Sports Leadership and Fan Growth: Damani Leech, Denver Broncos

This transcript has been transcribed by Riverside.fm, no edits (please excuse any errors)

Sean Callanan (00:01.506) Very happy to welcome Damani Leech. He's the president of the Denver Broncos Football Club. Damani, welcome to the podcast.

Damani (00:09.199) Well, thanks for having me. I'm excited to be here.

Sean Callanan (00:12.554) Not a problem at all. I always want to start my interviews with trying to get people's sports business origin story. What about yourself? How did you find yourself in the world of sports?

Damani (00:23.877) Yeah, for me this started really in college.

So I was a football student athlete. played football at Princeton University. The first couple summers I was enrolled, I did internships in banking. know, Ivy League athletes, there's a well-worn pathway to finance. And I was doing that in the first couple summers, and I just did enjoy it. I did not love the work. I didn't understand how much money you could make doing it, but I just didn't really enjoy going to work every day. And my parents said, look, you're going to need to find a job that you enjoy getting up every day.

and doing and I was 19 years old at the time and when you're 19 for me that meant sports. I like man I really I really love sports and they said well you need to find out if you can get a job doing that and so this was you know mid-90s you know there was no internet to just google things and so I went to our head coach who sent me to the athletic director and and he opened up his Rolodex and he found you know four or five Princeton alums who were working in sports and he said call them and find out what they do and that's what I did and and that was just enough for the lightbulb.

to go on to see that there could be a career in sports that wasn't coaching or officiating. And so, yeah. And so, everybody had the same answer to the question of what's the first step, which is you need to start as an intern. And so, I applied for every internship under the sun that I could get information about and was fortunate to get one at the PGA Tour and that got me started.

Sean Callanan (01:52.856) And so you got that internship and then you found yourself at the NCAA. long career at the NCAA, what were some of your key things you learned working at NCAA?

Damani (02:02.083) Yeah.

Damani (02:06.221) Yeah, yeah. I real quick internship at the PGA tour golf clearly was not a requirement for the job. and then went to the NCAA. did my first, my first four years in rules compliance, which was, you know, a lot of sort of governance, how, how, you know, sort of college sports works, and getting, you know, sharper on that interpretations, things like that. so I did that and then I moved into what we called sort of the shinier side of the coin, which was our championships group, postseason football, championships and events. And I spent the better part of over.

Over 10 years doing that and loved it. And that was, you know, a lot of sort of what fans see the consumer side of sports, events, television, tickets, sponsorships, all those things. And did that for a while and really loved it. And at the time, you know, that was all I was focused on. But was fortunate then to get a call from the NFL. I was doing a lot of things in football and they were trying to grow and particularly on the football operation side.

And so my first role at the league office was vice president of football development and it was basically you know look at the game of football think 10-20 years down the road where do you think the game is going how do we get there and so it was a lot of data sort of the future of fill in the blank future equipment future playing rules future player which got me more involved in international it got me really excited about that possibility

And there was this really small guy named Jordan Mailata who we got introduced to as we were developing this international player pathway program. And again, the light bulb went on of like, you know what? There are a limited number of people walking the planet that have.

Damani (04:02.621) a size, weight, speed, flexibility ratio to play this game. And they're not all born in the United States, which is sort of a humbling thing to think about when you're at the NFL, but it was true. And so that really got me excited about international and the possible growth of the sport, of the business, and of the game, and fandom, and all those things. And so moved into the role of COO of international for the last four years I was there.

Sean Callanan (04:28.892) So want to, I mean, that's how we first cross paths, you in that international role. It must have been exciting because the NFL is massive. It stops everything on a Sunday in the US, but then to be looking outside the US and looking at new markets and effectively go back to the beginning. What were some of those initial, I guess, discussions, one going into a new market, identifying a new market? Like it was a little, it would have been a little bit foreign for everyone at the NFL

because you've got such a know, large established, you know, US fan base, it a little bit of rethinking and relearning all of those skills from a fan growth point of view?

