Don't Forget Your Tickets
Don' Forget Your Tickets is a podcast devoted to the unsung heroes of the spectator sports and events industries, the Ticketing Managers. We explore who they are, their well-guarded industry secrets, and how they entered the field. Beyond that, we delve into a broader ticketing realm, inviting experts from various fields to share their insights and stories. Our primary aim is to add value and highlight deserving individuals.
(The podcast was originally named TicketingPodcast.com)
Don't Forget Your Tickets
50th Episode Anniversary Podium Special: Mastering the Crowd: Safety, Trust, and AI in Modern Events - with Morten Therkildsen MSc
Don’t Forget Your Tickets — Podium Special with Morten Therkildsen
What can a Japanese tea ceremony teach us about running safe football matches? Quite a lot, according to operational safety expert Morten Therkildsen.
In this special episode, one of our most downloaded guests returns to share lessons from his work across UEFA tournaments — from the Europa League and Champions League finals to stadium safety projects with clubs like Tottenham Hotspur — as well as Roskilde Festival and beyond.
🔑 Highlights from the conversation:
- The tea ceremony lesson: why even after 11 years as a “student,” you never stop learning — and why crowd managers should adopt the same mindset.
- Football vs. festival crowds: why competition changes everything — from how fans arrive, to how they act, to how risks develop.
- The Golem effect: how the way you think about your crowd shapes how they behave.
- The rise of AI in crowd safety: density monitoring, real-time decision support, and why tech should always complement, not replace, human expertise.
- Showstop procedures and prevention: what tragedies like Astroworld reminded the industry about acting before accidents happen.
Morten reminds us that whether it’s 100,000 festival-goers in Denmark or a packed Champions League final in London, operational excellence comes from trust, mindset, and a willingness to always be a student.
👉 Tune in for football insights, remarkable stories, and practical lessons from one of Europe’s most trusted voices in safety and crowd dynamics.
Don't Forget Your Tickets is powered by TicketCo and hosted by TicketCo’s CEO, Carl-Erik Michalsen Moberg. The podcast was originally named TicketingPodcast.com
In a world where fan safety, crowd dynamics and operational excellence are more important than ever, how do major events keep the experience smooth, secure and unforgettable for tens of thousands, sometimes up to 100,000 people at once? In this Podium Special Edition of Don't Forget your Tickets, we are revisiting one of the most downloaded conversations to date. We've done over 50 episodes, but this is one of the top ones. This time we are all in with a new episode with Morten Terkelsen. Morten is a leading operational safety expert whose work spans the Roskilde Festival, the UEFA, Europa and Champions League finals and so much more. So let's dive in.
Speaker 1:Welcome to the Don't Forget your Tickets podcast. This is the podcast that shines a light on the people shaping ticketing operations and storytelling in live sports and events. Today's guest is a trusted advisor in some of Europe's biggest sporting and cultural events, from festivals to football finals. He brings unmatched operational insights and a mindset rooted in trust. He's also an industry frontrunner when it comes to the adoption of artificial intelligence. Of course, we're going to talk AI, and this means AI-driven crowd monitoring to manage the emotions of tens and thousands of fans. Morten Takkelsen's insights go straight to the heart of what it takes to make an event not just safe but exceptional, because they are very close tied together. Welcome back, morten. And the last time we talked about a lot about roskilde, I mean you've done quite a lot. Since then we are talking europe league, champions league I mentioned a couple of things political summits, roskilde again. I mean, can you bring us up to speed of what's been going on?
Speaker 2:a lot that's up to speed, I think. Well, firstly, I have a wonderful team around me and they are very, very busy. At the moment we are preparing for a major party for one of the biggest companies, more or less in the world. Actually, that's inviting 25,000 audience to their private company party. Three stages, everything, and that's a big crowd management task. Less security, but a lot of crowd management. And still, the weird side of security is to protect the company, because if you gather all of your staff members in one place, you need to protect them pretty well. But except from that, it's as you just mentioned. I've had a very, very busy spring and I'll only say, okay, it's fall now, it's calming down, but it's not. In two days I'm flying to australia to teach, and then there's a conference in Budapest, and then there's a conference in Portugal, and so on and so on that I'm invited to. So yeah, it's busy. I love my job.
