Fandom Unpacked

The Results Are In: Recapping the 2026 Live Entertainment Leadership Survey

• Situation • Season 2 • Episode 6

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What makes a show truly “worth it” when wallets feel tight and the pace of change won’t slow down? We sat down on the floor at INTIX to unpack new survey data from leaders across live entertainment and paired it with insights from 100,000+ patron responses. The result is a clear map of where price perception meets real value, how C‑suite and frontline teams see the same problem from different seats, and what it takes to turn AI from a buzzword into a daily workflow advantage.

We start by reframing “too expensive” into a conversation about meaning, memory, and friction. Our Ticketmaster study shows “expensive” ranks differently across concerts, sports, and theater, hinting at how narrative and ritual shape perceived value. Then we pressure‑test that idea with the Deal or No Deal memory exercise, revealing why fans often prize the experience far beyond the ticket price after the fact (and how marketers can seed that feeling before purchase). Along the way, we explore the split between patron‑first and business‑first instincts: non‑C‑suite voices cite affordability and loyalty, while executives eye production costs, aging facilities, and upskilling.

AI threads through every function (analytics, marketing, service, operations), yet many still rate its impact as “moderate.” We explain why visibility lags behind reality and share a practical path to adoption: identify team “yak‑shaving,” pilot targeted AI workflows, capture wins, and codify them into prompts and playbooks. Finally, we land on the leadership trait the room chose for 2026: adaptability. Not as a buzzword, but as the operating system for transparent decisions, faster test‑and‑learn cycles, and trust that survives volatility.

If you work in live events, this conversation offers actionable strategies: align on value, reduce full‑journey friction, design for memory, and build AI‑enabled super teams. Subscribe, share with a colleague who lives in the box office or the boardroom, and tell us: what would make your next show undeniably worth it?

See additional results from the Future of Live survey here: https://www.linkedin.com/pulse/perspective-challenge-what-our-intix-leadership-survey-bazadona-qbs5e

Recorded Wednesday, January 28th, 2026
Hosts: Damian Bazadona, CEO & Founder, Situation & Lisa Cecchini, Managing Partner, Situation, & Peter Yagecic, Founder, A Mind at Work Consulting
Producer: Peter Yagecic, Founder, A Mind at Work Consulting

SPEAKER_01:

You're listening to Fandom Unpacked from Situation and Intics, the podcast series where we unpack modern fandom with some of the brightest minds in sports and entertainment. I'm producer Peter Yajisic, and joining me today, as usual, is Situation CEO and founder Damien Basadana. And we have a special guest today, managing partner from Situation, Lisa Chikini, and former Fandom Unpacked co-host from our interview with JC Dehoop from The Gist. Hey Damien. Hey Lisa, what are we doing here today?

SPEAKER_02:

Well, let's also shout out our third co-host, who right now, Maureen Anderson, we're at Intex. This is her conference. So she is actually doing work right now. We were sitting around this table recording this podcast. Um, but I gotta tell you, this is an amazing conference. Yeah. This is personally my first time here. Um, and I feel like I've met so many cool people and everyone's just into it, which makes me more into it, which is cool.

SPEAKER_01:

Into Intex. I think that's their new slogan. You just gave it to them. And and we will be recording an episode with Maureen a little bit later. Uh, so stay tuned for that. But we wanted to sit down and have this conversation because the three of us were on stage yesterday. We we presented a session, uh, a leadership session as part of the up-level leadership track here at Intex. And uh we wanted to talk about it. We just, Damien, do you want to kick us off? Yeah.

SPEAKER_02:

No, I so what I'm most excited about is, you know, we we surveyed the folks at this conference. These are like leaders in live entertainment, got a bunch of information and data from them. And I feel like it allowed us to look at a good picture of 2026 from those that are behind, you know, the business of fandom. That's what we're here to talk about every week. In fact, so many of our past speakers on Fandom Unpacked are actually at the conference. I've seen them on stage, I see them talking, and it's cool. So and I feel like so much of our time has been spent at an individual level to have a moment to kind of go, what does the aggregate say? And I think we had about a third of this entire conference. Am I right, Lisa? About a third or so answered the survey.

