Subscribe
Share
Share
Embed
Two friends. Two cities. Two perspectives on what it means to thrive.
Guys Like Us is a podcast about the pursuit of a good life—messy, meaningful, and real. Hosted by Marc in New York and Paul in Vienna, it’s where two longtime friends reflect on life, work, relationships, and the moments that shape us.
Each week, we bring a story with a point. Sometimes it’s funny. Sometimes it’s a little raw. But it always comes from a place of curiosity, honesty, and earned perspective.
We believe a good life isn’t just about pleasure—it’s about presence. It’s about friendship that’s been built and maintained across continents. It’s about failures that taught us more than wins. It’s about food and wine, sure—but also doubt, joy, regret, growth, and showing up anyway.
This is a podcast for people trying to live fully—whatever that means to them. One story at a time.
IG: https://www.instagram.com/guyslikeus.podcast/
LinkedIn: https://www.linkedin.com/in/paulfattinger/
LinkedIn: https://www.linkedin.com/in/marc-winter-6138679/
Marc Winter (00:12)
Hello. Welcome to Guys Like Us, the podcast without a fancy intro today. How are you, Paul?
Paul (00:19)
I'm fantastic. I would have had a fancy intro. It would have been the podcast you all need to listen to every time we publish one.
Marc Winter (00:23)
Yeah.
⁓ okay. Yeah, that sounds
like delivered with a bit of confidence ⁓ of someone who's probably had a bit of wine tonight. That's what I feel. Is that true?
Paul (00:37)
Thank you for calling me out, Mark. That's the only way I get confidence. ⁓ But it is true. It is very true.
Marc Winter (00:49)
Lovely.
And I imagine you're having, you had multiple sponsors this evening, but who's sponsoring you today?
Paul (00:55)
You're funny
enough. It was ⁓ one winery. I don't remember the name. It was from Puglant. It was quite nice. And now it's my sponsor is the Vienna water system, which is very nice. And yourself.
Marc Winter (01:00)
Okay.
Nice.
I'm fantastic and totally responsible.
I'm sponsored today by, actually it's a nice wreath thing called Gunther Steinmetz from the Mosel and really kind of earthy, minerally relaxed low ABV. it's, and it's a perfect Indian summer day. So I'm at my parents' house today. Yeah. So the weather's warm and so it's nice to enjoy it with a bit of reasoning.
Paul (01:33)
Amazing
man, I'd love to be there because we had this in the summer until yesterday, but it's gone. But hey, I don't want to interrupt our chit chat, but I do want to because today I had, ⁓ you number one, you have a call in 27 minutes. Number two is I had feedback today of one of my former colleagues who said, you know, I really liked the topics you talked about, but this chit chat in the beginning is too long for me. I want you guys to...
Marc Winter (01:48)
Okay.
Okay, sorry. So we are going to reorganize and recalibrate ourselves because of, to meet the deep need, you know, the classic Austrian German, get to the fucking point and tell me what's up. Okay.
Paul (02:07)
to cut to the chase right away.
So one person.
No,
no, we're not. But I mean, as we do have little time today, I thought we can try an episode that is like that, you know, take the opportunity.
Marc Winter (02:29)
I love it. I love it. Let's do it. Let's do it. Okay.
So you were super excited to leap on a theme. think it's a theme based on your experience this evening. Is that right?
Paul (02:43)
is absolutely correct. had to give everyone context. had a very nice dinner with my former team that was working with me when I was CEO at Womb and a job that I had left exactly almost to the day a year ago. we had, yeah, it's, think a year minus 10 days or so, seven days. And we met not because of that at this time, we've met a few times in between.
Marc Winter (03:07)
Okay.
Paul (03:12)
And it was really my management team or our management team. um, and I asked it, you know, the guys, you know, and girls, what should we talk about today? They all know obviously about, you know, the things we're doing here. And, and one of the comments was, let's, you know, let's talk about, you guys could talk about work relationships or the relationships, you know, you have with colleagues. Mike, you're such an idiot.
