March 30, 2025 • 30 mins
In this episode of The D2Z Podcast, Brandon Amoroso speaks with Daniel Borba, CEO of Spark Portal, about the evolution of video marketing, the challenges of transitioning from a service-based model to a core offering, and the importance of authenticity in branding. They discuss the nuances of delegation, hiring the right talent, and how AI is reshaping the video marketing landscape. Daniel shares insights from his entrepreneurial journey and the strategies that have led to success in the B2B marketing space.
Here's What You'll Learn:
❗Transitioning from freelance work and agency services into SaaS.
❗The hardest part of delegation is learning who to hire.
❗Video on LinkedIn is currently a powerful marketing tool.
❗Authenticity in branding is becoming increasingly important.
❗Brand identity should reflect core company values.
❗AI is streamlining video editing processes.
❗Creative work in marketing is subjective and challenging to quantify.
❗Effective hiring requires understanding personality over just skill set.
❗Video marketing strategies must adapt to changing consumer behaviors.
❗The future of video marketing will leverage both high production and authentic content.
Timestamps:
00:00 Introduction to the Gen Z Mindset
00:30 Daniel Borba's Entrepreneurial Journey
01:17 Transitioning from Services to Core Offerings
04:44 The Art of Delegation
10:02 Hiring for Success
13:32 Overview of Spark Portal
16:54 The Evolution of Video Marketing
21:29 Navigating Brand Identity
26:40 The Impact of AI on Video Marketing
Daniel Borba:
Linkedin - https://www.linkedin.com/in/danielborba/
SparkPortal:
Linkedin - https://www.linkedin.com/company/spark-portal/
Website - https://sparkportal.com/
Brandon Amoroso:
LinkedIn - https://www.linkedin.com/in/brandonamoroso/
Web - https://brandonamoroso.com/
Instagram - https://www.instagram.com/bamoroso11/
X - https://twitter.com/AmorosoBrandon
Scalis.ai - https://scalis.ai/
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Hey everyone, thanks for tuning into D2Z, a podcast
about using the Gen Z mindset togrow your business.
I'm Gen Z entrepreneur BrandonAmoroso, the former founder of
Electric and now the co-founderof Scaless, and today I'm
talking with Daniel Borba, who'sthe CEO of Spark Portal, which
is a video as a service platformfor B2B marketers.
Thanks for coming on the show.
Speaker 2 (00:20):
Thank you, that's a great intro.
So before we dive into things.
Can you give everybody just aquick background on yourself and
your entrepreneurial journey?
Yeah, so basically I starteddoing freelance work and time
(00:41):
went by and I was like man, Iwant to see what I can do with
this.
I want to see if I can createsomething new.
And obviously the natural routewas to go to found an agency.
But then I was like I'm notsure if I want to go the
traditional route.
So I said I want to createsomething new.
And that's when I came up withdoing a video as a service
offering that is not limited tohourly rates or you know the
(01:05):
traditional agency model.
And we doubled down and wefound a niche on software.
And so that's where we came tobe, how we came to be.
Speaker 1 (01:17):
What has it been like transitioning from you know
services and that agency modeloffering into software?
It sucks.
Speaker 2 (01:24):
It's probably the biggest.
You know it's kind of like theysay you know it's like trying
to leave the orbit of the earthright.
Once you leave the orbit it'slike you know, easier the
heaviest lift is in thebeginning, trying to just leave
behind old habits.
And you know assigning work toother people, especially if you
were doing the work yourself.
(01:45):
You know assigning work to otherpeople especially if you were
doing the work yourself, youknow recently, and so, but
that's probably the hardest partis to really find people that
you can trust and have them kindof teach you how to let go, you
know.
Speaker 1 (02:00):
For that delegation process.
I mean, how have you gone aboutbeing able to do it in a sort
of cohesive and concerted manner, where you're still setting up
your team members for successand you hand it off to them, but
that you're also not still liketrying to manage it?
Because I've seen people wholike they delegate but they
don't actually delegate.
Speaker 2 (02:21):
Yeah, I would love to have my team here and have them
answer for me, right?
But I think, to be 100% clearand honest, I think there is no
way.
And you try and then you missthe mark, right, you're like I
didn't do it the right way, Ididn't feel comfortable, I still
(02:41):
felt like I needed to kind ofmicromanage, and, and so then
you try it again and you tryagain, and then over time, you
know, you have a few, a fewbruises, you might, you might go
through a few employees beforeyou learn how to really delegate
, and because that that's whathappens, you know.
And, and then you just get good, you get really good at it over
time, but you need to get somereps in, and, uh, and the the
(03:05):
quicker you learn to delegate,the the you know, the better
your business and the fasterit's going to grow.
Um, so it's been.
It's been a, I would say, arough journey, but at the same
time, I feel like we're, uh,isolating the different services
that we provide and figuringout who is who will be the best
fit for that.
(03:25):
And and, yeah, I mean it's just,I mean it's been a challenge
for sure, but it's been great tofinally get to that place where
we're.
I'm not involved heavily in theservicing of the clients and
and one more, one more point onthat is that for me was it was
very difficult because I startedon the creative side, and so
(03:48):
what happens is I used to workwith other designers and
animators first, and then Istarted hiring more sort of
senior managers, sort ofexecutive leaders, and so then
that transition from managingactual executioners right, like
actual designers, animators, youknow, writers it's a different
(04:09):
ballgame than managing peoplethat are actually making, you
know, decisions for the business.
And so that's where probablythe biggest sort of biggest
difference in management style.
So but I think we're there, Ithink we're there.
So it's been very liberating toget to that place where you're
(04:30):
having people take your visionand kind of executing against
that, instead of just saying,hey, I want this done this way,
you know, and givingmicromanagement directions.
Speaker 1 (04:44):
Do you have an example of a time where you
delegated and it went reallywell and then, maybe more
interestingly, a time where youdelegated and it did not go very
well?
Speaker 2 (04:53):
So, yes, the biggest one, the biggest, biggest this
is the first time that happenedto me where I successfully
handed off a project to somebodythat knew more than me and that
had to just trust them was whenwe designed our pitch deck for
the first time.
And I know that that applies toyour audience, because a lot of
(05:15):
founders struggle with that,because they look at their
product or their service ortheir offering with this like
crazy amount of love, but theydon't want to let go.
And so what happens is I had tolearn to say, hey, this person
has a vested interest in me andI'm paying them, so I should
(05:37):
learn to let go.
And so I said I created sort ofa brief for me.
