How Commerce Strategy Drives Brand Growth with Amie Owen of Flywheel

Speaker A: You want to serve up the ingredients? Yeah, probably. Or like the best way to buy all of the ingredients and have a solution. And it's very solution based and it's very targeted towards what that person is doing. So in my mind, it's more about understanding the dimensions of the audience and how we're utilizing the data that we have. And like, we can use your data to figure out like all these pieces as well as the foundation about where they are, where they're going, what they're doing, like what the behaviors are and then how they're actually buying. It makes it easier for us to talk to the consumer because at the end of the day, we're also just trying to sell products, but we're also trying to make that connection and build that loyalty. You can't just put, um, advertising out there and just like, hope for the best.

Speaker B: Welcome to the Marketing Rapport, the podcast created for and by marketing professionals who seek to better understand their consumers and design unique personalized experiences that stand out in today's market. Each episode, host Tim Finnegan sits down with industry thought leaders, practitioners and experts for conversations focused on improving B2C experiences through data driven insights. It's about how we connect with our consumers and where we can partner together to do it better. This is the Marketing Report.

Speaker C: I first met my next guest, Amy Owen, when we shared a stage at CES in Las Vegas discussing how brands can better connect with consumers in an increasingly complex marketplace. Amy leads global commerce strategy and helps some of the world's biggest brands navigate the intersection of media, retail, data and technology. In our conversation, we go deeper into the evolution of commerce, the power of listening, and why the future belongs to organizations that break down silos and stay focused on the customer. We also explored leadership, adaptability and how marketers can drive meaningful business outcomes in a rapidly changing industry. I hope you enjoyed the episode and here's Amy. Welcome to the podcast, Amy. I'm excited to have you here. Before we jump into some of the big topics around commerce, leadership and the future of marketing, I'd love for you to introduce yourself to our listeners. And so can you tell us a little bit about your role, what your team does, and how you help brands navigate today's rapidly evolving commerce landscape.

Speaker A: So I have joined the IPT media brands now, um, Omnicom family. About 13 years ago I was a team of one understanding commerce and retail. And my background, my jobs previously were always retail, media and commerce. And I was brought over to the agency to bring that as strategic pillar in a discipline Some people call it craft, some people call it division, whatever it may be. But ultimately what we were doing is really understanding where we can meet the consumer along their specific journey, whether it be online or in the store or the physical store. And so from our standpoint, we started to create what that looked like for clients and how we can help them. And we say that we are involved everywhere from brief to billing from a media perspective. So our teams are very strategic in knowing all of the different touch points you can reach a consumer. So depending on what audience you want to build, they are not or they're knowledgeable in the sense of all those different tactics. How do you plan them, what comes with it, how long do they run for all the media terminology, CPMs, frequencies, that kind of thing, and so are cost per store. And then they execute it. They are good at building measurement, learning plans and really driving that evaluation. And so over time, that was something that we did with our integrated teams. And I used to sit on my island when I was a team of one and we have really leaned into what we're calling like the end to end experience. And so commerce is the one who is upstream, sitting in those rooms with the clients to understand what the greater need is and what the opportunity is and then how we could be part of the collective solve from there. We had one client and now we have over 300 clients. Probably more than that, because I'm just getting familiar with the Omnicom books from that side. And then what we've also done is really grown to a global entity that supports not only media agencies, but all the agencies within, I'll call it IPG Legacy proper, and then also Omnicom. And so what we're doing is not only supporting media, but we are like the white labeling for media when it comes to working with creative agencies or working with technology companies, or even companies that are focusing on retail readiness. From our standpoint, that would be like setting up like your store online or understanding like the shelf set or designing your shelf and brick and mortar and anything that really has to evolve, any sort of of buying and selling of goods or a service like where our team is involved. And so it's grown. So that wasn't something that we did in the year one, but we've really followed the evolution of commerce and what it was known as shopper media or shopper marketing before. And it's really blurred the lines when data and technology really accelerated after. I hate to say this Covid, and that was six years ago, but that really did push the needle forward and put us on the map in the sense of this is something where we have the data, we understand how we can target and use that data when it comes through to any sort of media. And then how do you actually perfect that? We do a lot in the house. We're always evolving. I make jokes with people that say that we could never be wrong because m. Something changes and so we're standing on concrete and we go from there. And yeah, it's been busy, but it's been very rewarding. We have, uh, continued to grow and we'll continue to grow and figure out like what this new state of the industry is and pivot and go from there. So I don't think that was 15 minutes, but that was a little bit of our background of what we're doing here today.

