Being a Video Changemaker

First of all, I just want to thank all of you for being with me and choosing to watch me here at the TwentyThree Summit this year. And speaking of TwentyThree, I just want to give a huge shout out to all the folks from TwentyThree who put on this marvelous event and all the speakers that came before me who did such an excellent job. So I'm super honored to be up here representing and being part of that lineup and being here with TwentyThree. So I'm here to talk about what it means to be a video change maker. Ten years ago, when I started in enterprise, the way companies used video looked very, very different. It was overly polished, overly safe, overly approved. It would take like 50 people to sign off on one single script. And yet with all of that work, it was totally and utterly forgettable. Corporate video often focused on perfection and making the right marketing points. And the result was often disconnection. And that's because, as we know, ten years ago, social media was at its peak, right? It looked very different ten years ago. Today, we weren't fully, you know, in the video side of things just yet on social media. But expectations with the audience had completely shifted. They were craving authenticity. Audiences wanted to see themselves. They wanted to see themselves in the brands that they followed and were gravitating towards content that actually felt the theme of the experience this week, human. And now, as Nadine so wonderfully talked about earlier, we're seeing AI fill our feeds. Now, it's not all slop, but there is a lot of slop in there. And so arguably human connection is more important than ever before. I am becoming a marketing leader and what I've been deemed as a video change maker here at this conference, human connection became my north star. And so today, I am so excited to talk about human connection and the role that storytelling in video and in my life played and how that bridges the gap between brands and people. But first, we're here talking about video change makers. What in the world is human connection? Human connection. But it's also a culture aspect. with other human beings, the real audience behind every brand initiative. Ultimately, a video changemaker harnesses storytelling to bridge the gap between brands and people, understanding that human connection is the north star and storytelling is the rocket ship on that mission. In practice, a video changemaker typically challenges conventional brand communication, encourages organizations to adopt a video-first approach, elevates video from a tactical request to a strategic initiative at the executive level, humanizes video through genuine storytelling, establishes systems, teams, workflows, and a culture, that is so important, a culture aligned with this strategy and develops scalable infrastructure instead of one-off content, connects creative visions with business outcomes, and is both a translator and an advocate among executives, marketers, creatives, production teams, and audiences. So why am I up here talking about that? Well, I'm going to show you how I hit every one of those eight points in my own career, and especially as I worked my way up to one of the top technology companies in the world, building a 40-person global production team at Oracle. But first, I feel like it's kind of important for me to introduce myself. So hi, I'm a video strategist, a brand marketer, and now a full-time on-camera host. If you're looking for one, holler at me. For the past near decade, I oversaw global video teams at both Oracle and Oracle NetSuite, and prior to that, I worked in entertainment at E! News under the NBC Universal umbrella, as well as Spin Media, which is an amalgamation of magazines as well as online media content. And all those company names sound really cool and fancy, but in reality, I'm a what I'm telling you is, I'm just a girl standing in front of an audience, telling them I love storytelling. If any of you got that reference, I know that you're a millennial, and I, oh, you're already with me. I'm with you, girl. But for real, before I ever entered enterprise tech, I learned storytelling in very different environments. I went and watched Christopher Cole's session yesterday. If any of you were there, it was such an awesome session. I don't know if Chris is in here right now, but it made me think about, where did I first start in my storytelling and video-making journey? And it started a long, long time ago. I was, you know, probably seven years old, writing books, stapling them together with craft paper, and making all of my family and friends read those books, right? And then in the late 90s, when camcorders finally became affordable for families to purchase, I begged my dad, to buy a camcorder, and would almost on a daily basis during the summer, make my brother perform different scenes from our favorite movie, being Grease, in front of the camera every day, and then would transform that also into producing broadcasts in my parents' bedroom. In fact, on one 4th of July, in particular, I decided that I was going to give a live broadcast ahead of our 4th of July fireworks show. And my grand finale, ahead of this broadcast, or after this broadcast, was to take my microphone, which was, of course, a hairbrush, and in an artistic way of signing off, chuck it at the camera. I broke the camera, and my dad was so very pissed off that we actually never made it to the fireworks. However, I did not let that stop me. I ended up going and studying journalism at the University of Southern California. And like every journalist