I said, hey, I want this, Iwant that, here's what I'm
struggling with.
And then I asked him too.
I said what do you think I'mmissing here?
And also, what do you think howcan I let this go so that you
can do your best work, so that Idon't have to, like,
micromanage you, but I still beinvolved.
And so then you know, it was abeautiful experience, because
(06:01):
you know, he created a sort of asummary, he gave me a timeline,
and so then I was like, wow,this is amazing.
That was one of the firstexperiences where I was like
this is huge, this is huge.
And so that was a good example.
Right now I'm going to give youa bad one.
So when I first started hiring aproject manager, I didn't even
(06:27):
know the skills that I needed,the type of personality that I
was hiring, and that has a hugeimpact on the success rate of
this new person, of this newhire, whether you're talking a
contractor or actual employee,right, but I hired this person
with a strong personality and hehad a strong creative
background but didn't have astrong sort of organizational
(06:51):
background, and so we butt headsall the time.
He didn't get the vision and itjust didn't work.
And so then, every day it wouldbe an issue and he just
wouldn't get it.
He would want to do his way.
Every day it would be an issueand he just wouldn't get it.
He would want to do his way,and part of it is me that I
didn't let go properly, but atthe same time, you know, the
(07:11):
other half was not even tryingto help me on that right.
And so, but I take myresponsibility right, like I
take my own responsibility.
Speaker 1 (07:24):
I probably could have made it work better, but yeah,
that's a big L that I take withme for the rest of my life.
Yeah, I think to your firstexample, like putting the
ownership in the team members'hands, like that's always worked
very well for me.
I'm assuming they have that inthem to begin with.
But, like it truly is, they'rethe stakeholder, they have full
ownership over it and you'rejust there to help, guide and to
(07:48):
sort of support where needed,but you're not dictating from
the top down.
It's more like you know, theway I like to phrase it is I
hired you for for you.
If I hired you to just goexecute a bunch of tasks that I
already know need to be executed, I mean you could have like a
robot do that, or literallysomebody who doesn't have the
creative prowess or strategicthinking that you have.
And that seemed to always workpretty well.
Speaker 2 (08:10):
Yeah, that's awesome to hear.
Yeah, I think the hardest partis probably to come up like
learning who you need to hire,because oftentimes it's not so
much about the skillset as it isthe personality and the point
in time in their lives, right,because sometimes it's not so
much about the skillset as it isthe personality and the point
in time in their lives, right?
Because sometimes it's moreabout the right opportunity
(08:33):
rather than the right skillsetof the person, because if you
look at skills only, eventuallythat person is going to become
obsolete for the business, right.
But if you're looking for aperson that is looking to lead
and looking for a company togrow, maybe they've been burned
by past bosses, so now they'relooking for somebody to actually
(08:53):
give them the ownership ofsomething, and it's just the
perfect time.
Just the perfect time If youcan find a way to figure out
what that is, what that lookslike for you or for this new
person.
Boy, you have a great, greatopportunity there, because it's
a good opportunity for you as abusiness owner, but it's also a
(09:13):
good opportunity for them, andthat means you're going to have
that person go help you for thenext three or four or five years
instead of just nine months,six months or a year and a half,
which is a huge problem becauseany strategic hire, it takes
them like six months to a yearto really come in and understand
(09:36):
everything there is tounderstand about the market,
even if they have marketexperience.
If you're really trying to dosomething new or big or bold,
it's going to take them.
Even the best of the best.
It's going to take him at leastsix months to really be able to
bring new ideas that are reallyimpactful and applicable to
(09:59):
what your vision is as a founder.
I don't know what you have youseen the same thing in terms of
timeline?
Or what have you experienced interms of seeing them like, oh,
fulfill the actual role, uh, asyou envisioned in the first time
?
Speaker 1 (10:14):
yeah, I think especially it depends on the
stage of the business, like whenI was first bringing on team
members, the role was much lessdefined and the person joining
had to be an active participantand actually defining the role
and be comfortable with wearingmultiple different hats and
being able to sort of jump inwhere necessary, which is not
everybody's strong suit.
(10:35):
Some people much prefer likeclearly defined deliverables,
but I always like to focus onthe results and not necessarily
the deliverables themselves.
So when I'm bringing in a newteam member, it's like these are
the goals.
I have ideas around how youcould achieve them, but, like
part of your responsibility isto come up with the actual
deliverables that will lead toset goals.
(10:56):
I don't like to set uprelationships where it's
completely deliverable based,because I mean you could do a
thousand different things, butif it doesn't actually have the
business outcome that we'relooking for, the thousand things
are sort of irrelevant, and soI think that was a big, a big
component of it.
And then in the hiring processitself, focusing more on nuance
(11:20):
than necessarily like actualhard skill sets though it does
depend on the role, Like whenI'm hiring developers or
engineers, you know pretty hardskill set that we're looking for
.
If it's a, if it's a marketinghire.
You know, maybe it's a littlebit more around interpersonal
skills and just the way thatthey think about approaching and
solving problems.
So I think it's very, uh, veryrole specific and also company
(11:43):
size specific, whereas now, ifit was a larger org, like we
have clear holes that need to befilled and they're going to be
reporting into somebody elsealready.
So it's a little bit more, youknow, well defined.
Speaker 2 (11:55):
Yeah, yeah, I think I think I'm hearing the same
thing from other people as well.
A lot of, especially nowadays,with so much technology being
leveraged in different rolesbeing leveraged in different
roles and I'm only assuming thatit's going to accelerate with
AI.
But basically now, instead ofputting your head down and
(12:16):
focusing just in one skill, Imean that's important.
Sure, you have to have yourchops in something, but
expanding beyond that it'scrucial.
Like, for example, learning howto have different stakeholders
and be able to say, to talk onelanguage with one team and then
a different language andtranslate.
That that's huge value.
For example, the good old youknow sales and marketing,
(12:41):
creative and marketing, right,so the creative team is usually
they're talking one language,the marketing team is talking
another language, and so you caneasily and I'm just giving as
an example as a future employeeyou want to make sure that
you're able to translate betweenthese different teams what
(13:01):
those things mean in order toachieve that result that you're
talking about.
And I've seen how it'sdetrimental to the business when
, especially when you haveleadership that doesn't
understand how their decisionstrickle down in the tactics, and
it's really sad because revenuegets lost all the time.
(13:23):
They don't adapt fast enough,and so it happens all over the
place, all over the place.