Damani (05:07.429) Yeah, think a couple things. think one, it was a real challenge at 345 Park Avenue trying to get people to understand that the NFL wasn't the number one sport in every single country around the world. And why can't you just go into those markets and have a bunch of success? But there were some people, fortunately the commissioner is one of them, who spent a lot of time working international. Don Garber, who's commissioner of MLS, actually ran international for a while.

Mark Waller before me so a lot of good work had been done To lay the groundwork, but it really was every market is different We had to treat it as such each market was different in their level of affinity for the the league their understanding of the sport What sports were popular in those markets how business worked? Not to mention just you know purely time zone from a fan standpoint how and where and when fans can consume it on various media platforms

Sean Callanan (06:05.724) And then the other part, you already sort of discussed it, is that international player pathway, the IPP program of identifying players that potentially can become NFL players. Jordan Mailata is obviously a shining example of that. opening up those experiences and starting to scout around the world, again, that was sort of part of that first remit of that football strategy. What does the next footballer look like?

Damani (06:34.349) Yeah, I mean one of the things that we did early on was realize, you know, and continue to do a lot of research on what drives fandom. And you find different stories from different people. But for some people, it's the Super Bowl is the entryway, right? It's this big global event. And as a casual fan, maybe you're just tuning in for the halftime show, but that was people's entryway into it. For some people, it's a little bit like the wall behind you is, you know, their father, mother, uncle travels to America comes back and brings, you know, their nephew or son or daughter a jersey.

And all of a sudden that kid now loves Dan Marino and just becomes a Dolphins fan. And the third is that like just the athletes themselves resonate with them. That they somehow just purely as athletes, they fall in love with John Elway and just say like, that guy's really good at what he does. And particularly an athlete who has some sort of connection to them was what we were trying to foster to

bridge that gap of like, okay, we can help drive fandom in these markets, or at least just sort of familiarity in these markets, if there's more athletes from these countries. Not to mention in primarily just making the game better, right? Like we just want the best athletes in the world playing this game regardless of where they're born.

Sean Callanan (07:45.829) Most definitely, yeah.

Sean Callanan (07:53.414) It must be, you must be immensely proud looking at the expansion the NFL has had internationally, international games, know, going to, going to Brazil, opening up new markets. When you were there, you know, doing PowerPoint slides saying, hey, here's these new markets and what we need to do and starting to see that expansion happening.

Damani (08:08.237) Yeah Right?

Yeah, it's great. These were just ideas. They absolutely were. They were just PowerPoint slides. And now every year I end up texting Henry Hodson or Peter O'Reilly and I tell them how much FOMO I have when I see them playing in Germany or in Brazil and to see the markets that are on tap, see the ones we're talking about, Spain, Paris, Ireland. See us continue to go back to places like Africa and Ghana. Hopefully one day get to Australia, Japan, China, all of those things are really exciting.

Sean Callanan (08:47.84) Well, that's terrific. And again, like I said, that's where we cross paths in helping grow in the Australian New Zealand market. But you've recently moved into what we would term club land going from league to club to the Broncos. What were some of the, I guess, some of the key differences going from that league focus to a single club in the Denver Broncos?

Damani (09:09.797) Yeah, and it was, mean, not just the NFL as a league, but also the NCAA. So I was there at their headquarters. So I describe it as, you know, 25 years really of headquarters work and then moving to a club. And I think the biggest thing for me is sort of, I use the word intimacy of it. The connection you have to players, the connection you have to fans, and then just sort of how powerful that fandom is.

whether it's sort of on a day to day basis, individual fans in the grocery stores recognize you and wanting to talk about the Broncos. And fortunately now, talking about it in a really positive way. But also just being at the stadiums on game days and starting to recognize fans who come every single game. And to see that sort of manifest itself in things like our season tickets, we renew 96, 97, 98 % every year.

