The Customer Experience Podcast
The Customer Experience Podcast

Episode · 1 year ago

71. Differentiating Your Brand by Humanizing The Experience w/ Ed Breault

ABOUT THIS EPISODE

Brand experience is a promise that the buying experience will match the perceived value of the brand. Therefore, brand experience — education, enrichment, and human connection — begins well before a customer becomes a customer. 

 

When a prospect believes that the brand and the buying experience will match and when that expectation is met… a premium brand is born.

 

In this episode, I interview Ed Breault, CMO at Aprimo, about developing his brand experience strategy.

 

What we talked about:

- Customer experience as a promise

- His mission to rehumanize the brand experience at Aprimo

- Achieving “extraordinary influence” within your target accounts

- Personal brands as the new corporate brand

- Doing your best work within your “life flow”

 

Check out this resource we mentioned during the podcast:

- Ed was profiled on DMNews 40Under40

- He explains the impact of Rehumanize Your Business

 

Subscribe, listen, and rate/review the Customer Experience Podcast on Apple Podcasts, Spotify, Google Play or Google Podcasts, and find more episodes on our blog.

That's from brand experience. Happens withcustomer success departments, and that's where you really need to humanize. The singlemost important thing you can do today is to create and deliver a better experiencefor your customers. Learn how sales, marketing and customer success experts create internalalignment, achieved desired outcomes and exceed customer expectations in a personal and human way. This is the customer experience podcast. Here's your host, Ethan Butte.Differentiating your brand by humanizing the experience. That's the theme of today's conversation.Our guest has spent the past dozen years in marketing, strategy and pre salesroles with a premo, a digital asset management and Marketing Resource Management Platform servingtwenty five percent of fortune one hundred companies. Their customers have household names like Microsoft, CVs, kraft, heind, Stanley, Blackendecker, Bank of Americaand ATNT, to name a few. He currently serves as a premost chiefmarketing officer and tastes responsibility for all aspects of global brand and growth, includingbrand experience, product marketing, demand, Jin ABM and more Ed Brey all. Welcome to the customer experience podcast. Thanks for having me them. Yeah, I really appreciate you making the time. I know we're in an interesting time. So before we get going in earnest, you know, we're recordingthis on Friday, March Twenty of two thousand and twenty. How is thecoronavirus kind of affected you or your family, or your customers or your work atshare any thoughts that you have right now. We were talking a littlebit about triathlon in the mindset going in. I think that applies here as well. So just love to open on any thoughts or experiences you've had lately. Sure, I mean I physically and emotionally it's I think it's brought usall closer together. You know, when I think about I just posted apicture on Linkedin with me and my three girls in my mini Australian shepherd allhuddled up at the dining room table. They all had their laptops on.It's, you know, this the consistency, the continuity of business and education.I mean we need to keep, you know, pressing forward, butwe've come together to do that now. So that's been fun. And thenwith customers, you know, it's really like it. This is a greatopportunity to give our customers a big hug and, you know, because we'reall going through this together at the human level, which is, you know, what we be talking about. I mean, the impacts aren't just,you know, business centered, there there being. What we're going through hasa lot to do with our home lives and our personal lives and it's somethingthat, you know, it's not really a financial crisis if we look atsome of the challenges we've had, you know, and have gone through before. This is a this is a human situation. So I think it's broughtus all closer together. Yeah, really good perspective and that is one ofthe silver linings that I think became obvious as more people started sharing stories andphotos like the one you just described, as like we all get a lotmore facetime with our families. I mean, I may, I know that youwork not in the main office at a primum. I know you're inPittsburgh in the main office is in Chicago, but you know, for me,I I only work five minutes from my home, but I'm seeing mywife and son a lot more now that I was, say, you know, a month and a half, two months ago, which is a reallynice silver lining. And and then on the other side of what you said, there is all of our customers and our future customers who are reaching outto are probably experiencing the same thing. So we're all I mean just let'sset aside any of the anxiety that the situation produces and just focus on theimmediate situation they're seeing themselves. Were experiencing ourselves a lot more, as youknow, family members on a day to day basis, and so we canmeet our customers there and make a much stronger connection, I feel like.And we need to cheers to your point of we need to give him ahug. That's really good language. So let's get started in earnest here.Customer experiences obviously the theme of the Podcast,...

