February 4, 2026 • 40 mins
Lynnwood Bibbens isn’t chasing viewers; he’s owning the traveler. While most brands struggle to capture this high-intent audience, he built ReachTV around winning that moment. From “dreaming-only” sessions that reshaped the company to rewiring the travel ecosystem with live sports, precision data, and relentless service, he lays out his entrepreneur’s code: bet on what others ignore, turn relationships into resilience when everything’s on the line, and stay fiercely disciplined about what matters.
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Speaker 1 (00:00):
Good Company is a production of iHeartRadio.
Speaker 2 (00:03):
You had YouTube that owned the digital you had. Now
you had Netflix to own this window and I don't
care about even they owned that window. And then you
had television. So when I was starting Reach, I said, well,
I can't beat any of those guys, but I know
what I can win. I grew up in retail, and
nobody was focusing on the retail rights, and we renamed
(00:23):
and redefined what closed circuit rights were because if I
built the network, I would have a massive audience.
Speaker 3 (00:35):
I'm Michael Casson and this is Good Company. Together we'll
explore the dynamic intersection of media, marketing, entertainment, sports and technology.
I'll be joined by visionaries, pioneers, and yes, even a
couple of disruptors or candid conversations as we break down
how these masters of ingenuity are shaping the future of business,
culture and everything in between. My bet is you'll pick
(01:00):
up a lesson or.
Speaker 4 (01:00):
Two along the way. As I like to say, it's all.
Speaker 3 (01:03):
Good Welcome back to Good Company. My special guest today
is Lynwood Bibbins, the chairman and CEO of Reach TV.
He's a serial entrepreneur who has shaped his career by
paying attention to signals. Others tend to miss signals in behavior,
(01:25):
in movement, in where attention and culture truly thrive. But
Linwood doesn't build by chasing demand. He builds by anticipating it.
Over the years, he's created real scale in less obvious places,
forging partnerships and platforms designed for relevance and impact. And
what sets Linwood apart is his intentional leadership, ethos and
(01:49):
distinct point of view in an industry navigating consolidation, fragmentation,
and constant tech advances. He's clear about what matters and
disciplined about what doesn't. This is a conversation about building
with purpose, leading with conviction, and playing the long game
in a business that's constantly in motion. Lynnwood Bibbins, Welcome
(02:11):
to Good Company.
Speaker 1 (02:12):
Thank you for having me. I'm excited to be here. Linwood.
Speaker 3 (02:15):
What I'd love to do is kind of have you
start by giving us your journey. I want to touch
on it, and I want to put it in the
context of a builder's mindset, but against the backdrop of
your journey, because you're a builder, and you know I
like to think I'm a builder. I was never good
with hammer and nails. I wasn't good at that stuff,
(02:36):
but I had good concepts about building.
Speaker 1 (02:38):
I was good at supervisor hills there.
Speaker 2 (02:41):
I grew up in the New Jersey with a family
that was I had a grandfather who came up from
North Carolina, bought in nineteen twenty two, came up here
to New Jersey and had his own garbage rap. He
became an entrepreneur and a place where you normally wouldn't
be able to be one. And one of my first
jobs and and learning and watching was watching this guy
(03:02):
with a second grade education build a business and build
it from a small truck to four trucks to the
bigger companies coming in and buying him and just watching
that journey as a kid and really understanding what he
went through. It gave me a different perspective of what
was important for him. Was legacy for him was teaching
(03:23):
us that you could do anything despite what you hear
and read. There is no limitations except.
Speaker 1 (03:29):
In your mind.
Speaker 2 (03:30):
And I learned one of my most valuable things he's
ever said to me, And everybody who knows me knows
I do this. Now I've taken her from him, and
he would ask, he would come back, get home, and
he would say, hey, how are you? And when he
said that, he wanted one answer and one answer only,
which was I'm good, I'm breathing, and I do.
Speaker 1 (03:50):
That to everyone.
Speaker 4 (03:52):
Funny.
Speaker 3 (03:52):
I thought you were going to tell a different story, though,
And what I remember my dad, that you're talking about
your granddad.
Speaker 4 (03:57):
My dad.
Speaker 3 (03:58):
The way he would catch me, we'd sit down at
the dinner table. He'd say, so, Michael, you're going to
tell me about what happened at school today. How'd you know, Dad,
Because the odds are something happened every day, So he'd
always catched me. How'd you know, Dad? Well, you know,
I have my ways. But that's where I thought you
were going.
Speaker 2 (04:15):
Now, you know he had those ways to get me
because I was He knew I would tell him. But
that just gave me this thing, that positivity in your
brain triggers all kinds of other things, and the people
that are negative, it triggers all kinds of other things.
Speaker 3 (04:30):
And you know, I interpreted as confidence, always looked at
it that way. And I tell the story. When I
started a particular venture back in the day, I remember thinking,
I'm not sure that this can be done. I'm sure
that if it can be done, I can do it.
But I had to get past the g is this
(04:50):
actually possible for anybody? Because my view is again high
degree of self confidence. But my view is if it's doable,
I can do it, but it may not be doable. Yeah,
you're and I think we're saying the same thing. And
that's an important mindset for a builder because you're taking risks.
Speaker 2 (05:09):
I always say entrepreneurs are the crazy ones. If you
think about what you're doing. When you say I'm going
to write a business plan, I'm going to start a business,
you're basically saying all these people around the world couldn't
solve the problem, but I can.
Speaker 3 (05:22):
Well, you know, I also have another ad to that,
Glenn Wood. I always say, when someone says to me
they're a serial entrepreneur, describe themselves as such. I say,
let me ask you one question. This is the entrepreneurial question.
I always have to ask. Have you ever had to
put your head on the pillow at night and worry
about how to cover the payroll?
Speaker 4 (05:42):
I said, because if.
Speaker 3 (05:43):
You haven't done that, you're not an entrepreneur. Because when
you are the entrepreneur, it's one thing you said is
absolutely right. You're basically saying I can solve a problem
or I have an answer that no one else did.
But you're also then likely taking on responsibility for the
employees that you hire, and they have to come first
to an entrepreneur. When you think you're an entrepreneur, just
tell me you have you had to worry about that.
(06:04):
If you haven't, then you're not an entrepreneur. And it's
funny is we get into this.
Speaker 2 (06:07):
It's a small group of my friends that are really
like me, and we have these funny conversations. Where as
an entrepreneur, we believe everything we believe, We really believe
it to the point where we are reinvesting right back
into ourselves. And I say, when we are entrepreneurs, so
is everybody in our families and.
Speaker 3 (06:24):
All of our friends. Well they understand Linwood. It's what
I call the carousel. Life is kind of like a carousel,
you know, at a theme park or at a country fair.
But what I try to do is make sure if
it was an our carousel ride for a certain amount
of minutes. On every ride, I get off and just
check out what's happening around me, because sometimes we all
get wound up on that carousel and we don't step
(06:46):
off and look in and go, wait, what's actually happening here?
So I try to do that. That's my dose of reality,
But I want to keep going on our builder's mindset.
You grew Reach TV during COVID, during the pandemic time
when travel was in free fall. It was kind of
counterintuitive to do something that had to do with airports
(07:07):
and travel at a time when people weren't actually in
airports and weren't traveling, or certainly weren't as.
Speaker 1 (07:14):
Much they were gone.
Speaker 2 (07:15):
It was you know, I always tell people the first
four years of Reach were me building relationships and credibility
in that community, and the pandemic proved that they built
relationships because it went to zero. And one of the
things that my team called me there was a panic.
(07:36):
You know, being the entrepreneur, you have to not let
anybody else.
Speaker 1 (07:40):
See that panic.
Speaker 2 (07:40):
So I took a deep breath and say, guys, let
me call you in thirty minutes. I'm in the middle
of something. I wasn't in the middle of anything. I
was just like, wait a minute, what are we going
to do here? And I took a step back, some
deep press and I said well, we're going to find
out what we're worth here. We're going to really find
this out. I said, We're going to call up everybody
and what is nobody there? And we did our costs reducted.
(08:04):
And if you do that, I'll keep my entire team.
And when we come out of this, I guarantee you
will be the best service you've ever had. And I
made it one call, They're like, yeah, of course. I
made another, Yeah, of course, and then next thing you know,
we had everybody reduced our costs.
Speaker 3 (08:20):
You know, this is about you, but it's about business
and it's about back to what I said, the builder's mindset.
I was on a call this morning with a company
that I've just become more involved with, and when we
were doing an interview with the press to talk about it,
the CEO of that company said that the importance of relationships,
(08:43):
and he was focusing on that, it's never underestimated this room,
the importance of relationships. But what you said that really
caught my attention is that we're going to get through
this and the relationships that enabled you to go to
those customers and say that what I experienced when the
(09:03):
pandemic happened in a consulting in a strategy business, you
can certainly understand. I used to kid around and say,
when the CFO is looking at where they're going to cut,
they go alphabetically ABC Consulting, draw a line through that,
because we're going to cut all of that. And so
that's what we expected would happen in the pandemic, because
(09:25):
that's the thing you think, Okay, I can do without
that now if I have to find survival. What I found,
and what was so pleasantly surprising for us, was the
relationships were so strong that many of the clients called
and said, look, I'm cutting all consultants, but I'm not
cutting you, or we're cutting everything down. We're still keeping
(09:46):
you in. We're just going to reduce it. That was
based on relationship all that and that to me is
the telltale sign of how strong of those relationships. You
never want to have to try to test them, but
when you do, pandemic had you do it no matter.
