June 18, 2025 • 27 mins
How does an experienced lawyer turn a struggling business into a thriving global leader? Justin B. Wineburgh, Esq, President and CEO of Alkemy X, shares how he transitioned from law to leading a post-production studio, transforming it into a powerhouse in media and entertainment.
Joined by guest co-host Sean Dawes, Co-Founder of Modded Euros, Justin discusses his journey from building a media and entertainment practice to taking the helm at Alkemy X. What started as a company on the brink of bankruptcy has grown into a leader with clients like Amazon, Netflix, and HBO.
Justin reflects on navigating business challenges, especially during the pandemic, and positioning the company for long-term growth. He shares his insights into leadership, resilience, and the importance of kindness in building a lasting legacy.
Key Takeaways:
- From lawyer to CEO: Justin’s journey to leading Alkemy X.
- Turning adversity into opportunity: Overcoming business challenges and leading a successful turnaround.
- Entrepreneurship in media: How Justin navigated the ever-evolving media landscape.
- Building a legacy: The importance of mentorship and kindness in leadership.
About Justin B. Wineburgh, Esq:
As President and CEO of Alkemy X, Justin Wineburgh has transformed the 44-year-old company from a local Philadelphia post-production studio into a solutions-driven media and entertainment powerhouse. The company has expanded its expertise into some of the industry's hottest sectors. Over his nine years at the helm of Alkemy X, Wineburgh has rejuvenated and positioned the global company as an award-winning creative partner at the intersection of entertainment, advertising, and technology.
Under his leadership, the Alkemy X team has worked on top hit series and films, including the The Walking Dead franchise on AMC, Amazon Prime’s The Marvelous Mrs. Maisel, STARZ’s Power franchise, HBO’s The Gilded Age and Westworld, and Wednesday on Netflix. They've also contributed to Academy Award-winning films like The Whale and The Wonderful Story of Henry Sugar. Additionally, the company has worked on original unscripted series such as TLC’s award-winning hit Dragnificent! and Restaurant: Impossible on The Food Network, while growing its slate of branded productions for clients like Amazon, T-Mobile, Electronic Arts, Hulu, Wayfair, Bud Light, Samsung, and more.
Connect:
Website alkemy-x.com
LinkedIn linkedin.com/in/justin-wineburgh/
Facebook facebook.com/jwineburgh
Instagram instagram.com/justinofalkemyx/
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Announcer (00:00):
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Now let's dive in.
Marc Bernstein (00:44):
Should I, should I, should I?
That's the song.
Anyway.
That's the song called Should I?
From the album by Frets Bridgesand Skins.
It's called Like Hurting Catsand that's an album that I
produced with my band during thepandemic, so I don't think I've
ever really talked about thaton the air.
I thought it was appropriate,because should I is a big
(01:06):
question I think we all gothrough every day, every
decision we make, and this is ashow for entrepreneurs and, um,
you know, it's um, I, I, uh.
We have Sean Dawes in the studio, who was our last guest on the
show, and we were talking alittle bit about motivation and
how people are making decisionsconstantly.
(01:30):
In fact, let's make this thetopic of the day, because we
were talking about you know, howdo you control your motivation?
And I did some recent listeningto a podcast that basically
said you don't, becauseeverything you do is motivated
by you.
It's just you may not be awareof how you're motivated, and so
(01:54):
stepping back and thinking aboutyour motivation and why you did
certain things and having youassess that might help you in
terms of do I continue to go inthis direction?
Should I or should I go in thisdirection?
And Sean, have you say wordsand I'm going to introduce
Justin and have him talk alittle bit about that, but no,
just about this whole idea of wetalked a little bit about Nike
(02:18):
on the last show and just doingit.
You know how do you seemotivation in terms of your
actions on a daily basis as anentrepreneur?
Sean Dawes (02:28):
Yeah, I think I mean oftentimes even comparing
outside of business, but even tojust exercising at the gym.
Oftentimes people say some daysyou just don't want to do it,
but you have to find what yourwhy is and why you're doing it.
And I think for me obviously,like I mentioned in the last,
conversation having children.
Oftentimes, when you become aparent, that becomes your.
Why You're getting up, you'repushing through those challenges
, whether it's in business or inlife, because of those very
(02:50):
reasons.
So I think it's crucial to findthat inner motivation.
Marc Bernstein (02:54):
So when you become a parent, it becomes a
parent, which is maybe that'swhere that word came from when
you think about it.
But anyway, so JustinWineburgh's here.
I'll introduce him formally ina minute.
But, Justin, what do you thinkabout that?
You're an entrepreneur havingto make on the way in.
We were talking about all yourdifferent departments and
everything that's going on, andthere's a lot of decisions that
have to be made in almost everyminute.
(03:15):
I would think, yes, sure.
Justin B. Wineburgh, Esq (03:17):
And thanks for having me, my
pleasure.
For me, the motivator is prettyclear and I agree with Sean and
I've said this before mygreatest motivation fear,
absolutely petrified, and thatfear gets channeled into
motivation from the second Iopen my eyes in the morning.
(03:38):
It's the fear of not justfailing myself, but also failing
the people who rely upon me.
Marc Bernstein (03:50):
So, yep, so I think that's great.
I think it's great that youunderstand what your motivation
is.
I think a lot of people don'tunderstand what's motivating
them.
I hate to call it positivelyand negatively, but the things
you do and the things you do,which you don't always
necessarily mean to do or notnecessarily taking you in the
direction that you want to go in.
(04:11):
But with that let me introduceJustin as president and CEO of
Alkemy Alkemy AlchemyX.
Justin Wineburgh hastransformed the 44-year-old
company from a Philadelphiapost-production studio into a
solutions-driven media andentertainment powerhouse with
expanding expertise into theindustry's hottest sectors.
(04:31):
So, from work on theEmmy-winning series on top
streaming platforms to originalbranded content connecting
viewers with consumers,influencers and tastemakers, in
his nine years at the helm ofAlkemy X, Wineburgh has
rejuvenated or Justin hasrejuvenated and established the
global company as anaward-winning creative partner
(04:52):
at the intersection ofentertainment advertising
technology.
Under Wineburgh's, underJustin's leadership I'm reading,
so I'm going to change it he'shere with us, so I'm going to
call him Justin instead ofWineburgh.