Speaker 1 (13:32):
As you've been growing the SaaS side of the
business, I guess what wouldprobably be helpful is if you
could just give like a quicksort of overview around what it
is that Spark Portal does.
Speaker 2 (13:43):
Yeah.
Speaker 1 (13:43):
And then I'll dive into some of the specific
questions I have around it.
Speaker 2 (13:45):
Yeah, so what Spark Portal does is we're a video as
a service solution for softwarecompanies, and so we create
video content for softwarecompanies, usually between 50 to
1,000 employees, and we usuallycome in once.
They have a marketing persondoing some content, some
initiatives, and they hire us tojust kind of take what they've
(14:09):
done and some of theirinitiatives that they have and
we kind of inject video into themarketing strategy.
And so what that usually meansis a lot of video content for
LinkedIn, a lot of explainervideos, solution-based videos
for sales, ABM, that type ofthing, LinkedIn ads, promo
videos and so yeah.
Speaker 1 (14:33):
So that's basically the bulk of what we do, got it.
And then in terms of, like, Iguess, ideal company size and
typically those that you'reworking with, is there like a
rough range that you typicallyslot in?
Speaker 2 (14:42):
you know, uh, we're still fairly uh young, I would
say but what we found is themarketing team size.
There's a direct correlation.
So if they have a personleading marketing even if
they're not a CMO, like they'rea VP of marketing or a marketing
director if they already havesome initiatives like, for
example, they already have abudget for LinkedIn ads, they
(15:03):
already have a budget forrunning some YouTube ads or
running a few email campaigns,also with some type of organic
content, like an emailnewsletter or something like
that.
Usually we come in and we'reable to leverage video content
for those purposes, and sousually that means that for
(15:25):
different companies it meansdifferent things.
So you can talk about revenue,you can talk about employee size
, you can also talk aboutmentality, because a lot of
marketers especially whenthey've already had a few exits,
for example, they already knowhow to leverage video.
So even if they're early on,right outside of the less than
(15:46):
50 employees, let's say, theystill believe in video and they
just bring us on board, and sowe also have a big corporation
as our clients KeyBank and sothey don't really fit that
criteria.
So we have a wide range, but Iwould say the main range is
between 200 and 1,000 employees,because we're really able to
(16:07):
support them and be able to dowhat they couldn't do otherwise.
Right, especially for a youngstartup.
Usually they're willing to beon camera, they're all fired up,
but once you start adding moreand more employees the founders
they just only get involved.
Big picture, but they forget tobe sort of the face of the
company, right, and socontent-wise, and so that's when
(16:31):
they need a lot of supportcreating content that's not
dependent on the CEO or theexecutive team, and that's where
we also kind of help them, andso that's a long answer, but
usually, like I said, between 50and 1,000 employees, or if they
have already a person assignedfor marketing, that's when we
come in and we inject a bunch ofvideo content into all their
(16:53):
initiatives.
Speaker 1 (16:54):
How has video changed in 2025?
So much emphasis on short formcontent, different platforms as
well, versus your sort of triedand true channels.
So what are some of the thingsthat you're seeing in the market
that are providing outsizedreturns for B2B marketing, which
is obviously a lot differentthan how you'd approach video if
you're a B2C company or B2C?
Speaker 2 (17:17):
Yeah, so the answer may be more nuanced, but some of
the general trends isdefinitely video on LinkedIn.
The cool thing about video onLinkedIn is that the video feed
is all new, and so LinkedIn isputting a lot of impressions
behind that.
It's giving you a lot of freeexposure and so if you
(17:39):
continuously, if you make videovery often, it's a great
distribution channel right,especially if you can make it
problem-centric.
Usually that type of videoperforms very well on LinkedIn.
Now, last year, even the yearbefore last year, you know it
was fairly new to create, grab apodcast and repurpose that
(18:02):
content and put it on LinkedIn.
Right, like, let's say, from a30 minute interview, you can
take I don't know eightdifferent clips like one minute
clips and put them on LinkedIn.
Right, like, let's say, from a30-minute interview, you can
take I don't know, eightdifferent clips, like one-minute
clips and put them on LinkedIn.
But the problem with that isthat, because it becomes so easy
now, even with AI, now you havethe problem that everybody else
is doing the same thing.
So how do you differentiate,right?
(18:24):
So, in other words, how do youreally make it stand out?
Because everybody's doing thesame thing and so you really
have to go to the market with astrong opinion, with a strong
point of view, and so, and thatuh has more to do with the
messaging, your positioning anduh, and how do you see your
company, your product, your,your uh and yourself than really
(18:46):
the medium itself.
And so, to answer your question,basically, linkedin it's a hot,
hot, hot thing right now.
Even large companies areleveraging it and they're seeing
great success because itcreates additional touch points,
and more so than traditionalchannels like blogging or even
(19:10):
email, you know, and so yeah,and salespeople love that,
because all the salespeople areon LinkedIn and so once they
have the company post videos,they use that to create their
own touch points with theirprospects, right, so it's almost
like a sales enablement play aswell.
So, on LinkedIn, so that'sreally hot right now.
Speaker 1 (19:31):
Video on LinkedIn yeah, linkedin's been investing
some in like the short formcontent.
I've seen a bit as well too.
Um, I think all the all theplatforms are trending in that
direction, even like b2bmarketing materials.
In general, I feel like I'vebeen getting more consumer-esque
and a little bit lessprofessional and polished.
(19:51):
Yeah, and people are justlooking for authenticity, um, so
it's definitely a big change.
Speaker 2 (19:57):
Huge.
Authenticity is so big.
And it's interesting becauseyou have marketers like 10-year
marketers, 10-year plusmarketers, trying to see what
they can do with video.
But then you also have atwo-year marketer right that
just happened to attend acompany event and they do a
(20:19):
video of, like their booth, andthat video performs better than
what the 10-year marketer hasbeen doing right before.
And so that goes to show thatthe newer marketer sees
authenticity as a vehicle tomarket right.
And so it's very interesting tosee that behavior change.
(20:42):
The 5 to 10-year-old marketerthey want to make the brand look
as good as possible, while thenew marketer wants to make the
brand as authentic as possible,and that often means that
quality quote-unquote is not asgood, right, or it's not on
brand, but it's just a behaviorthat I think it's going to shift
(21:04):
more and more and more.
I'm not making the case thatyou shouldn't worry about
quality at all.
My point here is you need to beable to solve for all of it for
the high production value stuff, able to solve for all of it
for the high production valuestuff, but also the stuff that
is quick, down to earth andquote unquote low quality right.