Speaker 4 (10:01):
What pandemic was.
Speaker 3 (10:02):
The forcing function.
Speaker 1 (10:03):
In the pandemic.
Speaker 2 (10:04):
I would say that moment was one of the moments
I talk about now as the key to why we're here.
And the second moment came from our team We were
sitting there two weeks into the pandemic saying, okay, so
what are we going to do?
Speaker 4 (10:16):
Right?
Speaker 2 (10:17):
We don't really have people coming through, and we decided
to have and I love this call. We're bringing it
back and we did. Our whole team talk about it.
Speaker 1 (10:25):
We had a call.
Speaker 2 (10:26):
It was only called dreaming. You are not allowed to
talk about anything to do with what we actually do
right now. It was what if we could do this?
And if anybody talked about what we were doing today,
their punishment they got muted and they couldn't speak for
the less to call. So it was the funnest call.
It was such a thing and it made us. The
(10:48):
things that we're doing now came from those calls.
Speaker 4 (10:51):
Yeah, I bet, I bet we know.
Speaker 3 (10:53):
We learn more from adversity and from I've always subscribed
to the view that one learns oft times more from
than you do from success. So you have to learn
from that. Let's talk about platforms, Lynwood. One of the
things you did was you reinvented the airport, if you will,
as a media platform. And I have some experience in
this regard. Unusually, but you know, airport media was considered
(11:17):
background noise by so many people. I mean, and you know,
I've always believed it didn't need to be because you've
got captive eyeballs, and whenever you've got captive eyeballs, you
should make it meaningful. But when you look at the
traveler experience, where do you see the biggest opportunity for
media to be playing in that? I mean, I just
saw the government announcing they're going to build gyms inside
(11:38):
the airports. I mean, you know, I'm not sure I
would be spending that money right now when we've got other,
you know, considerations. But that's something about using that medium
in a different way.
Speaker 2 (11:48):
I think people understand that. The way I looked at
it when I first saw it was I travel all
the time. I was sitting in JFK Terminal four. I
remember the moment, sitting at JFK Terminal four and there's
a beautiful bar there, and I was with my significant
other and where she wanted to go shopping. I wanted
to finish watching the game, and I was torn do
(12:10):
I get yelled at or do I finished watching the game.
I'm like, why can't I have this screen come with
me over here? Why can't this screen be programmed exactly
what I wanted to be. And this is the third
time that I've run into this where I'm watching like
Charmed was on because somebody left it from last night's game.
So I don't want to see Charmed. I'm in the airport.
It's me, don't I don't watch anoh against Charmed. I mean, God,
(12:31):
bless you, but that's not what I want to watch.
And I asked, why can't that be programmed for me?
Specifically this screen? And I had some experience in the
passing there, but what I thought is the most valuable
audience is travelers. But they're also the most fragmented. They're
the hardest ones.
Speaker 1 (12:48):
To get to.
Speaker 2 (12:49):
And normally what you had was I came from tech,
but what you had running all the media in the
airports were networks, traditional networks that pushed one button to
everyone where, and that doesn't work. How do I make
sure that the New York traveler feels like it's coming
to them versus the Philly traveler, versus the LA traveler?
(13:09):
And I started thinking, Wow, there's actually something here. And
the other thing that was really important to me is
I'm talking to people who are traveling me is positivity.
There was so much negative noise coming from that same media, like,
all right, I see enough of that. I don't need that.
And when you have that many people coming together, negative
things lead to negative things. So we wanted to focus on.
(13:33):
My goal was how can we bring truth and positivity
to an audience as stressed? And I knew a little
thing because I tried to buy a company called Lodgeet.
But what I found in looking at all data was
that there's two real big emotions that come out, and
they are stress and guilt. The guilt is solved by
the duty free and all the shopping, and the stress
(13:54):
is what our goal was, how do we de stress
the travel journey? And as we've we're doing it in hotels,
we're doing it in flight, we're doing it in the airport,
we're doing on a mobile, We're doing it across all platforms.
Speaker 1 (14:07):
And what I think the opportunity.
Speaker 2 (14:08):
Is, it's so glaringly right in front of us, but
I think everybody else is starting to see it now
with the culmination of these data platforms and rewards and
what people are calling travel retail media and retail media.
Now I'm gonna age myself. I was in co op marketing, so.
Speaker 1 (14:25):
I know what this really is. Retail media to me
is just co op marketing are a different name.
Speaker 3 (14:32):
It's exactly what it is. It's the reimagination of a
free standing insert if you've got to it.
Speaker 2 (14:37):
Correct And I'm in a place where there's a store
every ten feet.
Speaker 3 (14:41):
We're going to hit pause for a moment, but stay
with us after the break, We've got more insights to
share it Glynn, would you talked about this and you're
talking about the utilization of data and identity and the
(15:01):
world of reach TV, and the analogy to retail media
is spot on, because first of all, that's what this is.
And you're also hitting on a buzz for me, which
was years ago. I was engaged by a private equity
firm to do diligence on an acquisition they were making
(15:21):
and they out of home space, and the lesson I
learned was, if you find me a situation that you
can use the following three words in a sentence in
the right order, there will be money to be made
and opportunity exists. And those three words are fragmentation, consolidation,
and efficiency. If you can find me a place to
(15:45):
use those three words in the right order, I e.
Find me a fragmented situation that can be made more
efficient through consolidation, there's a winner. And this gentleman taught
me that because he said, Michael, the area that I
think people should focus on is the airline industry and
airports because you have a fragmented system. Each airline has
(16:11):
a side hustle of selling advertising on their screens and
it's inefficient. So look at it through the lens of
the theater advertisers, National cinemedia and screens and the theater advertisers.
They took a fragmented industry that could be made efficient
(16:31):
through consolidation, and they created an industry. It's no different
than the interconnects for local cable. The idea that you
have developed and the utilization of data and the Axiom
partnership that I know is a game changer, is doing
exactly that. You're consolidating a fragmented circumstance which has been
(16:55):
background noise and utilizing the data. And now I'm going
to shut up because I'm answering your question. But I mean,
it's an amazing moment and you saw that value, so
please yeah that bandit.
Speaker 2 (17:06):
Where you're going is really what's happening. I mean, if
you think about this, the airlines, we're in their gates,
we're in the terminals. They make money on these things.
So they're starting to realize, Wait a minute, and here's
the crazier part.
Speaker 1 (17:18):
With airlines and all.
Speaker 2 (17:20):
These things, we're the one network that is talking to
the places that come in. So if you're a new
if you're going to Atlanta, how many other ten airports
that go to Atlanta, that's the best time to talk
to them. And what you're seeing is we were dealing
with local airlines. The nationals didn't know that we were
doing the installation. So I think when people don't realize
the heavy lift that we took on wasn't just that
(17:42):
we took over screens. We're doing the wiring, We're doing
the fiber. We're the old school cable. We have belts,
we got people on ladders, we got field reps coming
Welcome to the airport every day. Our turnaround service time
is forty eight hours.
Speaker 4 (17:55):
You're just not the cable guy that we hate.
Speaker 1 (17:57):
You're the cable get it that we like.
Speaker 2 (17:58):
We're a cable guy that has an houration me at
my contracts at the airport. But and it costs more
but the service and the level of quality of that
is led to when you look at the AXIOUM opportunity,
they have what two hundred and thirty brands, But what
does every brand have? Now people are talking about them
as all being networks and retail, what they really have
(18:19):
is customers and loyalty and data that they have never
been able to hand off in a handshake to someone else.
Speaker 3 (18:27):
You know. Then this is something that's so interesting because
early on, and we're fortunate to work with the Home
Depot today in their retail what they call Orange Apron.
But I worked with Home Depot for many, many years,
and back in the day we were thinking of some
content creation with Home Depot and I said, look, you're
basically a network. Back then, I think the number was
(18:48):
one hundred million people a year walked through the doors
of the Home Depot. You're a network. Yes, you're a platform.
I got one hundred million people a day a year
coming through. Whatever the number was. I'm to quote be
on the number please, But that's view that I've always shared.
You've got this when you're Walmart, you're a network. You're
a network, hundreds of millions of people walking through your
doors after years.
Speaker 2 (19:08):
I remember telling that on when we announced liv golf
and people are asking about Walmart's doing this with paramount
and they're doing this, and I said, do you guys
understand how many people go through Walmarts? You know my
early in my career, I used to sell computers and
consumer electronics and hardware. I would buy from all the
big manufacturers and resell to Walmart's targets, CDW's what used
(19:32):
to be COPYSA. So these are all my clients, and
all the way down to AA fees which solds all
the military bases. So I came from a retail mindset
and binds and which is it? I can't say these words,
but it's all about three words. Sell more shit, Sell
more shit is the only thing we cared about. And
I say that because I want to make one reference
which I think is really applicable in this day and time.
Speaker 1 (19:56):
I launched an.
Speaker 2 (19:57):
Internet company in nineteen ninety six called Picking dot Com.
We grew at because what we saw was the evolution
of platforms. And I'm going to go a long route
to get to why I'm saying this. The evolution of
platforms went from magazines where they're always selling you know,
for Computer shopperk I bless them.
Speaker 1 (20:14):
We're doing a million and a half a month with them.
Speaker 2 (20:16):
And then that evolution went from taking the magazines the
handouts and making them a website. No fancy, but it's
just really taking this and put it on web. I
launched a company in that time because I said that's
too much noise. We're going to do six deals a day.
