting things down and not forgetting certain moments and stories, and then it became a collective and so, you know, last year, I got a bit more rigorous about it, and I started to understand what it was really about. I'm really excited about it. The feedback has been mostly positive so far. I still am not sure if it's a steaming pile or not, but that's the creative in me, you know? And so, you're very vulnerable when you put these things out.

Understood, yeah. You alluded to something there that maybe I'll flesh out, but oftentimes, when I talk to guests about books that they wrote, it's about the creation of it, the idea that I had behind it, what I want to give to the world, the way that you just described it, and maybe I heard you wrong, but it was more of you like chiseling away the rock to discover what is there. Like you're discovering what was there, not, hey, I've got this gift that I want to give to the world, type of thing, and I find that very interesting.

Well, I think everybody has their unique opportunity at their journey and I think rather than saying how you should practice your journey, other than some good human fundamentals about being a good citizen and everything, is really looking closely at the people you're doing it with, and how you're bringing them along too, and how you're enabling them to make the thing you're working on better. I think those kinds of things are, but it's more so like, I would love it for a reader to think about what might be my version of that idea, you know? Because everybody's world's a little bit different. Different domains.

Yeah sure, for sure. Understood. I usually ask guests about a project that they're working on now, something that they're excited about, and I'm assuming that's the book. but I I'll ask you that question. Is there anything that we haven't talked about yet, that you're particularly excited about these days?

Yeah, so, what I decided to do was take this year off to spend doing talks like this and seeing how I can impact community that does build things and care about building things and care about building them well. That's how I plan to spend this whole year, actually. I mean, I'm doing some advisory because it's hard not to, and doing a handful of AI based things, which is also interesting, because we talked earlier, before the record button went about how the machine isn't human, per se, right? And so, it takes people; it's gonna take a human in the loop to get it to where it needs to go, right? I think some pure play tech companies are very machine, machine, machine, and I'd love it to be, you know, machine, people, people, a little bit more machine, then people, people, people, right? So, yeah, different way of thinking about it. So, I'm kind of evangelizing some of that stuff and spending some time with companies, doing some talks and stuff like that this year. I may do another operating role on the back side of this, and, you know, I'm just curious. And I think product people are curious people. And so, I probably won't resist doing something else again, I just want to spend some time giving this what I think it deserves and spending some time with it while I can.

Well, you're the guy that brought the movie theater into the home during the pandemic, or at least in my mind you are, and so, don't mess that up. Let's leave it that way. And so, I'll be following you, because if you do go off to some other company and you're going to do some cool project or some cool product, man, I want to know what it is. I want to be able to benefit from it, or, I don't know, be entertained by it, or whatever it is that you end up doing. I have a feeling people are going to want to read your book. People might want to hit you up or find you or start following you. What's the best way for people to do that, Michael?

So, you know, I'm on all the social channels that people tend to be on. My handle is ImCerdafied, just to play on my name on Instagram and in Threads. Of course, on Facebook, I think it's just like the Facebook slash Michael Cerda, and probably on LinkedIn, as well. There's a website, build-something.com, and that's got everything about the book. It's got the socials, the contacts, all that stuff there. I'm putting out various videos and posts and articles and guest writing in some articles out there as well, so some of that stuff will be coming online in the next couple months. That's been fun too, because it allows me to take sort of a snippet of what was in the book, and, like, bring it out and flush it out into a broader context, so that's been a lot of fun. And I've been on the road a lot too. So, I'm going from town to town and even going to Spain later in the spring to do a talk at some venture thing, which is amazing, because it's like a bunch of founders and investors that are there, and we're going to talk about these kinds of things. And I think what I'll say, maybe to close that answer is what I really enjoy doing is being really authentic and really real about the topics, and I don't think there's any better way to roll. I think you get the best outcomes that way, and a product person thinks in terms of outcome driven, right? Like you need to be outcome driven. It's about the impact you have, and I think about the work I do in my impact ability, which is why I want to spend this year doing this stuff, because I think there's some impact to be had here before I go build the next thing.

Well, I would concur with you. There is no better way to roll. And Michael, you rolled really well with us today. Thank you for your time. Thank you for your expertise. Gosh, you did not disappoint. You over delivered. So, thank you so much, my friend.

Thank you, Jason. It's great to know you, and hopefully we can have some folks in your community give us some feedback on this today.

There you go. No, that's perfect. Well, everybody, Michael Cerda. Until next time, my friend. Thank you. Thank you.

Boy, what a great episode with Michael Cerda. Build something. The insights that I wrote down, one is just build something. Like, go create things. Go, try things, start things. I loved what he just said, the guy was one of the most authentic people that I've run across, meaning, I just felt that from him. Not only in his words, but just his tonality and the way that he looked me in the eye over Zoom. Like, it was just so good, and I'm just motivated to go create something today. Build something. I'll probably do that in the way of my writing. But some of the things that also stuck out to me is the ABQ: always be questioning. I just really like that lead with curiosity and empower people to do their best work. And he just talked about being intentional and being authentic. No better way to roll. So, those were just some of my insights. I wrote a whole page worth of notes, but those are the insights that stuck out to me. But as we say at the end of every episode of The Insight Interviews, it doesn't much matter what me as the as the host what my insights were, but what really matters is, what were your insights?

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