(21:24):
So yeah, that's basically mytake on that.
Speaker 1 (21:29):
Yeah, I think brand is something that is so hard to
quantify anyways, and that wasgoing to be.
My next question is when you'reworking with a new company.
I feel like it's even moredifficult with some of the
earlier stage ones, where itmight be in their head but it's
not clearly articulated onanything Like.
How do you deal with that?
(21:50):
Because creative is subjective.
It's not like it's only basedoff of hard data.
The performance definitely hassomething to do with it when
you're actually pushing itthrough a platform like linkedin
.
Um, but that was always mybiggest pain point running an
agency.
Whenever we did any creativework was like trying to get
inside the head of the personwho was receiving the
deliverable, because that wasreally the only thing that
(22:11):
mattered it's?
Speaker 2 (22:13):
yeah, it's terrible because, first of all, marketing
itself.
I so I come from animation,freelance animation background,
so creative, but I landed intothis, you know, b2b marketing,
software space, and that when I,when I was early on this
journey, I figured I thought itwas like man, like marketers
(22:35):
think they're all they all kindof think the same.
I thought that I assumed thatall marketers agree on the terms
that they use.
But then I quickly found, wow,there's a huge discrepancy in
how they view all the terms thatthey use in marketing.
I thought it was more of ascientific thing.
They're like this means thisfor everybody, but actually,
(22:58):
actually that's not the case,and so, uh, that was the first
kind of like eye-opener thingfor me, and even more so once
you start adding the creativeaspect of it.
Right, meaning, what is a videolike, what is an animated,
what's an explainer video?
I thought this was a demo video, a demo video, an explainer
video, a social clip, and thenyou start getting into all the
(23:19):
video styles and all it's like,wow, like you don't even know
what.
What is what, and so it couldbe, it could be very, very, uh,
messy, and I think that's that'sprobably another uh reason why
we've done so well is because webring clarity to that world and
since we've been able to nichedown we've been able well is
because we bring clarity to thatworld and since we've been able
to niche down, we've been ableto kind of define, predefine
(23:41):
everything for them so that it'skind of clear for them.
But to your point, I mean it'sjust a mess.
I mean it's just so difficultto quantify stuff like that.
You know, that has to do withbrand.
And then one more thing aboutbrand is to me, the way that I
(24:02):
kind of look at brand is thevalues that the company stands
for, right, so sort of.
If people were to describe youin one word, they would say you
know, tenacious, happy, you knowall those words that we use to
describe a person.
Well, we should have thosewords, for that should be your
(24:23):
brand really, and so.
But what marketers have done isthey find a way to qualify that
and say to quantify that and say, oh, like you know, market
share and then all these otherthings.
But in reality, if you reallythink about it, over time those
definitions change because itmakes sense, because that's why
(24:46):
new companies, once they go tomarket, they solve these
problems?
Why?
Because they have these valuesthat the market is looking for
in terms of associatingthemselves with those values and
the company that was supposedto be serving or appealing to
those values.
It's no longer the case,because the new one just kind of
(25:08):
crushed them.
And so my point here is brand isreally the way that I look at
them is the way that I look atbrand is the core values that
your company stands by and thatyou will fire people over not
following them.
You would also make other peopleaccountable, including clients
(25:29):
and customers, and they shouldalso describe you like that on a
regular basis, not in everycase, but generally.
And there is no way to measurethat other than just to maybe
run some interviews and justfigure that stuff out.
And so that's a long-windedcomment that I agree with you
(25:51):
100%.
There's no way to measure it.
There's no way to measure itother than just experience that
brand.
And, yes, do you agree thatthey are that way or not right?
Do their products or theirservices actually stand by those
descriptions or not?
And it's really hard to capturethat in a survey.
(26:13):
And sure you can measure thatwith, with, with certain kpis
and this and that.
But at the end of the day itreally comes down to proving and
aligning those values andvalidating that with with the
customers and everybody involvedin the company right on each
side.
Speaker 1 (26:32):
yeah, it sounds like a lot of discovery, and then
checking in along the way.
Speaker 2 (26:36):
Yeah, yeah, there's no other way.
Speaker 1 (26:40):
So one last question for you before we wrap things up
how has AI impacted yourprocess as an organization when
it comes to rolling out softwarein and around video marketing?
Speaker 2 (26:50):
Well, I'm super excited for AI because it's
going to save us more time.
It's already saving us time.
A big, big, huge.
Probably the the biggest impactit has had.
It's on the uh short clips andvideo editing, like interviews,
interview type stuff.
Because now, before we as a asa video uh vendor right, we we
(27:13):
used to have to look at thetimeline and edit and listen to
it and watch it to be able toedit.
But now what we can do is wecan edit it in a document format
so it's much faster.
An actual content strategistcan read through the interview
and the content and be able toquickly and quicker select
(27:36):
things so that the editor canedit faster.
Uh, versus before it was morelike a creative process, now
it's now you can marry thecreative with the strategy
aspect of it.
Um, but there's still a longways to go because there are
other areas for videos thatprobably need help.
There's a lot of like what'sthat word?
Is it hallucinating?
(27:59):
It comes up with stuff so it'svery difficult to replicate.
So, for example, if you want tosay you know, give me a video
with five, you know scenes doingthis and that it'll do it, but
then if you want to make an edit, it will just change everything
else around it, and so now youno longer have that control of
(28:23):
like uh, that you want and so um, and so it makes it very
difficult because even a simplechange can change the whole
context and the whole sceneright, and so, uh, we're
probably going to see more thatimprove over time, but, as of
today, the biggest impact hasbeen on just like long form
content, like talking head typeof videos.
(28:49):
We are seeing also a lot of helpon the strategy side as well,
to help us explore differentideas for different strategies,
different messaging angles,different ways, different hooks
and things like that, and sothat's exceptionally helpful
when it comes to ads, but mostlyfor exploration purposes, not
necessarily for, you know,actually producing client facing
(29:15):
, you know, deliverables.
It's mostly for exploration,faster exploration of different
concepts, and that definitelybrings up a lot of benefits in
terms of efficiency for eachrole at a creative agency.
Speaker 1 (29:31):
Got it?
Yeah, it seems like it's stillpretty early on, but there's
still some ways that it's goingto help augment some of the more
manual processes or internalworkflows that you had to go
through, or coming through anextensive amount of data all at
once, that you don't have to doit yourself.
But the hallucinations arepretty funny.
