Julia Hartz — Co-founder & CEO of Eventbrite on Taking the Company from Idea to IPO

Hello. Welcome back to the Casey Adams show. Today I am joined by an incredible founder and entrepreneur, Julia Hartz, the co founder and CEO of Vempright. Thank you so much for coming on the show today.

Thank you for having me. I'm so excited for our conversation.

Of course. Well, I appreciate you hosting myself and the crew here today at the headquarters here in nsf. Very excited to be here.

My pleasure.

You know when I was, when I first reached out it I think seeing you have conversations on other podcasts and understanding your journey and for those that are watching, Eventbrite was started 2006. You and your co founders husband co founded the company, bootstrapped it for two years. I remember you saying like $250,000 lasted two years in the early days to now being one of the only and quote your CC one of 21 founders who are female led that have co founded CEO of a publicly traded company. You have quite the journey and I'm very inspired by you. So thank you so much for taking the time to come on the show today.

Thank you. I think one story that I've never talked about before that just happened this morning is I was contacted by our HR team who was helping me fill out an employment verification form for something totally unrelated to Eventbrite. And they said we're confused because we know that we're about to celebrate our 20th anniversary. But your employment date and workday says April 1, 2008. And when we looked up Kevin and we looked who's my co founder and my husband and we looked up Renaud visage who's our third co founder and CTO, they also have this April 1st date. And I sat with it for a minute and I thought, oh, it must be an admin error. And then I realized no, that was when we started taking salaries. So bootstrapping the company meant that we weren't paying ourselves until April 1st of 2008. And that's when we became officially paid by the company. I guess I say that I share that story only because I just don't know if that happens anymore. Obviously, you know, we were able to survive, so we were fortunate in that way. But there really was this sense of all in writing checks from our own bank account to get this company started and not taking money out of that, you know, operating cost to pay ourselves. Pretty, pretty like phenomenal. Think about that.

That's so cool to hear and inspiring and you know, just to take a step back, you know, early in your career you worked in entertainment, you're living in Los Angeles and something very cool that I found was you worked on the set of Friends as your first internship and then moved to MTV when you were going to college. What were some of your early aspirations? Was it you wanted to get into tech? Or what was the young Julia thinking about her future when she was in college?

The young Julia grew up in a beach town right over the hill from where tech was starting to be born. And boom, I went to College in 1997. So I missed the entire sort of cycle of the first Internet boom. And I was so isolated from what was happening in Silicon Valley. I mean, just to think of the fact that Netflix was born 40 minutes away from where I grew up, and I had no idea what was going on. So, no, I was not looking to get into tech. I had gone to college thinking I wanted to be a news broadcaster. Jane, Polly, Diane Sawyer, Katie Couric, those were my heroes. I grew up dancing and performing on stages, and so I felt like I could parlay that into a career. And in fact, my senior year in high school, I interned at the local news station for the anchorwoman, who was Dina Ruiz. She went on to marry Clint Eastwood. And, you know, so she was our local icon. And that gave me the inspiration to go to Pepperdine, a small liberal arts college that had a working television station, and actually major in television broadcasting. The issue was, you know, to go to this university, I needed to have three jobs, take on debt. My parents were. Were really stretching, and I sat in the first class of this. Of this major and realized that I did not want it as much as everyone else in the room. The small group was like 12 people. But, like, I looked around and I thought, I'm the. I'm the person who's not going to go to South Dakota and read the weather, you know, in order to be in career. So I almost immediately transferred to a different. A different major, which was television production. And that was pretty cool that you could do that, you know, at Pepperdine. So I immediately started to try to understand what it is, what my passion was within that realm. If it was going to be behind the scenes and more in the creative process than in front of the camera, what would I. What would I be great at? And so those internships were actually a process of deducing what I would want to do in this field. And I eventually landed at MTV at the series, in the series development department there. And that really just clicked for me because it was a sort of broad array of areas of focus, but it was really about almost being a Venture capital capital is for, you know, television projects. You're hearing pitches, you're deciding which teams to invest in, you're building a slate. It goes through a development pipeline. You end up on the other end with something like Jackass, which is what I worked on.

That was your first script that you received, right?