Speaker 1:I mean 25,000, a corporate event. I was just telling a friend because I'm trying to pull together a quarterly business review for around 45 people for TikiCo. I mean it's a lot of work who eats what, where they want to stay, transport back and forth, but 25,000,. Morten, I think I would have given you a call.
Speaker 2:Yeah, and they are also all Boston from around the country, and our company provides everything. So from the booking to the buses, everything is coordinated, at least by our company. So it's a massive task.
Speaker 1:Fantastic how Everything is coordinated, at least by our company, so it's a massive task. How many one-on-one inquiries do you get People calling you and saying, well, do we need that, what's happening with that, when does the bus leave, et cetera.
Speaker 2:Not you, of course, but your team Fortunately not me and not my team, but it's a lot. Yes, there is a whole communication section around it. There's an app developed for it, there's a whole. How do you communicate all of the relevant things? It's a massive task, right? Fantastic?
Speaker 1:All right. So, from corporate events to, of course, that's fun also, but maybe something that's even more fun, and that's the Voskilde Festival. How did this year go from your perspective?
Speaker 2:Went really really well. It's always important, but somehow it was a little more important this year because this was 25 years since we had a massive accident in the year of 2000. So already before we started, all eyes were on us in safety Massive amount of TV interviews, radio interviews. There was a four-hour podcast created around the accident just before the festival even started. That was, of course, released shortly before. So, yeah, we also put in some efforts in remembering the accident. One thing is remembering it, another thing is keeping the focus on what we learned. Yeah, so we ran a one-day conference during the festival, which I recommend never to do, because it's stupid, when you're busy with running a massive festival, do not run a security conference at the same time. But we managed pretty well People flying in from Europe and, of course, a lot from Denmark and some really really good speakers that I normally work with, who were very good in explaining the focus that we have on safety Challenging festival. But it went really really well.
Speaker 1:Fantastic. I mean, of course, you're super busy with Los Gildan. Running a conference at the same time is, of course, challenging, but at the same time you can talk about things and then you have the practical examples just outside the door, right.
Speaker 2:And this is what we did. So practical examples just outside the door right. And this is what we did. So there was a before lunch three speeches and then, after lunch, go out and see operationally. Okay, we talked about showstop procedure. Let's go out and meet a showstop manager and talk about how we do it. Let's go and see the command and control center. So it has a different value running it like that definitely so.
Speaker 1:Just a question on the guests for that conference who would participate? Security companies, people in the industry I can say, from Norway.
Speaker 2:We had guests from tons of rock. We had guests from Sweden, from Malmö Festival, from the city of Malmö. We had the head of security for O2 Arena in London. We had people coming in from Austria, from Switzerland, germany and then, of course, danish people. All of them colleagues, some of them closer colleagues than others. There were people I don't know in the room and then there were very, very old dear friends of mine. So that was very nice.
Speaker 1:Great because you form quite a tight community right. I mean, you build a network. That is quite incredible in this niche. It's a big niche, but it's still a niche.
Speaker 2:Yes, and I think, to be honest, this is the most important part about what we do is actually, without your good colleagues and without your friends, it will not be possible to run it, because how do you make sure that you get new information? And who will challenge you? You need people around you who will challenge your mindset, otherwise, one day you think, okay, I'm the king of it all, I know everything and that's it, and I don't think that's a good way of thinking when you run safety.
Speaker 1:It's crazy, isn't it, when you think you know it all. That's when everything goes the wrong way.
