Rookie & The Vet: How Timing Affects Every Part of your Sponsorships

Speaker A: Foreign. Um, Welcome back everybody, to another episode of the Inches podcast, a podcast that looks at sports sponsorship, event sponsorship, and how digital is affecting the industry. I'm your co host, Nick Lawson, co founder of a company called Squad. We're helping sports teams and events connect fans to sponsors digitally through digital activations. As always with me here, Rich Franklin, the VP of corporate partnerships for the Oakview Group, Acrisure Arena, Coachella Valley Firebirds, and Coachella Valley Lakers. Rich, it's been a little bit of time. We've done some travel last couple of weeks. So to our listeners, thanks so much for being patient as we, um, you know, the podcast is not our only job. We do have other jobs, uh, that we work as well, so. So, uh, hard to believe. I know, I know. It's, you know, it's running a company on one side, Rich is running, you know, helping run sponsorships on the other side. So appreciate their patience. I am excited about this topic because in all of that chaos that, uh, um, we've had the last couple weeks, this has been really, really important. And I think it's something that's maybe not talked about enough in sponsorship, maybe all of business, but particularly in sponsorship, because so many successes come from, uh, this topic across the board. And so today the episode is about timing, uh, how you can sort of leverage and utilize timing within sponsorship to really, really help move the needle. And I think, Rich, you know, we talked a little bit before we jumped on, but, um, there's so many different facets within sponsorship. I think we're going to try and cover a lot of them and kind of give the broad strokes of it. But when it comes to timing within sponsorships, what kind of comes to mind when you think about that topic or how to utilize that to really drive success?

Speaker B: Well, you know, it's funny because I was, I was thinking about this today because I had a deal cross the finish line, uh, this morning that I've been working on for several months. And the ultimate factor that influenced this deal coming to, to fruition was time. And it was a situation where the partner is on a July 1st through June 30th fiscal, uh, calendar as we record this. It's, uh, Friday, June 26th. Their fiscal year is coming to the close and they had some money left, and it was either use it or lose it, spend it or it's gone. And we've been kind of going back and forth on some pricing and, um, I felt like it was the right opportunity at a, at a fair price. And they kept saying, well, uh, you know, it's too expensive. It's too expensive. And I just said, you know, to them it's a fair price. I'm going to hold the, hold the line on this. And, uh, lo and behold, um, sure enough, it's the end of the fiscal year. They got to spend the money and, uh, they, they found some additional funds in a, in another bucket that were not going to be spent. And they said, you got a deal. So. And you know, don't worry, it's not an adversarial kind of a thing. Um, but it got me to thinking that for those of us who are in this business, the issue of time and timing, uh, probably impacts the success of our deals more often than maybe we would like to admit. And the reality is that if you have a phenomenal proposal, it touches all the right buttons, um, but it's at the wrong time from the partner standpoint, that's probably gonna lose because it's like, hey, this is great, but just the timing is poor. Whereas an average proposal or a so. So proposal at the perfect time often wins. So I think what we wanted to talk about today was sort of the, uh. And we can look at this from a few different ways. It could be the, the partner's time, it could be our time, the value of our time, um, the time it takes for a partnership to, um, to become effective. But, uh, overall, I thought a good topic today would be talking about the, the, the issue and the importance of time and timing in our partnership sales

Speaker A: one, I think, you know, the first one that you just mentioned is probably like the, uh, the genesis of where timing comes in to kind of our overall process. But I think it's vastly underrated. And I see this a lot in a lot of industries, not just sponsorship of, you know, the best sales advice I got was figure out somebody who knows this industry and look and see when they start doing outreach. That's because they fully understand the sales cycle of when decisions are made so that they don't, you know, they can send the right email at the right time to be able to tap into that budget or to be in the conversations early. And you know, for all of our college teams listening right now, I'd say probably 99% of colleges have a July 1 know, budget or fiscal, um, reset for their budgets. Um, it's so important, uh, if you are a, you know, if you're a company selling to a college to understand that. Um, but that's, you know, the case across many, many different, uh, sort of verticals. As well, uh, when it comes to brands, when it comes to um, you know, selling into different, uh, industry verticals, understanding when they spend their dollars and when they start deciding when to spend their dollars is so, so crucial. So I think, correct me if I'm wrong, Rich, but kind of to get this started, it is crucial for you to understand your, the people who you're selling to, what are their budgets and, or what are their budget seasons and cycles and when do they make those decisions so that you can get in front of them earlier rather than later. So you're not trying to do a last minute thing, but you're also in the conversations when they're carving those out.