Speaker D: So, Amy, how is your life changed from a team of one to now? You managing like almost a thousand people is a little different.

Speaker C: You're one.

Speaker A: It's such a good question, but it's so interesting because my mentality is I'm a doer and a talker. So what I say is, uh, if someone needs help with billing, like I still would do it right, Like I still am there. It's that small world mentality. But we have people that actually are doing that on our behalf. So depending on the client and depending on the need, like I. My hat changes and it's just being more readily available to more people in different time zones is that that was probably be the biggest change where like you're taking late night calls or you're taking early morning calls to talk to people say like an AMEA or APAC or whatever it may be. But the thought process and how I approach my team hasn't changed. And I love that because the culture that we've built, like the people that directly report to me have the same mentality and then they teach their people the same mentality. So everyone is, we're a big shop, but like we have a smaller feel because we do getting in the weeds, we do helping and we like teaching. And so from that standpoint, like as long as we're in the mix, like it is always usually a positive outcome and our team thrives on that. And that's how we really boost the morale and really builds how the team works together. So it has changed, but the principles really haven't changed themselves.

Speaker D: So staying on the changes topic, I know from talking to you and looking at some of your and listening to some of your interviews, the Total Commerce Operating Model has changed. Can you just walk us through like those four pillars that you sort of work with from the retail readiness and uh, how you now look at it?

Speaker A: Of course, yeah. So it's interesting. So when I first started about, oh God, it's over 20 years now in the retail media space, we used to say hey, if you want to trigger a purchase at shelf, come over to our island and we'll buy media on your behalf and we'll buy the inventory. And we bought the inventory, we negotiated the price and that was it. So I would call that more so like in the retail media or media space. And so that's where I was born. So that was honestly the legit next step of what we were going to try to prove. But what comes apparent and it comes through when you're talking about measurement is that buying the inventory and being at the right place might not actually drive the sale or be enough to either get the consumer's attention or the user experience is clunky or like you're not utilizing the technology at your fingertips. So what we did, God like three years ago was really try to figure out what we're calling like that total commerce offering or end to end. I know that those are a lot of buzzwords, but we've really lived into it. And so not only do we now look at media, but we look at to place like the given signs and the tactics and whatever it is. But we also look at how we're bringing that message to life. So creative. Because you could be at the right place at the right time and say the or have one of the worst messages and you will not get someone's attention. So we started looking at creative and working with creative agencies and really understanding what commerce creative could mean. And then the third pillar that we were looking at is really technology. So how do you use technology to bring that to life to make it easier for the consumer and really shorten that experience? God. When we first started working with one of the bigger retailers, it was like you had to sign up and sign in to actually get like your data. Then you had to actually go to like your past history, pull up like your shopping list, print it out, go to the store and use it. Now it's like a one stop shop. You use it on your phone and it literally is already set up for you and it reminds you of what you purchased in the past. So like really embracing that technology and making things shoppable in the media space, driving with commerce really helped. And then the fourth pillar is really all about retail. Readiness, which is super important in the age of technology and AI Right now I know you can't have a podcast without talking about AI. But like from our standpoint, what we're trying to do is really understand how to be retail ready online. So do you have the right content when you're sending people to a product page? Do you have the right items? Are they in stock? Do you have the right ratings and reviews or not the right reviews, like better reviews, do you have the right number of reviews? Do you have an or showcasing your product in the correct manner? Is it a product shot? Do you need to have an action shot? Lifestyle, that kind of thing. And then so we started doing that and then started also understanding in the store. How do you come to life and actually break through all of the clutter? So from our standpoint, like that's shelf design. So how do you actually lean into shelf design? How do you lean into like a secondary display? How does it work? What's the images? And so all of those pillars come to life and what we really describe that as total commerce. And the way that I actually simplify it when I'm talking about it, as I say it's a four legged stool. So you can't sit on a stool really with one leg. You need all four to actually support it. And so when you're looking at commerce, you're looking at all of those different areas and then you're leaning in to understand like what worked, what didn't and then going from there and building out the outcome. Because I've had so many conversations with our clients of oh, like the roas didn't perform for a media perspective and it's okay, but maybe it didn't perform, but it got you $1 million more in a PO order when it came to a specific retailer. So that actually is a plus. And then also like you created a new logo or a new kind of jingle that you're like, you're supporting and so you're taking off. There's more awareness and engagement or like brand share or share a voice. And so it's interesting but like we look at it holistically to drive the end goal, which is like the business North Star, not just the media North Star. And I think that's one of the major differences we've always had here, where we're integrated and we think that way versus just saying I'm buying the inventory, like how well did it perform?

