Podcast: Play in new window | Download
Subscribe: Apple Podcasts | Google Podcasts | Stitcher | TuneIn | RSS
Aladrian GoodsLike many content designers, Aladrian Goods discovered the field of UX design after working in writing, communications, and other roles.
Aladrian found content design a few years ago and quickly rose into a leadership role at Intuit.
In this conversation, we talk about the story of her ascent into leadership, the design practice at Intuit, and how her focus on values, culture, and communication benefits both her and her colleagues.
We talked about:
- our experience at the Button conference
- her take on the difference between management and leadership
- her first role at Intuit as the first in-product content designer on the team
- how she used Meghan Casey’s book as her cheat code in that first role
- her quick path to a senior role and then a team manager
- how her genuine love for people prepared her for a management role
- her academic background in communications and writing and early career roles
- how her discovery of the field of UX design pulled together threads from earlier in her career
- the mix of professions that work on products at Intuit
- her relationship with service designers at Intuit
- her core values: fun, freedom, and impact
- the importance of developing culture as well as craft in content design
- the three levels of communication that she thinks are important: active listening, asking good questions, and speaking truth to power
- the need for more leaders to step up as content design gets its seat at the table
Aladrian’s bio
Aladrian (uh-LAY-dree-an) Goods is a speaker, mentor, leader, and advocate. As content design manager at Intuit, she partners with leaders across disciplines, functions, and design crafts to elevate opportunities for content design to influence and impact product experiences throughout Intuit’s Virtual Expert Platform.
She holds a BA in Communication from UC Santa Barbara (Olé Gauchos!) and earned her UX design certification from CareerFoundry.
Aladrian’s superpowers are storytelling, connecting people, and cultivating inclusive environments. She cares deeply about creating equitable opportunities for Black women and people of color in design, discovering new music, experiencing it live, and Lakers basketball.
Connect with Aladrian online
Video
Here’s the video version of our conversation:
Podcast intro transcript
This is the Content Strategy Insights podcast, episode number 128. When I book guests for this show, I tell them that the vibe I’m looking for is a chat in the hallway after a conference presentation. This interview is literally that. Aladrian Goods and I caught up as the Button conference was wrapping up in Seattle last month. Aladrian is a content-design leader at Intuit. She has a lot of insightful things to say about her quick ascent into a leadership role there and about the role of culture and values in content practice.
Interview transcript
Larry:
Hey, everyone. Welcome to episode number 128 of The Content Strategy Insights Podcast. I am super delighted today to have with us Aladrian Goods. Aladrian’s a Senior Content Design Manager at Intuit, and she and I are both riding the post-conference high. We just wrapped up The Button Conference in Seattle, and so welcome to the show, Aladrian. Tell the folks a little bit more about what you’re up to these days.
Aladrian:
What’s up, Larry? Thank you so much for having me. Like you said, we are literally riding the waves of a fantastic Button Conference. It’s been an incredible few days of just being with content design folks, content strategists, people that I’ve seen online, including yourself, on Zoom, on LinkedIn, on Twitter, and finally get to hug it out and high five. I’m feeling really good. Let’s see, so what was the question you asked?
Larry:
Well, yeah, so actually, let me set this up a little bit, too, because-
Aladrian:
Okay.
Larry:
… we wanted to talk. I wanted to have you on because we met like a year or so ago and I thought, “This kid’s going places.” You know? So-
Aladrian:
I am older than you think, okay.
Larry:
Okay. Yeah, but anyhow, and then so we decided we’d talk on this show today about coming into a leadership role in this. Then, today, the program, the last day here at Button, there was this morning Michael Restiano talked about management in content design, and then, Michael Metts talks later about content leadership. I’d love to get… Maybe let’s start with your take on the difference between management and leadership.
Aladrian:
I love that. There’s a quote that I like around leadership is that leadership isn’t getting people to do stuff because you told them to do it. It’s more so about getting them to take action because they want to. I think both Michaels, actually, Michael Metts and Michael from Instacart, set that up really well. I think for me, the difference between leadership and management, I think management is more so the title and there’s some administrative stuff, there’s some HR responsibilities, there’s responsibilities for growing the career, et cetera, et cetera, that are specific to that role. Being a leader is about what I said earlier is like, “Hey, how do you get folks to take action on something?” Not because you told them to, but because you want them to, and you don’t need a title to be a leader in that case. You can lead from wherever you are.