Speaker 2:Yeah, but that's also. Hopefully you realize that you never know it all. Some years ago I went to Japan just to look at the crowd management. I guarantee you the photos from my wife's camera and my camera were completely different. Right, mine was Q-systems, hers were doodads and stuff like that. And we went to a tea ceremony and I was very impressed with the person who did the tea ceremony. She started with apologizing that she was a student and that she would not do everything perfect. And we were like, okay, that's fine, and she was okay. I don't know if it was perfect, but in my mind it was perfect. So afterwards I asked her how long time have you been a student? And she said for 11 years, because you will always be a student of life. Yeah, you will never do things perfect, and I really, really like that mindset. We can run around and calling ourselves experts, but fact is, you will never know everything. And the second you think you know everything. You should quit your job.
Speaker 1:Yes, Then it's over, I think, and then you should do something else for sure. And speaking of photographs, after being on an event, I went to the women's euro with my wife as well and my two daughters and, looking at my phone the day after, I had four pictures two of the turnstiles and the two of the ticket office. So that was it, and she had all from the game and everything, but that was everything on my phone.
Speaker 2:So, yes, become quite a nerd, to be honest. My photos are always wines or vineyards or something like that, or it's crowds and people working with crowds. That's basically it very, very good.
Speaker 1:so, speaking of sports and we touched on festivals, of course, which is a massive event and also a good resource, as you've said around the conference but you also work with maybe or maybe not quite a different audience, and that's sports. How different are the two audiences and how different is the mindset of the people attending a sport event versus a festival?
Speaker 2:the way you see it, I think it's completely different and then not. I think whenever you add competition into any event, then you will have a different mindset, because then there are people that are against you and people that are with you. So that changes and the whole idea of football and you will see all of the hooeyganism and troublemakers and beer drinkers. That has a different vibe. If you go to a concert normally, if they sing, they sing with the artist. In football they sing just because they are loud and because it's a community way of being right. It accelerates all the good things in a crowd being right. It accelerates all the good things in a crowd because the shared feeling, the shared community, will be significantly high. It also accelerates all the negative things in crowd psychology because you are against another group. So the question is always how large are the challenges and how is it?
Speaker 2:I worked with the Spurs in Spain for the Europa League and I have to say their audience, I think, was amazing. They really, really had a good community and I think they were very, very pleasant, very nice, and their traveling stewards were good in understanding and being a part of it. So that was privilege, I I would say work with them. So in that way.
Speaker 1:Yes, I think there's a challenge and there's a pros and cons, always right we also will be looking at the like, the customer experience, and I think customer experience very often it starts online. You buy a ticket for what you're going to attend and then you come to the game or to the festival and what we see is that in many parts of the world, there is a lot of focus on maximizing sales right and creating good deals and more revenue. When it comes to, for example, the uk market since you're talking about the spurs the customer journey online is very often fragmented because of security, right To make sure the right person has the right ticket, to make sure they're not banned, and I think they're trying to obviously prevent hooliganism and the things you're saying online, but obviously that is very, very hard. So you still end up in a situation where you have these conflicts, and these conflicts can, of course, escalate. If you're speaking to a festival audience and if you're speaking to a sports audience, what do you think they can learn from each other?
Speaker 2:It's actually not necessarily so much about the audience. It might also be about the approach from the companies. I am a big advocate of the difference in crowd management and security For me, and if you look at the global crowd management alliance, they have put out a document saying where it matters and then there are definitions that they are promoting. These are the international definitions we should have and, if you look at it, crowd management is movement and densities and how you manage them. Crowd management is movement and density is in how you manage them. Crowd safety management is the overall umbrella of how you make sure that nobody get injured.
Speaker 2:Security is a subset to crowd safety management and I think one of the challenges is that if you work with safety crowd safety you can only manage crowd safety if you trust your audience, if you go in and work with them. How should you ever send in 20 people and advise 100,000 people what they should do If you do not have that shared feeling with them? It doesn't matter. If you go on stage and instruct them to do something, they will do exactly what their norms are, rather than what you tell them. However, if they look at you as being a protector of their norms, then it's difficult and I think this is one of the challenges, because if you go into security, the definition of security is there has to be intent of harm, where we tend to use the security word as an overlay. Where we actually mean safety, then we use the word security. Or actually, if you look at it, security is intent of harm. And this is where the challenge comes, because when you're working with football because there are very, very few really stupid football fans the rest of them are amazing, normal people but if you look at that, then the security around it has a tendency to overtake the crowd safety management management. So within football and sports in general, there is a tendency that security is the primary target and crowd safety management is a secondary, and crowd management, as in the movement, is maybe even the third, and this is one of the challenges.