dreams of, I became a celebrity ghost blogger. I'm just kidding. Nobody wants, no journalist especially, wants to be publishing their writing under someone else's name. But to me, it's such a fun part of my journey, because it is truly the very beginning of how I learned storytelling, and especially brand storytelling. Think about it. I had to write in the voice of another human being. And learn how to connect that human being with other human beings. Right? So, I was posting blogs in their names. I was launching their social media accounts. I was very carefully curating content in their voice for people to help, you know, build their following. Now, again, this was a long time ago. This was right when Instagram came out, just to give you some idea of when this happened. I'm not going to name names of these people. But if any of you recognize... A couple of those folks up there. Those were some of the celebrities I ghost blogged for. Again, if you're a millennial, you definitely recognize those people. Hearts out to you. But eventually, I no longer had to publish in celebrities' names. I moved on to entertainment media. I worked for Spin Media, as I mentioned before. And later, the mecca of entertainment news, E! News. There's a photo of me in the E! News early, early Glam 360 video. And that is from the Golden Globes one year. So, just a little fun throwback there. Now, at these media companies, I did everything. Hosted, produced, edited. I did voiceover work. I wrote articles. I truly did it all. And those experiences were, once again, a huge step in my career and in my storytelling. Now, why is that? Can I get a show of hands of how many of you have worked in media? Media or broadcast news environments? Okay, so a few of you. So, you guys understand when I say how incredibly fast-paced it is. The more content, the better. The more clicks, the better. The more views, the better. So, you really have to know your audience in these environments, right? You, in order to stand out, think about, again, this was a little while ago. Things have changed. But back in that time, around 2013 to 2015 time, right? The pinnacle of, you know, celebrity news and gossip and media sites and especially launching on social media, you had to stand out. So, in order to stand out, you had to, A, build the right story, right? Make the right story. But, B, you had to know what your audience was looking for in order to stand out. What did they want to read about? What did they want to watch? What gets them engaging with content? And where do they see themselves in these stories? That is such a huge part of storytelling, is to help another human being see, themselves in your stories. Now, E-news and spin media would look at this data daily. And that's what helped drive storytelling. And I learned to do the same. And that's eventually what helped me take over our global video team, as I talked about at Oracle, one of the largest tech companies in the world. But now you guys are probably wondering, how in the hell did you go from working at E-news to a B2B software company? The story is actually not that cool. But, yeah. It was one of the heads of marketing at Oracle NetSuite. Oracle NetSuite is an ERP. It's a B2B SaaS software that exists under the Oracle umbrella as one of its subsidiaries. One of the marketing executives there on LinkedIn messaged me and said, I am looking for someone who graduated from USC with a journalism degree, who worked in entertainment news, checked off those two boxes, and who's willing to jump from entertainment news over to technology. I happened to be ready. I happened to check all those boxes. And I decided that I would give it a go. When I started, and by the way, that says a lot about where the world was when I joined nearly a decade ago, right? Like, people, you could slide into somebody's DM so easily. And that's how jobs, you know, that's how you could get jobs. Obviously, I understand today it looks a lot different. I've slid into a lot of DMs and never heard a word. But that just happens to be my story here. And it kickstarted this massive career that I'm super proud of. But when I started in tech, video was looked at as a marketing support function, maybe an event deliverable, kind of a nice to have. And it was super inconsistent. Approval processes were long. Videos themselves were so long. And everything was heavily, heavily polished. Content was focused on a lot on what the solution was. Versus the actual connection with the customer and why a customer would want that solution in the first place. So there was no way for audiences to connect with their brand. And specifically at my company. It wasn't an entertaining way or an exciting way or an educational way to connect with our brand. Not to mention the outside world was changing rapidly. Social video was finally exploding. Live streaming was growing. Audiences were becoming more accustomed to direct. And conversational communication. And eventually audiences stopped rewarding perfection and started rewarding authenticity. And that was a huge shift. Especially with a B2B software company like Oracle NetSuite. Because companies were no longer just competing on products. But they were competing on relatability, trust, clarity, and human connection. That theme we keep hearing. You'll hear me say 300 times today. I wish we were drinking. Because I'd say take a shot every time you heard it. But we'll save that for later. But video became the fastest way to make that human connection. So when I first came over to Oracle NetSuite. The first thing I did in order to think