Accountability in Experimentation
Riika Söderlund discusses staying accountable for intentional experimentation, how she invests in talent and why she dislikes the term “marketing strategy”.
[MUSIC]
>> Welcome to Pipeline Visionary.
I'm Ian Faizan, CEO of Casmin Studios.
Today, we are joined by a special guest, Rika.
How are you?
>> I'm good. Thank you, Ian.
Thank you for having me.
>> Excited to have you on the show.
We're going to chat Pipeline,
and chat Marketing,
all the cool stuff that you're doing at Catana,
and everything in between.
Today's show is brought to you by our friends.
As always, at Qualified,
you can go to Qualified.com to learn more.
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Rika, first question here.
What was your first job in marketing?
>> Oh, gosh. I don't know if this would even qualify as
a marketing job, but it was telesales,
or I guess telomearcating, you could call it,
selling, magazine subscriptions, cold calling.
My God, that was a harsh landing to the world of marketing.
>> That really is.
It is as tough as it gets.
Flash forward to today.
Tell us a little bit about your role, Katana.
>> Yes. I am currently the CMO at
Katana Cloud Inventory Management.
Looking after all things marketing,
pipeline generation,
obviously driving our growth and all that good stuff.
Let's get to our first segment,
the Trust Tree where we can go and feel honest and trusted,
and you can share those deepest,
darkest pipeline secrets.
Zoom now, what does Katana Cloud Inventory do,
and who are your customers?
>> Katana Cloud Inventory really solves the issue of how much
stock do you have and where is it?
If you think you're a product-centric company,
a branded product, you need to know what's in your inventory,
what's in your store, what's in your e-commerce store.
You have multiple places where you store your inventory and sell your inventory
You can't really track that with spreadsheets,
and unless you're a multi-billion dollar conglomerate,
you also can't really install any on-premise legacy software to do it.
So you need an agile cloud-based solution for it,
and that's what Katana does.
>> Yes. What are the types of companies that they also sell to?
>> Yes. The core audience for Katana is really the small business,
entrepreneurs and medium-sized businesses as well,
not the massive global companies really.
So it's the small bakery chain that's really focused on one state.
It's the cosmetics company that sells on Shopify products that they manufacture
It's those small businesses that are building their own products,
but it's very industry agnostic.
So it is from cosmetics, food and beverage, heavy machinery, auto parts,
like you name it, everything that you can think of.
>> Yes, and it seems like these type of companies now with this modern tech
stack,
they need this type of inventory solution they have.
Like you said, they have things like Shopify,
they have a bunch of other tools that y'all integrate with,
like WooCommerce or QuickBooks Online and all those things,
but they need this inventory management piece of it.
Who's the one who is the core buyer who's in that buying committee of Katana?
>> That's a good question because it's such an integral part of your tech stack
Like you said, you integrated your e-commerce store,
you can integrate it to your accounting, and you probably have to if you want
to keep
all those systems accurate in real time.
So often the buyer is actually the CEO, the CEO,
the founder of the business because it's not any one function that's
responsible for this.
It's the entire company that's built around that branded product.
So it's often very high up in the chain that the actual decision makers,
then the users of the product can vary depending on the business model.
That's of course an interesting challenge then for marketing.
>> What does your marketing work look like?
>> I have a fairly large marketing organization relative to the size of the
company,
we're now about 150 people and the marketing team is 15 people of that 150.
So it's your typical product marketing really focusing on the value proposition
positioning of the product, all that good stuff.
And then brand marketing that handles our content, design, PR,
just the awareness building and credibility building of Katana.
And then of course growth marketing, which I guess you can summarize as
pipeline and all that goes with it.
>> What's your marketing strategy to acquire all those different types of
companies
and all those different types of GOs and industries and use cases?
>> Yeah, yeah. God, I hate the word marketing strategy.
I do not know.
>> Don't we all?
>> In a marketing strategy, we have a company strategy and marketing is one of
the functions
within the company that executes that strategy. So our strategy is to go after
those SMB companies.
And the way that we do it is the company was really built on just capturing
existing demand,
very focused on search SEO optimization. But we're at a stage of our growth
where scaling does
require some demand generation as well. So I guess that's what you could call
is my marketing strategy,
inserting that more proactive brand and awareness building into our strategy so
that we can also
spark interest, not just capture existing interest.