Yeah, some of the ones thatI've seen.
(29:51):
Yeah, they're pretty funny.
Well, I appreciate you coming onand sharing all these insights
with us, but before we hop, canyou let people know where they
could find you and connect withyou online?
Speaker 2 (30:02):
Yeah, they can find me on LinkedIn, daniel Borba, or
they can go to our website,sparkportalcom, and that's where
I am Awesome.
Speaker 1 (30:11):
Well, again, I appreciate you coming on For
everybody listening.
As always, this is BrandonAmoroso.
You can find me atBrandonAmorosocom or Scalistai.
Thanks for listening and wewill see you next time.
Hey everyone, thanks for tuning into D2Z, a podcast
about using the Gen Z mindset togrow your business.
I'm Gen Z entrepreneur BrandonAmoroso, the former founder of
Electric and now the co-founderof Scaless, and today I'm
talking with Daniel Borba, who'sthe CEO of Spark Portal, which
is a video as a service platformfor B2B marketers.
Thanks for coming on the show.
Speaker 2 (00:20):
Thank you, that's a great intro.
So before we dive into things.
Can you give everybody just aquick background on yourself and
your entrepreneurial journey?
Yeah, so basically I starteddoing freelance work and time
(00:41):
went by and I was like man, Iwant to see what I can do with
this.
I want to see if I can createsomething new.
And obviously the natural routewas to go to found an agency.
But then I was like I'm notsure if I want to go the
traditional route.
So I said I want to createsomething new.
And that's when I came up withdoing a video as a service
offering that is not limited tohourly rates or you know the
(01:05):
traditional agency model.
And we doubled down and wefound a niche on software.
And so that's where we came tobe, how we came to be.
Speaker 1 (01:17):
What has it been like transitioning from you know
services and that agency modeloffering into software?
It sucks.
Speaker 2 (01:24):
It's probably the biggest.
You know it's kind of like theysay you know it's like trying
to leave the orbit of the earthright.
Once you leave the orbit it'slike you know, easier the
heaviest lift is in thebeginning, trying to just leave
behind old habits.
And you know assigning work toother people, especially if you
were doing the work yourself.
(01:45):
You know assigning work to otherpeople especially if you were
doing the work yourself, youknow recently, and so, but
that's probably the hardest partis to really find people that
you can trust and have them kindof teach you how to let go, you
know.
Speaker 1 (02:00):
For that delegation process.
I mean, how have you gone aboutbeing able to do it in a sort
of cohesive and concerted manner, where you're still setting up
your team members for successand you hand it off to them, but
that you're also not still liketrying to manage it?
Because I've seen people wholike they delegate but they
don't actually delegate.
Speaker 2 (02:21):
Yeah, I would love to have my team here and have them
answer for me, right?
But I think, to be 100% clearand honest, I think there is no
way.
And you try and then you missthe mark, right, you're like I
didn't do it the right way, Ididn't feel comfortable, I still
(02:41):
felt like I needed to kind ofmicromanage, and, and so then
you try it again and you tryagain, and then over time, you
know, you have a few, a fewbruises, you might, you might go
through a few employees beforeyou learn how to really delegate
, and because that that's whathappens, you know.
And, and then you just get good, you get really good at it over
time, but you need to get somereps in, and, uh, and the the
(03:05):
quicker you learn to delegate,the the you know, the better
your business and the fasterit's going to grow.
Um, so it's been.
It's been a, I would say, arough journey, but at the same
time, I feel like we're, uh,isolating the different services
that we provide and figuringout who is who will be the best
fit for that.
(03:25):
And and, yeah, I mean it's just,I mean it's been a challenge
for sure, but it's been great tofinally get to that place where
we're.
I'm not involved heavily in theservicing of the clients and
and one more, one more point onthat is that for me was it was
very difficult because I startedon the creative side, and so
(03:48):
what happens is I used to workwith other designers and
animators first, and then Istarted hiring more sort of
senior managers, sort ofexecutive leaders, and so then
that transition from managingactual executioners right, like
actual designers, animators, youknow, writers it's a different
(04:09):
ballgame than managing peoplethat are actually making, you
know, decisions for the business.
And so that's where probablythe biggest sort of biggest
difference in management style.
So but I think we're there, Ithink we're there.
So it's been very liberating toget to that place where you're
(04:30):
having people take your visionand kind of executing against
that, instead of just saying,hey, I want this done this way,
you know, and givingmicromanagement directions.
Speaker 1 (04:44):
Do you have an example of a time where you
delegated and it went reallywell and then, maybe more
interestingly, a time where youdelegated and it did not go very
well?
Speaker 2 (04:53):
So, yes, the biggest one, the biggest, biggest this
is the first time that happenedto me where I successfully
handed off a project to somebodythat knew more than me and that
had to just trust them was whenwe designed our pitch deck for
the first time.
And I know that that applies toyour audience, because a lot of
(05:15):
founders struggle with that,because they look at their
product or their service ortheir offering with this like
crazy amount of love, but theydon't want to let go.
And so what happens is I had tolearn to say, hey, this person
has a vested interest in me andI'm paying them, so I should
(05:37):
learn to let go.
And so I said I created sort ofa brief for me.
I said, hey, I want this, Iwant that, here's what I'm
struggling with.
And then I asked him too.
I said what do you think I'mmissing here?
And also, what do you think howcan I let this go so that you
can do your best work, so that Idon't have to, like,
micromanage you, but I still beinvolved.
And so then you know, it was abeautiful experience, because
(06:01):
you know, he created a sort of asummary, he gave me a timeline,
and so then I was like, wow,this is amazing.
That was one of the firstexperiences where I was like
this is huge, this is huge.
And so that was a good example.
Right now I'm going to give youa bad one.
So when I first started hiring aproject manager, I didn't even
(06:27):
know the skills that I needed,the type of personality that I
was hiring, and that has a hugeimpact on the success rate of
this new person, of this newhire, whether you're talking a
contractor or actual employee,right, but I hired this person
with a strong personality and hehad a strong creative
background but didn't have astrong sort of organizational
(06:51):
background, and so we butt headsall the time.
He didn't get the vision and itjust didn't work.
And so then, every day it wouldbe an issue and he just
wouldn't get it.
He would want to do his way.
Every day it would be an issueand he just wouldn't get it.
He would want to do his way,and part of it is me that I
didn't let go properly, but atthe same time, you know, the
(07:11):
other half was not even tryingto help me on that right.
And so, but I take myresponsibility right, like I
take my own responsibility.
