Keynote: The Video Agency

Hello everyone and welcome back to the second edition of Video Agency Day. Hello, my name is Amelia and I'm so excited to welcome you all to this one-of-a-kind event on the video agency. So here at TwentyThree, we're very passionate about agencies and we have deep roots going back to the agency categories from our founders. So we've made this event very specially for our agency people. So this is your chance to lean back, listen, learn, and hopefully enjoy a lot and feel like you get a lot of new knowledge during today's digital event. So this is a unique time for you to really reflect a little bit on the state of your own agency and an opportunity to learn from your peers and really consider what are these elements that are shaping the agency category and what does the agency look like in the future and what should it look like. And it's exactly that that you have the very unique opportunity to be part of shaping here today. And I hope you brought along a pen and a paper next to your screen because I have a feeling you'll be taking some notes for how to really define your agency for the next upcoming year. So last year we talked all about defining the video agency and this year we're going to build them. So if we have a little bit of a look at the agenda for today, we're kickstarting off here at 2pm and we'll be keep going until around 6pm Central European Time. And if we have a look at some of the sessions we have in store for you guys today, I have to say we have quite a good lineup of different formats. So starting off with a keynote that's all about the video agency. Then we're going to have a little bit more of a showcasing session where we get to meet the video agencies. Followed by that we'll have some masterclasses that we deep dive a little bit more into where you get to hear from the company perspective as well as a unique success story from building a successful video agency. Before we wrap up the day with a video day lounge. Now we have lots of different formats for you today from keynotes to showcases to panels to masterclasses and to lounge. And I just want to give a quick shout out to the 23 Summit coming up in 2026. So if you are curious about video webinars and really want to dive into how you can move your company forward with all things video, then the 23 Summit is just up your alley. You now have the opportunity to watch some highlights from 2026. No, sorry, from 2025 as well as sign up for 2026 and get notified about all the amazing stuff that is coming up for the 23 Summit happening on May 28th and May 29th, 2026. So put a little X in your calendar if that sounds like something for you. Now, I want to welcome you all to really engage and take part of Video Agency Day and be part of shaping it. And that also goes for everyone who's tuned in from all across the world. So please don't hesitate to write your questions to the speakers and to use the chats. And if you are still kind of figuring out how much you want to engage, you can use the reactions to give a little bit of feedback to our speakers. But now let's really dive into the good stuff, shall we? Because for this first session, we have a very exciting keynote on the horizon on the video agency. Pioneer Thomas Mattson-Migdell, he will detail the rise of the video agency category. And then we have Dan Duffett, who will share some snippets from a playbook on how you can transform your business. So to set the scene, we have 23 co-founder Thomas Mattson-Migdell, a digital pioneer who has been founding Internet companies for over 30 years. And Thomas helps agencies and companies really thrive in a video first world. So please welcome Thomas to the screen. Thanks, Amelia. And welcome everyone to Video Agency Day again. It's such a great time to be hosting this annual little MBA, mini MBA masterclass, where we bring a lot of agency people together. Very uniquely to get to hear about how people are building their businesses, their offerings. And on this journey to be the agency for the video world, to be the video agency. Last year, we launched the open source video agency model built by us and a lot of video agency actors around Europe. And this year, we are very excited that we're going to go one step further on how actually to build a video agency. But I figured I would start by just giving you a little run in to agencies and production companies and the video world and give a little bit of status on how this new agency can really grow and develop how the audio category is emerging. So the interesting thing is really that that we are starting to see this light at the end of the tunnel of really movement on becoming the agency for the new world, the agency that is not stuck in the old safe world of existing paradigms, but I doping down on seeing the new world on seeing really working a lot with video, closing the gaps on production companies that only are catering to the ones that can't produce themselves, but also so really building agencies that are working also with all the hero customers nowadays that have their own video teams, one person, five people, 30 people, 200 people. I think it's a record we've seen of how many internal video people there were in a company. For us at 23, we're obviously building the tools. We are the European player in the global video space. We can fully video enable an organization with our tool. And for us, the interest in agencies is really understanding how we can focus on us doing the training part and having partners and agencies and maturing the category to really go in and video enable a whole organization across every team, across every type of video from low end to high end, from webinars to personal video to reinventing the websites, getting the video attribution correct and all the other things. That are happening on the sort of change agent side of an organization. If you look at agencies, agencies are one of the four pillars of a marketing organization, of an organization that is helping an organization act in the market, acting in the market, aka marketing. And if you look at it, it's really sort of basically put into four categories of things that the marketing spend is on. Marketing technology, software like 23, paid media, the advertising budget, the paid performance, or in recent times, the Google or Facebook budget, labor, the team cost on the team, and then the 23% on agencies and services. So in the category of marketing, agencies and services play a big role. But there's a lot of gaps in video where the most advanced customers are building their own teams. So they're not