The Alkemy X team has worked ontop hit series and films from
the Walking Dead franchise onAMC, amazon, prime's the
Marvelous Mrs Maisel Great showI love that show Starz Power
(05:15):
franchise, hbo's the Gilded Ageand Westworld another great show
, and Wednesday on Netflixthey're probably all great shows
, but I haven't seen them all ToAcademy Award-winning films the
Whale and the Wonderful Storyof Henry Sugar.
To original unscripted seriesas TLC's award-winning
Dragnificent and RestaurantImpossible on the Food Network,
(05:37):
while growing the company'sslate of branded production for
the likes of Amazon, t-mobile,electronic Arts, hulu, wayfair,
bud Light, samsung and more.
I think we used up half theshow in that introduction, but
there's a lot there.
So welcome Justin again andlisten.
One of the most interestingparts of your story is when I
(05:58):
was introduced to you.
I was introduced to you asactually a lawyer at a major
Philadelphia law firm nationallaw firm and that's how you
spent your career.
So tell us how that happenedand then how you went from that
to what you're doing today.
There is a connection, so we'lltalk about that.
Justin B. Wineburgh, Esq (06:18):
Yeah, I think I've had an
entrepreneurial spirit from myteenage years.
If you will, I had a businessin college and Sean can relate
to that, as will I had abusiness in college.
Marc Bernstein (06:26):
Sean can relate to that as well.
We've been talking about that.
Justin B. Wineburgh, Esq (06:28):
Yeah, and me too, and I went to law
school, practiced law for many,many years, started when I was
12, as you can tell, andpracticed law for 19 years.
Marc Bernstein (06:43):
The.
Justin B. Wineburgh, Esq (06:43):
Doogie Howser of entertainment lawyers
yeah, exactly, and built amedia and entertainment practice
at a global law firm.
The practice and department didnot exist at that law firm, but
I saw an opportunity becauseessentially the practice of law,
while there are specificindustry concepts, it's also a
(07:03):
combination of so many variedpractices of law and areas of
law that already existed,whether it's corporate
intellectual property tax, realestate, insurance, et cetera.
Marc Bernstein (07:13):
By the way, I just have to tell you I knew
that law firm early on as ayoung lawyer because I worked at
another firm alongside of themon the MGM fire case way back,
which was a big deal, soentertainment definitely wasn't
their business, even though ithappened to be the MGM hotel.
Justin B. Wineburgh, Esq (07:28):
No, no , no, not at all.
But it's interesting you bringthat up because there were all
of these entertainment adjacenttypes of cases that they handled
and I saw that opportunitysaying, okay, well, we're doing
all you know.
We were doing that type of work, as your example at MGM, mgm.
Mgm has lots of entertainmentconcepts and entertainment
(07:48):
issues we should be Marc to them.
The door is open, we just haveto walk through it and ask for
that type of work.
Marc Bernstein (07:58):
By the way, I didn't realize all that until
recently.
I was in Las Vegas, went to theSphere, which is pretty cool.
Justin B. Wineburgh, Esq (08:01):
The Sphere.
It's not called the Sphere.
Marc Bernstein (08:03):
But I stayed in an MGM hotel, the Dara, which I
didn't realize was an MGM hotel,and I didn't realize how vast.
What they do in Las Vegas,aside from has nothing to do
with making movies for the mostpart.
Justin B. Wineburgh, Esq (08:18):
It's tremendous.
So, anyway, I sort of used thatthesis to put together a
business plan and say let's goafter this body of clients.
And the law firm supported me.
I mean, they saw it was a firmthat really embraces an
entrepreneurial spirit andvision.
And I was young, right, and atsome point being young and maybe
(08:46):
ignorant can be an asset, right.
It's the eyes wide shut and Irecognized that I had a number
of sort of relationships rightChildhood friends that were in
the media and entertainmentbusiness that trusted me,
friends that were in the mediaand entertainment business that
(09:06):
trusted me, and that was kind ofthe genesis of the law practice
.
Marc Bernstein (09:10):
What kind of work did you do?
Was it film related, musicrelated?
Justin B. Wineburgh, Esq (09:14):
It was initially litigation related.
One of my best friends fromgrowing up was sued in
connection with his productionof a pretty significant
blockbuster film in Hollywoodcalled the Ring that we're
familiar with, and he had askedme to help him, and I utilized
(09:36):
the existing infrastructure ofmy law firm to defend him and
his company, and without goinginto all the boring minutiae
details of this it became athree-year piece of litigation
in Los Angeles.
(09:58):
So, being from Philadelphia, Iwas going out to LA and spent
the better part of these threeyears in LA meeting people and
we sort of became known becauseit was a contentious lawsuit and
the case went to trial and itsettled favorably after two
weeks of trial and it was sortof that.
That was kind of the inflectionpoint, because it was this sort
of well-covered lawsuit in theindustry with a favorable result
(10:20):
and I was kind of there in themiddle of having done something
once the first time, but havingdone it really, really well.
Marc Bernstein (10:30):
Yeah.
Justin B. Wineburgh, Esq (10:31):
And that sort of started the kind of
flame really spreading, not togo back to your MGM fire analogy
and I assume and that was alsoa litigation case, so I assume
more litigation came in.
But I also assume thateventually you were doing
contractual work and other stuffthat wasn't 100 percent,
because what would happen was wewere well, it was the
(10:53):
litigation of specific producertypes of issues right.
It sort of led to the questionof well, what?
Why are we in this lawsuit?
We have contracts, so you sortof back up the train to the very
beginning of the station andyou can then become the expert
on how to draft these contractsand what do you do to prevent
future litigation?
Marc Bernstein (11:12):
You got it.
Justin B. Wineburgh, Es (11:12):
Exactly so.
That was kind of the genesis ofall of the very early stages,
and this was like the mid-2000s,so 2004, 2003.
And this was my best friend atthe time and he's passed away,
as I said, but that turned intoa bunch of other types of
(11:34):
matters.
Marc Bernstein (11:35):
So you came to have a very successful
entertainment law practice.
I did, and then what happened?
Justin B. Wineburgh, Esq (11:41):
And then what happened?
So back in 2004-5, my studionow where I work and happen to
own had come to me for legalhelp.
They had an idea for atelevision show,
philadelphia-based studio,philadelphia-based
(12:02):
post-production company that waslooking to get into the actual
production of content, and theyhad come to me to help them do
that.