Speaker B: Well, and, and to that point I think. So we're sort of, what we're talking about here is the timing of the sales cycle. Uh, right. And, and we'll talk about the, the, the other part of it which is, you know, on, on the partners end of the side side of things. But you know, the important thing to remember is that sponsorships are, are not usually impulse buys. Normally it takes a while to, to get these deals across the finish line. And the one thing that I think that sometimes we do is we quit too early. I think that, that it partly depends on the size of the deal to be sure. Um, you know, a small deal, maybe, you know, depending on what size team you're working with, you know, a five or $10,000 deal you could maybe get done 30, 60 days. Whereas a building, naming rights, you know, you're looking at a year to a year and a half or two years or more. Um, so I think that in a lot of cases when we do lose a deal, we're not truly losing it, we simply abandon it before the buyer is ready. And so that's the first thing that I wanted to mention was think about the sales cycle. The other thing that kind of goes along with this is, is I think, um, uh, sometimes a myth that we have or that exists in the sponsorship business is that deals get done solely because of great presentations. And I think that's certainly a part of it. But I think the reality is that companies buy when the timing is right. When budgets either become open or are about to close. Um, sometimes the timing has to do with changes in leadership, you know, different people coming in, going out, um, there's a new product launch, something like that. But I think the first thing we want to put out there for our listeners today is, you know, from a time standpoint, first of all, understand the sales cycle and don't Bail too early. And the second half of that is understand that reality is that companies buy when their timing is right, not necessarily when our timing is right.

Speaker A: Yeah, and that's. I. The second thing you said is so crucial. I feel like sometimes we try to jam our needs into the prospects cycle. Right. I need to get this across the line for this quarter goal rather than understanding, hey, when are the time, when is the timing going to match up with what they need? Because I think to your point, rich brands aren't just going to move around their budget stuff because we want to sell them partnership. Right. You know, that's not even going to be in the realm of decision, um, making. And you're also making it harder for them to say yes, uh, when you try to push that piece to it. So obviously there's the sales cycle part of it. What, uh, kind of, what other places can we think about timing that's really going to be able to drive more value for us in sponsorship departments?

Speaker B: Well, the, the other thing is, is, you know, creating urgency with your timing, understanding. Um, as, as I have said before, shit happens at deadlines. Um, and a lot of times people will buy because a deadline does exist. A perfect example, my situation today, where the deadline is the end of the fiscal year. Um, and as I've said before, sometimes it's a very natural deadline, like what happened with me today. It's the end of the fiscal year. The calendar is the calendar. But sometimes you have to create that deadline because without a deadline, nothing happens. Right? I mean, you need to make sure that everybody understands, um, that you have to put a fuse on these things. Otherwise time can work against you. You're waiting. And while you're waiting, uh, things happen and budgets get committed elsewhere and, oh, darn, we're not having as good of a sales year, uh, uh, as we thought, and we got to cut some places and, um, that marketing budget now is 50% of what it was at the start of the year. So I think that the second half of that is just understanding that first of all, time creates urgency, deadlines create urgency. But waiting too long can work against you because, um, things can change. Um, and sometimes it's just, you know, ready, aim, aim, aim, without ever squeezing the trigger on the deal that kills the deal. So, uh, I think that's the other part of the whole deadline thing is understanding that first of all, you need a deadline in order for things to happen. And if you don't set deadlines, you're not, um, putting, uh, a time fuse on these deals. Uh, a lot of times they'll just sit out there forever. And people, a lot of times don't want to, don't want to give up on those because, you know, they, they. We talk about hope as a strategy, and hope is not a strategy. I hope they do this. I hope I get an answer this week. I hope they say, yes, no, that's, that's not a strategy. So I think a lot of that is, is understanding that, that, that the timing on this whole thing can be a positive strategy for both you and your, uh, pro prospect.