about how do we drive this human connection. How do we change what we're doing. How do we shift the culture at NetSuite to be more video first thinking. Was I changed our strategy. And there's six pillars of a video strategy to me. Vision. What we wanted to achieve. With video storytelling for our business. And most importantly for our customers and prospects. For our audience. Formats. How we wanted to connect with our audience. Platforms. Where we wanted to connect with our audience. Organization. What resources we needed to bring our vision to life. Of course budget. We heard the panel up here talking about that earlier. And that's a big one. Budget. What we were willing and able to pay to bring that vision to life. And what the company. How the company would look. At video. To allot that budget. And then finally metrics. How we prove that ROI. How we prove the budget was worth it. How we prove that we needed more budget in the future to do more of this. So here's where we really put that strategy into action at NetSuite. With vision. Our vision at NetSuite for video was to create digestible video content that entertains, educates, or connects with audiences. I'm going to hit on those three things a lot today. Entertains, educates, or connects with audiences. Our formats. We knew at the time primarily we're going to be that could fall under those three categories would be customer stories. Explainers, demos, podcasts, social videos, and ads. Those would all have to fit into one of those categories. Those three categories I mentioned before. Platforms. Our primary platforms at the time were YouTube and LinkedIn. They still are. But of course they've expanded right to TikTok to Instagram stories. But primarily YouTube and LinkedIn. For a B2B audience is always going to be the case. Organization. At the time we outsourced a lot of our content to two major agencies. Again, we heard the marketing leads talk about that up here where a lot of times you're having to outsource. In B2B you have to outsource your animation or your explainer content to an agency that's really, really expensive. And at the time we were doing that. But we will see a shift in how we change that at Oracle in a bit. And then our budget at the time was roughly a million dollars to create consistent video. Which is nothing if you guys have worked in a major company before. But we were making it happen with a million dollars a year. And then our metrics were all the same metrics we always look at. Right? Views, engagement rates, ad conversion, subscriber, and follower growth. Now with that strategy in place, this is where things started to kind of, we needed to start to think about how story fit into all of that. And how those stories would then fit under the umbrellas of educating, entertaining, and connecting. So to build that, you have to understand what outcome are you trying to achieve with these projects? We would use the AIM framework to figure out those outcomes and therefore the story of each project. So AIM, it really should be A-M-I by the way. But like that doesn't spell anything. So here it is. But it's audience. Who are we talking to? Who is the audience we're speaking to? Message. What's the key takeaway from this video or project? And impact. What should they feel or do after watching this video? And by the way, I use this AIM framework in like my personal life when I'm trying to do my own personal branding or anything online. When I want to stand out in the craziness that is social media. I actually genuinely use this in my day-to-day life. So it is just something to take away from this even if you're not in a marketing program. But we would. We would use this AIM framework to figure out exactly what we were trying to do with each project. Just like we heard up here earlier, when you're building a brief, you really need to build a good brief or else it's going to keep coming back. And if it does move on beyond the brief, you're going to keep having to make changes. So really understanding your AIM as your North Star is important. So then we would take that AIM and find the story. Now, most of our stories in B2B software followed what I can see. Followed what I came up with as the storytelling arc. The story arc. This is with the exception of demos, which I'll explain later. But the first job of any B2B video, and honestly, any B2C video, this can fit with consumer content as well. You have to think about the audience first. You have to connect with the audience first. What are people searching for? What challenges are they facing? Where do they see themselves in your content? So for B2B tech, a lot of times we're connecting with entrepreneurs. And what is an entrepreneur doing when he can't sleep at night or she can't sleep at night, right? She's thinking about all the obstacles she has to face and overcome the next day. So we would often start with challenge. Now, that changes a little bit as you get into the Oracle world with top Fortune 500 companies. It's maybe no longer challenges, although they have those, but it might be opportunity. We saw that when AI hit really hard. What is the opportunity with AI? So challenge can be kind of, you can mix challenge with opportunity depending on what you're talking about. We use challenges a lot when we're talking about B2B SaaS. So challenge, what are the obstacles they are facing? Then the impact of those challenges. What is, you know, if, for example, in B2B with NetSuite and B2B software, big challenge. I am an entrepreneur who has no visibility into my financials. That's a huge, huge deal. If you don't