And that was my company, and we won top five
website for three straight years. We went from zero to
forty forty to one hundred million, right just by fitting
(20:39):
in that space.
Speaker 3 (20:40):
Well, well, and Lynn, would you say that, But it's
not just by fitting in the space. You've been remarkably
kind of savvy in acquiring sports rights NFL Live, Golf,
HBCU athletics. What was your you know, kind of philosophy
around rights acquisitions because the unique nature of what you've
(21:02):
done is you're meeting the people where they are. You're
meeting the people with what they want. You said about
you don't want to watch charm, no disrespect the charm.
Speaker 1 (21:10):
I'm a sports nut. So I will tell you this.
Speaker 2 (21:13):
I got that from my years of working in film
finance and structuring and learning rights windows. So I understood
the finance side, I understood hardware side. What I learned
was really content licensing and windows and structures, and I
got the benefit of Netflix used to be a customer,
so I used to sell them DVDs. All my gaming
DVDs I would sell to them, and then, you know whatever.
(21:35):
I would pick up my checks from Jose and you know,
like literally go to the house and pick up my checks.
But when they started to switch to what they are now,
they told me and I said, I don't even know
what that is, but God bless you and good luck. Right,
And then I watched and I watched Ted, and I
watched those guys create their own rights window, and I said, wow,
that's interesting. This has been an industry that's been around
(21:56):
for this long and they just created a new window.
So you had YouTube that owned the digital you had.
Now you had Netflix to own this window and I
don't care about e they owned that window.
Speaker 1 (22:07):
And then you had television.
Speaker 2 (22:09):
So when I was starting reach, I said, well, I
can't beat any of those guys, but I know what
I can win. I grew up in retail and nobody
was focusing on the retail rights when I went with
DLA Piper to every studio and we renamed and redefined
what closed circuit rights were. And that is the window
I would after because I knew that I if I
(22:30):
built the network, I would have a massive audience, and
no league doesn't want to miss this audience who has
this much disposable wainhouse. Our focus was first get out
there scale, then second, let's really do this. If you're
going to do it in this day and age, you
have to have a lot of sports. And our acquisition
of CNN Airport gave us that complete footprint of both restaurants,
(22:53):
food retail and all the bars and the gates. So
all of a sudden, now we really own the space.
And then everybody had to.
Speaker 3 (23:01):
Come absolutely and you found your niche at a place
you could own it as a post to where they
already were.
Speaker 4 (23:06):
You know.
Speaker 3 (23:07):
In baseball, one of the more famous quotes was from
a player in the twenties named we Willie Keller and
what he said that made him famous.
Speaker 4 (23:16):
They said, what was.
Speaker 3 (23:17):
Your strategy as a baseball player? How'd you get so
many hits? Because he had the highest batting average, got
more hits than anybody in the era, and he said,
I hit him where they ain't okay, And you know
what you're saying is you found where they ate and
you went there and that's how you win. So let's
talk about this from the other side. From an advertising perspective.
(23:37):
We're at a situation where there's massive consolidation going on. We've
just completed the Omnicom IPG acquisition, which has created now
the largest holding company. That's a consolidation. We see the
potential consolidation of Warner Brothers happening one way or another.
With your friends at Netflix or your friends at Paramount
one of the two, or who knows, we're seeing that
(23:59):
consolidation in a different way.
Speaker 4 (24:02):
You know.
Speaker 3 (24:02):
Does that worry you at a time when agencies are
consolidating and you know there's an advertising play here, how
do you see that consolidation impacting you know, a company
like Reach?
Speaker 1 (24:15):
Well, two things.
Speaker 2 (24:16):
Number One, our job is as CEO is a look
at the future. I've seen this coming a couple of
years now, and so we've been planning. That was why
we made the investment and acquiring a data company that
had the twenty million locations tag. That's why we made
the investment to TransUnion integration so we could have a
TransUnion I data pass through. And that's why when I
talked to PK was that's why we did the integration
(24:38):
with Axiom. Now you have the most powerful data platform.
We're fully integrated and we're the exclusive travel retail.
Speaker 4 (24:44):
Day for our listeners.
Speaker 3 (24:46):
Is Philip Kirkowski, Yes, former CEO of Interpublic who is
now the co president of omnakong Y.
Speaker 4 (24:52):
PK is Philip Kurkowski.
Speaker 2 (24:54):
Yes, I'm sorry and I so used to my nicknames
it him. But he's been a mentor to me for
fourteen years before even started this.
Speaker 3 (25:01):
And a friend to me by that long, and I
think probably we mentor each other.
Speaker 4 (25:05):
And way, so that's a nice shared shared friend.
Speaker 2 (25:08):
He's always so thoughtful about how he speaks and where
these sees the market, and I think I like to
tap into people that know and see things different than me,
so I can kind of figure out where we go.
Our goal was always to be ahead of that and
be able to be a partner as these things come together.
But also the entrepreneur me says, what consolidation that means
(25:29):
they're big and slow. I'm a speed boat, so I
can move where they can't.
Speaker 4 (25:34):
Move.
Speaker 2 (25:34):
I could do things they can't do, so they could
use us.
Speaker 3 (25:37):
Lynn Wood. I'm certain our listeners will agree with what
I'm about to say. You're a marvelous storyteller. And my
understanding is in some of our conversations you're thinking about
writing your first book.
Speaker 2 (25:49):
It's something that I've been pushed on by many of
my friends and family and people. And I came up
with one book and I was told even by some
of your people that it was.
Speaker 1 (25:58):
A bad idea.
Speaker 2 (25:59):
But the one, the one that everybody wants me to do,
is the one that's really about how we grew up,
how I grew up where you know, how I navigated
to where I am today. I think it's important, and
this is not an arrogance or anything else. I think
that I had so many people I get to look
up to and meet that did things that I wanted
to do. I'll give you one that a lot of
people don't talk about, which to me is a crime.
(26:22):
Dick Parsons was one of the greatest people and leader.
Speaker 3 (26:27):
Fortunate to know Dick and work with him, and you know,
have enormous respect for what he accomplished as a leader
in the industry, and just as a as an all
around good guy and as what I would say, and
we all understand, I hope the word mensch. He was
a mensch who was a wonderful man.
Speaker 2 (26:43):
Yeah, he took me for no reason. You know where
I was working on a deal and it happened to
get to him. And then he said, who is this guy?
Brought me up? And then you know I got to
see him and for a young black guy to see
this guy do what he was doing, and it was
a level of grace in which he did it.
Speaker 1 (27:05):
That's a perfect word to describe Parsons.
Speaker 4 (27:08):
Yes, he was graceful.
Speaker 3 (27:09):
That's graceful and elegant and elegant, but.
Speaker 2 (27:12):
Was able to accomplish a lot because he he could
see it and then he knew how to get you
to do it. He was stern, but he didn't feel
like it was stern. I think that all of us
need somebody to look backwards to and in his time
where there's all kinds of things where you want to
know who's the people give him back, break crumbs and
reach him back up. When you give up a ladder
and turn it back around, put your hand down to
(27:33):
pull somebody else up. If my story helped one person
do that, then then it's worth me writing it.
Speaker 1 (27:38):
I don't care if only I read the book.
Speaker 3 (27:40):
I've not heard it I said that way, but I
like the way you said that. I'm going to use
that line and I'll give you credit for some period
of time. The one I've always heard was you better
be nice to people on the way up the ladder
because you may meet him on the way down.
Speaker 1 (27:54):
So it's you know, remembering, remembering the journey, you know it.
Speaker 3 (27:57):
Don't be a schnook, you know when you're building, because
those people are people that you know. Back to what
we said, relationships matter, well.
Speaker 2 (28:05):
I mean, I grew up my grandfather on a garbage trut,
you know when I was a kid. When your after
school job is getting on a garbage truck, it's humbling
because your friends are seeing you on the back of
a truck. So I'm glad I went through that because
that it I always treat people the same, so it's
helped me stay that way my whole life.
Speaker 3 (28:23):
Good company will be right back after the break. We've
been working closely together now for the past year or so,
and something that struck me is how deliberate you are
(28:46):
about timing as you look forward to twenty twenty six,
you know, is there a particular conviction that's driving the
next set of moves for each TV. I mean, you're
a thoughtful guy.
Speaker 2 (28:58):
I think what you had mentioned earlier is setting up
prime for what we're planning on doing. Which you mentioned
earlier was the consolidation of these bigger agencies leads to
I'm gonna buid things that keep my job, you know.
And what also leads to making sure that our partnerships
are with companies that are established and they can help
(29:19):
alleviate those kind of concerns. We are looking at other
companies that can help us finish this journey and scale.
So that has been the focus and target, and it's
been two years of testing and integrations, but we're at
the culmination of about to really launch that and that
will double our footprint, open up another's part. And we're
(29:40):
focused on our space. And I think this is one
thing that I like to tell everybody. I want to
own the travel space. I noticed a bunch of other
places out there. I don't need those right now. I
have a really specific category that I'm focused on, and
that category is going to be ours If you think
travel you're going to GUS and I leave it is
when you look at traveling tourism.
Speaker 1 (30:01):
And then that when I've when.
Speaker 2 (30:03):
It really made me love this part was that it's
ten percent of global GDP. It's ten percent of US GDP.
That's one thing. It's ten percent of all jobs. Right,
So then I said, wait a minute, hold on, that's
that part of it is the second part that nobody
talks about, which is a spend of travelers. That's like
forty percent of our GDP. So owning the traveler.