...and so I always like to openwith your thoughts or characteristics. When I say customer experience, words thatmean? Do you add? Yeah, customer experience for me is really thatwhen I deliver it, it's really a like to call it a brand promise. You know, it's really those things and they're not always the brand promiseisn't always explicit, but it's it's that the the truth in the delivery orservice that you get from from a product or brand and you know, wecan say things, you know, we can write words down, you canhave words up on a wall, but customer experiences delivery on a promise thatyou make and you hold true too, and hopefully that customer experience is reallygood. And if it's really good, then you know, you create advocates, advocates of your brand or your product, and I think that's what the sortof really the truth in transactions that we make today. Love it.So it does obviously start with words, but it can't just be words ona wall. To just go one step deeper there, you know, asthis promise that you're making, you know the brand is making it and ofcourse the people are making it. Give any like mechanisms or approaches or thingsthat you've done over the years to make sure that your people are bringing itto life and honoring the promise that you're making in concept. Absolutely, youknow, I think it's this continuous from the point of them having a needfor something and you delivering it, and then once they it's delivered, it'sthen that value from what they were looking for is eventually realized and then that's, I think, when the real experience starts, because now that they've gotthat promise, realize that value is, can you stay in front of themadding value? And so when we things that we do or things that howwe think about it is that you always need to it always has to beon and it's one of those things. It's like take your iphone as anexample. If you don't plug that thing in, what's going to happen?That battery is going to drain and that's the same thing with the customer experience. If you don't continue to power it up and keep it plugged in,stay connected, then eventually, you know, the battery is going to turn redand it will shut off on you. So it's one of these things thatyou need to have this continuous and interconnected from the nose to the tailof that which is it is that you put in market and promise, andso making sure that you've got your energy, your focus on an empathy where theyare in that that journey with you with your brand, because you know, as we know, things continue to change and you need, we needto understand where they are and then making sure that you're valuable where they arewhen they need you. So just really having that view, approach and servicelevel to always, you know, keeping keeping that customers experience supercharged. Loveit. Really simple analogy, but a really powerful one too, and Ilike that you added the timing element as well, so listeners have context.Obviously introduced a premo generally, but I would love for you to talk aboutyour company specifically. You know, who are your customers and what do yousolve for them? Absolutely so. A premo is a digital asset management andWork Management Software Company. We are global and nature, as you mentioned.You know we definitely have a lot of enterprise brands and so did you assetmanagement for customer experience? Think about one of our customers. The Home Depotis an example. Most folks know the Home Depot. Any piece of contentthat anybody has ever experienced to any touch point in the home depot experienced hasit's from the point of its origination to...

