Bernard Brogan is sitting on his couch, his face filling the Zoom chat screen, talking passionately about the importance of 'team' in both business and sport.
Suddenly he stops, eyes darting sideways as if he senses the ghost of a Kerry cornerback thundering up behind him from another life.
But the noise is from upstairs, where his almost two-year-old twins are stirring.
"I just put them down for a nap so I thought I planned it perfectly," he says.
He and his wife Keira, confined to their home at the moment, are working an hour-on hour-off rota system, alternating between busy jobs and entertaining the boys. She works in communications in the pharmaceutical sector and he is tending to the businesses he has built over the last 10 years.
Legacy Communications, the communications consultancy he formed with cousin James Brogan back in 2012, is currently broadening its offering. And a second business, PepTalk, is in the midst of a €3m fundraising to fuel international expansion.
The couple often work late into the evening and other aspects of life, such as exercise and fitness, have taken a back seat.
"That's not great for a fella who is supposed to be an athlete," he says. He stops and corrects himself: "Or was an athlete."
"Last week we got out for a run, myself and Keira and the lads in the buggy. Like everyone at the moment, we just need to find an outlet for ourselves."
It is more than six months since that tumultuous, rollercoaster, raucous - now weirdly unimaginable - day in Croke Park when the team he had played with for 15 years made five-in-a-row All Ireland title history. In the final minutes, with victory on the pitch all but assured, Brogan was still a substitute, on the endline warming up in front of Hill 16, knowing it was the end of his playing days, hoping in vain manager Jim Gavin would give him one last run for old times' sake.
"It would have been nice to get on for those few minutes but I went for one last run up and down the sideline and soaked in that special feeling of Croke Park that I won't have again as a player."
But at the final whistle Brogan celebrated with as much joy as any of his teammates. There had been satisfaction of a different kind in the win. After coming back from a cruciate ligament injury in 2018, Brogan knew in his heart he was likely to be "a 10-minute man".
"I met the management and said 'what can I do to add value?' I tried to help the guys around me with their game. I hope lads will say in years to come that I helped. There was a time in my life all I'd cared about was scoring and being that guy but as I matured and evolved I didn't need all the glory."
But now, having hung up his boots, all that is in the past and he is focused entirely on bringing his businesses through the current crisis unscathed.
"All I'm known for I suppose is being a Dublin footballer, you know, even though in the background over the last seven or eight years I've created a couple of businesses. But there is a bit of an adjustment to adapt to that persona not being there any more," he says.
The profile he built up has opened a lot of doors for him in the business world.
"Every door is more or less open - 99pc of businesses I've ever tried to get into for a conversation or to educate around our services. I haven't always won the business, because that's a different thing, and I always say 'don't give me the business just because I play for Dublin, just let me give you the pitch'. Profile gets you in the door but it doesn't get you the business," he says.
But he has won enough deals to build up a thriving business. Over the last five years, Legacy has grown 35pc year on year.
"Obviously this year is going to be a challenge. We are going through the numbers now to realign budgets but our goal is to very much look after staff. We made a commitment to the 18 people we have that we will look at this Covid challenge as a team and we will still have everyone with us at the end of it. That's the culture side of things I learned from sport. We focus on culture heavily."
In normal times, the Legacy culture is based around things like unlimited paid annual leave as part of a trust-based system, team trips away, well-being and meditation.
"But it's just like in sport," he says. "You build the culture of a team so that when there is a time of challenge you can cash in your chips."
It was Dublin manager Pat Gilroy, himself a successful businessman, who helped teach the young Brogan his first hard lessons about the importance of a team, not least in a time of crisis. Gilroy's first year in charge, 2009, ended in disaster, the Dubs destroyed and humiliated by Kerry.
Brogan was seen as the up-and-coming talent, a guy who would wait at the edge of the square to provide the silky finish to the move built on the hard graft of teammates further out the pitch. In the early winter of 2010, no-nonsense Gilroy set out to change the young star's mindset.
"He'd call me out and send me in from training if I wasn't working hard. He'd play me as a wing back so I was forced to go up and take my chances but then get back and defend."
Later that year, Dublin would come up just short but the now harder-working Brogan would be named player of the year. The following year the team would finally win their elusive All Ireland in spectacular fashion.
In the Dublin dressing room, as success became a habit over the following years, Brogan was always a voice advocating that players needed to push themselves off the pitch as well as on. His own dad, Bernard Snr, then an engineer in the oil business, had combined on-field stardom with the Dubs in the 1970s with off-field business success: "Bernard Brogan drilling for oil... he drilled for a goal," said the famous Michael O'Hehir commentary of one of the most famous goals of the era in the 1977 All Ireland semi-final.
"My dad's team was full of doctors, engineers, solicitors - highly skilled professionals. I always had that in the back of my mind," he says.
After school Brogan studied finance in Maynooth, largely because the course gave him plenty of time to play football. But by the time he was studying for his Masters in business management on a scholarship to DCU he decided to push on with accountancy exams despite his growing fame as a footballer.
When the All-Ireland celebrations eventually started to peter out late in the autumn of 2011, Brogan and his cousin James started to talk about a business idea.