Well, not a script. It was a demo of them doing insane, insane things. And yeah, I think being a part of that and understanding, you know, like, what really spoke to me was the sort of the marriage between business and creativity, but then having just this incredible fortune of being there during such an iconic time. I mean, I was an intern on the day that they sent their demo in. And so I remember my job, my only job as an intern was to duplicate VHS tapes. So I remember watching this demo over and over and over and being like, this is like nothing I've ever seen. And I was distributing the tapes to the executives and trying to be helpful, like, maybe don't watch this during lunch, like, don't eat while you're watching this. And I just remember hearing the like cacophony of oh, my God, oh my God, oh my God. And I, like, how fortunate am I to have been in that moment, you.

Know, a generational, you know, content series that you're at the early stages.

Well, and in some ways, you know, now that I reflect back on the parallels in my two different, you know, chapters of my. Of my career, it was like a startup. I mean, there were many ways in which that show should not have been brought to air and many obstacles. Even when we had gone all in to make the show, we would have these weekly calls with OSHA Standards and Practices, legal department, us and the guys, and they would be on, you know, speaker all together, and it was all like a conference call. And they would go through their ideas one by one in great detail. And I mean, the conversations were. I just. I wish that Otter or Granola existed back then because they were epic. They were epic. And you know, you just. They just had such a conviction and a vision of what they wanted to do and they were going to do it on MTV or somewhere else. So, you know, we needed to be the. The sort of safety zone for them.

Yeah, absolutely. And even to something that I want to kind of draw a parallel to, you know, in terms of content in this era of content creators and how that parallels to eventbrite something I wanted to bring up that I was talking about before you've got in the office was like live events for me as an entrepreneur were so Critical to my early days of meeting people, of experiencing the world, and, you know, going from my bedroom doing this podcast to traveling all over the country meeting other founders in person, I wanted to take a step back and say, what do live events mean to you? You know, as the CEO of Eventbrite, how have they impacted your life even before you maybe started the company?

Well, I think that, you know, live events are, for me, the connection to an audience or the connection to an event, the connection to a performance began at age 5, right on the stage at a dance recital hall. But the idea of creating a moment that gives people the opportunity to have indelible memories, I think is one of the most precious parts of being a human. And along the way through my career in television, I had these different epiphany moments around live events. One of them in particular that really stuck with me was I was working at FX networks and we were researching a show around fandoms, and we wanted to make a docu series with Morgan Spurlock, who had signed a deal with FX after he made Super Size Me. And I found myself in the middle of these fandom meetups and different events that were about such niche topics that you couldn't even begin to understand. It was like pre Reddit days, so you really didn't have a place, or certainly pre chatgpt days, you really have a way to decode what they were passionate about. But you could feel that energy in the room. And I just remember thinking, like, this is a bunch of strangers who are so passionate about something that they're getting together and having this electric experience. And that just stuck with me. And so I think that when, you know, the road to arriving at starting Eventbrite is windy and long. But I think that part of my experience in television stuck with me along with just content in general and being able to see, to have a seat, you know, at the table of one of the best creative machines and content teams ever at fx. I mean, that team is largely still together. It's run by a guy named John Landgraaf, who had just arrived when I arrived as the lowest person on the totem pole. How lucky am I to have been privy to the way they thought, the way they developed stories, the way they thought about pushing the envelope? I mean, the things that they've created now are iconic. And I was working on Nip Tuck and Rescue, Me and the Shield, which were amazing in their own right, but what they've done now is just next level.

Absolutely. No, it's so cool to hear and you know, to, to bring us to the early days of Eventbrite. Something I love about your story that I resonate with is yourself and your husband Kevin and your other partner, you started Eventbrite together at the time you were fiances. And I remember hearing you got married, five months later you started Eventbrite and then five months later you had your first kid. What were the early days like of building a company with your partner? And I referenced that and I'm so fascinated by it because I know I was telling you a little bit beforehand, but when I started my last company as well, my now wife was our first employee. And you know, so many people said, oh, bad idea, maybe you shouldn't do that. And I learned to love it and grow. We grew so much together through that process. And, you know, hearing Eventbrite's story, from ideation to now running a publicly traded company, you have a lot of lessons and knowledge on this topic of working with your partner. And I'm curious if you were to take us back, what were the early conversations like when you were co founding Eventbrite with Kevin now at the time your fiance?

