Episode Summary:
In this episode of Beats Working, Alysse Bryson and Libby Sundgren break down one of the most referenced leadership books in the event world: “Leaders Eat Last.” Through laughter, real talk, and a surprisingly memorable broccolini metaphor, they unpack why leadership in events isn’t about titles or perks — it’s about trust, safety, and showing up for your people long before show day. From backstage chaos to boundary-setting (no, your coworkers are not your family), this episode connects Simon Sinek’s ideas directly to the lived reality of event professionals.
Takeaways:
- Leadership is service, not status — especially in high-pressure event environments.
- Trust is built in the planning phase, not magically on show day.
- Small leadership behaviors compound over time—for better or worse.
- “Work family” can blur boundaries and create unhealthy dynamics.
- Great event leaders protect their teams so the team can protect the show.
Timestamps:
[01:22] — Why “Leaders Eat Last” resonates so deeply in the event industry
[03:59] — Leadership as service, not authority
[06:30] — Why “work family” is a boundary red flag
[09:37] — Trust is built long before the event begins
[10:21] — Death by a thousand paper cuts: how trust erodes
Resources & Links:
-Book: Leaders Eat Last
-Alysse & Libby: Bios & LinkedIn
Connect with Us:
-Website: www.beatsworkingpodcast.com
-LinkedIn: @Beats Working Podcast
-Instagram: @beatsworkingpodcast
-Facebook: @Beats Working
-YouTube: @beatsworkingpodcast
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Transcript
The following transcript is not certified. Although the transcription is largely accurate, in some cases it is incomplete or inaccurate due to inaudible passages or transcription errors. The information contained within this document is for general information purposes only.
[00:00:00] If one of my coworkers were to touch the food on my plate without asking permission, or even if they did ask, like I think that would be weird, unless of course it was you, but that’s totally different. That is a different thing. But you know, I kind of think if someone in my family just reached, I mean, I guess maybe not like my children, but.
[00:00:19] You know, they’re my reals if your mom, if your mom’s a fry off your plate. But if my mom or my, I guess that’s a fry is different. I’m thinking like a fork. Someone like takes a fork and sticks it onto my plate and like picks up. For some reason, my mind, I’m thinking about broccolini. If somebody took a fork, put it on my plate and took a piece of broccolini without asking me, that’s in my family and I wouldn’t be mad.
[00:00:46] I would just be like, that’s kind of weird.
[00:00:48] Welcome to BEATS WORKING, winning the Game of Events where we share stories and strategies to turn any event or life moment into something Unforgettable. Events [00:01:00] are wild and the people who work in them are some of the most resilient humans on earth, if you know, you know. So come with us behind the curtain for a look at their most memorable experiences, as they say, the show must go on.
[00:01:14] So let’s get on with the show.
[00:01:22] Alysse Bryson: Welcome back to another episode of BEATS WORKING, winning The Game of Events. Today on BEATS WORKING, we’re diving into a book that comes up again and again, and again, and again, and again in conversations about leadership. Leaders Eat Last by Simon Sinek As people who’ve spent our careers in the event industry.
[00:01:45] This book really resonated with us because it speaks directly to the high pressure environments, the very long hours, and the responsibility of leading people through chaos. And even though we love chaos, [00:02:00] not always, this isn’t. Theoretical leadership. This is about trust, safety, and showing up for your team when it actually matters.
[00:02:10] So today we’re breaking down the top five takeaways from the book and talking about what they mean specifically for event professionals from planning phases to show days to out. Libby, you’re a really good Vanna.
[00:02:24] Libby Sundgren: Thank you. Thank you. I don’t know if people could see, but I was just. From behind the book,
[00:02:32] both sides,
[00:02:33] Alysse Bryson: Well that I guess, yes, if you’re not, if you’re not watching us and you’re still listening to us, you are missing out on our really crazy facial expressions. And in this case, Libby being Vanna White waving around the book,
[00:02:47] Libby Sundgren: Sometimes you gotta just let your inner van fly, you know?
[00:02:49] Alysse Bryson: you know, and since you are waving it around. You know, if, if you follow me at all, then you know, I do love to judge a book by its cover.
[00:02:58] And I, I like the [00:03:00] cover of this book. I th i, it’s a great cover. You can see it from like, across the room, you know exactly what it’s trying to message and um, I think it’s a great cover.
[00:03:12] Libby Sundgren: It’s clean. It’s got some gold on it, which I love.