Speaker D: And all those things that you were talking about seem like they're like, uh, within a company. Different teams manage those. Right. Like how do you bring that together and broach that subject and saying, hey, you guys aren't necessarily doing it the best way? How do you bring them all into the same room? Or you don't.

Speaker A: Yeah, yeah, no we do. We have to. Like you can't not. Because then the right arm's not talking to the left or whatever that saying is. The right hand, it's not talking to the left. But so from our standpoint, we actually have a lot of trainings and education and all that falls under account management. So like how do you build a relationship? What's the cadence? How do you actually talk to different people based on their personalities? How do you make sure that we do have a seat at the table in a polite, professional way? And so we've done a lot of training to not only our senior execs, but our junior execs to really think in that manner. And it's interesting because I always tell people that I feel like I'm one of the connectors in the space because we do have a focus on account management where others in the greater industry might not have seller strong points. When you're talking about account management and that could just be as like, how do you build a relationship? And it's if you think about it, it's not just professional practice, but it's like day to day practice. Like how do you actually make a friend? How do you actually relate to someone? So it's interesting. But we have that layer and that layer allows us to be that connector and we do get a lot of praise for it. Like people like, oh, your team is awesome. Like they're really conducive, like they like to work, they're really integrated and we train them to be that way because we know that like the, for the greater good, it's better to work together than to work in silos. And if you do work in silos, you're just competing against each other and it's honestly, it's not worth anyone's time. At least in my perspective it's not.

Speaker D: I love that you talked about training and education and I know you're really concerned about leveling up your staff, but going back to the account management and how you deal and how you build a relationship.

Speaker C: Mhm. It's.

Speaker D: This is the first time I've had this conversation on this podcast about this because it's so important to me. Like when you have a sales team.

Speaker A: Yeah.

Speaker D: You're training them on overcoming objections or you're training them on the benefits of your product or service. But are you training them how to build a relationship and how to, instead of just saying, hey, have better experience? Not, um, just from personal experience.

Speaker C: Weird.

Speaker A: Yeah.

Speaker D: Could be better doing that.

Speaker A: I think you're great at that from a personal perspective. But I know that there are probably others, that there's personalities that are just out there that don't necessarily have all of the skills, so they have to be taught. And so from our perspective, nothing is worse than having a seller come in and have a conversation, talks to the slide is really salesy, really pushy, and then it leaves a bad taste in your mouth. But my first job, actually not even in the job that I'm in, I learned all about consultative selling. And so that's probably where it came from, where it's like you actually make the connection with whomever you're talking to, and you find a commonality. Uh, do you have kids? So do I. Do you run? So do I. It could be. It's so many things that you could connect on, and then from there you listen. And that's the piece where I feel like in this day and age, because technology has really sped up what we're doing, we don't listen enough. And so we teach everybody to listen, think about it, and then respond. And it's funny, I have younger kids. I actually tell them that in normal, everyday life, listen, internalize it, and then respond. Don't, um, automatically say no. My son actually comes to me home from school every single day, and I say, how is school? Good. How was your math test? Good. What did you do in school today? Good. He doesn't listen to all of the questions. He just says, oh, I'm just trying to get through. I'm trying to get through it. And I think there's a lot of people that might feel stressed from m A sales goal, or might feel stressed from a boss, or might feel stressed to get something over the finish line. And they're just go. They don't stop and think about, okay, if I make a connection with this person and I really listen to what their need is, I could come with a creative solve. And it's not like creating a, uh, new product or creating a, uh, different ways of working or whatever it may be. It's just that you're talking in their language, they understand it more. And then therefore, you have a better chance of actually selling it through. And so we do a lot of that, a lot of internalizing. I would say listening is the biggest piece there, but you're Right. Like, a lot of people don't talk about that. I've been interviewed a slew of times with salespeople and they're like, how do we become better? And I'm like, listen, just listen and listen to what we're asking for and listen to, like, how we could better work together. And also that might come with my personality where I don't like to beat around the bush. I'll just tell you what I need and can you deliver it or not? And like, go from there. So that's the, like, the mentality. But it's still, it's still an interesting opportunity to change within our industry because, like, I still get it. I still get it from internal teams where they're trying to sell things. I'm going, okay. But we're a team and we're in the same family and we really need to talk work together. And so let's take a deep breath and figure out, like, how we could figure this out versus, oh, we really need to sell this right now because, like, we're not making our number or not doing these kind of things like that. The mentality just comes down from the top. And I just don't preach that.

