Originally established in 2015 to provide soccer fans with a way to stream matches, today, Fubo is a direct-to-consumer live TV streaming service enjoyed by 1.48M paid subscribers in North America. Growing through strategic acquisitions, the service has expanded its scope of programming to encompass additional sports, news, and entertainment content, operating in the U.S., Canada, and Spain, as well as in France as Molotov. While the company still sees itself as a sports-first service, a wide portfolio of content has been designed to keep consumers engaged.
Fubo completed its initial public offering as a New York Stock Exchange (NYSE) Company in October 2020. In fall 2023, Fubo announced a partnership with TiiCKER, a software platform that engages, verifies, and rewards retail shareholders.
Mark Johnson, CEO of Loyalty360, spoke with Alison Sternberg, SVP, Investor Relations at Fubo, about building brand love, rewarding platform users and investors, and the Share Perks program created through a partnership formed with TiiCKER.
Read the article here: https://loyalty360.org/content-gallery/in-depth-exclusives/fubo-building-brand-love-by-rewarding-consumers-and-investors
Originally established in 2015 to provide soccer fans with a way to stream matches, today, Fubo is a direct-to-consumer live TV streaming service enjoyed by 1.48M paid subscribers in North America. Growing through strategic acquisitions, the service has expanded its scope of programming to encompass additional sports, news, and entertainment content, operating in the U.S., Canada, and Spain, as well as in France as Molotov. While the company still sees itself as a sports-first service, a wide portfolio of content has been designed to keep consumers engaged.
Fubo completed its initial public offering as a New York Stock Exchange (NYSE) Company in October 2020. In fall 2023, Fubo announced a partnership with TiiCKER, a software platform that engages, verifies, and rewards retail shareholders.
Mark Johnson, CEO of Loyalty360, spoke with Alison Sternberg, SVP, Investor Relations at Fubo, about building brand love, rewarding platform users and investors, and the Share Perks program created through a partnership formed with TiiCKER.
Read the article here: https://loyalty360.org/content-gallery/in-depth-exclusives/fubo-building-brand-love-by-rewarding-consumers-and-investors
Good afternoon, Good morning. It's Mark Johnson from Loyalty 360. If everyone's happy, safe and well, I want to welcome you back to another edition of our Leaders in Customer Loyalty series. In this series, we have the privilege of speaking with leading brands about what they are seeing in here and on the front lines of customer and channel and brand loyalty. Today, we have the pleasure of speaking with Alison Sternberg. She's Senior Vice President of Investor Relations at FUBO. Thank you very much for taking the time to talk with us today, Alison.
Speaker 2:Thank you, I really appreciate you having me here.
Speaker 1:Absolutely. First off, we'd like to start these on a more personal level, so we'd love to know a little bit more about you, your current role at FUBO and also, maybe, things you did leading up to this role, and also maybe a fun fact, something you enjoy when you let your hair down. You do outside work, a passion you may have.
Speaker 2:Sure. Thanks for the question. So I currently oversee investor relations at FUBO and in that role I am working alongside the executive team and in many ways I think of myself as to some extent, serving as connective tissue between our management team and our investor base. So I interface with all of our existing investors who have questions about the company, prospective investors that may not necessarily hold shares of the company but are potentially interested in understanding more. Former investors that may have been in the company at one point in time and are no longer but are looking to reengage. So it really involves relationship building across the investor community Again, whether they're existing investors, former investors, prospective investors, as well as the research analysts that cover the company. So we have about nine analysts from different firms, different platforms, that monitor our company, write research on our company, formulate financial models based on our publicly available information and ultimately take a position around the business, whether it's a buy, whether it's a sell, whether it's a hold, what's the price target? How are they thinking about the valuation of the business? And so I have the. I actually really enjoy it. It's a challenging job because I get to spend a lot of time with smart people that are stress testing their investment. Theses in relation to the business, and so it's a broad remit. I again work closely with the management team across sort of all investor-related outreach, including our earnings process, including our annual meeting, including marketing targeting and so on. So, again back to my original point, I almost see myself as fulfilling this role of acting as connective tissue between our company and the investing public, both institutional investors, retail investors, as well as research analysts that are looking at the company and that are forecasting based on the publicly available information that they have and coming up with an investment thesis. So it's an exciting job and there's a lot of storytelling, which I very much like. It's storytelling but through the prism of the financial model. Right, you're telling a great story, but you have to rely on the financials as the scaffolding to the story, and so I love that combination.