Well, I mean, I was never the kid who had a lemonade stand and was trying to be an entrepreneur at a very young age. So I wasn't born a serial entrepreneur. And I firmly believe that serial entrepreneurs are missing a chip in their brain that says this may not work out. I don't know if you've been talking about. You probably definitely are missing that chip. And so what I realized was, is as I was in TV and Kevin was building his second startup, our world kind of collided in that moment. I mean, it was at the right time, at the right place because the streaming was just starting to impact the revenue model for television. YouTube was just about to be launched.

I remember hearing you saw like some of the first wire frames.

Yeah. I mean, I had this incredible insight through Kevin that I wouldn't have had. I would have been over in like Hollywood land thinking everything was going to stay the same. And yet I could see the disruption coming from every time I flew up to San Francisco, you know, I would see something else that was going to massively change the landscape. And so, you know, ultimately I decided that I wanted to be on the side of the disruption. Not to disrupt maybe traditional media, but just to be on the faster moving side of the equation. And so I did make the decision to move up here when we got engaged, and I'm from here. And so there was an extra familial pull. But I tried to go get a. Well, I did get a job at a startup in the cable space called Current tv, and they offered me no money, and they were just starting and respect. But Kevin just kind of took that moment to pitch this idea of working together on a startup, and I hadn't considered it at all. And I can say definitively 20 years later that we have an incredible partnership because our skills are almost entirely complementary. So Kevin will, like, think up the idea that that is, you know, seemingly impossible, and then I figure out how to make it work. And, I mean, that simplifies a lot of the complexity and nuance in our life. But I'm fairly certain that's why we have made it this far and why we're a great partnership. The other ways in which we balance each other is. I can see most solutions to a problem through people, and Kevin sees it through product and systems. And so I think that this applies to anyone, not just couples, but certainly at the time that we were starting Eventbrite, there were no great examples of people who had both built successful companies and stayed together. And so we, you know, we. We actually are dear friends with one of those examples. And who were. Who were our role models? Michael and Xochi Burch. They started Birthday Alarm and Bebo and a number of other companies. They sold Bebo to aol. They went on to create truly the. Some of the best gathering spaces that exist today in San Francisco, one being the Battery. And, you know, we just asked them, what's your secret? Like, how are you. How are you working together all the time and seemingly, like, so functional. And they just sort of said, offhand, we just divide and conquer. We never work on the same thing at the same time. And that actually became our golden rule, you know, so Kevin and I took that to, like, the nth degree, and that really worked well for us.

That's amazing. Yeah, I love hearing that. I think, too. I remember being on the other side of an interview like this in those early conversations with my fiance, like, should it work? Should we work together? What if it doesn't work out? And hearing that and the conviction that you've learned from yourself, but also the stories, as you mentioned, it's really inspiring to hear, to pivot the conversation a little bit. There's not many CEOs that I sit down with that are running public security companies. And for the people that are watching this, and I remember I used to have this thought all the time, like, what does the day in the life of a CEO of a publicly traded company look like today and obviously you stepped into CEO role, I believe 2016, is that right? I'm sure that's changed so much over the years, especially throughout Covid. But today, for the people that are watching, what does your typical day look like and how has it changed over the years?

I remember. Well, I'll answer the question, which is my typical day doesn't look any different than before we went public. It's focused on our customers, our people and the problems that we're solving for our customers. But let me dip down into a little bit more context there. I remember going to a wedding of a public company CEO right before we.

Were going public and he told you don't do it.

Yeah. Well, I went to the bar and there were three other publicly, you know, traded companies, founder, CEOs who were standing there going, why are you even doing this? This is crazy. It's miserable. And I remember thinking, you know, we're going public. I am never going to complain about being public.

Yeah.

Not because I thought they were wrong, but just because I was like, okay, that seems like, you know, this is something we're choosing. I'm going to figure out like how to maintain optimism and positivity even in the darkest days.

Absolutely.

And so for me, being public means that we have a broader base of investors and shareholders who have vested interest in Eventbrite. I need to always keep their best interests top of mind. But I don't think the best companies actually transform themselves into a public stock. Like that's just not. Those two things don't exist.

What do you mean by that when you say that?

I don't think that you can run your company to try to jack your stock price and have longevity in your company strategy or in your customers experience.

Absolutely.

It's just not, I mean there's so many, so many examples of where that's gone wrong. And so what I try to do on a day to day basis is compartmentalize the, you know, the stuff that you have to do to meet the requirements of being a public company with running the business and building the company and the culture. And it works for me. I mean, like I don't, I think that maybe what I've learned about myself is I'm a master compartmentalizer. Amazing. So I just try to not let it, you know, gets me. I don't, I don't look at the stock incessantly. I'm not, you know, I am always thoughtful about, about how we engage our investor community and how we think about shareholder return.