[00:03:15] I’m in my gold era.
[00:03:16] Alysse Bryson: Yeah. Little foil. You are in your gold era.
[00:03:19] Libby Sundgren: And it now has an expanded chapter on leading millennials.
[00:03:24] Alysse Bryson: Oh, you know how much I love millennials?
[00:03:27] Libby Sundgren: wonder when they’re gonna do an expanded, Simon’s gonna have to do an expanded chapter on leading
[00:03:33] Gen
[00:03:33] Zers too at
[00:03:34] Alysse Bryson: Yeah.
[00:03:36] Yeah. It’s happening. It’s happening. Okay, so we’re gonna get started. We are, we’re gonna keep this quick. Today we’ve got five takeaways. So takeaway number one is leadership means taking care of your people. So this is a pretty obvious one, but the core idea is leadership is service, not status, especially in high stress live environments.
[00:03:59] And [00:04:00] I, as you know, as a leader, love to take care of my people.
[00:04:06] Libby Sundgren: You do.
[00:04:06] Alysse Bryson: it. I love it.
[00:04:07] Libby Sundgren: You do. And you’re very good at it.
[00:04:09] Alysse Bryson: Thanks, lib.
[00:04:11] Libby Sundgren: Yep. And Simon says, leadership is not about being in charge, it’s about taking care of those in your charge. And you, I think in the events world. Especially, I mean, and in every world. But come on, we’re talking events here. ’cause that’s the best, uh, industry ever. Events are just stressful by default. There are tight timelines and client pressure and live audiences and all kinds of, you know, things you just have to figure out on the fly. Um. And if you’re serving your team and really taking care of your team, they’re gonna work so much better than if you’re just trying to be the boss.
[00:04:56] You know? You don’t need to be their friend [00:05:00] necessarily. You know, it’s like a parent thing, you know? You don’t need to be their friend ’cause you’re the parent, so you don’t have to be their friend ’cause you’re their boss. But you don’t have to be a scary boss. That’s. TA dictating down to people instead of taking care of them and boosting them up and supporting them when they need it.
[00:05:19] Alysse Bryson: Okay. I have three thoughts. One,
[00:05:22] did anyone but me when you said, Simon says like, wait for you to do some kind of like physical gesture, like the game Simon says. ’cause that’s the first thing that I thought of. Sorry, I’m still 12 on the inside. Number two, I think. Serving your team is very important, but you have to know how they want to be served as a leader.
[00:05:44] You can’t assume you know what they want. It really helps if you ask them and then listen. , for sure. And then number three, I, I lost my train of thought because I’m still back on. Simon [00:06:00] says.
[00:06:00] Libby Sundgren: Well, Simon says, find your thought. And also, yes, I totally agree. , and we’ll talk more about that. That actually speaks to another point that we touch
[00:06:12] on and we’ll talk about that later in the, oh, go ahead.
[00:06:15] Alysse Bryson: I’ve got it.
[00:06:16] Libby Sundgren: says, go.
[00:06:17] Alysse Bryson: Simon says, go. It was your, when you talked about the parent. If you’re the boss, you don’t have to be the friend. You can be friendly, but you don’t have to be the friend. I just wanted to bring up, I don’t like it when people call family, like work people, family. It’s not your family.
[00:06:34] Your family, you’re kind of actually stuck with and you didn’t actually get any choice, right? Your work people, you, you do have a choice. So you can love working with them and being in the trenches, but I really, and I used to refer to work as family way back in the day, but I have since come to think that that’s a blurry boundary that should not be [00:07:00] crossed because it’s not, it’s not really true.
[00:07:03] And so I don’t like work family. I like work people.
[00:07:08] Libby Sundgren: I would agree because I think the phrase, I think the term work family, I think that breeds a toxic environment and that
[00:07:16] really
[00:07:17] Alysse Bryson: cult.
[00:07:18] Libby Sundgren: it is and it can really, you know, cause you to not be able to. Establish and or maintain your boundaries because you have this idea that they’re your work family. So yeah, I would like, I’ll do anything for them, and I think it can really be unhealthy in the long run. I agree you can love the people you work with and treasure them as people outside of work. Um, but when you’re in a work environment. This is a professional relationship. This, they are not your family. [00:08:00] You’re not, uh, you don’t owe them anything in blood. You know, you
[00:08:03] just owe them the work and also keep your
[00:08:07] Alysse Bryson: Well, I think about it like your family, at least in my house, your family can totally eat off your plate without asking your permission. But if one of my coworkers were to touch the food on my plate without asking permission, or even if they did ask, like I think that would be weird, unless of course it was you, but that’s totally different.