SPEAKER_00:

Yeah, that is correct. And it's been really fun because we focus a lot of our time when it comes to research about the actual fans, the consumers. And while that's great information, um, I think Damian, you made this actual analogy, but it's kind of like a caretaker who doesn't take care of themselves. You know, we're always looking out for the fans and making sure we're caring for that. But sometimes the caretaker is not thinking about their own health. And that was an opportunity that we had here at InTix was to look at us as organizations, as marketers, as venue owners, as promoters. And what are the things that we need to be doing internally to be our best selves to serve the fans? So it's been really nice to kind of look at consumer research where it made sense, but then kind of marry it to this leadership research as well and have a really productive conversation with the folks that are here.

SPEAKER_02:

Well, let's dive into it. I feel like in no particular order, I feel like this is just fresh. I'm looking at the survey information right in front of me right now. Um, and so let's, for example, we asked, we surveyed this conference and pretty much asked them, which of the following reasons do you believe your audiences would cite as a reason not to attend in 2026? What's the headwind, right? So we asked them everything from is about expense, we asked them about like geopolitical unrest, logistics, a whole bunch of options. But like I'd say to no surprise, as as we looked to each other, when when when the the the real component that rose to the top was too expensive, right? The their view of the patron viewing it as too expensive. Um, and that came up consistently. And a lot of the research that we did was able to split out C-suite leadership versus non-C-suite leadership to try to get a range of views when you see where when uh on a lot of these issues. So the idea is like, okay, tickets are too expensive came up. But I thought was more interesting though, and and when you start to dig into the research, we saw a lot of this was like, oh, wait a second, is because the actual answer that we got back was 75.8% of people said everything is too expensive. That was the headwind to it. 73.8% of people again, this was a check all that apply, said tickets are too expensive. But it got really interesting, and and this is a theme throughout the entire survey, when you look at things like everything is too expensive versus tickets are too expensive. And I thought, and I love Lisa, your thought on this because you really analyze a lot of the data on this point. Didn't I I found what came out of that was it's a big it's a big component of just perspective of how people answered that question. What did you take from it when as you saw some of the results? What did you take from from this question in particular?

SPEAKER_00:

Yeah, as you said, the two percentage numbers were very, very close. But then when we split them out and looked at the difference between the C-suite responsors, responders and the non-C-suite, everyone who said everything is too expensive on the non-suite C-suite also checked the box of tickets are too expensive. It was just the C-suite where we started to see some people didn't say tickets are too expensive. They were like, it's an everything problem. It's not necessarily a tickets are too expensive problem. And this was kind of just the beginning of how we just started to see slightly different perspectives from different people in these organizations, depending on where you sit, about how they were analyzing the problem, how they were perceiving the problem, and later on how they think that they should be tackling the problem. And a lot of our conversation wasn't necessarily about you're wrong and this person's right. It wasn't about that. It was more about encouraging people to have dialogues about these challenges in their organizations.

SPEAKER_01:

And Lisa, when you say non-C-suite, um, I know we asked in the survey, you know, kind of job level and job function as one of the questions. I think it's pretty clear who the C-suite is. But is there anything that stood out about who what made up that non-C-suite group?

SPEAKER_00:

Yeah, overwhelmingly. And we had um, we just mimicked the exact way the in-text registration is, where you have to identify your role at the company that you're representing. And so we had all the same choices. There was maybe 12 different choices. The majority of people are in that supervisor director level, um, which of course is going to mean a lot of different things considering some people are coming from very, very small organizations, some people are coming from huge global organizations. So it really varies, but that was how we organize the data.