really using agencies and services. And for the other teams, the split might also look very different from the split you're seeing here, especially on marketing technology, where there's very little spent, which means that there is not the tools to really drive the value of the video in the organization and paid media is historically very high. In things like social video or paid media. I'll try to run you through a little bit of an equivalent journey, because as Amelia said, actually, 31 years ago, I founded one of the first digital agencies in the world. It was called Mondo or Mondo Media, as it was called originally, as you can see in this screenshot from February 1995. Yes, that's a long time ago. And the interesting thing is, if you look at this agency, 12 months later after this, this agency was doing strategy consulting for the largest companies in the world. We were building Lego's first website. But at this point in time, we saw ourselves as a worldwide web production company, because that was how far our imagination could go. But when you look at this category, what was then called web production became web agency. And basically, 12 months later, even though the category eventually became to be called digital agency, a great name that's been driving the world for about the last 25 years or so, we even got to the level within a year or two of basically being strategic consultancies, doing basically business. You know, if we were competing with McKinsey after 18, 24 months on business strategies and digital strategy and basically reinventing companies, you can argue to some extent. So the interesting thing here was that it took very short time to really move from us seeing ourselves as producing things that other people bought and demanded to having agency to actually becoming very strategic partners for companies. And that, I think, is very interesting to look at the terms producing and agency, because I think that's also really very much the mindset that when you are in a production mindset, you are producing something that somebody requested. It's almost a little bit passive in the way I know that obviously video production companies are proactive and suggest things to clients, but often it automatically inbound the frames and the words we use becomes a little bit passive as opposed to the term agency, which is about having agency. It's about the company being multiple different skill sets that it can deliver to the client in a very unique offering. So it's almost ingrained in the words and the concepts here, the difference that is so important. And when we look at video, we're really still stuck with about plus 90% of companies being in the video production category and not being in the video agency category. And we're seeing a few, the sky and going into the uncharted territory of actually becoming an agency as opposed to a production company. And it's two very different things, right? When we look at the term video agency, it's also important because like the reference to the digital agencies, back before everyone sort of normalized around the term digital agency, there were a lot of different terms. And I've given you a few of them here, production house, video marketing agency, video production agency, creative content agency, video studio, webinar agency, production company, live agency, video production company, social video agency, YouTube agency, corporate video production, creative video agency, right? Imagine being a CMO or a head of marketing on the other side. And trying to understand this category where everyone doesn't agree on normalizing into a category that actually creates a market, but everyone are trying to stand out and be unique, right? There are often times in business cycles or evolution of categories where you want to be unique, but that's about 20 years later, right? As an example, the digital agency category today actually means a lot of different things. It's almost meaningless, but it's stuck to the same category definition for 25 years. All the players in the category because it was beneficial for people, right? And now 25 years in, there might be starting to needing to be some variation because one digital agency is very technical. One is creative. One is very organizationally focused. One is strategy, you know, so we're in that category. They're basically at this point missing language, right? But they stuck to the category definition for 25 years. So that's why together with a lot of people, we really worked on this sort of, we need to agree on one term that's constructive and offered it to every one of you out there to use the term video agency as this umbrella term that can build a category. So people start comparing video agencies to get against each other. Who's the best video agency in Berlin? Who's the best video agency in Paris, right? Instead of everyone having their own market definition that makes it slightly different, aka, which we think we're unique, but we end up not actually building a market together. Last year, we also launched a competence and delivery model and we'll go that much more into that shortly. But to really create an offering, right? Because the digital agencies were basically built on a model of three circles that was business and technology and design, right? And as everything in life, it is system integration where you can create unique things. And that was what made the digital agencies that they represented three different paradigms that they could deliver in an integrated service. The challenge of video production companies is that we're just producing something. We're producing videos for somebody. When we look at the needs of a company, they're lacking people that can help them teach their people, set up studios, set up their video tools and video marketing platforms like 23, do strategy, do format development, teach 500 salespeople how to do social video. And even at this point, even almost like reinventing websites or even sort of overall reinventing digital for the company, because that's what's happening out in the world with video. So we introduced the three circle model of creative, of strategy and enablement as being the key three competences, competence and service delivery areas of the video agency. So today we'll hear an update on how it's going with this, what the journey is on building an agency that can deliver these services integrated. And obviously the way that you start delivering these services, you also can deliver 5X more to the client and only video, right? And yes, you hopefully will still produce a lot of high end