We've got a waiting list of over 100,000 people for season tickets. That level of passionate fandom to truly experience it at the club level is different than observing it from afar at a headquarters.

Sean Callanan (10:22.99) I guess another part of being in clubland is working with, you know, working with ownership and understanding how that dynamic works. How have you found that relationship at the Broncos?

Damani (10:35.353) Yeah, it's been, it's been great. The, the Walton Penner family ownership group is just tremendous. They're a big part of the reason why I came here. Certainly, you know, the great tradition of winning on the field is a draw. The market of Denver itself as a place to live is a draw. The reputation of fandom is a draw. But then when I was going through the process and your meeting with Greg and Carrie and Rob, and then, and then you sort of layer in and you start talking to Condoleezza Rice and Melody Obson and Lewis Hamilton,

And Sir Lewis, you begin to realize pretty quickly that this is an amazing ownership group and it's lived up to it. Being able to work with them, for them, learn from them, and try to really continue to grow this franchise has been just really special.

Sean Callanan (11:24.866) And what were some of your key, I guess, key steps when you first got into the role? You sort of talked about, you know, that difference of fandom, you know, as big as the, you know, the shield is in the NFL and how powerful it is, like the attachment and the connection fans have with the Broncos, you know, with everything that is Broncos, it's just at a deeper level and a more passionate level. What did you do to better understand, I guess, the Broncos fans and the whole psyche around everything that is the Broncos?

Damani (11:54.649) Yeah, it was interesting. It was sort of this dual path of on the one hand, ownership giving very specific direction on a couple things that they wanted right away. One was they wanted to signal a commitment to the fan base and put $100 million of renovations into the stadium. so that was day one was a project that I began leading. And the second was uniforms. It had been nearly 30 years since we released the uniforms. And so that was a project that effectively began very, very shortly after I started.

But absent that, they felt like, hey, let's, let's take a step back. Let's listen. Let's observe, both in the building, outside of the building, truly understand, this, this franchise, this organization, this fan base before we go about making a bunch of changes just for the sake of making change because we're new. and to give that, that amount of space actually was, was pretty liberating and not feeling like, okay, I have to hit all of these things right off the bat in order for us to be defined as successful.

Sean Callanan (12:59.949) So that initial project of looking at upgrades for the stadiums, stadiums are a big hub for success for teams. What were some of the key things that you like wanted to achieve as part of those upgrades and the fact that you executed them so quickly as well?

Damani (13:14.637) Yeah.

Yeah, it was quite the sprint. Like I'm pretty analytical, at least I think in the way that I think. And so for me, was us saying like, OK, you know, what are the opportunities that we have to make game day better? Where do we think the stadium might be falling short relative to our competitors and or fan expectations? And how do we make sure we do something that every fan not, you know, experiences all of them, but experiences something?

So you sort of put that sort of matrix together and then you start filling it in with different ideas. And so for us to be able to do what we did, like the biggest thing we did that everybody can experience is a new video board. So put in a new video board, 75 feet tall. It's the tallest video board in North America now.

That is something everybody can see and they can experience, touch, feel, all of that sort of stuff. And then for that group, have 125 suites in the stadium that had not been refurbished meaningfully since the stadium opened nearly 30 years ago. And so we refurbished all of those. We expanded the team store by about 25%, making that bigger. A lot of our fans go in there on game days. There's a mad crush into it right before kickoff. And so we wanted to open that up, make this show experience a little bit better, upgraded some of our food and beverage stalls, and then created a new couple new clubs.

The Breckenridge Bourbon Club is a membership club, a place for people to go before games, after games, during halftime, as well as Club 1977. What we have now in a stadium is pretty typical of stadiums that were built in the late 90s, early 2000s, which is, you know, general general admission seats on the bottom, club in the middle, sandwiched by some sweet levels and then

Damani (15:02.999) more GA up top and what we found is that like from a premium standpoint some people didn't want to sit outside but they wanted premium and that's what we had in club but they also didn't want a 16 18 person suite and so we tried to create these spaces for individual people who had the money or smaller companies who didn't want to fill a giant suite. Things that you're starting to see in a lot of the modern stadiums we're trying to address some of those as well.