And it was sort of a uniquetime in the industry, developing
some expertise with alsorepresenting documentary
(12:26):
filmmakers and unscriptedreality TV is basically just a
short documentary movie, right.
And they came to me to helpthem with a reality TV show and
this was at a unique time in theindustry.
I was involved with some of theearly tax incentives around
producing TV shows and I helpedthem put together what became a
(12:49):
really, really successfulreality show for the Food
Network and that was kind of myfirst touch with what was called
Shooters at the time that hadbeen founded in 81.
And I helped them over theensuing years thereafter with
this piece of content, withRestaurant and Dinner Impossible
(13:11):
.
It started as and then becameRestaurant Impossible and that
show lasted for 13 seasons.
And all the while I was helpingthem sort of expand into some
other areas of the industry,helping them grow or helping
them try to grow, as the casemay be, and that was their path.
(13:31):
The industry, and by that Imean the advertising industry,
went through a pretty bigcorrection in 2012.
And that was sort of the firstkind of crack.
Was that a big?
Marc Bernstein (13:46):
writer's strike year.
Well, that was earlier.
Justin B. Wineburgh, Esq (13:48):
That was earlier, but yeah, this is
the advertising side Gotcha, andthat was kind of the sort of
crack in the company.
Right, the RestaurantImpossible and so many of the
company's other divisions weredoing really well because of
these tax credits, but it waskind of like a dying fruit on
the vine because we know theseshows come to an end and come
(14:11):
2013,.
That was what happened and thecompany was having some
significant trouble.
By 2015, the company was on theverge of really going out of
business.
The shareholders at the timehad come to me, um, and asked
what was going on in thebusiness and I gave them my
thoughts on, uh, on the problemsand the challenges.
(14:35):
And it was typical, you know,entrepreneur stuff raise the
bridge, lower the water.
Not enough clients, not enoughbusiness.
Out of control expenses Um,enough business out of control
expenses, you know.
And there was problems.
They had a bank.
The bank wasn't impressed byhow they were running the
company and how the business wasbeing pushed forward.
(14:56):
And they looked at me and said,well, do you want to come in
and run the business?
Take over as CEO?
I was like, absolutely not.
Don't put me on the Titanicinches from the iceberg, so that
was kind of the and this wasSounds like a joke.
Marc Bernstein (15:14):
Wineburgh on the iceberg.
Justin B. Wineburgh, Es (15:16):
Exactly Right.
Wineburgh staying off thisiceberg, so this was like late
2015.
By that point they had changedthe name of the company from
Shooters to Alkemy X.
It's kind of like what you seewhen restaurants are having
trouble.
Marc Bernstein (15:33):
All they do is they change a sign.
Right, it's just a rebrand.
Justin B. Wineburgh, Esq (15:36):
Right, and let's see if that works.
Right, right, right, and that'skind of what they had done.
So, and that's kind of whatthey had done.
Marc Bernstein (15:45):
We have to take a break in a second, but what
changed that convinced you totake?
Justin B. Wineburgh, Esq (15:50):
over.
It was the Thanksgiving break2015.
And I went home and basicallythought you know what?
What's the worst that canhappen?
I know what I know.
I don't know what I don't know.
Let me go learn a heck of a lotabout a lot of things I don't
know.
The entrepreneur in you tookover.
I didn't even know it was inthere, but it really did take
(16:10):
over and said you know what?
I think I'm as good as I say Iam, but let me go try and prove
it.
Marc Bernstein (16:17):
Well, we're going to hear more about this
right after our break.
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(16:43):
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Marc Bernstein (17:38):
We're back on WWDB AM in Philadelphia and
you're probably listening to uson podcast.
And, by the way, we just had anad from the Sattel Institute
great organization, which is howJustin and I met.
So back to your story.
So there you were, you took theplunge and then what happened?
Justin B. Wineburgh, Esq (17:58):
So it was really this perfect
confluence of an entrepreneurialspirit, business acumen and
knowledge of at least what Ithought was knowledge of the
media and entertainment business, with this fundamental kind of
attorney backdrop.
And you know, I looked at theopportunity to become the CEO,
the actual head of the company.
(18:19):
I wasn't a lawyer, I wasn'tgoing to be their general
counsel, I wasn't going to besort of siloed into one
particular area, just workingfor someone else.
And it's an unusual careeropportunity to be able to go
from a law firm as a partner andhave a successful career to
become the actual chiefexecutive of a going concern,
(18:42):
Putting aside for a moment theviability of the going concern
at the time.
And that was kind of theimpetus here.
Right, it was one of thosemajor life inflection points to
take an entrepreneurial risk ina really challenged environment
and a really strong way to givea parent a heart attack.
(19:05):
When I walked away from a lawcareer I thought I was going to
kill my mom.
Marc Bernstein (19:10):
I understand that.
Well, you know I'm another guywho walked away from a law
career to do what that was thequestion I got, but you know
anyway.
Justin B. Wineburgh, Esq (19:16):
Yeah, exactly Exactly.
You guys do what.
What's this company do?
So I started kind of thetransition in January of 2016
and full-time started as thepresident and CEO on February
1st of 2016.
So we're coming up on nineyears.
Marc Bernstein (19:33):
Do the current shareholders still own the
company?
They do not.
Justin B. Wineburgh, Esq (19:37):
They all exited the business in 2018.
So I'm now the sole shareholderof the company.
Marc Bernstein (19:45):
I thought so.
I just wanted to confirm that.
So now you're much more thanCEO.
You're the owner, you're theguy that you know the buck stops
here, kind of guy.
Justin B. Wineburgh, Esq (19:53):
Yeah, and I think that was really
important as part of theentrepreneurial kind of
turnaround story of the company,not only to our you know
external stakeholders and thepeople that do business with the
company, but also with thepeople who work at the company.
Right, my colleagues every day.
Right that I believe sostrongly in the mission of the
(20:15):
company and the mission of whatwe're doing and in our success
that I went all in right, I tookout the other shareholders, I
streamlined the operation, I gotrid of the chatter and I
believe so much right, thisisn't me, right, I don't make
content right I believe so muchin the people and in the team
and in our mission and what wedo and what we bring and, as
(20:38):
Sean said, the why, why we'redoing it.
Marc Bernstein (20:41):
Do you, do you?