video that they can use in different circumstances. And hopefully you are still perhaps the best one at doing video sort of overall, but actually how to transform a company with video. There's a lot of people internally in the organization that needs help. And they're also just looking for a partner, a body, a play body to be along for the journey that can clap them on the back and you can tell the CMO how great they're doing and you can tell them the lessons from your other 50 clients that are trying to do webinars, that are trying to get the whole team to use personal video and all these organizational challenges. So when we look at the video agency today and very much the theme of today, it's really about how are we going to build the agency and also perhaps a little bit who's going to build it. So I want to leave you off with the idea that we're going to see a lot of entrepreneurs build all new companies from scratch. Today at Video Agency Day, we have Video Olle, a great case story from Finland that built in the late tens, built an agency up to 30 people, a video agency up to 30 people and sold it in a market of 5 million people. So imagine what that could be today in a bigger country and with the maturity we have on video today. We're seeing a lot of video production companies that are trying to become video agencies, but that's everything in life, change is hard. So it's, you know, the few ones who are really good at it that's going to make that transition over. We're also seeing a lot of existing agency categories like content agencies or digital agency, communication agencies that are starting to have video agencies within the company, teams within and departments within their organization. And we're also starting to, I think, see the early traits of agency spin outs where a lot of agency owners and agency chains and agency conglomerates are looking at whether they could put all their video elements together into a video agency, because perhaps they already have 30 people actually working on video throughout their organization, but they actually haven't formalized it into a video agency offering. So we are in this race to build the video agency and to become the one that nails the category, the one that can transform a company to be video first and become that agency truly for the video world. That was the opening. I hope you're going to have a great video agency today. Lean back. This is your business school, your four hours for yourself one day a year. Every other day of the year, you are helping others. This is the day to help yourself and get that little time bubble of these four hours to think about your business, to learn from other people like yourself very uniquely and to reflect a little bit. To get to the next level, this year, our video accelerator team has been working together with some of the leading agencies on developing a journey into the video agency and a transformation journey on how to actually build a video agency. So without further ado, please welcome Dan Dufford, head of the video accelerator team at 23 to run you through how you would build a video agency. Thank you very much indeed, Thomas. And as ever, you've given us a fantastic overview of what exactly is going on in the category. Right now, and what we want to do today is really chart the practical side to building the agency. And now, because that's what this is about. And last year was about the agency model. So let's quickly just look at that agency model again. And let's just have a little refresher. Thomas, I think, has done a fantastic job, actually, of setting this out. But let's just have a look at a couple of these points. But there are certain things that a company needs and wants a video production company to do. And we kind of see that as video production. But in fact, when you expand it out, there are a tremendous amount of things that a video company needs to be doing that the client wants them to do. And here are just some of the examples. It can be creating webinars. It can be creating video strategies. It can be coaching webinar strategies. So when it comes down to it, we think about production companies having one key role. But actually, it's much, much greater than that. And then when it comes to talking about them, how do we want to describe these companies? It is, as Thomas has said, it really is about focusing on getting a collective name for them. And we've explored loads of different possible names for these companies. And video agency is where we've really netted out. And we really want to get a really strong memento behind this term. Within the model, one thing that we really looked at was how to ensure real kind of consistency and really make sure that there was a sustainable model. And one area that we certainly understood companies were struggling with, to a degree, was getting that really recurring revenue. And through the year, there might be these points where those revenues up a little bit at a time and it was down a little at a time. And we wanted to make sure that within our model, that there was a way to mitigate against that. And the way for that really was to look at how we could develop a real sense of recurring revenue. And as I go into the playbook in the next phase here today, I'll really be looking to talk about how that recurring revenue can come through and how those video agencies can really, really start to make sure there's sustainable kind of business throughout the year. Thomas touched on the idea of how these businesses really needed to operate and the services that they needed to capture within what they offered. And that was broken out into kind of three key areas, the creative, the strategy, and the enablement. And I really want you to kind of imprint this model in your mind as we go through to the real practical side of the next phase, where we discuss how you can really put this model into practice. But at its core, we are talking about from a strategic point of view, being there for your clients, being there for your customers to deliver things like webinar plans, video strategies. And within enablement, it varies tremendously, but it goes into analytics. It goes into kind of organizational consultancy. And it goes into making sure they have absolutely the right software to be able to do the work they want to do. And then from a creative point of view, it covers many different areas as well. Obviously, kind of creative concepting, pulling off the webinars and full-on production. So keep this model in mind as we go through. And now I'd like to dig into how a video agency was