How GoDaddy Created The Best Super Bowl Ad With Walton Goggins

24:51Yeah. And so like really spending time putting yourself in their shoes, watching them, talking to them, consuming information that's applicable in every single industry. Yeah. And so like that's a really big learning for me that I carry to every job, know your customer. And then, you know, the conversation we were having earlier around insights, universal, good creative cannot be made without a great insight. Yeah. So what, what do you look at that you think maybe most marketers are overlooking? Because I know before you were like, I'm a different kind of creative. I'm like a mix of like using metrics and storytelling and blending it together, but you're not just one or the other.

25:28And so what do you think people are missing if they're on either side of those, like way too quantitative or way too, you know? Yeah. Yeah. What's missing? I often talk about the continuum of math and magic, right? And marketing has both. And I've been so lucky throughout my career to be in situations where I get to move across that continuum. People who spend all their time thinking about the magic, right? Like how do you tell a story that breaks through? If you're not connected to the business or don't have relationships that help you connect to the business and to the outcomes associated with that creative, it's hard to get permission to go make the next round of creative.

26:08Because when I entered marketing and maybe a brief anecdotal story, my husband is also a marketer. And conversations at dinner must just be all marketing. Right. As my three boys are like, mom, dad, you're killing me. But he didn't start as a marketer. So I'm answering your question in a securitist way. But I went into marketing. He went into finance and strategy and he gave me a hard time. He's like, what do you do at work? Like you draw things like you make pictures. And I was like, time out, buddy. Like my job is to actually translate complex business ideas into simple messages that consumers can understand.

26:42Then I have to measure it to get permission to do it again. So if all you're doing is the math and you don't understand the magic, you may put yourself in a situation where you're just perpetually doing the same things over and over. If all you know is the magic and you can't measure it, you may not be able to have the fodder to have the conversations with the people who create the fuel, aka the money, to go do more of it. So I'm always uncomfortable in a good way at work. I'm always pushing myself really hard into the magic part, and I'm not a creative, a traditional creative, or all the way into the math part, and I'm not, you know, I'm not a quant.

27:21I'm, you know, and I'm using terms that may be negatively connoted. For me, they're very positively connoted. I would love to be able to sit at those polls. I don't. What I would tell marketers is be uncomfortable, like travel back and forth between those polls because it will make you better at your job because the expectations are no longer like, and they never were. I go to my desk and draw pictures, right? The expectation is you have to be able to bring creativity that fuels the business and work across that continuum. Yeah, that is also a theme that I've heard over this past couple months from most CMOs coming on of like, it's a different world now.

27:59And you need to be able to play in these middle spaces and connect the dots in ways that maybe before you didn't have to before you could be very technical with the analytics of something or just very creative. And it's now the people who are able to see their bigger, the bigger vision connected to the company and profit and know where they're heading. Like that's the ones that seem like they're the most valuable marketers right now. I agree. And to be clear, like I am by no means superhuman. I just have a superhuman team. Like the, you know, the older I get and the longer I work, the more I realize the criticality of depending on people who are experts in their craft.

28:34Right. Like I need people who are incredibly analytical. I need people who are incredibly creative. And my job is to help connect them, help them figure out how to speak the same language. I think a lot of my job is translator and translator and, you know, someone who trusts, right? Like my job is to trust those who are really good at their job to go do their job because the stakes just keep getting higher and higher for all of us. Yep. Yeah. I've seen that. When we first started Mission, this company, we had a podcast that we launched and Alec Baldwin was hosting it and we did the whole celebrity thing and we had a really big, large tech company sponsoring it for a very large amount.

29:10and from the outside it would have looked like so much magic it was just winning awards and topping charts and everyone loved it but the magic was only in one area without the metrics tied to it and after a year it's like that contract stopped and i remember being like what happened here from the outside this is so magical and it was like winning from every angle but then i was like oh wait this company they had a different set of metrics that we were not even thinking about because we were so caught up in the magic of the experience so i love that i love just thinking of those two worlds and how to pull them together cohesively.