SPEAKER_01:

And I think one of the things that we've all picked up on, this is our first time here at this conference, but so many of the people that are here on the ground are working closely with patrons. They are the people working in the box office. They have really that frontline relationship with the people buying tickets. So I think that that kind of helps to explain some of that, some of the other observations that we saw in the survey around like big picture thinking versus solving day-to-day problems.

SPEAKER_02:

Well, and and I think, Lisa, if you can, can you speak a little bit now to what actual what patrons are thinking? Because outside of this survey, we also, throughout the course of a year, I believe we've interviewed up surveyed upwards of 100,000 patrons across a range of different categories. As it comes, as it as as we think about the buyers and patrons themselves, how are they actually? What does the research show on how they're thinking about costs of the tickets and things like that?

SPEAKER_00:

Sure. So we referenced a study that we did with Ticketmaster back in November of just last year. So it's just a couple months old. But this study specifically wanted to look at the difference between people who say sports is their favorite live entertainment category versus concerts versus theater. So people initially in this survey identified one of those three. And if their favorite form of live entertainment was something other than those three categories, they were filtered out for the purposes of the survey. But depending on what track they were on, they were each given the question of which of the following 15 adjectives would you use to describe sports or concerts or theater? Everyone got the same 15 adjectives, regardless of which track they were on. And we talked about one of the words was expensive. One of those, one of the answer choices was expensive. And that was in the top three most selected terms for sports. It was number two. It was the most selected term for concerts when it came to how would I describe this experience? Expensive, number one. Then it went to cool, invigorating, you know, more positive, I guess, descriptive terms. Um, but what's interesting for theater is that expensive wasn't in the top three for theater. It was actually the seventh most selected adjectives. And so we talked a lot about um value and the worth it of it all when it comes to expensive and trying to unpack uh that what does expensive mean? You know, I know Peter, you I mentioned this that using the word expensive is kind of a conversation stopper versus talking about value and worth and meaning, um, which are different ways to kind of talk about and and and continue the conversation in a way that maybe could be effective in trying to figure out well, how do you break through this real challenge that live event marketers have right now?

SPEAKER_02:

Well, I think Peter, if you don't mind, talk through. Cause I thought one of the, I thought you did a great sort of workshop within the workshop, right? On the conversation around defining expensive.

SPEAKER_01:

Yeah, I I was there to do kind of crowd work and get people doing exercises to think about the information that they were hearing from the survey. And I think you're right, Lisa. If somebody just, if you say, Do you want to buy a ticket for this? Here's the price, and they say, No, that's too expensive, it kind of ends the conversation. But if you reframe that to say, well, is it worth it? Is the experience I'm going to have worth that investment? Then it gives you some place to go. It gives you room to make that determination and kind of put a value proposition out there. We all do that a million times every single day. Uh, you know, when we were flying out here, I had flight upgrades, upgrading to Comfort Plus, and I made the, you know, did a determination in my head, was that going to be worth it? So I think we're all used to doing that all the time. And we did an exercise in the room that we were calling the deal or no deal memory challenge, where we asked people to think about an amazing live event experience that they had in the last five years. And then I offered to buy that memory from them for an increasing number of uh I went higher and higher with my dollar amount, and most people would not sell at any price, which I thought was really interesting. And so what we learned from that is we often ascribe value to those experiences after they happen at a much higher value than what we actually invested in. And if we remember that, then we can remember that every event that we're selling, marketing, talking about has the potential to be somebody's no-deal live event memory, which is really powerful.

SPEAKER_02:

It was, I thought it was impressive how much people would be willing to not accept to keep that memory because it's impressive. You see that in the room.

SPEAKER_01:

The top amount I offered was$10 million, and almost all the hands were up at that rate. And I was astounded by that one. That's impressive. Not that I was paying that out to anybody, but it was a hypothetical.

SPEAKER_02:

Uh all right. So then, so uh the the next we moved into the survey. The next one of the next questions was in one sentence, what's the biggest threat or challenge you see coming for live events over the next 12 to 24 months? And like the thing of like what's going to keep you up at night. And I thought that, and Lisa, you talked through this whole section, and I thought this is where that sort of non-C-suite versus C-suite perspective started to kind of show itself. I'd love to talk through that a little bit.