Speaker 2:Prior to Fubo I would say almost for the last 10 years I have actually had the great fortune to get to work with a series of hypergrowth businesses that were new to the public markets. They had either recently gone public or were about to go public, and over the last 10 years I've come into those roles to build and run an IR program following the company's going public. So, in the case of Fubo, I joined them. They were already public, but they were really looking to build out their investor relations program. I think when I joined they had been public for maybe a year year and a half, maybe a little more so still fairly new to the public markets. And so I was brought in to help build out their IR program alongside the CEO and CFO.
Speaker 2:And then, as I mentioned, prior to that I have worked at other direct-to-consumer businesses that are new to the public markets, which has been fascinating and fun, and prior to that I spent most of my earlier career in financial services.
Speaker 2:So I was in banking, I worked at Goldman Sachs for many, many years and then was in private equity for a while, then went back to banking, but ultimately what led me to IR was I was very interested in getting into an operating role where you could really have sort of fingerprints on building something exciting as it grows, and in particular, these businesses that are direct-to-consumer, much like Fubo, that are trying to solve a persistent consumer problem or fulfill an unmet consumer need.
Speaker 2:I'm especially fascinated by those businesses, and so the transition into IR was sort of a perfect fit, because it brings the storytelling into the equation that I so enjoy. But also you have to have a facility with the puts and takes around the financial model and what do investors care about and why and that combination being able to do both of those things I really thoroughly enjoyed. So I've been very, very fortunate to have been able to make that transition after having been in the financial services business for so many years, which I also really enjoyed In my spare time. I am a huge music fanatic, so I collect photography of musicians, but I also play the slide guitar, okay.
Speaker 1:Like with the glass.
Speaker 2:Yeah. Yeah, I would not say I'm good, but I really enjoy it. I really enjoy slide guitar and I sort of taught myself how to play and that's awesome.
Speaker 1:I'm a big Jason Aldean fan. I don't know who Jason Aldean is, but he's a country music artist. He's an artist of the decade a couple of years back, but he has a big slide guitar and it's a big focus in the concerts and it adds such a great element to the music and he's the only one in country music I know that really does that and his guy is like front and center of prominent tradition. I love that.
Speaker 2:Yeah, I love it. I mean I've always been a big music fan, music buff, and I've always, I've always. I didn't grow up learning an instrument but I sort of decided maybe I'll give try a hand at this. It's not easy, I will say that much. I mean guitar generally speaking isn't, but with the slide guitar it's pretty challenging and again, I'm not ready for primetime or anything, but I really enjoy it and I can definitely. It's increased my level of appreciation for those that play it and just how hard it is. It sounds so smooth, it sounds so easy and it sounds so spontaneous, but it's and it is, but it's still difficult, that's awesome.
Speaker 1:I love it, so I do that in my spare time. Yeah, I played the guitar for a little bit but I don't have time for it, with a couple of companies and kids and whatever, but it's on my list of things to pick up, maybe someday. That's right, that's law school, so we'll see which one, which one wins yeah. I'm betting law school does, but we shall see you both yeah maybe you can have it all.
Speaker 2:It's true.
Speaker 1:Yeah, just I figure with the kids transition right, they they're sports, go to college sports or just kind of. I've got a few more years before that's going to be done, unfortunately.
Speaker 2:Yeah, either way.