Speaker A: And I think what I might, what I say might be a little bit right now controversial, Rich, but it is very easy to push a sponsorship, spend another year. I think overall, it's definitely not a product that a brand feels like they absolutely have to have. Um, so it is, it's, it's somewhat easy to say, hey, you know what, maybe not this year, maybe next year. So I think to your point, if you don't create that urgency, it's going to create something in the sales cycle that you don't want, which is non movement, right? Or even chasing. And if the brand feels like, hey, I can always just, you know, I can always just wait till next week to make the decision or the week after that, then you're gonna, you're gonna set that up, right? As opposed to, you know, um, I think, you know, one of the biggest things that we have in partnerships is, especially if they're binding signage, we have a print deadline, right? And that's like, hey, I need to know. Because we have stuff going to printers for all of our partners that have bought. And I have one last, you know, space left on the rink board. I need to go get this printed. Are you guys in or are you out? Right? And sometimes getting a no is good because now you're not wasting time chasing that prospect. Um, but also we've. We've done this at squad where it was like, hey, we're two or three weeks out from, you know, the first game of the season. If you want to be able to activate this partner the entire season, we got to know, you know, by Friday, so we have time to get you activated. I can't tell you how many deals have actually crossed the line purely because you put them in a yes, no scenario. You put some emergency on it, and they had to either come back and say yes or no, which a lot of times they come back and yes. So I totally agree with you. I feel like a lot of deals just in sales overall, but especially in Sponsorship, uh, die because we haven't created the urgency. So a brand feels like they can just kick the can down the road, which will then eventually lead to, oh, I missed this. Let me just do this, you know, next season.

Speaker B: Yeah, I think the other thing that's important as, as far as that goes, too, is you yourself, when you are out doing this, uh, job for a living, and hopefully doing it well, your time is valuable, too. And where I, and I kind of mentioned it a minute ago, where a lot of times, you know, uh, those of us in sales don't want to, you know, cut bait on a particular deal because, you know, we sure hope this big thing comes together. But the reality is that your time is finite, your time is limited. And how are you spending your time? A lot of. Is a. Is a good predictor of what your. What your revenue is going to be. Um, I always try to. For example, we've. We've talked about the. The fact that it's easier to upsell an existing partner than it is to create a new one. So what does that mean? Well, it means spend time with your existing partners.

Speaker A: Yeah.

Speaker B: Uh, it means making sure that you're asking existing partners for referrals, because a lot of times that will shave time off the whole process if you've got a warm lead rather than a cold lead. Um, and then just make sure that you're spending your time with qualified prospects. Um, don't spend it with companies where there's no fit. Don't spend it with people who, frankly, aren't the decision makers. Ah, the. You know the old saying about never take a no from somebody who can't give you a yes. I think sometimes we, we spend too much time with those no people instead of getting through to the real decision makers in the, in the process. But understand again that your time is valuable. How you spend your time, as I say, would, will probably be one of the best predictors of your revenues and your successes. Yeah.

Speaker A: And I think also it's, uh, going back to the timing thing on. That is, um, it's. It's a lot easier to create urgency with people who already know that your product works. Right. And I think to your point, going for an upsell and saying, like, hey, do you know we have this great hospitality thing in the corner. I thought it would be great for you based on your goals, in order to get again the signage or, you know, the setup, um, ready, you know, we probably need to know by this deadline, you know, uh, are you interested? Right. That's creating urgency on a deal that's probably more likely to come through, um, than you know, a prospect who's never purchased from you. So kind of being a little bit strategic on how you use that timing as well. So yeah, um, with that, obviously we've gone kind of through sales cycle on timing. What kind of, kind of, what other places does timing kind of help us?

Speaker B: The big one is you've made the sale, it's up and running. Are you effectively managing your clients expectations as far as how much time it's going to take for this activation, this promotion, this campaign to really have an effect? And I think there's kind of a twofold thing there. Number one, have you set the expectation, have you managed the expectation, um, as far as the time to effectiveness goes. So that's number one. And the second thing is whatever offer or whatever's going on, is there sufficient urgency to create that response that your partner is looking for? Um, and a great example is, you know, the sponsor who just puts, you know, some generic messaging out there. We've discussed this before about the car dealer that says, hey, you know, hey, I'm Nick Lawson from Nick Lawson Motors and the next time you're looking to buy a car, I sure hope you think of me, Nick Lawson and Nick Lawson. There's no, there's no urgency there at all. Right. As opposed to, you know, I'm Nick Lawson, my hair's on fire. Because you know, we're having a sale this 4th of July, come on down, we're slashing prices, blah, blah, blah. And I'm being a little bit facetious here, but the reality is that time and how urgent you make the offer, what the messaging is, will a lot of times dictate how quickly the sponsor starts to see results. And so the time aspect here, twofold. Number one, what is the sponsor's expectation for how long it's going to take for this campaign, this partnership to have an effect? And number two is the assets that you're using and the messaging that you're placing in and on those assets urgent enough that if they want fast response, they're going to get fast response. So again, kind of a twofold thing there about managing expectations and making sure the sponsor knows that these things do take time. There's a, there's a cycle that needs to take place. We talk about awareness, interest, desire and action. Um, and so don't think you're just going to roll out, ah, a new, uh, uh, outfield, a new sign on the outfield wall on opening day and suddenly they're beating down your doors. Now, if they say, hey, uh, take a picture of this ad and text it to this number and we'll send you a coupon for $50 or something like that, well, yeah, now you are going to get some immediate response. But again, the main thing here is make sure you understand what their expectation is as far as the time it takes for this to be effective and that whatever the messaging is reflects that urgency, if necessary, in time for a response.