SPEAKER_00:

Sure. So this was an open-ended question. So we were really looking for patterns in the data. And the reality is a lot of people did say that a major threat or challenge is the economy or politics and things. And we really didn't cover that in this session because we really wanted to focus on things, not that I'm saying, you know, voting is not impactful, but really wanted to focus on things you could bring back to your organization. So we we looked at the patterns of what people were saying, and generally it emerged that, again, everyone thinks expensive and price and cost is a major challenge, but it dialed down to something a little bit more specific. The non-C-suite folks were more likely to say that ticket prices are too expensive. Affordability is a big threat. Um, and they thought more patron first, where the C-suites were more likely to look at production and operation costs. It was, it was actually, I believe I looked at the words in all these open-end responses. I was looking for the words fan, audience, consumer, patron. I was looking at the number of times that people were using those words. And for non-C-suite people, they use those words more than double as many times as C-suite people used it. And again, I really want to emphasize, I'm not saying that like one is bad and one is good. It's more that there's potentially two different viewpoints tackling the problem in a different way. And the more you're transparent about getting on the same page of what is the challenge, how are we going to attack that challenge and who's doing what, just have that transparency, have that conversation.

SPEAKER_02:

Well, it the the okay, then the next question was kind of building. So one side originally was about the challenges. The next question is in one sentence, what is your view of the single biggest opportunity for growth in your organization? And again, what did we see?

SPEAKER_00:

Yep. Another open-ended question, same sort of patterns emerging. So when it came to opportunity, the non-C-suite categories were things like audience and fan experience, meet fans where they are, loyalty, diverse audiences, again, using that patron first mentality. Where for C-suite, they are more likely to say things about scaling, reducing costs, upskilling staff, rehabbing aging facilities. So again, not not bad things, not unimportant things, and it'll certainly vary by organization, but again, just that immediate mind shift of are you going to the patron first or are you going to the business first in order to tackle this expensive problem?

SPEAKER_02:

Well, I feel like we saw that. I mean, one of the themes, it seems, you know, the the higher up you go in the organization, the further distance you are from the patron. And we played a video from Tina Heaney from our Phantom Unpacked series, which I highly recommend people go back and listen to, um, which was really centered on watch the fan, right? I mean, at least so you are on a panel with Tina earlier this morning. Um, and I feel like that's a pretty consistent theme that I think sometimes it's easy to overlook, I suppose. And I catch this myself. I run the organization sometimes, just even in our even in situation. My job is running the business. And so sometimes you can get lost in running the business that you got to make sure you focus on, oh, who's the actual customer? Who's the patron?

SPEAKER_01:

Yeah, not only is it a consistent theme that I think we're hearing from a lot of folks, but uh Christina uh they referenced that she had said that on a podcast, which I think was our podcast. If I they didn't say the name, but I'm assuming I put one and one together. Um and it, I as Damien said, if you haven't heard that conversation that we did with her, please go back into the feed and find it. It's definitely worth a listen.

SPEAKER_02:

