Why X Crushes Meta's Threads

Neil and Eric break down the Threads vs X mindset gap, why “victim mentality” kills progress, and how focusing on one craft can beat trying to be well-rounded. They debate early specialization vs variety using a peak-performance study, then shift into recruiting: retention conversations, paid working-case assignments, reference checks, and why talent drives marketing results. They also touch on holiday expectations in sales roles and discuss how Diddy built a massive brand reach and why power demands responsibility. Key takeaways: -Stop blaming, start building. -Master one craft, then compound. -Hire with paid working cases. Chapters: (00.00) Threads vs X mindset gap (00.26) Victim mentality vs self-made (02.03) Focus one craft to win (03.06) Specialization vs well-rounded debate (04.24) Peak performance study breakdown (07.00) Optimize for financial success (10.48) Recruiting and retention principles (13.36) Paid working-case hiring test (18.42) Reference checks reveal judgment (18.45) Holiday work and sales reality (20.35) Diddy branding power and responsibility (23.42) Happy holidays and 2026 wishes

• 0:00Speaker 00

  Finding customer information shouldn't mean digging through emails, call notes, and spreadsheets. HubSpot's Starter Plan brings all of those details together, so it's easier to track what's happening with every deal, and what to do next. It pulls information from calls and emails. Then it gets to work, logging and summarizing them. Right after your call ends, HubSpot pulls next steps from your call notes and drafts suggested follow-ups. And it stays up to date for you, so you can build demand, win more deals, and spend less time on repetitive work. Your records, insights, and next steps are ready for you to act on. And you don't have to miss a beat searching for any of it. Try the Starter Plan for $10 a month. Learn more at hubspot.com. When I go to Threads, by the way, there's a massive divide between X and Threads. When I go to X, I learn what are the latest AI engineers talking about? What are the latest research that people are publishing over here? I'm getting smarter, okay?

• 0:45Speaker 00

  When I log into Threads, my god, sure, you might have hundreds of millions of active users, but the first thing I get when I log in is, this shouldn't exist here. There's no such thing as self-made billionaires. There's no this. Everyone's so lucky. This system sucks. Blame, blame, blame, blame, blame, right? So then now I just, I just, what I do is I just troll people on Threads, okay? So let me give you an example here. So the, there are no self-made billionaires, okay? What about Oprah? How about Taylor Swift? LeBron James? Michael Jordan? How about Jensen Huang, who used to scrub toilets as a kid? And he used to work at Denny's? How about Dyson? James Dyson, who worked on 5,200 prototypes for 14 years? Supported three kids, supported his wife throughout the whole time, until he finally hit it big.

• 1:28Speaker 00

  And then, oh yeah, there's no self-made billionaires. That's the victim mentality, and you see a lot of that on Threads. And I have no idea how it does so well, because that's just an example of people, just they can't help themselves.

• 1:40Speaker 01

  Dude, I'm with you. I hate the victim mentality, and I see the stuff that you post on Threads. It really is entertaining for me to watch. But, yeah, and I also see, I like watching those, it's like political marketing bait shows. It's not only political figures, but you'll have like a Patrick Bet-David. And there'll be people all around in a circle, and then I think they have to run to a chair, and they'll like ask questions, and they'd, people just have this mentality that it's unfair. And, you know, the system's rigged.

• 2:13Speaker 00

  Yeah.

• 2:13Speaker 01

  And it sucks for everyone else, right? And Eric and I didn't grow up with money. It's just,

• 2:17Speaker 00

  No!

• 2:18Speaker 01

  A lot of people, yes, they do have. Bad situations and they got screwed up for it and yeah, it could have impact them uh in the future. But that's not everyone. People take the extreme saying everyone has bad luck. It's only a few. One percent that could get lucky and this is like a lot of people just don't try.

• 2:34Speaker 00

  Yeah.

• 2:35Speaker 01

  And I would say the big difference is is if I look at a lot of the people who are successful. Like Eric and I just focus on marketing. And we try to just hone in on one craft and do it really well. I was with my cousins the other day or this weekend. And they're telling me how their kids do volleyball. You know chess, uh debate, basketball, and the list goes on and on. And and I don't blame them. My kids are in a similar aspect, you know, chess, swimming, cheerleading, whatever it is, the list goes on and on. And I was saying like, this is what's wrong with society. And they're like, what do you mean? This is great. They'll find their passion. I'm like, yeah, it's good as a kid, but I'm like, you're trying to get them to be well rounded and everything.

