Mastering SaaS Marketing: SEO Strategies, Market Shifts, and Data Insights

Thank you. It’s a pleasure to be here. I appreciate the invitation and the chance to talk.

That’s a giant question. So let’s try and get through that answer quickly. What drew me to marketing was storytelling. The idea that you can take an experience, a belief, a concept, and share that, and it can turn into something. And really just became fascinated very early. With how people were telling stories and what that meant from whether you followed a sports league, whether you followed a particular company, whether you followed a particular celebrity or person, just kind of the narrative that went around it, and that really was the seed of what got me interested in all of this was how do you do that?
Why do you do that? What works? What doesn’t? Why are certain brands or certain people, why do they stand out? Why are they successful? Why are others not? And just began taking that apart at a very early age and as I went through school and learned more about what marketing really was, it just became something I was just incredibly fascinated with.

And. That really led directly to the whole idea of tech and SaaS and what drove me in that direction was the idea that you had this blank canvas that people didn’t understand, right? You didn’t have a nomenclature, you didn’t have a community, you didn’t have a Lingua Franca that allowed everybody to speak and understand the same thing.
It was all being invented. It was all being created in real time. And when you think about the complexity of that, and you think about how important that knowledge and understanding and that story is, it was sort of a perfect connection or a perfect extension of what I really enjoyed and just found fascinating.
It’s like, well, here it is. And it’s new every single day. And that was a long time ago. And it’s still new every single day today, which has been fascinating.

I think that the key in market shift is recognizing that it’s happening. And that seems very simplistic to say, but I think it’s very important where a lot of times an organization and individual technology, it will effectively be in denial. That something is, you know, it’s not happening or it’s changing, but it’s not going to impact me or us, or it’s not going to impact the technology.
And when you see the markets shift in such a dramatic way, and again, over decades, it sometimes they happen really fast and other times they don’t. And it’s recognizing that the belief system that you hold, the belief system that a market holds can be completely uprooted and it can happen very quickly.
So What are you watching? What are you listening to? What are you paying attention to that is informing those shifts at a macro level? I’m being able to understand that the transformations that are going to take place are going to take place, whether you’d like them or not. So it’s denial is a very difficult word because I don’t believe that that’s a hundred percent true, but you can’t.

Look away from or pretend it isn’t relevant to you, and it isn’t going to happen is, and you have to basically welcome the idea of transformation. You have to welcome the idea of evolution and recognize it’s going to happen, and you can’t be paranoid and seeking it out saying everything is going to completely disrupt or transform an industry or your job or your life.
But you do have to be aware that it is going, those things are happening and where are they and to just really understand kind of the pulse of how that all comes together and how that relates specifically to digital marketing is it’s very much the same thing, right? Evolving even today, it’s evolving in a speed that is outpacing anything and everything people are doing, right?
For years, it was, do you have an SEO strategy for years? It was, do you have a content strategy? Do you have a brand strategy? And now it’s very much a, well, what’s your AI strategy? How are you leveraging these new platforms and these new tools, not just to create content, but to inform and to educate, and there’s a lot of nuance in all of that, and it’s really just another one of those tectonic shifts of those tectonic transformations.
That companies and industries and people go through and I think that the key factor in being successful and successful, however you want to define successful, the key to that is just recognizing it, that it isn’t static and being open and welcoming, for lack of a better word of those changes. And what impact it will, it can potentially have because there’s some really cool things happening.
And the more you’re sort of open to and amenable to understanding those changes and embracing them and learning about them, the more successful, you know, I see myself, I see other people being when they’re, they really kind of take that mindset of. This is interesting. I want to, I want to know more about it.
I want to see where this is going to go rather than just pushing it away and saying, it doesn’t matter.

