Why Lacoste Is Taking a Bite at Web3 with Benjamin Blamoutier

41:12And where was this crocodile was on millions of people around the world a century after. And this story, I'm not only telling you this story to do a Lacoste branding with you guys, but we told this story to our holders and we make them in the content department in our underwater factory, create the visual of this story with artificial intelligence, with Midjournay, to give a new birth a century after this story with our technology of the 21st century to tell this story to other crocodiles around the world on our e-commerce, our digital flagship, in some editorials around this story. And this is how we connect the dots between a community full of creativity using today's technology to tell and to create new forms new fields of storytelling around our legacy, around our DNA, and around our NACO story.

42:15So the reason why I think this factory part is such an important part of the storyline here is because if you rewind to the beginning of this episode and you talk about why you wanted to do this play, co-creation, a horizontal relationship with your community, the factory is really the manifestation of that and anybody who's working in a brand right now who's thinking about what might it look like you got to get in that channel and see what's going on in there because i really do think that you you start to believe it when you see it and when you see it connected back to your core business which is there is product which has now been co-created with that community which is going to be on a virtual store which is i believe you access it through your e-commerce site right in fact i've been to the home page you scroll down the home page the summer online store is there and um i know you did this with a with um i forget the name of the agency but it's really really great work imperia imperia that's right and um you know you can go upstairs you can go downstairs as a mini game but the the under the basement level the underwater level is just reserved for those token holders and that's where you'll be buying products created by this community that's kind of a full circle experience bringing a little bit more back to a special experience that your core business can deliver.

43:40Yeah, and with really strong results because all these virtual experiences on e-com they are interesting because they produce new visual storytelling, it's a new way also to discover the brand but at the end people want to buy on e-com in a regular way And these are good videos for Investors Days, but at the end, it's not changing the face of the world in terms of performance. But here in this experience, we added two features that created a strong, strong, strong engagement. First, a play-to-earn feature where you can play to a video game in the underwater room that you can access only with your underwater card, which is our new Genesis Pass.

44:32And you can also access it with your Club Lacoste, our loyalty program, login. And here you can play with us and earn things. And the second thing is that you have exclusive products for the underwater community that you can buy in this shop. And these two features created a really, really strong traffic and repeated traffic with a strong engagement around the experience. So really interesting for us because when we have the virtual experience, but with the relevant features and the relevant value proposition in terms of exclusivity, the figures are really, really interesting. And it's not only a nice to see experience, it's also a nice, really interesting experience in terms of conversion rate on V-Com.

45:26And this is really interesting for us at the end in terms of business. yeah 100 i mean how many people must there be focusing on optimizing every last piece of the commerce experience for every 0.1 of conversion right and uh i mean i'm guessing that you know the numbers side of that stuff is is is probably something that you need to sort of keep keep to yourself but if you can give us an idea of um just like how surprised were you with um with what you saw in those results obviously you had a hypothesis that you'd create an impact here But how did the results compare to your expectation in creating this special members-only access that's kind of facilitated by the underwater probe?

46:08Well, I can read on the global underwater program. Yeah, you talked about conversion, for example, in the commerce for holders. Two things. On the virtual experience, at the beginning, I had not any expectations around turnover, and I was quite surprised about the turnover because it was, I can't give you the exact number, but it was like a week of turnover of a regular Lacoste shop. only in this experience with not the most easy access to product experience. So really interesting in terms of turnover and in terms of traffic and time spent. And then most generally on the underwater experience and the underwater community, what is really impressing is the way we can quickly convert prospects and not prospect to real active customers.

47:13Some of the holders were aware about the brand, but not some big customers, not really active customers. And some of them become some of our best customers. And when you see the figures, the way that we convert people into good customers through the experience and through the conversation is really, really impressive. And I'm working on social media. I'm working on CRM. So I think I can see also all the levers we have to create frequency, lifetime value, etc. Web3 has some results that are really, really impressive. But the problem is that the scale of Web3 for now is smaller. For us, it's like 6 ,000 or 7 ,000 holders.

48:05is good, but the real question for us is how we can now use this proof of success we created with Underwater at scale with not only 10 ,000 people, but 100 ,000 or maybe one day 1 million. And this is something we are working on with a better customer journey, maybe a more inclusive experience because often the Web3 experiences are really complicated for regular guys. Worlding is complicated. Mechanics are complicated. Some storytellings and some assets are really, really crypto-related. So these are things we are working on to engage more people and to create a new experience, but at scale. Yeah.