Speaker 1 (30:26):
It's a good place to be.
Speaker 3 (30:28):
God knows. And you know, if I've created anything reputationally,
it would be that I travel a lot. So I
agree with you. You know, I'll tell you one funny
story about relationship. I was a pretty regular flyer on
United Airlines back in the day, and as such, they
created a category that they used to call Global Service
and they get, you know, a lot of handholding and whatnot.
(30:50):
The story goes like this, I'm on a flight and
there's a flight attendant and she's wearing her name tag
on her sweater and it said end period and her
last name. And I looked at it and I said, gee,
I grew up with somebody with that name. Are you
somehow related to him? And this person had actually changed
his name his last name, And she said, well, if
(31:10):
you mean so and so, yes, he's my uncle.
Speaker 4 (31:13):
I said, that's crazy. I said, I've known him since kid.
Speaker 3 (31:16):
He was older than me, but he was like the
older kid in the neighborhood and I knew him very well,
and he was very close to our family. I said,
that's crazy that he's your uncle. And so we established that.
So we exchanged information, and I sent a note to
her uncle saying, how funny it is fast forward. Because
I was pretty regular. I would see her occasionally on
(31:37):
flights and she would be there and she'd give me
a big hug when i'd come on the plane. And
one time I get on the plane and my back
was killing me and I ended up having back surgery
and I'm escorted on the plane by the Global service team.
They seat me in my seat, and I know them
pretty well, and they give me a hug. She turns
out to be the flight attendant on that flight, and
(32:00):
she comes over and gives me a big hug. And
guy's sitting next to me doesn't say anything, but he's
kind of noticing that they're making a hubbub and at
some point I say, I call her over. Her first
name was Nancy, and I said, Nancy, I wonder if
you could do me a favor. My back is really
hurting me. I said, could you make an ice pack
of some sort, like, do you have a plastic bag
that you put some ice cubes in so I could
put it on my back. It's really sore. She said,
(32:22):
I've got something better. She said, I have my own
cold ice thing that I use. She said, I've got
it here on my bag. She said, let me give
it to you to use. So she goes and gets it.
She comes in and this is probably more information than
our listeners need, but I was wearing sweats on the plane.
She comes and she takes the ice pack, and she says, Michael,
let me help you with it. And she's now taking
(32:43):
her hand and basically putting it down on my back
with the ice pack, And finally the guy next to
me turns and goes, boy, you are a frequel flock.
It was one of the funniest moments because here I
have the flight attendant basically putting her hands down my butt.
Not literally, but he looked at you goes, boy, you're
really a frequent flyer.
Speaker 4 (33:03):
So I just love that story.
Speaker 3 (33:04):
I felt like, Michael Clinton, there you go.
Speaker 1 (33:06):
Yeah, yeah, I love that movie by the way.
Speaker 2 (33:09):
You know, it's funny though, when I think about, like
even when we partnered up together, and you know, I
have really David Kolo is one of one of my
tightest friends. The thing that really drew me to you
was what Dave said, which was that Michael is probably
the one guy in this industry who understood that these
categorizations that are put in are the worst things for
(33:31):
the entire industry. It does not match the consumer consumption whatsoever,
and it probably is the one thing that's holding back
and that's why this consolidation is happening, because they're not
understanding how to talk to a consumer through the journey.
And he said, there's one guy who knows how to
do it.
Speaker 1 (33:48):
It's Michael.
Speaker 2 (33:49):
And so I just wanted to say that because that
was really the thing that David told me years ago
about you.
Speaker 3 (33:55):
I'm fortunate to have known day for a long time.
I'd like to think we get to say we each
taught one another something I learned the out of home
business from Dave. But he worked for me, yeah back
in the day, and I think I taught about a
few things as well along the way.
Speaker 1 (34:08):
I mean, he was the one to be an expert
in this building. What he did.
Speaker 2 (34:12):
He looked at me and goes, you're not out of home.
He's like, I don't even know what He's like. I
didn't buy you my entire career and I built a
billion dollar out of home business. He did, And so
that was one of the things that drove me to
really focus on moving our entire networking with Nielsen working hand.
Had to make sure that we qualified and we are
(34:33):
certified to be video and TV company, so not an
out of home company. Because you and I talked to
the out of home buyers, they're like, what is an
NFL spot?
Speaker 3 (34:42):
No, no, no, it's it's it's a different and Todave
you fool those points and Lynnwood, thank you for mentioning it.
I don't look at life in a linear fashion. I
look at it. I try to look at it the
way the consumer does. So Linnwood, this is where I
get to have some fun. I'm going to throw some
things at you, kind of speed around, just give me
your responses, and speaking of unexpected, is there one small
(35:04):
habit in your daily routine that brings you unexpected joy?
Speaker 2 (35:08):
One small habit I started doing and I do it
five days a week headspace, and I mean there's times
I go one hundred and seventy days straight and you know,
I don't know what it is. And I always use
the Australian voice. So shout out to that guy. I
don't know who you are, but your voice is in
my head. It just takes me to a place of
(35:30):
I don't know. At the end of that ten minutes
of eyes closed and breathing, I just feel like, no
matter what was going on, I'm able to come back
and see it.
Speaker 4 (35:39):
That's a good one. Yeah, that's a good one.
Speaker 3 (35:41):
Which airport, Since we're talking about travel and you know
your presidence and airports, which airport best reflects your personality
and which airport drives you crazy?
Speaker 2 (35:52):
Oh man, my personality probably zeez, because I have a
lot of personalities.
Speaker 1 (35:58):
Probably be JFK sins. I got enough terminals, But good answer.
Speaker 2 (36:03):
But I have loved what they've done in all three
New York airports. I think New York has really done
a great job of investing.
Speaker 1 (36:11):
In Terminal A.
Speaker 2 (36:13):
When I first saw it, we were in before it
went live, so we already had dropped and I was
walking through that, I'm like, this is going to be insane,
and being a Jersey guy seeing the big R in
the middle for my ruckers and just the dunkin going through.
Like I even try to get them to do a
campaign just just write light and sweet.
Speaker 1 (36:31):
If you grew up in Jersey, you know what it is.
You don't have to say anything else.
Speaker 2 (36:34):
So I just like, you know, I love this about
all a lot of airports they are leaning into local.
You're leaning into bringing that, Like if you didn't know
what Jersey is, you don't now because because there's all
these things in there. So I think the airports that
are dropping me nuts is because they're working on fixing
their stuff. So you got some long walks Lax. But
(36:56):
I love Lax because they're bringing in so much local things.
I saw Bow and you know, lemonade, and.
Speaker 3 (37:02):
They're all in the airport bringing the local to the airport. Yeah,
that's great, Linnwood. You're obviously a big sports guy. What
are your favorite teams?
Speaker 2 (37:09):
Nick's, Giants, Yankees, Dodgers In there hunt no Dodgers in there.
My favorite player ever for basketball is Magic. My favorite
player ever for football is LT. Jeter is my guy
on the Yanks. There's no slander going to be there.
Speaker 4 (37:22):
I'm a diehard Dodger fan growing in Brooklyn.
Speaker 3 (37:25):
You know, deep Dodger blue in my blood, and my
favorite players makeing out.
Speaker 2 (37:31):
Oh and you know what's funny we were talking about
to the other day. I was trying to think of
who was so dominant that nobody talks about enough. Mariano Rivera.
You heard that Sandman song. It was over for Whovard
was for almost what ten years?
Speaker 4 (37:45):
Ten years?
Speaker 2 (37:46):
The Yankees get to the seventh inning, they win. That's
a unbelievable run.
Speaker 3 (37:50):
Linwood, I got one war for you, but I think
you've already answered it. But I'm going to give you
another shot other than Dick Parsons, and that's a great mentor.
Is there anyone else and your grandfather, yes, my grandfather
and both that you've spoken of highly. Is there any
other mentor in your life that you look at and say, boy,
that was a really good piece of advice or direction
that I got from someone.
Speaker 2 (38:10):
I will tell you I'm a sponge so I have
a ton there. I mean, I had Rick Castro, who
was my manager at Cupco Knives.
Speaker 1 (38:18):
I learned a lot about that.
Speaker 2 (38:20):
It opened the door for me to talk to parents
of my friends that I never and to this day
i'm closer to them than the kids, you know, because
I learned that I could go into any room. It
was a really weird thing that that selling knives helped
me get into that.
Speaker 3 (38:34):
On that note, lynn Wood, I want to thank you
for joining me on Good Company.
Speaker 2 (38:38):
I appreciate you bringing me on, and it's been fun
even working together. I'm learning a lot from you. I
do want to say one, I want to possible it's
different with you. Two, I went to ken Way different
with you. And three there's nobody and I repeat and
(38:59):
I think you said this too, but you use a
different colors of language. There's nobody who could pull up
the dinner that you pulled off a kid the way
you did it. And it was kind of fun to
watch for me. I was actually just watching out everybody
else was moving and just so I could smile and
laugh because I think it was one of the fun
moments of watching someone say I can't say it here,
(39:20):
what I say.
Speaker 1 (39:22):
I think our audience knows what you're trying to say.
Speaker 3 (39:25):
Lynwood Bevens, and I want to again thank you for
joining Good Company.
Speaker 4 (39:29):
Thank you. I'm Michael Casson, Thanks for listening to Good Company.
Speaker 3 (39:39):
Good Company is brought to you by Three C Ventures
in iHeart Podcasts. Special thanks to Alexis Borger Pudeo, our
executive producer and head of Content and Talent, and to
Carl Catle, executive producer at iHeart Podcasts.