Speaker A: And this is, you know, obviously on the activation side for us, Squad, this is the number one thing that I see campaigns die on is exactly what you said, Rich. The first is they did it for one month and then they stopped because fans just didn't get used to it yet. Right. I think, I think people underestimate that. Fans are creatures of habits. When you put something new in front of them, they're not going to gravitate to it right away. Now, obviously there's those, you know, hockey stick moments, the spark moments where something just really takes off from day one. Um, but it will take, you know, from, from our standpoint, it's an average of three months before a campaign really, really takes hold and really starts driving numbers, uh, is what we've seen. On the flip side of that, you do have to, to your point, you have to create urgency. You know, it's, it's, you could have the best campaign in the world, but if you're not creating that urgency to have that pull factor to pull them in. A lot of times we do this with pricing. You know, is the pricing good enough for the fan to care that you have to have that mechanism. One thing we've done at Squad that I think fits to this and I think it fits outside of Squad too. As you're having conversations with your sponsors is I just talked to a brand about this the other day where they were like, hey, I've seen your top end numbers of how many emails you've got and opted in. You know, we, we're going to see the same result. Correct. And you know, my answer is, hey, look, every brand is different. Every campaign is different. What we do is our goal is to get you to your first thousand opted in leads. And what we do is we activate, we look at the promotion and we adjust the promotion as it sort of goes. Your first thousand could come on your first game. Your first thousand could come, you know, two, three, four games in. But what we're going to be able to do live is understand what are the mechanisms to really make this work. And Then once we get to 1,000, our next goal is 5,000. Once we get to 5,000, our next goal is 10,000. And once we get to 10,000, then we're really, hopefully refined at that point. So it's almost like copy, uh, paste for the experience to gradually grow on that. I can't tell you how many times, of course, we show these great numbers from campaigns that have really taken off, and I can't tell you how many times brands expect that in, in month one. And sometimes it's because we're trying to sell them in the sales process. We show them, you know, top results, but we also have to cater to those expectations to say, hey, look, this actually took a year and a half before we got that type of result, so it might take a little bit longer than what's needed. But to your point, Rich, managing those expectations, but also creating or creating the messaging to get the fan to actually hit those numbers that you're talking about, is this fun ying and yang that you have to implement? I guess my question for you is, what are best ways that you've seen to managing those expectations of, hey, I'm, you know, I'm putting 150k in. Of course, you're, especially if you're a new partner, you're kind of thinking, man, when am I going to start seeing these results of what I've invested in?

Speaker B: Yeah, well, I mean, that's where you're, you're asking the question, not only does success, what does success look like as far as results or response, but what's your, what's your expectation as far as time? And then, you know, once you've got that on, on record as sort of the yardstick by which you're measuring, uh, effectiveness, then what you're wanting to do is say, all right, are there certain, you know, milestones as we, as we travel through the season, the by wins as far as by. When do we expect to start seeing some entries for this contest? By, when do we, uh, anticipate getting to this particular impression threshold? And now you're just sort of monitoring. Now you're, you're checking it out. And, and, you know, depending on what those milestones are, maybe you're checking it daily or weekly or monthly or, or whatever it might be. But the important thing is that you are reviewing it. You are making sure that you're making progress from a time standpoint towards achieving those, those particular, um, milestones or, you know, key moments within the, um, you know, within the partnership campaign, rather than just. And this is why? I'm a big fan, fan of not just waiting until the end of the year or even doing a mid year and end of year, but like if there's a big promotion of some sort, check the numbers and give a recap right away. You know, see, you know, here's, here's what we expected to see, here's what we actually got, you know, so that you are able to over time. There's that word again. Uh, you know, make adjustments if necessary, if things aren't quite, quite living up to uh, expectations.