And I assume a lot of theemployees are still there, many
of them, or oh?
Justin B. Wineburgh, Esq (20:46):
yeah, we have employees that are I
hate the word employees but Ihave colleagues that work with
me that have been there for 26,27 years, some of them Right
gotcha.
We have people that areapproaching retirement age.
Marc Bernstein (21:01):
I would imagine you had to do some adjustments
to company culture coming out ofwhat the company came out of.
Justin B. Wineburgh, Esq (21:06):
I would think Big time adjustments
to company culture.
Coming out of what the companycame out of.
I would think Big timeadjustments in company culture
and where I want everyone to beempowered to solve problems.
That's sort of the biggestthing is that I can help people,
I can open the door, but I wanteveryone there to feel
empowered to do their best tosolve problems.
Marc Bernstein (21:25):
In effect, they're your stakeholders, if
not shareholders, they're yourstakeholders in the company Sure
, and it seems to be going well.
I know the company's robust interms of there's lots of
business there.
Justin B. Wineburgh, Esq (21:39):
Yeah, you know, listen, we started a
turnaround in 2016.
Right, and we were well on ourway and 2020 was going to be our
year.
It took me a few years, I waswell on our way and 2020 was
going to be our year.
Right, it took me a few years,I was ready to go and 2020 was
our year.
And then, of course, we allknow what happened in 2020 and,
putting aside, obviously, allthe tragedy and illness and
everything else, it kind of wasalmost good to some extent for
(22:03):
the company for a whole host ofreasons.
Most importantly was that I wasworking on a turnaround on a
company that was in bad shapeand instantly, overnight, every
other company in the world wasin bad shape with me.
Right, right, right, put you onequal footing, right.
So that was kind of good.
And then, to some extent, right, and it gave us 2020,.
2021 was wiped out, 2022 wasgoing to be our year and I had
(22:29):
to work on some operationalissues.
And then 2023, we were ready togo.
Marc Bernstein (22:38):
And then, of course, right after the pandemic
, all of Hollywood decided to goon strike.
Time flies by quickly on this,so I want to get to your future
vision, but along with that, Iwant to ask you about how you
handle challenges.
So if this were three yearsfrom today, Justin so it's
November of 2027, and you and Iare talking, we're looking back
on the last three years whatwould have to happen in your
(23:00):
business and I'm going to say,in your life, because we were
talking earlier.
It's all intertwined right,Sure, so what?
Justin B. Wineburgh, Esq (23:06):
does that look like for you?
I am now really singularlyfocused on stability.
Having been through thepandemic and those challenges,
having been through the strikethere were actually four
concurrent labor disputes overthe past two years I've made
such changes in the business, inthe cost of the business, in
(23:28):
the overhead structure of thecompany, to set it up for long
term stability.
Right, in any business there'salways going to be vagaries of
of clients.
Right, you're always going tohave revenue ups and downs and
I've kind of put in place astructure that we will weather
that storm no matter what.
(23:49):
And then I've also positionedthe company for essentially
unlimited scale.
We now live in a global world,to some extent thanks to the
pandemic, with remote work,hybrid work in large respects,
which basically in my mind,means that I have unlimited
capacity for people andunlimited scale.
And I positioned the companythat way.
Marc Bernstein (24:11):
That's great.
Well, I was going to ask youwhat strengths do you have to
overcome any potential storms?
But you just answered it You'vebuilt it for that.
That's where we'll be in threeyears.
That's wonderful.
Scaling, may I ask you?
I mean offline.
We were talking about some ofthe great personal things
happening in your life what doesthat look like for you over the
next three years?
Justin B. Wineburgh, Esq (24:28):
Yeah, so I'm going through a
significant, profound change.
As we talked about, I lost mymother recently, who I was
extremely close with, and that'sbeen a devastating and gutting
and heartbreaking time in mylife.
And then, shortly thereafter, Ifound out that, even a little
bit later in life, I'm obviouslynow expecting my first daughter
(24:50):
in a few months.
And you know, I think it's whenyou talk about things coming
full circle you know I'm goingto go from that moment of
profound grief to what Ienvision being the singular,
most moment of profound joy thatanyone could experience.
And you know, while I'msaddened by the loss of my
(25:14):
mother and her not being there,this is my personal circle of
life.
Marc Bernstein (25:20):
It's, you know.
I don't have words you know toexpress to you.
I know a lot of what you'regoing through, but it is the
circle of life and you have nicethings to look forward to.
I do.
Justin B. Wineburgh, Esq (25:34):
I'm anxious with my wife and I to
really go on to this next phaseof life together, in a time of
professional prosperity as well.
Marc Bernstein (25:43):
Yeah, it sounds great.
A couple of last questions.
If you could speak to youryounger self, what advice would
you give you, knowing what youknow now?
Announcer (25:52):
Work really really hard.
Justin B. Wineburgh, Esq (25:56):
It's okay to make mistakes, it's okay
to fail, but to work really,really hard and do the absolute
best you can, no matter what Icall it, like the 90 percenters,
I see so many people that are90 percenters and can get 90
percent of the way there.
The artistry lies in that last10 percent getting it into the
(26:19):
end zone.
Marc Bernstein (26:22):
Justin, what are your thoughts, since you're
having a child and you've builtthis business?
What are your thoughts, sinceyou're having a child and you've
built this business?
What are your thoughts aboutyour legacy?
Justin B. Wineburgh, Esq (26:29):
I think it dovetails into my last
answer really to leave the worlda little bit better than
however I found it.
Touch a life right.
I sort of try and touch lives,no matter what I do, and leave
them a little bit better thanthe way I found them.
And if other people can do that, it doesn't take a lot right?
I've taught, I teach, I'vetaught law school for years and
(26:51):
years.
I still get emails now frompeople whose careers have been
touched by something I did adecade ago.
I see people on the street.
Marc Bernstein (26:59):
Yeah, you probably had no idea.
Justin B. Wineburgh, Esq (27:00):
I don't even remember some of
these students coming up to meon the street saying you touched
my life with that class or withthat one lecture or with what
you helped me with, and just togive.
It doesn't take a lot, right.
It can be one email a day, onephone call, one text, right.
Just the tiniest act ofkindness can be inspirational to
(27:22):
someone and you don't even knowit, and it doesn't take a lot.
