Call of Duty Endowment has placed 180,000 veterans in jobs at 1/14th the federal government's cost

Speaker 2: We're staying far away.

Speaker 1: Salute. Great to see you. Thank you so much for coming on the show. Thanks for having me. Please introduce yourself.

Speaker 3: Yeah. Hey. I'm Dan Goldenberg. Yeah. Retired Navy captain, former corporate guy, and the president of the Call of Duty Endowment.

Speaker 1: I'm very excited. Thank you so much for being with us here on Veterans Day. Can we go back in time? Tell me just your your... Where'd you grow up? Your childhood story. I want to hear the whole journey,

Speaker 3: basically. Yeah. Grew up in a small blink if you miss it kind of town in Orangeburg, New

Speaker 1: York Okay.

Speaker 3: Which is about a fifteen minute drive north of Manhattan.

Speaker 1: Yeah.

Speaker 3: Grew up in there, the most boring place you could possibly imagine to grow up.

Speaker 2: Fifty minutes from Manhattan?

Speaker 1: Yeah. Know.

Speaker 2: How is that boring? I feel like you could But you you but but couldn't you walk into the city once you were like five or six?

Speaker 3: Believe me, there was like no public transportation. Yeah. So I was craving to do something a little more adventurous. Yeah. When I was 17, I joined the Navy.

Speaker 1: 17? Yeah.

Speaker 2: Wait. But we we were just talking about hobbies. We got to know your hobbies growing up.

Speaker 3: Oh, gosh. Well, I was I was kind of a jock, so...

Speaker 2: Mhmm. Thank you. For your service.

Speaker 3: I was I was a runner pretty much. Ran Cool. Cross country, winter track, spring track. I also like to write a lot. Okay. So I was involved with school newspaper school government, that kind of stuff. But sports in high school became pretty...

Speaker 1: Did the guy at the sporting goods store know your name? Because you were such a dedicated runner. This is the bar

Speaker 3: for Yeah. Like... Yeah? I mean, the nice thing about running...

Speaker 1: Small town. Like low... Yeah. You don't need that much gear. You just

Speaker 3: need kicks.

Speaker 1: Yeah. Exactly.

Speaker 3: So, you know, we... Back then we didn't have high-tech stuff. So we were running like potato sacks, sweatpants,

Speaker 2: stuff like that. So

Speaker 1: joining the Navy, do you walk into a recruitment center? What what... How does It that

Speaker 3: was really weird. My dad's a veteran or was a veteran. Yeah. He army drafted Yeah. All that. He was a paratrooper.

Speaker 1: Is that Vietnam?

Speaker 3: Career? Before Vietnam. After career before Vietnam.

Speaker 1: Okay. I got you....

Speaker 3: '61. But the other interesting thing about where I grew up Yeah. Or or one of the only interesting things is we were about thirty minutes south of West Point. Oh, yeah. So to get me out of the house, I was I was a a challenging child.

Speaker 2: Mhmm.

Speaker 3: So getting getting me out of the house so my mother could study and finish her degree

Speaker 1: Mhmm.

Speaker 3: He'd take me up, run... Let me run wild at West Point. So

Speaker 1: I saw that... You're in the middle of you.

Speaker 3: Yeah. So the academy was interesting to me. Yeah. I thought what I wanted to do is become an astronaut.

Speaker 1: Oh, yeah.

Speaker 3: And I I I started doing research on it and I read that, hey, the most astronauts have gone... Come from the Naval Academy. Yeah. That's interesting. I sure as hell am not going to West Point because they stole all the girls from my high school.

Speaker 1: So that wasn't that wasn't happening. Okay.

Speaker 2: High school?

Speaker 1: Oh, yeah. Those West Point... Those army guys, let me tell you. Yikes. So

Speaker 3: the the... Literally, this is way pre Internet. Yeah. Only book, that was my only way to do research at the library on the Naval Academy, was this great book called A Sense of Honor Yeah. Written by a guy named Jim Webb. Mhmm. Eventually became a senator or secretary of the Navy. And I was like, this sounds pretty awesome. Yeah. And so, yeah. So I I I went for it Mhmm. And it worked out. Best decision

Speaker 1: I ever made. Twenty six years? Twenty two years?

Speaker 3: Let's see. So graduated in '92. Yep. So almost twenty twenty eight years total. Yeah. About nine years active duty eight... Another eighteen reserve after that.

