Hey, this is the moment. I'm Brian Koppelman. Thanks for listening. I'm sitting here for the fourth time on the podcast, and a fifth time if you count the best of episode with my dear friend and confidant and he once yelled at me for saying he was a mentor but I would say this it's we coach one another

and it's one of the great joys of my life and even if I still think I learned more from

Seth but I'm really happy to have you.

We're in your office, Seth, you know that, but they don't.

True.

Different acoustics here.

Thanks for having me here and for being here on the moment.

It's a highlight. I measure time by how many days in between.

That's awesome.

You are the best. So we're just going to have a conversation as we do.

You know, I have no notes in front of me, though I've been thinking about this conversation for a long time.

And I know you've been thinking about some stuff too.

And what I was thinking about this past week,

I've been thinking about excellence

and what that standard means and how it's sometimes a crippling standard.

Oh yeah.

But but also a worthy one and I've been thinking about ambition as it relates to that and how

how challenging it is to how complicated our relationships to ambition are and how some are able to harness it or define it differently in order to produce work without

being crippled by this idea of excellence and then end up at excellent work.

And so that's what I wanted to begin by talking to you about or asking you about.

All right, that's only to take two or three hours.

There's a lot of new ones.

...