The Customer Experience Podcast
The Customer Experience Podcast

Episode · 2 years ago

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


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 with customer success departments, and that's where you really need to humanize. The single most important thing you can do today is to create and deliver a better experience for your customers. Learn how sales, marketing and customer success experts create internal alignment, 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 sales roles with a premo, a digital asset management and Marketing Resource Management Platform serving twenty five percent of fortune one hundred companies. Their customers have household names like Microsoft, CVs, kraft, heind, Stanley, Blackendecker, Bank of America and ATNT, to name a few. He currently serves as a premost chief marketing officer and tastes responsibility for all aspects of global brand and growth, including brand 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 recording this on Friday, March Twenty of two thousand and twenty. How is the coronavirus kind of affected you or your family, or your customers or your work at share any thoughts that you have right now. We were talking a little bit 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 us all closer together. You know, when I think about I just posted a picture on Linkedin with me and my three girls in my mini Australian shepherd all huddled 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, but we've come together to do that now. So that's been fun. And then with customers, you know, it's really like it. This is a great opportunity to give our customers a big hug and, you know, because we're all 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 has a lot to do with our home lives and our personal lives and it's something that, you know, it's not really a financial crisis if we look at some 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 brought us all closer together. Yeah, really good perspective and that is one of the silver linings that I think became obvious as more people started sharing stories and photos like the one you just described, as like we all get a lot more facetime with our families. I mean, I may, I know that you work not in the main office at a primum. I know you're in Pittsburgh 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 my wife and son a lot more now that I was, say, you know, a month and a half, two months ago, which is a really nice 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 out to are probably experiencing the same thing. So we're all I mean just let's set aside any of the anxiety that the situation produces and just focus on the immediate situation they're seeing themselves. Were experiencing ourselves a lot more, as you know, family members on a day to day basis, and so we can meet 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 a hug. 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 open with your thoughts or characteristics. When I say customer experience, words that mean? Do you add? Yeah, customer experience for me is really that when 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 promise isn't always explicit, but it's it's that the the truth in the delivery or service that you get from from a product or brand and you know, we can say things, you know, we can write words down, you can have words up on a wall, but customer experiences delivery on a promise that you make and you hold true too, and hopefully that customer experience is really good. 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 sort of 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 on a wall. To just go one step deeper there, you know, as this promise that you're making, you know the brand is making it and of course the people are making it. Give any like mechanisms or approaches or things that you've done over the years to make sure that your people are bringing it to life and honoring the promise that you're making in concept. Absolutely, you know, I think it's this continuous from the point of them having a need for something and you delivering it, and then once they it's delivered, it's then 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 got that promise, realize that value is, can you stay in front of them adding value? And so when we things that we do or things that how we think about it is that you always need to it always has to be on and it's one of those things. It's like take your iphone as an example. 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 red and it will shut off on you. So it's one of these things that you need to have this continuous and interconnected from the nose to the tail of that which is it is that you put in market and promise, and so making sure that you've got your energy, your focus on an empathy where they are in that that journey with you with your brand, because you know, as we know, things continue to change and you need, we need to understand where they are and then making sure that you're valuable where they are when they need you. So just really having that view, approach and service level to always, you know, keeping keeping that customers experience supercharged. Love it. Really simple analogy, but a really powerful one too, and I like 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 about your company specifically. You know, who are your customers and what do you solve for them? Absolutely so. A premo is a digital asset management and Work 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 asset management for customer experience? Think about one of our customers. The Home Depot is an example. Most folks know the Home Depot. Any piece of content that anybody has ever experienced to any touch point in the home depot experienced has it's from the point of its origination to...