So for me the core of The strength of a brand is always in trust And in honesty, and those words get thrown around a lot, but what it really means is what are you trying to do? How are you doing it?
And how are you communicating that you’re doing it? And I think in technology, regardless of the subset of technology, if it’s SAS, if it’s cloud, if it’s FinTech, if it’s AI, if it’s generative AI, if it’s whatever, it doesn’t, doesn’t make any difference what it is. There’s a huge interest and desire to over promise.
Because technology can do anything. And when you work in any of these organizations, anything truly is possible because you’ve teams of incredibly gifted people and you can solve pretty much anything if you really want to write, nothing’s impossible. It’s just, okay, is it worth doing? It doesn’t make sense for us to do it.
And that’s a, you know, that’s kind of a superpower of the technology industry around the world, but it’s also one of its biggest downfalls. And the strength. And really my approach to building brands is to recognize that while anything is possible, you really have to focus on what it is that you can do.
What is the tangible benefit? What is the impact that you can make? And be honest and direct and straightforward about that and build the truth or the foundation of the brand and what is possible, not what can be, not what will be, but what is possible today? Because most people, at least in my experience, Most people are really interested in what’s new, right?
Anything new is exciting. It’s shiny. It’s cool. Everybody wants to know what that is. But at the end of the day, there’s a tangible problem they’re trying to solve. There’s a tangible opportunity they’re trying to pursue. What is it? How do you make that a reality, right? How do you make their lives easier?

How do you help empower their business? And if everything that you’re talking about is hype or concept or someday will be, it’s not really beneficial. So the strength of the brand really becomes beneficial. Rooted in what can you do? What are you delivering? What is that truth? And I think that’s really where the brand itself.
And then ultimately the presence of the brand in the market is anchored. And with so much noise and so much content and so much, I mean, so many opportunities for things to be created that becomes even more important. And I think we’re seeing now that. An approach to a brand is rooted in things that were true a very long time ago and that they’re being uncovered or rediscovered again, which is everything can move really, really quickly.
But at its core, what do you stand for? What are you about? What are you delivering? And that strength and that Consistency is really being sought out in a way now that, you know, it hasn’t been in the past decade or decade and a half. And I think that’s really, from my perspective, that’s one of the key approaches right now is just, you know, do what, say what you’re going to do, do it and continue to, you know, lather, rinse, repeat.

I think that goes back to a little bit to the prior question and it’s, it’s that truth and that clarity. So it’s very easy to go out and promise the world and then to over create expectations that can’t be met for any customer, whether it’s B2B or B2C, it doesn’t matter to just create expectations that can’t be met.
And. Balancing those relationships, balancing that brand, balancing acquisition is a function of reality. It’s a function of that truth. What are you delivering? What are you creating? What are you promising? And ultimately, you know, what are you holding yourself as a company and as a brand accountable to?
And the way that I look at that from a true balance perspective is to always hold all three of those in check. What is the brand about? What is the, what is the benefit to the customer? You know, what is their objective, their outcome, their challenge, and what is the benefit or the outcome or challenge to their customers?
Because it’s, there’s always one more step and recognizing that that additional step is there is I think the critical piece, because it really provides a nice set of broad, but very distinct guardrails that you do need to operate in. And I’ve seen lots of organizations and lots of brands sort of lose touch with themselves or lose touch with an opportunity because they lose track of that broader picture.

And it’s very easy to get distracted. It’s very easy to, you know, kind of get shiny object syndrome, but that balance is really recognizing that all of those pieces are in play at all times. And how do they stay aligned? And that’s tough. You’ve got to invest the time to do it, but it’s really critical to do it.