[00:08:26] Libby Sundgren: That is a different thing. But you know, I kind of think if someone in my family just reached, I mean, I guess maybe not like my children, but you know, they’re
[00:08:36] my real bosses. Let’s be real. But if my mom or my. I guess that’s a fry is different. I’m thinking like a fork. Someone like takes a fork and sticks it onto my plate and like picks up. For some reason, in my mind, I’m thinking about broccolini. If somebody took a fork, put it on my plate and took a piece of broccolini without asking me, that’s in my family. [00:09:00] I mean, I wouldn’t be mad. I would just be like, that’s kind of weird. But if TJ did it, I guess I wouldn’t
[00:09:06] Alysse Bryson: if your coworker took their fork and forked your broccolini, like that’s not okay.
[00:09:11] Libby Sundgren: That would be very weird.
[00:09:13] That would be
[00:09:13] Alysse Bryson: And this all ties together because remember the book cover is the leaders Eat Last and it has a plate on it. So we are staying in theme. We, I, I know you might have thought we might have gotten off track here, but really we’re gonna tie this all together with a beautiful
[00:09:27] Libby Sundgren: Broccolini is on theme, bro.
[00:09:30] Broccolini is on theme
[00:09:32] people.
[00:09:33] Alysse Bryson: Okay. We better move along. Uh, what’s, what’s takeaway number two?
[00:09:37] Libby Sundgren: Okay. Takeaway number two. Trust is built long before the event. And so the core idea here is that trust isn’t going to magically appear on site, but it’s really built through consistent leadership behaviors. And Simon says, ha, that trust is built when leaders consistently choose the [00:10:00] interests of others before their own. Thoughts, Alysse?
[00:10:05] Alysse Bryson: No, I totally agree. Agree with that. And trust gets built in the little things that you think don’t matter, but add up over time. In the same experience though, you know the phrase death by a thousand paper cuts.
[00:10:21] If little trusts are broken for me along the way by a liter of, at a certain point, I, the straw hits the camel.
[00:10:32] You know what I’m saying? Like I can’t. Once trust gets too broken, it’s really hard for me to come to bounce back from that. Mm-hmm.
[00:10:40] Libby Sundgren: And you know, I think it speaks to this, you know, the idea that it’s doesn’t just matter what’s happening in the execution of, of an event, but the planning of it, everything that leads up to it , how you’re treating people, how you’re treating your team, how you’re treating, you know, just your colleagues, even if you’re not, [00:11:00] you know, have a, don’t have a team. That you’re directing, but you have a team that you’re on, um, that’s really gonna shape the the memory and the cohesiveness of, of your team work.
[00:11:15] Alysse Bryson: Yes.
[00:11:16] Libby Sundgren: a little redundant, but you know.
[00:11:17] Alysse Bryson: Mistakes happen, and when I’m working with someone who makes a mistake and they own it, that actually builds so much credibility and trust with me. And I hope that I, when I make my mistakes and I own it, that that is the, that has the same effect, right? Because mistake, they’re always gonna happen at events.
[00:11:36] Like somebody’s gonna forget something, somebody’s gonna drop something, somebody’s gonna do something at the wrong time, like it’s gonna happen.
[00:11:43] But you gotta own it and not blame it on, on other people or other things.
[00:11:48] Libby Sundgren: Yeah. And then you can trust that, you know you’re gonna figure it out and that it’s okay for you to also make a mistake.
[00:11:55] You know, if somebody makes a mistake and they own it and they’re [00:12:00] are all in on fixing it and figuring it out, it creates that environment, um, that, you know, leaders really should be fostering where it’s okay to make a mistake, you know, we’re not perfect people and we can figure it out.
[00:12:14] We can fix it.
[00:12:15] Alysse Bryson: Yeah. Alright. Takeaway number three is that leaders set the emotional temperature. Stress is contagious. But so is calm. And Libby, this is where I tip my trucker cap to you because you guys, if you’ve been listening to this podcast before this episode, then you know that Libby is the queen of the duck.
[00:12:38] Thank you for the quack quacking. She looks smooth and calm as she just glides the cloths, the pond or the river, seemingly with no effort, but underneath the water, she’s just a scrambling. She’s just a scrambling like a maniac, but because you don’t see her little webbed feet doing that and you just see [00:13:00] calm, you’ll be calm.