Speaker 1: And and while you're active duty, are you all over the world? What are you working on within the Navy?

Speaker 3: Yeah. So when I was active duty, I flew a two c Hawkeyes. Our motto was we're slow but at least we're ugly. Okay. It's that gumba on the top Yeah. Based aircraft. Yeah. And I I did that. Then I got a Pentagon tour Yeah. Which is really interesting. Remember I said I like to write. I was stupid enough to admit that to someone and I got a job as speech writer in the Sure. Three years. And then my last day in the Pentagon was 08/11/2001. Wow. Had a had a kid by then and... Wow.

Speaker 1: Yeah. That's a crazy time.

Speaker 3: Yeah. Yeah. So I decided at that point, not much going on in the world, not that I wanna be at sea for the next seven to nine years. Yeah. So I wanna be there for my kid. Yeah. And so I went off to business school. Well my first day of business school was 09:11. Wow. And then I I raised my hand, went back in as a reservist doing intelligence work.

Speaker 1: So I

Speaker 3: did the next eighteen years doing intelligence work.

Speaker 1: So so reservist but you're... But there is a role like how many days a week? Do you have a separate job? Walk me

Speaker 3: through that. Had a very busy civilian job

Speaker 1: Yeah.

Speaker 3: Working in information services Sure. And management consulting businesses Yeah. Which is great. But, you know, made for that, like, the reserves after nine eleven were were nothing like the reserves before then. It was kind of before then a knife and gun club.

Speaker 1: Mhmm.

Speaker 3: And afterwards, it was, you know, like we come in, we do the mission. Yeah. And and we were we were very active. So I I... My typical week would probably be a hundred hours between my Yeah. Civilian job and reserve work. I just had a saintly wife who was very supportive of that. Yeah. And yeah, I I got, you know, kinda hooked on that work and

Speaker 2: Sure.

Speaker 3: You know, was interesting having one foot in the commercial sector and one foot.

Speaker 2: Yeah. Wait. How do you Yeah. How do you balance what I assume was like sending a lot of somewhat boring emails with your with like your the night shift being like your work your country's at war and and you're supporting you know I'm sure multiple branches and it feels like tough to be like I'm gonna hit send on this and then I'm gonna go, you know... Save the country. Like it's hard to be like what what's your real what's really your real job at that point. You feel like you have a very...

Speaker 3: Some people have told me I don't feel this way that I'm pretty good at spinning plates. So but, you know, I felt it was more like sometimes when the day job was a drag Mhmm. The reserve job was really interesting and vice versa. Mhmm. So it kinda kept me Yeah. Kinda grounded and level. I also think a lot of what I was learning in the commercial sector, was able to bring over to

Speaker 1: the military. Yeah.

Speaker 3: Totally. Which which, you know, in turn made me more valued there. And, you know, it sort of recharged my battery and, you know, knowing that if things weren't incredibly compelling during the work week Sure. And this is before the endowment Yeah. I, you know, I had something pretty interesting in store for the weekend or for a couple weeks going going on temporary active duty orders.

Speaker 1: Sure. Yeah. So take me through the path to activation.

Speaker 3: Yeah. So I was ten years into my commercial sector Yeah. Path. And honestly, I felt like I was in a role where I had a big big job. I had a lot of people working for me Yeah. Or with me, and and a fancy title. But it wasn't really what I was looking for. It wasn't mission driven. Mhmm. It wasn't, you know, it's hard to explain what I was doing to my kids and Mhmm. You know, it it just... It wasn't... Computer. Yeah. So all all of a sudden this came along. A buddy from naval aviation and from the naval academy actually said, hey, some search firm guys, some head honors came to me about this opportunity. It's not really for me, but I know you're looking for some more purpose. Yeah. It's pretty neat. You should check it out. And so it was an opportunity to lead Activision's foundation, the Call of Duty down at which had got off to a really good start in terms of building the brand and honing on their mission, but they were kinda stuck. They just hadn't had good impact. And the really neat thing about the leadership at the time was they didn't want to be like typical corporate philanthropy, the big cardboard picture, what I call fire and forget philanthropy. Yes.

Speaker 1: It's a very different structure because there's so many different advantages from the player base to the connection to the to the real armed forces, not the virtual ones. And and there's so... And then employment opportunities. There's... So talk about the scope because, again, it's not just write a check and forget.