• 3:18Speaker 01

  And if you look at the people who are successful, not well rounded everything. You just have to be really, really good at one thing and that's it. You you just have to help your child find that one thing and just let them double down on that. And it's okay if they're not good at everything. To be successful and whatever, you just have to find your passion, just double down on it. And do trial and error because people don't grow up being like, I want to be a doctor and then you just become a doctor.

• 3:40Speaker 00

  Dude, did did I send you the research? I I think I sent you the research. This is for your, I don't think you opened it because. I I I was thinking what you're thinking. I'm not a parent, right? You're obviously a parent. And so um. What the the research basically says that when you have the child specialize at a young age, they get really good, but they cap out at like age fourteen or whatever. Versus when you let let them do a bunch of different things and they end up much more well rounded in their twenty in their mid twenties or so. So I thought what you were thinking, but I sent you that research because I didn't know you're gonna bring this up. But it's actually very relevant to what you're talking about. It might it might actually change your mind. There's data.

• 4:13Speaker 01

  Yeah, no, but I I don't believe you should have them well rounded. I think when they're younger at this age, my kids are much younger than some of my cousins' kids.

• 4:20Speaker 00

  How old are they?

• 4:21Speaker 01

  My kids aren't yet. Uh, some of them are in high school.

• 4:24Speaker 00

  Okay.

• 4:24Speaker 01

  And some are in college.

• 4:25Speaker 00

  Yeah.

• 4:26Speaker 01

  But they're they're they have this notion of you make them well rounded. I believe you let kids try whatever they want and you just let them keep going when they're younger. But the moment they start getting older, like high school, they need to start doubling down on what they're good at and not try to be well rounded at everything. Because you're not going to be a build a successful career being well rounded.

• 4:46Speaker 00

  Oh dude, okay. So I know we're just not a parenting podcast, but guys, I have to share this with you. So Neil, I'm going to share this with you right now.

• 4:51Speaker 01

  That's at least my belief because if I look at most of the successful entrepreneurs are not well rounded and world class at everything.

• 4:56Speaker 00

  Yeah. Okay. So let me, let me go through this. So this is a massive new study on peak performance. Because we're talking about peak performance, guys, you gotta have peak performance for marketing. I'm going to tie it together there. So a massive new study on a peak performance study, uh, peak performance included thirty four thousand international top performers. Okay. So you have Nobel laureates, renowned classical music composers, Olympic champions, and the world's best chess players. Okay, all the things you're talking about. It shows early specialization is a trap and the road to greatness is long and varied. So when you look at this over here, so early years, right? So um, the the blue dotted line over here is just below and then world class is the um, the yellow one. Okay. Are you following so far, Neil?

• 5:35Speaker 01

  Yes.

• 5:35Speaker 00

  Okay. So if we say world class, so early years, maybe you have extensive multidisciplinary practice, gradual early progress. So this is saying you're doing a lot of different things. And then when you're, when you're um, in your twenties or so, I guess, you're world class and you're consistent across fields. Versus um, if you're in the blue line over here, maybe you're you're very high performance. Okay, in the blue dotted line. It says intensive, disciplined, specific practice, etc. Early progress. And then what ends up happening in your in twenties or so is you're you actually end up just below. Kind of interesting.

• 6:05Speaker 01

  So I look at this graph as a little bit different, or I would have done the scenario in a little bit different way. Okay. And there's two things to note. If you go back to the graph, the the first thing is, is I believe when kids are really young. And this is just my personal opinion, you don't try to make them world class at anything. You try to let them just explore and learn what they like and don't like. When they start getting older, think high school, you want them to have them start focusing and doubling down on what they're really passionate about and get really good at that one or two things. And just double down on that. And the reason I say that is, is when you just focus on what you're really good at. Then you'll end up doing much better in life because you don't need to be great at everything. Now, when I say this.

• 6:48Speaker 01

  I don't believe a kid knows what they really love. And when they're like two years old, three years old, four years old and be like, this is what I'm gonna do for the rest of my life. They may have those ideas, but it could end up changing. And a great example of this is, I was taking my kids back yesterday to the hotel room. My son is, was saying, daddy, thank you for uh looking up on your phone, all the animal facts when we were driving back to the hotel. He's like, when I grow older, I'm gonna discover, I'm gonna be a scientist and discover animals on different planets. Okay, like that's what he's saying. My wife was really proud. And you know where my head went, it was like, well, unless it makes money, I don't really care. I know that sounds bad, but that's really where my head goes.