Speaker 1 (39:54):
Episodes are produced and edited by Mary Doo. Thanks for
joining us.
Speaker 4 (39:58):
We'll see you next time.
Good Company is a production of iHeartRadio.
Speaker 2 (00:03):
You had YouTube that owned the digital you had. Now
you had Netflix to own this window and I don't
care about even they owned that window. And then you
had television. So when I was starting Reach, I said, well,
I can't beat any of those guys, but I know
what I can win. I grew up in retail, and
nobody was focusing on the retail rights, and we renamed
(00:23):
and redefined what closed circuit rights were because if I
built the network, I would have a massive audience.
Speaker 3 (00:35):
I'm Michael Casson and this is Good Company. Together we'll
explore the dynamic intersection of media, marketing, entertainment, sports and technology.
I'll be joined by visionaries, pioneers, and yes, even a
couple of disruptors or candid conversations as we break down
how these masters of ingenuity are shaping the future of business,
culture and everything in between. My bet is you'll pick
(01:00):
up a lesson or.
Speaker 4 (01:00):
Two along the way. As I like to say, it's all.
Speaker 3 (01:03):
Good Welcome back to Good Company. My special guest today
is Lynwood Bibbins, the chairman and CEO of Reach TV.
He's a serial entrepreneur who has shaped his career by
paying attention to signals. Others tend to miss signals in behavior,
(01:25):
in movement, in where attention and culture truly thrive. But
Linwood doesn't build by chasing demand. He builds by anticipating it.
Over the years, he's created real scale in less obvious places,
forging partnerships and platforms designed for relevance and impact. And
what sets Linwood apart is his intentional leadership, ethos and
(01:49):
distinct point of view in an industry navigating consolidation, fragmentation,
and constant tech advances. He's clear about what matters and
disciplined about what doesn't. This is a conversation about building
with purpose, leading with conviction, and playing the long game
in a business that's constantly in motion. Lynnwood Bibbins, Welcome
(02:11):
to Good Company.
Speaker 1 (02:12):
Thank you for having me. I'm excited to be here. Linwood.
Speaker 3 (02:15):
What I'd love to do is kind of have you
start by giving us your journey. I want to touch
on it, and I want to put it in the
context of a builder's mindset, but against the backdrop of
your journey, because you're a builder, and you know I
like to think I'm a builder. I was never good
with hammer and nails. I wasn't good at that stuff,
(02:36):
but I had good concepts about building.
Speaker 1 (02:38):
I was good at supervisor hills there.
Speaker 2 (02:41):
I grew up in the New Jersey with a family
that was I had a grandfather who came up from
North Carolina, bought in nineteen twenty two, came up here
to New Jersey and had his own garbage rap. He
became an entrepreneur and a place where you normally wouldn't
be able to be one. And one of my first
jobs and and learning and watching was watching this guy
(03:02):
with a second grade education build a business and build
it from a small truck to four trucks to the
bigger companies coming in and buying him and just watching
that journey as a kid and really understanding what he
went through. It gave me a different perspective of what
was important for him. Was legacy for him was teaching
(03:23):
us that you could do anything despite what you hear
and read. There is no limitations except.
Speaker 1 (03:29):
In your mind.
Speaker 2 (03:30):
And I learned one of my most valuable things he's
ever said to me, And everybody who knows me knows
I do this. Now I've taken her from him, and
he would ask, he would come back, get home, and
he would say, hey, how are you? And when he
said that, he wanted one answer and one answer only,
which was I'm good, I'm breathing, and I do.
Speaker 1 (03:50):
That to everyone.
Speaker 4 (03:52):
Funny.
Speaker 3 (03:52):
I thought you were going to tell a different story, though,
And what I remember my dad, that you're talking about
your granddad.
Speaker 4 (03:57):
My dad.
Speaker 3 (03:58):
The way he would catch me, we'd sit down at
the dinner table. He'd say, so, Michael, you're going to
tell me about what happened at school today. How'd you know, Dad,
Because the odds are something happened every day, So he'd
always catched me. How'd you know, Dad? Well, you know,
I have my ways. But that's where I thought you
were going.
Speaker 2 (04:15):
Now, you know he had those ways to get me
because I was He knew I would tell him. But
that just gave me this thing, that positivity in your
brain triggers all kinds of other things, and the people
that are negative, it triggers all kinds of other things.
Speaker 3 (04:30):
And you know, I interpreted as confidence, always looked at
it that way. And I tell the story. When I
started a particular venture back in the day, I remember thinking,
I'm not sure that this can be done. I'm sure
that if it can be done, I can do it.
But I had to get past the g is this
(04:50):
actually possible for anybody? Because my view is again high
degree of self confidence. But my view is if it's doable,
I can do it, but it may not be doable. Yeah,
you're and I think we're saying the same thing. And
that's an important mindset for a builder because you're taking risks.
Speaker 2 (05:09):
I always say entrepreneurs are the crazy ones. If you
think about what you're doing. When you say I'm going
to write a business plan, I'm going to start a business,
you're basically saying all these people around the world couldn't
solve the problem, but I can.
Speaker 3 (05:22):
Well, you know, I also have another ad to that,
Glenn Wood. I always say, when someone says to me
they're a serial entrepreneur, describe themselves as such. I say,
let me ask you one question. This is the entrepreneurial question.
I always have to ask. Have you ever had to
put your head on the pillow at night and worry
about how to cover the payroll?
Speaker 4 (05:42):
I said, because if.
Speaker 3 (05:43):
You haven't done that, you're not an entrepreneur. Because when
you are the entrepreneur, it's one thing you said is
absolutely right. You're basically saying I can solve a problem
or I have an answer that no one else did.
But you're also then likely taking on responsibility for the
employees that you hire, and they have to come first
to an entrepreneur. When you think you're an entrepreneur, just
tell me you have you had to worry about that.
(06:04):
If you haven't, then you're not an entrepreneur. And it's
funny is we get into this.
Speaker 2 (06:07):
It's a small group of my friends that are really
like me, and we have these funny conversations. Where as
an entrepreneur, we believe everything we believe, We really believe
it to the point where we are reinvesting right back
into ourselves. And I say, when we are entrepreneurs, so
is everybody in our families and.
Speaker 3 (06:24):
All of our friends. Well they understand Linwood. It's what
I call the carousel. Life is kind of like a carousel,
you know, at a theme park or at a country fair.
But what I try to do is make sure if
it was an our carousel ride for a certain amount
of minutes. On every ride, I get off and just
check out what's happening around me, because sometimes we all
get wound up on that carousel and we don't step
(06:46):
off and look in and go, wait, what's actually happening here?
So I try to do that. That's my dose of reality,
But I want to keep going on our builder's mindset.
You grew Reach TV during COVID, during the pandemic time
when travel was in free fall. It was kind of
counterintuitive to do something that had to do with airports
(07:07):
and travel at a time when people weren't actually in
airports and weren't traveling, or certainly weren't as.
Speaker 1 (07:14):
Much they were gone.
Speaker 2 (07:15):
It was you know, I always tell people the first
four years of Reach were me building relationships and credibility
in that community, and the pandemic proved that they built
relationships because it went to zero. And one of the
things that my team called me there was a panic.
(07:36):
You know, being the entrepreneur, you have to not let
anybody else.
Speaker 1 (07:40):
See that panic.
Speaker 2 (07:40):
So I took a deep breath and say, guys, let
me call you in thirty minutes. I'm in the middle
of something. I wasn't in the middle of anything. I
was just like, wait a minute, what are we going
to do here? And I took a step back, some
deep press and I said well, we're going to find
out what we're worth here. We're going to really find
this out. I said, We're going to call up everybody
and what is nobody there? And we did our costs reducted.
(08:04):
And if you do that, I'll keep my entire team.
And when we come out of this, I guarantee you
will be the best service you've ever had. And I
made it one call, They're like, yeah, of course. I
made another, Yeah, of course, and then next thing you know,
we had everybody reduced our costs.
Speaker 3 (08:20):
You know, this is about you, but it's about business
and it's about back to what I said, the builder's mindset.
I was on a call this morning with a company
that I've just become more involved with, and when we
were doing an interview with the press to talk about it,
the CEO of that company said that the importance of relationships,
(08:43):
and he was focusing on that, it's never underestimated this room,
the importance of relationships. But what you said that really
caught my attention is that we're going to get through
this and the relationships that enabled you to go to
those customers and say that what I experienced when the
(09:03):
pandemic happened in a consulting in a strategy business, you
can certainly understand. I used to kid around and say,
when the CFO is looking at where they're going to cut,
they go alphabetically ABC Consulting, draw a line through that,
because we're going to cut all of that. And so
that's what we expected would happen in the pandemic, because
(09:25):
that's the thing you think, Okay, I can do without
that now if I have to find survival. What I found,
and what was so pleasantly surprising for us, was the
relationships were so strong that many of the clients called
and said, look, I'm cutting all consultants, but I'm not
cutting you, or we're cutting everything down. We're still keeping
(09:46):
you in. We're just going to reduce it. That was
based on relationship all that and that to me is
the telltale sign of how strong of those relationships. You
never want to have to try to test them, but
when you do, pandemic had you do it no matter.
Speaker 4 (10:01):
What pandemic was.
Speaker 3 (10:02):
The forcing function.
Speaker 1 (10:03):
In the pandemic.
Speaker 2 (10:04):
I would say that moment was one of the moments
I talk about now as the key to why we're here.