Speaker 3: Absolutely not. In fact, honestly, in the first two years the endowment... When the endowment launched before I was there, they kinda had a bad experience.

Speaker 1: Mhmm.

Speaker 3: They had written a couple large checks Mhmm. Large, not compared to what we do today, but back then they were pretty Mhmm. More than $100.

Speaker 2: Mhmm.

Speaker 3: And two non profits. And a year later, they checked back with one of them. I won't say the name, but it's a name everyone here would know. And a year later, not only could they not show the impact of the money, they couldn't even account for the funds. Mhmm. And the board said, this is never happening again. Yep. You know, we are gonna apply the same accountability to results that we apply to our business Yeah. To our philanthropy. Yeah. The difference is, you know, we want a return but it's gotta be a social return. It's gotta... We we have to know quantitatively that we made the world better for people. So that's why they brought me in. I was a business guy who happened to be a veteran. Yep. Not a non profit person at all. Yep. And they said, oh, you'll learn that stuff quickly. It wasn't quite as easy as as advertised. But but I was incredibly well supported and,

Speaker 1: you

Speaker 3: know, given given a lot of free rein to re architect this. So I started looking at applying kind of a consultant tool kit to this of what are all the things that have to go right for a veteran to get a job? Yeah. The value chain, if you will, for that. Sure. And, you know, what what's going right and what could go wrong at every stage? And what our hypothesis was is that resumes and interview practice is... Seems to be the areas where veterans really off. I'd also argue figuring out what's next. Right? Because Totally. Hard for everyone.

Speaker 1: Especially if you're in a structured environment Yeah. That it it like where there isn't that much change and all of a sudden you come back to the economy and there's upheaval Yeah. Different sectors are higher...

Speaker 3: I mean, for me the first time I interviewed for a job, I was 31. First time in my life. Yeah. Except when I was a busboy like Yeah. A teenager. And that wasn't much of an interview. But...

Speaker 2: Yeah. I remember I remember that I remember that basically doing a boy interview in in high school and there it was like five minutes. Yeah. Yeah. Basically could get the get the plates here, put it back here and and show up to work You on think you can show up and work on on time? Yeah. Yeah. Yeah. Think so. And he's like, yeah. I was like, that's it? And he's like, yeah. You got the job. You're good.

Speaker 3: Yeah. So so so, you know, I knew it from the standpoint of being a veteran but I didn't really know it. I had never been thoughtful and analytical about it. So Yeah. That really helped and we said, okay. Let's find organizations. We don't care about the brand. We only care about impact. So we're gonna find organizations that are really good at those handful of things. Mhmm. Years later, we were validated. Penn State did the study. They found out if you get, you know, help... Professional help preparing a resume and professional help practicing for an interview as a veteran, you're three times more likely Wow. To land a high quality job.

Speaker 1: So That's great.

Speaker 3: We we guessed well.

Speaker 1: Yeah. Going back a little bit. The source of funds. Yeah. I mean, the Modern Warfare four is phenomenal. I've been playing it. It's great. Reviews are fantastic. I also noticed that in the store, there are various battle passes. There was a veterans themed product. Yeah. Is that a source of money or Yeah. Is it is it from the overall sales? Like, what is the top of... Where does the money come from, basically?

Speaker 3: Yeah. So just stepping to answer your question. Call of Duty Endowment is a legally separate entity.

Speaker 1: Okay.

Speaker 3: Five one c three Yeah. Foundation. But Activision since the very beginning has been an incredible partner. Yeah. And the in game items for the endowment which we've been doing I think for more than a decade

Speaker 1: Yeah.

Speaker 3: An incredibly important source of revenue. Yeah. Every cent Activision gets goes directly to placing vets in jobs. Yeah. So that's really unusual because the company covers almost all of our operating costs. Cool. So that... So that's our continued commitment to players. Yeah. And our player, you know, the the Call of Duty community has been incredibly supportive of this. We've raised tens of millions of dollars Yeah. Over the years for this cause. And it's been a huge huge part Yeah. Of the engine. We also raised funds by partnership with other companies Sure. Other companies that help us. Like, right now, pilot company, pilot travel centers. Yeah. They're running a a round up for for the last month Sure. That's really important to us. USAA has been an incredible partner sponsoring our Code Bowl event Sure. Our annual Transatlantic Esports Competition. So those are some of the big sources Yeah. Of revenue. And then we have other foundations that like the way we do things and are and are funding our efforts

Speaker 2: as well. How how do you think about the impact of... It does feel like a, you know, a $100 into the foundation could help drive millions of dollars of lifetime earnings. Like it's really hard to like quantify but it but it like this like pretty like wild dollars in versus like sort of like net impact.