Sean Callanan (15:29.98) And was that partly sort of looking at what other teams are doing, but also, like you said, the changing behaviour of fans to go, know, football is an entertainment product, is, you know, it is a, you know, is a day out, how can we, you know, provide that? And you think that those, you know, things like the 1977 club offer that to those fans.

Damani (15:51.417) Yeah, one of the things, two things we did, one was a lot of travel ownership. Anytime you play an away game, get to the stadium early, do a tour, talk to those people about what they like and don't like about their stadiums. But then also, you know.

Whenever we had the chance on a random Tuesday, go fly and go look at another stadium, talk to those people and really just kind of learn. So we did that pretty quickly early on. And then the second what we continue to do is survey. We survey, survey, survey. So we do surveys of our fans after every single game. We compile that data. We look at it as a senior staff and ask ourselves, how did we do this week compared to last week? How did we do this week compared to last year? What can we do to correct those things if we're falling short?

short anywhere? How are we doing compared to other teams in the league? So we do that both on game day, but we do it pretty much after any event. Training camp practices, people come out here, we survey. How did it go? What did you like? What did you not like? We did that before we got too far on our uniforms, surveyed our fans to ask them what they were interested in.

Sean Callanan (17:00.156) I mean, so one of the things is the stadium, but then the other arms race that's in the world of professional sports is training facilities. And so that's now the thing that you're working on to give that high performance facility for both your coaches and teams.

Damani (17:16.291) Yeah, so our facility here, I mean, is it's like a home, right? And this home was built in 1990 and, you know, and since that time we've, you know, knocked down some walls here and done this here and done that and moved things around. And it's in good shape now. I think what you realize is that as you start thinking about the next 25 to 30 years, can you continue to live in this home? And for us, the answer was no. And so again, tribute to ownership who was willing to spend a significant amount of money to build a new one.

I look out my side of my window and there's a big hole in the ground. There's a bunch of dump trucks and things out there doing work to build a new facility. That's gonna be good for football. For us, it's not about being the biggest facility. For us, it was about what's right for us. And for us, it was definitely about player path of travel as a key driver. How many steps were our players taking to get to the weight room, to get to the training room, to get to the cafeteria?

How do we make that as tight as possible? Modernize everything around them so they can be as good as they can be. Same for our coaches and scouts. Give them the tools and the space to be successful. But then from a business standpoint, also bring us together. We've got about 70 people who work at our stadium, which is a good 45 minute drive away, who don't need to be at the stadium. They're there because there's no space here. They work in marketing. They work in sales. They work in ticketing. They don't work in stadium operations.

And so this new facility will be able to bring those folks down here as well. So the business staff will be more connected to each other. But then also, I think they will feel more connected to the football team. Just being around it visually when you see him out on the field practicing, you see him. I tell people, I think one of the most stark sort of reminders of what our players go through is on a Monday morning. You see them all Monday morning, you're in there getting breakfast and they come walking in and they're

Damani (19:18.199) They're kind of hobbling a little bit, they're a little stiff, they're a little sore, know, guys have ice still and you realize like what they are putting into this game. And so being able to see it just reminds you of what we're focused on and it's not all just about revenue and sales. It's about being the best on the field.

Sean Callanan (19:38.546) And I think that's a, like you said, that connected piece. Like I've spoken to a few different teams that once they have that, you know, the business operations and the training facility connected, one, you feel like you're part of the team. You are riding all the bumps. And whether you're in, you know, ticket sales, membership sales, the digital team, it helps you like both feel that, feel what the, you know, the team's going through, but also tell that story better. Like you'll be able to turn around.