...that touch point of experience of premotpowers that all of those sort of behind the scenes activities within the brand,you know, the strategy, the planning, the how they want to go tomarket, the budgeting, the workflow elements right, the how that contentgets to market, making sure it's aligned to strategy and that you get theteam so now this work management aspect of working with your the creative teams,your brand teams. You are if there's regulation associated with things, all ofyour go to market teams stay aligned to get content it out in all theseexperience channels like your ecommerce platform, like they're amazing mobile device where I learnedhow to do read you all the plumbing in my kitchen. I reinstall thesink with the home depots content, very rich educational content, and then reallythat life cycle of content for an enterprise brand, and you know they do. There are really strong brand that uses content to do great storytelling and educationand, yeah, a premost really the underpinnings of that and delivery of thethat content experience. Good job on your sink, by the way. Iassume that it's all going well and what a cool thing to be able toeasily learn to just one more layer here. I assume these are my assumption,so correct me where I'm wrong or affirm my assumptions. You know,when you're in kind of the discovery phase, essentially the left side of a bowtiefunnel, prior to the commitment to do business with the premo, whereare you starting in an organized organization. I assume that. I assume thatyour sales and marketing folks are engaging probably multiple, multiple decision makers. Imean this is deep into the brand and deep into your customers business. Sothey're probably multiple decision makers. But kind of where's that conversation? Starting onthe you know, by side, and then once it gets turned over tocustomer success, Account Management, however you you define that for your organization,that WHO's your main point person within your just want to know from a customeryou know, who are connecting with on on the side of Home Depot,for example, in the beginning, and then as the you know, asyou renew for the fourth, fifth, sixth, eighth year. Yeah,absolutely, and yeah, my example was the home depot. But yeah,we have financial services, insurance, investments, retail, banking, life sciences,farmers, so any enterprise that needs to deliver content experiences at scale.And what you'll find is that where we will land could be in different places. It could be a marketing driven initiative, it could be any commerce driven initiative. They could be going through a digital transformation and need strong work managementcapabilities and they're buying. To your point, an lots of folks. They're they'rebuying with consensus. So what we have to do is sell and ormeet them with consensus. Know there's a lot of individuals in the buying group. So it's, you know, a lot of research on and we usea lot of predictive demand analytics. We will go and research these organizations understandwhat roles are putting out the demand in the demand unit of the target accounts. For these accounts that are literally putting out the demand signals for a premo, we will typically start in marketing, which is an origination point, butwhat's interesting is marketing in some of these initiatives, like customer experience, crossother functional areas of a business. So it's no no longer just marketing,but there could be actual customer experience teams that are driving these initiatives. Theycould be finance teams that are driving optimization from a cost standpoint. There couldbe a compelling event within a regulated industry, financial services or life science, thatwhere the need is. So I...

...want to say they're not it.Not everyone is a snowflake, but when you when you do the deep researchand you're looking at functional areas and or rolls, they tend to have differenttitles depending upon the industry and or original origination point. So deep research there. But what we then do is understand who's active in the buying group andthen who's not active. Then we look at WHO's engaged with US and WHO'snot engaged. And what we then begin to do, and it's, I'llcall it the ultimate point of validation on are we doing a good job toengage this brand? Is, I call it, create extraordinary influence. Soextraordinary influence within that organization to make sure that we are creating not just aone too many engagement but one to one, like really getting down to the layer, the grain of the person, the individual, because oftentimes they've gotdifferent motivators. They're, like I talked about, cross functionally. There's differentreasons for them to want to solve a problem and if we are talking abouthow we would solve that problem in a way that doesn't land with them,we can often put them off and actually have it work against us. Sowe really research heavily and we try to bring value and education and, no, empathize them and teach Taylor, take control. Is We use some ofthat methodology there, but we want to be delivering value in a terminology,in in a way that makes sense and is is at that individual level.Yeah, I love it. which did it just tease up so much ofwhere I want to go over the next fifteen, twenty minutes or so,starting with, I guess, customer experience or brand experience? who used brandpromise as the differentiator, like as a premost differentiator? So you know youown a good piece of the customer life cycle directly as chief marketing officer,including the SDR function. How do you view brand experience as a competitive differentiator? And it's a really great point. I think that brand experience as adifferentiator needs to match your all all the the value at which the product innerservice level in your organization needs to be so at a premo. Specifically,you know, we definitely consider ourselves and are, if you look at theanalysts, Forester Gartner, out there with with forester, we are, youknow, in the leaders way for three actual wave so they consider us thewill call the top brand or the premium brand, and so what I'm challengedto do is say, HMM, so if we are the premium brand andour customers and our prospective customers appreciate sophistication or a best in breed solution.I need to have an experience now that is best in breed and the premiumright. So if I could equate a premo to a top, you know, brand, I would say that I have to match that full experience.So what that means then, is in think about the buying process like that, the buying experience. You know, if I'm going to buy a teslaverse, a lower end economical automotive option, you're going to get very different buyingexperiences and so I have to make sure that that matches. So youknow where we do that? The research we bring, the value we educate. We we want to enrich and deliver value even before they're a customer,right before there's a transaction. We want...