• 7:32Speaker 01

  And that gets into the second thing, when they look at your human performance. I evaluate human performance and this is very skewed. And I know most people are gonna hate me for this and think this is wrong. I'm optimizing for my kids to try to do well financially. That is what I consider performance. I don't think my kids have it in them to be a NBA star or athlete. I don't have the genetics, like, and when I say that, I'm not saying my kids can't learn to be a better basketball player. But they're not gonna have the height, based on my height and my wife's height. I don't see my kids being six foot five.

• 8:05Speaker 00

  You know Muggsy Bogues? He was five foot three and played in the NBA.

• 8:10Speaker 01

  Sure, but that's very rare.

• 8:11Speaker 00

  I know, I'm just drifting around, keep going, make your point.

• 8:13Speaker 01

  So, I optimize for what I believe is important. And I believe that people need to make money and enough of it to be comfortable, cuz life gets more and more expensive and harder. And that to me is performance. And when you try to be great at everything, just like my kids go to a school. Where, no joke, probably half of my kids' class, their parents went to Harvard or Stanford or Yale. And when you look at them financially, it doesn't mean financial success, but they're well-rounded. I'm not saying they don't do well financially, I'm just saying that doesn't necessarily guarantee anything. Being really good at one thing and doubling down on it for a career or a business. Like how Eric and I chose marketing.

• 8:56Speaker 01

  I think you're gonna be much better off from a financial aspect versus if you try to be well-rounded.

• 9:01Speaker 00

  Maybe we can speak from experience here because I, I um. I'll share two things. So you know, did you watch that that movie The Learning Machine, which was basically Google DeepMind? So the the CEO of DeepMind is this guy Dennis Habibi. I don't know how to pronounce his last name, but very smart guy, has done very well for himself. And so he was actually a chess prodigy at like age nine or 10. And he was playing against a guy who was 30, 35 years old. And they actually had like a 10 hour chess session. Okay, a 10 hour match. And at the end of it, he just decided to give up. He could have continued to make it a draw, but he just decided to give up because he realized how much a waste of human intelligence that was just to be sitting in there and and and playing those matches for such a long. He's like, there has to be something else to build. I think through chess, he learned that, right? But I think he was very specialized for for

• 9:45Speaker 00

  chess. Now, what I actually specialize in as a child was I was really good at video games. But I played a lot of different video games. I specialize in a lot. And so I I didn't specialize. I played a lot of different video games and I got good a lot, a lot of them. But I wanted to play the video game of of life. And to me, that's marketing is a video game. Business is the ultimate game ultimately, right? So but I didn't learn that until my 20s. And so I think we probably look at it the same way. You might look at it a little differently. And some people might disagree with you on, hey, like, you know, financial success matters. But, you know, that that's your KPI. That's fine. But all that to say is, I just think this is an interesting study on 34,000 people. And you guys take with it what you will, those of you that have kids. This wasn't meant to be a, you know, advice on children, but it's just how we think about it. So.

• 10:30Speaker 01

  Yeah, and I bet you a lot of the people or that chart and the study, when they evaluated high performance, I don't think they looked at it purely from a financial aspect.

• 10:37Speaker 00

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• 11:14Speaker 01

  Yeah. And I'm again, I know a lot of people aren't saying money isn't everything. I agree with that, but I want my kids to do really well financially. If they don't, then I'm like, what the heck did I teach them? Because homes, cars, and all the things that you need in life cost money.

• 11:28Speaker 00

  Yeah.

• 11:29Speaker 01

  And I hate to say getting a nine to five job in most cases, if you want to live in a major city, doesn't pay for homes anymore sadly.