Yeah, I mean, so the okay, so the next question, we then shifted to the conversation around AI, which obviously is a massive uh topic here at Intex. Um, and asking this this conference effectively, how significant of an impact do you believe AI will have on your organization in 2026? And it was kind of a one to five scale, one being not at all significant, five being extremely significant. And I gotta tell you, this kind of surprised me when I first saw it. If you were asking me to guess, I would have guessed four out of five. The reality is the answer was three out of five. And that was equally between C-suite and non-suite. It's almost statistically the same, the three out of five. And then when we dug into it more, I think this is where it kind of became uh I mean very interesting to me because we had kind of a check all that apply, right? And imagine there's somewhere between eight and ten options plus you can fill in another, and pretty much everything across the board, all of them from human and so for example, insights and analytics was was the highest selected, right? Like insights and analytics, sales and marketing, around 70% of people selected that. But like back office and operations was 33%, you know. So it was such a range. And as I was listening to it and just watching this, I was like, oh, it's like AI is embedded into everything, which we know that, but and I use we use that analogy from the stage where the famous saying um is like respect is like oxygen. When it's there, you don't even realize, but the moment it's gone, it chokes the room. And you kind of play out AI in that space in a really weird way. It's infused to all of our lives. You could say, like, AI is is is like oxygen, right? It's it's part of our dead, but and and we don't even realize until it's gone. And it's become such a big part of all our organizations. And it's I I looked at this and and I I felt like, wow, this is interesting. And you start to see a little bit of the weight that it has to be on leadership's shoulders here a little bit about going, oh, I know this thing is coming and it's in everything. And how do I navigate that? And I thought it was very interesting, Peter, and that the when you started to talk, because you do a lot of work in this space, right? Workshops and how organizations and teams are being like optimizing as teams to try to be the best of themselves, especially sort of this AI space. I'd love, well, maybe let's talk briefly about that.

SPEAKER_01:

Like because I thought we did in the workshop was just awesome. Well, thank you. Yeah. I and it's funny, I I had a thought just as you were saying that oxygen analogy. I wonder if part of the the the reason the number wasn't as high as we thought it would be was that maybe people don't realize every place that AI is. And I wonder if you asked the question, you know, how's how significant is the internet into the work that you do? And you're like, oh, and imagine when you're offline and everything shuts down, right? I think AI, we've been talking about AI for years as an agency. And uh I think this moment of generative AI is one that is unique. But you know, machine learning AI has been plugged into everything that we've been doing for a long time. But yeah, the workshops, I think one of the things that I'm excited about right now and that we're trying to solve is we all know, I think, AI superheroes, people that are embracing generative AI tools right now and using it for everything. Damien, I think of you as an AI superhero. You you are and I I myself I think of as well. We're using these tools every single day. We're always finding new ways to use them. Lisa, you were using it to calculate the odds that your your plane would make it through the storm to get to this conference. And then you used it this morning, we told us you used it this morning to figure out which casino to go to to get the best odds. So we are, we are definitely, I think, ahead of the curve. But what we're seeing in organizations, for every AI superhero, it feels like there's four or five people that feel behind the curve, feel like they haven't cracked the gotten those superpowers yet. And so the workshops that that I've been working with you and with Situation to develop are really trying to examine how do we make super teams? And it's it's what we've landed on, and it's this is still developing, is you have to frame it as what are the problems that you're trying to solve for that team. Some people are gonna see the technology and instantly get it. They're gonna know, oh, I know what I can use that for. But I think most people, if you expose them to a new tool, you have to give them a reason to try the tool. You have to make it clear what is the thing that it's gonna solve for them. So the workshops that we do really just try to get teams together in a room talking. Uh, we introduced this term called yak shaving. Uh, the the short version of yak shaving is all those little tasks that you do that get in the way and take you away from your bigger picture goals. And it comes from a Ren and Stimpy cartoon. It's used in tech circles, but I love that phrase. When you ask teams of people to talk about the things that they as a team really aren't thrilled about, but they have to do to get through their day, then they start to understand oh, yeah, maybe now that we know what these things are, if there's something that can help speed those things up or take those off our plate, now. Now they start to understand the potential for what these tools could be used for. And that's that's just the beginning of what kind of what we try to do in the workshop before we even get to a conversation about which LLM to use.

SPEAKER_02:

Yeah, I saw a lot of nodding heads and when you were going through that. I think people can relate to it because I think it's overwhelming. And even some of the QA that came up of, you know, they're looking for like, oh, how do I they know they need to move forward as an organization, but organizationally, how do we move forward? It's it's complicated with the short-term demands that they have and also trying to think long-term.