[00:13:01] And I there. It is so true. I have worked so many events where somebody loses their shit and it’s just not helpful. It’s not helpful when, when they get all stressed out because then it’s gonna make everybody around them stressed when they don’t need to be.
[00:13:19] Libby Sundgren: Oh, totally. And it derails people. You know, I, I, think about, um, you know, events where, you know, load in, load-in, took way too long. Setup took way too long. Now we’re trying to get a registration, people trained, and we have like 15 minutes and there’s a big long line out the door of people like already waiting to get in. And if you stressfully crazily tell them these instructions and then whisk away, then they’re already in this sense of. You know, kind of panic and frenzy, and if you just calmly give them the [00:14:00] directions, just, you know, this is what we’re gonna do. Like we can wait for five minute, people can wait for five minutes while we review what the plan is. You know, five minutes isn’t gonna kill anybody. They’re gonna
[00:14:11] be fine.
[00:14:12] Alysse Bryson: and I like to say like, we’re not saving lives in events
[00:14:16] Libby Sundgren: No, I mean, brightening them, but
[00:14:21] Alysse Bryson: Brightening them. Yes. Creating core memories, hopefully. But saving them. No. So the things that feel super dramatic, just. Just don’t treat ’em like they’re that dramatic. Even if they’re a big deal. We’re not saying they’re not big deals, but like just be calm about it because being calm is very contagious.
[00:14:42] Libby Sundgren: It is, and it makes me think of this one event that we had that I was, I. Helping you produce. And, our suite valet team, God bless
[00:14:55] them,
[00:14:56] Alysse Bryson: Hmm.
[00:14:56] Libby Sundgren: dropped the, dropped the key [00:15:00] rack and all the keys got mixed up and so they were just spread out all over the ground. They were trying to find keys. It was an honest mistake, but it was a very long valet line.
[00:15:14] Let’s
[00:15:14] be real. It
[00:15:15] Alysse Bryson: 2017 block 41 18. Okay. All right. It’s a good
[00:15:23] Libby Sundgren: 18, the year.
[00:15:24] Alysse Bryson: year.
[00:15:24] Libby Sundgren: of the valet situation. ,
[00:15:27] And you ca you came out to say what is going on? There are p like there’s a line of people like, you know, 50 people waiting to get their cars. And I explained to you what was going on.
[00:15:40] Alysse Bryson: very calmly.
[00:15:41] Libby Sundgren: I said this is, there’s nothing like this.
[00:15:44] What this is where we’re at right now. And you could have lost your lid, yelled at people said, you guys need to figure this out right now. It, there’s literally no way they could have figured it out faster than how they were figuring it out. But you are calm, you [00:16:00] said. Okay. So that’s what we’re gonna do.
[00:16:02] We’re just gonna update people in the line, just let them know and, and it’s gonna be fine. I.
[00:16:08] Alysse Bryson: And I think we offered to bring them snacks to see if they
[00:16:12] Libby Sundgren: We did.
[00:16:12] Alysse Bryson: in for a drink.
[00:16:13] Libby Sundgren: We brought snacks, we
[00:16:14] brought out waters.
[00:16:16] Alysse Bryson: jokes. I’m sure they, most of them probably weren’t that great ’cause they were probably cheesy, but like. That’s just, you gotta, you just gotta, you gotta make do with what you have.
[00:16:26] That was the same one though, where one woman’s car got hit, right. And the key supposedly went missing. Is that the, that’s the same event, right?
[00:16:34] Libby Sundgren: Yeah. I mean, her car didn’t get hit. The valet driver ran into something with her car and then was
[00:16:41] afraid to tell anybody. Yeah.
[00:16:42] So he accident. The keys were lost, but then we found them.
[00:16:47] Alysse Bryson: we’re not gonna name the valley because we, like it was a, was an off
[00:16:51] Libby Sundgren: we love them. We, I
[00:16:52] still love working with them. To this day. It was just, somebody was just afraid. I get it. See,
[00:16:57] Alysse Bryson: Yeah.
[00:16:58] Libby Sundgren: and if he had a [00:17:00] leader
[00:17:00] Alysse Bryson: do
[00:17:00] Libby Sundgren: was setting the emotional temperature, maybe he would’ve been able
[00:17:03] to say, okay, I can own up to this.