Speaker 1 (07:24):
I probably could have made it work better, but yeah,
that's a big L that I take withme for the rest of my life.
Yeah, I think to your firstexample, like putting the
ownership in the team members'hands, like that's always worked
very well for me.
I'm assuming they have that inthem to begin with.
But, like it truly is, they'rethe stakeholder, they have full
ownership over it and you'rejust there to help, guide and to
(07:48):
sort of support where needed,but you're not dictating from
the top down.
It's more like you know, theway I like to phrase it is I
hired you for for you.
If I hired you to just goexecute a bunch of tasks that I
already know need to be executed, I mean you could have like a
robot do that, or literallysomebody who doesn't have the
creative prowess or strategicthinking that you have.
And that seemed to always workpretty well.
Speaker 2 (08:10):
Yeah, that's awesome to hear.
Yeah, I think the hardest partis probably to come up like
learning who you need to hire,because oftentimes it's not so
much about the skillset as it isthe personality and the point
in time in their lives, right,because sometimes it's not so
much about the skillset as it isthe personality and the point
in time in their lives, right?
Because sometimes it's moreabout the right opportunity
(08:33):
rather than the right skillsetof the person, because if you
look at skills only, eventuallythat person is going to become
obsolete for the business, right.
But if you're looking for aperson that is looking to lead
and looking for a company togrow, maybe they've been burned
by past bosses, so now they'relooking for somebody to actually
(08:53):
give them the ownership ofsomething, and it's just the
perfect time.
Just the perfect time If youcan find a way to figure out
what that is, what that lookslike for you or for this new
person.
Boy, you have a great, greatopportunity there, because it's
a good opportunity for you as abusiness owner, but it's also a
(09:13):
good opportunity for them, andthat means you're going to have
that person go help you for thenext three or four or five years
instead of just nine months,six months or a year and a half,
which is a huge problem becauseany strategic hire, it takes
them like six months to a yearto really come in and understand
(09:36):
everything there is tounderstand about the market,
even if they have marketexperience.
If you're really trying to dosomething new or big or bold,
it's going to take them.
Even the best of the best.
It's going to take him at leastsix months to really be able to
bring new ideas that are reallyimpactful and applicable to
(09:59):
what your vision is as a founder.
I don't know what you have youseen the same thing in terms of
timeline?
Or what have you experienced interms of seeing them like, oh,
fulfill the actual role, uh, asyou envisioned in the first time
?
Speaker 1 (10:14):
yeah, I think especially it depends on the
stage of the business, like whenI was first bringing on team
members, the role was much lessdefined and the person joining
had to be an active participantand actually defining the role
and be comfortable with wearingmultiple different hats and
being able to sort of jump inwhere necessary, which is not
everybody's strong suit.
(10:35):
Some people much prefer likeclearly defined deliverables,
but I always like to focus onthe results and not necessarily
the deliverables themselves.
So when I'm bringing in a newteam member, it's like these are
the goals.
I have ideas around how youcould achieve them, but, like
part of your responsibility isto come up with the actual
deliverables that will lead toset goals.
(10:56):
I don't like to set uprelationships where it's
completely deliverable based,because I mean you could do a
thousand different things, butif it doesn't actually have the
business outcome that we'relooking for, the thousand things
are sort of irrelevant, and soI think that was a big, a big
component of it.
And then in the hiring processitself, focusing more on nuance
(11:20):
than necessarily like actualhard skill sets though it does
depend on the role, Like whenI'm hiring developers or
engineers, you know pretty hardskill set that we're looking for
.
If it's a, if it's a marketinghire.
You know, maybe it's a littlebit more around interpersonal
skills and just the way thatthey think about approaching and
solving problems.
So I think it's very, uh, veryrole specific and also company
(11:43):
size specific, whereas now, ifit was a larger org, like we
have clear holes that need to befilled and they're going to be
reporting into somebody elsealready.
So it's a little bit more, youknow, well defined.
Speaker 2 (11:55):
Yeah, yeah, I think I think I'm hearing the same
thing from other people as well.
A lot of, especially nowadays,with so much technology being
leveraged in different rolesbeing leveraged in different
roles and I'm only assuming thatit's going to accelerate with
AI.
But basically now, instead ofputting your head down and
(12:16):
focusing just in one skill, Imean that's important.
Sure, you have to have yourchops in something, but
expanding beyond that it'scrucial.
Like, for example, learning howto have different stakeholders
and be able to say, to talk onelanguage with one team and then
a different language andtranslate.
That that's huge value.
For example, the good old youknow sales and marketing,
(12:41):
creative and marketing, right,so the creative team is usually
they're talking one language,the marketing team is talking
another language, and so you caneasily and I'm just giving as
an example as a future employeeyou want to make sure that
you're able to translate betweenthese different teams what
(13:01):
those things mean in order toachieve that result that you're
talking about.
And I've seen how it'sdetrimental to the business when
, especially when you haveleadership that doesn't
understand how their decisionstrickle down in the tactics, and
it's really sad because revenuegets lost all the time.
(13:23):
They don't adapt fast enough,and so it happens all over the
place, all over the place.
Speaker 1 (13:32):
As you've been growing the SaaS side of the
business, I guess what wouldprobably be helpful is if you
could just give like a quicksort of overview around what it
is that Spark Portal does.
Speaker 2 (13:43):
Yeah.
Speaker 1 (13:43):
And then I'll dive into some of the specific
questions I have around it.
Speaker 2 (13:45):
Yeah, so what Spark Portal does is we're a video as
a service solution for softwarecompanies, and so we create
video content for softwarecompanies, usually between 50 to
1,000 employees, and we usuallycome in once.
They have a marketing persondoing some content, some
initiatives, and they hire us tojust kind of take what they've
(14:09):
done and some of theirinitiatives that they have and
we kind of inject video into themarketing strategy.
And so what that usually meansis a lot of video content for
LinkedIn, a lot of explainervideos, solution-based videos
for sales, ABM, that type ofthing, LinkedIn ads, promo
videos and so yeah.
Speaker 1 (14:33):
So that's basically the bulk of what we do, got it.
And then in terms of, like, Iguess, ideal company size and
typically those that you'reworking with, is there like a
rough range that you typicallyslot in?
Speaker 2 (14:42):
you know, uh, we're still fairly uh young, I would
say but what we found is themarketing team size.
There's a direct correlation.