have visibility into your financials, you're not going to be successful. So what are the obstacles, the impact of that? Step two here, you can't run your business. You can't make decisions on what money should be coming in and what money should be going out. You can't make decisions on hiring. You can't make decisions on product. Right? So that would be the impact side of that. Solution. So what can your brand, how can your brand provide a solution to these challenges for NetSuite? How can NetSuite provide the solution to not having visibility into your finances? Differentiator. NetSuite does this, right? So how then are you, how are you different? What's your differentiator from other brands? This is all in that video. The outcome then being what is the outcome of using your solution perhaps over other solutions or just in general, what can your solution do? If your solution gives visibility to entrepreneurs, into their finances, what are they then able to do? Everything I just named that they couldn't do before. Making decisions about their business. What comes into the company? What goes out of the company? Et cetera. So we use this storytelling arc in so many different ways. I put all those ways up here. I'm not going to go through all of these because boring. But I would say the biggest way that it changed our storytelling was definitely in customer stories and connecting. How do you connect one customer to another customer? A common challenge. Right? So nothing connects two people, two humans better than commonality under, you know, challenges or pressure. And then I said I was going to mention demos before. Demos, we do not use that storytelling arc in demos because using our AIM framework and data, we found that with demos in B2B, you want to get to the product as soon as you possibly can. You want to show the product as soon as you can. Limit the amount of storytelling. Get into the product. Show the product. Get in and out. Make it short and sweet. Think about on your own end. Like for me, I use Adobe all the time. When I look for Adobe demos, I do not want the back story of how this person got to this demo. I just want to see the demo. I'm just trying to learn. So good takeaway there when it comes to demos. Now, I, again, you guys can take a picture of this if you want to understand how I use this storytelling arc and AIM methodology throughout any of these. I do want to talk about explainers just really quick because during the marketing panel earlier, they were talking about how you can use the AIM methodology to get to the product. I'm going to show you an explainer in a bit that showcases how we took the storytelling arc and really created some great storytelling and brought all of that in-house. And this storytelling arc was a huge component of why our videos became more viewable and trended higher than some of our competitor videos. But first, here is a look at some of the videos we made on the NetSuite side early on. Any of you fans of AIM? I'm going to show you a little bit of the office, either the British office or the American office. Okay, great. Love it. Love it. So we heard about this as well. I think Nadine mentioned it. I think the marketing panel mentioned it, that nostalgia plays really, really well. So this was about 2022. It was post-pandemic. Nostalgia, people are craving this pre-pandemic kind of feeling. And the office, friends, parks and rec, those are all the shows that we always go back to. Because they bring that level of nostalgia. So we knew our audience was viewers of the office. We knew that they would connect with this. And I'll go ahead and let you watch it before I talk anymore. Oh, look who's the boss. Now I know what you're thinking. How did it take people so long to realize that I'm a freaking genius? Gross profit margin? What's gross about profit margin? Being a boss is actually super easy. It's all about efficiency. We can automate that. Okay, so there have been a couple of minor hiccups. But that's why I use NetSuite. NetSuite? It covers everything. From financials to HR, CRM, inventory, planning and budgeting, freaking everything. And it's all in one place. Right at my fingertips. So I can make decisions way faster. You can be a genius too. All you have to do is go to netsuite.com slash office for a free product tour. Don't you love free stuff? I love free stuff. Yeah, you should go right now. So the concept of that was, again, our audience is mostly in finance, CFOs, accountants. And they want to be, you know, they want better visibility into their finances. Obviously, Kevin from the office was kind of the dumb guy in the show, right? The idea being, you know, here Kevin is able to become the CEO of a company because he used NetSuite. So that's just one example of one of my favorite projects that really did super, super well at NetSuite. And it's crazy because now we're seeing him on Ramp. I think Ramp is using Brian Baumgartner now, which is wild because this was, you know, like six years ago. But, yeah, that's one example. Now, my second example that I'm going to show here in a second. First of all, any Taylor Swift fans in the audience? Don't be embarrassed to say it. I'm going to tell you guys right now. I only became a Taylor Swift fan a few months ago with Life of a Showgirl. So I'm a new Swifty. However, this next customer story I'm going to show you, they blew up with Taylor Swift with the AeroStore because they make little friendship bracelets. They're called the Little Words Project. And I wanted to show this video because it shows exactly how we use the storytelling