>> Yeah, hitting that growth lever where people are, they're probably problem
aware,
but they're not sure if they're solution aware yet or even if there's something
that they need
to do. It's a much different mindset to convince someone why they need
something rather than
sell them the thing that they're looking for.
>> It's a very different process in many ways, which is one of the reasons why
I'm not a fan of
the word marketing strategy because it's not like a marketer comes in and
implements a strategy and
then everything works beautifully. It requires other functions within that
sales process to
actually implement either the same or an aligned strategy for it to actually
then work.
>> Yeah, and then zooming into the pipeline piece and how demand fits into that
How do you think about demand within marketing and in your growth function for
an SMB type audience?
>> For us, it's really capturing first and generating second. There's so much
market potential
in this space. Inventory management is an interesting space in the sense that
it's not very crowded.
There aren't that many solutions in the market. But then we really approach it
as a pipeline
building exercise. Marketing is a core function that drives revenue for Katana.
We're not an outbound sales led organization. Generating that demand through
marketing methods
is a core strategy for Katana. We try to approach it from multiple different
angles and honestly
just experimenting, seeing what works and what does give us that sufficient
pipeline to then
convert our revenue goals. >> Any other thoughts on strategy or
well company strategy or marketing pipeline stuff within that or buying
committee or any
sort of differences selling to your audience before you get to the next segment
>> Yeah, I think the key is really to keep in mind that it is that SMB audience
So the buying process is a little different from multiple angles than it would
be with a very
small company or with a larger enterprise. So that does define a lot of the
decision
side make or the choices Katana has made. Is that audience, that customer first
attitude?
>> Yeah, what's interesting for me, I mean, SMB is as categorized by the
small business administration is a pretty wide range. It's like the five person
company and I think
it's up to $15 million in revenue or I don't even know. But it's a pretty wide
group here and you mentioned on the higher end you have massive organizations
that have built
their own software or something on prem or something like that. But I feel like
there's a huge gap
between SMB and the enterprise there in that mid market. Just curious how you
think about your
ideal customer profile and the size of an organization of when it gets to be to
the point where someone
is of a certain size. >> Yeah, exactly. That's exactly why Katana was built
because when you grow
to that phase where you're let's say 10 people instead of just one or five
people, you start to
need software in order to actually be able to track your inventory. You can't
do it with pen and paper
spreadsheets anymore. But then there's so much room to grow and scale. So let's
say to
100, even 500 employees, you still don't really need a massive suite of tools.
I love the example of
Excel. You honestly only use 5%, 10% of all the functionality that it has. Kind
of the same with
inventory management. You can do a million things with the most robust software
out there. But do
you really need it at this point of your growth stage? Not so much. When you're
still in that small
or mid-market size, there's a dozen or so jobs that you have to get done. You
don't necessarily need
everything under the sun in order for your business to be able to grow. >> Yeah
, and I think that
there's just something about like a lot of these cloud native type coming, Cas
min's one of them,
that are 100% built in the cloud. Super agile, super fast and can do things
augmented with
technology that in a way allows you to, if software's not working, you just rip
it out and just put
in something else. And it's generally speaking not that big of a lift. And so
to add on a technology
to your tech stack, which isn't massive to begin with, is not super cost prohib
itive. >> Exactly.
And that's of course reflected in Katana pricing as well. So the price point is
also something
that's competitive and targeted to the SMB market. Again, it's almost strange
how quiet it is in
this particular niche of ours. >> Yeah. Under our next segment, the playbook,
where we open up that playbook and talk about the tactics that help you win.
What are your
three channels or tactics that are your uncutable budget items? >> Yeah. I
think the first one,
for me, is always content. I think it's so completely underestimated and people
throw money at the
program spend or the ad spend. But it does not matter if you don't have really
good content that
actually resonates with your target audience. If they don't care what you're
advertising, then
what's the point? You're just wasting money in the ad spend. So I think content
is definitely one
that I would never compromise on. A second one, I'm a B2B sales marketer. So
obviously,
I need to say LinkedIn. How could I ever do this without LinkedIn? And there
are multiple reasons
for it, not just targeting and the formats that they have. But the fact that
people are in the
mindset of buying software, buying tools for their business when they're on
LinkedIn,
it helps. It's a good channel. It just this. And the third one, and in many
ways, this is the first
one, people. Talent development, making sure that the team is room to grow when
we invest in their
skills and well-being. Without the team, none of the other stuff matters. It's
at the end,
people who then matter if you win or lose. >> On a zoom in on content here for
a second,
I love on your website that if you go to the Resources tab and you hover over
case studies, that you highlight in the same, your key color there, this lime
green,
it's the same thing for get a demo, and it's the same thing that lights up when
you hover.