built. And I'm going to talk through the playbook to that. And to do that, what I would like to do is I want to effectively tell you a story about this. And I want to introduce a company called Play. Because we felt that it would be much more interesting, much more engaging to give this idea and this practical playbook an identity. And so we are going to talk about the video agency called Play. And Play was formed actually out of an in-house company, an in-house company that worked for a large multinational. And they realized that there was a space in the market that their expertise could absolutely fill. The key thing within that is that they recognized that there was a gap in the market. And they felt that they had the expertise to really fill that hole. What the founders realized was that there were a great deal of businesses who were consistently looking to create video content, but they were outsourcing it. And they were asking for one-off incidences of video from companies, from video companies. And they realized that that was not the right system. What they needed was a content system. They needed a content system that delivered repeatable format and recurring output. And a partner who could deliver that to them consistently and at speed with a really clear video strategy behind it. And these founders, they realized that in actual fact, that is what they were doing within their businesses already. They were doing that on a day-to-day basis. They were creating consistent work. It was recurring. And they understood the cadence that these businesses needed. And the other key piece that they realized is that they could replicate this across various different clients. If they came out of the company, if they came out of the business, they could actually do that exact same thing that they were doing within their business currently. And they could do it for lots of different multinationals. So that is what they look to do. So they kind of have this formula. If they could take recurring revenue and if they could take an organizational structure, they could create a video agency. And with that play, the European video agency was actually born. And within the market, what they realized and what they wanted to do was to position themselves really, really carefully. So they talked about it as a video engine. And the importance behind that is that if you kind of think about what an engine is, it's smooth. It operates mechanically. There's a real system to it. And they knew that if they kind of created these recurring formats, be they webinars, be that webinar strategy, where they had organizational guidance, where they had client training, all of these things they could provide on an ongoing basis. And if you think back to that model I shared a little bit earlier with the three circles, all of these things carefully fit into each of those circles. So there's a huge amount of output that they can do within the creative. There's a huge amount of output that they can do around strategy and enablement. And what they realized, if they can position themselves as this engine that would do all of that, then they would be onto a winner. And I think important here as well, this isn't about being full service. And they were really quite specific about that. Because if you kind of think about full service, what does that mean? That means you kind of do everything. And play, you know, you make a decision. You're going to make a decision. And then you're going to be in the middle of it. So it's really important to think about, what you're doing. And what you're doing. And what you're doing. And what you're doing. And what you're doing. And what you're doing. And they've got the positioning. They know where they are. But what was very, very important at this point. OK, what talent do we need? And what they certainly realized at this juncture was that in order to scale, they needed to be really careful about how they built themselves. And so they knew that they needed a really clear center of excellence. And so that was made out of some key disciplines. They wanted finance. They needed a rainmaker. They need operations and these kind of key areas. And they needed strategy. And that would sit at the centre. That was going to be absolutely fundamental. But what they also needed to surround that was something a little bit different. And when they kind of looked at the job descriptions that were kicking around at the moment, at the time, they could see, you know, there was the producer. OK, brilliant. You know, producers are absolutely phenomenal. And we need something like that. But actually, they needed more than that. And they realised that the videographers out there currently were doing a huge amount of extra things in and around their role. They were producing, they were editing and they were filming. So they realised that there was this kind of very interesting new kind of role that was evolving. And they kicked around with some thinking about the names for that role. I mean, for example, they were thinking of a video genius. They were thinking of a video magician. Where they came to with video markets here, and they felt that was absolutely right. And that was the focus that they needed. So if you kind of then look at this structure in the picture here, you've got this core centre where they've got the kind of leadership. And surrounding them, you've got these video marketeers. And it's less hierarchical. It's very easy to scale. And the other piece is that those video marketeers, you can drop into organisations so they can kind of work within those organisations. Or in addition, they could just work remotely. And that's a huge, beautiful part of this, is that you could put them in different cities and they could drop in to different clients in different places. But they would always, always, always make sure that they kept close to the strategic core. And the reason for that is quite simply, sometimes there need to be opportunities where there was some grey hair needed to come in and have a conversation, to put it quite bluntly. Sometimes that needs to happen. And within Play, they knew they needed that level of seniority that could go into some certain clients and have those discussions. But they also absolutely knew it was fundamental that they had this agility of the video marketeers that surrounded the business and could drop in and drop out. So that's the talent. And then supporting the talent, it was about having a really smart operating system that sat behind it. Because they knew with that, that you could they would then they