arc, challenge, impact, solution, differentiator, and outcome in a project. So check this out. Little Words Project is a jewelry and accessory company founded on the principle of sharing and spreading positivity. Our customers love Little Words Project because the words they wear on their wrists are constant reminders to them of what they're going through or what inspires them. We do sell to thousands of different brick and mortar locations that we don't own through Target, Nordstrom, Urban Outfitters, as well as our stores and our e-commerce business. But the legal più and the intricacies of inventory and transfer orders and sales and all the things that go across those channels is uniquely challenging to our business. Life before NetSuite was complicated. We weren't built to scale to the level that we are today. We were using a platform called AIMS 360 and QuickBooks. Nothing talked to each other. We were doing manual reconciliation every month trying to figure out what we sold on wholesale, what we sold on the website. And so not having that one single source of truth. led to decision making that wasn't fully comprehensive and robust. I would walk in our back fulfillment room and I would notice that hundreds of our pegs were empty. Nobody had any idea why, no one knew where the product was going, and that was when we all looked at each other and said we need to do something about this. And our VP of product Francesca said you need NetSuite, you need it now. All areas of the business run on NetSuite now. We use it across every single channel that we're in and we use it in a way that is our single source of truth. We have our wholesale orders either EDI'd into NetSuite and or we have a reporting platform that allows our customers to purchase from. Shopify and e-commerce are integrated through their API right into ours and then all of our stores which also run on Shopify are fed right into NetSuite. The biggest KPI that we have improved is our inventory term. Historically, and prior to NetSuite, our inventory term was two to three times per year. This year it's going to be six to seven times. It's a dramatic improvement in our ability to have real-time data into our inventory levels and then make sales-based decisions on how to offload that inventory if we're loaded in one area or how to reorder in other areas that we are seeing momentum. I can now call our VP of finance and get a by channel, even by store, real-time P&L. To be honest with you, we couldn't do before. We never had that real-time P&L reporting, particularly at the channel level. Now, with really a press of a button, I can get output to go and print out and put in my pocket and go off my day. Our business has grown TEDx, and NetSuite has allowed us to do that. Okay, so again, that just shows that full story arc that we used there. And I think another really important thing that I'm going to talk about as I transition into how I went from NetSuite to Oracle, but to shoot that video was a total of three people. Myself as a producer and two people, and we had two cinematographers, which were camera operators, audio, lighting, et cetera. With the ad before that, there was a total of four people shooting that. So really interesting. Super, super efficient. Turned out great. Again, we make videos for YouTube. We're not making films. So that's a great example of being super efficient. And with all of this coming together from strategy to storytelling, connection, we saw audience growth, higher views, increased engagement, higher conversion rates, and videos becoming the highest performing content across all platforms. And that is right when the powers that be at Oracle called me and said, we want to do this at Oracle. Now, here's the thing with building something like this at Oracle. Oracle is massive. Where NetSuite is a subsidiary of Oracle and focuses on one thing, Oracle has many different product areas that all fall under cloud apps, database, and industries. Video was siloed across all of those different parts of the company. And every team, every product team had a marketing team, and every marketing team had video resources. Things did not look super consistent. Storytelling wasn't consistent. It was kind of crazy to walk into. So I knew that we could do this by leveraging that core, those core video pillars and building a strategy. But the biggest challenge would, of course, be volume and budget. We needed higher output while still keeping costs low. I needed to figure out how to break down those silos and bring those video resources together. I needed to find operational control and creative consistency. And to do all of that, I could not be outsourcing what was roughly $12 million of resources to outside agencies. So I decided, we're going to build a house and team. In-house. We're going to build a team in-house. Wow. That didn't land. But that's exactly what we did. So the goal was to build a true in-house agency handling every part of video creation from pre -production through post-production and publishing. So this wasn't just creatives. This was also project management, producers, technology, infrastructure. And this is kind of a little breakdown of the teams. Our live production team was what we deemed cinematographers. That means different things to different people and in different regions. But to us, it was camera operators, audio, lighting, editing, producers. That could be all under one. That was one person who could handle all of that. So that we could have teams doing different things in different areas when needed. We had growth. Motion graphics and