48:57Like, I think, and you're certainly not alone in that journey, I think, right? especially um when you're your experience delivering the experience to to those people and sort of seeing the limitations and that is is a really widespread you know understood narrative here like you know web 3 ux generally sucks web 2.5 etc right um but um the the thing that every brand marketer should really kind of latch onto there is you know in this group of brand fans right because amongst your crocodiles right who now have an identity who have another reason to belong another reason to contribute it's not like you're paying them either right like it's just you're giving a degree of access uh which is sharing your brand's infrastructure and your IP in a way which is only possible through this.

49:51With them, you can create a differentiated experience which captures some value that comes along with that blogging. So when you said, you know, we want to co-create with people, there's also a sense of sharing the fruit of that co-creation with this community as well. Now the question is, well, you know what, like forget Web3 and forget Underwater for a minute, just take all the consumers for the brand. there's always some kind of you know pyramid shape when you look at lifetime value right so you know the web three lot at the top the crocodiles might be like you know the 0.1 or maybe even smaller percent in terms of the number of consumers and extremely valuable but maybe in your regular regular lacoste loyalty program the first five or ten percent of the most engaged and loyal consumers, there may still be headroom to take some of these learnings and sprinkle it amongst them.

50:46Because probably, you know, this kind of stuff might not be for 100 % of consumers. Some people might just come for the odd polo every now and again. Don't want an account. Thank you very much. Just love the polo. Just give me the 1212, L12-12. But that 5 % to 10 % feels like where it might be where the sweet spot could be. How do you guys think about who these learnings might be relevant for amongst your consumer base? How big do you want to take it and how fast? But when we run surveys, quantitative or qualitative surveys with our best customers and we ask them, what do you want with us? What are the features you want in the loyalty program?

51:29Do you want gifts? Do you want discounts? you want invitations to Roland Garros finals, you want to play with us, the first item, when we ask them randomly, first item is I want to create with you guys. I want to see what is behind the curtain. I want to interact with you guys. And when we position and we propose them what we do to Web3 in a more like Web2 perspective or Web2 journey, this is something that like 95 % of them want in the experience. So we totally believe that for best customers, more engaged customers, these experiences are really, really relevant. And that at the end, we are building a membership value proposition with a strong reward model because also people want access to discount, want access to gifts.

52:24This is something really classic and we need to be better at this. but also they want also to be rewarded for more qualitative interactions with the brand and a play-to-earn, a create-to-earn, a talk-to-earn program where the experience around the brand is not only based on buying the brand but also on leaving the brand in a true Blackhost lifestyle. And that's what we want to build. And when we ask our best customers, we think this direction can be a good one. So we are going to invest on it, but we need to find what are the good platforms to build. Because right now we are working on Ethereum.

53:08People are using dollars or euros. We are working on Discord. People are on Instagram or TikTok. We are using wallets. People have iPhones or Samsung or other kind of devices. So how can we build on the most relevant platform to scale? And this is something I don't have for now the question because today I'm still balanced between the conviction that the Web3 ecosystem is going to build strongly on maybe more inclusive platforms, but also I think the Web3 recipes of horizontality, of new narratives and new storytellings and new virtual playgrounds. And this technology will maybe more infusing, more be used on Web2 platform, but only on pure Web3 platform.

54:13So this is something I don't know. I don't know your opinion on that, but this is the big question. and it's important to find quickly the answer because if we want to scale, I think, and I'm repeating myself, but this customer journey issue is maybe the most important. Yeah, yeah. No, I think any practitioner in the space is now seeing that in the things that we also build for communities and fans. Just down to like, how would you log into this thing? You know, like just the most basic of elements of the experience is always a question. But, you know, the view is to really include people as much as possible.

54:54And in general, the trade-off that I think we're making is how religiously to stick to the concepts of decentralization and sovereignty in an experience. Because it's kind of, you know, there's the voice of it. It's not Web3 unless it's, you know, a digital asset in your wallet. and the original philosophy behind Bitcoin around sovereignty of assets. But on the other hand, you can give people ownership of something which you take care of for them. It's still kind of inside your wool garden. And the blockchain and NFT aspect of it is really just providing the rails to deliver the verifiable scarcity of all of that stuff economically.