Speaker 1:So when you look at Fubo Fubo sorry, can you talk a little bit about how the company was formed? You were, you came on board and was already public. You know what opportunity did the founders see with the market, how long has the company been around and you know what do you see as the opportunity for the market.
Speaker 2:That's a great question. So Fubo was originally formed to establish a destination for people to watch soccer, to stream soccer matches, because they were so few available specifically in the US, and I believe, if I'm not mistaken, originally the company was referred to as the Netflix of soccer. Over the course of time, the business has evolved in such a way that the aperture has expanded, so not just soccer focused, but obviously more broadly on all sports and then on top of that, news and entertainment content. So if you look at the business, it really started as a soccer streaming platform. It then evolved to include a broader range of sports content and has since evolved even further to include not only sports, although again, the primacy of sports is very much a part of our DNA and in fact the phrase come for the sports, stay for the entertainment has often been ascribed and that's sort of been our catchphrase. Right, we want to draw you in with the availability of sports and then ultimately you have a wide portfolio of content that actually keeps consumers engaged, extends the lifetime value of the consumer and services the entire household, not just the sports fan. And so the business has been steadily evolving over the past couple of years.
Speaker 2:When I was hired, I think the company was at an inflection point for a variety of reasons, of which one was they had gained significant traction in terms of growing subscribers, in terms of actually brand articulation, and they were setting their sights on sort of the long term plan for the business. And I think part of that was bringing someone on board such as myself to partner with the team. So, for example, I work very closely with our head of communications and PR, who's extraordinary. I work very closely with our FNAA team they're extraordinary. The marketing team, the product team it's a really cross functional group to help, I think, take the company to sort of the next level, if that makes sense. So the year after I joined, the year that I joined, we surpassed a million subscribers. We completed an acquisition of a French streaming service. We completed an acquisition of a company in India that has a lot of patent protected IP technology that we think that we know is going to be such an important part of our product roadmap going forward.
Speaker 2:So there were a lot of piece parts that were sort of coming together right around the time that this opportunity presented itself and to me I felt like, wow, this business has grown rapidly, much like other companies that have caught my eye. I saw in Fubo, a direct to consumer business that was really trying to solve an unmet consumer need, which is you've seen this industry go from being aggregated sort of this aggregated model where you had a handful of players that sort of owned all the content, to a more disaggregated model where you have a multitude of platforms that have all different kinds of content. What we're seeing, and what we've been saying this for a long time, is we're seeing the rebundling, the sort of return to rebundling or return to aggregation. And why is that? Because back to my point about unmet consumer needs is that with this aggregated, this disaggregated model that you have, a lot of consumers are finding it very cumbersome and expensive to get all the content they want.
Speaker 1:Absolutely.
Speaker 2:And in fact, if you look at, I think it was our shareholder letter. It might have been at the end of last year, I'm not 100% sure. It was either the third or fourth quarter of last year. We actually had a bar chart that showed that consumers are cutting the cord because nobody wants to pay $120 for cable right. Their owner is contracts. There's cancellation fees. You have to return the box.
Speaker 2:I think a lot of people feel like they're paying for content that maybe isn't really bespoke to what they want.
Speaker 2:But what's been interesting is, with this disaggregated model that you now see, with all of these different players and all of these different plus services, people are actually spending as much, if not more, getting all of these piece parts a la carte to get the content they want, which sort of defeats the purpose if you think about it.
Speaker 2:So the reality is is there's still, I think, a persistent need for consumers to have a single aggregated destination for all of their content, where the content is discoverable, where the interface is navigable and, frankly and this is further down the line where their ability to interact with their content is differentiated, so they can have a lean back experience if they want it to be more passive, but there's also an opportunity to have a more lean forward experience where you can more easily curate, customize the content that you're watching.