Speaker 2:So, rather than looking at the crowd, you should look at the provider of the crowd safety management and make sure that it's balanced. This is actually my role. You can argue in a wafer, and I guess this is why they're hiring me, because I know absolutely nothing about football, to be honest, but there are so many skilled people in a wafer who know so much about that. So, yes, when the audience is on your toes, the energy is high. It feels like it's a security risk, right. It feels like the intent of harm is just under the balance of the line, where actually 90% or 99% of the audience are just loving what they're doing and they would never do anything wrong. It's the last group, but because the energy is, sometimes I hate the other ones.
Speaker 2:But I grew up in a school where we hated the other school. Well, until Friday evening when we went out having beers together, right. And I think it's similar in football clubs for most of the people. They don't really hate each other. It's a game, it's culture and you can see it the second they move and say, okay, now this club is playing against that club, then we can support each other. So I think this is one of the challenges. We tend to say it's the audience.
Speaker 2:You say, to do a good security job, you must find this single guy in the crowd who has the intent of harm, otherwise it doesn't work. If you want to find that single guy, it means that you need to be mistrusting everybody because otherwise you won't. I'm too naive to do security. I can do the basics, but I'm too naive. I love the crowd, I love the people. I walk around and think that everybody is perfect. I'm a crowd manager, so that's why I do it, and this is why I think we need the combination. More than look at the crowd, we need to make sure that it's balanced out. That's basically it.
Speaker 1:One thing you've talked about, morten, is the golem effect, which I think is extremely interesting, and you mentioned now security and crowd safety. There is another S that you didn't mention, and that's service. Yes, so the service aspect of this related to both of the other S's, to put it that way. How do you see that intertwined?
Speaker 2:Well, if you look at the Council of Europe, then there's the Saint-Denis Convention where it says that safety, security and services should be equal. And they say safety is about managing, so that's emergency management and stuff like that, where security is intent of harm. And the last one is the service, which is more guiding people and creating the customer experience. For me, I look at it slightly different. Safety is the overall umbrella, service is a tool. So you cannot do crowd safety, you cannot do security without service.
Speaker 2:We all need to provide service, because if you do not have that experience of the staff being nice, if you do not have that customer journey, that customer experience, I mean these guys are paying a lot of money for an experience, right? So you have to provide the experience that they expected. And that's where service come in. And then I recognize and I also use it myself that there can be service staff who are doing service tasks more than everything else. But that's where it's a little confusing, because service, for me, is a tool, it's a discipline, exactly, and that's what it's about. And everybody should have service. If you ever go to an event and they look at you like you're stupid and they won't say hi to you and they will not help you. I've been to those events right Then already there you are losing the respect for the whole event.
Speaker 1:I agree with you a hundred percent and if you think about it, if you're going out to the pub in the evening as well. Back to bar days, we used to have a lot of bars and clubs and one of the things we did is that when I started in that industry, we had a lot of like big guys standing in the door showing their biceps right, scare people away, yes, but then we made a big change. So half of our security staff some of them were women, some of them were men in normal suits, not like showing off in the door, and what we saw over time is that there was much less trouble when they were approached, not in a I wouldn't say a threatening way, but you see, of people, right, but when you have thousands of people, that Golem effect, what you're talking about. It just has to be so incredibly powerful because it takes you so much time and effort.
Speaker 2:Yeah, the idea with the Golem effect is the way you think about your audience. The way you think about people will influence how you behave. How you behave will influence their attitude to you and then how they behave, and then it's a strengthening thing. And I fully agree Whenever we set down our teams, I agree, when it's our festival, it's so massive that we cannot run it this way.