The one of the things that I love about technology is that you do always have an opportunity to introduce something that nobody’s thought of or nobody’s seen before, and at the time, they appear truly revolutionary. And somebody will say, well, no one will ever do that. I remember years ago, one of the big things I was fortunate to be a part of was introducing the idea of email management, where you would send an email for customer service and people would say, well, if anybody cares, if it’s an, if it’s an issue, they’ll call us.
And we’re like, Oh, they’re emailing you right now. Like this is already an issue. And it was something that was so logical. It made so much sense, but everybody wasn’t across that chasm yet. And when you enter, whenever you’re introducing a new product or service, you have to recognize where people are and understand that what the change is.
That’s coming. Isn’t always going to be easily accepted. It isn’t always going to be readily understood. But if your convictions are strong and you know that this is coming, the way to make it successful is to align it with where people are today. Or instead of saying, you know, imagine when, and that future is a completely disconnected reality.
Where they don’t have a foundation, they don’t have a construct to put themselves in. It’s sort of picking them up and asking them to move from here to here when there’s no connection. It’s very difficult for people to get their heads around that. And I think that for most organizations, you know, unless you’re spending billions and billions of dollars.
To drive awareness, you really have to connect with where people are and no matter how innovative, no matter how crazy new an opportunity is, you have to connect it to where people are and what they’re trying to accomplish. And the more comprehensive and complete that connection, the easier it is for people to understand why it benefit them, why it’s an opportunity they should learn about and.
From a marketing perspective, that’s really rang true throughout my career is just to say, what, where does it, what does it mean today? And how do you connect it to what you’re doing today? And in most instances, it’s a matter of really driving a new concept, a new technology, a new process directly into what happens today and saying, you know, what works, what doesn’t and identifying it with the extension or improvement of something that happens today.

Rather than something completely net new and forcing somebody to stand, you know, effectively in a new place and get their bearings, recognize their surroundings, and then understand how this new thing is going to benefit them when they don’t really even know where they are, right? Their context isn’t there.
And I think a foundation. Of a really well defined and understood instruction context is critical because without that it’s just an idea and that links back up to the prior question that you asked is, it’s just an idea and it’s just a promise that I don’t understand. And it’s more technology that’s promising the world, but I don’t know that it’s going to deliver and all of a sudden you’re trying to overcome that negativity bias that is very real and you really created that for yourself.
So that context becomes pretty critical.

Well, I think that when, when I look specifically at marketing, I don’t. View or really hyper focus on any one aspect or any one segment of it. I really try and look at it holistically. And the reason for that is that when you think about what marketing is, it isn’t any one thing. It’s a collection of lots of different things.
It’s a collection of lots of different aspects, technologies, concepts, storytelling, vehicles, resources. And when I specifically look at what we’re doing today at MassPay with payout orchestration and look at it as a truly global solution, The key is really to remain grounded in what it is and helping people understand what’s possible.
And I know a lot of these, a lot of the answers to your questions are sort of looping back to prior question, but it really, I mean, it’s sort of how I operate and how I see the world. We have to approach how we do marketing in a very direct and straightforward sense. Many organizations don’t know what payout orchestration is.
Many organizations don’t know why payout solutions can benefit them or how they can benefit them, or in some cases that they even exist. And so what that means for us is we have to, at our core, be sure that we’re speaking a language people understand. And I’ll give you a really, very tangible example of this.
Years ago, when cloud was becoming a thing, you’d sit in a meeting and somebody would say cloud 10 people around the table. Everybody would start saying cloud, cloud, cloud, cloud, cloud. And if you watched very closely, as people use that term, they were using it in completely different ways, people on the same team, people in the same company, using the same word and having almost opposite definitions of what it meant.
And it was very insightful for me to sort of, whenever I heard this, I would just stop and say, okay, hold on when you say this, what do you mean? And derail the conversation, derail the meeting to get everybody’s attention. definition and explanation of it. And what I saw every time I did this. Was it no matter who was sitting at the table, no matter how closely they were together, no matter how many how long they’ve worked together, known each other, the answers were always different.
Always. Nobody said it had the exact same answer. And it really left an impression on me because it. Forced me to realize that just because somebody is saying something that is commonly understood doesn’t mean that what they’re communicating or how it’s being communicated is actually commonly understood.
And when you look at payout orchestration, you know, fast forward to today, it’s very much the same concept when you’re saying that, what do you mean, what is payout orchestration? Why do companies search out these types of solutions? What is it doing? Why is it doing it? Why are they finding benefit? Why are they seeing an improvement in their operations as a result of this?