29:41When it comes to, I mean, moving throughout roles, because a lot of people right now, I think are looking for new roles in this world. The job market is interesting. And so I'd love to hear lessons from you, like traveling from these different companies. Was there ever a time where you're like, oh, this is not a good fit. This did not work out well. Or, you know, I wouldn't do this again as I enter into another company. Yes, for certain. And I'm pausing just because I have a lot of thoughts on this. I have had the opportunity to work in similar roles, but very different companies and cultures.

30:12And I talk to a lot of young people. And maybe I just, because I'm old, everyone's younger than me. But I talk to a lot of people who are thinking either about how to start their career or how to transition in their career to other jobs. And I often talk about a pretty simple formula that I've used. And I've used it with success and sometimes not. I try to think about what I'm doing, who I'm doing it with and for. And then people always think about the compensation piece as well. Those three factors all have to be at play when you think about your role. And there have been times in my career where I compromised on one.

30:52And it had an impact on my satisfaction and happiness in the role. One of the things I've learned throughout my career is who I work for and with matters deeply to me. and I want to be able to bring my whole quirky self to work every day. Like I don't want to have to have a work personality or put aside, you know, my communication style to fit a specific culture. And I have taken some roles in my career where I've stepped in. I've compromised on culture. I've compromised on that second vector of who I work for and with. And those have been, you know, shorter stints in my career as a result. For me, I've learned that people in that the alchemy piece is of paramount importance.

31:32So I always ask people, like, think about what's most important to you when you're thinking about jobs. Like, is this a point in your life where you really have to think about financial stability and that the finance piece is critically important? Or are you trying to learn new skills and the work is of paramount importance? For me, you know, at this point in my life, yeah, I pick people and culture over everything. But I think those three vectors often shift around. Yeah, yeah, I agree. I was talking to someone the other day and they were like, how do you pick your clients? And I was like, if I would be friends with them.

32:04And they're like, I think that's not a good metric. I'm like, that's the phase of life I'm in now. Can we be friends? Can we hang out? Can we have a good time? And then can we build cool shit together? Like, that's what I want to do. It's less about just getting money anymore. It's more of like optimizing for relationships. Right. And if one of those vectors is really working, then the other two usually follow. All right. So you mentioned a formula for when you're thinking about new roles, entering into new cultures and companies. Is there a time, like tell me about a time when it didn't work for you?

32:29Yeah, I'll talk about a time. And I say all this with deep respect for the brand and the people that I worked with there. I'll talk about my transition to Vans. So I had been at Dell for 11 years and I loved my time at Dell. Lots of different jobs with people that I really connected with, you know, solving hard problems. And the work was incredibly gratifying. But the work was no longer as consumer-centric as it had been. You know, long story short, Dell was privatizing at that point in time and very focused on B2B. And I'm very much a B2C marketer. And just as context, even though people think of GoDaddy as B2B, we go to market B2B to C, right?

33:08Like we really utilize consumer tactics and go into market, which totally works for me. So for me, the number one vector was I want to be working in a space where I can leverage my strength in consumer marketing. and I connected with the CEO of Vans and we really connected. Kevin Bailey, if you're listening to this podcast, you know how much I love you and love working for you. And Kevin and I spent a lot of time talking together about the challenges at Vans and I was all in on the work. I was like, yes, this is exactly the work I want to do. They were about to do a massive celebration of their customers for their 50th anniversary.

33:45And I was like, customers in the center, huge global anniversary of a beautiful brand I'm in. And I got to Vans and I was a cultural misfit. Truly, I'll call it what it is. Most of the marketers were deeply steeped in the action sports culture in skate and surf. I'm very bad at both. I like to surf. I'm a terrible skater, as those who worked with me at Vans can attest. And I really worked to understand the space. To my earlier context on Gatorade, like went to all the events, talked to all the athletes, did a ton of listening, less talking, more hearing. But I still didn't fully belong. And that's a culture where belonging is really important.