Speaker 2:But when we run normal shows, we tend to always align on our security team. There's one woman, there's one man, and we prefer that they do not wear. There's one woman, there's one man, and we prefer that they do not wear. For example, they are not allowed to wear the vest, the bulletproof vest or knife proof vest, because they should never get involved in stuff like that. They shouldn't go in it slightly different. When I run the festival not because of the risk, but more because of the amount of qualified people I need will put a pressure on that exactly. And then it's better to have some of the big guys that are maybe not completely bouncers but closer to it, right, and then we can call them whenever we need them and then they can throw people out. I know.
Speaker 1:I know because it's good to have them right and that also brings more calmness into the whole team, of course. But now that we have you here on the on the podcast again, morten, mean we should give some key takeaways from your experience right Then, if I ran a local sports club or a local event and I wanted to improve my safety or maybe this is the first festival I have, or I've just started as an operational manager at a football club, where should I start? What should I look for, and do you have some advice?
Speaker 2:for me. Well, normally I would say it's not necessarily about money. It's about mindset and the way you do things right, and I would say the first is to realize how you prevent things rather than clean up after you. All promoters. They run and say I need a medical team. That's kind of a basic where I'm like why Do you even risk assess? I've run 10,000 people shows where there is no raised risk. These are normal people like you and I and we can go out and I don't need a medical team. What I need is somebody who is intelligent and can call an ambulance. And then I need basic trained staff who knows how to do it. So, rather than having five medical people sitting in a tent waiting for somebody to join them, I would rather have five more people on the floor making sure that nobody trips on the stairs and all of this.
Speaker 2:And it's the same when it comes to security. Why not prevent it? Why not go in and talk to your audience? Why not monitor who might be the challenging guys and then go up to them and say hi and say this is the expectation and if you don't want to follow our expectations, we should consider paying back your money now, because then you are not a part of this event. So it's for me, it's about the preventive measures rather than the reactive measures, and this is the massive thing. And and you don't necessarily need, I'm saying, highly trained staff to do it. You need intelligent staff that you can actually sit down and discuss things. Bear in mind, there are laws about you must have intervention, team security, whatever they might be trained, varying from country to country, but you should at least start thinking about how can I actually discuss and just open the mindset. And if you do it with the idea of who is my crowd and why are they buying a ticket? That's the first question you need to ask, because if they're buying a ticket, then you should provide what they want. And what would you like yourself? Would you be happy to be standing half an hour in a queue to get in? No, well, especially not if it's raining. Well, why are you then not adding more staff on the entrances? This is how I would maybe approach it.
Speaker 2:And the second part but this is becoming complicated is I always start at the top. If you really screw it up, if there's a massive accident, how many people do you need to solve it? And I'm not talking staff on the ground, I'm talking management level. If you need one who goes to the incident side, one to go to the office to discuss with the promoter, one to run at your coordination center, like this, then you already know how many people you actually need on your top level. Yeah, and we tend to say, okay, I've hired a head of security, he can run it. And I've seen crowd management plans, crowd safety management plan, where it says the head of security will do this and this and this. Well, you can only be one place at once.
Speaker 1:Yeah, yeah, exactly, and no matter how you look at it, the crisis situation is always, and will always be a team effort.
Speaker 2:It is and if you really look at it, you run out of resources. On the top level you might have 30 people on the floor. I mean, we have always said at Roskillfest we can provide 100 staff members within short while and we will be able to do that, but who cares? If you cannot provide one guy who understands how to coordinate them, then it doesn't matter I agree, all right.
Speaker 1:So one thing that everyone is talking about these days, of course, is ai. Yes, I mean, how can crowd management and ai be connected? Can you talk a little bit about how roskilde has utilized and how you have utilized AI, and also a little bit what you've learned from this experience and how you see it moving forward?