would build themselves, Play would build themselves for success because they would have this repeatability and they would have the ability to scale. And in doing that, they knew that they could then have a really, really strong proposition for their clients. And so within the operating model, they broke it out into kind of three key areas around core principles and operating rhythm. And then the kind of the margins and the finance behind the business. And so if you just take a couple of those areas around core principles, it was an idea of just having standardised formats. They weren't looking to reinvent stuff. They wanted to show their clients that we've got all these different webinar formats, as an example, and we know exactly how to execute each and every one of them. And there's a system that we have that can make that happen. And they wanted to systemise shooting days. So every month you would have one shooting day. Nice and simple. You'd organise it, set everything was happening then. And then if you kind of think about the operational rhythm, it was a real focus on just having one weekly sprints, borrowing something from the tech area where you obviously have them for slightly longer, but just within production in that really, you needed some of that fast approach at times. So they had these sprints where everything would be organised and then monthly content meetings and then bi-annually they'd just look at, okay, have we got the right resources for your business? Are we building your business at the speed that you want from a video point of view? And then from a margins and capacity point of view to really make sure the hygiene was there within the business. They kept a really clear eye on making sure that there was clear hours per format. And they made sure that the video marketers weren't overloaded in any shape or form. And this structure, this operating system then allowed them to really build a really simple scope of work. And so this scope of work isn't by any means exhaustive, but it's to look at it as a kind of illustrative perspective and to see the kind of things that it covers. But again, what you can kind of see within these pieces, be that, you know, four different formats of webinars, four podcasts a month, the social ads, the shooting days, the thought leadership, the training, all of these different things. You can just put a sum by every month and you can create that monthly recurring revenue. And the beautiful thing about this as well was that when this worked within one client, it could also be then moved from, you know, to different strategic business units within that client. So you have that opportunity to just scale out within the client infrastructure. And then on top of that, you can scale out, you can scale out to more businesses as well. And always within this, what was in their mind, and I'll come to this again and again, the more video was done, the more insights it drove and the more adoption it created because increasingly the business saw again and again how important video was. Now, one element that we often hear and we absolutely understand it is, you know, you can set up your operational systems and you can understand how you have your talent and your positioning and you can understand what opportunities there is in the market. But growth and client engagement is always, always tricky. And being player and having their desire to really focus on this operational consistency and focus and rigor, you know, when it came to client engagement and growth, that was no different either. And so they kind of isolated kind of two areas where they really felt they could really push and lever their ability here. And the very first thing was around making themselves easy to buy. So in order to do that, they firstly wanted to audit effectively their clients. And so they used what they described as a video maturity model. And within that video maturity model, it was really simple set of questions through which they would then be able to kind of rank where their clients sat on a ladder of, you know, serious maturity to, you know, the more ad hoc. And at every kind of interaction, what became important, obviously, to play was that every interaction said, okay, how can I how can we move our, how can we move our client further through the maturity model? So that was a really good kind of order the client. And so that was key. But secondary to that was obviously having a really, really kind of clear product offering. And it's effective without just make themselves easy to buy. So they tiered that as well. And they made it really, really kind of simple with, you know, an entry level product to a core product to a kind of more expansion, sophisticated, sophisticated product. And to just take a couple from each, you know, if you kind of look at a content system order, okay, you know, what are you doing? What kind of video have you done? And then start to think about the video that you should kind of do. Similarly, a kind of a CEO visibility, visibility, or just help the CEO get really visible out there on video and just help them with that. Kind of bridging on that, but going into the kind of core product, there's a kind of leadership video accelerator to, you know, take the senior leadership and really teach them how to do it. Some really how video can help their business and get them to really use the tool and get it out there and get it out there in their channels as much as anything else. And then into the kind of expansion piece, there's a huge amount of training that can be done. You can branch out to the different markets as well. And you could even kind of really focus on particular verticals, particularly in the B2B space. So that was, you know, one really, really clear area. But the second lever to growth was around CEOs. And I mean, it's very easy to say, okay, you know, go and find CEOs and talk to them. We absolutely understand it isn't necessarily the easiest thing to do. But one thing that was abundantly clear to play, having been in-house, was that if you get close to the CEO, you have an incredible amount of power to a degree. You've got an incredible amount of ability to persuade. So they were really focused. In their kind of growth and engagement piece to come up with ideas and focus on ideas where they can really engage with CEOs. And that could be, you know, thought leadership sessions, CMO roundtables, executive coaching, client showcase, and all these different pieces that would really get them fantastically close to the CEO. Now, all of that model and all of that thinking is all