And the second moment came from our team We were
sitting there two weeks into the pandemic saying, okay, so
what are we going to do?
Speaker 4 (10:16):
Right?
Speaker 2 (10:17):
We don't really have people coming through, and we decided
to have and I love this call. We're bringing it
back and we did. Our whole team talk about it.
Speaker 1 (10:25):
We had a call.
Speaker 2 (10:26):
It was only called dreaming. You are not allowed to
talk about anything to do with what we actually do
right now. It was what if we could do this?
And if anybody talked about what we were doing today,
their punishment they got muted and they couldn't speak for
the less to call. So it was the funnest call.
It was such a thing and it made us. The
(10:48):
things that we're doing now came from those calls.
Speaker 4 (10:51):
Yeah, I bet, I bet we know.
Speaker 3 (10:53):
We learn more from adversity and from I've always subscribed
to the view that one learns oft times more from
than you do from success. So you have to learn
from that. Let's talk about platforms, Lynwood. One of the
things you did was you reinvented the airport, if you will,
as a media platform. And I have some experience in
this regard. Unusually, but you know, airport media was considered
(11:17):
background noise by so many people. I mean, and you know,
I've always believed it didn't need to be because you've
got captive eyeballs, and whenever you've got captive eyeballs, you
should make it meaningful. But when you look at the
traveler experience, where do you see the biggest opportunity for
media to be playing in that? I mean, I just
saw the government announcing they're going to build gyms inside
(11:38):
the airports. I mean, you know, I'm not sure I
would be spending that money right now when we've got other,
you know, considerations. But that's something about using that medium
in a different way.
Speaker 2 (11:48):
I think people understand that. The way I looked at
it when I first saw it was I travel all
the time. I was sitting in JFK Terminal four. I
remember the moment, sitting at JFK Terminal four and there's
a beautiful bar there, and I was with my significant
other and where she wanted to go shopping. I wanted
to finish watching the game, and I was torn do
(12:10):
I get yelled at or do I finished watching the game.
I'm like, why can't I have this screen come with
me over here? Why can't this screen be programmed exactly
what I wanted to be. And this is the third
time that I've run into this where I'm watching like
Charmed was on because somebody left it from last night's game.
So I don't want to see Charmed. I'm in the airport.
It's me, don't I don't watch anoh against Charmed. I mean, God,
(12:31):
bless you, but that's not what I want to watch.
And I asked, why can't that be programmed for me?
Specifically this screen? And I had some experience in the
passing there, but what I thought is the most valuable
audience is travelers. But they're also the most fragmented. They're
the hardest ones.
Speaker 1 (12:48):
To get to.
Speaker 2 (12:49):
And normally what you had was I came from tech,
but what you had running all the media in the
airports were networks, traditional networks that pushed one button to
everyone where, and that doesn't work. How do I make
sure that the New York traveler feels like it's coming
to them versus the Philly traveler, versus the LA traveler?
(13:09):
And I started thinking, Wow, there's actually something here. And
the other thing that was really important to me is
I'm talking to people who are traveling me is positivity.
There was so much negative noise coming from that same media, like,
all right, I see enough of that. I don't need that.
And when you have that many people coming together, negative
things lead to negative things. So we wanted to focus on.
(13:33):
My goal was how can we bring truth and positivity
to an audience as stressed? And I knew a little
thing because I tried to buy a company called Lodgeet.
But what I found in looking at all data was
that there's two real big emotions that come out, and
they are stress and guilt. The guilt is solved by
the duty free and all the shopping, and the stress
(13:54):
is what our goal was, how do we de stress
the travel journey? And as we've we're doing it in hotels,
we're doing it in flight, we're doing it in the airport,
we're doing on a mobile, We're doing it across all platforms.
Speaker 1 (14:07):
And what I think the opportunity.
Speaker 2 (14:08):
Is, it's so glaringly right in front of us, but
I think everybody else is starting to see it now
with the culmination of these data platforms and rewards and
what people are calling travel retail media and retail media.
Now I'm gonna age myself. I was in co op marketing, so.
Speaker 1 (14:25):
I know what this really is. Retail media to me
is just co op marketing are a different name.
Speaker 3 (14:32):
It's exactly what it is. It's the reimagination of a
free standing insert if you've got to it.
Speaker 2 (14:37):
Correct And I'm in a place where there's a store
every ten feet.
Speaker 3 (14:41):
We're going to hit pause for a moment, but stay
with us after the break, We've got more insights to
share it Glynn, would you talked about this and you're
talking about the utilization of data and identity and the
(15:01):
world of reach TV, and the analogy to retail media
is spot on, because first of all, that's what this is.
And you're also hitting on a buzz for me, which
was years ago. I was engaged by a private equity
firm to do diligence on an acquisition they were making
(15:21):
and they out of home space, and the lesson I
learned was, if you find me a situation that you
can use the following three words in a sentence in
the right order, there will be money to be made
and opportunity exists. And those three words are fragmentation, consolidation,
and efficiency. If you can find me a place to
(15:45):
use those three words in the right order, I e.
Find me a fragmented situation that can be made more
efficient through consolidation, there's a winner. And this gentleman taught
me that because he said, Michael, the area that I
think people should focus on is the airline industry and
airports because you have a fragmented system. Each airline has
(16:11):
a side hustle of selling advertising on their screens and
it's inefficient. So look at it through the lens of
the theater advertisers, National cinemedia and screens and the theater advertisers.
They took a fragmented industry that could be made efficient
(16:31):
through consolidation, and they created an industry. It's no different
than the interconnects for local cable. The idea that you
have developed and the utilization of data and the Axiom
partnership that I know is a game changer, is doing
exactly that. You're consolidating a fragmented circumstance which has been
(16:55):
background noise and utilizing the data. And now I'm going
to shut up because I'm answering your question. But I mean,
it's an amazing moment and you saw that value, so
please yeah that bandit.
Speaker 2 (17:06):
Where you're going is really what's happening. I mean, if
you think about this, the airlines, we're in their gates,
we're in the terminals. They make money on these things.
So they're starting to realize, Wait a minute, and here's
the crazier part.
Speaker 1 (17:18):
With airlines and all.
Speaker 2 (17:20):
These things, we're the one network that is talking to
the places that come in. So if you're a new
if you're going to Atlanta, how many other ten airports
that go to Atlanta, that's the best time to talk
to them. And what you're seeing is we were dealing
with local airlines. The nationals didn't know that we were
doing the installation. So I think when people don't realize
the heavy lift that we took on wasn't just that
(17:42):
we took over screens. We're doing the wiring, We're doing
the fiber. We're the old school cable. We have belts,
we got people on ladders, we got field reps coming
Welcome to the airport every day. Our turnaround service time
is forty eight hours.
Speaker 4 (17:55):
You're just not the cable guy that we hate.
Speaker 1 (17:57):
You're the cable get it that we like.
Speaker 2 (17:58):
We're a cable guy that has an houration me at
my contracts at the airport. But and it costs more
but the service and the level of quality of that
is led to when you look at the AXIOUM opportunity,
they have what two hundred and thirty brands, But what
does every brand have? Now people are talking about them
as all being networks and retail, what they really have
(18:19):
is customers and loyalty and data that they have never
been able to hand off in a handshake to someone else.
Speaker 3 (18:27):
You know. Then this is something that's so interesting because
early on, and we're fortunate to work with the Home
Depot today in their retail what they call Orange Apron.
But I worked with Home Depot for many, many years,
and back in the day we were thinking of some
content creation with Home Depot and I said, look, you're
basically a network. Back then, I think the number was
(18:48):
one hundred million people a year walked through the doors
of the Home Depot. You're a network. Yes, you're a platform.
I got one hundred million people a day a year
coming through. Whatever the number was. I'm to quote be
on the number please, But that's view that I've always shared.
You've got this when you're Walmart, you're a network. You're
a network, hundreds of millions of people walking through your
doors after years.
Speaker 2 (19:08):
I remember telling that on when we announced liv golf
and people are asking about Walmart's doing this with paramount
and they're doing this, and I said, do you guys
understand how many people go through Walmarts? You know my
early in my career, I used to sell computers and
consumer electronics and hardware. I would buy from all the
big manufacturers and resell to Walmart's targets, CDW's what used
(19:32):
to be COPYSA. So these are all my clients, and
all the way down to AA fees which solds all
the military bases. So I came from a retail mindset
and binds and which is it? I can't say these words,
but it's all about three words. Sell more shit, Sell
more shit is the only thing we cared about. And
I say that because I want to make one reference
which I think is really applicable in this day and time.
Speaker 1 (19:56):
I launched an.
Speaker 2 (19:57):
Internet company in nineteen ninety six called Picking dot Com.
We grew at because what we saw was the evolution
of platforms. And I'm going to go a long route
to get to why I'm saying this. The evolution of
platforms went from magazines where they're always selling you know,
for Computer shopperk I bless them.
Speaker 1 (20:14):
We're doing a million and a half a month with them.
Speaker 2 (20:16):
And then that evolution went from taking the magazines the
handouts and making them a website. No fancy, but it's
just really taking this and put it on web. I
launched a company in that time because I said that's
too much noise. We're going to do six deals a day.
And that was my company, and we won top five
website for three straight years. We went from zero to
forty forty to one hundred million, right just by fitting
(20:39):
in that space.