SPEAKER_01:

Yeah. And the analogy that I I've settled on in when I talk about this, that I love is if you've ever seen that movie The Incredibles, you know, it starts out, they start as individual superheroes. And by the end of the movie, they're a super team. So I think people really kind of identify with that concept and we're like, oh yeah, I do want to bring my team members along so that we can all have these superpowers together.

SPEAKER_00:

I would just like to clarify that I was using AI to help Damien find where the blackjack table had the lowest, had the lowest starting bid, not for my own personal use. Just want to clarify that. But I certainly used it for ranking my flights, or I used it for where can I find a coffee less than$10 within like a one mile walking radius.

SPEAKER_02:

Well, I can say that it didn't work. And my my wallet will validate. Um, all right. So let's so so then the sort of the the back end of that survey was about then really more specific questions about like leadership right on the nose, right? And um, you know, the the question we asked of the audience, which uh I thought was actually really interesting, if you had to pick a single quality that will most define successful live event and live entertainment leaders in 2026, what would it be? And by a landslide, the answer was adaptability. And that and that came over empathy and culture building, data-driven decision making, creative risk taking, right? That that was like by a landslide, upwards of 50% of the the the next closest was like uh what, 18 to 20 percent. And uh, but that was even more interesting is when we asked the audience saying, okay, do you think that is this is if we asked the same question five years ago, 10 years ago, like, you know, would it, would the results still be the same? And everyone's like, no, it's it's a moment of now. And and you could feel it. And I I think it points to, I've been in business for 25 years, um, and change is part of our business is a digital other thing's always changing. So change is nothing new. But I think the velocity of change is different now. And I think you could feel it. And so, and and you could feel that stress, and you could sort of see it in some of the surveys because when we ask people, where do you, what are your teams going to need for development around the future? Like, so, which is interesting. Again, we asked a whole range of things, and again, it's almost like check all that apply. I felt like everything was checkboxed in some version of that of that room. So if you put yourself in the sort of the shoes of leadership right now, okay, there's massive change happening at a velocity that I'm not even accustomed to, that's happening at a speed it's kind of unprecedented. And that change is happening across all facets of the business. That is that is going to create a barrel of stress. And and I feel like that rose to the top, and you could see, like, oh, at all levels of leadership. And I think it was just a really interesting kind of reset, uh, interesting moment that I thought was um I thought was interesting. Um, which then kind of veered to the last question. How confident are you in the leadership of your organization? One to five, which again is always funny because some people are sitting right next to their boss during the session, you know? Um, and I have to tell you, the result of this was actually very not just even heartwarming, but it was just really optimistic. Four out of five, solidly, across C C C-suite and non-suite, which means they are very confident in the leadership of their organization going into 2026. I mean, did that surprise you guys?

SPEAKER_01:

I was surprised by the result that we saw in the room, but I want to kind of dig into it a little bit. You just mentioned that you know, velocity is changing, it's accelerating and kind of like a parabola curve and going up faster than it used to. Um, and yet that confidence is still there. So, how do you square those two things together? Do you think that their trust, they see that their leaders are uh being adaptable? And is that the reason why they have that confidence?

SPEAKER_02:

I think it's I think that they realize that they're not alone. And there's something actually kind of cool. And again, we've had this in our own business over the 25 years. Sometimes you go through periods of time that you're like, this is going to be hard. This is just hard. And you could feel it. And everyone sees the stress. I mean, I think about we've been through recessions, we've been through pandemics, we've had moments. And you kind of go, if you were to ask everyone, well, you know, you could get a three out of five, right? On a set of things of like, I don't know, can we figure this out? Blah, blah, blah. I don't know. But it's different than when you kind of look and going, we all know this is hard. We're figuring it out as we go. There's almost like there's an acceptance. But what's important is if there's a difference, and if you look at the leadership and saying, but am I confident that the people around me can help us actually figure it out? That's a very big difference, right? And I feel like seeing that means I was like, oh, we trust one another. That, and you, you know, and that's a very powerful force. I said, because if that number was low, then you have a real problem. Because not only are you looking at this going, wow, the velocity is moving quickly. Of course, when velocity is moving quickly, everything's trying to figure it out. And there's tension, frustration, hard things. But to know you got someone in your corner and you're like, oh, we're gonna figure this out is and I am running the situation. I feel like with you guys, like over all these years, it it was like it feels amazing. It feels warming to go, but you got my, we're gonna get figured this out.