Larry:
Well, and that’s how I perceived you when I first met you. I said, “Well, this is a leader. Let’s see if she turned this into a management job at some point.” Here you are, not even a year later.
Aladrian:
Yeah, it’s kind of wild.
Larry:
Well, tell me about that transition. You were a content designer working on product stuff at Intuit, and then… Tell me about the differences between how you perceive things as a practitioner and how it’s different now that you’re a manager.
Aladrian:
I started my career at Intuit, and in content design, really, full time was in 2019. I joined Intuit’s professional tax department where we built professional tax softwares for accountants to use to do taxes because that’s what you do with tax software. I was the first in-product content designer for that team. Sometimes when you’re dropped into a space and you’re the first and the only, you have no choice but to lead because everyone knew that they needed a content designed. They knew that they needed someone in this space, but no one including myself really knew what to do or how to do it.
Aladrian:
I was lucky to have being a part of a community of practice at Intuit that has leaders at the director level like Tina O’Shea or Jen Schmich at the time, who had been doing a lot of content strategy and content design that I can lean on and be like, “Hey, I think I’m supposed to be doing this thing, but can you help me understand if I’m doing it right?” Basically, taking their experiences and their feedback and insights, making it my own and then applying it to my role as content designer. Within my first year… I also want to give a shout-out to Meghan Casey’s book, The Content Strategy Toolkit, for making me look super smart, like I knew what I was doing when I first got… I didn’t know what I was doing, but that book was such a cheat code for me there.
Aladrian:
The first year, just did a bunch of listening, a bunch of asking questions as well as doing the things in the toolkit to get better, to try to solve customer problems, and organize how we were going to do content design for our professional tax team. Then, to your question like about the transition, so was in that role for about two years, and I’d gotten promoted from Content Designer to Senior Content Designer. Then, the light bulb went off like, “Oh, wait, I’m still the only one?” I was getting a bit bored with the work because no matter how much I get promoted, I’m going to be doing all of the work because it’s literally just me as a person.
Aladrian:
Thankfully, I had a great manager in Angie Nery who I can be pretty transparent with and working at a company like Intuit that values mobility. I was able to kind of talk to her and be like, “Hey, I’m thinking about I want to do something different. I think I want to do something, have more impact at scale, et cetera, et cetera.” We were able to figure some stuff out, talk to some people, and then there was an opportunity on the team that I’m currently on to be a Content Design Manager for that team. Management wasn’t something that I had quickly decided that I wanted to do. It was something that I’d been thinking about, and Scott Shoemaker, he had dropped a talk about being a reluctant manager at first and what you need to know and the questions you have to go through to identify if it’s something that you should be doing or you could do.
Aladrian:
Then, I think, at last year’s Button, Andy Wefle had a panel or had a talk around this very similar things, and I’m like, “Okay, I think I can probably make this happen, but maybe in another year, a year or two.” This opportunity within Intuit came up and the hiring manager and the VP were kind of knocking on my door like, “Hey, we think you can be the person for this role.” I just took a leap of faith after talking to a bunch of people and learning and trying to understand what it actually is going to look like. I took a leap of faith to prove them right in the interview and the rest has been history.
Larry:
Nice. Hey, so two quick things. One, I don’t know that you knew this when we started this conversation, but-
Aladrian:
Mm-mm.
Larry:
… but the immediately prior interview that I’ve done that hasn’t aired yet was with Meghan Casey, the author of the book-
Aladrian:
Oh, cool.
Larry:
… so there’s some elegance there. I also want to ask you, one of the things that Michael Restiano talked about this morning in his talk was the difference between individual contributors and their role and the opportunities to grow there versus management. Did you already… It sounds like you kind of had management in mind already because this wasn’t a hard sell for them to get you on board it doesn’t sound like.
Aladrian:
Right, so for me, it’s like I love people and I care about people deeply, and I think it’s not… I can be a content designer, I can be a marketer, I can be whatever, but if I’m leading or connecting with people, it’s just a part of who I am. It wasn’t unbeknownst to me that, “Hey, if you’re good with people and you’re great at making people feel productive or feel encouraged and inspired, then you might consider being a design manager-
Larry:
Cool.
Aladrian:
… “one day.” It wasn’t like, “I’m going into this job because I want to be a content designer and then I want to be a senior, then I want to be a design leader.” It wasn’t really that for me, but now that I say that, I had a conversation with my former VP of Design, James Helms, and he out of a whim Slacked me one day. It was like, “Hey, what’s your two-to-five-year plan?”