Speaker 3: Yeah. I love to talk about this. And one other thing I have to say is like we we've been... Our model... So so it all begins with getting the impact model. Right? Because if you can't deliver those results, no one was gonna... No one should give you the money, in my opinion. Mhmm. And I think that's where a lot of nonprofits fall off. So Deloitte was critical to us and still is today in helping us find the high performing nonprofits. And we've got a whole process. That's really was our hockey stick moment. Mhmm. We implemented this process for finding and evaluating and and and holding accountable these organizations. That's what's enabled us to get where we are, where our last year, every $686 placed a veteran in a job. That's one fourteenth the cost per placement, one fourteenth of the federal government's efforts. Yeah. And the results, double the salaries, more than double the starting salaries Wow. And 40% greater twelve month retention rates. Yes. So better jobs, higher quality jobs, much much cheaper. And for the last three years, we've placed more vets in jobs than the federal government has. Yes. So... Wow. Yeah. And so

Speaker 1: our... Gong? Of course. Yeah. Let's...

Speaker 2: Written the Gong for you. That's an incredible stat. Alright. Thanks.

Speaker 1: I love it. Kind of

Speaker 3: the opposite of the Gong show when I was a kid. Exactly. So cumulatively, that's a 180,000 bets we've placed in jobs so far. Wow. Insane. So... And I say we, it's our grantees. It's the

Speaker 1: organization's fund. Structurally, when you walk into the office, what what does the team look like? Does it look like a like a venture capital fund essentially where you have a... Maybe some accounting back office but a lot of people that are are evaluating effectively founders of nonprofits or...

Speaker 2: If you couldn't tell, we think of everything as venture capitals as people in our best...

Speaker 3: No. No. No. This is great.

Speaker 2: No. But yeah, you are... You're basically a capital allocator.

Speaker 3: Honestly, when I when I first... We first started this work, the way we build it was it's a light venture philanthropy

Speaker 1: model. Sure.

Speaker 3: Yeah. So you know, it's all about performance.

Speaker 1: Yeah. You're looking at return on investment but through a different lens but it's still the same economic analysis. Yeah. Still business. Thinking.

Speaker 3: When we started, our cost per placement before we put the system in place was on par with the federal government. Yeah. So just like today they're 14 times more expensive.

Speaker 1: Yeah. So thousands and thousands of dollars.

Speaker 3: Like accountability, accountability, accountability. Yeah. But the model itself, this vetting model

Speaker 1: Yeah.

Speaker 3: Is what's made all the difference. Mhmm. In in many ways, it'll look like that. So we have an open application process Mhmm. Just like a VC firm. You know, you can you can try and get in And have a very strict criteria. It's about the application is like a page and a quarter long

Speaker 1: Yeah.

Speaker 3: But it's very metrics oriented. And then we go back and check with Deloitte. We partner and they go in to check, hey, were they truthful about what they said? We do really four things. We check performance metrics. We do background checks on their key leadership. We do financial checks, so past finances, current finances, and future financial health. And finally, policies and procedures. Are they following the law? Are they taking good care of their Those four things made all the difference in the world. Yeah. So we have a theory of the case just like any VC firm would, you know, like we have a vetting model, we have criteria and that's that's what gave us the hockey stick was applying that. Yeah. Then on a quarterly basis, we hold our grantees. So once they pass that vetting Sure. They're in the family. Yeah. And we fund them. But we fund them with very specific goals. And every quarter we check to see if they're on track. If they're not, we analyze, we have a conversation, we try to provide help to get them back on track. But at end of the year, if they're not on track, we don't fund them anymore. Mhmm. We move on to someone else. Yeah. And that's... It's it's accountability. And it... You know, it's accountability results. And this is the thing, I get in an argument a lot with about something called trust based philanthropy. So other people give lots of money to nonprofits. There's a school of thought which is write them a big check and get that out of the way. You don't know their business, they know their business. The data shows that does not work. Mhmm. Our data shows when we have accountability, you get performance. Mhmm. Everybody gets better.

