It's Ben Webb!

Yeah.

All right.

Somewhat on rhythm.

Cool.

We're good.

Yeah, I'm in the midst of rehearsals for my latest production and kind of getting out there.

Woo! Woo!

lick her the next

day.

It's all good.

Gotta do what you gotta do, you know? AI slop, I hate that shit.

It's just so uncreative.

It doesn't look quite right for the most part.

In the hands of a few, it's all right, but AI slop just deceives people too easy.

It is Ben Webb.

they're purchasing it instead of giving, like how do you try to grab that attention and bring it back to a nonprofit like IJM and the work they're actually doing?

So I would just bring that back to relevance and value.

So the reason why somebody purchases a Tesla versus a Ford or whatever it is, is because there is this differentiator that Tesla have articulated in both relevance and value.

And so they can say, okay, so I like it.

I like the environmentalism and, I like the speed.

I like the design.

I like being connected to a tech forward organization and people seeing me like that.

As we kind of wrap up the conversation, I want to ask you, thinking about those listening, non-profiters that maybe are fundraisers, marketers, leaders in this space, what's the most relevant piece of advice you would give them today?

I love the visibility and accessibility to something as important as a campaign marketing brief.

A lot of what we're doing right now with our methodology in that first step of being insight-driven process where any body of work really tactically starts with a brief.

That brief has to have an audience defined.

It has to have a suite of objective measures, has to have internal and external customers clearly articulated, and then that brief becomes the arbiter of truth as to whether the thing, be it a campaign, a video, et cetera, was successful or not.

And so I've stood in front of our entire leadership group, even beyond the executive team, and said, "There will be campaigns that we launch at IJM in the future that you all hate, and I don't care.

And one of two things is gonna happen.

It'll either have worked, and I'll be able to show you the results and go like, 'You hated it, and it worked, and therefore, like, you're welcome.' Or alternatively, you hated it, and it didn't work, and it didn't work not because you hated it, but because of these reasons.

As a marketing leader, he considers it his greatest responsibility to steward transformation inside and outside the nonprofit.

Now he's thinking about what comes next.

I loved wrestling as a child, so, uh, me and a bunch of friends, we bought a wrestling ring.

We put it in a disused scout hut.

Fast-forward about five or six years, we started running shows for our friends and family.

And then from that little scout hut, this thing called Fight Club Pro grew, and, uh, we were selling out thousand- tens of thousands of tickets a year, uh, all over the world.

And then, you know, it was right at the, you know, right just before the kind of boom in, uh, British independent wrestling.

And what came from that was, uh, WWE UK, NXT UK.

He says British and European fans will only really see what he calls the global wrestling giants occasionally.