Marc Winter (03:39)
Why? I'm just smiling.
Paul (03:41)
You couldn't keep it for two seconds long. I mean, it's okay. Yeah, yeah, yeah.
Marc Winter (03:45)
It's okay, it's okay. Well, I mean,
listen, the topic lends itself to all different different ⁓ interpretations, right? And you know, you know, where I'm naturally, my brain naturally goes to first, and then I step back into the very honest and queer space where you would like to stay. So workplace relationships. ⁓ That's always a terrific one, because I think people have lot of different philosophies about it. ⁓
Paul (03:51)
kinds of interpretations. Yes. Yes. Yeah.
Yes.
I fully
agree. What's yours?
Marc Winter (04:14)
I think, you know, it's funny actually, I was offered a similar call funny enough ⁓ just before this one with two colleagues who we love working together so much and appreciate each other so much that we've become really, I would say, and close friends that's transcended into a friendship. And, you know, if I thought about it, I think...
it's really hard for me not to be friends with great coworkers. I think that's what makes work fun. It makes work meaningful. And assuming that they're good at their job, which is this whole other shadow side, no doubt we'll probably get to, like you, you.
you create a more enjoyable environment to move forward. So I think like great working relationships, very often they're your friends. Now, do they have to be your best friends, be at your wedding and, no, not necessarily, but there's a mutual respect and I think ⁓ admiration there.
Paul (05:15)
Yeah.
Yeah, that's, think, you know, I had a, I had someone I worked with once and who was at the board who told me he was a very seasoned, you know, CEO and manager. And he told me, you shall never have friends in the company you work at. Never have, you know, deep personal relationships because you never know when you need to fire them. And, ⁓ and when that happens, you know, all of these personal relationship stuff is in the way. And he was like,
100 % clear on that. And I remember, you know, when I heard that, that I felt like I, I mean, I understand, you know, the issue and the problem, but I'm just not like that. And, and I don't think I can do that because the way I think I, and I'm not saying everyone I ever worked with was my friend or the other way around, right? I mean, absolutely not, but
Marc Winter (06:08)
Yeah. Yeah.
Paul (06:21)
I think in a team that works well, there are so many elements of friendship, like trust and, so on that you could say, you know, that are not mutually exclusive to a friendship. can have trust in a working relationship, but I think to really understand and to be a human at work, you need to understand the other, where the other person is and is coming from. And I understand that the lines are blurry here, but this just purely professional thing doesn't cut it, has never cut it for me.
Marc Winter (06:33)
course.
Well, I just don't want to work in a place like that. I think, yeah. And so like, it's a great way to strip the humanity of everyday work and make it much more about process or in and goals and, know, and those things are obviously important, but they work so much better. I think when you understand at least have a mutual understanding of one another and that, and, you know, at its best and maybe actually it's a great frame of like,
Paul (06:55)
Yeah, it's fucking boring too. A little bit.
Marc Winter (07:20)
there's what do workplace relationships look like at their best, you know, and where are they also great, but maybe not quite at their best or most enjoyable. And I think they're at their best or most enjoyable when you have trust, high competence and some level of friendship. And on the flip side, you can, I think,
good or pretty darn good is obviously trust and excellence and you you don't necessarily have to be friends but like ⁓ some shared worldview.
Paul (07:59)
Yeah,
I'm trying to think through this and and really define friendship, you know, because I was just thinking when we said all this, I mean, you can be just colleagues and still know what's going on in the person's life. You can still know their kids names when their birthdays, if their mom and dad is sick or any other relative, their cats died. All of their works, I think, still outside of a friendship.
And what defines a friendship, right? I what defines a friendship? And I thought, would it be for me is to go for beers with that person or, you know, dinner or lunch or have any contact outside of work. know, share things, you know, don't know, meet with the kids, play, go on vacation. I mean, you name it. That's friendship. And
Marc Winter (08:27)
Agree Totally ⁓
Yeah.