55:37And eventually we figure out, well, how do we do things like encourage people to take this asset themselves and use it elsewhere or be able to to identify that this account is holding this asset with la cost and therefore should have special privileges in one of your brand partners it's one of the whole benefits of doing this thing on an open blockchain so those seem to be some of the the things that we sort of decide to sort of trade off to try and figure out how you get more and more people using it but you started this conversation by saying that like web3 was just one paintbrush available to create that sense of belonging and that co-creation and the rest of that so blending that into the toolkit feels like from a brand perspective absolutely the right way to go um i'm going to now like maybe just move us on a little bit to let's talk about how the sausage got made you've been giving us actually really good authentic and candid nuggets throughout this but one of the things that I'd like you to shed a bit of light on is you know compared to October 2021 until now right when you first saw the observation and deciding which are the best bits you want to take for the cost and moving forwards how has the team changed over that time you know what kind of people or skills did you have to bring into into this effort or collect from the organization together how's it all set up First, before expertise and like relevant skills, we needed people because of the amount of work around Web3 is like crazy.

57:14And when we launched the project, we had our social media director working only himself with agencies, external agencies around this project. So the amount of work for him was like crazy. and thanks to him because he made an amazing job, honestly, by handling a new topic for the company with external teams, with a really relevant approach in my sense, I think. So he did a great job and he now built a new team with four people internally in the company with skills around Web3 for sure, so previous experiences around Web3 and also gaming and esports, which are things we want to do also to investigate at Lacoste.

58:08And now we have, I think, the good amount of people in the company to handle the project, also to have strategic skills, to have the long-term vision inside the company, and then to have the right balance of workload between what we are capable to do at Lacoste and what we need also to outsource for it. through external agencies. Got it. And the social media side of things, I guess, is really to sort of manage the Discord and all of the real-time interaction that you now have with this community, along with the messaging on other touch points and things like that. But are there any other resources that you have to put on this to sort of manage the program, to manage any kind of agencies or support that you have, like deciding what to do next with the underwater cars, which is the latest iteration of the program.

59:06I'm guessing there might be people from your loyalty program, from other core parts of your team who are kind of maybe like somehow networked into this thing. Is it dedicated resources or do you kind of run a network model like that? No, it's like a network. But you know, for a lot of people in the company, this was really new. For example, when I'm going to see my colleagues in the legal department explaining them I want to create a new thing which is the underwater card, which is a dynamic NFT that you connect to a website named The Mission, where you participate to different missions around creativity, around gaming.

59:52You earn points in a leaderboard. At the end, two things. the best people in the leaderboard have rewards and also your NFT is more rare because if you have 200 points directly through the blockchain the NFT is going to be more rare and when you see the ranking on a currency it's dynamically changing depending on your implication or your performance in the project and when I say this to you you're a marketing guy I say yes, makes sense fun, we need to test it I say this to my colleagues at the legal department. It is something where they need to work on it because this is new, based on blockchain, on all countries, not only limited to a specific country.

1:00:40In Ethereum, with sometimes maybe not an end date, this is really new for them. Same thing for finance. We never accepted before this project people to buy a product with cryptocurrencies. Yeah. So how do we deal wallets? How do we deal compliance? How do we work with accounting? How do we do a VAT around this? And everything was this project created, created new expertizers, new skills in the company in different departments. And this was really, really interesting because for everyone working around this project, it was also a kind of innovation vertical in his job. So really fun also because really interesting for them because not the day-to-day work they are doing.

1:01:36Yeah, I have to say, when we talk about how the sausage is made, we really need to talk about those people because we had the same thing also at Adidas in Q4 in the weeks just the weeks before the launch you know some pretty interesting discussions with with tax with treasury with with with legal about the flow of goods and the flow of money and how this was all going to work and how we are going to manage our currency risk and does this appear on the balance sheet and what partners do we need to work with to you know move between fiat and crypto. These things like, you know, if there's a number one piece of advice for anybody in a brand out there, get them on board at the beginning because it's going to take some time, you know, absolutely from the outset to get the heads around it.