Do you highlight little sections of the case studies? So how do you streamlines
the workflows
or effortlessly stays in stock? I feel like that's a nice touch. And I never
see anything like that.
But it really stands out. >> Thank you. It's the little things.
Like production value matters. That's exactly, you made my point beautifully.
That's exactly what I
mean. And really this matter what you do with your content, not just where you
promote it.
>> Well, and it seems like the way that you're investing in content is
obviously, you have
regular blog content, but you have a ton of different guides, and you have a
ton of different free
tools. I'm curious, how do you think about investing in content for the SMB
audience?
>> A lot of the investment is focused on acquisition as well. So making sure
that we are relevant
when someone is searching for us, so optimizing towards SEO. But then the way
that we approach
that investment, especially next year, will be a lot more funnel focused,
making sure we know
what content resonates in which part of the funnel, what sparks awareness, what
is that
consideration content you need, and how our customers are actually interacting
with the content,
not just in the purchase funnel, but also customer funnel. Another area that's
often
overlooked current customers go to the website as well. They read your content
as well. It does
play a role in full funnel, not just acquisition. >> Yeah, and so you mentioned
obviously SEO being
a key part of that. Outside of SEO, what types of things are you creating and
like, how do you
create stuff? Do you have like a roadmap? Do you have like content calendar and
that sort of stuff?
I mean, some of these guides, the ultimate inventory management guide, things
like this,
these are pretty weighty tones here with lots and lots of really good
information.
>> Yeah, exactly. This year has really been a year of experimentation for us.
So we've created
those. That's a good example of a really long format content. And we've created
short format
versions of it. We've tried guides, we've tried checklists, and the way that we
then evaluate what
content works or not is really based on what purpose was that piece of content
built for.
So to my point, is it built for building awareness, or is the purpose to
attract a person to the
website, or is it at the very end stages of the process that final piece where
customers are
already ready to convert to become a customer? That's how we then figure out
and determine what
content resonates at which part of the funnel? >> Any of the pieces of content
there that
particularly stand out to you as something that you were maybe surprised worked
so well or something
that works just really well in general. >> Trends and predictions always work
so well in all parts of
the funnel. I'm always thinking that it's only awareness building, but that's
just
from year after year, that's the piece of content that seems to resonate with
all audiences.
Everybody wants to know what's the next big thing, what's happening next year?
>> Yeah, I obviously cast be in, we make 65 plus different types of podcast
series. And so
when we're making them for our customers, one of the things that we always sort
of like talk
about is the what's next type segment or question or thing. And those are
really good spots where
you can pull a quote out. Because yeah, no matter what, we're all interested in
how people are
thinking about the next 12 months, 24 months, whatever it is. So anyway, that
you can lean in and
try to get people's predictions on that. We're all just guessing anyways, right
? And you have to
guess, right? You have to say, well, we all have imperfect information. So here
in how your peers
are doing, it is really important. >> But we do have some information. So we
drew our best to
package that to our customers, whether it's those peer insights, what are
similar companies to yours
doing, or whether it's based on some of our data, we have over 2 billion in
revenue flowing through
our platform annually. So that's a lot of SMB focused insights that Katana can
offer from
inventory management. >> I love any type of content that's that first party
data driven stuff as
like my favorite, because nobody else can do it. >> Exactly. That's how you
build a brand.
>> Yeah, exactly. What about, you mentioned your LinkedIn strategy being core.
What types of things are you doing on LinkedIn? >> We're doing all the things.
This too is an
experimental channel for us this year. So we've used it from lead generation
and
in mail campaigns to awareness building, really like awareness building with
awareness ads,
even that seems to work fairly well if you're really focused on what is it that
you're driving
to do in our case visits to the website, not leads, not conversions visits to
the website.
So it has multiple purposes and it's really then more a question of choosing.
What is it that you want to do? What is required? Because you can do it all.
>> Yeah, that's super fascinating. Do you find that because you're selling to
so many different
types of industries and so many different size organizations and verticals and
stuff like that,
that LinkedIn is great because it gives you a built-in business audience that
could be anyone.
I imagine you could cast an extremely wide net for your audience and that might
be either
really helpful or really hurtful on LinkedIn with targeting. >> Exactly. It's a
too-edged sword.