Paul (08:51)
And to be honest with you, I was very friendly with many of my colleagues, especially my closest coworkers. But I think also that, you know, have true friendship like this. Also, it wasn't because I limited it in a sense. I was, you know, really a good friend with, you know, my partner, Jörg, that I grew a business with in consulting. But we were also at the same level.
He was, you know, he was my partner, 100 % eye to eye. There was no millimeter in difference. And, and, and we were leading a team together. We were building a business together. We shared lots of things. We, we met and talked about our lives and relationships and worries and fears and hopes and dreams and everything. And it was a friendship and a partnership and a work relationship. It was amazing. It's very similar to what we are doing now too, in a sense, because we do a, you know, it's podcast, which is not a business yet. Gasper's gotta be an amazing.
Marc Winter (09:21)
Yeah.
Paul (09:51)
The best, the best. But and it works, I think, when you are at the same level as soon as you are not. And. And I tell you, the first time I realized that was at a Christmas party of my team about must have been 10 years ago, maybe 10 or nine years ago, and that it was already after the party was already after party of the after party, basically in some kind of.
Marc Winter (10:05)
So many.
Okay.
Paul (10:20)
lobby bar in Graz where everyone was having fun and dancing and jumping and drinking. I saw all of them kind of connecting ⁓ and having fun. And I also felt like they would have more fun if I left.
Marc Winter (10:40)
Yeah, there's definitely that there well that's You know, I think No, no, no, no, but that's but that's different slightly different I think what we're talking about or maybe it isn't like You're talking about being beaters versus co-workers and or an organization. I think I think that is
Paul (10:42)
That was the worst,
And you wouldn't want a friend to leave, would you? So, you know, I mean...
Marc Winter (11:05)
there are implicit hierarchies ⁓ and power and like power, sorry, struggles, like elements of power in the workplace relationship, know, that you also have to be aware of, especially as you're being a leader of a team and you have, know, junior people to, ⁓ more junior people who you're leading, you know. ⁓
Paul (11:33)
Yeah, that doesn't,
sorry, but doesn't that define exactly the playground or the playing field of where friendships are possible or are, or, you know, should happen? I don't want to, postulate what should and should not be, but.
Marc Winter (11:42)
are we?
But I think...
No, yeah, but I mean, I also want to be queer. As always in this podcast is about discovering kind of the theme in a way. You know what we mean by friendship to me is not look, there are a few people who I will I treat like my normal friends who I work with, you know, and I go out.
Paul (12:07)
But here you go,
okay, yeah.
Marc Winter (12:09)
And then there
are others who I'm friendly with. I respect them. We talk about the same things. We talk about movies. We talk about sport. It's like someone I enjoy being around with and have shared interest around. But I do not transcend the boundaries outside of work.
Paul (12:26)
Okay, but this
is interesting because it's kind of like, remember, I don't know if it was in our trial episode on friendship, where remember I asked you whether there was a different definition of what a friend is in the US because everyone's a friend. this is a great friend of mine. It's like, so I'm twice, basically, maybe even, you know, even twice. And that's kind of it also, right? Because if I talk about a friendship that is, you know, in a workplace,
That is a friendship that transcends work. Otherwise you're just being friendly and you're just being friendly. I mean, okay, I talk about my kids, I talk about my hobbies, I talk about the same movies, but this is not being a friend.
Marc Winter (12:57)
God.
So you're calling me out on my classic American kind of bullshit of friends and you know...
Paul (13:12)
I would like to frame it differently.
I spotted a cultural difference in the definition of the word friendship and how we almost talked about different things as we try to define this topic.
Marc Winter (13:21)
That's gentle.
and since make the topic yeah okay but we do the segmentation and I agree that ⁓ like there's I mean different levels of there's being friendly and true friends fair enough I'll accept your definition for now
Paul (13:51)
Let me ask you different question, mean, apart from the fact that your co-worker is an ass, why wouldn't you be friendly?