Damani (20:03.395) Yeah.

Sean Callanan (20:03.987) you know, stories, more of that storytelling because they'll be close to the facility. I mean, must be excited about that, but also just like that connectedness of the whole business.

Damani (20:13.209) Yeah, it's great. A couple weeks ago I was on a Zoom. It was just a meeting with somebody, a partner are starting right tackle. Garrett, Garrett Bowles is a mountain of a man. He comes walking by, sees me through the window waves. I tried to give him the wave like I'm on a zoom and he thought that meant come in and he comes in, but it was great because my business partner never gets that interaction. All of sudden I'm like, Garrett, come on the screen and say hello. So he gets that interaction and then Garrett gets to see what I do.

You know, he understands that there are people here who are working to try and give him and his teammates the resource. to be successful. So I think just those sort of informal interactions go a long way to building that culture.

Sean Callanan (21:00.287) Yeah, I was reading an article, I think it was in the Denver Post, said that you liked puzzles, big puzzles, but how does that apply, like now in your role, like your role is a complex puzzle. How do you both help your team solve that puzzle, but also allow your team to solve that puzzle? How have you, how's your leadership style changed or evolved as you, you know?

Damani (21:25.593) Yeah.

Sean Callanan (21:27.915) try to solve this puzzle that is the Denver Broncos.

Damani (21:31.097) Yeah, I think this is one of those, like this is a puzzle with no solution, right? Like every time you put pieces together, more pieces show up on the table. So you're sort of this constantly evolving. There is no finish line. You continue to work hard to grow. It's a competitive landscape. So I think that is one sort of metaphorical sort of explanation. think from a leadership standpoint, again, I talked about ownership. know, Greg and Carrie won like

Sean Callanan (21:40.308) Yep.

Damani (22:01.145) They're engaged and that really helps. They're engaged, they're present, they care, they ask questions. Not like in an accusatory way, but in a way of they want to better understand things so they can help me solve problems.

So that part is great. and then I have a great, a great senior staff of people. And so my approach is like, you know, one of which I don't, I don't feel the pressure to, to have the answer to everything. For me, it's more about, I asking the right questions of them? Am I asking them the right questions? Am I pushing them enough? Am I also setting the vision for what we're trying to get to?

Not necessarily how we're to get there, but at least what we're trying to achieve, so that they, as the content experts can go out and figure out how to get there.

Sean Callanan (22:50.72) and yourself from your own career progression, has there been certain things that you've worked on either personally or skill wise that have helped you make those steps and make those leaps into moving into new roles?

Damani (23:04.389) Yeah, I mean, think a couple things. think one, I am naturally pretty introverted. So for me, it is having to sort of constantly remind myself to do some of the things that don't come naturally, which is like just get out of my seat and walk the halls and go talk to people like I'm focused on just doing the work and so sometimes you just have to get up. So that is like a small thing.

I think more broadly is one of just sort of, you know, trying to get better. And so there have been formal programs that I've been a part of where you have mentors or coaches. have an executive coach now and I think those are great. Like I think some people look at them a bit negatively and I think they're great.

So I definitely am an advocate for that. And then I remember going back to me as a young Princeton kid trying to understand the industry and realizing that I got 30 minutes from about five alums. And I still am willing to do that. So time permitting, of course, and the season's a little tougher. But giving 30 minutes to people who…are doing what I was doing years ago, just trying to understand the landscape of the business. They're not necessarily asking you for a job, they just want to know, what do you do, and why do you do what you do, and help me understand and make sense of this world. So I think that's important to do.

Sean Callanan (24:32.928) A big part of your focus in the NFL role was that looking ahead. And it's sort part of your role now in that, you've got the week to week of game day, you've got these major projects going along and you're putting the puzzle pieces down, but you're also gonna look at that horizon. How do you step back from the day to day and the grind that is the NFL season to one, figure out what the future looks like for the Broncos and…

Damani (24:43.695) Yeah.