Yes and no. So it's definitely the fact that you can target different size of
businesses.
The titles are important for us, understanding the buying committee.
Like I said, who are the people actually buying? But it's then also the fact
that it's not too
wide, that you are actually fairly targeted and I can actually say that it's
that 10 person to
100 person company that's really our ICP that's the sweet spot. I can do that
very confidently on
LinkedIn compared to other channels. >> Well, it's interesting. I don't
know, in mid-marketed enterprises, everyone in LinkedIn is on LinkedIn all the
time. Maybe not
everyone developers are in or whatever. But generally speaking, senior leaders
are on LinkedIn a lot.
But I'm curious how many of more SMB type companies are spending a lot of time
on LinkedIn,
but especially in retail or vertical or something like that. So it's
interesting to hear you
spend a lot of time on LinkedIn like we all are. >> Yeah, exactly. I think it's
also something
that companies that grow do a lot. When you're growing, when you're trying to
figure out your
next steps, your next tech stack, you tend to spend time on LinkedIn and see
what your peers are
doing. So again, it comes to the mindset as well of what mindset people have
when they're on LinkedIn.
It works well for B2B marketers. >> Yeah, and I think you're just in a mindset
too where you're just
looking to pass some time or engage your brain or do something. It's a very
learn something, just find something new. You are in a receptive mindset, for
sure.
>> Yeah, exactly. It's the polar opposite of being called on your phone, where
you are probably
doing something else at that time. And the last thing that you want to do is
speak to another person.
>> Exactly. >> Okay, what about something that maybe you're not investing in or
something that's
your most cuttable budget item or something that's not working? >> Well, I
guess to the same point
of LinkedIn is working, Facebook isn't. I'm giving up on Facebook. It just
works for B2B lead generation.
I feel like every six months or so, I'm like, okay, now let's try again. I'm
sure they've now
improved something. And it never really works for cheap leads, sure, but for
actual business
conversions. Now, I'm giving up. >> Yeah, I just talk to so many people that
are just not on it anymore of a certain age and demographic of people. And I
think a lot of those
people are still on Instagram. >> True. >> But it's just not, it's like the
same case that we were
making earlier of like, when you're scrolling on Instagram, you're
intentionally not working.
>> Yeah, exactly. >> You're trying to escape.
>> As you log on to LinkedIn, you are working. You're not doing that for fun.
>> Exactly. So for me, it's definitely that Facebook, not investing in it next
year.
>> What about experiments? What's your in your experimental budget? What's your
like,
the 10% that you have set aside for crazy stuff? >> Yeah. We did a lot of that
this year. So for
2024, I'm not setting a separate experimental budget just because the whole
purpose of having
an experimental budget is to improve your results, improve your conversions or
improve your LTV
CAC. And I feel that those experiments have to fit in within those, the
framework that we have
in general. I don't need to exclude it from, for example, our LTV calculations,
which I guess is the
reason why you would have it separate. So you can be smart and say, oh, this
doesn't count.
It doesn't matter if we fail there. I think it matters. I think even
experiments have to be
intentional and they have to private results. And I want me and my team to be
accountable
for what experiments we do. So it's hidden in the budget. It's there, but it's
not it's separate.
Line item. >> Any experiments that you ran in the past that were surprising or
interesting?
>> We've done a lot of experimentation with audiences this year, just trying to
understand
what audiences resonate with our message and what don't because we're industry
agnostic. It's
kind of you can't really personalize to every single audience and industry. So
that's been one
that's been interesting. We've done a lot of experimentation with AI, generated
AI,
especially seeing what we can and what we can't use it for, understanding that.
So that's something
that again, I wouldn't put it in my experimental budget anymore because now I
know. So it's a part
of the tech stack now, the parts that actually did work. So things like that.
>> Yeah.
How do you view your website? >> Oh my god. Right now, not viewing it at all,
or maybe we're exploding it, redoing it. >> Oh my god.
>> The most overlooked assets always, always for B2B, SaaS marketers. I don't
really understand
why that is because it's the most important touch point that you have. Every
single prospect
and customer goes to the website. It's the part that you should be investing
the most, not the least.
>> Yeah, I could not agree more. And I don't really get it either. It's just
like how your website works
is probably how your product works. It's kind of that simple. It's like, if you
don't invest in it
a lot, how are they ever going to think that your product is any better? >>
Exactly. It's brand,
it's conversion. We literally would not have a business if there was no website
. It's not like
you can walk into a store and purchase Katana software. It's the website. So it
's by far our
most valuable marketing asset. >> How do you measure success? >> Revenue.