34:29I was there for three years. I was so proud of the work that we did. And we made beautiful, creative and content and really powered the business in meaningful ways. But I never really felt like I fit. And to me, that matters. You know, to me, I want to be part of the cultural fabric of the company that I'm at. And I felt like a guest or a visitor. And so it was a super hard decision. But after three years, despite the success that my team and I had had there, I decided to leave. And it was hard. I still love the brand. I love a lot of the people that I worked with. But I realized that I'd over pivoted on the what I was doing instead of the who I was doing it with and for.

35:07And I needed to honor that. Yeah. Yeah. Wow. Powerful and good reminder. switching through things. Okay. So now before I move on to my next section, I want Rose, producer Rose, who's sitting on there, new thing we're trying out. Is there anything you want to add? Yes. I'm so curious as a data-driven leader, when you're wanting to push creatives, maybe storytellers that are more intimidated by data, you want to push them creatively, but you also want to establish a culture of psychological safety. How do you go about like aligning a team and coaching them to kind of be on the same page in that way.

35:41Yeah. I love this question. The question around, you know, how do you ultimately, how do you create permission for people to fail? Right. How do you remove the negative stereotypes of failure? Number one, I think as a leader, it's important for me to own my failures publicly and talk about them and talk about them early and often. I've had lots of experiences on the heels of Super Bowl things that I wish that I personally had decided differently. But, you know, So hindsight is hindsight. So I use the data, own it, talk about it, move forward. I'm lucky that I work in a culture that's engineering based.

36:12And engineering is a like iterate quickly, fail fast, and then go iterate again. And so dropping our creative teams into spaces where they can see the data, understand, and then pivot has been really valuable as well. But you just, I mean, the short answer is you have to remove the stigma that failure is bad. because if you don't fail, you actually never change and you never do anything differently. And yeah, I've worked in spaces throughout my career where it's a just play it safe. And you spend so much time in politics and protecting your number and not sharing data. And the best work happens when you take massive swings and you get a little bit further forward and you learn some things that you could have done differently so that you can do it even better next time.

37:01I guess lastly, you need to hire people who have some sense of humility and then can accept that level of candor and failure. The culture that I work in today is very direct, but also kind. And so it's not like you have to wear a shield to work every day, but you have to be like, oh, man, I could have done better there and be able to say that. But the best way to do that is to model it yourself. Do you find that a lot of leaders, especially in the marketing space, need that reminder? Oh, yeah. Failing is okay. Oh, yes. And historically, if I go back 10, 15 years ago, the creative process was so expensive and polished that failure was expensive, right?

37:43And people didn't want to own it. Well, now the expectation is your creative needs to be able to iterate quickly. And in fact, folks much younger than me prefer creative that's very real, gritty, shot on your iPhone. And so, man, you're going to fail every day. The amount of content that TikTokers push out to their channel that lands, I should know the stat. I bet it's less than 50%. So you get used to some losses and wins every day. But yeah, it's a learning for sure. And it's changed a lot since I've been in the industry. I need to put that sentiment on a sticky note for myself. I like it. Throughout the day.

38:20Producer Rose coming in hot. I like this segment. See, this is fun. I'm here for it. All right. So we have to, of course, go to the world of AI right now. It's a hot topic. A lot of times when I'm talking about this, people are wondering, like, what does the future look like for marketing teams and how they're working? And what are you all seeing right now when it comes to really in the weeds work? What's your team doing that you're impressed by or you're interested in? From an AI standpoint, there's so much that we're doing at GoDaddy that I am incredibly impressed with. Number one, we use AI every day.

38:54Like, we use it. Like, we use it to go to market. We use it to save time. We use it to be more succinct. Even this morning before this podcast, I uploaded a document that was quite lengthy and I utilized our internal AI tool to summarize it and help me think through next steps. So one of the things that impresses me is I work within a culture that uses our products, like our AI stack. And I use that word maybe too generically, all of the AI context that we have in our data infrastructure that powers GoDaddy Aero also powers our internal tools. And so I think that that's critically important as well.