Speaker 2:I'm always very skeptical. Let me start there. I'm the old style of guy. I believe that a pencil is a good tool, so you need to do your basic work and do not skip it just by using AI. However, it is a big challenge to figure out and to train your staff and figure out if your prediction about densities and movements are correct. This is where it can be a few extra cameras for them. So they measured the densities in some of the areas where we were slightly concerned and say, okay, we had plans, but we would rather have somebody to tell us if this was correct and then we can use it up against our CCTV and our trained staff. And it actually proved to be a very, very good tool, and it hurts me saying it, but then again, I'm also really happy that we are getting there.
Speaker 2:Being more or less correct in the density is a massive thing for me and this is one of my concerns. If we can actually tell you the flow that people are moving with, if we can tell you how many people is in an area, then it helps you out. You can actually put in. We didn't work with that, but we might do it for the next year. You can put in your procedures as well. So basically saying, okay, if the density is more than three, we activate this procedure. We did that already, so we did that. And saying, okay, if the density or the level of service is more than this, then we need to activate this and this. But we did it based on the camera operator and the people on the ground.
Speaker 2:Adding next year that the system can also come with an alarm will improve how we work. So I think we are getting somewhere where it can be a very good supplement. I'm still very concerned and very nervous of simulations, because not a good result in creates not a good result out. I normally say not that polite, and this is a challenge. You need skilled people to put in the information, otherwise it's dangerous what you get out out. But if you use it more as an evaluation tool or a real time and I've never trusted as real time but it can supplement your staff and this is what we are now working on over the next years we expect that we work the dcm again next year, getting to know each other better and understanding the systems better, and I think it's been good. And this year they were placed in our crowd management center. So they were sitting next to the camera operators and seeing whatever they saw and could talk to our operator.
Speaker 1:Interesting, isn't it, when real people meet AI. I think that is interesting and, as you're saying, you can't just expect it to solve everything for you, which many people do, which is one of the mistakes. We did an episode of that as well, actually, but this is very interesting. So, yeah, I look forward to following you on this journey. This is a journey as well.
Speaker 2:Actually, it's also quite good. I've started to use ChatGPT maybe over the last year quite a lot. Actually, as a friend, I can ask about everything. What I always ask is also for a reference, and at the moment I'm preparing some teaching in Australia and, rather than just teaching my European guidelines and standards, it's quite nice to find some Australian guidelines. It's a lot easier just asking ChatGbt. Can you help me out? I need this and this and this. It has to be similar to this. Give me some references and then I can start reading the australian guidelines, because otherwise it's difficult to find. Yeah, so you can use it in different ways and and I think it's relevant- it's on a lot of people's minds right now.
Speaker 1:Right. Am I using ai enough? Should I be using it more? Is my organization using it enough? Are they? Too, efficient or whatever. Right, but I think, as you're saying, find relevant case studies. But what?
Speaker 2:I also just coming into a little bit about the ticketing. I will say scanning your audience in and out, for example, gives you a lot of information. Yeah, the challenge often for us is that it's very difficult to accumulate the information and interpret the information and understand the information, and maybe this is also a place where you can start using AI more, as in just ask what's the average time? What can I use this for? I have this concern, and this is more and more how I'm working with ChatGPT. I have this concern, how can I? And more how I'm working with chat gpt. I have this concern, how can I approach it? And then it can help me out and maybe this is also a way to go right.
Speaker 1:We have so much information in this digital world where we cannot cope with the information that we're getting and we don't know what we can use it for you have to remember as well, for example, can use it for, and you have to remember as well, for example, setting the price for a festival or concert or show or game. What information do you use to do that? Do you use the inflation? Do you use what are the competitors pricing, etc. But you have so many data points that you're missing out on and you don't necessarily have to obey everything right if you have something popular. So there's a lot of things you have to consider. But ai definitely has a way in ticketing, yes, and in events in general as well, and scanning is just one data point out of many connecting to things we're saying yeah, and one way of working the ticketing right.