Speaker D: And you brought up a ton of good points. The first one is, I just saw, uh, I think it was a podcast where this woman goes, she was consulting on how to improve relationships within your team. Never ask someone how their weekend is because they're just going to say fine or good or not. Listen and get. Try to get to know them more than just the cursory. Hey, here's a question I've got for move on to the. What are you doing for me?

Speaker A: I would see, I would almost say I agree to disagree with that.

Speaker D: Almost in a way, you can't disagree with me, Amy.

Speaker A: I'm, um, uh, disagreeing halfway because you don't have to ask that. So I agree with that. But you can ask that and then follow up with another question from that. You know what I mean? Because I don't know, I'm a New Yorker. And you're like, hey, how are you? Good, good. And then you're like, how's weather? Great, whatever. That's all you do. It's like a filler. But if you're like, how's the weather outside? What do you plan on doing later? Then you're like, oh, wait, they're like actually having a real conversation with me. And then when I get to know me. So it's almost like you got to have the follow up question. So if you say, how was your weekend? Someone's good. Then you're like, what did you do? There's a lot of people that are almost, like, thrown off because you're asking another question for them to respond to. So that. That's where I disagree a little bit. Where you could still use that topic. You just have to figure out a further connection and not just use it as, like, a fluff or a filler.

Speaker B: Yeah.

Speaker D: I want to go back to a quote where you said, this is going to be the title of the podcast. Amy Owens says Tim is great. That's all I really heard from what you said last time. I did hear you say that. So watch out for all the listeners. They're probably wondering, how do Tim and Amy know each other? Back in January at CES in Las Vegas, we were lucky enough to be on a panel together, and you might think, wow, that sounds really exciting and awesome. We were outside, and it was 45 degrees, and we all had to wear parkas and jackets.

Speaker A: I was in a jacket. Remember that? And pretend it was warm outside.

Speaker D: Yep. But it was a really good panel. We had, uh, Drew from Pepsi, Jess from Mars. We had someone from DirecTV, and Ian from Sensor Tower Data. I ran into him at Ramp up in San Francisco, just out of the Small world. But we. But our theme was talking about strategies that redefine how brands connect with consumers and drive growth. I talked about it more from the data side and that data as a foundation and helping feed into the right message, right time. Could you talk a little bit about what your message was about? How to drive that connection with consumers?

Speaker A: Yeah, mine was to understand who they are, what they're doing, how they're really leaning into, like, their media consumptions, their buying and purchase cycles. So it's not just, oh, we're targeting this audience. There are women 25 to 54, and they like movies. It's no. This is the Persona. Let's call them Jack. And Jack actually does this throughout his day. And we understand the day in the life of Jack, and we understand all of what he's doing. He's dropping his kids off at school. He's listening to, uh, a podcast, maybe yours, Tim. He's. He's shopping at a Walmart. He, uh, is working out at a gym. He picks up whatever groceries at the end of the day. And so there's all these touch points, and we understand that we're utilizing data. And then what we're doing is actually integrating our messaging and advertising throughout their journey. So it's not intrusive. And so understanding how they're consuming media and how that changes by audience type is crucial because you don't want to be that annoying ad on the screen where you're like, oh, this, like, it keeps on popping up and I keep on seeing the same ad. You want to actually have something delivered to you where if someone is watching someone bake a, uh, cake per se, from our standpoint, then it's okay, cool. You want to serve up the ingredients? Yeah, probably. Or like the best way to buy all of the ingredients and have a solution. And it's very solution based and it's very targeted towards what that person is doing. So in my mind it's more about understanding the dimensions of the audience and how we're utilizing the data that we have. And like, we can use your data to figure out like all these pieces as well as the foundation about where they are, where they're going, what they're doing, like what the behaviors are and then how they're actually buying. It makes it easier for us to talk to the consumer because at the end of the day, we're also just trying to sell products, but we're also trying to make that connection and build that loyalty. You can't just put, uh, advertising out there and just like, hope for the best. So that was my message from at least my perspective, because I've seen different clients come in in different ways and some work and some don't just because of their approach.