• 11:35Speaker 00

  Yeah. Dude, so one thing I want to talk about, you see, you haven't seen, actually, before we talk about, before we talk about the Netflix years I was just telling you about. So I saw Nick Meta, who he founded Gainsight, so it sold to Vista, okay. And so he said this, one thing I learned about recruiting, almost everyone is looking, almost every single person is looking to move up, take on more, make more money, et cetera. They just take more work to get to. The corollary, corollary, yeah. Everyone on my teams were also, were always, always looking. So I needed to work to keep them. And this is interesting to me because recently I told you that a person on our team basically was offered double their salary and they didn't take it. I was like, why didn't you take it? It's like,

• 12:18Speaker 00

  because you care about my family and that was important to them. So I think it really is important as a leader that you're constantly talking to your team and figuring out, hey, especially if you'd be scared for them to leave, constantly ask them, hey Neil, you know, we really appreciate the work that you've done here. What do we need to do to keep you at single grain forever? And just see what they say, right? Well, family time's important to me. This is important to me. Oh, I'm really overwhelmed right now. I can use this more support right now. It's really important to have those conversations. But and then the other thing too is I talked to someone else on my team recently, and I said, look, there's nothing wrong with other people looking at, like you should be selfish. You should be seeing what else is out there in the market. Everyone should be looking for themselves first, right? And so I just thought that was interesting because I don't think enough people think about, hey, like, who would I be freaking out if they left

• 13:01Speaker 00

  tomorrow? Or on the other side, if you're recruiting somebody, you might think about, we talked about this on the podcast, but

• 13:10Speaker 00

  You go to the recruit, "Hey, you can talk to anybody on my team over here in the office." Okay, you can talk to anybody. Whoever you don't actually want them to talk to, those are the people that you should think about maybe potentially moving on from. So you should always be thinking about your talent. And I know for a fact that, you know, maybe Neil's not that close to it, but someone on his team, like a Mike Kamo, for example, or Golikson, they're constantly thinking about it. Neil?

• 13:29Speaker 01

  Yeah, we, I think most of our executives think about talent all the time. Talent is what makes a company. I think the difference is, is we focus on talent related to what projects and what divisions we're working on, right? So I think about talent very heavily in our SaaS products. Mike G focuses on talent in, what is it called? The agencies. And I would say Mike Camo focuses on talent really heavily on sales and software.

• 14:01Speaker 00

  Everything comes down to talent at the end. At a certain level, all you're gonna be thinking about is recruiting. And so as much as we like to talk about marketing, my head's more around recruiting nowadays, and I think about the marketing as it relates to recruiting. So.

• 14:12Speaker 01

  Yeah, same. I think you're gonna have amazing marketing if you have great recruiting. I think you have amazing product if you have great recruiting. I think it all comes down to recruiting.

• 14:18Speaker 00

  Yeah, so if you recruit the right marketers, they're gonna be better than you, and they're gonna do the best, the best marketing ever. So, yeah.

• 14:23Speaker 01

  Yeah.

• 14:24Speaker 00

  Everything's related to people.

• 14:25Speaker 01

  And I look at a lot of stuff as experiments, because when you recruit, what people get wrong, and I'll give you a marketing example. So let's say if you're trying to recruit a social media marketing expert, specifically for organic social. What most people do is they'll say, "Hey, I'm trying to recruit an organic social person. I want you to tell me about your past, your past jobs, you know, why you're a good fit for this company, what you could help with," and ask some questions like that. "What do you think we're doing wrong? How could we be better? You know, why isn't our social media driving sales? What do you think we can do better?" And they'll ask all these type of generic questions. What I love about recruiting, and you should pay people for this,

• 15:08Speaker 01

  is I'll go to a candidate that I think is decently well past the first or second interview, and be like, "Okay, here's an assignment. This assignment may take you three, four, or five hours. We'll pay you X dollars for it, two, three hundred dollars, five hundred dollars, whatever you want to end up doing. And I want you," let's say if it's organic social, "Here's your company. We are trying to create content that helps us." Generate engagement with our ideal customers. Here's your ideal customer profile. And eventually generate revenue. You can decide how you would end up driving someone through a funnel to generate revenue, whether sell them product correctly or capture a lead, whatever it may be. I want you to adjust our funnel.

• 15:54Speaker 01

  Uh, or I would first start, I want you to uh, figure out the types of content that you would create. Come up with ideas, then create the content that you think is the most relevant, they would get engagement. And then tell us how you would push those people through that content throughout our funnel to drive revenue. Now, we are not going to give you feedback on your ideas. But I want you to also tell us why you decided to choose the ideas that you did. And um, you know, if you, if you need specific tools, let us know. And we will provide those tools for you. And then just have them go and do it. And then when they go and do it, whether you like the content or you don't like the content, or you don't like the ideas, you don't like the ideas.