SPEAKER_01:

And we do. And not to toot the horn of the podcast, but I think that's one of the things, you know, 23 episodes into Phantom Unpacked. I think that's one of the things that we're trying to do here. We've talked to some amazing leaders in live entertainment, and they have come on and been so generous with their time and and we're vulnerable with us. And they said, we're trying to figure it out. And I think that really is the mission of what we're trying to do. And I think that helps that confidence level. When you can hear from your leader on a podcast who says, I don't have all the answers, but I'm dedicated to trying to figure it out. And we hear that all the time on Fandom Unpacked. I think that helps with that confidence.

SPEAKER_00:

I totally agree. We didn't, we kind of, when we were working on this presentation, we did talk about maybe should we talk about vulnerability, blah, blah, blah. We ultimately didn't put it in here, but I still just strongly believe that the transparency and the vulnerability of the leaders is when you are going to get those stronger ratings about the confidence in your leaders. And I've been, you know, working at Situation for over 20 years. So I've been with Damien through lots of different ups and downs. And I think one of the times that I thought I would say five if I was evaluating Damien would be during the pandemic, like March, April, May of 2020, where working in the live entertainment industry was not the best place to be. I couldn't have been more confident because of the amount of transparency and the frequency of communication of the we're gonna figure it out. Like, and and that just instills so much confidence. So I think the big thing that I hope people are encouraged about is I think sometimes as leaders, we feel the need to have all the answers, to show be always be buttoned up, blah, blah, blah. And at this velocity of change, you don't got time to have all the answers and be buttoned up. It's more about the transparency and and find those moments where you can say to your team or your staff, like, I did this and it was wrong, or I made a mistake, and get comfortable with that because people really do appreciate that authenticity.

SPEAKER_02:

Yeah, I will I'll just add that, uh, hey, thank you for the kind words. Um the the importance of conferences like Intex, I think this is this is where conferences are very important because doing it alone is is is hard. And so navigating all this change, be able to come and think of all the different colleagues we've met since we've been here, getting ideas, sharing ideas. And it just it reminds us why we do it in a way, too. Yeah. So I think that that's why I think it's very powerful for us. And and I'm I'm really glad we're here. And I I thought the survey research was both eye-opening, it enforced. We always showed a picture of kind of the duck and the rabbit. There's a famous picture. If you look it up, you could see it. It's the same exact picture. We'll look at the same exact thing, but we're coming from different perspectives. And out of the survey, you know, I think the the different perspectives, what we're trying to remind people of when you're entering a room with your team, be kind to another, be kind to each other, and like think about, oh, take a breather and saying what perspective might be coming through, because that that's that's what we're seeing very clearly in the survey research. Um, but yeah, it felt good. And it was, it was just it's been a really cool experience overall.

SPEAKER_01:

Yeah, and and I think conferences like this, you do have to make intentional space to kind of examine how you're going to move forward. You don't want to do this every single week of the year, but you, you know, coming together as a team to kind of compare strategies for problem solving is really powerful.

SPEAKER_02:

Yeah. Well, well done, Maureen Anderson, for all the work and everyone at Intix. Thank you. And uh thank you to both of you. Thank you, Lisa. I know you poured in a ton into this research and capturing and reading all the comments and make sure everyone was read. Uh, I know you poured a lot of a lot into this. And uh yeah, I thank you.

SPEAKER_01:

Yeah, it was a lot of fun. And and thank you, Damien, for for kind of uh wanting to bring this in conversation onto the feed. Um, I I think our our audience is gonna get a lot from it. Cool. All right, until next time. All right.