Speaker D: So I know you go to a lot of conferences and you speak a lot on different panels. What are some themes that you're hearing from the marketplace, not only from brands, but from marketers that you could share with us? Because I do know what was your trend for 2025? Simplicity.

Speaker A: Our industry is at, uh, the precipice of change that we've never seen before and looking at everything as a whole. And so you're seeing org changes, different structures, different ways of working. So it's interesting that things are changing like this and it's more. So let's all have a growth mindset and accept it and work on it together instead of just trying to say this is the way we've always done it and this is like how we should do it and keep on moving. Because I think those people are going to get left behind. So that my, honestly, my advice is every day just listen and like, take it in. Maybe that's the theme of this podcast, is to listen, but listen, take it in and then see really how we can as, uh, like again, speaking from an agency side, we can help our clients deliver again to that end goal, that business goal. And that's going to change. But like the industry, like there's no playbook right now for what's out there. And it's like you gotta have go with your gut conversations and really just be smart, use what's around you from a data and tech standpoint. And again, like just be open to new possibilities. So, uh, it's here. It's just how do we become more simple in our thought process to accept it is going to be.

Speaker D: I really like what you said about simplicity in general terms because I've been on panels before where we're so concerned about getting our message across and I'm like, oh, you should buy data from us because of this and this. So I'm going to be on a panel at Leads and I've got two of our customers. One's the CEO from Invoca, which they do. They do a lot of cool things. If you guys don't know who Invoka is, they do some stuff with call tracking and data. But I've also got the CRO of E Health, Michelle Barbos. You would love her. You would get along with her great. And she's. She. Her whole thing was, let's make sure we're talking about the customer and the customer experience rather than all these other things. And I know that you've got some opinions on the customer journey, the purchase journey and how that comes. Can you just touch a little bit about your point of view and how you make sure that the customer, besides the personalization stuff we've talked about before, but how you guys are really focusing on the customer.

Speaker A: Yeah, it comes up and ties to what I said earlier about understanding the dimensions of who we're reaching, not just the audience themselves. I think the other piece that I could add to that answer from earlier is we need to understand that it ebbs and flows. So seasonality, cycles of M purchases, what's going on like within the world. We have to really just understand that things change. But the best example that I give is like during COVID there was such an uptick on streaming. People were cord cutting because they were streaming so much and like watching so many different shows and podcasting became a thing. So now advertising on podcasts or actually having that ability to buy like via streaming or advertising on streaming, like we see that come out every day. There is consolidation there, but that's like a new opportunity in the media space. And so you have to understand like how that's going to change. And I'm sure it's going to change again. I'm sure there's going to be something else that comes out. And so we just have to be adaptable. So again, like it's still understanding the consumer but not just setting it and forgetting it from like a lens of an audience perspective. Because a lot of our brands, what they do is that they do audience planning once a year and that's it. And there could be something that changes on the dime. And so we have to be ready for that and be agile and be able to adapt our plans and the way we think and our approach based on what's happening in the culture.

Speaker D: I've been listening this whole time. There's like a two minute thing in like early that I was not listening, but I've been mostly m. Most of the time.

Speaker A: At least the whole time. Most of the whole time. Okay.

Speaker D: Yeah. Most of the dimensions. I love the dimensions about listening. Adaptable. Uh, my last question to you is, can you share maybe a recent win you or your team have had? You don't need to get into like specific brands, but maybe a good story of how you found insights or how you used a technology to really improve something.