Speaker 3 (20:40):
Well, well, and Lynn, would you say that, But it's
not just by fitting in the space. You've been remarkably
kind of savvy in acquiring sports rights NFL Live, Golf,
HBCU athletics. What was your you know, kind of philosophy
around rights acquisitions because the unique nature of what you've
(21:02):
done is you're meeting the people where they are. You're
meeting the people with what they want. You said about
you don't want to watch charm, no disrespect the charm.
Speaker 1 (21:10):
I'm a sports nut. So I will tell you this.
Speaker 2 (21:13):
I got that from my years of working in film
finance and structuring and learning rights windows. So I understood
the finance side, I understood hardware side. What I learned
was really content licensing and windows and structures, and I
got the benefit of Netflix used to be a customer,
so I used to sell them DVDs. All my gaming
DVDs I would sell to them, and then, you know whatever.
(21:35):
I would pick up my checks from Jose and you know,
like literally go to the house and pick up my checks.
But when they started to switch to what they are now,
they told me and I said, I don't even know
what that is, but God bless you and good luck. Right,
And then I watched and I watched Ted, and I
watched those guys create their own rights window, and I said, wow,
that's interesting. This has been an industry that's been around
(21:56):
for this long and they just created a new window.
So you had YouTube that owned the digital you had.
Now you had Netflix to own this window and I
don't care about e they owned that window.
Speaker 1 (22:07):
And then you had television.
Speaker 2 (22:09):
So when I was starting reach, I said, well, I
can't beat any of those guys, but I know what
I can win. I grew up in retail and nobody
was focusing on the retail rights when I went with
DLA Piper to every studio and we renamed and redefined
what closed circuit rights were. And that is the window
I would after because I knew that I if I
(22:30):
built the network, I would have a massive audience, and
no league doesn't want to miss this audience who has
this much disposable wainhouse. Our focus was first get out
there scale, then second, let's really do this. If you're
going to do it in this day and age, you
have to have a lot of sports. And our acquisition
of CNN Airport gave us that complete footprint of both restaurants,
(22:53):
food retail and all the bars and the gates. So
all of a sudden, now we really own the space.
And then everybody had to.
Speaker 3 (23:01):
Come absolutely and you found your niche at a place
you could own it as a post to where they
already were.
Speaker 4 (23:06):
You know.
Speaker 3 (23:07):
In baseball, one of the more famous quotes was from
a player in the twenties named we Willie Keller and
what he said that made him famous.
Speaker 4 (23:16):
They said, what was.
Speaker 3 (23:17):
Your strategy as a baseball player? How'd you get so
many hits? Because he had the highest batting average, got
more hits than anybody in the era, and he said,
I hit him where they ain't okay, And you know
what you're saying is you found where they ate and
you went there and that's how you win. So let's
talk about this from the other side. From an advertising perspective.
(23:37):
We're at a situation where there's massive consolidation going on. We've
just completed the Omnicom IPG acquisition, which has created now
the largest holding company. That's a consolidation. We see the
potential consolidation of Warner Brothers happening one way or another.
With your friends at Netflix or your friends at Paramount
one of the two, or who knows, we're seeing that
(23:59):
consolidation in a different way.
Speaker 4 (24:02):
You know.
Speaker 3 (24:02):
Does that worry you at a time when agencies are
consolidating and you know there's an advertising play here, how
do you see that consolidation impacting you know, a company
like Reach?
Speaker 1 (24:15):
Well, two things.
Speaker 2 (24:16):
Number One, our job is as CEO is a look
at the future. I've seen this coming a couple of
years now, and so we've been planning. That was why
we made the investment and acquiring a data company that
had the twenty million locations tag. That's why we made
the investment to TransUnion integration so we could have a
TransUnion I data pass through. And that's why when I
talked to PK was that's why we did the integration
(24:38):
with Axiom. Now you have the most powerful data platform.
We're fully integrated and we're the exclusive travel retail.
Speaker 4 (24:44):
Day for our listeners.
Speaker 3 (24:46):
Is Philip Kirkowski, Yes, former CEO of Interpublic who is
now the co president of omnakong Y.
Speaker 4 (24:52):
PK is Philip Kurkowski.
Speaker 2 (24:54):
Yes, I'm sorry and I so used to my nicknames
it him. But he's been a mentor to me for
fourteen years before even started this.
Speaker 3 (25:01):
And a friend to me by that long, and I
think probably we mentor each other.
Speaker 4 (25:05):
And way, so that's a nice shared shared friend.
Speaker 2 (25:08):
He's always so thoughtful about how he speaks and where
these sees the market, and I think I like to
tap into people that know and see things different than me,
so I can kind of figure out where we go.
Our goal was always to be ahead of that and
be able to be a partner as these things come together.
But also the entrepreneur me says, what consolidation that means
(25:29):
they're big and slow. I'm a speed boat, so I
can move where they can't.
Speaker 4 (25:34):
Move.
Speaker 2 (25:34):
I could do things they can't do, so they could
use us.
Speaker 3 (25:37):
Lynn Wood. I'm certain our listeners will agree with what
I'm about to say. You're a marvelous storyteller. And my
understanding is in some of our conversations you're thinking about
writing your first book.
Speaker 2 (25:49):
It's something that I've been pushed on by many of
my friends and family and people. And I came up
with one book and I was told even by some
of your people that it was.
Speaker 1 (25:58):
A bad idea.
Speaker 2 (25:59):
But the one, the one that everybody wants me to do,
is the one that's really about how we grew up,
how I grew up where you know, how I navigated
to where I am today. I think it's important, and
this is not an arrogance or anything else. I think
that I had so many people I get to look
up to and meet that did things that I wanted
to do. I'll give you one that a lot of
people don't talk about, which to me is a crime.
(26:22):
Dick Parsons was one of the greatest people and leader.
Speaker 3 (26:27):
Fortunate to know Dick and work with him, and you know,
have enormous respect for what he accomplished as a leader
in the industry, and just as a as an all
around good guy and as what I would say, and
we all understand, I hope the word mensch. He was
a mensch who was a wonderful man.
Speaker 2 (26:43):
Yeah, he took me for no reason. You know where
I was working on a deal and it happened to
get to him. And then he said, who is this guy?
Brought me up? And then you know I got to
see him and for a young black guy to see
this guy do what he was doing, and it was
a level of grace in which he did it.
Speaker 1 (27:05):
That's a perfect word to describe Parsons.
Speaker 4 (27:08):
Yes, he was graceful.
Speaker 3 (27:09):
That's graceful and elegant and elegant, but.
Speaker 2 (27:12):
Was able to accomplish a lot because he he could
see it and then he knew how to get you
to do it. He was stern, but he didn't feel
like it was stern. I think that all of us
need somebody to look backwards to and in his time
where there's all kinds of things where you want to
know who's the people give him back, break crumbs and
reach him back up. When you give up a ladder
and turn it back around, put your hand down to
(27:33):
pull somebody else up. If my story helped one person
do that, then then it's worth me writing it.
Speaker 1 (27:38):
I don't care if only I read the book.
Speaker 3 (27:40):
I've not heard it I said that way, but I
like the way you said that. I'm going to use
that line and I'll give you credit for some period
of time. The one I've always heard was you better
be nice to people on the way up the ladder
because you may meet him on the way down.
Speaker 1 (27:54):
So it's you know, remembering, remembering the journey, you know it.
Speaker 3 (27:57):
Don't be a schnook, you know when you're building, because
those people are people that you know. Back to what
we said, relationships matter, well.
Speaker 2 (28:05):
I mean, I grew up my grandfather on a garbage trut,
you know when I was a kid. When your after
school job is getting on a garbage truck, it's humbling
because your friends are seeing you on the back of
a truck. So I'm glad I went through that because
that it I always treat people the same, so it's
helped me stay that way my whole life.
Speaker 3 (28:23):
Good company will be right back after the break. We've
been working closely together now for the past year or so,
and something that struck me is how deliberate you are
(28:46):
about timing as you look forward to twenty twenty six,
you know, is there a particular conviction that's driving the
next set of moves for each TV. I mean, you're
a thoughtful guy.
Speaker 2 (28:58):
I think what you had mentioned earlier is setting up
prime for what we're planning on doing. Which you mentioned
earlier was the consolidation of these bigger agencies leads to
I'm gonna buid things that keep my job, you know.
And what also leads to making sure that our partnerships
are with companies that are established and they can help
(29:19):
alleviate those kind of concerns. We are looking at other
companies that can help us finish this journey and scale.
So that has been the focus and target, and it's
been two years of testing and integrations, but we're at
the culmination of about to really launch that and that
will double our footprint, open up another's part. And we're
(29:40):
focused on our space. And I think this is one
thing that I like to tell everybody. I want to
own the travel space. I noticed a bunch of other
places out there. I don't need those right now. I
have a really specific category that I'm focused on, and
that category is going to be ours If you think
travel you're going to GUS and I leave it is
when you look at traveling tourism.
Speaker 1 (30:01):
And then that when I've when.
Speaker 2 (30:03):
It really made me love this part was that it's
ten percent of global GDP. It's ten percent of US GDP.
That's one thing. It's ten percent of all jobs. Right,
So then I said, wait a minute, hold on, that's
that part of it is the second part that nobody
talks about, which is a spend of travelers. That's like
forty percent of our GDP. So owning the traveler.
Speaker 1 (30:26):
It's a good place to be.
Speaker 3 (30:28):
God knows. And you know, if I've created anything reputationally,
it would be that I travel a lot. So I
agree with you. You know, I'll tell you one funny
story about relationship. I was a pretty regular flyer on
United Airlines back in the day, and as such, they
created a category that they used to call Global Service
and they get, you know, a lot of handholding and whatnot.