Yeah. So as a founder and CEO, you know, we're talking about live podcasts and like bringing communities together. What podcasts or founders inspire you or do you find yourself watching their content? I'd be curious.

I do sort of a potpourri of listening and reading and I don't have one dedicated source, but I love to follow product thinkers. You know, I think Shreya, Stoshi and Lenny. I'm not even going to try his last name.

He's great.

That's the first name.

Lenny's Podcast.

Lenny's Podcast. You know, I love to really understand how people are building experiences that delight their customers. And so, you know, I'm, I'm constantly mining those things. I'm reading lots of different, you know, newsletter blurbs, but I'm not sort of one single threaded dedicated listener or reader. And I think, I think that's kind of how I approach life too. I like to ask a lot of people different questions and opinions and collect kind of this almost amalgamation or this mosaic of wisdom and then make my own decision. Right. And so I think that's really important. I think, I think that, you know, I am a huge fan of, you know, of sort of like, you know, people who have created different story formats. And I think Guy Raz has done an incredible job there in terms of creating the archives of our time and great companies companies.

And you've been a multi featured guest on there. I have a repeater. That's rare.

That is rare. You break all the records. Thank you. Thank you. And then books wise, there is no book that has captured all my needs and wants as a leader as much as CEO Excellence, which is a book that was written by Carolyn Doerr and a number of folks from McKinsey. I think they did. It was a Covid era project. I believe they took the wisdom from interviews with the Top global performing CEOs in the world and they distilled it into a book that maps the six different mindsets, different mindsets of the CEO around six areas that is that only a CEO can really do well. Right? Like, and so for me, the inspiration on that is if I ever wake up one day, which happens, and I'm like, oh my God, where should I be focusing my time? I have literally a screenshot of their map and I'm like, okay, yeah, that recenters me, but it's just, it's such a great book. I highly recommend it. I've read it before.

I haven't even heard about that book. So I will be ordering that right after this Awesome I love that. So as a CEO, I've heard you talk a lot about just the superpower of sleep and we were briefly chatting about it. But as someone who's active and I'm all into the whoops and the eight sleep and just like tracking my sleep because one I think that in five, 10 years we'll be able to aggregate all this data and where I will be, it'll just be so such an unlock for you. How has that changed over the years in terms of your ability to perform to your best as CEO, in terms of routine, in terms of sleep and how's that changed over the last 20 years?

Well, you know, I am a very consistent study as they go person. So my happy zone is when I'm doing a routine repeatedly and I think it just depends on how you're wired. But sleep to me is just an absolute foundational, non negotiable must, must have. And I think it allows me to really do more during the day than the average bear and it's my competitive edge. And you know people, it's a very divisive topic. The science says you need sleep, so I'm pretty sure that I'm on the winning side of this argument. But you know, I know lots of high performing individuals who believe that they only need three to four hours of sleep, who operate in that way, who you know are incredibly successful. So teach their own. I have definitely found I've gone down all the pathways of 8. The one like must have product is 8 sleep for me because I must have a bed that is the temperature of an ice cube at all times. And I love that Kevin and I can have different temperatures and I have them on almost all the beds in the house because there's people who are cold, there's people who run hot. It's amazing. So that's my can't live without. I do not look at my sleep data. I've worn OURA rings. Whoop. All the things. I just don't. I've gone like technology less except for the eight sleep.

I'll find that some people will say like I don't look at it because it's like if it's bad but I feel good, it'll kind of throw me off.

Exactly.

I've found for myself that I don't really look at it on a daily basis or if I do, it's like, oh, I'll glance at it by accident, I'll just open it up. But I like the trends of like I can see like four months ago when I was getting married, my sleep just plummeted and I was stressed and I'm like, wow. Like I like to see the correlations.

There's such a great correlation with that. I mean, I think looking back and understanding the aggregate trend data for your own sense of how you are going to approach the next stressful cycle is so important. Because when I think about like leaders and the leaders that have been, you know, leading for a long time, it's not unlike an athletic performance. You have to think about longevity, you have to think about, you know, how can you be in peak performance. You have to think about the different seasons of how you handle stress or what's coming your way. And I think as I mature, I'm getting better at anticipating that. Right. Which creates a far more consistent experience for my team. And that's not to say I'm perfect at it, but I feel like I'm starting to understand when I may be making knee jerk reaction decisions on short term things versus really maintaining that long term strategic focus, which I think is so important.

