[MUSIC] Joining us now is Jimmy Maymann. Jimmy is former CEO of GoViral, as you know. And Jimmy, it's fantastic for you to take some time from New York and join us today, thanks for coming. >> Thank you for having me. >> So, Claus and Balder had already been working on GoViral for a couple of years when you joined the team. What led you to do so? >> No, I think it was the opportunity at that point in time, we're back in 2005. And one of the things that I was hearing from the big client that I was advising and working with, at that point in time I was the Global Head of Digital for Leo Burnett. And obviously, in that capacity, had the opportunity to talk with a lot of big advertisers. And what I heard from most of those advertisers was that they felt that the traditional display model was not enough any more, some even said that it was broken. And they needed new formats to re-engage with an audience. And I think what I thought at that point in time, and remember, this is actually before YouTube launched, right? What I thought was that we had huge broadband penetration in Europe. We were starting to see video being an interesting format, because you could stream it without it blurring too much, with pretty high quality. So I thought that might be an interesting new format. And obviously it's something that advertisers would like if we could deliver it, because it kind of resembled what they knew from TV. So those were really the broader data points that I used to kind of say there's something there, this could actually be something that could be interesting to explore. >> So what role did YouTube play? Early in the life of GoViral there was no YouTube and then YouTube launched. Was that good news or bad news in hindsight? >> I think in hindsight, by and large it was good news, especially in the early stages. It was good news, because at the end of the day you have this small company called GoViral that's out there telling people that they should do more video content, right? And if you're the only one preaching that message, that can be a quite difficult task. So with the arrival of YouTube, of course, suddenly it arrived with a lot more attention. There was a lot more PR, there was a lot more conversation about this whole video ecosystem. So from that perspective it gave us a validation, so to say, because we were now not the only one talking about the importance of video. And obviously we all know the success of YouTube. So people wanted to have a content based video strategy, because now they understood the importance of it. And they had a platform like YouTube where obviously consumers could come and consume that content much easier than if it was just sitting on traditional websites. >> Yeah. So how hard was it to leave a big job and a big business and join this little two person company? >> That's always hard, but at the core that was my second coming back as an entrepreneur. I'd done it before, but back then I obviously I started in the garage, so it's always easier to start in the garage then going from- >> To go back to the garage. [LAUGH] >> Having assistant, a big office with windows and then go back to the garage again. >> Yeah. >> But I think I needed that. I'd spent five years in corporate world and I felt there was time for change. And there's many great things with being in corporate life, but one of things that's always challenging as an entrepreneur or someone that has that urge is that changing things takes quite some time. And building new models, I actually pitched something similar to Leo Burnett at that point in time, but I wasn't really getting any headway, right? There wasn't really a lot of interest in branching out and exploring opportunities within the video space. So to me was, okay they're not interested here, I need a new challenge, so why not, and I jumped in. >> Yeah, so what did you think you could bring to the party? >> No, obviously relationships, I think, that you can never underestimate that. Having sat on the agency side and obviously consulted a lot of big clients would make it easier to open some doors for the product that we eventually would want to launch. I think also, as I said, an understanding for the broader advertising market, and also understanding where the audience was going from a consumption perspective. I had some good and strong point of views on that, and obviously I arrived with that and that led us to reshape what GoViral was at that point in time, into what I saw it should be. At that point in time it was an agency model, and I wasn't interested to go to a new agency that I was just doing online video, right? I wanted to create a marketplace, a platform that could scale and could deliver solutions, online video solutions. And obviously we'd have those discussions, so those were things that Claus and Balder also thought would be interesting to explore. >> Yeah, so you were kind of viewing this opportunity differently than they had at the outset. How easy or difficult was that set of conversations to make the transition to something that was more scale-able? >> No, I think obviously it's never easy to tell someone that what they're doing is not necessarily where we need to go with the business. But at the same time, they wanted someone with the pedigree that I would bring to the table. So we needed to meet somewhere and, obviously, it made the conversation easier that I came from the outside and came in and helped them pivot the business. Because if I'd been sitting there with them from the beginning, it might have been difficult to have had that conversation because I didn't have any leverage. Now I did have leverage because I didn't have to this. There was a lot of things that I could have done. So it kind of became the trade off, right? How much did they want what I have to bring to the table and how much did they think that I was right. And obviously we ended up somewhere in the middle, of course it's not that I just came and threw my ideas on the table. They also had a lot of ideas how this could play out and how we should do this. >> So as I recall you set some pretty outlandish goals. Were those goals important? >> No, I think from my perspective it's always important to have aspirational goals. And that goes from a quantitative measure, but also qualitative in terms of what the product needs to be. And I think it's quite interesting to think back, I think very early on we had a good idea what it was qualitatively that we needed to deliver from a product perspective. It actually took us quite some years to get there, but we already, very early on in the process, we started to talk about that, right, as if we already had it, which, of course, we were still building it in parallel. And that actually created some interesting challenges, because we ended up selling campaigns, selling products that we weren't quite ready for. >> [LAUGH] [CROSSTALK] >> So we were a little bit ahead of ourselves. We ended up obviously being able to deliver on those things, but, well it was not an easy feat. >> Yeah, so earlier in your career you'd built a digital agency successfully, you'd kind of come from the garage and sold that business. What did you learn there that was able to contribute something to your success at GoViral? >> No, I think first and foremost, as I said, I learned that my next business for sure shouldn't be an agency model where it's all about the bodies that you have in your shop. If you want to do something that's truly disruptive you need something that is built on a platform that have the ability to scale as you grow your business without adding incremental costs every time you scale. In the sense that in an agency model every time we get a new client, you add new heads, otherwise you're not going to be able to service them right. So obviously by building this platform, this technology, it allowed us to create a high volume, high margin business that obviously could grow much faster than we could've done if it was manually done. [MUSIC]