Speaker A: Yeah. And maybe you uh, have a different kind of ending to this, but I, what's coming to my head right now is renewals. Right. I think you've made the sale based on sales cycle and urgency. Yeah, you've done the activation, managing the client's expectation, but also, you know, putting the inputs in to create urgency for them to, you know, fans to engage. I gotta imagine the last piece of this is renewals. What have you seen the most successful timing, you know, strategies within getting that sponsor to renew their package? Whether it's uh, a one year deal or whether you're in the third year of, you know, a four year deal and you're starting to have those conversations.

Speaker B: Well, you should start thinking about, I mean the, the kind of glib answer is you start thinking about renewals the day after the contract is signed, right? Yeah. Because you know, that's the point that you're starting to think about. You know, what are we tracking? Do I need to do a review quarterly or mid season or end of the year? Um, what you don't want to do is just disappear until it's time to renew. So I think that the important mindset that you have is um, that anybody can sell something to somebody once. It's when you sell it to them the second time and you get that renewal that you know that you've really done your job. From a time standpoint, I think you cannot. There's no one size fits all as far as, you know, how often you are providing that feedback or the communications or the, you know, the quarterly mid season or end of season, um, you know, recaps and planning sessions and stuff like that. I think again, it all kind of depends on the specific goals and such of this campaign. And how often do you need to be starting to think about building your, your renewal, um, case. And it starts right away. So you know, I think from the answer your question, you know, from a time standpoint, when do you start thinking about renewals? For me, I'm Already thinking about it. I mean, that, that deal that I signed this morning, I, I'm already, you know, kind of mentally going through my head. I'm getting my, my, uh, onboarding checklist filled, uh, out with my activation team. Uh, you know, we're already starting to think about giving this new partner the, the full customized onboarding experience that they know that their businesses is valued, uh, that we enjoy this partnership, enjoy this relationship, and we want it to continue for a long time. And that's kind of the last part that I was going to touch on here as we're kind of winding things down, is not just the, the, the renewals and everything, but, and I don't want to look at this from the, from the standpoint of like, legacy, like we're all going to retire or something like that, but it's important to remember that time. Well, let me back, uh, up. In our relationship, in our business, one of the most important things that we are able to do is build relationships. And a lot of times those relationships can take weeks, months, even years to build. The important thing is that as you're building the relationship and building the trust, it may take a long time to get there, but it can take just one bad decision, one bad move to erode that trust and ruin a relationship that has taken you weeks, months, or even years to build and to cultivate. And so I think kind of the final, um, parting thought here is it takes in some cases a long time to create a relationship. It can take just a minute or less to completely destroy that relationship. So be sure that you're thinking about the long game. Make sure that you're thinking about, you know, trustworthiness, honesty, um, you know, being upfront with people when there's a problem. Never, ever do anything that is going to purposely or potentially destroy, uh, a relationship that has taken you a long time to build.

Speaker A: I can't say this enough because obviously, again, we're in the activation space when we work with brands, um, we obviously coordinate a little bit with the properties. I, um, can't tell you how much a QR code, not going onto a scoreboard when there was an expectation of it and then not really having a make good for it has eroded the brand's trust. Right? All it takes is kind of one execution bump and then not a way to kind of make up for it or even acknowledge it it happened, can totally turn a brand away to, from trusting you. So, you know, it can be as small as, hey, we didn't put the QR code up and I didn't think it was that big of a deal. So I didn't really do anything on the back end to kind of make up for that.

Speaker B: Yeah.