Aladrian:
I’m like, “Alright, well, I want to get paid to speak in two years, and in five years I want to lead a dope design team.” It’s important to share your goals with people who can reflect your reality back to you because after I said that to James, he was like, “You can get paid to speak now, and you can be leading a design team in two years.” So-
Larry:
Wow-
Aladrian:
… and-
Larry:
… so Intuit has… Is that just how they operate at Intuit? They have a pretty clear path forward for-
Aladrian:
I don’t know. We do have our design profiles, which is clear. You can have the IC track where it’s individual contributor all the way up to, I think, we have like it’s content designer, senior content designer, principal content designer, and content strategist is like the top of the top. Then, on the same side it’s like once you hit principal, that’s the senior manager role on the management track, and you can go that way as well.
Aladrian:
For me, being someone who had recently joined the field and you hear about years of experience and all this stuff, it didn’t really feel like a reality in my own thinking until James was like, “You can get paid to speak now.” Then, I had speaking gigs almost immediately after that conversation. “You can be leading a team in two years,” and within a year and a half, less than two years of us having that conversation, I had the opportunity to grow my team.
Larry:
That’s wild, so you had… There’s a tiny delta between those two. You had your idea like, “Here’s what I want to do in X amount of time.” It all happened much quicker than you thought. Are there other things… Were there other like assumptions or just kind of like, “Oh, this is probably how it is,” that you’ve learned that have panned out differently like…
Aladrian:
As it relates to-
Larry:
Well, just-
Aladrian:
… leadership? Or-
Larry:
… like in terms of the work, like because… Well, actually, let me back up a little bit. What were you doing before this? Everybody has a really interesting path. I don’t-
Aladrian:
For sure.
Larry:
… know your path into content-
Aladrian:
Yeah, that’s cool.
Larry:
… design yet. Yeah.
Aladrian:
My path is tangential, I guess. I went to school and studied at the University of California, Santa Barbara and got my degree in communication and professional writing. I started my career in marketing events, so doing events for a tech company in Santa Barbara, and I was also doing like a startup with some friends from college that failed miserably. Ended up having to move back to L.A. to move in with family. Got laid off from a bunch of different jobs, but content was a piece of all of this, and user experience was kind of a piece of all of this. It wasn’t until I moved to Texas and lived in Texas where I was working three part-time jobs I was way overqualified for as a grocery store clerk, a sales representative in a sports fan store, and a call center representative for a Fortune 500 company, but not in the nice building. We were in the basement of that.
Aladrian:
That’s when I discovered UX design and took a quiz. UX was at the top of the list and it was like writer, musician, artist. I’m like, “Yes, but no. Let’s see what UX design is.” Once I discovered UX design, I got the language for the things that I’d been trying to do where I could see the thread from all of the things from marketing events to content marketing to writing emails with the brand voice, and tone. Those things started to show up for me because it’s all about people, it’s all about problem-solving, and I was excited to discover UX design.
Aladrian:
After I was working at a grocery store and a woman and her husband came through the line. Her husband looks at my sweater, I was wearing my university sweater, and says like, “Oh, she went to that school, too.” We had this wonderful conversation around like found out we went to the same school 10 years apart, lived in the same dorm. From very similar places, in a role that’s very familiar to me because my uncle had a same similar role in Texas. Anyway, long story short, that person ended up working at Toyota Lexus, gave my resume to the hiring manager and I was able to work at Toyota and the Lexus Guest Experience Center as a digital communication specialist there as well. That’s a fancy title for like answering emails, chats, and social media posts for customers complaining.
Aladrian:
How I got into content design was I was studying UX design while I was working at Toyota, and LinkedIn did a great job of referring me a job at Intuit, the content design role. I looked at it and I’m like, “Oh, I think I could do this. It’s like the UX design and the writing stuff that I’ve been trying and doing for so long. Let’s go for it.” I showed some friends, asked some questions, talked to some mentors about it. They were like, “Yeah, a hundred percent. I think this is meant for you.” It’s been a rocket ship ever since.
Larry:
Yeah, that’s great. You have like… I think so many people get into this with just mostly it’s mostly the writing thing, but for you, is it safe to assume that like it was the people stuff that led you to UX? You were already doing all of the comm stuff-
Aladrian:
I think I’ve always had a passion for technology and people, but I thought in order to be in tech you had to learn how to code, and I tried it and I hated it. Shout-out to all the engineers and front end developers and folks. We can’t build products without you. I just can’t and I will not be the person building the product.