Marc Bernstein (27:26):
Yeah, I agree, and, um, you know, those kind of
random not not necessarilyrandom, but the acts of kindness
throughout the day, throughoutyour week, throughout your life,
and that's, that's a greatlegacy to have With that,
believe it or not, we've run outof time, it went quickly and uh
, we thank you all for listening.
Thank you, justin, for beinghere, sean, thank you for being
(27:47):
here for the second recording ofthe show today, and thank you
all for listening and we'll seeyou next week on Founders Forum.
Thanks, Marc.
The following programming is sponsored by Marc
J Bernstein.
The views expressed do notnecessarily reflect the views of
this station, its management orBeasley Media Group.
Entrepreneur, founder, authorand financial advisor, Marc
Bernstein helps high-performingbusiness owners turn their
visions into reality.
Through his innovative work andthe Forward Focus Forums, Marc
(00:21):
connects entrepreneurs toresources that fuel their
success.
Founders Forum is a radio showand podcast where entrepreneurs
share their journeys, revealingthe lessons they've learned and
the stories behind their success.
Join Marc and his guests for amix of inspiration, valuable
insights and a little fun.
Now let's dive in.
Marc Bernstein (00:44):
Should I, should I, should I?
That's the song.
Anyway.
That's the song called Should I?
From the album by Frets Bridgesand Skins.
It's called Like Hurting Catsand that's an album that I
produced with my band during thepandemic, so I don't think I've
ever really talked about thaton the air.
I thought it was appropriate,because should I is a big
(01:06):
question I think we all gothrough every day, every
decision we make, and this is ashow for entrepreneurs and, um,
you know, it's um, I, I, uh.
We have Sean Dawes in the studio, who was our last guest on the
show, and we were talking alittle bit about motivation and
how people are making decisionsconstantly.
(01:30):
In fact, let's make this thetopic of the day, because we
were talking about you know, howdo you control your motivation?
And I did some recent listeningto a podcast that basically
said you don't, becauseeverything you do is motivated
by you.
It's just you may not be awareof how you're motivated, and so
(01:54):
stepping back and thinking aboutyour motivation and why you did
certain things and having youassess that might help you in
terms of do I continue to go inthis direction?
Should I or should I go in thisdirection?
And Sean, have you say wordsand I'm going to introduce
Justin and have him talk alittle bit about that, but no,
just about this whole idea of wetalked a little bit about Nike
(02:18):
on the last show and just doingit.
You know how do you seemotivation in terms of your
actions on a daily basis as anentrepreneur?
Sean Dawes (02:28):
Yeah, I think I mean oftentimes even comparing
outside of business, but even tojust exercising at the gym.
Oftentimes people say some daysyou just don't want to do it,
but you have to find what yourwhy is and why you're doing it.
And I think for me obviously,like I mentioned in the last,
conversation having children.
Oftentimes, when you become aparent, that becomes your.
Why You're getting up, you'repushing through those challenges
, whether it's in business or inlife, because of those very
(02:50):
reasons.
So I think it's crucial to findthat inner motivation.
Marc Bernstein (02:54):
So when you become a parent, it becomes a
parent, which is maybe that'swhere that word came from when
you think about it.
But anyway, so JustinWineburgh's here.
I'll introduce him formally ina minute.
But, Justin, what do you thinkabout that?
You're an entrepreneur havingto make on the way in.
We were talking about all yourdifferent departments and
everything that's going on, andthere's a lot of decisions that
have to be made in almost everyminute.
(03:15):
I would think, yes, sure.
Justin B. Wineburgh, Esq (03:17):
And thanks for having me, my
pleasure.
For me, the motivator is prettyclear and I agree with Sean and
I've said this before mygreatest motivation fear,
absolutely petrified, and thatfear gets channeled into
motivation from the second Iopen my eyes in the morning.
(03:38):
It's the fear of not justfailing myself, but also failing
the people who rely upon me.
Marc Bernstein (03:50):
So, yep, so I think that's great.
I think it's great that youunderstand what your motivation
is.
I think a lot of people don'tunderstand what's motivating
them.
I hate to call it positivelyand negatively, but the things
you do and the things you do,which you don't always
necessarily mean to do or notnecessarily taking you in the
direction that you want to go in.
(04:11):
But with that let me introduceJustin as president and CEO of
Alkemy Alkemy AlchemyX.
Justin Wineburgh hastransformed the 44-year-old
company from a Philadelphiapost-production studio into a
solutions-driven media andentertainment powerhouse with
expanding expertise into theindustry's hottest sectors.
(04:31):
So, from work on theEmmy-winning series on top
streaming platforms to originalbranded content connecting
viewers with consumers,influencers and tastemakers, in
his nine years at the helm ofAlkemy X, Wineburgh has
rejuvenated or Justin hasrejuvenated and established the
global company as anaward-winning creative partner
(04:52):
at the intersection ofentertainment advertising
technology.
Under Wineburgh's, underJustin's leadership I'm reading,
so I'm going to change it he'shere with us, so I'm going to
call him Justin instead ofWineburgh.
The Alkemy X team has worked ontop hit series and films from
the Walking Dead franchise onAMC, amazon, prime's the
Marvelous Mrs Maisel Great showI love that show Starz Power
(05:15):
franchise, hbo's the Gilded Ageand Westworld another great show
, and Wednesday on Netflixthey're probably all great shows
, but I haven't seen them all ToAcademy Award-winning films the
Whale and the Wonderful Storyof Henry Sugar.
To original unscripted seriesas TLC's award-winning
Dragnificent and RestaurantImpossible on the Food Network,
(05:37):
while growing the company'sslate of branded production for
the likes of Amazon, t-mobile,electronic Arts, hulu, wayfair,
bud Light, samsung and more.
I think we used up half theshow in that introduction, but
there's a lot there.
So welcome Justin again andlisten.
One of the most interestingparts of your story is when I
(05:58):
was introduced to you.
I was introduced to you asactually a lawyer at a major
Philadelphia law firm nationallaw firm and that's how you
spent your career.
So tell us how that happenedand then how you went from that
to what you're doing today.
There is a connection, so we'lltalk about that.
Justin B. Wineburgh, Esq (06:18):
Yeah, I think I've had an
entrepreneurial spirit from myteenage years.
If you will, I had a businessin college and Sean can relate
to that, as will I had abusiness in college.