...that touch point of experience of premot powers 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 to market, the budgeting, the workflow elements right, the how that content gets to market, making sure it's aligned to strategy and that you get the team 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 of your go to market teams stay aligned to get content it out in all these experience channels like your ecommerce platform, like they're amazing mobile device where I learned how to do read you all the plumbing in my kitchen. I reinstall the sink with the home depots content, very rich educational content, and then really that 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 education and, yeah, a premost really the underpinnings of that and delivery of the that content experience. Good job on your sink, by the way. I assume that it's all going well and what a cool thing to be able to easily 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 bowtie funnel, prior to the commitment to do business with the premo, where are you starting in an organized organization. I assume that. I assume that your sales and marketing folks are engaging probably multiple, multiple decision makers. I mean this is deep into the brand and deep into your customers business. So they're probably multiple decision makers. But kind of where's that conversation? Starting on the you know, by side, and then once it gets turned over to customer 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 customer you know, who are connecting with on on the side of Home Depot, for example, in the beginning, and then as the you know, as you 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 management capabilities and they're buying. To your point, an lots of folks. They're they're buying with consensus. So what we have to do is sell and or meet 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 use a lot of predictive demand analytics. We will go and research these organizations understand what 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, but what's interesting is marketing in some of these initiatives, like customer experience, cross other 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. They could be finance teams that are driving optimization from a cost standpoint. There could be a compelling event within a regulated industry, financial services or life science, that where 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 research and you're looking at functional areas and or rolls, they tend to have different titles 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 and then who's not active. Then we look at WHO's engaged with US and WHO's not engaged. And what we then begin to do, and it's, I'll call it the ultimate point of validation on are we doing a good job to engage this brand? Is, I call it, create extraordinary influence. So extraordinary influence within that organization to make sure that we are creating not just a one 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 got different motivators. They're, like I talked about, cross functionally. There's different reasons for them to want to solve a problem and if we are talking about how 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. So we really research heavily and we try to bring value and education and, no, empathize them and teach Taylor, take control. Is We use some of that 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 of where I want to go over the next fifteen, twenty minutes or so, starting with, I guess, customer experience or brand experience? who used brand promise as the differentiator, like as a premost differentiator? So you know you own 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 a differentiator needs to match your all all the the value at which the product inner service level in your organization needs to be so at a premo. Specifically, you know, we definitely consider ourselves and are, if you look at the analysts, Forester Gartner, out there with with forester, we are, you know, in the leaders way for three actual wave so they consider us the will call the top brand or the premium brand, and so what I'm challenged to do is say, HMM, so if we are the premium brand and our 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 premium right. 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 tesla verse, a lower end economical automotive option, you're going to get very different buying experiences and so I have to make sure that that matches. So you know 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... show them what it's like to want you become a customer, then it really starts, but show them early what it's like and, you know, tailoring their solutions, spending time getting to know their business. And we do that through, you know, various methods. But the idea is that we has to match and if there's a mismatch then you can't use experience to differentiate. And then you know, in some ways you know, the products that we do have can be left on differentiated because you know some of the technological capabilities are. You know, when you look at those what seven thousand mar tech tools out there, and if that 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 a fully 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 path and makes sense for them. Yeah, I really like this idea that you have 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 A premo brand is already set as a premium brand, you know, in multiple categories and you already have a high bar, and so I really appreciate your attention to that and I really like it. So we were privileged. I was privileged. Thank you again for the invitation to spend some time with you and 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, and one of the ways that happened was you're at the Pittsburgh airport and you saw an orange covered book called rehumanize Your Business. That was there. It is that was that was co authored by me and and my friend and now your friend, to Steve Passin Elli, when you first encountered that, because this, this is I think part of what you were you know, is you're trying to figure out how do I meet or exceed this premium experience? How do I make sure that I deliver on an individual level? I think there's a gap that this may be closed, but you and I have never spoken explicitly about you know, what was it when you saw it? What clicked for you around the the concept of of rehumanizing and video in particular, absolutely going. First of all, the title was Rehumanize Your Business and I was working before I had seen this, on this idea of humanizing a premo and what that meant. And and I think what we found out when I looked at 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 had everything to do with building relationships and connecting with with people, with the right individuals, finding the economic buyer, making sure that we were able to get them 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 was flying to San Francisco, actually Napa Valley and for a marketing event and I read it covered a cover and when I landed I picked up the phone and I called one of my colleagues I said, I've got our blueprint. You know, this was it just really spoke to me. But then, you know, there's all the things around what would take to change that. This really 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 in person? And it was one hundred percent...

...we were more valuable in person. So, you know, looked at and again, I love data, I like the the art and science. I like to consider myself like a whole brain marketer, and the data told me, plus the science said to me this sort of one to one seeing faces communicating. You we've been communicating for a 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 that take the human elements of us out, are only fifty years old. So if we could get the science working in our favor and literally make it so much easier to communicate, that was a no brainer for me to start going down that road, you know. And then it's turning the cameras on. You know, that was a whole thing too. There's you know, I feel like this new technology over the last fifty years has really distance, put so 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 my job as a marketer is to create connections and communicate, and if my job as a revenue generating marketer is to create pipeline and, you know, when opportunities with, you know, my sales team, then I have to figure out what are those ways, what are those new methods of communication to make it 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 rubber meets 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 a difference 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 some of our early conversation was again going to this art and science piece. There are things that can't be measured that are going on right you're not going to see it in your funnel metrics. When you communicate eye to eye, facetoface, you speak very specifically to one person, you speak to their needs, you demonstrate, you truly demonstrate, that you've done all the research it and you can, you know, meet them where they are, and so appreciating that some of that, you know it is going to eventually come out in the funnel metrics, but they're not going to be right there in your face and so you know this. There is a faith element at some level of like, I know this is the right thing and I just appreciate your vision around that. So something that came up when we were chatting, while we were together in person, was this idea, and I don't know if these were your words or the way I heard your words, but it's this idea that you know for years, I think, especially you know, in what Seth Golden would call the television industrial complex, where you know, you just get enough money behind something, you run a whole bunch of, you know, AD campaigns on television and imprint and whatever, the packaging product, packaging matches, and you just, you know, you put a dollar in and you get ten dollars in revenue out, and it was just this giant machine. And in that way, you know, the marketers, the writers, the designers would essentially define what the brand is, that you could just write it down and put a whole bunch of money behind it and that was the brand 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, define the brand interaction by interaction. So did...