well and good. Play was equally focused on culture. And, you know, there's that old saying, culture eats playbooks for breakfast. And, you know, you can't organize a culture. It kind of happens. And you put influence behind it and you make sure you have the right people. And so their focus, you know, going back to those video marketeers was really important. They really understood that if they get the right people, the right kind of entrepreneurial, forward-thinking, agile people in their business, then effectively, what would that mean? That would mean that they would move faster. They would be versatile. They would own the outcome and create this momentum. So there were some fantastic things there that were just small little pieces, but just a real understanding of having the right people and what they could do to drive the business forward. Now, it's been fantastic to kind of tell the story past and present of Play. But in many ways, the next chapter, the future, is the one that's really begging to be written and written in even more detail. And in some ways, a little bit more exciting. Because in many ways, for the last, you know, two decades almost, the lead video agency has been the territory of media or digital agencies or comms agencies, brand agencies. And I think, being really honest, I think we're starting to see that model start to break down a little bit and for that to change. And so with this, there's a real idea that, you know, there's an opportunity for the video agency to be the lead agency. And there are lots of different reasons why that should be. So let's dig into those very, very quickly. So just thinking back to the kind of the video engine and what's so exciting is that, quite frankly, that just sits in the middle of all disciplines, whether that is media, whether that is the brand design or CRM and making sure attribution is going on or making sure in comms that the lead agency leadership have a voice. The video agency can be the glue behind all of that and make sure that everything is stuck together and is servicing all of those business needs. It just covers that breadth. And then kind of thinking more to the model, the play model, it's built for frequency and speed. They operate on a kind of weekly basis, weekly, monthly, quarterly rhythm. They've got this organization. And if you kind of look back to more traditional models, which are kind of not annually based or quarterly based, they're out of sync, which means that the play model, it's just it's always on. It's data responsive and it's structured to kind of build work at speed and consistently. Then. The amount of insight that is being generated, thanks to the content that's being produced, they they are making more and more content all the time, and the more content you make, you know, you work out what what what messages are resonating, what formats convert, what leadership needs and where communication isn't working quite right. So the more video, the more video an organization makes, the more it learns and the more it learns, the more strategically important it becomes. And that, again, you get why absolutely they should be the center of the client agency relationship. And then really just to move on to the last idea here, really. And the CEO, and I've mentioned this before, but it's worth kind of reiterating it again. But it's if you get close to the CEO, video flourishes and CEOs increasingly understand that video has become their medium, their leadership medium. And, you know, whether it's internal messages, whether it's vision updates, market commentary or stakeholder communication, that is what CEOs are using. They're using video. And so play could be closest to that leadership voice. And if you're close to that leadership voice, you de facto become the lead agency. So I think let's just kind of round off there. The opportunity and the future for a video agency through those kind of four to five points, I think just shows how strong it is and how integral they are to the whole comms ecosystem. They are the absolute heartbeat of it. They have that opportunity to generate those insights. They've got that opportunity to get close to the CEO. And they have absolutely that opportunity to be the lead agency. So to really just leave with with one final thought here. I mean, play didn't become the regional powerhouse by being another production company. They built a new kind of model. It was strategic, had recurring delivery, operationally tight, and one which embraced a new age of videographer that was multidisciplined. So play story is set to continue. And we hope that this has inspired you to think about how you will write your story as video agencies. As you go forward. And with that, thank you very much. And let's maybe turn over to some questions from the floor. Great. Thanks, Dan. And thanks for that little storytelling from the from the big book of the of the video agency play. Dan was trying to tell a story, a vision of what could be. And I think the interesting and almost scary thing is that this could be today. Right. This is not a 10 year vision for where we could be. This is the business reality today. A lot of big corporates are spending 5, 10, 20 million euros in video a year. The issue is they're not using video production companies much because they have their own teams or everything is ad hoc internally. So there's a lot to capture. There's a lot of value to deliver. And and even the paradox that potentially an aid in a video agency in this scenario, a play could become the lead agency, which is something that normally would take 10 years for a category to get to. I was thinking a little bit later on the are in-housing. Isn't this going to make life hard for video agencies? Great question, Marco. I think that's the essence of the question is probably actually the paradox, right? Because currently video production companies are losing all the clients that have in-house teams, right? But the in-house teams also need help. They need more high-end level stuff. They need strategy. They need validation. They need an agency that touches 50 clients because they're working all alone. There's a lot here about never working alone or never walk alone if you want to be on football terms. So the paradox is probably that the biggest market is going to be people that have in-house production because it's not about the production. It's about all the different services that Dan has been describing that a company needs on the journey and all the tools and the best practice, right? And then the actual sort of volume production is done