39:34It goes back to empathy, right? Like you can't fully understand your customer if you're not actually being a customer. And so that's one of the things I'm really impressed with culturally that we're doing. There are lots of companies that are doing this. And I would encourage everyone who's listening to this to push their company and push themselves to be ardent users of AI, because you certainly can't sell products that are AI enabled if you don't have a deep understanding yourself. Yeah. Yeah. How do you think about balancing like the human touch element? Like when I think about your Super Bowl commercial and like really getting that like human juicy, like emotions, you know, funny.

40:14Oh, that feels like me. Like, how do you balance that? Plus, a lot of ways of efficiencies that probably can be found in a lot of work that's happening? Like, how do you think about the balance of those two? Yeah, I mean, my simple articulation, my view of AI is AI has the potential to make me better. Right. And so like there's me in that sentence. And when I think about the human component for our customers, this is why the ability for GoDaddy Arrow to be modified, right? You go into the experience, you build something and then you make it your own is one of the things that makes our product really unique.

40:50But I encourage people to think about AI as power that can save them time, help them get answers, but know that, you know, scrutinize the data. Like AI is imperfect. We've all probably all by now heard about like AI hallucinations, you know, dial back the clock 10 years to surfing on the internet for data. If anyone's ever used WebMD for deep dives when you've had some sort of ache or pain, you know, you find yourself in a situation where you're pummeled with misinformation, right? I'm dying. Oh, wait, no. You're like an English. Oh, wait, no. Just a pimple. That was just a Reddit post, right?

41:23That was just a pimple. And so AI is the same, right? It's ingesting data and then feeding that data back to you and getting smarter the more it ingests data. But it is not infallible, nor are we. And so think about it as like a tool, a resource, but not the Oracle. Keeping that in mind when I utilize AI or I see it work on our customer's behalf, I always think about the, how do you validate the information? How do you bring your own special element to the narrative, whether it's a document I'm writing for work or a business that a customer's launching with GoDaddy Arrow? So from a team structure, is your team ever experimenting with tools and bringing them back to you?

42:11Or is it more like a top-down approach of here's some tools that we should be looking into to look at our processes to see how they could support us? It's a little bit of both. So our technology team is constantly strengthening the technology that powers AI for our customers and our company. And recently we're talking a lot about and using agent technology, ultimately personalizing your AI experience. And so, you know, the word tops down to me sounds like a go use this. It's more, hey, it's available to you. This is the way that we handle it culturally. At the same time, my team is constantly iterating within AI and then sharing those learnings out.

42:55We have learning priorities for our team in which The expectation is as you're getting wins, share them out. One of the things that I think is super interesting and I would encourage people to bring back to their companies is, and it goes back to the failure piece too, we have an experimentation showcase. It's once a month. It's company-wide. It's a structured format where we're supposed to talk about what we learned. And about half of the experiments that are brought forward are wins and half are losses. And a lot of them are AI-powered. So, you know, one like a marketing team can share an AI win that then a product team hears and they'll reach out to him on Slack after and be like, hey, help me understand.

43:35So tons of sharing. Yeah, that's cool. Yeah, we had that admission a little bit to like everyone find an experiment. Tell us how much money you need for it. What is the benefit that's going to come from it possibly? And no matter if you win or lose, you still have to share it because we want to hear everything. The losses, why would happen, the wins like we want to know. And yeah, I think if a lot of companies had that experimentation culture, like you said, of failure is okay. Right. It's great to learn from those too. Like a lot more things could happen quickly just with, yeah, the freedom to fail.