[00:17:06] Very scary mistake.
[00:17:07] Alysse Bryson: Do you remember at the Houstonian magazine launch in Houston that we did way, way back in the day? Also there the keys got all mixed up and dropped and were like spread out on the ground. Do you remember that?
[00:17:19] Libby Sundgren: Yes, yes.
[00:17:21] Alysse Bryson: It happens. It happens. And you guys, key fobs, they kind of all look the same a suitcase. So if you wanna not be worried about that and be preventative, like have a decorative key fob, key chain situation.
[00:17:37] Libby Sundgren: Get a glitzy key chain. I know.
[00:17:38] Alysse Bryson: Yeah. Go glitzy. This is, you know, charms are really in this year and, and so go wild. That’s your solve on that.
[00:17:45] Libby Sundgren: Okay. Takeaway number four. The best leadership is often invisible, rarely glamorous, usually unseen, and leaders are the ones who are willing to give [00:18:00] up. Something for us, and this is really speaking to the title of Leaders Eat Last because it often means eating last, staying late, handling the hard conversations, um, you know, giving credit to everybody else so that your team feels really valued. I mean, yes, they also probably did a lot of the work. But you know, the payoff that you get from that is, is so huge. I mean, so much, so much bigger than recognition from your own leader, you know?
[00:18:40] Alysse Bryson: You know, I remember an event, and I’m not gonna name it, just. Because I’m not going to,
[00:18:47] but it was over a decade ago and , it was the first year of a, of this event that we did multiple times. It was a really big deal to me because I had created the concept and at the end of the event, [00:19:00] um, my boss asked me to leave and go with some of the big sponsors to the bar and have drinks and celebrate.
[00:19:08] And I didn’t want to, I wanted to stay with my team and help like. Pack everything up and just be in the trenches. And that was a call that I made in that moment that I don’t think it helped me with senior management, but it definitely helped with my team.
[00:19:25] Libby Sundgren: Yeah. You were always helping me pack up those Ottomans and
[00:19:28] Alysse Bryson: You know, I love to pack up stuff, girl.
[00:19:31] Libby Sundgren: sloughing that stuff at the end of the night, man,
[00:19:34] it’s what we do. It’s the invisible work that matters. Okay.
[00:19:39] That’s what builds the team culture.
[00:19:41] Alysse Bryson: Okay, good transition. I don’t know if you plan that, but that’s takeaway number five is that culture matters more than perks. Now don’t get me wrong, there are some of us that love us, some free stuff if it’s cool stuff, but swag doesn’t fix burnout.
[00:19:59] Culture does [00:20:00] though. Culture does. And culture is also not like telling people that they’re your family. That’s not culture.
[00:20:06] Libby Sundgren: No, it’s not. A pizza party is not culture. A strong culture is one in which people feel safe being themselves. Yes, Simon. That is true. It speaks to so many of the things that we already talked about today, being able to make mistakes and own ’em. Like being able to, you know, trust your team. Like being able to be yourself really depends on so many of those other components, and that’s really what’s gonna build a culture, , that makes people want to stick around and stay.
[00:20:47] Alysse Bryson: Well, and I also think it’s, it’s, it’s. Asking your team, like, what do you think we should do? Or what are your ideas around this? Because they need to have some skin in the game. They need to feel like they are part of the [00:21:00] team, not just being told what to do. And that doesn’t mean you have to say yes as the leader to all the ideas.
[00:21:05] ’cause there will obviously be some bad ones, but. Find ways to let people have skin in the game because that is what builds the culture in the very best way, is when they feel like it’s like they have an opportunity to be collaborative and that their thoughts and their work is what’s making a difference in the overall event.
[00:21:28] Libby Sundgren: That’s really true and that it reminds me of. I don’t know why that reminds me of this. Interns, I had interns for always, I always had an intern of some kind in every many positions, but you could tell the level of investment that they had was totally related to how much, value they felt like they were bringing to the team.
[00:21:55] Like
[00:21:55] if their role was important and if they didn’t feel like what they were doing was [00:22:00] that big of a deal, they’d be off chatting in the corner during, during an event. Um, but if they felt like they were really part of it and really owned the event along with us, then they were, you know, in the trenches with us and trying to figure out what else they could do and not. Drinking Bloody Mary’s under the,
[00:22:21] Alysse Bryson: You know, and I will say. Like, not all the interns were amazing, but there was a solid list of rockstar interns. It’s like solid, like I could probably think of like seven right now.