Speaker 1: Yeah.

Speaker 3: And it's not, you know, you gotta be tough minded and warm hearted in this business. Yeah. Not just warm hearted.

Speaker 2: No. But focus on focus on the... You're warm hearted about the mission. Absolutely. Nothing else. Nothing else. Like like what's the... What grown ups

Speaker 3: kid? My dad was unemployed for four years. For for a young man, you know, preteen teen, that's devastating. Like, I know what what unemployment does to a family. Yeah. I don't want any any other veteran. I don't want anyone to experience it, but particularly... My dad was a veteran. He experienced this and no one helped him. So, you know, I don't want others to experience it. So it's personal to me. So that's the warm hearted. And I also have an understanding of the value of what different veteran experiences bring to the civilian workforce.

Speaker 2: Yeah.

Speaker 3: Yeah. And it's it's a crying shame. All the training, all the experience that we throw out the window. One example, half of veterans who are corpsmen or medics... Corpsmen is the Navy and Marine Corps version of a medic. Mhmm. They all go through the same training. Incredibly trained, experienced people. Half of them who want to work in healthcare can't get jobs in healthcare. And health care booming.

Speaker 1: There's the hiring is only place. There's tons of people that are going to... We need healthcare. Or

Speaker 3: if you talk about skilled trades. Veterans consistently do better in skilled trades. But there aren't great, still not great pipelines directly.

Speaker 1: Yeah.

Speaker 3: The jobs pay well, there's enormous need.

Speaker 2: Yeah. Yeah. Was gonna ask what trends you're seeing. We've we've talked to literally hundreds of entrepreneurs building in defense tech Oh yeah. You know hardware manufacturing aerospace all these things. I feel like hopefully a lot of those venture dollars are are flowing towards veterans. At least the founders that I know in those categories would all be excited to hire veterans just because...

Speaker 3: Have them give me a call, please. Yeah. They're not. They're not flowing that way enough. I mean, I'll give you an example. I talked with a manager, I'll just say from a major defense shipbuilding who managed a lot of welders. Yeah. And he's... He said, you know, today it takes three to four times as long to build an aircraft carrier.

Speaker 1: Mhmm.

Speaker 3: And the design's different, but not radically different. And why is that? He goes, I walk around and half my job is waking people up who are asleep in the space or on their phones,

Speaker 2: who are

Speaker 3: supposed to be welding. They're not motivated to do their jobs. Wow. Can't fire them because what are you gonna... Who are gonna replace them with?

Speaker 1: Sure. Sure.

Speaker 3: What you need is a motivated Yeah. You know, talented workforce who gets why this is important, who gets why Yeah. You know, has to be done fast and it has to be done right because lives depend on this.

Speaker 2: Who's... Who's... We're gonna we're gonna pull together... We'll pull together a list of like 200 of our former guests and you can look through if you want to meet any of them. We'll just make the to the grantees. Yes, please. Because they're all they're all hiring like in a bunch of different domains. Yeah.

Speaker 3: It's a great talent base. We we just need to help them tap into it.

Speaker 1: Yeah. What's... What does the next ten years look like for the organization?

Speaker 3: Well, right now we're on a goal of 200,000 placements. So Okay. I've always wanted to get to that moment where we place more veterans than there are in the United States Marine Corps

Speaker 1: Yeah.

Speaker 3: And we're almost there. So that's a big number. Right?

Speaker 1: Mhmm.

Speaker 3: But we're gonna keep pushing ahead. You know, support vets in in The US and The UK as The UK... A lot of folks don't realize this. There's essentially no VA in The UK. Oh, interesting. British veterans have a lot more challenges. Sure. And and a lot less support.

Speaker 1: Mhmm.

Speaker 3: So our our work there is really important. We've we've been there for I think about seven years now. Mhmm. So we'll continue to do that. That's the plan.

Speaker 2: Mhmm.

Speaker 3: And, you know, I think the skilled trades, like we we we have to do a better job of matching supply and demand. The skilled trades in not just data centers, but shipyards and other places like that Yeah. Plus the aging workforce in that area, plus the fact that these are high high quality jobs. Yeah. It's just such a good opportunity, and we just wanna get a lot more aggressive about that.