Speaker 2:And when I thought about that this persistent consumer unmet need and I was made aware of what Fubo had been doing, how they had grown so rapidly over such a short period of time. And I also found and this is sort of relevant as we talk about shareholder loyalty programs we have such a passionate end user base. People that are Fubo subscribers are really passionate about the product, they're really passionate about the platform, and so all of these things just excited me. I felt like, wow, there's a real opportunity here to step in, work alongside this exceptional team and help them craft, or continue to craft, because they've done a great job I'm not saying that they hadn't done a great job already but to continue to help them to craft a really compelling story around the business and the advancement of the business and the long-term trajectory of the business, and so all of those things combined in my mind made Fubo an incredibly attractive opportunity and one that I felt very fortunate to have had.
Speaker 2:I know it's a very long winded no. I think that's good.
Speaker 1:You touched on a lot of things that I want to discuss A lot of disruption within the cable industry, as you mentioned, people who are getting into it, getting out of it. Disney is not necessarily seeing the results there. You want to see, right, when we kind of jumped on, talked about the NFL and the NHL and NBA playoffs how I have to come to Fubo because my NBA subscription doesn't cover it. But I think there's a lot of frustration, right, and if you start looking at it and having a full cable replacement something that it's very needed, because even right now, with YouTube for NFL and I still have to have ESPN Plus to get my hockey, or because that's moved over NHL and NBA, you can get stuff on NBA once awhile it's on Turner, so you have to go back to YouTube TV.
Speaker 1:It gets to be very confusing to figure out where things are and there is a lot of analysts, I think, from customers, from a customer-loyalty perspective, right, and I think we have to move back to that personalized I love that term lean back and lean forward, because customers want to be known and they want to be understood, right. They don't want irrelevant messages that create dissonance. They want to feel that the brand knows them and it sounds like you're doing a really good job to do that. I'm doing that.
Speaker 2:Yeah, I think brand love is very important. Doing brand love and brand articulation, I think, takes time. It's a very powerful thing. It's why people choose something over something else. Obviously, part of it is the problem.
Speaker 2:Obviously, we want to have a differentiated product experience. You want the offering to be differentiated, you want the interface to be differentiated. But there's also, on top of that, you know what are the brand characteristics of the platform, what type of community are you? You know. You know you want to Join it, what does it stand for? And so you know we spend a lot of time thinking about that, spend a lot of time thinking about how to Create brand love, brand loyalty and, honestly, we want to Give our customers and investors To need to more fully engage with the company, and so we've enacted, over the last couple quarters, a couple of tools that I think helped do that. But we're very, we're very focused on it. I think you know brand loyalty, brand love not to overuse the expression and engagement across all of our constituents is something that we think it's very important that we've been very focused on that's awesome.
Speaker 1:We can talk about this all day, but I think you came here to talk about your rewards program. Yeah, would love to get a kind of high level review of the program, how it works, how the program came into being.
Speaker 2:Sure. So actually, this works out well because you and I, through our conversation, have sort of laid the foundation for the, our agenda and the, the Rational, I guess, behind this loyalty program and Just zooming out 10,000 feet. As I said before, you know, as a direct-to-consumer business, we have very, very passionate end users, very, very passionate customers. They care about the platform, they care deeply about the navigability of the platform and so on, and so we feel very grateful For that loyalty. You know, we don't take that for granted and we always want to surprise and delight our customers. And and we had a long thought is there a way For us to kind of Well reward customers for their loyalty, or rather reward investors for their loyalty? Right, there's a, there's a crossover here. Yeah, passionate end users, and Some of those end users are investors, some are not. You've got investors. Some of them are passionate end users, some of whom are not, and we felt like that intersection Was a place where we could really get and foster some more engagement. How do you turn end users into owners, how do you turn owners into end users? And so it was really about Brand love, engagement and, and even more than that, saying to both of our customers and our, our investors, because there's kind of two sides to this. You know, we hear you, we hear you, we want to reward you for your loyalty. So we've kind of enacted to.
Speaker 2:I would say there are sort of two tools that we've used To kind of support this initiative, the first of which is a portal that is part of a platform where investors Can click on to our page.