1:02:28Completely because the technology is really easy. This is for me the first time I'm working on a tech project with a good time to market. Everything is launched on time. The cost is honestly okay. And when you work on the other side on like a new loyalty program, two years, 100 people in the company, six months delays because these are corporate networks, corporate technology, with like interactions with all the systems. Here, the technology is really, really easy. But the legal and the finance part, the compliance part is maybe the biggest issue around Web3 because everything is new. Half of the things has no laws in most of the countries and for people internally, these are new topics and often these guys have already a lot of work so it's really, really hard for them to discover new fields because their timetable is really full.

1:03:34Perhaps, but I'm guessing you'll have had some some excitement and some resistance in the mix, depending on who the individual's roles there. But in that case, I guess part of your role then has also been to kind of inspire to mobilize those resources when it's not necessarily something which was part of their quarterly objectives at the beginning, like it kind of maybe emerges as part of the emerging innovation plan here but it sounds to me like you do have space at the cost to to do that right like i mean you mentioned before you didn't really have to fight the organization on the contrary there was a spirit of find me new ways to interact find me new ways to do this so did you actually find that you know on the legal tax and treasury side that that spirit was there as well we have a chance to work with fun to develop this project in an amazing company in term of culture because we are in a company with a real collective spirit and it's a true value in the company and we are a company of innovation and a big amount of freedom regarding our industry.

1:04:49For example this project we presented like one or two times in COMEX and after the freedom was quite total. COMEX is like your executive committee is it? It's like a governing body Yeah it's our CEO and like five or six executive vice president and honestly it was like a nice way also to present the project to answer questions but the trust they gave us was really total so it was also important for us to be grateful for the trust and to deliver something performant and relevant for the brand. But this shows the spirit we have in the company where when we think that something will fulfill the vision in a relevant way for the brand, we are in a long term and not only a short term thing because these are things we don't want to do at LaCoste.

1:05:51We are ready to invest in it, invest in money, invest in time, invest in people, invest in trust. And this is something, always I have a question, how did you manage to do something so out of the box in a corporate company, working billions of turnovers in 100 countries? I'm always answering, but at Lacoste, it was quite easy, honestly, and this was not the topic. It was most difficult to work on legal topics or finance topics because this was new for the company than to convince internally that this was something important to do in a long-term perspective for the brand. That's so interesting.

1:06:39You know, there's a sort of expression about, you know, it's, I think, a general expression, not a corporate innovation one around when to ask forgiveness and when to ask for permission. and and i certainly know that like you know from my time i added asked that knowing when to make that choice around you know when to let something bubble up and then when to make it visible is a key choice in giving innovation topics the right oxygen at the right time and it sounds to me like at lacoste you had the oxygen you needed from the very beginning which which i think is a um a a very privileged position actually and one of the patterns that you see in in brands which have been successful in this space now you'd said you said a little bit earlier you know we also made a ton of mistakes uh along the way right um if you could go back to bb 12 months ago and say here's something i would definitely advise like knowing what i know now here's something that i would do differently?

1:07:40What would it be?

1:07:45Many things. First, I think we understood too late the specific communication needs around Web3. For example, we didn't create a dedicated Twitter account a year ago. We did it like two months ago. So in terms of performance, this was not the best move. we were a bit late also in creating merchandising for the community we had the first move with a design that was not the best one and I think maybe we should from the beginning find a collaborative partner around Web3 like Adidas did with UGA I think maybe we should have work something about more collaborations from the beginning. But also, we did our way and I think in a real singular way, what we did was always unique.

1:08:51The underwater card, the Genesis Pass, the way also we interact with the community. For example, yesterday, I spent two hours in AMA in an Ask Me Anything session with my community. two hours answering questions, no taboo. Everything was answered on the team, what we are doing with the money of the Mint, what are the long-term perspectives, what football team is my favorite, etc., etc., etc. And to be honest, we are totally linked to our community on a daily basis on the channels, on Discord, on Ask Me Anything sessions. And this is something we did well. And we modified, we did iterations around the project, thanks to our community, because we understood from the beginning that the floor depends of people from the team being on the floor.

1:09:53You know, we need to interact with the community to build together because this is Web3. Web3 is connecting with, is building together. And this is something I think we did well and we are going to pursue because this is fun, this is challenging, and I think this is how we can be creative as a brand and also as a professional team. yeah absolutely i think that's also for sure um a common thread that you that you hear throughout um is get ready for a different style of communication and actually the the the immediate impact that you see when you humanize the brand with your community by being a person not a brand right like where where else can you experience the people working at the brand except by actually being an employee of the brand right to be able to speak to the person in charge of the program and ask them whatever when that you know normally we're not used to that right we're carrying the weight of the whole brand on our shoulders and it's just like every communication is very tightly controlled every post is timetables like it there's a there's a transmission of communication from a centralized brand to consumers, and we hope they're going to come to the website and sign up and buy stuff.