Larry:
Right, but that hatred of coding, you still have some understanding of it, though. Does that-
Aladrian:
Right-
Larry:
… help you in your-
Aladrian:
… no, I have some understanding and I think my initial intent for even getting into the coding aspect of it was to know enough to be dangerous and enough to be impactful if I was ever working with an engineer.
Larry:
Right, and that kind of reminds me, too, of the typical scenario, and I don’t know if I… I assume this is the case at Intuit, that there’s a sort of like the teams are mostly product people, engineering people, and design people. Is that the setup at Intuit?
Aladrian:
Yeah, so we have a triad. We got the PMs, most of them. In some cases, it’s the quad because we like to include our data analytics partners in there, so we got product managers, your tech lead or dev leads, our product development and design. At Intuit, the team I’m on now, I lead the content design team for the Virtual Expert Platform. We have several design practices, so we have product design, like interaction design as traditionally. We have visual designers. We have content designers. We have service designers who are thinking about our end-to-end customer experience, but also like the top to bottom of that as well. We have design research and… I don’t think I missed anyone. Yeah, and design technologists as well to help those-
Larry:
Like front end engineers?
Aladrian:
Yeah, like front end engineers who understand UX to help us build high-fidelity code
Larry:
That’s so interesting, and the service design, is that… That’s kind of a new discipline in general, but especially in our world, is that fairly well-established at Intuit? Or is it-
Aladrian:
I think so, so I think we’ve had some great folks come over from Capital One to help start establishing our service design community of practice, and I love it because I think content designers can empathize with the team that’s new. It has to teach and help people get onboard and then be able to showcase their values. It is a growing practice for us, and I think the things that service designers create, content designers can really leverage to help influence and improve the customer experience at specific high points and low points.
Larry:
Yeah, I’m really curious about that because it came up a couple of times just in talks and in conversation at Button, the emergence of service design, and it’s not hard to picture because… I don’t know. For folks who aren’t familiar with it, the way I understand it is it’s more of an organizational design thing where you’re designing the front office. The front end experience, but also the back end, orchestrating all the back end stuff and kind of coordinating those two, which the benefits of that to our work seem pretty obvious. Tell me, do you feel that like when you were talking to other people here at Button? Do you feel like it almost seems like you’d be more advanced in your practice or something because of that or differently advanced-
Aladrian:
I think-
Larry:
… in your practice?
Aladrian:
Well, I think service designers and content designers and researchers, too, we should all be kind of best friends in a sense because I think we all are trying to uniquely understand the end-to-end experience, but also like, how are the things we’re doing in the backstage it’s called, and the front stage is where the product and experience is. The backstage, what are the processes? What are the gaps in our communication, our relationships between our cross-functional partners that are having huge impact on the front stage, which are customer problems? I think a lot of that comes down to people and process, and I already told you how much I care about people-
Larry:
Yeah-
Aladrian:
… so…
Larry:
… no, and you’re in the right line of work, I can assure you because this comes up all the time on this podcast and just in conversations that like we think, “Oh, we’re in the tech biz. It’s is some technical thing. You think, “Oh, it’s all about tech.” No, it’s 5%. Maybe processes and management, nah, maybe 10 or 15. It’s all about people. It’s like-
Aladrian:
It’s really about people and I think it’s the relationships that really matter, and if you can understand people or just understand what motivates people and what they care about, you can get a lot done.
Larry:
Yeah. Well, tell me how that manifests in your work because you’re obviously… I got to say just for folks who weren’t at Button, Aladrian is like the start of the show. It’s like-
Aladrian:
No, not at all.
Larry:
… you weren’t getting shout-outs from the stage. I mean, they were… Everybody here loves you, so it’s clear that you’re a good leader. You’re clearly a community-
Aladrian:
A good person.
Larry:
… leader and well-known here, but how does that manifest in terms of helping your folks get the work done in your-
Aladrian:
Yeah … a hundred percent. I think really… My team knows my three fundamental core values is fun, freedom, and impact, and when it comes to fun, it’s not necessarily about… Yes, I want to have fun. I want people to feel comfortable being their full selves and being able to be transparent, be able to connect, and not always be so serious about the work. It’s more about having fun, but also being inclusive and creating a sense of belonging for folks to enjoy each other. I want people to leave me better than when I first… before I interacted with them.