Sean Callanan (25:00.128) know, have that conversation with ownership on where do you want to go.

Damani (25:05.197) Yeah, I think I naturally think about the future a lot. And so like on a tactical basis, I just kind of try and make notes of things. send things to my staff as I think of things and we'll tell them this is just a bad idea or a crazy idea and throw it out there to them. But it also just gets everybody thinking about the next big thing, the future. And then I think more formally is creating space for that. you know, whether that is our business planning process that we do every off season,

It's not just thinking about next year, but the next few years I think is important and is a good way just to get people thinking and talking about what sort of ideas are bouncing around in their head. So we actually just started that process. It actually starts towards the end of the season. So we just start that process and then we'll wrap it up come March.

Sean Callanan (25:59.329) And is that something like that piece of there is no bad idea, like making that part of the culture to have someone say, hey, could we do this? Because again, you remember those PowerPoints when you've written it down and you're like, I don't know how this is going to fly. And then you've seen it five or six years down the track that it happens. How do you enable your staff to say, hey, let's throw this up. We want to be a club that embraces that kind of change.

Damani (26:26.125) Yeah, yeah, for me, I try to do it on an individual level first, right? Because sometimes it's just having a one-on-one meeting with someone and they're talking to you about something and you know.

There are bad ideas, first of all, but if it is something that I think is a reasonable idea, then it's like, yeah, let's explore that further. And then also, let's bring in somebody from that department and that department. And the three of you guys kind of dig into that further. Everything doesn't have to go from zero to 60, from idea to full-on staff presentation, but just sort of support people's exploration,

which is really what I think we're trying to get to is we talk about it as this sort of this culture of growth, this culture of innovation, of curiosity, humility, all of those things, those words are what we try to live by. And I think that's how that plays itself out is just small individuals, but also small groups of people going and taking the time to explore things.

Sean Callanan (27:29.528) Yeah, most definitely. mean, I'm… Yeah, exactly.

Damani (27:29.817) and then celebrating it when they do. I think is important. We try to do that. It's just, hey, here's something we just did. And it was different, and it was new, and it worked out, and that's great. Or when it doesn't work out also, that's OK, because it was this small sort of incremental test we just did. And yeah, we tested it, and actually nothing really came out of it. OK, well, let's just move on to the next one. That's also OK.

Sean Callanan (27:55.459) Yeah, one of my biggest takeaways of doing improv is that is yes ending. So taking someone's idea, yes ending it and then having it's normally that by play that backwards and forwards that the original idea you're right might be a terrible idea, but it's that yes ending and that backwards and forwards and getting other people's opinions in that can make it really happen. Damani, I really appreciate you taking the time. I have been to a game at the Broncos a mile high and you know, getting adjusted to the altitude.

Damani (28:22.221) Okay? How long ago? How long ago was that?

Sean Callanan (28:26.023) I think it was 98, like it was a long time ago. But obviously you've adjusted to the altitude by now.

Damani (28:29.268) boy, that was a while. You gotta run it back. You gotta run it back.

Yeah, yeah, yeah, certainly have. That didn't take too long, actually. I was down at sea level this past weekend visiting family in Washington state and was actually like, wow, I worked out and I was like, I actually feel pretty good. So that the benefit when you go down from the mountains. But no, the whole family, we love it up here.

Sean Callanan (28:56.614) Well, what I want to do is just get to our sports gig closing five. Really do appreciate you coming on the podcast. Do you remember the first sports event you ever attended?

Damani (29:06.373) The first memorable sports event I attended was University of Washington football game. So I grew up in Washington State, college football game. This was early 90s when they were rolling. I mean, they're winning the Pac-12, the Pac-10 at that time. Really, really good. Don James was the head coach and just, I remember the environment. Two things I remember, that environment of just like, wow, there's a band and everybody's happy and they're chanting and singing and this is great. Sort of that.

that was the first time that clicked. And then also remembering that I went because my friends' parents had season tickets. And I was just like, wow, their life is built around this, right? We have season tickets and this is what we do. Every Saturday, we drive an hour, we go to watch this football game. And just understanding that culture, but UW Husky football was the start of it for me.