44:01Totally agree. All right. I know, Rose, you had an AI thing here that you might have, unless I already covered it. No, it's about messaging surrounding AI because it's still so new. Right. My family owns a small business. So I know kind of firsthand it's scary and very intimidating because it's brand new and just the generative aspect of it, it's like creepy in a lot of ways still. So how do you put small business owners at ease while also managing their expectations that right out the gate, it might not capture your vision? Right. It might take time or you need to know how to talk to it. Yeah.

44:37A few thoughts on that. one we when i think about how we position and talk to customers about go daddy arrow we talk about the fact that you can build on top of it right so we talk about the fact that you're not you don't need to acquiesce full control right this isn't a tool that does all the work for you it's a tool that saves you time but even before we launched the product we spent a lot of time talking to small business owners to try to understand number one like do they know what ai is How do they feel about it? How do they use it? And what was really interesting was small business owners across the U.S.

45:13This was a U.S.-based study, if my memory serves. They were largely using AI in their personal lives, but they were cautiously optimistic that it would help them in their work environment, but they weren't using it in the small business space as often as they could. And so that's where I believe that the ingestion of AI into the digital tools that they're using to run their business anyway is a great way for small businesses in general to start to just get comfortable with the role that AI can play for them in their life. And to be really clear, like GoDaddy Arrow won't solve all of their problems, right?

45:54It will help them run their digital business. But I would encourage them to use ChatGPT or Claude or whatever tool of their choosing is to just get into the habit of starting to use AI to help them as a partner to solve their problems. And it's just another resource for them. I think the more that small businesses get used to having conversations with generative AI as a source, not the source, then their willingness to adopt AI to help them save time in other parts of their business will be higher. That's good. So this kind of brings me now to a question when we're talking about like from going to the human to business like B2B, B2B to C.

46:35Yeah. I have a theory that like B2B marketing is kind of dead. And I've been in B2B. that's the only space we normally play in. But when I'm looking at a lot of like enterprise brands specifically, it feels like that marketing is not going to work anymore. If you keep thinking of it as like B2B marketing, like everyone's a consumer now and what they have at home, they're going to be expecting, you know, for work stuff too. Like I need to be buying things that feel fun and exciting. Like a lot of these companies can probably offer similar things with all the tech that's coming out now. And so my thought is like how to win is to have really good consumer marketing, even in the B2B world.

47:10I'd love to hear if you have any thoughts of like this shift that maybe I'm just making up, but. It goes back to my prior comment of like, I don't want to have a work personality and a life personality. Like I'm, I'm just me. And when I'm consuming media, when, if I'm watching TV or I'm on social media or I'm on YouTube, I'm not separating out work. And I'm like, I'm only thinking about, you know, life outside of work. And so I believe that B2B content belongs in that space as well. Now I would contest the bar is higher for B2B in the sense of if all of a sudden my YouTube feed is disrupted with, you know, a flat energy ad from Salesforce talking about their CRM capabilities, I'm less likely to pay attention than I would if Matthew McConaughey is talking about how that Salesforce agent capabilities helped him be successful.

48:04So I commend Salesforce on the way that they're integrating B2B marketing in ways that break through, but still talk about the product. So the job is hard, right? Like Doritos has it good, right? Like they're welcome in your feed, right? Salesforce, GoDaddy, the list goes on and on and on. I think we have to work a little bit harder to be welcome in your feed. But when we do, man, does it pay dividends? Yep. Yeah. I've been pushing clients who are Salesforce size to move into this more business entertainment. Like entertain me while also ROI, like get the ROI while entertaining me. A hundred percent.

48:41I think that's the space that most people want now. And yeah, it's not like we have work laptops anymore that you go there and you're like, I only can look at this one SQL query and I can't go outside this box. The work laptop and the Blackberry. And I go over here, having fun over here. Like all the same. And so I think, yeah, marketing is shifting in that way, which is fun. So, I mean, now that you brought up Salesforce, are you all using their agent force things? I would love to hear about that if you are. We utilize Salesforce for our CRM communication, but much of the technology that we're building from an AI standpoint, we ingest myriad sources of AI data, but then we're building on top of that with our own technology.

