Transcription
[Applause] To the whole party, take a leap of faith. That was my first step. Leap of faith strategy had a vision of why I wanted to look like, how I was going to approach it. That I hope that was the Lana. You know, this is one example, many weeks of think that I person opinion through my journey. I'm sure you all can relate to your own journeys.
My journey started actually just south of here, and I'm in Rhode Island. I am northeasterner. This is home for me. You'll hear me say an idea and we need a car or two, I'll have the accent. I can't help that. So my journey started 25 years ago and has been a series that leads the fate that I've taken. Then will lead up to one that I'll talk you through it without navigating international markets. And you know, my first step many years ago into the business, what I've been doing for 25 years in loitering. I work the lottery and gaming category and been doing it for a long time. And the number one question I get asked every Thomas name, no matter who I talk to, what are the winning numbers? How can I win the million dollars all the time? How the answer is gonna play the win? Always have to play. That's the only way you don't have a chance.
But I took one of my first leaves, we're into the unknown, into no new jobs. And that's really kind of where it all starts. And I did some years ago and I took my first face step into a big job into management in an organization called Chain Tag with a customer called Or Not Water. Yeah, it was something that was completely foreign to me, something I didn't know that I hadn't learned. And that isn't leave of baby. But when I started to get into Anahata, figure out when I walked, where was I going, and what was the strategy for me to get there? I had people around me. So he's gonna have some more. You know, as I kept going through my career, and as you look through, you'll see different points where you have to make the decision. You step to the edge of the ledge, you want to make that call, but you're nervous. It happens with every border. But as you think through it, what is success? When you make the leap, it's different for everyone. You have to answer the question. We want you to answer the question. You devise a strategy. You have a view of where you want to go, and you have to go towards it.
So it continued on for many years. And for recently, over the last three or four years, I have a pleasure if you created when the largest national lottery campaigns in North America. We created a blueprint for success. We found ways to incentivize and reward that have never been done before. They've been doing and going. So we're done everything charted on shredded horse. It's nerve-racking. But the best part is you have a vision. You know the successes. You can start to really go forward. What we wanted to do is we wanted it to be something bigger. So we created different components of it. We have private consoles, the Google Docs flow, rather Kenny Loggins agrees to have a private concert in the Caribbean on a private ship. I can tell you that was there amazing. So we took it the next step. We really engage and reward to incentivize is the winning experience. So let's by the way, to give reward, let's give incentives of good people. What they're looking for. We created a way to win that reality every single hour for a week. We give away $4,000 every night. We give away $5,000. At the end of the event, we give away $50,000. What were the results? Everyone we spoke to, every testimonial was, can't wait a min that money. All the winning create something else as well. Part of the vision, the strategy that wasn't there. They built the bomb. They all had a common reason to be there. Something we didn't see wasn't part of the vision, but defines success.
So whenever going through that, as that was evolving, you know, as I looked at experiences, my next leap of faith, just recently, I've been parking or starting my own company, Experiential Events, Atlas Experiences, Global Experiences. It's interesting how it all comes together. Talk about a leap of faith, that one takes the cake. You have to know where you're going, but you have to also know you have to analyze the data. As you're analyzing, applying the information, you know how to adjust. You have to adapt because no strategy is perfect. And they have to continue into the about. And that's one of the things that I'm learning and what I'm working toward the interior. As I give examples, I said, look out into the global landscape. We have a blueprint for success. It worked twice. Is it structured for global scale? Possibly. Could we make it even better? Definitely. Winning break. What if we took the largest ship in the world? Whatever we took over an island, whatever we had a guaranteed million dollar winner, million, wow, that would appeal. I wouldn't really transcend cultures and boundaries and oceans, just crazy.
So let's start to look at a 16-2 strategic position. How do we position the product? I'm in position to program into these markets. Should begin right? You presented what the opportunities. You make it flexible. You take down any of the barriers that would stop them from doing. And you give them the opportunity to write however they, in their own cultures, in their own markets, with their own consumers. Because there's absolutely no way as a small organization that we were just 11 people that we didn't know every culture, every Morgan Steve Donald, just kind of. So the strategic positioning was to allow them to give them the flexibility and create those things that would allow them to sell and do more, have expand the vision. Because mission here, North America, the clientele that this gentleman has a long reputation into a marketplace where we can build the viewpoint. Had it be laser-focused, you'd have to go in again. The vision, the strategy, easy. It is not simple. It seems it's so fundamental. And regardless of what we're talking about, vision and strategy, seeing where you want to go, totting how you're going to get there, and when you're there, your definition of success. You'll know you've succeeded because it's all part of the plan.
What we started to see where the keys of success, the international markets that maybe, maybe just maybe underestimated slightly. What's that idea? The idea of something bigger, structuring it for global markets that wasn't just within the North American markets, making it compatible. So I thought that would allow them to launch, to be part of the program, understanding that diversity, the multicultural groups, understanding that is also possible, especially if you're not an international company, especially internationally structured to support it, especially when you're one guy kind of running out there trying to sell it super hard. Look for partners, look for people that can complement the things that you're doing. This is a good clean print for organizations, right? For companies. As you ask yourself, how could this apply to me? It's not just about innovations, it's not just because it's not just going local, but anything where you can get a partner and align yourself properly, your opportunity for success is going to be great, hands down. It's proven.
So the last one that really kind of caught me by surprise, organizations, organizational structure, cool. And we're the web, you talk to people, how do you navigate into an organization to start to do this? It was different and I underestimated. I missed the mark because what I was used to was been a top-down model because it working when I was custom to. What I noticed in some markets at all, I had to go in the middle. I hadn't worked my way. So well, this company was I was trying at the top and getting stuck in stop. I didn't walk, analyze, write. I study, analyzed. We have to look at why I have to happen and then adjust the strategy. Had a change. I had been shipped in pivot to other parts of the organization, to other skill sets to help me move through with what I was living to do. It's very interesting because when you think through that, you would think that you could get to the top, you had a relationship at the top, and you can holding with support out. And it's not. It's different.
So all this is great and all. When you get to the point, and as you look to new opportunities, whatever they might be, you gotta answer the question. Yeah, get to the edge of the left. You have to look out and say, do I go or do I not? You have to make your decision because if you go, you'll be paralyzed. You will be stuck there. You will not be able to move forward. Ask yourself the question and answer. Once it is entered, plot your course. No way you're going to go first. When we look out of that global landscape, you can go anywhere. The product that we were looking to can literally go and. But you can't go to everywhere all at the same time. So you have to look for where you have the best success. You make the first step out. We continue to continue to move forward. Do not stop because once you stop using momentum, that it may not be able to regain it. It's a great feeling when you're ready to do it. You step, you make believe, you make the decision. You have to have unwavering commitment and continue to go through it. And when you continue to analyze and you adapt to your strategy and you adjust your approach, it has to be living. You have to continue it because once you make the leap, we all want to be successful. And remember says that the find success for you, it's different for all of us. It's different for every opportunity. It doesn't have to be grand. Small pieces. We have success where we created a lot of common people. It wasn't a part of our plan, and it was success.
I thank you very, very much. As a leader that is very close to me and I respect, early once told me to believe, believe in who you are, to believe in what you do, and continue to do what were fashion to do. Explore and succeed will be gained. I thank you for the time. Have a wonderful day. [Applause]