I have a gazillion other marketing KPIs, of course, but at the end of the day,
if we're not
driving revenue, then it doesn't matter. I am not a fan of measuring leads or M
QLs or,
honestly, revenue is the only metric that tells you, did you generate pipeline?
Did you reach the right audience? Is your value proposition correct? And is
your brand
resonating with that target audience? It's the only one that combines all the
aspects of marketing.
>> Are there any leading indicators to revenue or things that you find are
particularly helpful
or useful? >> Yeah. Well, obviously, yes. From a pipeline perspective, we tend
to look at SQLs
of qualified sales, qualified leads. That's really the metric where I feel most
comfortable.
I'm, I guess, not if MQLs, it's easy to generate cheap leads. But the match
with the audience is
really a key focus for me, that it's not just volume. It's also quality. SQL is
the best leading
indicator then. >> What big trends do you think are coming? >> I mentioned AI
already. I actually
don't think that's a huge trend for marketers next year. I think it was this
year. I think every
smart marketer did a lot of things with AI this year, learned a lot, and is now
perhaps not looking
to over invest next year. I think 25 will be a more interesting year for
marketers in terms of AI.
When the design aspect and generative design is also a bit further along. Right
now, it's more
useful in the copy and editing front. So that's definitely one thing that will
keep an eye on,
but not necessarily looking to invest heavily in. >> Yeah, it's an interesting,
interesting point. I haven't heard that, but I like it because I'm kind of in a
little bit of
wait and see mode. I'm kind of ready for all the tools that we're using now to
sort of like take
the next step of whatever that is. Because I feel like we, by no means, are
experts in them. But
kind of know what you got right now when it comes to specifically AI as it
relates to marketing.
And so many companies are putting AI into their product and it's sort of like
very early.
I saw something super funny. This is totally random. But there was this like
car dealership
that their chat and it said like powered by chat GPT. And the person screenshot
it. It was like,
why pay for chat GPT? And was asking the bot on the website. All these like
basically just treating
it like chat GPT. And just like their personal chat GPT is just asking it all
this stuff. And
I was like, that's hilarious. And I feel like. >> So if you're measuring your
marketing with
revenue, doing things like that, probably don't unlock a lot of incremental
value in 24. I think
we've kind of we're at a point where we know how much value we actually get
from AI tools. And
it's not going to exponentially change in the marketing realm next year. That's
my prediction
for next year. >> I like it. I think that's a really sound
sound thing. And I think also why I think that's pretty interesting for me is
AI is moving so fast
and we have no idea what's going to happen with it. And so it's like, yeah,
there's a possibility
that in three months there's some massive thing that happens or drops or comes
out and it's sort
of changed it. But like we can't predict that. But like I mean, like I said,
like we're using a
bunch of AI tools and we've kind of we've actually been using AI tools for a
little while and like
you know, they do what they do and we're getting proficient with them. But
beyond that, it's like
I kind of feel the same way. Cool. Fun prediction. You mentioned just team, you
know, as one of your
three channels and tactics. Obviously, you know, really it's the number one of
all is team.
Curious, what are you doing to make your team better? How do you invest in them
Yeah, I think it's a combination of kind of understanding the individual growth
goals and what
their motivations and aspirations are and building on top of that. And then
combining that with
company goals and company objectives that you need to, for example, do upsk
illing with the team,
making sure that they have the right skills and tools, they're disposal. So
when you can actually
combine those aspects, that's the sweet spot. So it's both skills training, but
then also just
connecting that with their personal aspirations. All right, let's get to the
dust up where we
talk about healthy tension, whether that's with your board, your sales teams,
your competitors,
or anyone else. Have you ever had a memorable dust up in your career? I love
this question,
because I'm such a normally such a calm person and I never ever get emotional
in meetings,
except once. It has happened once in my life. It was almost 10 years ago, and I
just lost it
in a meeting with my CEO, my then CEO, and our advertising agency. It was a
meeting about
building our first e-commerce store. It was a D2C brand, and the brand didn't
have any e-commerce
presence, and the ad agency wanted to build the most flashy and experimental
site that was completely
unusable. I was the head of digital for the brand at the time, and I just, I
could not get them
both the CEO and the agency to understand that that's not the way you do e-
commerce.