Speaker 2:It's called say technologies is the platform and investors who have access to, say, can apt into and you don't even have to be an existing investor. I don't believe. On the say technology platform, if you go on the Fubo page, there's an opportunity for Retail investors or really anybody to submit questions in the run up to our earnings Reports. So that's one sort of spoke of this wheel, which is let's give people who wouldn't otherwise necessarily have the opportunity to reach out to, say, david or CEO or John or CFO, and Put questions out there that they want management to answer. It gives us a great pulse around what retail investors care about and it also allows us to Surface those questions and we we answer them on our earnings call. So that's one that's and that's for everybody. Again, it's just another opportunity to more fully engage Different constituencies with Fubo. The share perks program is a partnership that we formed with ticker and effectively at a high level.
Speaker 2:It's a perks program where, based on certain threats that we have, we're based on certain thresholds of ownership. So you own I'm just making this up on that. These are not the actual perks, but just to give you a sense of the framework. Let's say you own 10 shares, you're eligible for A perk. Maybe it's a credit at our online store, maybe it's a discount off of a one month subscription, maybe it's the opportunity to be a member of a beta Testing group that gets to preview product features that we're trying to stress, test and get consumer feedback on. So we've tiered it in such a way that Different tiers command different, different perks. And it's very early. We only launched this, I want to say, in November, so I would say we're still sort of learning as we go and and assessing the impact of it, but we're really excited about it Because I think, again, we're very focused on increasing engagement wherever we can. We also feel it's important to give Our loyal customers and our loyal investors the opportunity to have even more skin in the game and to get rewarded for that. And I think back to my earlier point. I think it accretes to sort of the creation of brand love, and so we're very excited about the platform again.
Speaker 2:It's it's early again we launched it in November but we're excited about it and it's one of those things that I think will continue to expand the program. You know there's flexibility there. We can change up the perks. You know, one of the nice things about this program is there's the ability to modify it as you move through it and start to get a sense as to what's resonating, what's not resonating. Oh, is this? Should we do a different perk? Should we Tear things differently? I mean, there's a lot of flexibility there, and so my guess is that we'll continue to refine it and scale it as as, as as, as as time wears on. But we're really, we're really pleased with it and I think that, alongside the work we're doing, the state technologies is intended to give again investors retail investors as well, all investors, not just retail, but investors as well as customers An opportunity to have their voice heard and to have their support Really registered and rewarded, which we feel very passionate about.
Speaker 1:Excellent. So when you look at the ticker with their part in the process, they have rewards catalog that you can use, integrated in with the State Technologies app that allows you to set kind of tiers of the program view. On five shares, ten shares, you're eligible for X right. You may getting the opportunity to participate in a surprise and delight, or you may have different opportunities to Different reward opportunities, right based on the threshold. Oh sorry.
Speaker 1:Well then, the goal then is to increase that, that ownership commitment right, Because we know based on the Columbia Business Study, that people who own shares and a company are going to be more loyal to that company. Right, they're going to be advocates, are going to promote brand love, as you talked about. So that that's the goal, and your goal obviously is to create that deeper level of engagement. Yeah, I think you put it really well.
Speaker 2:You want to create sort of positive momentum around advocacy for the brand and a connection to the platform. And I think your point is you said it perfectly which is that these loyalty programs do exactly that. And again, it also gives us the opportunity to connect with these cohorts, with these constituents, and sort of understand a little bit more what they care about, what matters to them, what they're interested in. I mean, it creates a dialogue, candidly, that I think can be very, very valuable for both sides of the equation. And so, like I said, I think the companies and I you know, there are quite a few companies that participate.
Speaker 2:I think Ticker has a whole roster of companies that participate in their loyalty programs and there's other platforms like Ticker that also offer similar programs. I'm pretty sure that each company comes up alongside you know, in consultation with Ticker, but the company can create whatever perks make most sense for that company, meaning it really comes from the company in terms of what you want to offer Ticker, they're not particularly prescriptive about it, which is good. They're helpful in terms of giving you precedent examples of what other companies have offered, what some of the tiering might look like. But there's also that's meant, I think, mostly to give you a little bit of a template to refer to as the company evaluates what makes most sense to offer. You know their customers and their shareholders Excellent.