"I was working with Adidas and Vodafone and others as brand ambassador. They were creating content, doing launches and the whole social media thing was only starting. I was making a few quid out of it here and there, not massive money and definitely not anything to stop working on. I was thinking there was so much more that could be done with it and that there was money to be made in the activation of it."
Sponsorship at the time tended to follow the sporting taste of the CEO. "They would get tickets and boxes and enjoy the jollies and the days out but not think much beyond getting their brand name on a jersey," says Brogan.
But, through his own experience as a sponsorship asset, he could see lots of ways much more value could be added.
"Sponsorship was evolving into a way for businesses to entertain customers, give them access to players and teams to create a community. I really thought certain brands were missing out on that."
Legacy was born and, for the first four or five years, it focused almost exclusively on sponsorship.
Meanwhile, on the pitch, things were only getting better. After scoring six points in an exhilarating semi-final against Kerry, Brogan had one of his greatest days in the 2013 final.
With 16 minutes gone and Mayo ahead by three points, Croke Park was almost shaking with the wave of noise from their expectant fans. But then it all changed in an instant. A long speculative ball is played into tightly marked Brogan on the edge of the Mayo square. He rises highest, deftly flicks the speeding ball into the back of the net and charges, fists clenched, utter joy in his face, towards the pulsating masses celebrating on Hill 16. Another goal and three points later and he is named man of the match and the era of Dublin dominance is truly under way.
In the aftermath, Dublin GAA had become hot property and insurance company AIG, sponsors of the All Blacks, snapped up the sponsorship of the city team. Brogan saw a big opportunity for Legacy.
"I rang Declan O'Rourke [AIG's general manager in Ireland] as soon as I heard about it. I was going on holiday with the family and I was literally at the door of the plane when I called him."
The deal was already done but Brogan wanted to be the one who could make it work for AIG. "Declan," he said, while the cabin crew ushered him on. "I know this space and I know you want access to the thousands of GAA supporters who will buy your products. I know the clubs, I know the grassroots, I can get you access. You need to work with us to get your message deep into the community."
After the holiday the pair met up for a coffee and negotiated a retainer. "That was the start of the Legacy business as we know it now. It has evolved a lot since then, but it was from the involvement with AIG that we became a proper communications agency. We added a lot of sports clients, starting in GAA but then into rugby."
In 2015, Legacy headhunted Kevin Moore from PR firm FleishmanHillard as managing director, helping it expand into consumer and lifestyle.
"I always believe in getting people into the team that are better than you," says Brogan. "As an accountant, I still run the business from a financial point of view and my real skillset is meeting people, sales, being out on the road, being creative. Kevin is systematic and has attention to detail and has added people to the Legacy team with all sorts of skillsets I just don't have."
The move also freed up Legacy's co-founder James Brogan, who had been running Legacy, to move full-time into running the two cousins' other new venture. PepTalk is a technology-based well-being and performance support for staff through a team-based gamified application. It aims to build teams by providing short relevant content on well-being, motivation, nutrition, exercise and other areas Brogan has built a passion for through high performance sport.
Clients include Paypal, Mercury Engineering and Northern Trust. The remote working boom is driving further business and the company plans to raise €3m investment by the end of this year to help it grow in the international market.
"We are meeting investors and getting advice from some of the key tech entrepreneurs in Ireland to help us with our plan. We are looking at talking to venture capital houses in Ireland and the UK or family houses for growth investment that will allow us to scale into Europe, to put a sales team into the UK and to build out the technology.
"After that the plan is to push into the US. The opportunity is endless, especially because the world of work is being transformed as we speak. Tools that can support employees who maybe feel isolated and disconnected are suddenly very important."
PepTalk, he says, still full of the ambition that has made him a household name, could become "a very large business".
He refers often to lessons learned on the pitch. Now, like the rest of us, stuck on his couch, unable to leave the house except for brief exercise, the former footballer knows that opportunities always come around again.
The secret of success is to take them.
Married to Keira, with twins Donagh and Keadan
Fitness, golf, leadership literature
Richard Branson, Pat Gilroy, Des Traynor
Brian O'Driscoll, Alan Brogan, Colm Cooper
Legacy by James Kerr
Marc Ó Sé, Kerry
Favourite player to watch
Most memorable moment playing for Dublin
First goal into Hill, Leinster final, 2007
Most challenging moment playing for Dublin
Missing one-on-one against Mayo in 2012 to put us out of Championship
How concerning is the current crisis for the wider marketing, PR and communications sector?
“The marketing budget is always the first to be looked at. There have been and will be some challenging conversations with clients and some of them have paused.
“A lot of organisations are trying to deal with their own concerns and worries. But it is important for brands to adapt but to not stop talking to staff and to customers.
“There is no room for a hard sell approach right now but there are still ways to communicate.”
Is the Legacy business making any changes to deal with the crisis?
“At the moment everything is changing but one thing that always remains constant is our dedication to innovation and strategic thinking, so we have brought in Niamh Hopkins as head of brand communications and Claire O’Grady is now spearheading that space as director of strategy and innovation.”
Sunday Indo Business