So if they have a personleading marketing even if
they're not a CMO, like they'rea VP of marketing or a marketing
director if they already havesome initiatives like, for
example, they already have abudget for LinkedIn ads, they
(15:03):
already have a budget forrunning some YouTube ads or
running a few email campaigns,also with some type of organic
content, like an emailnewsletter or something like
that.
Usually we come in and we'reable to leverage video content
for those purposes, and sousually that means that for
(15:25):
different companies it meansdifferent things.
So you can talk about revenue,you can talk about employee size
, you can also talk aboutmentality, because a lot of
marketers especially whenthey've already had a few exits,
for example, they already knowhow to leverage video.
So even if they're early on,right outside of the less than
(15:46):
50 employees, let's say, theystill believe in video and they
just bring us on board, and sowe also have a big corporation
as our clients KeyBank and sothey don't really fit that
criteria.
So we have a wide range, but Iwould say the main range is
between 200 and 1,000 employees,because we're really able to
(16:07):
support them and be able to dowhat they couldn't do otherwise.
Right, especially for a youngstartup.
Usually they're willing to beon camera, they're all fired up,
but once you start adding moreand more employees the founders
they just only get involved.
Big picture, but they forget tobe sort of the face of the
company, right, and socontent-wise, and so that's when
(16:31):
they need a lot of supportcreating content that's not
dependent on the CEO or theexecutive team, and that's where
we also kind of help them, andso that's a long answer, but
usually, like I said, between 50and 1,000 employees, or if they
have already a person assignedfor marketing, that's when we
come in and we inject a bunch ofvideo content into all their
(16:53):
initiatives.
Speaker 1 (16:54):
How has video changed in 2025?
So much emphasis on short formcontent, different platforms as
well, versus your sort of triedand true channels.
So what are some of the thingsthat you're seeing in the market
that are providing outsizedreturns for B2B marketing, which
is obviously a lot differentthan how you'd approach video if
you're a B2C company or B2C?
Speaker 2 (17:17):
Yeah, so the answer may be more nuanced, but some of
the general trends isdefinitely video on LinkedIn.
The cool thing about video onLinkedIn is that the video feed
is all new, and so LinkedIn isputting a lot of impressions
behind that.
It's giving you a lot of freeexposure and so if you
(17:39):
continuously, if you make videovery often, it's a great
distribution channel right,especially if you can make it
problem-centric.
Usually that type of videoperforms very well on LinkedIn.
Now, last year, even the yearbefore last year, you know it
was fairly new to create, grab apodcast and repurpose that
(18:02):
content and put it on LinkedIn.
Right, like, let's say, from a30 minute interview, you can
take I don't know eightdifferent clips like one minute
clips and put them on LinkedIn.
Right, like, let's say, from a30-minute interview, you can
take I don't know, eightdifferent clips, like one-minute
clips and put them on LinkedIn.
But the problem with that isthat, because it becomes so easy
now, even with AI, now you havethe problem that everybody else
is doing the same thing.
So how do you differentiate,right?
(18:24):
So, in other words, how do youreally make it stand out?
Because everybody's doing thesame thing and so you really
have to go to the market with astrong opinion, with a strong
point of view, and so, and thatuh has more to do with the
messaging, your positioning anduh, and how do you see your
company, your product, your,your uh and yourself than really
(18:46):
the medium itself.
And so, to answer your question,basically, linkedin it's a hot,
hot, hot thing right now.
Even large companies areleveraging it and they're seeing
great success because itcreates additional touch points,
and more so than traditionalchannels like blogging or even
(19:10):
email, you know, and so yeah,and salespeople love that,
because all the salespeople areon LinkedIn and so once they
have the company post videos,they use that to create their
own touch points with theirprospects, right, so it's almost
like a sales enablement play aswell.
So, on LinkedIn, so that'sreally hot right now.
Speaker 1 (19:31):
Video on LinkedIn yeah, linkedin's been investing
some in like the short formcontent.
I've seen a bit as well too.
Um, I think all the all theplatforms are trending in that
direction, even like b2bmarketing materials.
In general, I feel like I'vebeen getting more consumer-esque
and a little bit lessprofessional and polished.
(19:51):
Yeah, and people are justlooking for authenticity, um, so
it's definitely a big change.
Speaker 2 (19:57):
Huge.
Authenticity is so big.
And it's interesting becauseyou have marketers like 10-year
marketers, 10-year plusmarketers, trying to see what
they can do with video.
But then you also have atwo-year marketer right that
just happened to attend acompany event and they do a
(20:19):
video of, like their booth, andthat video performs better than
what the 10-year marketer hasbeen doing right before.
And so that goes to show thatthe newer marketer sees
authenticity as a vehicle tomarket right.
And so it's very interesting tosee that behavior change.
(20:42):
The 5 to 10-year-old marketerthey want to make the brand look
as good as possible, while thenew marketer wants to make the
brand as authentic as possible,and that often means that
quality quote-unquote is not asgood, right, or it's not on
brand, but it's just a behaviorthat I think it's going to shift
(21:04):
more and more and more.
I'm not making the case thatyou shouldn't worry about
quality at all.
My point here is you need to beable to solve for all of it for
the high production value stuff, able to solve for all of it
for the high production valuestuff, but also the stuff that
is quick, down to earth andquote unquote low quality right.
(21:24):
So yeah, that's basically mytake on that.
Speaker 1 (21:29):
Yeah, I think brand is something that is so hard to
quantify anyways, and that wasgoing to be.
My next question is when you'reworking with a new company.
I feel like it's even moredifficult with some of the
earlier stage ones, where itmight be in their head but it's
not clearly articulated onanything Like.
How do you deal with that?
(21:50):
Because creative is subjective.
It's not like it's only basedoff of hard data.
The performance definitely hassomething to do with it when
you're actually pushing itthrough a platform like linkedin
.
Um, but that was always mybiggest pain point running an
agency.
Whenever we did any creativework was like trying to get
inside the head of the personwho was receiving the
deliverable, because that wasreally the only thing that
(22:11):
mattered it's?
Speaker 2 (22:13):
yeah, it's terrible because, first of all, marketing
itself.
I so I come from animation,freelance animation background,
so creative, but I landed intothis, you know, b2b marketing,
software space, and that when I,when I was early on this
journey, I figured I thought itwas like man, like marketers
(22:35):
think they're all they all kindof think the same.
I thought that I assumed thatall marketers agree on the terms
that they use.
But then I quickly found, wow,there's a huge discrepancy in
how they view all the terms thatthey use in marketing.
I thought it was more of ascientific thing.