Now take all of that, right? That’s very foundational. So how do I approach SEO? How do I approach digital? How do I approach on marketing? Our holistic marketing strategy is very much in that way, which is what is it? What are the benefits? What are those outcomes? And that’s a very simplistic approach to it.
But whenever you’re talking about a new technology and new opportunities. I really find that that’s the best approach where it provides a level set that everybody can get around and understand and all of a sudden you can speak a common language. That has a pretty big impact on any organization because You’re helping everybody get to the same page.
And I think that’s the most important [00:19:00] thing I’ve learned in my career is that you have to get everybody on the same page, because no matter how much they tell you they’re on the same page, if there’s always variance and until you can get influence. Decision management support all on the same page and truly understanding exactly what it is.
You can’t move anything forward. And I think it’s why you see so many technology projects today met with scepticism or met with a lack of excitement because there was no real clear understanding of what the outcome was going to be. It meant something different to everybody. And what does that mean as a marketer?
What does that mean in marketing? It means that the responsibility is on the marketer to find that commonality, to find that. Language in that platform, that foundation that everybody can land on and work together to expand. And I just, I think that’s skipped too often today.

Well, it’s true globally, right?
I mean, that’s the kind of the last part of the question that you asked. It’s incredibly true globally because ignore language, it doesn’t matter. Just geography, different people in different places, in different time zones, in different cultures. Every single one of those people’s going to have a completely different understanding and expectation of whatever it is.
That is being discussed by default, everybody speaking the same language and everybody has a completely different understanding of what that means. And the more geographically diverse, the more geographically dispersed we become as a society, as a corporation. The more complicated that becomes and one of the things that I’ve really noticed in this and kind of to tie it again, looping back into all the questions is when you take the time to ask people, what, when you say this, what do you, what do you mean, help me understand exactly what you’re doing, because I want to be sure that I know where you are, what you want to accomplish.

Nobody ever says this is a stupid idea. Why are you asking me this? Nobody ever pushes back on that. Every, every single time I have this conversation, the first thing someone says is thank you. Thank you for being willing to invest the time to have that conversation to help us get to the same page so we can move this forward.
And that’s really important, right? That’s where that trust gets built. That’s where the strength and the foundation of promising and delivering, not over promising, comes in. And it really does. Truly become core to a brand into a product.

It’s, that’s a great question because. We’re inundated as, as marketers, as product people, as anybody in business, you’re inundated with data. There’s no shortage of it.
There will, there’s never going to be a shortage of it again. We’re going to drown in it forever and it’s really critical. So what I try very hard to do is to identify what are our desired outcomes? What are our KPIs? And then whether we’re looking, whether I’m looking at planning on a month, a quarter, you know, a half a year, a year, three years, five years, what are those KPIs and then what information, what data is going to be needed to inform that and to build a model of what really is important.
Like what, what do I need to pay attention to because you can go get 18, 000 data points on anything you want, anytime you want it, it’s crazy and you can look at it daily. You can look at it hourly and for some businesses. Date hourly matters for some businesses, daily matters. We’re very much a B2B SAS company.
We’re not really operating on a daily basis like that. So it’s a little bit longer term. So watching data and slightly bigger timeframes is feasible, but it’s understanding what are those pieces of data, what information does align with what those KPIs, what those outcomes are and why and how and connecting them and then making sure that those are being managed, but also the most important part.
That I see in this is and I really try hard to do this, and it’s not easy, and I’m not very good at it is what data points do I Don’t I need to pay attention to where it was important at a point in time, but it’s no longer important. And do I need to keep watching that? Do I need to keep paying attention to that?
Should that play a role in informing decisions and you get accustomed to seeing things you get accustomed to associating particular data points or particular pieces of information with different processes and different statuses, and it’s just there. So you just. It’s it stays, right? You’re just used to it.
It’s kind of comfortable for I don’t know how else to describe it, but really taking the time to step back and say, okay, does this still matter? Does this piece of data align with what it is that we’re trying to accomplish? And at its core, everything that we do is data driven. Everything that we do from a marketing standpoint, everything we do from a product standpoint, everything we do from a customer standpoint, everything we do to support their payees is all data driven.