Aladrian:
Then, for freedom, is I like the freedom and flexibility to be able to try new things, to be able to fail, to be able to just be able to work from anywhere, be able to come to talk at Button, to be able to attend Button and be on this podcast right now. I love that stuff, too. Then, impact, like the impact is, of course, throughout working on high-priority stuff and showing the value of my work in content design, but it’s also thinking about like, “Okay, how can I improve this person’s experience?” Whether it’s a meeting, whether it’s a collaborative working session, or whether it’s just high five in the hallway getting coffee, I’m always thinking about that.
Aladrian:
I start with that because I think having core values as a leader is super important because people then know what to expect from you. Then, they also know that, “Oh, okay if something’s not going on, if a leader’s not moving from fun, freedom, and impact, then maybe I should check in with her.” Or like maybe… Then, it’s also for me, too. It’s just like, “Yo, okay, I’m tired. Maybe I need a break. Maybe I need to like not take on everything.” I think my team knows that, and I think being transparent with that up front, it makes it easier for us to kind of connect. I feel like I’m rambling a little bit. I don’t know if-
Larry:
No.
Aladrian:
… I’m answering the question, but-
Larry:
Well, no, and there’s a couple of things I want to follow up about is, one, how did you arrive at those values? Did you have a little long list and then you condense it to those three? Or tell me about that.
Aladrian:
Yeah, for sure, so the program I did for my UX bootcamp, there was an exercise in the career sort of development space of the program. That really helped me like sit down and think about it. It’s like, “Okay, so, yeah, you got the skills now. Yeah, you want the job. Yes, it looks like it’s a lucrative role, all the things.” What I really appreciate is that like, “Hey, look, what are your personal values? What do you want out of work?” There was an exercise, I mean, this was like three years ago, so I don’t remember exactly, but I know that those were the top three for me.
Larry:
Nice, and then the other… Something else you said in there makes me feel like that, and just knowing you as a person and how you operate, I’m assuming that your folks, like you said, if your colleagues or the folks working with you, that wasn’t very fun or impactful or. You know, “Are you okay, Aladrian?” Is-
Aladrian:
Yeah, like, are you good?
Larry:
… that sort of a-
Aladrian:
Right, because sometimes… I mean, I told you like I’m not fun all of the time. There’s been times I’ve been… I mean, management, and we can talk about this a little bit more. Some things that change or they didn’t expect is the amount of effort it was going to take to influence up rep.
Larry:
Oh, so for you, is your role, it’s as much about managing up as down?
Aladrian:
Exactly. My team is excellent. Like-
Larry:
Oh, so you’re like-
Aladrian:
… no, no, no.
Larry:
… “We’re set.”
Aladrian:
No.
Aladrian:
They make it really easy for me to… I’m not managing performance. I hope I don’t have to manage performance. They’re excellent. They’re pretty sufficient. Shout-out to Allie and Jeff to go out and take some of the coaching and just go do the thing, and I get the positive feedback from our design partners and our cross-functional partners about how awesome it’s been to have more content design folks on the team.
Aladrian:
What also I’m learning is that it’s not just about being a content design manager, but being a design leader is about cultivating belonging and coaching within the space, too. I mean, culture within the space, and there’s some fundamental like paradigm shifts that need to happen, or there’s some fundamental things that we need to do because we’ve been really just running and delivering work. It’s been working. Our business unit is doing pretty well.
Larry:
Is that a risk of having a good team that you got to get, not complacent, but sort of like momentum?
Aladrian:
I just think-
Larry:
Or-
Aladrian:
… I just think the Virtual Expert Platform as an organization has only been like formalized officially for two and a half, maybe three years, so there’s some… We’ve just been kind of doing the thing, you know?
Larry:
Mm-hmm.
Aladrian:
I think there’s a real opportunity for us to like slow down and connect and build relationships cross-functionally as humans as well so that we can continue to build great products that power prosperity.
Larry:
Yeah. I don’t want this to be like a click bait-ey thing, but what are the three things? You know, like the-
Aladrian:
What are the three things that you say-
Larry:
Yeah. No, but you must have a few things that you do to achieve those goals. Like the keeping it . . .