Speaker A: To erode what you just said, Rich, it could have been a 10 year deal that, you know, they've been, you know, spending with you in large amounts. Yeah, all it takes is one game with one, you know, missed execution where that can be an issue. So uh, one one of the things

Speaker B: I think that it's, you know, as we look at the sports industry, um, a lot of times where there is a disconnect between departments within the team is for example, ticket sales versus sponsorship sales. Ticket sales, you know, you've got thousands, if not tens of thousands of different customers. Sponsorship sales, you've got maybe 50 at the most. So if you do something that pisses off, ticks off, shows that you don't care to a ticket buyer, much as you hate to see that ticket buyer go away, they're one of thousands or tens of thousands. And I'm not saying that the ticket sales department doesn't care about that, but the reality is that if they lose one customer, it's 1/10,000th of their customer base. If we lose one customer, it's a much, much bigger impact on our customer universe than it is uh, in other departments. So I think that sometimes, you know, one of the things that we have to make sure uh, that we're reinforcing internally is, you know guys, these, these sponsors that we have, a lot of times they take, uh, it takes a lot of time to put this relationship together and to build that trust. And if, if we destroy that trust or break that trust, we've lost, you know, one, one, one sponsor. Let's say you got 50 sponsors. One sponsor is 2% of your, your entire um, consumer, uh, or customer world. Whereas if you lose one ticket buyer, and again, nobody likes to do that and I'm not saying that they don't care, but the reality is they've got so many people buying their product that it's while unfortunate, you know, somebody else is going to come along and replace them pretty quickly, hopefully. So I don't mean to sound controversial here, but I think that sometimes, um, you know, we, we forget that relationships and trust are so, so important on the sponsorship side. And the same thing goes like with premium sales. Uh, you know, if you've only got 20 suites to sell and you piss somebody off and you lose one of those 20, well there's 5% of your, of your customer base that you now have to, um, that you don't have to replace. So again, uh, as it relates to time, just understand it takes, you know, months, weeks, even years to build trust and to build confidence. It could take 30 seconds to destroy it all. So make sure that you're, uh, not putting yourself in a, in a situation where.

Speaker A: Where that's happening with that to, to round that off. Also, in what you just described, not a big market, a lot of brands talk to each other. I mean, I can't tell you how many brands in your market will talk to each other about how their partnerships are going. So when you lose one, you can also potentially hurt your other partners because all of a sudden they hear about, hey, you know, again, there was this issue and they didn't make it right, so then we decided not to renew. That will then spread to other partners, um, to where it becomes even a bigger problem. I can't agree with you more, especially if you're in a smaller market. All it takes is, again, as we're talking about timing, all it takes is one of you kind of missing on one of these things to have a partner churn, which then kind of indicates the rest of the market, um, and they all talk to each other. So it's one of those things where it is vitally, vitally important to build that relationship and have that, um, uh, and not lose that partner by making sure that you're doing what you need to do. Uh, there you go on that. So appreciate that. Rich. I feel like we went through every cycle of the sponsorship.

Speaker B: Well, you know, I mean, pretty much no matter what you do, uh, you know, it does come down to time in one way, shape or form. And as I've said, I think that, you know, we spend a lot of time talking about, you know, investments and ROI and things like that. But again, when you really think about it, uh, the importance of time, uh, and how we use it is, uh, vitally important. Plus, understand that a lot of times it's not how good of a proposal we put together, it's is the timing right on the other side of the table. And I've seen situations where a fantastic. It touches all the buttons. Um, uh, proposal does not get bought because the timing's not right. And I've seen situations where so. So packages get bought right away because the timing is perfect. So bottom line, think about your time, your customers time, how you use your time, and the importance of time in your sponsorship sales. Yep.

Speaker A: It is a key factor that's going to help you really level up, uh, and save you time if you can get the timing right. So there you go.

Speaker B: How many time puns?

Speaker A: Yeah, I was gonna say, well, it's

Speaker B: time to go now.

Speaker A: Yeah, we're about at time here on the podcast. But Rich, if anybody wants to get a hold of you to kind of dive in, um, maybe more a little bit. About time, what's the best way to do that?

Speaker B: There we go. Well, if you've got the time to check me out on LinkedIn, you can find me there. The name again is Rich Franklin, Vice President of Corporate partnerships for the Oakview Group, Acrisure Arena, Coachella Valley Firebirds hockey, and Coachella Valley Lakers basketball. So feel free to connect with me via LinkedIn or if you'd like, you can send me an email. My email address is rfranklinkviewgroup.com and I'm Nick Lawson.

Speaker A: You're probably seeing this on LinkedIn, so connect with me, Nick Lawson, CEO at Squad. As always, we'll kick this out to our listeners. Send us your topics, your questions, your comments, your concerns, anything that you have coming in about sponsorship. We love diving into those, so shoot those over. Uh, to us. Um, but thanks so much everybody for tuning in this week. Remember, keep pushing those limits within sports partnerships. Mhm.