(30:50):
The story goes like this, I'm on a flight and
there's a flight attendant and she's wearing her name tag
on her sweater and it said end period and her
last name. And I looked at it and I said, gee,
I grew up with somebody with that name. Are you
somehow related to him? And this person had actually changed
his name his last name, And she said, well, if
(31:10):
you mean so and so, yes, he's my uncle.
Speaker 4 (31:13):
I said, that's crazy. I said, I've known him since kid.
Speaker 3 (31:16):
He was older than me, but he was like the
older kid in the neighborhood and I knew him very well,
and he was very close to our family. I said,
that's crazy that he's your uncle. And so we established that.
So we exchanged information, and I sent a note to
her uncle saying, how funny it is fast forward. Because
I was pretty regular. I would see her occasionally on
(31:37):
flights and she would be there and she'd give me
a big hug when i'd come on the plane. And
one time I get on the plane and my back
was killing me and I ended up having back surgery
and I'm escorted on the plane by the Global service team.
They seat me in my seat, and I know them
pretty well, and they give me a hug. She turns
out to be the flight attendant on that flight, and
(32:00):
she comes over and gives me a big hug. And
guy's sitting next to me doesn't say anything, but he's
kind of noticing that they're making a hubbub and at
some point I say, I call her over. Her first
name was Nancy, and I said, Nancy, I wonder if
you could do me a favor. My back is really
hurting me. I said, could you make an ice pack
of some sort, like, do you have a plastic bag
that you put some ice cubes in so I could
put it on my back. It's really sore. She said,
(32:22):
I've got something better. She said, I have my own
cold ice thing that I use. She said, I've got
it here on my bag. She said, let me give
it to you to use. So she goes and gets it.
She comes in and this is probably more information than
our listeners need, but I was wearing sweats on the plane.
She comes and she takes the ice pack, and she says, Michael,
let me help you with it. And she's now taking
(32:43):
her hand and basically putting it down on my back
with the ice pack, And finally the guy next to
me turns and goes, boy, you are a frequel flock.
It was one of the funniest moments because here I
have the flight attendant basically putting her hands down my butt.
Not literally, but he looked at you goes, boy, you're
really a frequent flyer.
Speaker 4 (33:03):
So I just love that story.
Speaker 3 (33:04):
I felt like, Michael Clinton, there you go.
Speaker 1 (33:06):
Yeah, yeah, I love that movie by the way.
Speaker 2 (33:09):
You know, it's funny though, when I think about, like
even when we partnered up together, and you know, I
have really David Kolo is one of one of my
tightest friends. The thing that really drew me to you
was what Dave said, which was that Michael is probably
the one guy in this industry who understood that these
categorizations that are put in are the worst things for
(33:31):
the entire industry. It does not match the consumer consumption whatsoever,
and it probably is the one thing that's holding back
and that's why this consolidation is happening, because they're not
understanding how to talk to a consumer through the journey.
And he said, there's one guy who knows how to
do it.
Speaker 1 (33:48):
It's Michael.
Speaker 2 (33:49):
And so I just wanted to say that because that
was really the thing that David told me years ago
about you.
Speaker 3 (33:55):
I'm fortunate to have known day for a long time.
I'd like to think we get to say we each
taught one another something I learned the out of home
business from Dave. But he worked for me, yeah back
in the day, and I think I taught about a
few things as well along the way.
Speaker 1 (34:08):
I mean, he was the one to be an expert
in this building. What he did.
Speaker 2 (34:12):
He looked at me and goes, you're not out of home.
He's like, I don't even know what He's like. I
didn't buy you my entire career and I built a
billion dollar out of home business. He did, And so
that was one of the things that drove me to
really focus on moving our entire networking with Nielsen working hand.
Had to make sure that we qualified and we are
(34:33):
certified to be video and TV company, so not an
out of home company. Because you and I talked to
the out of home buyers, they're like, what is an
NFL spot?
Speaker 3 (34:42):
No, no, no, it's it's it's a different and Todave
you fool those points and Lynnwood, thank you for mentioning it.
I don't look at life in a linear fashion. I
look at it. I try to look at it the
way the consumer does. So Linnwood, this is where I
get to have some fun. I'm going to throw some
things at you, kind of speed around, just give me
your responses, and speaking of unexpected, is there one small
(35:04):
habit in your daily routine that brings you unexpected joy?
Speaker 2 (35:08):
One small habit I started doing and I do it
five days a week headspace, and I mean there's times
I go one hundred and seventy days straight and you know,
I don't know what it is. And I always use
the Australian voice. So shout out to that guy. I
don't know who you are, but your voice is in
my head. It just takes me to a place of
(35:30):
I don't know. At the end of that ten minutes
of eyes closed and breathing, I just feel like, no
matter what was going on, I'm able to come back
and see it.
Speaker 4 (35:39):
That's a good one. Yeah, that's a good one.
Speaker 3 (35:41):
Which airport, Since we're talking about travel and you know
your presidence and airports, which airport best reflects your personality
and which airport drives you crazy?
Speaker 2 (35:52):
Oh man, my personality probably zeez, because I have a
lot of personalities.
Speaker 1 (35:58):
Probably be JFK sins. I got enough terminals, But good answer.
Speaker 2 (36:03):
But I have loved what they've done in all three
New York airports. I think New York has really done
a great job of investing.
Speaker 1 (36:11):
In Terminal A.
Speaker 2 (36:13):
When I first saw it, we were in before it
went live, so we already had dropped and I was
walking through that, I'm like, this is going to be insane,
and being a Jersey guy seeing the big R in
the middle for my ruckers and just the dunkin going through.
Like I even try to get them to do a
campaign just just write light and sweet.
Speaker 1 (36:31):
If you grew up in Jersey, you know what it is.
You don't have to say anything else.
Speaker 2 (36:34):
So I just like, you know, I love this about
all a lot of airports they are leaning into local.
You're leaning into bringing that, Like if you didn't know
what Jersey is, you don't now because because there's all
these things in there. So I think the airports that
are dropping me nuts is because they're working on fixing
their stuff. So you got some long walks Lax. But
(36:56):
I love Lax because they're bringing in so much local things.
I saw Bow and you know, lemonade, and.
Speaker 3 (37:02):
They're all in the airport bringing the local to the airport. Yeah,
that's great, Linnwood. You're obviously a big sports guy. What
are your favorite teams?
Speaker 2 (37:09):
Nick's, Giants, Yankees, Dodgers In there hunt no Dodgers in there.
My favorite player ever for basketball is Magic. My favorite
player ever for football is LT. Jeter is my guy
on the Yanks. There's no slander going to be there.
Speaker 4 (37:22):
I'm a diehard Dodger fan growing in Brooklyn.
Speaker 3 (37:25):
You know, deep Dodger blue in my blood, and my
favorite players makeing out.
Speaker 2 (37:31):
Oh and you know what's funny we were talking about
to the other day. I was trying to think of
who was so dominant that nobody talks about enough. Mariano Rivera.
You heard that Sandman song. It was over for Whovard
was for almost what ten years?
Speaker 4 (37:45):
Ten years?
Speaker 2 (37:46):
The Yankees get to the seventh inning, they win. That's
a unbelievable run.
Speaker 3 (37:50):
Linwood, I got one war for you, but I think
you've already answered it. But I'm going to give you
another shot other than Dick Parsons, and that's a great mentor.
Is there anyone else and your grandfather, yes, my grandfather
and both that you've spoken of highly. Is there any
other mentor in your life that you look at and say, boy,
that was a really good piece of advice or direction
that I got from someone.
Speaker 2 (38:10):
I will tell you I'm a sponge so I have
a ton there. I mean, I had Rick Castro, who
was my manager at Cupco Knives.
Speaker 1 (38:18):
I learned a lot about that.
Speaker 2 (38:20):
It opened the door for me to talk to parents
of my friends that I never and to this day
i'm closer to them than the kids, you know, because
I learned that I could go into any room. It
was a really weird thing that that selling knives helped
me get into that.
Speaker 3 (38:34):
On that note, lynn Wood, I want to thank you
for joining me on Good Company.
Speaker 2 (38:38):
I appreciate you bringing me on, and it's been fun
even working together. I'm learning a lot from you. I
do want to say one, I want to possible it's
different with you. Two, I went to ken Way different
with you. And three there's nobody and I repeat and
(38:59):
I think you said this too, but you use a
different colors of language. There's nobody who could pull up
the dinner that you pulled off a kid the way
you did it. And it was kind of fun to
watch for me. I was actually just watching out everybody
else was moving and just so I could smile and
laugh because I think it was one of the fun
moments of watching someone say I can't say it here,
(39:20):
what I say.
Speaker 1 (39:22):
I think our audience knows what you're trying to say.
Speaker 3 (39:25):
Lynwood Bevens, and I want to again thank you for
joining Good Company.
Speaker 4 (39:29):
Thank you. I'm Michael Casson, Thanks for listening to Good Company.
Speaker 3 (39:39):
Good Company is brought to you by Three C Ventures
in iHeart Podcasts. Special thanks to Alexis Borger Pudeo, our
executive producer and head of Content and Talent, and to
Carl Catle, executive producer at iHeart Podcasts.
Speaker 1 (39:54):
Episodes are produced and edited by Mary Doo. Thanks for
joining us.
Speaker 4 (39:58):
We'll see you next time.
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