• 16:39Speaker 01

  Get on the phone with them or a video call and get an understanding of why they chose those topic ideas, why they created those type of contents. And you can test them out, like you can do trial reels on Instagram and just see what happens, right? And hear them out because sometimes you may have these ideas of what you think works or what's best. And you may poo poo on other people's ideas where they could be right. And market conditions could have changed where you may have think like, oh, that worked 10 years ago, it doesn't work now. Or oh, that'll never work and it actually does work. Cause everyone's doing the opposite of what they just presented. Um, and you can test some of the things out, you paid for it, so you can end up using it and you can end up learning so much

• 17:22Speaker 01

  just through recruiting and that's why I love recruiting.

• 17:25Speaker 00

  Yep.

• 17:25Speaker 01

  You've got to give people assignments. You can't just recruit and never give people assignments and talk because talk is cheap and a lot of people just bullshit.

• 17:33Speaker 00

  Yep. We call this the working case, so it's no different than what you guys have. Basically, a couple hours or so, paid them two, three hundred dollars. And the thing that you're looking for here is quality of thinking. Okay, so sure, Dave, we want to see how they write, how they communicate. If they write and it's not coherent, okay, that's not going to work. But most importantly, it's what Neil said. It's oftentimes they're going to come onto a Zoom call or and just present to us. And that's where the rubber meets the road because that's where you get to really talk about strategy because that's how it's going to be working with this person. Imagine if you can't talk to this person, they can't communicate well, you guys are missing each other the whole time, it's just not going to work, no matter how much experience they have or how good they are at interviewing, right? And so

• 18:13Speaker 00

  that's where the value comes. I really find the value in the working case and the presentation and also in the backdoor reference checks, right? When that needs to happen. So not their front door, but in the backdoor. So you just need to make sure that you're asking people, hey, who do you want us to? Who do you not want us to talk to? So you don't put their job in jeopardy. That part's very important too. So there's an art and a science to all of this stuff. It's a game.

• 18:31Speaker 01

  My favorite part is not in marketing, the working case is just really easy because marketing has a lot of tangible deliverables and I would highly recommend that anytime before you hire someone. Unless you already know them and you know, have worked with them in the past. But the way I end up seeing it is when you're going down this path and these people give you references. A lot of people like, oh, I don't care. Call their references. They're only going to say positive things. You know, people never put down bad references. I've actually called references firsthand. And it's not because they know me or anything like that. These are random people that don't know me. And they're like, yeah, I don't know why they would put me as a reference. I thought they were terrible at their job.

• 19:15Speaker 01

  I'm like, all right, cool. Sounds good. Thanks for that. And it's like

• 19:18Speaker 00

  That's bad judgment.

• 19:19Speaker 01

  This bad judgment. It's like, okay, if this person can't figure out who is saying good things about them or bad things about them. And this is just common sense. What else are they going to mess up in their job?

• 19:32Speaker 00

  Yep. True. By the way, just, I'm just curious, what days did you give off for this holiday break?

• 19:37Speaker 01

  I honestly don't know.

• 19:39Speaker 00

  We have off from the twenty fourth to the fifth.

• 19:43Speaker 01

  Check this out. Um, I was texting my CEO, right? And I said, uh, where is it?

• 19:58Speaker 01

  Uh, let's see.

• 20:02Speaker 01

  I'm trying to find it. Oh. So he's sending me sales numbers? And he's like, oh, it's really good. And I'm, I'm messaging back. I'm like, only one day left, really? That's a hard part about this month. He straight up texts, okay? What? Question mark, exclamation, exclamation? And then the next text, nonsense. And I said, cause then everyone goes off, no question mark? And I told him, I agree with you. That was on the nonsense. He's like, not sales, not CS, not paid. I'm assuming paid means the people managing the paid ads. I was like, ah, he's like, I've closed deals on December thirty first on many occasions.

• 20:45Speaker 01

  Been a long time, but it isn't too hard. I'll be working. Two dinners scheduled with clients are ready. What he's saying is, yes, people have time off, but in certain roles, you still need to perform even during the holidays.

• 21:01Speaker 00

  Yeah. So you don't know which days you have off?

• 21:03Speaker 01

  Well, no, he just said it. There are certain roles that, yes, they're not.