Speaker 1: Yeah. I mean, feels like the the the stars are fortunately aligning. I mean, we talk to people every day that are hiring in these exact roles that you described. So I'm very optimistic for everything you're doing.

Speaker 3: Oh, thanks. I mean, we are too. And the thing that I'm very excited about right now is, as you can imagine, we're very efficiency focused. Yeah. Right? So we care about cost per placement a lot, but we also care about quality of placement. Yeah. Average starting salary. Is the veteran in the job six months, twelve months, three years later Yeah. Enter these full time roles. So when we say high quality job, it's not a throwaway term. Those are literally the metrics we we get there. The the fundamental unit to being successful here are job counselors. You know, it's the person who takes this veteran who's a infantryman and says, I'm just a door kicker, and gets them to the point where they can articulate to a hiring manager why they're valuable to them, because they've led a small team in a tough environment. They've been responsible for a lot of equipment, for training...

Speaker 1: And they picked doors. Yeah. I just want a door kicker on stuff. Think we got to talk

Speaker 2: to you

Speaker 1: about the center of the center structure. Door kicker. Hire the infantry. We'll teach you the email stuff, but if we need to kick a door...

Speaker 3: Absolutely. But the counselor is key to that,

Speaker 1: right?

Speaker 3: Because they've been there, they can call their b s if they need to Yeah. They can build their confidence Totally. If they need to. Yeah. Can tell them why their skills will be out. It's incredible to watch these people who have every reason to be confident Yeah. To to lose it. So the really neat thing here, once in a generation, maybe more, is the impact AI can have here. Yeah. And unfortunately, a lot of the conversation in amongst the funder world about this has been all about the risks, you know. But no no real serious conversation about the upside. I'll argue that nonprofits have far more upside with AI than commercial entities. And here's why. Investors, you know, especially public companies, it's all about EPS. It's all about earnings per share. Right?

Speaker 2: Yeah.

Speaker 3: And you know, invariably that comes back to cutting costs, you know. Obviously, increasing revenue, but but in... And so there's demand for that. There's always demand for efficiencies. In my thirteen years of doing this, I've never ever heard a funder say, I want to spend less money. What they've said is, I want more impact for my money.

Speaker 2: Yeah.

Speaker 3: So I don't want a single counselor laid off because of AI. I want that counselor freed up to do more of the work they signed up for, more one on one time with veterans.

Speaker 2: Mhmm.

Speaker 3: So they... We we think we can take hours out of their day by helping with resume creation, LinkedIn profile creation, resume versioning, cover letter creation, inner unlimited interview practice. You might be able to do interview practice once Yeah. Or twice with a client. Now we can create through a you know agentic, can create unlimited reps Sure. To get really good at this.

Speaker 1: Yeah. Yeah.

Speaker 3: We can create data lakes from the resumes that these nonprofits created that succeeded correlated to results and know what works to create even better resumes.

Speaker 1: That's great....

Speaker 2: Still have that human there that that's talking to Yes. The veteran and saying like I got you, we're gonna do this together. Not only... But tap into the sort of system that we've...

Speaker 3: But do more of the stuff that humans are good at. Yeah. So instead of spending an hour updating CRM, that's automatic now. Mhmm. You know, instead of spending three hours creating a resume, now they're spending twenty validating the resume that was created. Yeah. You know, this is good, but no one in the nonprofit world is talking about this. The incentives are different. Right? We can we can do so much. I just need to get some good partners here on the tech side to help make it happen, but I'm absolutely convinced this is gonna be transformative.

Speaker 2: Yeah. We know some people on the tech side.

Speaker 1: Is the best way to support for Call of Duty players the Valor pack that's for sale right now?

Speaker 3: Yeah. For sure. The Valor pack, I mean, it's awesome in its I own mean, I hope you support the cause but if you just want an awesome pack Yeah. It's incredible. Kyle Carpenter, the Medal of Honor recipient, this is Yeah. Based on we work with him. He was amazing to work with and so inspiring. Yeah. Lots of good reasons for the pack. Oh, there it is. Great. Amazing.

Speaker 1: Yeah. Amazing. So go check that out if you're playing Modern Warfare four. And thank you so much for coming on the show.

Speaker 3: Thanks for having me.

Speaker 2: Dude, an amazing story and

Speaker 1: Great

Speaker 2: to hang.

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