Absolutely. When we think about something that I love when I reference back to just early days of Eventbrite and how growth has happened over the years, I know you all have done a lot of acquisitions, some of them larger than others. When you think about growth for Eventbrite today and looking into the future, how do you see the future of Eventbrite and where the company's going, especially in this era where things are moving so fast. The quote that I remember you saying in the early days was we'd be working on one script in the entertainment world. But Kevin's wrote in tech, entire companies would be built in the same timeframe as one series. And I feel like in this next era you'll see companies like lovable go from 0 to 100 million ARR in a matter of eight months. And it seems that the speed is moving faster than ever. And I'm curious to know how you think about that individually but also as a, as a company.

You know, we've always thought about acquisitions as being a way to get great talent into the company. I mean that's just, that's really been our north star. Whether it's a team in Latin America or a team in Amsterdam or a team in Brazil or a team in, you know, in the uk. I mean in Spain. I mean, I think that every time that we've acquired a company it's been because of the people and the expertise. And so I don't think that's going to be any different. Going forward, I do think that the fact, I think everything else is, I do think everything is going to change. The one thing that I'm very excited about, this change, I think I have been like, pinch me. I can't believe that we're living in this time of such great advancement and change. And when I think about the fact that Eventbrite enables the world to gather through live experiences, I can say with a lot of confidence that that is going to be benefited by AI and by whatever is to come and all the ways in which the landscape is going to shift. As a leader, I think about adaptability, flexibility and keeping an eye always around me and being curious about who's building really cool things in our space, who's as passionate as we are about enabling event and content creators to reach bigger audiences and how can I stay close to them and eventually, if you know the timing and the opportunity is right to come together. So I'm just constantly reaching out to people, asking questions and staying curious.

Yeah, absolutely. And you know, I feel that as someone, you know, with AI, but more focusing on the future, like humans want that human connection. And something just to mention like talk on it briefly is, you know, one of my favorite book, it's Unreasonable hospitality. And I know you're on, you're on the board of the Four Seasons. And when I think about, you know, one of the best companies in the world that I've experienced and I think that the world would point to when it comes to just unreasonable hospitality, that's the best in the world is Four Seasons. And with that comes the human connection that is very similar and aligned with a company like Eventbrite. I wanted to touch on just your experience of being on the board of a company like Four Seasons and what you have learned from that experience.

It's been phenomenal. I mean, I was asked to join the board eight years ago and I said yes, because what an opportunity to see a company that is a love brand from the inside with the founder still alive and very much involved in the evolution of the story. And so being able to spend time with Izzy Sharpe, I mean his name speaks for himself. He is incredibly sharp. He is an icon and just like a very down to earth grounded business person. And so I think like his leadership principles are all tuned around the culture of Four Seasons, which is the golden rule. You know, just treat others the way you'd want to be treated. It's incredible to see how that has scaled globally to over 112 properties through 45,000 people who work at Those properties who are so proud to be a part of that mission. And I think that as it applies to what I do at Eventbrite, or honestly, anyone who's building product and serving customer is the hospitality quotient. Hospitality quotient. It's like eq, but it's hq. It's boiled down in its simplest form to be anticipating unmet needs. And I think those are the moments of delight that you feel inevitably when you're at Four Seasons. And it's the moments of delight that we all want to create for our customers. And so I just think it's incredibly applicable. And then of course, travel hospitality is adjacent to live experiences. So I've learned a lot in terms of global trends and growth and contraction of that. I was on the board, obviously during COVID so and I was also on the board of ucsf. So I was surrounded by the signals of what was happening in this global pandemic, which was helpful for me, I'm.

Sure, and I know we don't have time to dive into that entirely, but the like, learning, hearing you talk about the pandemic and how you grew from that, I think just to kind of take a step back with it, you know, for founders out there that may be going through like unprecedented times, whether, you know, the next global pandemic or something, they just were not expecting, expected to occur in their life or their business. What was your biggest takeaway from that experience? The pandemic, but just a challenge that you really could not see coming? No one could predict that you've taken away into the future of the company as a CEO.