...that trigger anything for you? Does that? You know, again, your team members define the brand, not your you know, copywriters. Exactly. Yeah, it's I've got a couple of Mantras for two thousand and twenty. One is that the new personal brand is a new company brand and the customer is the best marketer. And you know, with those Mantras, you know, the idea is that the in the interface point. And what somebody actually gets is they get Ashley, you know, in customer success, they get yours in our customer experience team. They get Eli as on the front end, str Bedr, and so when people think about the customer experience that a Primo delivers, it's not what the copywriters write, it's not the blog or the tone or the all that stuff that'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 bring to the table. Because, if you think about the product is the same regardless of who gets it. The difference now is that interface between the product and the customer, which is the person. And what we found is that the individuals who really think you know person first and you know, we know people buy from people, but by is really transactions as well. That transaction is with the service level. They're in the middle. Is Up to the individual, and so empowering them to be the brand is really what I want to do and I want to create a platform, a brain experience platform for every individual of my company to want to get up on to and bring their whole self to work everyday day and their own unique spin on it. But then a level of value that that you can only get if they bring their whole self to work every day. So giving them permission to be themselves and deliver as much value as possible. So it's I really think that, you know, humanizing the brand experience has to be a process of enablement and give permission 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 the way. Just we have to undo so many things that we put up between us and our customers, and so that's really this the process that we're going through 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 the acknowledgement that this is true. I mean what you said is absolutely true, but it's this fundamental shift, still from a practical standpoint, from, you know, 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 deliver the experience, and so this trust and confidence in permission is just such a great employee experience. And then, of course, that's the necessary precursor to a 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 little bit? I feel like you were right there on the doorstep and or you were talking about it without using that term, but that's something that stuck with me again from our time together earlier this year. Yeah, life flow is understanding. So we talked about workflow,...