Speaker A: Yeah. It's funny because it actually ties everything of what we talked about together. And so we have a relatively new brand, I would say, within the last year and company that we work with and their past agency wasn't delivering and they had some gaps. And so what I mean by that is that the listening bit couldn't come up. They just did what they did because this is what they felt was right for the brand at that given time. They didn't necessarily follow the audience and keep that open mind about what's happening in culture. There was a lot of mismanagement in the sense of that there were ads placed based on what consumers were doing six months prior and not necessarily doing at that time. We knew that we were able to step up when it came to measurement because we had the data and technology. And then also we have the experts in the space. And so that was another piece. And then how we're integrated and how our culture and our reaction to things was more in line with their culture and reactions. And not to say that we fit with everybody, like it was a win for us. It's like when we're pitching, it's like dating. Are you going to move on to the next round? Are you going to get married? Who knows, right? And it's not a one size fits all but for this particular client, like, we were talking their language. Did we talk everyone's language? Probably not, but to each their own. But that particular instance was good because it wasn't just, oh, you have the right capabilities and the right deliverables. It's like, you have the right people, you have the right attitude, you have the right mentality. And by the way, it matches what we're doing on our side. So we really want you to be an extension of our team versus saying it's a business transaction. So I'm mostly proud of that one that comes to mind, because in my mind, it's not just a business transaction. Like, I never want to be talking to a client and say, what can I do to really drive your business? And then they say, okay, what could I do to grow your scope? That's not a conversation. Like, I want to make sure that we build relationships and have them for a long period of time and really make sure that we're building something that works and that it is strategic and that it is delivering results versus just that transaction. Just a sneak peek under the hood of how I think. And I think those are the ones that's probably one of the most rewarding wins versus just someone handing in the business and say, go lower my cpm.

Speaker B: It's just.

Speaker A: It's. There's more m. Meat in the bone, so to speak.

Speaker D: I can't wait to listen to this again when this is all done and edited, because I learned so much just listening to you, but it's like a masterclass in total commerce. So my last question, I just. This is my new thing, so it's called buzzwords, and I want to know which of these words have you used in the last week? Just yes or no.

Speaker A: Okay. Yep.

Speaker D: Omnichannel.

Speaker A: Yes.

Speaker D: Seamless. No personalization.

Speaker C: I think you use it today.

Speaker A: I use it today. I think.

Speaker D: Data driven.

Speaker A: I will say maybe, because I probably didn't use the words data driven, but it was probably something similar like data back or whatever it may be. Yeah.

Speaker D: Ah, holistic approach.

Speaker A: Oh, I use that multiple times a day, every day. That is my.

Speaker D: I could go on and on. I think we all speak in buzzwords.

Speaker C: Like.

Speaker D: Yeah, uh, yeah, I don't like it when my wife speaks in. Bit like business. She's a. Yeah, we're gonna. We're gonna. Parking lot. Then I'm like, don't use your business speak on me.

Speaker A: Here's the thing about buzzwords, though. That, uh, that. That might be like, a pain point for me in a weird way. But, like, I. So we use buzzwords, but we have backing. Backings to support what we're talking about. Uh, I don't like when people use buzzwords and just use them for buzzwords. So, like, you and I, we talked about the panel that we're on. I'm sure you've been on panels too, where people just throw up buzzwords and we're like, we're omnichannel, we're end to end and blah, blah, blah, but they don't have anything to. They don't have any substance. So I'm okay with using a buzzword. If you could back it up and actually prove, like, what you mean. And it doesn't have to be, like, the same thing. People can say different things of what it means to them. But, like, by having that brain and having your own specific POV and strategy, that, to me is more telling. And, yeah, it's still a buzzword, but there's. You can unpack it, right? So, like, it's a buzz. I don't even know. It's, um.

Speaker D: I don't know.

Speaker A: We have to think of a new name calling it a buzzword.

Speaker D: Did you say definition? Did you just say unpack it?

Speaker A: I did say unpack it. I did. That is just business speak. Like, I'll circle back. Like, uh, like circle back with you.

Speaker D: Close the loop on that.

Speaker C: Close.

Speaker A: Close the loop. Get off. Mute all those things.

Speaker D: Okay, can. Just so we can make sure we have it in clear, can you please say Tim is great again.

Speaker A: Tim is wonderful.

Speaker C: That's it. That's it.

Speaker D: Amy, thanks so much for being on the podcast. I had a great time.

Speaker A: Thank you for having me.

Speaker D: Uh, this was the best, so thank you.

Speaker A: Of course.

Speaker E: Thank you for listening to this episode of the Marketing Report. This show is brought to you by Infator Data, an active prospect business. We help CMOs and their partners improve the reach, timing, relevance, and compliance of every consumer engagement. If you enjoyed this episode, make sure you subscribe to the marketing Rapport wherever you get your podcasts and check out the show notes for more information.