Speaker 1:So when you look at the, what pain point or challenge were you trying to address through the rewards program, specifically for kind of the shareholder program?
Speaker 2:I think it was twofold. I think the pain point was and I consider the work we're doing with Ticker and the work with SAE is sort of one of the same, in that it's establishing a line of communication. In the case of SAE it's mostly with the investment community and tends to be more tilted towards retail though I'm sure you know it's not perclusive of institutional and in the case of Ticker it's really about rewarding investors, many of whom are end customers, for their loyalty. I think in both cases, as I said before, I think it's establishing a line of communication, you know, between the company and those groups of people, as well as continuing to invest in brand building for our business. Yep, excellent.
Speaker 1:And how we measure success in that program. Such an interesting question.
Speaker 2:I think there's a lot of ways to measure success.
Speaker 2:The hope is that you have a sufficient amount of data, and that's the other beautiful thing here.
Speaker 2:We're a very data-driven company, yeah, and so this is no different in terms of an initiative, that, at the end of the day, data doesn't lie.
Speaker 2:And, I think, success there's sort of two ways to look at it. I think the more tangible way to look at it is you look over a certain period of time since you initiated the program and you can probably get some visibility into what types of you know, increase and necessarily retail holdings could be ascribed to people that participated in the program. That's certainly a sort of, I would think, representative of success. In a more tangible way and or less tangible, but certainly over time, I would think measurable would be the benefits to brand awareness, the benefits to unaided brand awareness, where we become part of the conversation and we're in the consideration set when people are talking about the category. I think that's a very important point when people are talking about the category. I think that exists today to some extent, but I think, you know, capturing mind share is also something that we, you know, want to drive, or drive increase in mind share through this program.
Speaker 1:Excellent. Last question Are there some loyalty programs that you admire, that you're loyal to? So you know what do you like about their offerings.
Speaker 2:Oh, that's a good question.
Speaker 1:Good to have good questions.
Speaker 2:Yeah, you have very good questions and I'm trying to. I'm trying to think about loyalty. I mean the most obvious one. Are the airline loyalty programs right? I mean, I'm a Delta Sky Miles member. I think they do a nice job. I think it's you know I'm a big fan of the program. I have to think of others, but when I think about what I like about the program Thank you, you know it acknowledges that consumers have choices and rewards you for choosing Delta. There's something about it that feels like and this may sound crazy, but it's a little bit like we hear you You're not just a nameless, faceless consumer. Does that make sense?
Speaker 1:Absolutely yeah.
Speaker 2:I don't know, it's weird, right? There's a part of me that thinks and maybe this is getting a little too theoretical here but part of it is in treating people to opt into a community and making them feel like they're a community of other like-minded people that have opted into that same community for the same reasons. I think that's very powerful. I think, more than ever, people want to feel like they're part of a community.
Speaker 1:Absolutely.
Speaker 2:So part of this is if you're part of this Fubo community or, in the case of Delta, you're part of a community of people that are all fans of this service. There's something about that that is very powerful, I think. Companies that know how to create communities across their consumer base I think that can be a very powerful thing. I really really do Okay, excellent.
Speaker 1:I do 100%. I think it's all about finding a community of people who share that same passion, that same empathy, that same interest that you have and then leveraging it right. And even the part about your tiered program finding people have someone who has 10,000 shares is going to have a significantly dichotomous interest or incentive than someone who has four or five shares, and being able to understand that, personalize the content, personalize the rewards and incentives and using that data in a pragmatic way is great to hear how you guys are doing that.
Speaker 2:And the only thing I would also add is, in my role, spend a lot of time talking to the investment community about our business, about our P&L, about our long-term profitability goals, about the story, which is great, and I love that.