• 21:07Speaker 00

  For most people, which days you, you don't know that, right? So it's interesting because I, I talked to one of our mutual friends. I was like, so which days you have off? He's like, Christmas Eve, Christmas Day, New Year's, New Year's Day. That's it. And I talked to my other friends. It's like exactly that. So I'm like, how, how did it even come to this? But anyway, that's where we are right now. So, okay, last topic here. Are you ready? So I want to talk about the genius of Diddy's marketing that eventually led to his downfall. Okay. So Diddy is, uh, you know, Puff Daddy, Sean Combs. And when you think about this back in the day, right? I didn't know all these things that you did. You definitely got to check out the Netflix series. But look, he has been on the face of Rolling Stone. Okay? He was the face of Sean John, which is his, um, I guess that was the clothing brand. Okay? Ciroc, the vodka, right? Bad Boy, which is his record label.

• 21:52Speaker 00

  Um, he had the, the, remember the show Making the Bad on MTV? He used to watch that? You watched that? I didn't watch that. Um. Even the funeral he did for Biggie, so notorious B I G, when he died, it was like this huge, like, I don't know, I wouldn't say it's this huge celebration, okay? And what I want to say for all this is that with great power comes great responsibility, especially when you become more and more famous. And I'm not going to talk, I'm not going to spoil this for people, but check out the Netflix series. But I think what happened is you gain so much power, you start to abuse that power at the end of the day. But he had everything, right? Again, the vodka, you know, he could make, break bread with any celebrities that he wanted to. Again, he was a face on, I think he was a face on Time Magazine as well. He even did that, that, that song for, for the Godzilla movie back in the day.

• 22:37Speaker 00

  So I just remember growing up, we used to see him everywhere. And he used to make sure he inserted himself into all the music videos, whether he was promoting like up and coming person. He was in every single music video.

• 22:49Speaker 01

  He, he really was. He did extremely well getting his brand out there.

• 22:53Speaker 00

  Yeah. Well, now he's in prison.

• 22:55Speaker 01

  Yeah.

• 22:56Speaker 00

  Do you know how long he's in prison for?

• 22:58Speaker 01

  Life?

• 22:58Speaker 00

  No, not life. Just, it's actually a win for him. Only 50 months.

• 23:03Speaker 01

  15 months?

• 23:04Speaker 00

  50, five zero.

• 23:06Speaker 01

  Five zero, okay. So a little bit more than four years and he'll have good time. So it won't be four years.

• 23:11Speaker 00

  Say that again?

• 23:12Speaker 01

  So roughly four years, but then because of, if he has good behavior, he won't actually get.

• 23:16Speaker 00

  So a huge victory for him. And the other thing too is with his, he had eight lawyers fighting for him. And it basically just like a slap on the wrist for all the things that he was getting that they're accusing him of. But if you watch that, that documentary, it's like, dude, he like, it does feel like he did a lot of those things. So.

• 23:31Speaker 01

  But what did he get in trouble for? It was like sex trafficking or something crazy like, right?

• 23:35Speaker 00

  Sex trafficking, I think is racketeering or whatever that means. There's a lot of just footage and people coming up and say like sexual, a lot of sexual assault, a lot of beating people up, a lot of drugging people. A lot of not paying his employees as well. A lot of like, and apparently it seems like, and I'm not going to confirm this, but the, the death of Tupac, for example. It like, I never knew that was actually attributed to him and a lot of people came forward in that documentary.

• 24:00Speaker 01

  They're saying he's the one who killed Tupac?

• 24:02Speaker 00

  They're saying that he was the one that put up a million dollars for the Crips to, to, to put a hit on him. So, yeah.

• 24:10Speaker 01

  Wow.

• 24:10Speaker 00

  That's why you should check it out. It's really entertaining. So.

• 24:13Speaker 01

  It's entertaining, but it's also sad. Like, I don't watch the doom and gloom of people being sex trafficked and stuff like that.

• 24:19Speaker 00

  I don't know if it's the sex traffic piece, but they didn't talk about the freak-offs and all these things. But there's, I'll tell you what, there's a lot of baby oil stuff going on through those four episodes.

• 24:27Speaker 01

  Yeah, I don't want to watch it.

• 24:29Speaker 00

  We'll just leave it at that, but anything else you want to add before we hop off?

• 24:32Speaker 01

  Hope you guys have a happy holidays and amazing years. Eric and I wish you amazing 2026.

• 24:37Speaker 00

  Yeah, we'll see you in the new year. Bye.