in-house. But the strategy is the concept, the formats, and even some of the templates, et cetera, might be done together with the video agency, right? So it's that essence of flipping that around, of not losing all the customers that are maturing, right? Because that's what a video production currently is doing. Whenever a company actually matures, you're going to lose them on the existing model, right? So great question. The challenge is probably how to turn it around, right? That is actually your greatest thing that you help them do their own video, right? And then you also move from being a defensive player that doesn't want to teach them how to do it or set up their big studios, their small office studios, personal video stands around the office where somebody quickly can record a video, do formats and templates for their videos and webinars that they can run with, right? Then you become not the one producing what they need, but actually being part of developing them on video. And I'd just double down on your you never walk alone point. I think that's a really good one. As well in that in the ecosystem, you need the companies that sit outside of brands and clients. That objectivity is so important. And yes, I think we've seen it in legacy kind of terms, you know, with creative and media and things like that. But it still has its role. It really still has its role. So I think there's a very, very vibrant and healthy ecosystem play with the video agency in that domain. I think businesses want that external validation. They want that external perspective. And that is, again, what the video agency having can offer. Then let's take a quick one. Emilio asks, how big and how small can a video agency be? Great question. I think, I mean, we used in the intro, we used the example of building a video agency eight years ago in the Finnish market and taking that to 30 people. So that would be equivalent of around 400 people in Germany. And then you would add that probably video has grown three or four or five X since 2000. So then we are at a very big agency. So the paradox is probably that, I mean, what we've seen on video production, because the video production team and competence setup is so different from what the story Dan told, that it's one senior person and a lot of production people, right? As opposed to a lot of video marketers or video producers as this sort of hero role, I think video that you're going to hear from later called it a video genius. So this the challenge really becomes, and that's probably also what could drive an agency to really be a lead agency, right? That we need to start thinking that a video agency easily could be 50 to 100 people, if not even more. But I think let's get to 50 first. I mean, that's always getting, scaling above 50 people is always much harder. But definitely the challenge is also that you need that. Imagine the competence level. If you had 50 people, even in Dan's story about play, it's people that have done video in companies for five years. That are the founders of the agency, and they're hiring all the other people that have worked in house and in companies, right? Imagine the competence level of 50 people in a setup like that, right? I mean, they would know everything down to peculiar webinar formats that you should do in different settings and data and what best practice look like. So we really don't see any limit, right? I think, but at the same time, I guess one person would insane if they were really skilled could be a video. Exactly. And I think to that side of the spectrum, I think there's a, I think a really interesting piece around that, that skill set of the video marketeer, and the editing, the producing that they can do, and the filming, obviously. If they've got that skill set and just pairing maybe with a couple of other allies, one person who's maybe a little bit strategic and you pull in someone that just is a really good rainmaker. Suddenly you've got three people, you can probably do a lot with that and you can grow from there. So I think there's a real kernel of five or six that you can start with. And not so you can't start, you know, on your own, but just, you know, who, which allies can you find? And then you can grow it out from there. And I think so that the small ones can absolutely flourish and they can grow to the 30 to the 40 and up from there. But that's actually, actually even perhaps a really good point, Dan, because I think what we also see in video production is that there's normally only one founder of a video production company, right? Where if you look at a tech startup or most other types of businesses, you really probably would want to have two or three or four different personality types and competence skills as founders, right? So imagine, I mean, also the story you had about play in terms of the different types there, right? So I think the piece of advice probably is to really find two or three people and then you can start scaling that model whenever you really start building. Great. Then we got a question from Jasmine, which businesses or talent types? Are best place to pivot to or create a video agency? Great question. A little bit actually up the, up the road we just been on. So what'd you say, Dan? Yeah. I mean, I think there's, there's a movement, certainly there are some production companies, right? You know, and I think we, we absolutely see that some production companies are going to move in that direction. We kind of see it as a kind of thrust and a, on a chart to kind of top, top right, moving to, you know, much more retained work and, and much more strategic as well. So we kind of see that. And I think some productions will do it. Some might not want to, but I think there's a, certainly a, a, a, a pool of them that will, but when you kind of see movement in, in categories like this, there's, there's this kind of, kind of creative entrepreneur that is just gagging to kind of shake things up and get involved. So I think we're, we're, we absolutely expect that there's going to be a whole legion of creative, creative entrepreneurs who kind of see an opportunity there, who know what their capabilities are and know they can build something. Around this. So I think there's a, you've got the, the production companies that are moving. I think there's a, the, the kind of these creative entrepreneurs. And I think if we look to certain leaders in, maybe let's just call it the digital space, I'm really convinced that they're going to just see a massive opportunity here as well, because they're probably looking at what they do on a daily