Marc Winter (13:57)
⁓ I think for many people I think well, I mean sorry like I mean Let me ask you that I mean you worked I've been in countless organizations countless. I mean in my work where People choose not to either be friendly or to see it just as a job they don't see the What's called the the? social Benefits to just being human and nice at work
Paul (13:57)
Or maybe not only an ass, maybe he's also interested in things that you are not interested in or whatever.
Okay, fair. Listen, I mean, there are people that are just so different and they have different interests or different walks of life or whatever, where we just don't share, you know, personal things. apart from that, what is the downside? I think why we had this as a topic is because there are clear downsides in having friends at work, like real friends, right? So, okay, let's talk about them later. But what is the downside of being friendly to someone?
Marc Winter (14:36)
Yeah.
100%.
Nothing.
You should argue nothing that's being a good human being, right? Right? Yeah, yeah. And yet so many people choose not to do it, you know? And like, think there's respect, but like, is different. Look, here's the innovation. Let me just tell you something. I just came from a big trip out on the West Coast.
Paul (14:57)
That's exactly my point. So that's why to me, there's almost not a topic because. Yeah, that's interesting.
Yeah, because I think.
Marc Winter (15:19)
people are actually discussing inside that organization. They're like, like our humanity is gone or et cetera. Because we used to take time to ask people how they are before a conversation. No, mean, crazy idea, right? And they're like, ⁓ you know, we're not doing that. that's all they need. And you see in, especially organizations kind of moving towards hyper efficiency.
Paul (15:32)
Crazy! What?
Marc Winter (15:45)
you know, performance, go, go, go, but stepping back to be human and check in and ask someone about their day, how they're doing, where they're finding them right now, even if it's just two minutes is a great thing. and makes people feel seen. You're not just a cog in the wheel, which is what no one wants to be.
Paul (16:01)
I agree and yeah, sorry.
do think that the positives are very apparent. I'm trying to figure out what the downsides are. As we just said, there are none, but I actually think there are some because otherwise people would be ashamed. think the downside is also vulnerability in a sense. People might be scared to share things that they think might be used against them or might...
Marc Winter (16:21)
⁓ there's so many, I mean...
Paul (16:34)
⁓ make other people look at them in a different light because they think if I tell anyone that I have a sick child at home, they think I'm not focused at work and they're going to blame me for that. things that I guess that's, I guess that's quite possible that that's going on. I would never think that, but listen, I mean, I do think that's an actual thing. I think that's why I've heard this many times and had this in teams that people wouldn't share.
you know, things that really moved them in their private life because they were afraid that the perception that other people had of them would change and it would negatively affect the way they were treated or judged or their performance was evaluated, right? Because they got a stigma because, you know, all the other guys never there because they have a sick child or a sick mother and they always have to go blah, blah.
Marc Winter (17:19)
I mean.
Right.
Well, I was going to take it to different direction, but I just want to honor what you said. I'm someone who cherishes vulnerability to an extent.
Paul (17:30)
Tick ahead.
I know you don't want to talk about orchestras, but that's a difference.
Marc Winter (17:38)
That's a different story, but uh, but what I mean is like I mean You know friendly is I'm happy to hear about your day and where you are, etc. But if you're going to Tell me about you know Be deeply emotive when we don't have time. It's a different story, but like I'll be just being cute
Paul (17:56)
Okay, that's all we're sharing
and we also know that sucks. Yeah.
Marc Winter (17:57)
We all know that.
The challenge with this philosophy of building friends that like true, like meaningful friendships at work or at least in my mind is when your friends don't perform, when you have to fire them, when you give feedback you don't want to do, like when you have that, like all of that is hard. But I think the trade off is worth it. And
You know, I have been in positions where I've had to lay off ⁓ friends of mine that sucked. And ⁓ I've also been in positions where I've had to get feedback that was really tough. But like, I think that's also honoring the friendship. And, you know, ⁓ they've forgiven me, I think, you know, obviously they moved on.
But let me ask you this. Is your inclination, like when you started your job at Womb, outside of the advice we were given, did you go out for beers with your leadership team? Did you seek to see them?
Paul (18:56)
Mm-hmm.