animation. Like I said, we had operations with project managers and producers keeping everything moving. Especially when it comes to working with external stakeholders and C-level execs. And we had a dedicated technology team building those internal tools and workflows. We needed to be extra efficient. Which was super important for the AI transition. Now, a little bit of history. Like I said, everything was siloed. And the video teams that we did have in-house, most of them were producers. So we were outsourcing so much of the work. We didn't have anybody who could create. We created video from beginning to end. And that is exactly what I wanted to do in-house. To be able to create video faster, cheaper, and establish trust with stakeholders. Again, we're creating video for YouTube. We weren't creating films. So I needed a team that was focused on that. A lot of the ways that we worked in the past were very broadcast focused. Were very film focused. We were creating 16 by 9 videos on YouTube. We didn't need that. And so that's what we broke down. I hired people who could wear multiple hats. But most importantly, who could solve communications problems. And were really good at storytelling. I was looking for curiosity, adaptability, emotional intelligence, editorial instincts, and strategic thinking. So I built a global creative organization of around 40 people. Spanning North America, India. We had folks in EMEA. And this team thrived because it was creative storytelling. With strategy and production. And most importantly, audience understanding. All under one roof. All under one organization. Now, before I go on from there. Yeah, there we go. So building the team was step one. But step two was how do you create content at scale. And step three was how do you get a culture behind this content. Human storytelling is, of course, emotional and creative. But scaling it requires systems. So we needed infrastructure. We built production calendars, work back schedules, and project manager tools. We built repeatable. Work flows and templates across formats. Live streaming blueprints for the 50 or more events that we had to handle. And then we used all of that to create talent development coaching. And of course, regional training. Because we were a global team. We talked about localization up here earlier. We had to also localize video content. So we had to create templates that other teams could use. So we began empowering other teams with our processes. To do this all across the globe. And at scale. And all of that still came to us. For approvals. Now, like I said, this allowed us to scale our production. While still retaining quality control. And brand consistency. And being able to look at the big picture of all of the video we were creating across the globe. And understand what we had to prioritize. What could take a back seat. And therefore, where we could fill out in between. We started building trust with these processes. And moving faster. And doing more with less. And because of that. We were actually able to take. On more exciting projects. Than just the formats that I had mentioned before. That filled those buckets. We were able to take on, as she mentioned earlier. The Oracle Red Bull Racing Series. Where we followed Max Verstappen. In his third consecutive championship season. We were able to take on keynote video production. Where we would have these events for 30,000 people. And we were the ones creating all the video content for it. And then finally, my favorite project from all of it. Was we built Oracle. Oracle TV. So post COVID. Our challenge was. We have these 50 plus events all over the world. How do we bring the virtual audience now. The people who are too scared to come to events. How do we bring the virtual audience to these 50 plus events from all over the globe? And thus we came up with Oracle TV. Which was a global broadcast platform. Streaming directly from the heart of our live events. To people all over the world. It actually scaled reach from thousands of people in person. To tens of thousands of people. To thousands of people online. We stopped at that moment. We stopped thinking like a video team. And we started thinking like a media company. We focused on recurring programming. Recognizable faces. Mine being one. Just because I happen to have a broadcast degree. Consistent communication. Executive customer and thought leader conversations. Became ongoing live content. And most importantly. We made these enterprise conversations feel human. Oracle was talking about these very, very complex. Things especially as we were moving from a database company. To a cloud company. And then to an AI company. We had to simplify these topics. In order to fill those three buckets. Connect. Educate and entertain our audience. The major insight we gleaned from Oracle TV. Was that consistency builds trust. And repeated conversational communication. Humanizes organizations. Even in B2B software. When these conversations are incredibly complex. People do not. Connect with software or product launches. Or even AI capabilities. They connect with the human element. Part of the reason this room was filled for Nadine's conversation earlier. Was because we want to understand where humans fit in. In AI. Right? So this is the same storytelling model. The same North Star as it's always been. Was connecting with humans. Understanding how technology benefits them. Why it excites them. And how it helps them overcome their challenges. Or take on new opportunities. I'm going to show you a couple clips from Oracle TV. Full transparency. I cut this