And it wasn't. I was right, but I wasn't able to convince them, and we built
that stupid site
anyway. So, obviously, the learning for me was that I need to get better at the
in-journal
communication and influencing opinions and people, and that's hard. It doesn't
always,
it's not enough that you're right. That doesn't guarantee that the company
makes good decisions.
You also have to make other people understand your point of view. So, that was
definitely a learning
experience. I love it. All right, let's get to our final segment here. Quick
hints. These are quick
questions and quick answers, just like how quickly qualified helps companies
generate pipeline
quickly. A lot of cues. So, you can go to qualified.com to learn how you can
tap into your greatest
asset, your website, to identify your most valuable visitors and instantly
start sales
conversations. Quick and easy, just like these questions, go to qualified.com.
You can talk to
someone right now. Go speak to someone on qualified team. You can buy it in the
next 20 minutes.
It's not quite, but pretty much. Quick hits. Rika, are you ready? I'm ready.
Shoot.
Number one, what's a hidden talent or skill that's not on your resume?
Mm. Writing. I'm a writer. Literally, that was my training. I trained to be a
journalist. So,
I do write quite a bit still, but it's not on my resume anymore. It used to be.
It used to be a
copywriter. That was how I started. That's fun. So, how do you view writing now
, now that you're
a CMO? And I'm sure editing a lot more than you're writing. Yes, and honestly,
not even doing that
that much. As a CMO, I spent most of my time with spreadsheets, not writing or
design or
anything fun. It's more about numbers than anything else. To me, writing is my
creative craft. I wish
I was a painter or did music or something. To me, it's like, I love a blank
page. That's where my
creativity then comes to life. I love that. That's awesome. Do you have a
favorite book or podcast or
TV show that you'd recommend? Yeah, I'm not really loyal to any one show or
podcast or book. I jump
around. Currently, I'm listening to a lot of sales podcasts. I think every
marketer should listen to
sales podcasts as well. So, it really understands what's going on there. I
could not agree more.
I just listened to a show the other day, a product podcast because I was trying
to get more
product information. And that stuff is so helpful as a marketer. There's a
great
post by Emily Kramer from MKT1 where she talks about how marketing teams are
actually more like
product teams than they are like sales teams. I find that extremely fascinating
. Interesting.
I need to check that out. Yeah. Yeah. Shout out to Emily. Favorite non-market
ing hobby that
indirectly makes you a better marketer? Exercise. I go to cycling classes and
when your heart rate
is like at 95%, that's like when you get your best ideas. I swear that's when
you get your best
ideas. The trick is then you need to remember them after the class and that's
the hard part.
If you weren't in marketing or business at all, what do you think you'd be
doing?
I would be a kindergarten teacher. For sure. I would spend my days with
toddlers. I love kids.
They're so good. Because I spent my days with influencing perceptions and how
people
see products or propositions. I would just love to be in a very straightforward
relationship.
That's easiest with a four-year-old. They're the best. I have a two and a half-
year-old.
It's just so fun. All of we went to a birthday party the other day and all the
kids are just so
fun. What is your best advice for a first-time CMO?
I guess it's reflecting to my desktop story. Understand the internal dynamics
of the company.
Understand who is there and why they are doing what they're doing. Because only
then you can
plug marketing into that bigger picture and then it starts to make sense and
you can get your voice
heard as well. Matters much much less if you're doing the exact right things,
matters more.
Who are you doing them with and why? Rika, it has been absolutely wonderful
having you on the
show today. Any final thoughts? Anything to plug? Thank you. It's been fun.
Thank you for having me.
I guess it's such a great time to be a marketer. Honestly, 2024 is probably
going to be one of the
most exciting years with all things that are happening with technology and
seeing what's going
to happen with AI and injecting brand and creativity into that to actually get
your
voice heard and message across. It's just the best time to be a marketer.
Yeah, I couldn't agree more. I'm super excited. I think that there's so many
tools, there's so
many things. Obviously, there's a lot going on, but it just allows you to pick
your lane and pick
and choose how you want to build your team and all that stuff. There's no right
way to do it.
And yeah, it's exciting. If you're a marketer that works in apparel or
cosmetics or electronics or
food and beverage and you need to figure out your inventory solution, go to k
atanamarp.com
to learn more. Well, Rika, it's been wonderful. Thanks again, and we'll talk
soon.
Thank you, Ian.