And if we’re seeing. behaviours change, if we’re seeing support change, if we’re seeing inquiries change, the nature of the questions, the frequency, the volume, the tone, the speed with which transactions are executed. I mean, every one of those things is watched incredibly closely and is used to inform other decisions.
And we don’t really make decisions. Decisions without it, right? The parallel to that is what we capture in the conversations with our customers with what they’re learning from their, from their customers, from their payees, what we’re learning from our partners and using that to also inform everything because that’s really a lot less tangible.
Then, you know, system driven data, but it’s very important. So it’s really a combination of all of those different pieces that go into define how we make decisions and how we really evaluate and assess the, both a strategy and then ultimately it’s success.

From my perspective, looking purely at a marketing side, I’m really looking at two key things and I’m looking at the reach of our brand.
Meaning, are we getting in front of and are we getting to the people that are important to us and when we are in front of those people, are we providing information and resources that are actionable? So the first, the first part of that is very real in terms of data. You can measure all of it. It’s very easy to measure.
You know what? What is reach? What is engagement? All those things. All those standard things. It’s very straightforward. It’s much harder to measure the impact. Are we making a difference? Are we delivering on what we said we were going to deliver? And is it positively impacting our community? That’s very different in terms of capturing that data and really, really understanding it.
That’s where a lot of time goes is to make sure that we are delivering on that. But those are the two biggest KPIs that I follow because really, sorry, the sun’s moving as I’m talking, the, there’s a million other data points, right? There’s a million other things that as a SaaS company, as any technology company, you’re going to follow, but at the highest level, those are the most important things, because if we’re not engaging the right people and we’re not communicating and helping them do what they need to do and accomplish what they want to accomplish.

Professionally and personally is a big part of that. Everything else that we do doesn’t matter. It doesn’t make any difference. So I really try and stay focused on that higher level because if we’re focused there, everything else takes care of itself. And it doesn’t mean that it doesn’t matter. It doesn’t mean that there aren’t key metrics there, like time to revenue and all of these other things.
They’re all relevant, but at the highest level, what drives Whether we’re successful or not is, are we communicating and sharing with the right people? Are we communicating and sharing the right information that is actionable and that is improving who they are, what they do and how they do it. And if we are, everything’s going to take care of itself.

Sure. So the foundation of everything that we operate on is HubSpot and like most.
Early stage organizations. It’s a super powerful tool. There’s an incredible amount of technology, incredible amount of capability in the platform. So we rely a lot on that. We use a host of different SEO tools. I’m not, there isn’t one that I live and die by as I’m watching it. I use lots of them for different reasons.
The majority of the, I mean, really the tool that I use the most, it’s going to seem super silly about this in the tech stack is it’s actually email. And I, you’re laughing and it is because there’s enough foundational information for what we need available and how we have a HubSpot configured. And it’s not everything, but it doesn’t need to be, but to get that second part of the equation on the data, the impact that it’s having, that’s all communication, that’s all outreach.
That’s all engagement with individuals, with our partners, with our customers, with prospects to find out. Is it valuable? Is it not valuable? A ton of surveying and open, open ended conversations. And I really, I try and shy away from traditional survey tools because I found them to be very limiting and people don’t know how to use them.
Approach them. I don’t want to say in a haphazard manner because I don’t believe that that’s true, but it’s pretty damn close to true where they get it and they go, Oh, yeah, you know, I like these people. I like them. Let me I’ll just answer this really quickly. And so they just and then they hit submit and then you go back and talk to him and everything that you talk to them about is completely different than what was submitted in the survey.
And I’ve seen this over and over and over and over again. And one of the luxuries of being a smaller organization is that you can have those conversations and reaching out to people and just saying, Hey, help, what worked, what didn’t. This was what captured your interest. This is what was proposed. This is where you are.
Did that all line up? Did it not? And really getting a truly deep understanding of that person’s experience. And I just, there’s a million ways to do that, right? There’s a million survey tools. There’s a million different ways that you can capture. You can ask those questions. You can capture that data. And every time, every one of them I’ve used, they’re not bad tools.