...to show them what it's like towant you become a customer, then it really starts, but show them earlywhat it's like and, you know, tailoring their solutions, spending time gettingto know their business. And we do that through, you know, variousmethods. But the idea is that we has to match and if there's amismatch then you can't use experience to differentiate. And then you know, in someways you know, the products that we do have can be left ondifferentiated because you know some of the technological capabilities are. You know, whenyou look at those what seven thousand mar tech tools out there, and ifthat and chart has gotten super crazy over the past two three years of particular. Yes, and what I'll have to we'll have to do some time,is sometimes differentiate why a file on a shared server somewhere is different from afully defined, you know, digital asset management for Customer Experience Enterprise System.So I so education really needs to happen right and also, you know,leading in that buying experience so people understand that we're taking them down a pathand makes sense for them. Yeah, I really like this idea that youhave to I mean, if the challenge is to meet or exceed expectations,which I think it is, and it's constantly ratchetting up, and the Apremo brand is already set as a premium brand, you know, in multiplecategories and you already have a high bar, and so I really appreciate your attentionto that and I really like it. So we were privileged. I wasprivileged. Thank you again for the invitation to spend some time with youand your team, your chief revenue officers, so many of your team members,that you're at your annual kick off earlier this year in Chicago, andone of the ways that happened was you're at the Pittsburgh airport and you sawan orange covered book called rehumanize Your Business. That was there. It is thatwas that was co authored by me and and my friend and now yourfriend, to Steve Passin Elli, when you first encountered that, because this, this is I think part of what you were you know, is you'retrying to figure out how do I meet or exceed this premium experience? Howdo I make sure that I deliver on an individual level? I think there'sa gap that this may be closed, but you and I have never spokenexplicitly about you know, what was it when you saw it? What clickedfor you around the the concept of of rehumanizing and video in particular, absolutelygoing. First of all, the title was Rehumanize Your Business and I wasworking before I had seen this, on this idea of humanizing a premo andwhat that meant. And and I think what we found out when I lookedat data, I looked at first party win lost data, I looked at, you know, customer surveys, I looked at third party win loss data. What really the big differentiator for us and what we do? What hadeverything to do with building relationships and connecting with with people, with the rightindividuals, finding the economic buyer, making sure that we were able to getthem aligned around making a decision. And so we went down that journey.And I mean I saw the book and I picked it up. I wasflying to San Francisco, actually Napa Valley and for a marketing event and Iread it covered a cover and when I landed I picked up the phone andI called one of my colleagues I said, I've got our blueprint. You know, this was it just really spoke to me. But then, youknow, there's all the things around what would take to change that. Thisreally helped me understand the internal changes that we would have to go through,the cultural changes. And we asked the question, are we more valuable inperson? And it was one hundred percent...

...we were more valuable in person.So, you know, looked at and again, I love data, Ilike the the art and science. I like to consider myself like a wholebrain marketer, and the data told me, plus the science said to me thissort of one to one seeing faces communicating. You we've been communicating fora hundred in facetoface, for a hundred fiftyzero years, and you know,we've been literate for Fivezero years, and things like email, that's text thattake the human elements of us out, are only fifty years old. Soif we could get the science working in our favor and literally make it somuch easier to communicate, that was a no brainer for me to start goingdown that road, you know. And then it's turning the cameras on.You know, that was a whole thing too. There's you know, Ifeel like this new technology over the last fifty years has really distance, putso much distance. You know, it's brought us closer or faster to communicate, but it's created human distance that was totally gone. Now and if myjob as a marketer is to create connections and communicate, and if my jobas a revenue generating marketer is to create pipeline and, you know, whenopportunities with, you know, my sales team, then I have to figureout what are those ways, what are those new methods of communication to makeit more effective and it was, you know, clearly rehumanized using our business, our customer experience, our brand experience, and then even, you know,the early days of you know, or the early steps in customer experience, and then even afterwards, right whenever your product and like where the rubbermeets the road, right, that true brand experience happens with customer success departments, and that's where you really need to humanize in where it really makes adifference to so yeah, it's really been a guide book for us. Awesome. The one thing I really really appreciated about your approach to it and someof our early conversation was again going to this art and science piece. Thereare things that can't be measured that are going on right you're not going tosee it in your funnel metrics. When you communicate eye to eye, facetoface, you speak very specifically to one person, you speak to their needs, youdemonstrate, you truly demonstrate, that you've done all the research it andyou can, you know, meet them where they are, and so appreciatingthat some of that, you know it is going to eventually come out inthe funnel metrics, but they're not going to be right there in your faceand so you know this. There is a faith element at some level oflike, I know this is the right thing and I just appreciate your visionaround that. So something that came up when we were chatting, while wewere together in person, was this idea, and I don't know if these wereyour words or the way I heard your words, but it's this ideathat you know for years, I think, especially you know, in what SethGolden would call the television industrial complex, where you know, you just getenough money behind something, you run a whole bunch of, you know, AD campaigns on television and imprint and whatever, the packaging product, packagingmatches, and you just, you know, you put a dollar in and youget ten dollars in revenue out, and it was just this giant machine. And in that way, you know, the marketers, the writers, thedesigners would essentially define what the brand is, that you could just writeit down and put a whole bunch of money behind it and that was thebrand and people took the brand as you defined it. But you know,as we were talking, I think you know around this this humanization, differentiation, customer experience piece, that that your people, your team members, definethe brand interaction by interaction. So did...