49:23Got it. Got it. Okay, cool. All right. So I want to move into more personal, like being a mom, you're a mom to three, right? I am. I'd love to hear about that. These are just like my own questions where I'm like, well, while you're here, I'll just ask things I want. Let's do it. Yeah. So hopefully other people will be interested in this. I'm pretty sure there's more moms out there, at least one listening. But how have you found the balance between, you know, being a badass CMO at amazing companies and also finding time for family life? And like, what would you tell, you know, women who are aspiring in this path right now to find a balance and enjoy it while still having a life.

49:58Yeah. I mean, for me, my family is of paramount importance and my work is of paramount importance. You're like, wait, wait, you can't have two paramounts. And my theory on that is not balance per se, but toggling, like meaning how do I make the space to be all in on each when I can? Right. And so, you know, an early story that was really important for me in my days at Dell when I had kids who were one, two, and three. My kids are bang, bang, bang, all boys. They're now 13, 14, 15. And it is bananas, but in the best way possible is I would get home from Dell and I would leave my work phone in my car from probably 6.30 p.m.

50:42until 8.30 p.m. because I'm not a neurologist. And so I wanted to be wholly present for my family for those two hours. And those were precious two hours. And then at 830, I'd get back online and knock out the things I needed to knock out or what I missed. And I would set really clear expectations with my team. I'm like, I'm unavailable from 630 to 830. And that felt like to some folks, they were like, whoa, that's like really risky, Farrah. What about your job? And I was like, I'll be as good at my job as I possibly can be for all of these other hours. On the flip side, there are times where my job has had to take precedent and I have to tell my family.

51:19I mean, for the 12 weeks leading up to the Super Bowl, I just said this to my CEO, Amon. The 12 weeks leading up to the Super Bowl, I saw my family very little. I saw my friends very little. I slept very little. And I loved every second of it because the work was so awesome and so fun. And I was so deeply in it with my team that it didn't feel like work. And what I said to my family was, I love you so much. I have to do this for all of us and for me. And I'll be back soon. And that might sound harsh, but they were like, go mom. They were like, that's awesome. And so I think being really clear around what your priorities are, because we all watch people and we've all had moments where we're trying to do two things at once.

52:00Right. And you'll hear women say like women are better at multitasking than men, but I don't believe it. I don't think humans are awesome at multitasking. We're not meant to switch like that. No, and not do it all concurrently because if so, you're doing things half-assed. So I really try to do one thing at a time and do it as well as I possibly can. Then take a break either for myself or for my family or for the work and try to be all in. So toggling is something that I really try to do consciously. It's not easy, but it's worked. Yeah. Yeah. I love the idea of like defining boundaries and coming strong with a loving, you know, backbone of like, here's why I'm doing this.

52:36I mean, I think about when I first had my twins and my company was like, oh, it wasn't really doing that well and lots of chaos. And I chose the company because I thought I had to because I had a whole team and it's like a lot of stress. And then there's my little twins and my one year old. And I'm like, I had to do it. And I could have come out with stronger boundaries that when I look back on it now, I'm like, I totally should have. Hindsight, of course, is easy. And so much mom guilt, like, oh, my babies. But had I heard someone be like, no, boundaries, take space, nothing's that important other than spending time right now with your little babies over there.

53:11And so, yeah, I think that's a good lesson. Yeah, I totally get it. What I will say is a very busy family helps you also put work in perspective. Like being a mom of three, nearly all high school boys, the level of stress of that often pales in, you know, work pales in comparison. I'm like, this problem, this is a small problem. We know how to solve this problem. We can solve this problem with math or with magic or with time. You know, sometimes, you know, the chaos of family makes work seem real calm. Oh, yeah. And so that's been a gift for me too, is to get to toggle between environments as well.