You know, I think it was really that nothing could have prepared us for this. You know, there were, I mean, no one, not, not even the experts that were in the middle of the, you know, of the storm had the perfect playbook for what to do when this occurred. And so I think that the most important learning is that you can be prepared, right, but you can't predict the future. And so preparing for an uncertain future means that you have to go back to first principles. And first principles are, for us at least, were to act fast and not wait to do everything we could to protect the creator and help them rebuild their business after this impact and to plan for the long term and ensure that we could survive. So in that order, that was how we operated. Now, I, if I was operating alone, would have probably frozen. Thankfully, I had Kevin's approach, which was to fly forward and a bunch of people around me that were like, this is what could happen. And we just didn't wait. We didn't wait to see what could happen. We knew that it was happening and we were going. And that gave us such an incredible advantage to be, you know, completely hunkered down for the long haul by June of 2020. I mean, it was. It was. I'm very proud of that moment. But I. I certainly needed help from others to, you know, figure out how to. How to just move forward. It became completely instinctual. Like there was no. There was no, like, you know, precedent for what we were doing.

Absolutely. No. It's great advice. And two more questions before we start wrapping up here. You know, we talked about it a little bit. When you think about the future of Eventbrite, what excites you the most around what you're building? The product, the community. You know, being as co founder, now CEO and building this company for 20 years, what excites you the most?

I think working on a mission that matters is one of the most amazing opportunities a human could have. And getting people together in real life is. Not only is it part of Maslow's hierarchy of needs, it's right above physiological needs. Insecurity is connectedness, but it's also something that's going to help us survive and thrive as a species. And so that in itself is a mission worth fighting for. I am very excited about how we can help more creators be wildly successful by being their copilot and bringing technology to bear in ways that's really helpful for them. It's not just shiny and fun. That really helps them make critical decisions faster and find audiences faster so that they can do what they do, which is create these experiences and this content extraordinarily well at scale. And then on the flip side of that, I'm so excited about helping every single person be able to find the most relevant, amazing events in an effortless way that, you know, opens our aperture on how we could be experiencing life together. And, you know, I think that there's a groundswell of, you know, movement towards that and a tailwind that naturally propels that forward. People want to gather, they want to be together, but I think making it something that's not as daunting as it is today and just really helping people explore their passions, different communities, intentional micro communities, understanding their local cities, you know, in a. In a different way. It's just, it's. It's an incredible honor and privilege.

Yeah, no, it's. It's amazing. I feel like I. I don't want to say rarely, but it's rare where I'm like, wow, like to be leading a company like Eventbrite is, it's so inspiring. And it's one of those things like, wow, I would trade places to be in a company of that because there's so many different types of companies and it's the human connection and how you guys are living that charge. It really is so inspiring and it's such a big mission that is really cool to see. So that's amazing. And last question before we wrap up. I said at the beginning and I'll say it again because it's so special. You're one of 21 female led CEOs of a publicly traded company that was a co founder and is now still actively leading as CEO. If you could go back in time and tell the young Julia who I think I'm going to get this right, was working at Ugly Mug, what would you tell your younger self about your career, life, business overall?

I think that I always knew that I would get far by just working hard and focusing on the next problem. But I never ever imagined, literally never imagined this future. And so, you know, maybe I tell my younger self to just buckle up. Like I don't, you know, it's like you just. I find it so interesting to talk to young people today who I think we are on the precipice of rewiring how we're raising children in privileged countries because there's so much of that roadmap that's getting laid out for kids and they have so much expectation of what they're going to do. And it's like the best part about life is that you just don't know. And it's about being curious, learning how to work hard, finding like things that you're interested in, but not overloading yourself on having to find your passion and your.

And knowing it all.

Oh my God. Yeah. The brilliance of life is the unknown and the unexpected. So I try, try to, you know, bestow that upon our own kids. But it's, I think that's, that's probably the best part is the unexpectedness of it all.

I love that. That's beautiful. And before we wrap up here, for everyone that made it this far, watching or listening, where's the best place for everyone to connect with you and to really stay connected with Eventbrite as a company and as a brand?

Instagram. Yeah. Julia Hartz.

Yeah. You got the good content on there.

That's it. Yeah. And Eventbrite. Yeah.

Well, thank you so much for taking the time to come on the show today. I really do appreciate it, and really, I'm so inspired by just how you and the team have just continued to pour into this mission over the last 20 years. So. So thank you so much for taking the time.

Thank you so much for having me. Of course.