...that trigger anything for you? Doesthat? You know, again, your team members define the brand, notyour you know, copywriters. Exactly. Yeah, it's I've got a coupleof Mantras for two thousand and twenty. One is that the new personal brandis a new company brand and the customer is the best marketer. And youknow, with those Mantras, you know, the idea is that the in theinterface point. And what somebody actually gets is they get Ashley, youknow, in customer success, they get yours in our customer experience team.They get Eli as on the front end, str Bedr, and so when peoplethink about the customer experience that a Primo delivers, it's not what thecopywriters write, it's not the blog or the tone or the all that stuffthat's in the brand book. It's really that that person from the brand.It's it's how they help, it's how it's their approach, it's their empathy, it's their time, their energy, their knowledge, their experience they bringto the table. Because, if you think about the product is the sameregardless of who gets it. The difference now is that interface between the productand the customer, which is the person. And what we found is that theindividuals who really think you know person first and you know, we knowpeople buy from people, but by is really transactions as well. That transactionis with the service level. They're in the middle. Is Up to theindividual, and so empowering them to be the brand is really what I wantto do and I want to create a platform, a brain experience platform forevery individual of my company to want to get up on to and bring theirwhole self to work everyday day and their own unique spin on it. Butthen a level of value that that you can only get if they bring theirwhole self to work every day. So giving them permission to be themselves anddeliver as much value as possible. So it's I really think that, youknow, humanizing the brand experience has to be a process of enablement and givepermission and and go through the process several times so they just feel comfortable,getting all of this technological and business, you know, barrier out of theway. Just we have to undo so many things that we put up betweenus and our customers, and so that's really this the process that we're goingthrough right now. Both of those mantras are just so powerful and I think. I think the way you talked about is words sounds kind of soft,but it's just beautiful. This this trust in people, in the in theacknowledgement that this is true. I mean what you said is absolutely true,but it's this fundamental shift, still from a practical standpoint, from, youknow, the way we think we're supposed to do it. You know,plug people exclusively into the process in and, you know, functionally treat them interchangeably. You know, that's the most hardcore process orientation. But you know, this is this is you cannot ignore the fact that these people do deliverthe experience, and so this trust and confidence in permission is just such agreat employee experience. And then, of course, that's the necessary precursor toa great customer experience. I think you were right at the edge of,I think what you term life flow. Could you speak to that a littlebit? I feel like you were right there on the doorstep and or youwere talking about it without using that term, but that's something that stuck with meagain from our time together earlier this year. Yeah, life flow isunderstanding. So we talked about workflow,...