Every one of them I’ve used. And then I go back and follow up with people and ask them the questions. It’s 180 degrees different. And I just sort of realized, let’s, let’s do this differently and really focus on what it is that we’re trying to accomplish and that’s that, you know, inform and educate because we do believe we’re establishing a completely new paradigm in the way that employees and contractors and people are paid.
And that’s, it’s very different. So what do we do? Well, we better make sure we’re really putting our finger on the pulse of it. Not what we think is the pulse, so that’s a very off answer for the tech stack on it, but it really is fundamentally straightforward and focused on more of the engagement in the outcome.
Now, that’s going to change dramatically as we continue to grow. There’s going to have to be much more sophisticated, much more comprehensive systems put in place. But right now, that’s really what has helped us sort of get from zero to one, if you will, in our growth and set us up to go on that next big, next big leap that we’re going to be taking the end of this year and early next year.

The biggest, the biggest core strategy hands down is, I mean, let me back that up. The core that we really strive to, that it’s most important for us as an organization, that’s most important for me is it’s content, plain and simple at its core, it’s content.
So what are we doing? What are we creating and how is it being used? And because we are approaching something that is net new, that content has to be informational, it has to be educational, and it has to be actionable. And I know this is, this is 101. I get it. It really is. But it’s super important because If it doesn’t help somebody do what we do, doesn’t help somebody.
It doesn’t help their business. It doesn’t help specific to masspay. It doesn’t help their payees. What are we doing? That’s not what we’re about. So it’s very singular in that way is what’s the impact we’re having. It doesn’t matter. Does it make our partners successful? Does it make our customers successful?
Does it make their payees lives better, easier? And if at the end of the day, we aren’t achieving those objectives. Then we’re doing something wrong. And how do you do that when you have a fundamentally new model of paying people that are now global, where you have more contractors coming in, you know, more ad hoc work being done than ever in a trend that’s not slowing down.
It’s accelerating faster than most people know. It’s fundamentally changing the way work is done. It’s changing the way companies are built all over the world. And if. We’re not going to be at the forefront of educating and informing about what that means and how you deal with it. The rest of it doesn’t matter
because
companies aren’t going to know what to do with it.

And that’s a very big point, right? That strategy is, I want to say to go back to content. It is simple, but it’s very, very complex because it ranges from what is payout orchestration. What does this even mean? What does this thing do to what are the tax implications of hiring contractors? What are the implications of seeking talent globally?
Instead of just where I’m located because I can work with anybody anywhere and I’ve never done this. How should I do that? Why should I do that? And those are the types of questions that we get asked the way beyond just what the technology is. And I really see if we’re going to continue to be a leader in the space, we’re going to have to continue to educate and inform in that way.
And I don’t, I don’t see another way to do that other than from that content side. I mean, that’s just part and parcel of what the requirement is for the market at this point in time. And that’ll change in three years or so, but right now that’s really, I mean, that is, that’s the game.

sure, so the top three channels for us are Search direct i’ll come back to that because that’s a big that’s a big thing and social And search because people are finding, they’re seeking solutions. They know that it’s an issue when you are working with contractors worldwide.
They know it’s an issue when you’re changing the way you hire and staff and how you find, and basically find and retain talent around the world. That’s all done. People are just searching for it. So what does search mean? Well, search means traditional search. It means video. It means audio. It goes back to that content piece, right?
People are using different tools to search in ways that they’ve. Haven’t before. So something like YouTube becomes just as important as Google in terms of finding something. TikTok becomes just as important because that’s where people go to search for things. And it’s amazing how many people say, Oh, I never use it in that way.
And then you ask them where they found something. And then they tell you that’s where they found it. It’s like, it’s ubiquitous. Everybody does it. They’re super. It’s super important in that way. On the direct side, something that’s really important for us is we, as an organization, are based upon partnership.
We are based upon collaboration. We don’t go to market without our partners. We don’t exist without our partners. And that’s all done via relationships. And what a huge channel for us is that direct channel, those direct relationships and making sure that we are engaging those and treating them with the respect and care and diligence that they deserve.
I think we do an excellent job of that, both as individuals and as an organization of recognizing that. How that Matt, why that matters for us, the impact that it has, but it’s also just in our culture, that’s how the company is structured. The last one really on social is just an extension of that direct where it’s using the platforms where people spend their time.