Marc Winter (19:05)
as what's behind their, you know, who they were in role and title, you know?
Paul (19:12)
I think very much so because as the leadership team formed, was also always someone that was, I think I also chose people to be in the group that I knew we had shared values, not because of me, but because of the company and because I think that makes, you know, working together easier and were all people that I genuinely liked and liked spending time with. And then obviously you do.
And I think it's always nice to connect with that person to understand what's going on in another person's life, how their private situation is, what they like doing for fun, where they go on vacation. And not only on dinners or beers or something like that, but also at work. I think you're a person. And as you said the other day, one of your mentors said that there is no such thing as a work-life balance because ⁓ work is life and life is work in a sense. And that's the same here.
Marc Winter (20:10)
Right.
Right.
Paul (20:11)
And,
and, and I've had very good conversations about very private things with, you know, with my team members where sometimes I thought, okay, that's, it is, you know, I wouldn't say crossing the line, but it is, it is something very special. And I was very honored to have those conversations. And also when I left, I was happy for the fact that I could really start developing friendships with some of them because I always knew there was.
There is an invisible line or border or boundary to a real friendship where also when you have a team where you you had a team of six, when you start being friends with one person more than with the others, it starts becoming, I think, not right. And obviously there are, you and that's what happened. So how can you be friends with six people at the same? You know, it's just off in a sense.
Marc Winter (21:01)
Totally.
Paul (21:10)
So I was, I was, that was something I always was, and I always said so when I left, it's like, this is nice. I know that now this has the potential to grow friendships and it has, and I think it will also because, you know, things also take time and it took me some time to take that step back.
Marc Winter (21:30)
you think okay so on the flip side have you worked with someone who's decided you know what like Paul you seem like a very nice person but I'm here to do a job you know this notion of yeah really oh yeah tons oh yeah that's okay I mean
Paul (21:47)
Don't try to go for beers. No, I have not. Have you? Yeah.
Marc Winter (21:57)
And we've had a perfect professional relationship. They were skilled at what they did. Would have been more fun if we had some kind of connection, sure. But they wouldn't be on my top 10 list to work with. I mean, if compared to a person who was more fun and you saw eye to eye.
Paul (22:19)
God, mean, the more I think about this, deeper this topic gets is very difficult. think there are very different types of leaders and you have to decide. And I was always one that I think was a leader's leader. I like to work with people and understand them and be there for them and empower them. And for that, I think some kind of a relationship is necessary. To me, there was always a line and I'm not sure I always, you know, I'm sure I always stepped this. I know I always stepped this line. But the...
Marc Winter (22:34)
Yeah.
Thank
Paul (22:49)
That's a different topic. But apart from that too, mean, some friendships just develop and that's fine. ⁓ and it's the way I lead it is, it is, you know, by getting people on the board, on board and on the same values. I think that there are more mechanical leaders that are very effective and efficient in different situations. And that's why I also think that, you know, no one leader is a fit for every situation and every company in every stage. Right. So, so I guess, yeah.
Marc Winter (23:15)
I agree with that too. I agree with that too. And I think you need to be cognizant.
Can I build on that? I think you need to be cognizant. I mean, obviously we're speaking to this as leaders, but I think you need to be cognizant of when... ⁓
Paul (23:20)
Yeah, please.
Marc Winter (23:31)
that you may not be right, like me, I mark and not right for every situation to lead in every situation. And I'm fine with that. I fully acknowledge that sometimes a command and control, like here's what it is, get in line kind of like, and friendships complicates everything. Like I agree with that, you know?
Paul (23:37)
Exactly. Yes, same here. Yeah.
Yeah, exactly. Let's just,
know, bam, bam, bam, sugar lamb. Let's get this over with. These are your goals. These are the deadlines. Let's not fuck around. Ciao. Yeah, exactly.
Marc Winter (23:57)
Yeah, ice cold, let's not mess, exactly, exactly. And so
like when you do that, think that's, but I know that, I think we're pretty self-aware when it comes to that kind of thing. ⁓ But it's good to call out. And let me ask you this, imagine you start your own company, not just like a little media company, I don't know. And you were a crazy thought, and you were to take out a piece of paper.