...right, and we talked about workand you know, the process of our daytoday. But lifeflow really it embracesand it gets back to that giving permission. It's this this concept or term isthat as knowledge workers. Right. So a lot of us are knowledgeworkers now and you know, some of the way we do work is goingback to eras of commercial in business, you know, like factories, andwhen you think about the different eras of business, we are at it ina new era of knowledge work and you can't really, you know, clockin clock out like a factory worker would. You can't turn on the conveyor beltsof productivity and production anymore when you're dealing when your brain is your job, you know. And so when your brain is your job, that thingcan work for you anytime, and that's good, that's bad. I domy honor, my best work. We were talking about triathon insight thing.I do my best work when I'm running or biking or swimming and I'll bringdata with me and I'll solve some of my problems outside the you know,the virtual office or the you know, the brick and mortar office. Solifeflow really gets down to it's a trust thing. It gets down to creatinga culture in the organization and with your your customer experience that work can happenanytime, and then creating an environment with technology, with very well defined methodsof communication and interaction. Right, so it's not just ad hoc, wedo work whenever, but it's actually really well defined, structured boundaries on theagreement to do work. But it's not you. We will work during thesehours and when you're here, you're working, and if I see you're working,it's a we now look at work output verse the how it gets doneand embrace the things that, in you know, in two thousand and twenty, are a reality for us, virtual work and working with teams that arefrom a third party and the idea that you know knowledge, work happens andyou can physically see it happen. And but then also you've got to turnthat off to right. It's the now. I'm turning off. Now I'm thefather, now I'm the mother, now I'm the son, now I'mthe husband, etc. You have to it's an agreement with yourself that saysyou know your boundaries, you know when you need to turn it off,you know when you need to recharge and then come back to give you yourbest work, and sometimes some people's best work is knowledge workers. Again,need to go somewhere to get inspired. Going in on a hike, goin the woods, go stare at a body of water, go read abook. Know that that's worked too, and so it's really trust in gettingwork done, but then creating an environment culture around the individual, in theorganization and agreements with customers. That that's the new method. Yeah, Ireally like that. I think again, there's a there's a strong permission elementin there and a high level of self awareness. It requires a new skillset to manage this really well. It's interesting. My career spanned a littlebit of both. I may've been a knowledge work of the whole time,but you know, specific output has been part of my roles in the pastbefore, and so it's like I've been in this shift and it's been reallyinteresting. In self awareness has been really critical. One quick follow up questionthere. Do you set out this is just for my own benefit and whoeverelse is in my own experience, because I do I'm not a triathlete,but I do run a lot and hike a lot and walk around in thewoods. And do you specifically when you set out on a ride or setout on a swim? Do you specifically...

...set out to solve a particular problem? Because sometimes I'm not disciplined about it. I've kind of done a little bitof both, but haven't gotten really good at trying to solve a specificproblem on a specific run. Are you in high level of intention there?Absolutely. Absolutely. I'm, like you said, selfaware. I know thatI do my best work when in I I'm pretty sure that there's some physicalattributes to this. My brain works better whenever I'm you know, I getmy heart rate up to above a hundred forty, you know, beats perminute. Because what's happening scientifically? We're flushing, you know, waste productsout of our brain and, you know, the blood our hearts doing its work. And so I will bring problems with me. I will say,okay, I'm getting up right now and I'm going to go hit the trueweather permitting, I'll go hit the trail or I'll hit the treadmill and okay, I need to solve this problem on a run or solve this problem inthe pool or solve this problem on the bike, and I will sit thereand move through the problem solving or data analysis in my head and I findthat it's this being in motion for me, you know, this footing, thisforward movement, also allows me to get a very focal put a verynarrow view on something that I need to focus on. I you cannot distractme. I can't get a phone call, I can't respond to email, Ican't multitask. You know, when I'm on my bike and my handsare down in the traflon bars, I'm not going anywhere, I'm not multitasking. I got one thing on my brain and I use the full power ofmy brain on specific things. But then here's the new problem. It's okay, I just had some brilliant ideas. How do I capture these notes?So I will literally be, let's say, ten miles into a bike ride,get off, hit the hit the pause button on my workout watch andI will sit there in either voice to text emails to myself or Jot somenotes down, or I we use Microsoft teams and slack channels and things likethat. There's Saturdays where I'm out on a long ride or run and Iwill drop notes to my team on you know, some some ideas, somebreakthrough ideas, some thought starters for some podcast that we want to do orother content that we want to produce or, you know, the words we wantto use. How do we again marketing? It's like me. Weget creative with you know, link the linguistics of business and I find thatI can find the right words to use to describe complex challenges or problems orproducts. Whenever that that sort of life flow opportunity it comes to me onthe workout. Really good. I love you identified that problem because I knowthat I've lost I don't know if they were million dollar ideas, but Iknow that I've lost so many ideas for like for not having that discipline tostop it and capture it. So awesome. I'm really glad I asked that followup and this has been awesome, but we're up against it. Iwant to honor our number one core value of relationships here by giving you thechance to to think someone who's had a positive impact on your life or yourcareer. Oh absolutely, I would say somebody who, and I've known thisindividual for fifteen years. He's challenged me through various roles out of pream ofthe whole time. He's my current CEO, John Stammon. He's he's somebody who, no matter where I was and my career, looked at me andknew I was able to be challenged and pushed and you know, I thinkI let him know early on that I grow through struggle and so he's alwaystrusted me, giving me just enough space to grow into and then, wheneverhe's seen me grow into that space, given me more and more and more. So, yeah, I would not be doing what I'm doing and aspassionate about what I'm doing in my career if I didn't have that, thatconstant coaching challenge and then friend as part...