Sean Callanan (30:03.459) Absolutely. Also, you would have been to a lot of different sports events and tried a lot of different food at sports events. Do you have a favourite food or favourite food memory at a sports event?

Damani (30:15.653) boy. My favorite food sports memory when I was an intern at the NCAA going to the College World Series in Omaha, Nebraska with my wife and wasn't working the event, but fell in love with it. It's probably my second greatest sports event memory, but had a big Australian, a big blooming onion. And it was, it was like, I ate the whole thing. Like it was delicious. It was the greatest I had ever had. I was like, this is glorious.

It's a lot of grease. My body can't take that now. that was a good, I just remember eating that there with my wife, watching it in that environment. I was just like, yeah. Like that was when it was just like, this is what I want to do. Like I want to, I want to help bring this experience to life for, for everybody in the stands and on the field. That's the kind of role that I want to have.

Sean Callanan (31:09.736) Never seen a bloom and onion convert someone's sports business career, but we'll take it. In your role, obviously you're a lot of stuff coming across at all times. What's first app you open in the morning?

Damani (31:29.485) So what I try to do is I kind of stay off a lot of sort of non-work related apps during the day. So I try to power through it right in the morning. so I have a whole, which is also a way to procrastinate before working out, quite honestly. But I start with New York Times. I get the morning briefing. I read that. Then I go to LinkedIn. What's happening in the business world? What are people doing? I use that as motivation. I sort of hate scroll the LinkedIn. What other people are doing?

And then I go to sort of just your typical social media, what's going on in the world on Twitter, Instagram, TikTok, sort of all those. And by then I'm usually like, okay, I should probably go exercise. But that's sort of my morning routine.

Sean Callanan (32:16.466) Not a problem, not a problem. Is there someone that you follow that you suggest that the podcast listeners should give a follow to and why?

Damani (32:24.397) Other than you, of course, right?

Sean Callanan (32:26.57) It's not a fishing expedition to get compliments, but I will take them. But yeah, other than me.

Damani (32:28.677) Yeah, so I have a it's great now that I've moved out of New York, New Jersey and here in Denver My commute is only about 20 minutes and so I love the Sports Business Journal morning buzz And so I do that in the morning I get in the car

Hit that, get a quick, usually it's like 10 to 15 minutes long. What happened in the last 24 hours in the world of sports business, usually get that right before I walk in the door here at the office.

Sean Callanan (33:00.172) Terrific and lastly I always ask this from a personal point of view and potentially from a team point of view but what social media platform is your MVP?

Damani (33:09.637) Yeah, I'd say probably Instagram. I think it does. It's a good balance of storytelling that it allows and that is both sort of from a business perspective as well as people's of personal lives. I think a good balance of, you know, text, video, photo. Yeah, I think it's a good balance platform. So big fan of Instagram. Don't post very often, but I like to consume it.

Sean Callanan (33:38.633) That's all right. There is a lot of people that are in the consumption space on social media and it's completely valid. Damani, I really appreciate you taking the time. If people are to reach out, I always encourage people who listen to reach out and say thank you. What is the best platform for people to reach out to you?

Damani (33:43.887) Yeah.

Damani (33:54.744) LinkedIn for sure. I'll be on it every morning.

Sean Callanan (33:59.552) Well, thank you very much. All the best for the rest of the season and the years ahead at the Broncos. Really do appreciate you coming on the podcast.

Damani (34:07.353) Thank you. Appreciate it. Thank you for having me. We'll get you a jersey too.

Sean Callanan (34:12.876) There we go, I've got that on record. We'll see you soon.

Damani (34:14.949) Hold me to it.