They're like this means thisfor everybody, but actually,
(22:58):
actually that's not the case,and so, uh, that was the first
kind of like eye-opener thingfor me, and even more so once
you start adding the creativeaspect of it.
Right, meaning, what is a videolike, what is an animated,
what's an explainer video?
I thought this was a demo video, a demo video, an explainer
video, a social clip, and thenyou start getting into all the
(23:19):
video styles and all it's like,wow, like you don't even know
what.
What is what, and so it couldbe, it could be very, very, uh,
messy, and I think that's that'sprobably another uh reason why
we've done so well is because webring clarity to that world and
since we've been able to nichedown we've been able well is
because we bring clarity to thatworld and since we've been able
to niche down, we've been ableto kind of define, predefine
(23:41):
everything for them so that it'skind of clear for them.
But to your point, I mean it'sjust a mess.
I mean it's just so difficultto quantify stuff like that.
You know, that has to do withbrand.
And then one more thing aboutbrand is to me, the way that I
(24:02):
kind of look at brand is thevalues that the company stands
for, right, so sort of.
If people were to describe youin one word, they would say you
know, tenacious, happy, you knowall those words that we use to
describe a person.
Well, we should have thosewords, for that should be your
(24:23):
brand really, and so.
But what marketers have done isthey find a way to qualify that
and say to quantify that and say, oh, like you know, market
share and then all these otherthings.
But in reality, if you reallythink about it, over time those
definitions change because itmakes sense, because that's why
(24:46):
new companies, once they go tomarket, they solve these
problems?
Why?
Because they have these valuesthat the market is looking for
in terms of associatingthemselves with those values and
the company that was supposedto be serving or appealing to
those values.
It's no longer the case,because the new one just kind of
(25:08):
crushed them.
And so my point here is brand isreally the way that I look at
them is the way that I look atbrand is the core values that
your company stands by and thatyou will fire people over not
following them.
You would also make other peopleaccountable, including clients
(25:29):
and customers, and they shouldalso describe you like that on a
regular basis, not in everycase, but generally.
And there is no way to measurethat other than just to maybe
run some interviews and justfigure that stuff out.
And so that's a long-windedcomment that I agree with you
(25:51):
100%.
There's no way to measure it.
There's no way to measure itother than just experience that
brand.
And, yes, do you agree thatthey are that way or not right?
Do their products or theirservices actually stand by those
descriptions or not?
And it's really hard to capturethat in a survey.
(26:13):
And sure you can measure thatwith, with, with certain kpis
and this and that.
But at the end of the day itreally comes down to proving and
aligning those values andvalidating that with with the
customers and everybody involvedin the company right on each
side.
Speaker 1 (26:32):
yeah, it sounds like a lot of discovery, and then
checking in along the way.
Speaker 2 (26:36):
Yeah, yeah, there's no other way.
Speaker 1 (26:40):
So one last question for you before we wrap things up
how has AI impacted yourprocess as an organization when
it comes to rolling out softwarein and around video marketing?
Speaker 2 (26:50):
Well, I'm super excited for AI because it's
going to save us more time.
It's already saving us time.
A big, big, huge.
Probably the the biggest impactit has had.
It's on the uh short clips andvideo editing, like interviews,
interview type stuff.
Because now, before we as a asa video uh vendor right, we we
(27:13):
used to have to look at thetimeline and edit and listen to
it and watch it to be able toedit.
But now what we can do is wecan edit it in a document format
so it's much faster.
An actual content strategistcan read through the interview
and the content and be able toquickly and quicker select
(27:36):
things so that the editor canedit faster.
Uh, versus before it was morelike a creative process, now
it's now you can marry thecreative with the strategy
aspect of it.
Um, but there's still a longways to go because there are
other areas for videos thatprobably need help.
There's a lot of like what'sthat word?
Is it hallucinating?
(27:59):
It comes up with stuff so it'svery difficult to replicate.
So, for example, if you want tosay you know, give me a video
with five, you know scenes doingthis and that it'll do it, but
then if you want to make an edit, it will just change everything
else around it, and so now youno longer have that control of
(28:23):
like uh, that you want and so um, and so it makes it very
difficult because even a simplechange can change the whole
context and the whole sceneright, and so, uh, we're
probably going to see more thatimprove over time, but, as of
today, the biggest impact hasbeen on just like long form
content, like talking head typeof videos.
(28:49):
We are seeing also a lot of helpon the strategy side as well,
to help us explore differentideas for different strategies,
different messaging angles,different ways, different hooks
and things like that, and sothat's exceptionally helpful
when it comes to ads, but mostlyfor exploration purposes, not
necessarily for, you know,actually producing client facing
(29:15):
, you know, deliverables.
It's mostly for exploration,faster exploration of different
concepts, and that definitelybrings up a lot of benefits in
terms of efficiency for eachrole at a creative agency.
Speaker 1 (29:31):
Got it?
Yeah, it seems like it's stillpretty early on, but there's
still some ways that it's goingto help augment some of the more
manual processes or internalworkflows that you had to go
through, or coming through anextensive amount of data all at
once, that you don't have to doit yourself.
But the hallucinations arepretty funny.
Yeah, some of the ones thatI've seen.
(29:51):
Yeah, they're pretty funny.
Well, I appreciate you coming onand sharing all these insights
with us, but before we hop, canyou let people know where they
could find you and connect withyou online?
Speaker 2 (30:02):
Yeah, they can find me on LinkedIn, daniel Borba, or
they can go to our website,sparkportalcom, and that's where
I am Awesome.
Speaker 1 (30:11):
Well, again, I appreciate you coming on For
everybody listening.
As always, this is BrandonAmoroso.
You can find me atBrandonAmorosocom or Scalistai.
Thanks for listening and wewill see you next time.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com
On Purpose with Jay Shetty
I’m Jay Shetty host of On Purpose the worlds #1 Mental Health podcast and I’m so grateful you found us. I started this podcast 5 years ago to invite you into conversations and workshops that are designed to help make you happier, healthier and more healed. I believe that when you (yes you) feel seen, heard and understood you’re able to deal with relationship struggles, work challenges and life’s ups and downs with more ease and grace. I interview experts, celebrities, thought leaders and athletes so that we can grow our mindset, build better habits and uncover a side of them we’ve never seen before. New episodes every Monday and Friday. Your support means the world to me and I don’t take it for granted — click the follow button and leave a review to help us spread the love with On Purpose. I can’t wait for you to listen to your first or 500th episode!