1:11:17What you're doing is humanizing Lacoste for all of those people and making that feel like a horizontal relationship. But it does take, it's emotional labor as well, right? I mean, that's two hours of your time as well. It's something which now needs to be factored into your life. And any Web3 founder, corporate or otherwise, I think will say that's a really big investment as well. You give a lot in order to be able to create that connection. It's true. And you give a lot of time, a lot of energy, and a lot of emotions also. Because sometimes when you work like 70 hours a week, you spend your nights speaking with a community.

1:11:57And at the end, you have like a small technical bug, you know, or something late. And guys are, what are you doing at that cross? Are you lazy, guys? at the end it's a bit hard to hear. But this is also the challenging part and the interest for me of the project. And as you say, it's humanizing the brand because for our customers speaking with us, understanding also how we work as a brand and also as a company, it's really interesting also for them to learn around our industry. Yesterday I had the question, can we do a capsule collection around footwear at Lacoste with underwater? I want it for Christmas.

1:12:41I told the guy, yeah, we can do it on the paper, but if she wants it on Christmas, it's complicated because if I want to create... With the air. With the air. No, maybe. She wanted to design a front scratch of a new Lacoste sneaker. It's like one year and a half of design of looking for materials, testing quality, looking for suppliers, et cetera, et cetera, et cetera, et cetera. And this is not something we are in. And this was like an information for them. I remember because I joined Adidas in the supply chain, right? Because I have a background in manufacturing and I joined a consumer goods company in sporting goods because it was crazy to me that even a T-shirt, the first time that you think about that T-shirt to when it comes to life is like a year, you know, maybe eight months or whatever.

1:13:31things are a little faster now but footwear is an engineered product you know it's an engineered product and it needs to be on your foot and it needs to last right so you know and the idea of like a new tooling i was like what the hell is a tooling you know like that is the mold in which you inject the rubber to make the actual sole of the shoe that there's economics around whether to do that what techniques to use so i think actually the pulling back the curtain part it's really important what you said about it's a two-way street i'm not just here to sort of take shit from a community who are like when this and when that there's an understanding and an appetite to to get behind the curtain and figure out well how does this business work anyway and um and what can i ask of this company what can i propose that can be feasible um but yeah it does it does you know i remember the first time that you experience fud inside a brand is a bit of a wake-up call, right?

1:14:27It's a bit of a, oh my God, you know, like, wow, that was a rough day in the office when you're answering directly to your community and, you know, some things seem reasonable and some things are just like expectations you never thought would exist. Yeah, and I remembered when a year ago, when we launched the Discord, we announced the Mint and everyone was asking, we want an IMA, we want to ask me anything session. So we did ask me anything session and I remember I was in front of this computer in the meeting room at Lacoste where I saw in a second a thousand of PFPs appearing on my Discord board and I was doing like press conference in front of a thousand guys and this is really new because we are not used to do it.

1:15:20we are not used to with no scripts right with no brand messaging with no with no pr team telling you okay so ben these are the things that we can talk about and these are the things that we can't talk about you know it's it's it's definitely a very different um mo but you've been really clear about the flip side of the benefits of doing that i just because i know i need to be respectful of your time as well and we've been talking a lot about some of the some of the things to to brace for if you want to bring your brand into the space let's talk about um what your dream for the program is for the next let's say 12 to 24 months like do you do you live in a world where you like talk about your ambition for 2025 with with uh with what you started with underwater but for me the dream is to um to build more and more bridges between this project and the the regular Lacoste brand and the regular Lacoste company also.

1:16:22Because, you know, I saw yesterday one of our holders wrote me. He was engaged in a permanent contract. He's in one of our shops in France. And I told him, wow, we are colleagues right now. And, you know, this guy is like 20 years old and this is his first job. And thanks to this project, now, maybe he will have a career in retail at Lacoste and I think a nice future for them. And this is what we want to build, is how we can create value for people with this project. Creative value, make them to learn new creative skills to express what they have in their head thanks to the brand and to nourish the global brand creativity.