Speaker 2:It's so challenging. Talking to smart people who are asking good questions is always. It's a privilege to get to do that. At the same time, though, at the end of the day, ours is a consumer business. We service the consumer, and I think, on some level, it's a good reminder that we want consumers to know you matter. We're listening to you. We want to reward you for your loyalty, whether it's five shares, whether it's 10 shares, and in the case of the Say Technologies platform, it's also, it doesn't matter how many shares you have, but you're an investor. We care about you. If you have something to say, if you have a question, if you have a concern, we want to know about it, and I think that's important. I think it's important for people to feel like their voices can be heard. Absolutely yeah, and I think there's a little bit of that too.
Speaker 1:And last question before we get to our quickfire questions what can loyalty 360 do to help you and your team with your customer loyalty reward program?
Speaker 2:Well, I mean, I guess I'd love to, over time, have a dialogue and better understand I'm sure you see all different types of permutations of loyalty programs and how they get operationalized, what works well, what doesn't work well. So I think, to some extent, just a better understanding of the breadth and scope of these programs and how do you scale them and how do you make them compelling and how do you continue to create momentum around them. I would love to better understand that.
Speaker 1:We do a lot of that. We have 130 some brands that are members. We meet regularly to talk about all facets of customer loyalty. We have peer groups for senior level individuals where they can engage with like-minded individuals maybe at a Bank of America, tim Hortons, others which obviously lead to great partnership opportunities. So we have a rapidly growing brand membership that really is focused on the holistic approach to customer loyalty.
Speaker 2:Yeah, that's actually again, you put it far more eloquently than I, but there's a yeah. I'd love to better understand and have a more holistic view of customer loyalty and sort of the commercial impact that can have in a direct to consumer business. I'd love to engage more fully on that.
Speaker 1:Yeah, we'd love to talk about that on a different call, but right now it's time for the quick fire questions.
Speaker 2:We're the quick fire questions.
Speaker 1:Yeah, okay, what's your favorite word?
Speaker 2:Exquery. It's a great word.
Speaker 1:Yeah, that's a big word, I like that.
Speaker 2:Yeah, I like a big word. The connotation isn't particularly positive, but it's a very satisfying thing to say Exquery. It just feels good.
Speaker 1:Yes, as long as you're not one getting excoriated.
Speaker 2:Exquerated right.
Speaker 1:Yes, that's not good. What's your least favorite word?
Speaker 2:Oh God, I have so many. Do you really want to know? I mean, I have moist, I think is the worst word ever. I hate it. It needs to be eliminated. I know there are others out there moist and manny petty, which I don't know if it's technically a word or a phrase and it's two words. But I hate that as well. It's horrible. In fact, I just made myself very uncomfortable because I hate those words so much.
Speaker 1:Yes, especially when they're attributed to men. The manny petty thing.
Speaker 2:So, manny petty, I hate it.
Speaker 1:What excites you?
Speaker 2:Music.
Speaker 1:Excellent. What do you find tiresome?
Speaker 2:I hate emptying the dishwasher. I don't know why I just hate it so much. I will run the dishwasher 30 times just to avoid having to empty it, which I know is horrible. It's wasting water. I get it. I care about the environment, I do, but I hate it. I just hate it.
Speaker 1:Yeah, I'm not a huge fan of it. I do. My wife uses that piece, but I put away the dishes I like, but then I'll take the things from the sink that may four or five and run it again, right, just so I don't have to put away the things I don't like, I agree with you and there are things that I like.
Speaker 2:For some reason I don't mind putting away bowls, but then it gets to the knives and the fork. I hate it.
Speaker 1:Yeah, we're a lot of like the similar, very rational. Yeah, I'll wash it again and put it in like this Certain things, the bigger stuff, I know where it goes, do it quickly, but I'll wash the dishes to do 10 dishes the same way.
Speaker 2:Oh yeah, Okay no, so we're on the same page. I feel better. I was like oh, is this a problem?
Speaker 1:That's good, that's good. What's?