Marc Bernstein (06:26):
Sean can relate to that as well.
We've been talking about that.
Justin B. Wineburgh, Esq (06:28):
Yeah, and me too, and I went to law
school, practiced law for many,many years, started when I was
12, as you can tell, andpracticed law for 19 years.
Marc Bernstein (06:43):
The.
Justin B. Wineburgh, Esq (06:43):
Doogie Howser of entertainment lawyers
yeah, exactly, and built amedia and entertainment practice
at a global law firm.
The practice and department didnot exist at that law firm, but
I saw an opportunity becauseessentially the practice of law,
while there are specificindustry concepts, it's also a
(07:03):
combination of so many variedpractices of law and areas of
law that already existed,whether it's corporate
intellectual property tax, realestate, insurance, et cetera.
Marc Bernstein (07:13):
By the way, I just have to tell you I knew
that law firm early on as ayoung lawyer because I worked at
another firm alongside of themon the MGM fire case way back,
which was a big deal, soentertainment definitely wasn't
their business, even though ithappened to be the MGM hotel.
Justin B. Wineburgh, Esq (07:28):
No, no , no, not at all.
But it's interesting you bringthat up because there were all
of these entertainment adjacenttypes of cases that they handled
and I saw that opportunitysaying, okay, well, we're doing
all you know.
We were doing that type of work, as your example at MGM, mgm.
Mgm has lots of entertainmentconcepts and entertainment
(07:48):
issues we should be Marc to them.
The door is open, we just haveto walk through it and ask for
that type of work.
Marc Bernstein (07:58):
By the way, I didn't realize all that until
recently.
I was in Las Vegas, went to theSphere, which is pretty cool.
Justin B. Wineburgh, Esq (08:01):
The Sphere.
It's not called the Sphere.
Marc Bernstein (08:03):
But I stayed in an MGM hotel, the Dara, which I
didn't realize was an MGM hotel,and I didn't realize how vast.
What they do in Las Vegas,aside from has nothing to do
with making movies for the mostpart.
Justin B. Wineburgh, Esq (08:18):
It's tremendous.
So, anyway, I sort of used thatthesis to put together a
business plan and say let's goafter this body of clients.
And the law firm supported me.
I mean, they saw it was a firmthat really embraces an
entrepreneurial spirit andvision.
And I was young, right, and atsome point being young and maybe
(08:46):
ignorant can be an asset, right.
It's the eyes wide shut and Irecognized that I had a number
of sort of relationships rightChildhood friends that were in
the media and entertainmentbusiness that trusted me,
friends that were in the mediaand entertainment business that
(09:06):
trusted me, and that was kind ofthe genesis of the law practice
.
Marc Bernstein (09:10):
What kind of work did you do?
Was it film related, musicrelated?
Justin B. Wineburgh, Esq (09:14):
It was initially litigation related.
One of my best friends fromgrowing up was sued in
connection with his productionof a pretty significant
blockbuster film in Hollywoodcalled the Ring that we're
familiar with, and he had askedme to help him, and I utilized
(09:36):
the existing infrastructure ofmy law firm to defend him and
his company, and without goinginto all the boring minutiae
details of this it became athree-year piece of litigation
in Los Angeles.
(09:58):
So, being from Philadelphia, Iwas going out to LA and spent
the better part of these threeyears in LA meeting people and
we sort of became known becauseit was a contentious lawsuit and
the case went to trial and itsettled favorably after two
weeks of trial and it was sortof that.
That was kind of the inflectionpoint, because it was this sort
of well-covered lawsuit in theindustry with a favorable result
(10:20):
and I was kind of there in themiddle of having done something
once the first time, but havingdone it really, really well.
Marc Bernstein (10:30):
Yeah.
Justin B. Wineburgh, Esq (10:31):
And that sort of started the kind of
flame really spreading, not togo back to your MGM fire analogy
and I assume and that was alsoa litigation case, so I assume
more litigation came in.
But I also assume thateventually you were doing
contractual work and other stuffthat wasn't 100 percent,
because what would happen was wewere well, it was the
(10:53):
litigation of specific producertypes of issues right.
It sort of led to the questionof well, what?
Why are we in this lawsuit?
We have contracts, so you sortof back up the train to the very
beginning of the station andyou can then become the expert
on how to draft these contractsand what do you do to prevent
future litigation?
Marc Bernstein (11:12):
You got it.
Justin B. Wineburgh, Es (11:12):
Exactly so.
That was kind of the genesis ofall of the very early stages,
and this was like the mid-2000s,so 2004, 2003.
And this was my best friend atthe time and he's passed away,
as I said, but that turned intoa bunch of other types of
(11:34):
matters.
Marc Bernstein (11:35):
So you came to have a very successful
entertainment law practice.
I did, and then what happened?
Justin B. Wineburgh, Esq (11:41):
And then what happened?
So back in 2004-5, my studionow where I work and happen to
own had come to me for legalhelp.
They had an idea for atelevision show,
philadelphia-based studio,philadelphia-based
(12:02):
post-production company that waslooking to get into the actual
production of content, and theyhad come to me to help them do
that.
And it was sort of a uniquetime in the industry, developing
some expertise with alsorepresenting documentary
(12:26):
filmmakers and unscriptedreality TV is basically just a
short documentary movie, right.
And they came to me to helpthem with a reality TV show and
this was at a unique time in theindustry.
I was involved with some of theearly tax incentives around
producing TV shows and I helpedthem put together what became a
(12:49):
really, really successfulreality show for the Food
Network and that was kind of myfirst touch with what was called
Shooters at the time that hadbeen founded in 81.
And I helped them over theensuing years thereafter with
this piece of content, withRestaurant and Dinner Impossible
(13:11):
.
It started as and then becameRestaurant Impossible and that
show lasted for 13 seasons.
And all the while I was helpingthem sort of expand into some
other areas of the industry,helping them grow or helping
them try to grow, as the casemay be, and that was their path.
(13:31):
The industry, and by that Imean the advertising industry,
went through a pretty bigcorrection in 2012.
And that was sort of the firstkind of crack.
Was that a big?
Marc Bernstein (13:46):
writer's strike year.
Well, that was earlier.
Justin B. Wineburgh, Esq (13:48):
That was earlier, but yeah, this is
the advertising side Gotcha, andthat was kind of the sort of
crack in the company.