Paul (24:14)
Mm-hmm.
Crazy thoughts.
Marc Winter (24:22)
and create your type of dream team, are all of them, are all those people friends?
Paul (24:28)
No, I would always, if I can choose like we do now, or I did in the past, do something as a group of two or maybe three, you know, kind of co-founders that are really, you know, see their superpowers is what they are and have a common understanding of what they're great at. Love working together, love challenging each other, love taking the pace, you know, and are comfortable, you know, like we are. think that's, that's perfect. And I really love this. And, and I would always pick that.
overdoing something alone, because you cannot recreate that there is no other work relationship like this when you are exactly at the same level. And I think that's very difficult in a corporate environment, because you never really have that situation, because the person next to you can be your next boss, or can be, there's always something, right? And you never know, right? I mean, I guess when you are...
You know, two partners, right? In these partnership kind of situations, like, you know, in consultancies and lawyers, and that might be possible, but in a classical hierarchical group of companies situation, think corporate situation is more difficult. I would imagine never been in one, to be fair.
Marc Winter (25:37)
I
I've been one. Well, to land the plane on this, you know, is there, I think the takeaway we're kind of getting from this conversation, by the way, I kind of love when we go ice cold and just discover the theme, it's ⁓ Is that we obviously friendships or friend, like a friendly or friendship oriented approach.
is desired when we think about workplace relationships. But, they obviously, yeah.
Paul (26:09)
Yeah, so friendliness, think, ⁓ encourage friendliness. Also for the people that work for you, encourage
vulnerability, know, no one should be punished for
Marc Winter (26:18)
No, and okay, that sounds like a silly basic insight, dumb, but it's actually quite, you to be thoughtful and hard and it's important, but it's also, as we talked about, makes things a lot easier. But we believe the trade-offs are worth it. And by that, I mean, it's the shadow side, it's like all of that, like even though you might be in those situations, even though you might be ⁓ challenged to...
be in conversations that are harder or made harder because of how well you know that person. It's worth it because you believe that makes work more enjoyable, more fun, and potentially more efficient, right?
Paul (26:58)
I think be aware of the trade-offs because there are trade-offs, as we said, right? mean, situation and leadership and what kind of leader are you and identify, know, and to me though, that emotional connection and connections also my greatest strength as a leader. So I'm willing to take the downsides. And what we haven't talked about, and it just is way too short of a mention for the topic is.
Marc Winter (27:01)
Yeah, of course. 100%.
Paul (27:21)
Some of my best friendships were created when I was a young professional in the company for someone that was at the same junior level or whatever. Right. And those are the ones that really last because you go through so much shit and fun things and they're beautiful. And we just forgot this because we've been in that very previous position to lead, but those are really, if I, yeah.
Marc Winter (27:30)
course.
Shed your privilege, Paul. Shed your privilege.
Exactly. No, that's right. No, no, that's spot on. mean, think it depends where you are on your career. But obviously, this is guys like us who are tragically in their middle aged. no. Hey, do you have a quick Terminator or Idiot of the Week for us?
Paul (27:47)
Yeah.
Yes. Yes.
We don't look like it, guys. We don't sound like it, but it is true.
Listen, terminators of the week, I have to say my two sons, I sent you pictures where we fishing on the weekend. It was unreal, unreal, most beautiful thing. They caught amazing rainbow trouts, who by the way eat all the original trouts from the North American rainbow trout. It was imported into Europe and is fucking up the other trouts. Anyways, we put them on the barbecue the day after, the softest.
Marc Winter (28:17)
Amazing.
Paul (28:39)
Nicest, neat, man, it was unreal. Terminators of the week, of the month. Guys killed it. You know, killed it, got it out, killed it, gutted the fish, did the whole thing, the boys. I was like, grossed me out, but they did the job. Yourself?
Marc Winter (28:46)
wow, okay you're two kids.
Nice.