I mean, that’s really what it comes down to. I don’t. There’s not a lot of specificity yet for us in terms of subsegmenting that, like does a video outperform, audio outperform, a guide outperform, a checklist outperform an interview. They all do equally well. It’s a matter of when and where, and I think part of why it’s so I don’t want to say undefined, but why it isn’t as clearly defined is because we’re just so new as an organization.
And we’re still learning. We’re building those foundations that are showing where and how that works, but at its core, again, it all comes back to that content piece.

Absolutely.

Reading.

Oh man, that’s a great question. I’m going to steal that one. I really like that. The, I would say KPI updates. Because we’re so new and there’s so much variance in it. There’s a lot of, there’s a lot more analysis and development necessary as we evolve.

In and around technology, the thing that I’m paying the closest attention to right now is AI and video and both of them because they’re, they’re very different and not in the sense that you’re using AI to create video, but in the sense that AI is changing how people search, it’s changing what their expectations are and it’s creating a lot of concern and consternation about what you’re seeing.
And it’s the validity of that information and video, because it is a way to really cut through that there’s an, and I hate this word, but there isn’t another word for it. There’s an authenticity, there’s a reality, there’s a personal, personal connection to that video piece that really matters. And so those are the two things that I’m paying the most attention to right now, because independent of marketing, I think they’re fundamentally shifting and shaping what’s happening in markets today.

am. No, I am. I think there’s a tremendous amount of opportunity in it. And I don’t think, I don’t think we’re even scratching the surface.
Yeah. I mean, I really don’t. I think if you look at it in terms of traditional software releases, which is dangerous because it’s a vastly different beast,
but
we’re at like version 1. 0, maybe, maybe at 1. 0. And I think it’s, it’s fascinating to see where it’s going to go. It’s fascinating to see how it can empower people and companies and industries.
And I’m really looking forward to seeing how that’s all going to come, how it’s all going to play out.

Oh, that’s a good question. I don’t know what it was.

I do, but I don’t remember what the, what the last one was because it’s
so
this morning I used chat GPT.
And perplexity and anthropics clod because I was trying to triangulate the expectation of content. This was the good thing. It wasn’t one simple problem to the expectations and the changes of content and time on platform for different media types and specifically trying to understand. Is time spent reading, is time spent watching, is time spent listening changing dramatically as a result of AI, as a result of video, and what is the backlash of video for people who want Checklists and things that they can take and go do and use.
It’s like, I don’t want to sit and listen. I don’t want to sit and watch. I need the list. Give me the thing. And the balance of those and how that fight is playing out. And what, what, and why, when, and where people’s perceptions and expectations are changing.

Wasn’t one prompt was more, more in that way, but using those platforms.
And I use across all of them because everything’s good at something slightly different. I mean, at least what I’ve seen.

The weirdest place is also the coolest place. And it was a series of pieces of a sandwich. Spray painted onto a sidewalk or the edge of a street that led to a food truck. And they weren’t, they weren’t condensed. It was across multiple blocks. And you, every so many hundred feet, there’d be another piece of what was stacking equivalent of a sandwich.
And then at one of, you know, a hundred feet plus at the end of that was a sandwich food truck. And I thought that was just really innovative.

Well, I appreciate you having me and thank you very much. And if there’s ever a chance, anything else comes up, please reach out. Be happy to chat anytime.