Right, the RestaurantImpossible and so many of the
company's other divisions weredoing really well because of
these tax credits, but it waskind of like a dying fruit on
the vine because we know theseshows come to an end and come
(14:11):
2013,.
That was what happened and thecompany was having some
significant trouble.
By 2015, the company was on theverge of really going out of
business.
The shareholders at the timehad come to me, um, and asked
what was going on in thebusiness and I gave them my
thoughts on, uh, on the problemsand the challenges.
(14:35):
And it was typical, you know,entrepreneur stuff raise the
bridge, lower the water.
Not enough clients, not enoughbusiness.
Out of control expenses Um,enough business out of control
expenses, you know.
And there was problems.
They had a bank.
The bank wasn't impressed byhow they were running the
company and how the business wasbeing pushed forward.
(14:56):
And they looked at me and said,well, do you want to come in
and run the business?
Take over as CEO?
I was like, absolutely not.
Don't put me on the Titanicinches from the iceberg, so that
was kind of the and this wasSounds like a joke.
Marc Bernstein (15:14):
Wineburgh on the iceberg.
Justin B. Wineburgh, Es (15:16):
Exactly Right.
Wineburgh staying off thisiceberg, so this was like late
2015.
By that point they had changedthe name of the company from
Shooters to Alkemy X.
It's kind of like what you seewhen restaurants are having
trouble.
Marc Bernstein (15:33):
All they do is they change a sign.
Right, it's just a rebrand.
Justin B. Wineburgh, Esq (15:36):
Right, and let's see if that works.
Right, right, right, and that'skind of what they had done.
So, and that's kind of whatthey had done.
Marc Bernstein (15:45):
We have to take a break in a second, but what
changed that convinced you totake?
Justin B. Wineburgh, Esq (15:50):
over.
It was the Thanksgiving break2015.
And I went home and basicallythought you know what?
What's the worst that canhappen?
I know what I know.
I don't know what I don't know.
Let me go learn a heck of a lotabout a lot of things I don't
know.
The entrepreneur in you tookover.
I didn't even know it was inthere, but it really did take
(16:10):
over and said you know what?
I think I'm as good as I say Iam, but let me go try and prove
it.
Marc Bernstein (16:17):
Well, we're going to hear more about this
right after our break.
Announcer (16:19):
The Sattel Institute is the leading CEO member
organization dedicated tocorporate social responsibility.
Under the vision and leadershipof its founder, entrepreneur
and philanthropist, ed Sattel,the Institute brings together
CEOs in Philadelphia and othercities to support the nonprofit
organizations that do heroicwork in our communities.
The Sattel Institute believesthat community is every leader's
(16:43):
business.
Satell Institute believes thatcommunity is every leader's
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Si's members-only meetings andprivate CEO conferences give
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on crucial topics like AI,education, corporate
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In addition, ceo members getthe opportunity to share ideas
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the importance of giving back tothe community.
(17:04):
With their peers, like-mindedCEOs who believe in the
importance of giving back to thecommunity and who understand
the benefits companies get fromembracing corporate social
responsibility.
Marc Bernstein (17:38):
We're back on WWDB AM in Philadelphia and
you're probably listening to uson podcast.
And, by the way, we just had anad from the Sattel Institute
great organization, which is howJustin and I met.
So back to your story.
So there you were, you took theplunge and then what happened?
Justin B. Wineburgh, Esq (17:58):
So it was really this perfect
confluence of an entrepreneurialspirit, business acumen and
knowledge of at least what Ithought was knowledge of the
media and entertainment business, with this fundamental kind of
attorney backdrop.
And you know, I looked at theopportunity to become the CEO,
the actual head of the company.
(18:19):
I wasn't a lawyer, I wasn'tgoing to be their general
counsel, I wasn't going to besort of siloed into one
particular area, just workingfor someone else.
And it's an unusual careeropportunity to be able to go
from a law firm as a partner andhave a successful career to
become the actual chiefexecutive of a going concern,
(18:42):
Putting aside for a moment theviability of the going concern
at the time.
And that was kind of theimpetus here.
Right, it was one of thosemajor life inflection points to
take an entrepreneurial risk ina really challenged environment
and a really strong way to givea parent a heart attack.
(19:05):
When I walked away from a lawcareer I thought I was going to
kill my mom.
Marc Bernstein (19:10):
I understand that.
Well, you know I'm another guywho walked away from a law
career to do what that was thequestion I got, but you know
anyway.
Justin B. Wineburgh, Esq (19:16):
Yeah, exactly Exactly.
You guys do what.
What's this company do?
So I started kind of thetransition in January of 2016
and full-time started as thepresident and CEO on February
1st of 2016.
So we're coming up on nineyears.
Marc Bernstein (19:33):
Do the current shareholders still own the
company?
They do not.
Justin B. Wineburgh, Esq (19:37):
They all exited the business in 2018.
So I'm now the sole shareholderof the company.
Marc Bernstein (19:45):
I thought so.
I just wanted to confirm that.
So now you're much more thanCEO.
You're the owner, you're theguy that you know the buck stops
here, kind of guy.
Justin B. Wineburgh, Esq (19:53):
Yeah, and I think that was really
important as part of theentrepreneurial kind of
turnaround story of the company,not only to our you know
external stakeholders and thepeople that do business with the
company, but also with thepeople who work at the company.
Right, my colleagues every day.
Right that I believe sostrongly in the mission of the
(20:15):
company and the mission of whatwe're doing and in our success
that I went all in right, I tookout the other shareholders, I
streamlined the operation, I gotrid of the chatter and I
believe so much right, thisisn't me, right, I don't make
content right I believe so muchin the people and in the team
and in our mission and what wedo and what we bring and, as
(20:38):
Sean said, the why, why we'redoing it.
Marc Bernstein (20:41):
Do you, do you?
And I assume a lot of theemployees are still there, many
of them, or oh?
Justin B. Wineburgh, Esq (20:46):
yeah, we have employees that are I
hate the word employees but Ihave colleagues that work with
me that have been there for 26,27 years, some of them Right
gotcha.
We have people that areapproaching retirement age.
Marc Bernstein (21:01):
I would imagine you had to do some adjustments
to company culture coming out ofwhat the company came out of.
Justin B. Wineburgh, Esq (21:06):
I would think Big time adjustments
to company culture.