[00:22:34] Libby Sundgren: had some really amazing ones. I know, I
[00:22:37] know. Really lucky to still talk to a bunch of them today, so
[00:22:40] Alysse Bryson: Mm-hmm.
[00:22:41] Libby Sundgren: they make me look good. But I, I don’t think I was that great of a leader. I think I could have used this book back then.
[00:22:46] Alysse Bryson: I wish this book had been around back then, quite honestly. Because it’s a great book. So if you don’t have this one in your home office library, either grab a copy or download it on Audible. If you’re somebody who wants to [00:23:00] listen to books at like two point time speed there, I know who you those people are.
[00:23:05] I like a paper copy myself. But I also do think there is something to listening to audible books when you are, you know, doing mindless things like vacuuming or driving or whatever,
[00:23:16] Libby Sundgren: Yeah,
[00:23:17] I like a paper copy. That’s why I van this for
[00:23:20] everybody.
[00:23:21] Alysse Bryson: Yes. Because I like to dog ear things. I like to highlight things. I like to make notes.
[00:23:27] Libby Sundgren: I think
[00:23:28] it sticks in my brain more
[00:23:29] Alysse Bryson: Yeah, yeah. If I like the
[00:23:31] Libby Sundgren: actually read the words on a page. yeah.
[00:23:34] Alysse Bryson: Alright, well, if you were gonna score this book on a scale of one to five, five being like, if you’re an event in the event world, you have to read this book, or you shouldn’t be in the event world, what, what score are you gonna give it?
[00:23:45] Libby?
[00:23:46] Libby Sundgren: Um, I’d give it a five because I think this can really apply. I think the things that Simon talks about really, yes, apply to leaders, but also can really apply to everybody [00:24:00] on your team and just apply to anybody if you’ve got a clipboard. Or if you can see a clipboard in the distance, I think this book is for you.
[00:24:09] I think you could really benefit from it.
[00:24:12] Alysse Bryson: Agreed.
[00:24:13] Libby Sundgren: Usable. Usable, , advice. Alysse, what do you think? What’s your score of this book?
[00:24:18] Alysse Bryson: Well, I was gonna give it a 4.5 ’cause I don’t like to give fives, but then I remembered the cover and the gold foil and you are in your gold era. So that bumped about up to a five for me.
[00:24:30] Libby Sundgren: Yeah.
[00:24:31] Alysse Bryson: Mm-hmm.
[00:24:32] Libby Sundgren: See that’s how important the cover is.
[00:24:34] Alysse Bryson: Yeah. Covers matter. Mm-hmm. They do.
[00:24:37] Libby Sundgren: I also feel like we might have used a cover similar to this for an event
[00:24:41] Alysse Bryson: Oh, we definitely did.
[00:24:43] Libby Sundgren: so I feel like,
[00:24:44] Alysse Bryson: we absolutely did. I think that’s bringing up some nostalgia for us too.
[00:24:48] Libby Sundgren: Yeah. Yeah.
[00:24:49] Yeah.
[00:24:51] Alysse Bryson: All right, well if there’s another book out there you think that we should read, so we can tell you whether you should read it or not, uh, feel free to [00:25:00] drop it in the notes and maybe we’ll pick it up or maybe we won’t, I don’t know.
[00:25:05] Libby Sundgren: I mean, it’s gotta have that good cover,
[00:25:07] but
[00:25:08] Alysse Bryson: If it doesn’t have a good cover, forget about it.
[00:25:10] Libby Sundgren: we love a good read. We love a good read, we love to review it, and hopefully you got at least one good tip from our five takeaways. Okay, well that is a wrap for this episode of BEATS WORKING, winning The Game of Events. If you’ve got an idea or you wanna reach out, email us at info at BEATS WORKING show. Remember that every detail matters. Every moment counts and no matter what the show must go on,
[00:25:36] Alysse Bryson: Also side note, if you have a good broccolini recipe. Obviously we wanna hear about it.
[00:25:41] Libby Sundgren: hit me up with that broccolini people.
[00:25:44] Alysse Bryson: Bye.
[00:25:45] Thanks for listening to BEATS WORKING, winning the Game of Events where we explore what it takes to make moments unforgettable. If you’re leaving with a little more inspiration, a little more perspective, and a big side ache from all of the laughing at our [00:26:00] funny jokes, then we’ve done Our Job BEATS WORKING is a work P two P production.
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