Speaker 2:we looked at a system. I visited in siget festival this year and budapest because I wanted to see how they are working with Ticketing Night. We looked at a system. I visited in Sigurd Festival this year in Budapest because I wanted to see how they are working with things. It's a completely different world in Denmark and that's also why it's interesting. But the festival is quite large. I wouldn't say similar to Roskilde because it's completely different, but on the size it's getting closer to Roskilde Festival. Yeah, you know it, it's getting closer to the festival. It's quite interesting when you go out because you get some inspiration and you find some things that you need to bring back home. But sometimes you would also just ask chat, gpt, if I want to improve and I'm doing this, how can I do it and what should I look at? And maybe do you know some companies who's doing it on a large scale or whatever, and that can actually help you out.
Speaker 1:Exactly One thing that I can't ask ChatGPT about. Morten is my final one for you today, and that's what's Morten doing the next couple of months and maybe a year ahead? What's next?
Speaker 2:Next is always Roskilde Vestal. That's always the highest on the list and fortunately, I always have new ideas and new things I need to improve and change and work with. We are in the analysis phase right now of what happened this year let's say evaluation phase, but it's not only evaluation, it's also analyzing. So that's up next. Of course, we have a lot of shows. We have a lot of clients that we keep on having. I think one of the massive things for me is the pink bow foundation in america is a new foundation that's been set down after one of the victims from astroworlds or her parents.
Speaker 2:Madison's parents wanted to change something. They wanted their daughter to make a difference in the industry and they are massively working on showstop procedures and how to improve it, because that was one of the learning outcomes. It was one of the learning outcomes after Roskilde Festival as well. So 25 years back there was a critique that your showstop procedure must be very clear. So we have a very clear showstop procedure with us. I think it's really really good. It's been developed over the years as well. But of course, with a new massive international project, we jump right into it. So we train 60 people in the spring and my staff sometimes hates the way I think, because immediately I say, ok, let's change how we work and do things differently. And it actually was very, very good for us again just jumping into a holistic approach, because that's the difference. We had a procedure, now it's a holistic approach, starting with contracts and ending with the person on stage and stuff like that, and this is a massive thing in the industry at the moment, which we want to promote because it was our learning outcome 25 years ago.
Speaker 2:Well, there's a lot of conferences where I've been invited to talk about the project, and this is interesting. There's some UEFA things coming up, there is shows and, yeah, in two days I fly out to Australia to do some teaching there. So, yeah, busy as normal. I think I started saying it and I will end saying it. I have an excellent team, which is amazing because with having that team, I can focus on developing and doing other things and they will run all the things that I honestly, am a little tired of doing, right. Yeah, yeah, yeah, interesting. Writing a safety concept is not that interesting any longer.
Speaker 1:You need a good team who find it interesting exactly, but someone has to steer the plane, right you have to be in front, you have to tell people where you're going, and that's super, I think my staff is steering the plane and I'm the one flying on business class sometimes.
Speaker 2:To be honest, I think that's often how it is with my team, but that doesn't matter. Yeah, it's.
Speaker 1:It's a busy year coming up, as normal fantastic, and I mean that has been on my list for years and I'm sure a lot of the listeners would like to come, and we definitely should and our listeners should check it out was killed, a festival you probably heard of it. If you haven't, google it or chat, gpt it and you'll find it right. Thank you so much, morten, for coming on the podcast again. I mean we could talk for hours, but I think we have to stop now. Thank you so much.
Speaker 1:Thank you you've been listening to don't forget your tickets where today's guest was morten tacklesen, operational safety expert, trusted uf advisor and one of the most downloaded episodes we've had in the podcast's history. Today's episode was also super interesting and thank you again, morten. And this was the second out of three podium specials celebrating our 50-episode milestone by bringing back the heroes. That has made the biggest impact. A huge thank you for listening and, as always, thank you to TicketCo for powering this podcast. My name is Carl-Erik Moberg and until next time, take care, enjoy your events, check out Roskilde and here's to 50 more. Thank you.
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