...of that. That's wonderful. Itsounds like you're doing that with some of your team members as well, withkind of giving them space and and recognizing them for who they are and lettingthem grow within that. How about name a company that you really like,your respect for the way that they deliver for you as a customer? Sureother than bomb bomb, of course. Thank you for that. Yeah,it's been a really cool partnership. By the way, thank you so muchfor sharing, sharing the vision and allowing us to help you realize some ofthe ideas that you're already developing yourself. But I'll let you give another onebesides Barbo? Yeah, no, another obviously, as CMO, there's alot of technology in my text act that makes a difference. And another pieceof tech that we use where there's the technology, but then there's the engagementwith us, is a company called Sixth Sense. They do predictive demand analytics, and you know that you've got a great relationship when you have a personalrelationship with at least twenty people at that company. There are at least twentypeople at that company that I have met and we maintain a relationship, fromthe CEO to the CMO, Latin cone, and actually just had a coffee talkwith her this morning before this, and then other individuals add that company, from their customer experienced team, their their field marketing team, their demandteam. We where we have a great relationship and they are sharing some oftheir innovations with me, maybe even before they get to market, and Ijust want to say that I feel like I'm part of their journey as well. So big shout out to them. Core piece of my revenue and customerexperienced text act. That's great. It sounds like you, as a customer, are one of their marketers. Has as is your Buntra? Yeah,you know, it's a it is. I mean, I wouldn't. I'mnot making this stuff up. It's real and I often walk the talk toso and try to emulate that back with my business. But yeah, Imean I couldn't do what I do without great partners like bombomb like six centsand others the long tail of of other tech companies who go above and beyondthe transaction. I love it. I really appreciate your perspective. Obviously Ilove your balance of art and science. I love your view of a wholebrain and obviously mind body as well, that it's all right there. SoI just really appreciate who you are at. I appreciate you spending time with me. And if folks enjoyed this, and I assume that if they're listeningat this moment, they enjoyed it, because here we all are at theend of the conversation. How could folks follow up with you with a premoor anywhere else that you like to maybe send them? Sure, I wouldsay Linkedin is my number one platform. So Ed Brialt on Linkedin and then, you know, a premo is, you know, a premocom and we'realways pumping out great content on customer experience, but more with a with content centricityto it. Digital Transformation, work management. Were now talk about thefuture of work and you know, I think we're living in the future ofwork. I think the future of work came faster than we all thought,with, you know, working virtually remotely. Regardless of whatever the human situation,work continuity must go on. So yeah, any of those those placesand I'm all he's up for a great discussion. Super I'll linked that upat bombombcom podcast. Thank you again, ed, and thank you for listeningto the customer experience podcast. Thank you, Ethan. Clear Communication, human connection, higher conversion. These are just some of the benefits of adding videoto the messages you're sending every day. It's easy to do with just alittle guidance, so pick up the official book rehumanize Your Business. How personalvideos accelerate sales and improve customer experience. Learn more in order today at BombombcomBook. That's bomb bombcom book. Thanks...

...for listening to the customer experience podcast. Remember, the single most important thing you can do today is to createand deliver a better experience for your customers. Continue Learning the latest strategies and tacticsby subscribing right now in your favorite podcast player or visit Bombombcom podcast.

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