Speaker 2:your favorite sport to watch Basketball or hockey.
Speaker 1:I love hockey Absolutely. What's your favorite team?
Speaker 2:Gosh, I don't really have a favorite team. I mean I guess the New York Rangers. I should probably Okay.
Speaker 1:Yeah, that's good, I'm the.
Speaker 2:Nashville Predators. I used to work in Nashville.
Speaker 1:Okay, I used to yeah. That's a great place to see a stadium, go down and see the Avalanche play there every year, so I love that.
Speaker 2:Yeah, I love the smell and the feeling of being you know with those 100%. It's just the greatest. It's like a. It's a great, and I love basketball as well.
Speaker 1:Yeah, so that's Kale McCarder's over there, I think Nathan McKinnon's. I'm a big fan.
Speaker 2:A big basketball fan. No, that's hockey, hockey, hockey, hockey, oh hockey, hockey. Baller, all-rival.
Speaker 1:Anchor, yeah, yeah.
Speaker 2:Anyway, it's all good, I love it, I love it.
Speaker 1:And if you didn't have your current job?
Speaker 2:what would I like to attempt to do?
Speaker 1:Yeah, what would you like?
Speaker 2:to do. Assuming I have the talent to do it, I'd be in a band.
Speaker 1:There you go. What profession?
Speaker 2:I'm not kidding, I or I'd be a roadie for which I'm sure is not as fun as it seems. Okay.
Speaker 1:Yeah, I know the manager, eric Church, so I'm sure I could get you. I know that the guy that leads is the right one.
Speaker 2:He's gonna be, a gig? Yeah, get you a gig. I'll work on my slide guitar.
Speaker 1:Okay, there you go. What profession would you go with? Okay, I have another game, sir.
Speaker 2:I know your editor's gonna get mad, but this is important. I would either want to be in a band a roadie, or, honestly, I would love to host my own talk show.
Speaker 1:I think you'd be good at that.
Speaker 2:I think so too. I'd like to think so, but I think a lot of people think they'd be good at it and then I don't know. But yeah, I would like to do that. I think I'd get a good top show host.
Speaker 1:Yeah, what profession would you avoid?
Speaker 2:What profession would I avoid? What profession would I avoid? Okay, um, I don't think I could be a barista. I don't think I could work in the service, I would just be. I'm too impatient and I would screw up the orders because everything's so complicated. Now it's like a double, triple, quadruple latte with five Splenda and a Hulu and a U2. I mean, I just I can't keep. I would be a terrible barista, I would. I'd fire myself. Actually, I would be so bad.
Speaker 1:Who inspired you to become the person you are today the Golden Girls.
Speaker 2:I'm just kidding, Honestly, my this sounds really boring.
Speaker 1:My dad I like that you know, I mean my dad. Yeah, well, hopefully, hopefully, my daughter say the same thing, that's not true, I'm sure she will, but I definitely my dad.
Speaker 2:I mean my mom too, but I think a lot of my I don't know stylistically, my sense of humor, my sensibility, a lot of it is really, is, has been very yeah, my dad for sure.
Speaker 1:My kids same way, and they have my potty mouth too, so even my 12 year old boy.
Speaker 2:Well played, well played.
Speaker 1:Here it comes out of his mouth. He'm in a Broncos game. He says every word you don't want to hear. So oh boy.
Speaker 2:Well, I think you get a carve out when you're at a game. I mean it's it's fine. Passions are high, they should.
Speaker 1:Yeah, absolutely. And what do you typically think about at the end of the day?
Speaker 2:When can I go light down again?
Speaker 1:Okay, and how do you want to be remembered by your friends and family?
Speaker 2:Affectionately.
Speaker 1:That's awesome. Well, this has been a great interview, one of the best ones I've had in a long, long, long year. Allison, it was great talking to you. I thank everyone else for taking time to listen today. Look forward to have you back. Until then, have a wonderful day.
Speaker 2:Great, you too, thank you.