basis and say, well, are we doing as much as we used to have got as much control and the leaders in those places can think, okay, we can probably do something here and, and, and pivot at its rate. So I think we'll see maybe some digital agencies just see how much of the epicenter of what increasingly is going into what they make is video. And so we need to get a handle on video and we have to focus there. We've got to do something with it and say, I think they might pivot out of that. So they're kind of three, I think that I certainly see. I think you can, I mean, when you, whenever you see new categories, it wouldn't normally be new players, right? Yeah. That doesn't mean the players can't come from existing video production companies. It doesn't mean it could be, existing people working in a video production company that start a video agency. Yeah. I mean, I guess we can also sort of structurally say a lot of times these people would be more new. Yeah. Some people can call that young, but, but more, they will be people that can see the world in a new way. A little bit, the image I was using in, in my presentation to begin with, right? The, the ones that dare to see and explore and, and challenge the status quo. But then I also think what we're seeing just, now is actually that, paradoxically, through the maturity of the video agency, that a lot of agency leaders and agency chains are also starting to realize that they might be setting a lot of video assets or they see a great business opportunity that you can build a great agency here. Yeah. I think even some of them are exploring buying, buying up video production companies, right? Buying a few video production companies, because I think that's the real challenge of video production companies, but also the gift that, that you, video production companies, will have a lot of customers every year. Yeah. They're just doing very little revenue for each one of them on average, right? But obviously from an agency entrepreneur, they will be like, wow, I got the 50 biggest companies in, in Sweden or the UK that I'm billing already. I just need to move all those to, I guess Dan's example was a 500,000 year, euro a year retainer level. And if I had 20 of those clients, then I had a very big agency, right? Yeah. So there's perhaps a lot of something that can be done together with the, on the video production companies. Perhaps also a lot of video production companies might also have owners and founders that are slightly more later in the cycles and perhaps are looking for, for opportunities to exit or to retire or to combine together with other people. So I think we've seen all this before in, in other categories. I think we're going to expect to see, to see basically all the different components in, in this category also. Yeah. Great. We got a final question then Dan, you'll take the one quickly from Christian. Yeah. And we are getting into the territory of advertising agencies, which I know is a topic dear of Dan's heart, but also dangerous one to go down on. Look at the top five are probably Tim, Sen, they all have internal production companies. Okay. So what's going to, I can't really read that actually. It's just, which question? Sorry. The top one. Yeah. The role, yeah. So, so I think Christian, thanks for the question. I think what Dan is describing is very different from being a internal high-end video production team in a, in an advertising agency, because to your point, which is a great point that has already happened in, in advertising that what used to be external production companies have been to great extent, at least insourced into the companies. Right. But this is a really, a video agency is a, is a very strategic and enablement and disruptive agency. That are not just doing production only. Right. So I think, I think we've, we don't, we don't really expect to see a lot of people that are doing 30 second ads as being the ones that are going to build a video agency, because that's a very different skill set compared to, to, to what Dan has been presenting. Yeah. I think that's absolutely right. That's absolutely right. Great. So thanks all for, for joining. This was the run into the video agency and, and the evolution we're seeing. I hope you can use the inspiration to get out there and win all those big clients, growth companies that have five people on their video team that you can do a hundred thousand Euro retainer on big global enterprises. You can do 500,000 or a million Euro retainers on and really start getting on that journey to, to help move these companies on video and build some great sustainable, profitable businesses. So we are looking forward, I guess, to hear, all the case studies and all the video agencies presenting later on. So take it away, Amelia. For the day. I'm really excited to see how, yeah, this opening session will kind of dribble throughout the red day as a little red thread and see, yeah, some of the interesting reflections that we can make together with the rest of our speakers. And speaking of, we have some very interesting sessions coming up throughout the day. So I wanted to just give you a little bit of a look at some of the things that we're going to be doing. So I wanted to give you a quick reminder from this morning, we're going to be meeting some video agencies in this upcoming session where they're going to be running through their companies, their customers, and most importantly, the competencies are really set them out. Then we're going to have a little deep dive session with a masterclass from both Michelle Williams. She will give us a little bit of a sneak peek into the company perspective. What are the companies actually shopping for when they're looking to work with a video agency? Then we're going to be hearing a very inspiring success story from Tapio, who built his video agency that was recently required. Before we wrap up the day with all of the speakers that have been through the screen from around two this morning until six this evening. And they're going to wrap up with kind of a nice little lounge session and really reflect on some of the learnings from today. So I think that could be a very interesting session. To stick around for to get those golden nuggets and some of those key takeaways from today's learnings. But before we get to that, we're going to be ready for the next session. So if you guys stay tuned in the room, you will be automatically redirected. I will see you over there in a short second for meet the video agencies as I swap over to the next webinar room. But stay tuned and I'll see you shortly.