...right, and we talked about work and you know, the process of our daytoday. But lifeflow really it embraces and it gets back to that giving permission. It's this this concept or term is that as knowledge workers. Right. So a lot of us are knowledge workers now and you know, some of the way we do work is going back to eras of commercial in business, you know, like factories, and when you think about the different eras of business, we are at it in a new era of knowledge work and you can't really, you know, clock in clock out like a factory worker would. You can't turn on the conveyor belts of 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 thing can work for you anytime, and that's good, that's bad. I do my 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 bring data 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. So lifeflow really gets down to it's a trust thing. It gets down to creating a culture in the organization and with your your customer experience that work can happen anytime, and then creating an environment with technology, with very well defined methods of communication and interaction. Right, so it's not just ad hoc, we do work whenever, but it's actually really well defined, structured boundaries on the agreement to do work. But it's not you. We will work during these hours 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 done and embrace the things that, in you know, in two thousand and twenty, are a reality for us, virtual work and working with teams that are from a third party and the idea that you know knowledge, work happens and you can physically see it happen. And but then also you've got to turn that off to right. It's the now. I'm turning off. Now I'm the father, now I'm the mother, now I'm the son, now I'm the husband, etc. You have to it's an agreement with yourself that says you 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 your best work, and sometimes some people's best work is knowledge workers. Again, need to go somewhere to get inspired. Going in on a hike, go in the woods, go stare at a body of water, go read a book. Know that that's worked too, and so it's really trust in getting work done, but then creating an environment culture around the individual, in the organization and agreements with customers. That that's the new method. Yeah, I really like that. I think again, there's a there's a strong permission element in there and a high level of self awareness. It requires a new skill set to manage this really well. It's interesting. My career spanned a little bit 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 past before, and so it's like I've been in this shift and it's been really interesting. In self awareness has been really critical. One quick follow up question there. Do you set out this is just for my own benefit and whoever else 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 the woods. And do you specifically when you set out on a ride or set out 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 bit of both, but haven't gotten really good at trying to solve a specific problem on a specific run. Are you in high level of intention there? Absolutely. Absolutely. I'm, like you said, selfaware. I know that I do my best work when in I I'm pretty sure that there's some physical attributes to this. My brain works better whenever I'm you know, I get my heart rate up to above a hundred forty, you know, beats per minute. Because what's happening scientifically? We're flushing, you know, waste products out 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 true weather 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 in the pool or solve this problem on the bike, and I will sit there and move through the problem solving or data analysis in my head and I find that it's this being in motion for me, you know, this footing, this forward movement, also allows me to get a very focal put a very narrow view on something that I need to focus on. I you cannot distract me. I can't get a phone call, I can't respond to email, I can't multitask. You know, when I'm on my bike and my hands are 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 of my 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 and I will sit there in either voice to text emails to myself or Jot some notes down, or I we use Microsoft teams and slack channels and things like that. There's Saturdays where I'm out on a long ride or run and I will drop notes to my team on you know, some some ideas, some breakthrough ideas, some thought starters for some podcast that we want to do or other content that we want to produce or, you know, the words we want to use. How do we again marketing? It's like me. We get creative with you know, link the linguistics of business and I find that I can find the right words to use to describe complex challenges or problems or products. Whenever that that sort of life flow opportunity it comes to me on the workout. Really good. I love you identified that problem because I know that I've lost I don't know if they were million dollar ideas, but I know that I've lost so many ideas for like for not having that discipline to stop it and capture it. So awesome. I'm really glad I asked that follow up and this has been awesome, but we're up against it. I want to honor our number one core value of relationships here by giving you the chance to to think someone who's had a positive impact on your life or your career. Oh absolutely, I would say somebody who, and I've known this individual for fifteen years. He's challenged me through various roles out of pream of the 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 and knew I was able to be challenged and pushed and you know, I think I let him know early on that I grow through struggle and so he's always trusted me, giving me just enough space to grow into and then, whenever he'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 as passionate about what I'm doing in my career if I didn't have that, that constant coaching challenge and then friend as part...

...of that. That's wonderful. It sounds like you're doing that with some of your team members as well, with kind of giving them space and and recognizing them for who they are and letting them 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? Sure other than bomb bomb, of course. Thank you for that. Yeah, it's been a really cool partnership. By the way, thank you so much for sharing, sharing the vision and allowing us to help you realize some of the ideas that you're already developing yourself. But I'll let you give another one besides Barbo? Yeah, no, another obviously, as CMO, there's a lot of technology in my text act that makes a difference. And another piece of tech that we use where there's the technology, but then there's the engagement with 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 personal relationship with at least twenty people at that company. There are at least twenty people at that company that I have met and we maintain a relationship, from the CEO to the CMO, Latin cone, and actually just had a coffee talk with her this morning before this, and then other individuals add that company, from their customer experienced team, their their field marketing team, their demand team. We where we have a great relationship and they are sharing some of their innovations with me, maybe even before they get to market, and I just 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 customer experienced 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'm not making this stuff up. It's real and I often walk the talk to so and try to emulate that back with my business. But yeah, I mean I couldn't do what I do without great partners like bombomb like six cents and others the long tail of of other tech companies who go above and beyond the transaction. I love it. I really appreciate your perspective. Obviously I love your balance of art and science. I love your view of a whole brain and obviously mind body as well, that it's all right there. So I 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 listening at this moment, they enjoyed it, because here we all are at the end of the conversation. How could folks follow up with you with a premo or anywhere else that you like to maybe send them? Sure, I would say Linkedin is my number one platform. So Ed Brialt on Linkedin and then, you know, a premo is, you know, a premocom and we're always pumping out great content on customer experience, but more with a with content centricity to it. Digital Transformation, work management. Were now talk about the future of work and you know, I think we're living in the future of work. 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 places and I'm all he's up for a great discussion. Super I'll linked that up at bombombcom podcast. Thank you again, ed, and thank you for listening to the customer experience podcast. Thank you, Ethan. Clear Communication, human connection, higher conversion. These are just some of the benefits of adding video to the messages you're sending every day. It's easy to do with just a little guidance, so pick up the official book rehumanize Your Business. How personal videos accelerate sales and improve customer experience. Learn more in order today at Bombombcom Book. 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 create and deliver a better experience for your customers. Continue Learning the latest strategies and tactics by subscribing right now in your favorite podcast player or visit Bombombcom podcast.

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