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This week with

paul miller

Episode 3: Aug 7, 2026

Live from London

This week’s Q&A, including questions Paul was unable to answer during the podcast, can be found here.

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Catch Up on Past Episodes

Episode 2: JuL 31, 2026

Live from Chicago

Episode 1: JuL 24, 2026

Welcome to This Week with Paul Miller

FAQ

Will there be opportunities to bring remote teams together in person?

This is a popular question, and for now I’ll provide a similar answer to what I’ve shared before. We’re actively exploring ways to bring teams together more intentionally, whether through functional summits, regional gatherings, or cross-team events. Building relationships in person matters, and it’s something we want to do. With that said we need to grow as a company to be able to create these opportunities. The more we grow the more opportunities we can create.

This is a popular question, and for now I’ll provide a similar answer to what I’ve shared before. We’re actively exploring ways to bring teams together more intentionally, whether through functional summits, regional gatherings, or cross-team events. Building relationships in person matters, and it’s something we want to do. With that said we need to grow as a company to be able to create these opportunities. The more we grow the more opportunities we can create.

I understand how unsettling ambiguity can be, especially when you’re working hard on meaningful initiatives.This was my decision I needed to hear and understand from you first before these decisions are made. We’re moving as quickly as we can to provide clarity while being thoughtful about decisions that affect people’s roles. In the meantime, please continue the important work you’re doing—it matters, and we’ll communicate priorities as decisions are finalized.Remember it has only been 2 weeks! For now thank you for focusing on business as usual.

Comment: Cross-pollination between teams, or even volunteering at each other’s shows to better understand different event formats and needs. Trust and collaboration between show teams and central services would benefit enormously from this kind of program and investment.

Collaboration is key to our growth could not agree more we have some work to do here and that starts with you and with leadership setting up the forums for open communication and processes that help us get to the next level. This is a true unlock.

Inconsistent onboarding sets people up to struggle when we should be setting them up to thrive. This is a priority for us. We’re working toward a more intentional, standardized onboarding experience that improves retention, reduces ramp time, and reinforces our culture from day one.

Thank you for thinking about our partners and how we communicate this exciting news to them. You’re right—our advertisers deserve clear, compelling messaging about what this merger means for them. When we launch our new name we will have approved talking points and messaging that outline the expanded opportunities and capabilities of our combined company. Coming soon!

We know healthcare benefits are important to everyone. At this point, no decisions have been made regarding our 2027 medical plans. Our goal is to continue offering competitive, high-quality benefits while making any transition as smooth as possible. If changes are made, they’ll be communicated well before open enrollment so everyone has plenty of time to review their options.

Thank you for your patience. During the closing process, our Finance teams worked through the transition to the combined company, which created temporary delays in Accounts Payable. Payment processing has resumed, and we’re returning to normal payment cycles. We appreciate the partnership and understanding from everyone affected.

That’s a great suggestion. As we review our finance tools and policies, we’re evaluating ways to simplify travel and purchasing globally, including international card programs that eliminate foreign transaction fees where appropriate.

Yes. One of our integration priorities is strengthening our finance processes. We’re looking at standardizing workflows, improving payment timing, and creating a better experience for both employees and vendor partners. The goal is a scalable process that supports long-term growth.

I just attended my first BOPs, and they’ve been an invaluable education. The work that goes into these presentations is incredible. I’m a huge believer that strategy provides a framework not only for what we’ve agreed to do, but also for what we’ve agreed not to do. As a combined company, we’ll be developing a longer-term strategic roadmap that aligns our priorities across the business while maintaining annual planning and regular progress reviews. We want our planning process to be focused, measurable, and closely connected to our growth strategy.

Every leader has decisions they would approach differently with the benefit of hindsight, and I have quite a few of those. One lesson I’ve learned is that moving quickly without bringing enough people along can create unnecessary friction, even when the decision itself is the right one. I’ve learned that investing more time upfront in listening, communicating, and building alignment almost always leads to better execution and stronger outcomes. Hence the listening tour.

Thank you for raising this. Supporting our international colleagues is a priority. We’re evaluating how we provide HR support that reflects local regulations and IT support that works effectively across time zones. This feedback is helping shape those discussions.

Thank you for sharing how valuable it’s been. We’re reviewing all technology investments across the combined company. AI tools like Microsoft Copilot have tremendous potential to improve productivity and innovation, and we’re evaluating adoption, business value, and usage as we make our long-term investment decisions.