Aladrian:
I think I actively listen. I actively listen, and when I say actively listen, there’s like three levels of listening is, “Okay, what are people actually saying?” Also, “What aren’t they saying?” That’s one, and then the second part of that listening is like, “Okay, cool, what are they saying?” What is that experience like for them? Then, the third is like, “Hey, what are they saying? What was the experience like for it? What is the impact that it is having on that person, their work environment, their projects, their situations?” If I can listen that deeply, then, it’s about asking questions of like, “Hey, how may I help you?” Or like, “What is like,” it’s not about me telling people what to do to solve their problems, but it’s really like how to like asking the right questions to help them-
Larry:
Well, I love that …
Aladrian:
… discover it.
Larry:
… and it’s not like a checklist. It’s like a framework-
Aladrian:
It’s a framework.
Larry:
… of ever deeper listening. Is that kind of how it works?
Aladrian:
Yeah, it’s like deeper listening, so that’s the first one, active listening. I think the second part is asking power questions. Then, the third one is like really speaking truth to power. I think John Paz did a really great job of like talking about when to tell your boss they’re wrong and why you should. Today-
Larry:
That was a fun talk.
Aladrian:
… which was a great talk, which is a great talk, and I love that, too, but I’m always mindful that when I do it, it’s in a respectful context and that I’ve always deeply listened. I’ve also like asked questions, so when I need to speak truth or ask a very direct question, that I have the sort of buy-in and understanding that it’s not… doesn’t feel like out of left field or, you know, kind of reactionary.
Larry:
Got it. Yeah. I can’t believe it. We’re coming up close to time.
Aladrian:
Oh my goodness.
Larry:
I know, we’re both… Just for context, we’re both like, “Come on, we just got out of the con.” We had a beer with some friends, but we get up here-
Aladrian:
Yeah, exactly.
Larry:
… and we’re like, “Come on, it’s Seattle. A nice, sunny-
Aladrian:
Right, it’s-
Larry:
… A nice Sunday October night.
Aladrian:
… beautiful in Seattle here today. Yeah, this is a great view.
Larry:
We should wrap up pretty quick, but-
Aladrian:
Okay.
Larry:
… before we do, I want to give you one last… Is there anything that’s come up that you want to elaborate on or there’s just on your mind about leadership and content design that you want to make sure we get to?
Aladrian:
I think what I want to say is that as content design continues to mature and grow and we’re finding that we don’t need a seat at the table, that we are the table, shout-out to Riley that we are the table. We need folks to step up and lead. It doesn’t have to be with the title, doesn’t have to be the director of content design. You don’t have to be, I mean some people, we need your voice, some people we need your action. Some people we need for you to lead the way only you can, but I’m super thrilled to be considered a leader in this space and looking forward to creating more so you all can join me so it’s not so lonely at the top.
Larry:
Excellent. Well, I love that because you just echoed the very last section of Michael Metts’ talk today where he talked about what can you-
Aladrian:
You see-
Larry:
… what do you-
Aladrian:
… what I did there?
Larry:
… yeah, you totally-
Aladrian:
You see what I did there?
Larry:
… you wrapped up the whole conference and this thing. Well, hey, one very last thing. What’s the best way if folks want to follow you like online, social media, or-
Aladrian:
Yeah, you can find me on the internet. It’s Aladrian Goods, that’s A-L-A-D-R-I-A-N, last name Goods. I’m on LinkedIn. I’m on Twitter, but just beware on Twitter, I’m not talking about content design, rarely, but it comes up from time to time, but that’s @aladrian… I’ll give it to you. I don’t-
Larry:
It’ll be in the show notes-
Aladrian:
Yeah, put it in the-
Larry:
… too. I just like to have-
Aladrian:
… check the show notes.
Aladrian:
Yeah, it’s Aladrian, and no underscore L, I think. Basically, my middle name is Noel, and I don’t like lines. I said I never lost, all I do is win, but whatever. You know, you can cut that out of-
Larry:
Right.
Aladrian:
… of the script.
Larry:
Oh, no, no. That’s good. That’s fine. Well, thanks. This was super fun, I got to say.
Aladrian:
Yeah, this was great.
Larry:
This is the perfect way to wrap up Button. Thank you.
Aladrian:
Absolutely. Thank you for having me, Larry. I know this has been a long time coming, but I appreciate your patience, and it’s such a joy to do this with you today and spend these last few days at Button together.
Larry:
Yeah, likewise. My pleasure completely.
Aladrian:
Awesome. See you soon.
Larry:
Thanks so much. Cheers.
Leave a Reply