1:17:11So I want also to create more and more content for our regular Web2 channel, thanks to Web3. Also create new playgrounds for the brand to express this crocodile in many, many, many different ways. And then at the end, what I will dream, because we are talking about dreams, is to have in two years and one and only program, brand program with in it a reward model and also a creative platform where it's one and only loyalty program, but based on both transactional relationships and creative relationships, qualitative relationships, in something available for all kinds of customers from like 18 years old to 80 years old, because it's easy to use, easy to understand and easy to play with.

1:18:09and this is something we want to develop but I think the path is quite long but the impact on the brand culture is so high but this is something we want to invest time in and money on it because to have a conviction it's going to work Do you get asked to deliver a certain amount of revenue or LTV lift at this moment or is it really purely around just bring me new ways to engage and elevate the brand experience. No, the return on investment on this project is more on marketing KPIs like activity in the community, activity on Discord. These are KPIs. We are doing turnover. We did turnover with Mint last year.

1:19:05As you all know, royalties are not right now the best source of revenue for many reasons. And we also sell some dedicated underwater clothing to our community. So these are revenues. But at the end, what we want to do is to manage KPIs of activity. But on the other hand, what I need to do is to scale this project because I'm transparent with the community and also transparent internally. We are not going also to invest for years, time and money on a community of 5 ,000 people. Yeah. We are doing it because we are convinced that we can scale this kind of experiences to more people. And this is what we need to do.

1:20:03Because for now, Web3 is still a niche, a small community with different mindsets and purposes. And we need to find also audiences more relevant for us and with better scale. so this is a i think our challenge for the next 12 months yeah but to be transparent about that up front i think is also really important because there's there could be an expectation of just entertaining this small group for the next little while here and you always have to figure out how to look after all your children the ones that have been there from the beginning and the ones that you will bring in as well and i can see i think it's a very exciting path not a trivial one but a very exciting path but here's a few things which are super clear from this conversation uh ben as we as we wrap up which is you know the approach that you've taken i think also by virtue of your role and your responsibility in lacoste is this is very much about just bringing the medium of web3 and the attitude of web3 to take a very consumer first approach always at the heart of this um thing this is a new way to drive engagement have the eye level conversation and elevate the brand experience which is what the brand has been trying to do but it's also clear just in the way that you've spoken you're in it for the long term as well like this is something which is just the last year um you know if you were to have a documentary of this would just be chapter one of uh of the documentary maybe there'll be one one day um you know maybe some footage from this will appear in that in that documentary um but the other thing which is super clear is that it takes a certain type of commitment to drive that right a certain type of open-mindedness both from a corporate culture perspective but also from the team and especially yourself being responsible for that to be open to what the what you can learn from your community and to take a little risk you know with um and be courageous in opening up the brand's infrastructure and opening up your time your energy in ways that normally isn't is not par for the course for for corporate employment or for corporate innovation.

1:22:14So Lacoste, I think, is very lucky to have you in the seat. And we're very excited to see what comes next with the underwater card. Tell us a little bit more about where people can find you, anywhere you want to direct people to learn more about what you're doing with underwater. To learn more, we have an underwater website, underwater.lacoste.com. And also, if you want to learn more, you join the Lacoste Discord, Lacoste Underwater Discord, and you ping BB. It's me, and I will answer you and give you information with pleasure. And then we have also a Twitter, Lacoste Underwater Twitter, if you want to access the last news around the project.

1:23:05So we'll make sure that those are all in the show notes here as well for you guys who are watching here. Ben I think the last thing is to just say a deep thank you for taking us on the tour for your candor and authenticity as well in recounting the story hopefully this has given anybody out there working in brands inspiration to really go for it and yeah look forward to seeing what comes next for Lacoste thank you so much for joining us thank you and thank you for the quality of the conversation it was really really nice for me to be with you this afternoon. So thank you for the invitation. Well, I think some of the questions come from a little bit of hard learnings from myself as well.

1:23:47So it's always good to speak to champions of innovation. Ben, thank you so much. And guys, I look forward to sharing the next episode with you as and when we come out with that. What's up, revolutionaries? Thanks for tuning in. For more content like this, head over to realvision.com and get unfiltered access to the very best, brightest, and biggest names in finance.