I have ⁓ an incredible sushi restaurant ⁓ to recommend. Well, you just kind of sparked it to me. ⁓ Sushi combo. You know, it's kind of interesting. you know, I treated myself ⁓ out on the West Coast to one of these little omakase things that were small things. This one's in Seattle. And the chef decided that...
Paul (29:03)
similar topic.
Hmm.
Marc Winter (29:24)
sushi omakase is boring, which it is. I mean, it's awesome. Of course, boring. It's like, can serve you 12. No, we should. Well, listen, you know, I'm saving a lot of cards. I've been playing. They're all different when you're over. Yeah, it's true. Okay. sold the company. Anyway, but but let me tell you that. So you have a menu that is really diverse. So you know, yeah, you get your six killer pieces of sushi, which is awesome. But then the upfront is
Paul (29:29)
We never did that actually together. We should do it.
for what?
Okay, whatever. Next time. Yeah.
Marc Winter (29:53)
like really interesting plays on Japanese cuisine. And you're getting like seared beef that are in little cubes and like, and you know, they basically having, they want to do both. Could be a high end and to be a sushi thing. And I have to say I hadn't had quite a cuisine like that in a while and they kicked us. So in Sushi Combo in Seattle, I recommend it. DM me if you want the mold.
Paul (30:15)
Nice. And any idiot of the week?
Marc Winter (30:18)
The idiots of the week, I have to say are ⁓ the Amtrak, our train system ⁓ in the US. my God. ⁓ King of embarrassments. King of embarrassments. Amtrak to DC. So Amtrak has a brand new, what they're calling a Sela train that moves. Are you ready? Dude.
Paul (30:30)
Why, when did you, why? Where, how did you take a train?
bullet train.
Marc Winter (30:45)
11 minutes faster than the other one. And this is true story. It's still an absurdly long time to get between the two most important cities in the US or outside of San Francisco, least on the East Coast, right? And they took so long for ⁓ those trains to come out that they have the like old UBC plugs instead of the...
Paul (31:07)
Jesus, that's 10 years. But you know, it reminds me, it reminds me, I can name the idiot of the century, that train thing. It reminds me of that when I lived in Japan 20 years ago, I lived between Yokohama and Tokyo. And so this line was going to Ginza, no Shibuya, I'm sorry. And so there were three different speeds, right? And so at the second or third last station in front of Tokyo, there was...
Marc Winter (31:09)
You
Paul (31:37)
the fast train passed the slow train. And everyone was trying to get into the fast train which arrived into Shibuya one minute earlier. Okay? One minute. Which means you get three trains before into the next subway because they go every 25 seconds. But so everyone went out of the slow train and got pushed into this fast train which I recorded on the very famous video which is called Train Stuffing in New York that had over 5 million views on YouTube.
Marc Winter (31:46)
Ha ha ha!
in
New York.
Paul (32:07)
you can see in Tokyo, which is
on our YouTube channel, Guys Like Us, because I re-appropriated this YouTube channel. So we have a few followers there. So watch it. We 5 million views on the video made in 2006. so the funny thing is that you have to see it is insane. But these people got pushed by a guy or a woman in white gloves into them wherever to be on a train that arrives at the destination.
Marc Winter (32:14)
Thank you for that, by the way. ⁓ We could say now we have five million views. ⁓
We're playing the long tail.
Paul (32:36)
One minute earlier.
Not saying the rest of the people who didn't care about the minute had an empty train Seats everything was perfect. So that's my idiots of the last 20 years still I will I will will Pull this card this joker every time. don't have an idiot because it's it's 100 % true Man, that was fun. I I just realized how much I missed this. This was missing in my life in the last 10 days amazing Thank you, Mike You too. Talk to you soon
Marc Winter (32:45)
That was essentially... That's pretty good.
That's a good one and it's a good reminder to push to our page. All right, my friend. Well, thank you, Paul.
And me too, it was great. It was amazing. Have a good one. Get some rest.
Cheers.
Paul (33:08)
Bye, Joe.