53:55I love that. So we're going to move on to the lightning round. This is where I send a question your way and you have like a minute or less to answer. First thing that comes to mind. Are you ready, Farrah? I am ready. All right. What is a marketing book that you think everyone should read? One of my favorite business books is Good to Great. It's not a marketing book per se, but my belief is that marketing powers business. and so read good to great. It'll make you a better business leader. Yeah, I love that. What's a marketing trend right now that you think is overhyped or buzzwords that are being used or certain like KPIs that everyone's looking at that you're like, that's just overhyped at this point?

54:32You know, my belief is that marketing isn't trendy per se, right? There will be platforms that will emerge and leaning in and testing them and learning them is a value. But, you know, if everyone runs to a channel or a space or a way of storytelling, then suddenly it's saturated and it's no longer marketable. So I guess my summary is steer clear of trends. They're dangerous and tread cautiously just to learn. Don't go all in. Yeah. OK, this is like too good of a clip right here. Stay away from trends. It's really good. I mean, that is what most companies do. They're like, oh, tick tock dancing trend.

55:15Here I go. I'm on it. And it's like, no, that's other than Ikea to do a good job where they like recreated a trend that was super outdated and they made a play on like how outdated they were with it. And I'm like, OK, that's actually kind of funny. Right. Instead of doing the same thing that everyone else is doing. Right. Like a trend means a trend by definition is sea of sameness. Right. And as a brand, your job is to stand out. So if you're going to do it, do it in a way that is incredibly timely. So you're first or incredibly ironic so that you stand out per your Ikea reference. Yep. Yep. Love it.

55:45What's the last ad that you saw that made you be like, oh, well, I like I remember that one. It's impressive. And it stuck with you. Yeah, I I saw the Hellman's ad as many people did before the Super Bowl and like audibly gas. Yeah, I was like, that is so good. I mean, all the way down to the line at the end that said it hits the spot. I was like, whoo, bold people, bold. So I thought that ad was fantastic. I know that, you know, everyone loves to be a critic of ads. So some folks felt like the product wasn't as central as it could have been. I thought the product was super central too. Well done, Hellman's.

56:21And you know, you can eat Hellman's while using GoDaddy Aero. So we're friends. We're not competitors. Yeah, yeah, that's good. This is so good. Are you watching season three of White Lotus? Yes, I'm obsessed with it. Isn't it amazing? It's amazing. So can we just talk about this for one minute and then you can do with it whatever you want? Please. I don't watch a lot of TV, which is I feel like something sacrosanct to say as a marketer. Right. I'm supposed to like never sleep and just watch TV. I watch a lot of sports because of my family of athletes. But I watched the first season of White Lotus and I was like, oh, everyone's so despicable, but I kind of like it.

56:57And I didn't watch the second. I'm excited to go back and watch it. But I've watched this season religiously. And I got to tell you, so Walton Goggins, if you do listen to this podcast, but you're very busy, so I bet you won't. But he will. He probably so will. I hope so, right? I hope so. He's an immaculate dresser, right? Like he, his fashion sense is on point. And to see him in White Lotus just be all scruffy. And he's also just not sad. He's like, his cup overfloweth. And to see him like scruffy and sad and all like wrapped up in knots, like I can't get enough of it. All right. Well, there we have it, Farrah.

57:32Thank you so much for coming on Marketing Trends. This was so fun. Thanks for having me. Yeah, I loved having you in person. Where can people learn more about you and what you're up to at GoDaddy? Oh, I mean, let's focus on GoDaddy, not me. I mean, honestly, please come to GoDaddy.com. I'm just so proud of the way the team has brought the GoDaddy Arrow story to life. If you're a Goggins fan, there's tons of content out there for you on our website, too. Brought to you by him. I'd call it a Gogified version of GoDaddy.com. How to stay in touch with me. I don't know. Awesome stuff like this. There you go.

58:01Like, watch the podcast again. Stephanie's awesome. More of this. So fun. All right. Well, thanks so much. And we'll have to have you back for a round two sometime in the future. That'd be awesome. I'm right down the street. Yes, you are. Thanks.