really last minute. And it's just from my reel. But I'm going to show you that. And then I want to show you one explainer that we created. We are coming at you live from the Miami Grand Prix. We are just a few hours away from the British Grand Prix. Some of you may be familiar with America's Cup. Which pits national teams against each other every four years. How does SailGP differ? Or how is it similar to America's Cup? What advice do you have for Max and Checo going into this weekend? Today's broadcast is focused on the amazing fan experience that Oracle Red Bull Racing offers leveraging Oracle technology. We are coming at you live from Oracle Sail Grand Prix in Los Angeles. On a macroeconomic scale and across industries, what are some of the common challenges that we're seeing and solving for? This portion of the broadcast is dedicated to how Oracle champions customer success in everything we do. And there is no better way to get into that. Than hearing about. What's new with customer success services. It is lights out at the British Grand Prix for Oracle TV. So that's just a few snippets from all the fun stuff that we did with Oracle TV and all the fun places we went. A lot of it being Red Bull Racing which was so fun. That experience was super fun. But again you can even see in there the storytelling art. The questions that I asked were all part of the same aim framework and storytelling art that we always used in everything else. Now we talked about explainers earlier. They talked about it in the panel up here and how hard it is to make an explainer. Especially that one that trends, that looks really good and stands out from all of the other explainers. That B2B software companies are making. I think we did a really good job of that at Oracle. And that's mostly because we had real humans within our team creating these explainers from scratch. And we used all of the people within our own team to create them. You'll even see that the voiceover in this is someone from my team as well. Using all of Oracle's branding and all of the tools at our disposal. And I think it's a really good example of standing out in the explainer world of B2B tech. 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All while using our blazing fast AI supercluster infrastructure. Oracle AI. It's already working for you. So, again, my team was in charge of building all of the branding for Oracle AI alongside the brand team. And then bringing that all together. This was Oracle's very first video that went out into the world that showcased Oracle AI. So, a huge initiative. It was one of the top performing videos on Oracle of all time. So, what was the outcome of all of this? Again, the outcome was increased video output while keeping costs low. My team, building this in-house 40-person video team, actually ended up saving the company $8 million within two years. We produced 2,000 videos per year on this team. We covered over 50 live events. We increased video views and engagements. Video remained the top performer on all platforms. And we continued that output year over year. So, just showing you what it takes to become a video change maker. And to build a team that believes in that. And to change the culture at a massive company to believe that video is, in fact, what you should be thinking of first when it comes to content. So, I told you I was going to bring this up earlier. I do believe that I hit all eight of those. If I didn't, you can reach out to me after this. But I wanted to bring that back up to show, you know, again, why I am speaking on this and the importance of video change makers. And that brings me to AI. As we conclude here, I couldn't talk about this without AI. I've mentioned it a couple times. But being a video change maker is really all about changing how organizations connect with people through storytelling. In this world of AI, content is becoming so much easier to create. As Nadine explained, you know, AI generates scripts and visuals and voices. And there's infinite content. But AI still struggles with human connection. It can mimic emotion. But it cannot create empathy. It can't truly understand the human experience. And for all of us video creators in this room, AI cannot replicate the passion and pain and hard work and joy and happiness that we all experience in creating video with our own two hands. So, that's why I say video change makers are more important in this AI era than ever before. You won't create the most content. But you'll create trust, relatability, clarity, humanity. It's not perfection. It's authenticity. It's so crazy that we all said this in all of our keynotes. But it's not perfection. It's authenticity. It's, you know, it's not talking at audiences. It's understanding them. It's not just marketing to people. It is making people feel seen and making people feel like they can relate to your content. That is the true power of video. So, as I conclude here today, my hope is that you continue putting your content out there. I hope that you continue pushing your organizations beyond polished communication, beyond AI slop, and toward meaningful human connection. Technologies, platforms, AI, they'll continue evolving. But humans, we're all going to keep wanting the same thing. To connect. To feel educated. To understand. To trust. To relate. To feel something. To be entertained. And storytellers who remember this are the change makers who are going to shape our future. Thank you so much for being with me here today. If you want to connect, I'm up there. And I just really appreciate the opportunity. Thank you so much.