Coming out of what the companycame out of.
I would think Big timeadjustments in company culture
and where I want everyone to beempowered to solve problems.
That's sort of the biggestthing is that I can help people,
I can open the door, but I wanteveryone there to feel
empowered to do their best tosolve problems.
Marc Bernstein (21:25):
In effect, they're your stakeholders, if
not shareholders, they're yourstakeholders in the company Sure
, and it seems to be going well.
I know the company's robust interms of there's lots of
business there.
Justin B. Wineburgh, Esq (21:39):
Yeah, you know, listen, we started a
turnaround in 2016.
Right, and we were well on ourway and 2020 was going to be our
year.
It took me a few years, I waswell on our way and 2020 was
going to be our year.
Right, it took me a few years,I was ready to go and 2020 was
our year.
And then, of course, we allknow what happened in 2020 and,
putting aside, obviously, allthe tragedy and illness and
everything else, it kind of wasalmost good to some extent for
(22:03):
the company for a whole host ofreasons.
Most importantly was that I wasworking on a turnaround on a
company that was in bad shapeand instantly, overnight, every
other company in the world wasin bad shape with me.
Right, right, right, put you onequal footing, right.
So that was kind of good.
And then, to some extent, right, and it gave us 2020,.
2021 was wiped out, 2022 wasgoing to be our year and I had
(22:29):
to work on some operationalissues.
And then 2023, we were ready togo.
Marc Bernstein (22:38):
And then, of course, right after the pandemic
, all of Hollywood decided to goon strike.
Time flies by quickly on this,so I want to get to your future
vision, but along with that, Iwant to ask you about how you
handle challenges.
So if this were three yearsfrom today, Justin so it's
November of 2027, and you and Iare talking, we're looking back
on the last three years whatwould have to happen in your
(23:00):
business and I'm going to say,in your life, because we were
talking earlier.
It's all intertwined right,Sure, so what?
Justin B. Wineburgh, Esq (23:06):
does that look like for you?
I am now really singularlyfocused on stability.
Having been through thepandemic and those challenges,
having been through the strikethere were actually four
concurrent labor disputes overthe past two years I've made
such changes in the business, inthe cost of the business, in
(23:28):
the overhead structure of thecompany, to set it up for long
term stability.
Right, in any business there'salways going to be vagaries of
of clients.
Right, you're always going tohave revenue ups and downs and
I've kind of put in place astructure that we will weather
that storm no matter what.
(23:49):
And then I've also positionedthe company for essentially
unlimited scale.
We now live in a global world,to some extent thanks to the
pandemic, with remote work,hybrid work in large respects,
which basically in my mind,means that I have unlimited
capacity for people andunlimited scale.
And I positioned the companythat way.
Marc Bernstein (24:11):
That's great.
Well, I was going to ask youwhat strengths do you have to
overcome any potential storms?
But you just answered it You'vebuilt it for that.
That's where we'll be in threeyears.
That's wonderful.
Scaling, may I ask you?
I mean offline.
We were talking about some ofthe great personal things
happening in your life what doesthat look like for you over the
next three years?
Justin B. Wineburgh, Esq (24:28):
Yeah, so I'm going through a
significant, profound change.
As we talked about, I lost mymother recently, who I was
extremely close with, and that'sbeen a devastating and gutting
and heartbreaking time in mylife.
And then, shortly thereafter, Ifound out that, even a little
bit later in life, I'm obviouslynow expecting my first daughter
(24:50):
in a few months.
And you know, I think it's whenyou talk about things coming
full circle you know I'm goingto go from that moment of
profound grief to what Ienvision being the singular,
most moment of profound joy thatanyone could experience.
And you know, while I'msaddened by the loss of my
(25:14):
mother and her not being there,this is my personal circle of
life.
Marc Bernstein (25:20):
It's, you know.
I don't have words you know toexpress to you.
I know a lot of what you'regoing through, but it is the
circle of life and you have nicethings to look forward to.
I do.
Justin B. Wineburgh, Esq (25:34):
I'm anxious with my wife and I to
really go on to this next phaseof life together, in a time of
professional prosperity as well.
Marc Bernstein (25:43):
Yeah, it sounds great.
A couple of last questions.
If you could speak to youryounger self, what advice would
you give you, knowing what youknow now?
Announcer (25:52):
Work really really hard.
Justin B. Wineburgh, Esq (25:56):
It's okay to make mistakes, it's okay
to fail, but to work really,really hard and do the absolute
best you can, no matter what Icall it, like the 90 percenters,
I see so many people that are90 percenters and can get 90
percent of the way there.
The artistry lies in that last10 percent getting it into the
(26:19):
end zone.
Marc Bernstein (26:22):
Justin, what are your thoughts, since you're
having a child and you've builtthis business?
What are your thoughts, sinceyou're having a child and you've
built this business?
What are your thoughts aboutyour legacy?
Justin B. Wineburgh, Esq (26:29):
I think it dovetails into my last
answer really to leave the worlda little bit better than
however I found it.
Touch a life right.
I sort of try and touch lives,no matter what I do, and leave
them a little bit better thanthe way I found them.
And if other people can do that, it doesn't take a lot right?
I've taught, I teach, I'vetaught law school for years and
(26:51):
years.
I still get emails now frompeople whose careers have been
touched by something I did adecade ago.
I see people on the street.
Marc Bernstein (26:59):
Yeah, you probably had no idea.
Justin B. Wineburgh, Esq (27:00):
I don't even remember some of
these students coming up to meon the street saying you touched
my life with that class or withthat one lecture or with what
you helped me with, and just togive.
It doesn't take a lot, right.
It can be one email a day, onephone call, one text, right.
Just the tiniest act ofkindness can be inspirational to
(27:22):
someone and you don't even knowit, and it doesn't take a lot.
Marc Bernstein (27:26):
Yeah, I agree, and, um, you know, those kind of
random not not necessarilyrandom, but the acts of kindness
throughout the day, throughoutyour week, throughout your life,
and that's, that's a greatlegacy to have With that,
believe it or not, we've run outof time, it went quickly and uh
, we thank you all for listening.
Thank you, justin, for beinghere, sean, thank you for being
(27:47):
here for the second recording ofthe show today, and thank you
all for listening and we'll seeyou next week on Founders Forum.
Thanks, Marc.
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