Endless Aisle Podcast
The Endless Aisle Podcast takes an inside look at the world of retail from the people living and breathing it every day. You’ll hear from brand leaders, innovators on the tech side, store associates, and more. Endless Aisle is presented by NewStore.
Endless Aisle Podcast
Casey Drake, Endear
Casey Drake is the VP, Sales at Endear, a company focused on helping retail brands drive sales in-store and online through clienteling.
On this episode of the Unsolved podcast, I speak to Casey Drake, the VP of sales at Endear. Casey and I have known each other for a long time, so we sat down to talk about all things retail and clientelent. Let's roll. Hey, Casey. How are you, man?
Speaker B:Hey, how's it going, Marcus?
Speaker A:Good, good. Yeah. Usually we reserve our chats for Brooklyn at the lead summit or NRF or shop talk or wherever we are, but we're doing this today on a podcast on the endless aisle. So thank you for coming on. How's things been? What have you been up to?
Speaker B:Yeah, things have been good. The running joke. I have this joke with both, like, you and, like, there's a couple other people on your team that it's like, I haven't really been to a conference until I've seen Marcus, until I've seen Rachel, you know, the. The host of me or the whole squad on that side. So it is always great to catch up with you guys.
Speaker A:Yeah, we joke. We joked about that with Noah, um, on the lead, too, and in terms of seeing each other there, and that's how we. That's how we met. I know our teams have been talking and doing a lot of work with, uh, with customers and prospects and things like that, but, um, yeah, it's always good to see friends in the industry at different shows and then connecting, you know, offline, although online. I mean, we're. We're on a Zoom meeting right now and recording this, but, um. Yeah, it's good to have you, man. So, you know, the topic. Topic of the day is client telling. Um, it's a hot topic in the industry. It's one that, uh, our prospects customers are talking about. That's top of mind, and I know that that's your world and what you live in. So, um, yeah, first, can you introduce yourself? Um, your title company, um, give a little background, and then we'll dig right in.
Speaker B:Yeah, for sure. So I work for Indir. We are. I say client telling because it is what a lot of people in this space would think of when they think of what we do. But I think it kind of sells short a little bit. What we do, we're really, like, a true retail CRM is what we and client telling being one of the features of that retail CRM, amongst the other things you can do in there. And I'm the vp of sales for endear. I would say myself, personally, I, like, ever since I got out of college, I knew I wanted to sort of, like, not be stuck in these, you know, stuffy offices. I've always been big on the, like, I never, my phrase was always, I never want to work at a job where my boss, like, my boss's boss doesn't know me. Like, I always want to be at a job where, like, my boss's boss's boss knows who I am. At least they know my name. And, like, if they saw me, they, they, they don't need to be worried about my work, necessarily. But, like, know me is all I want to be in that kind of environment always. And so I, you know, started at a couple of their software jobs, but once I landed at Endear, it was like this match made in heaven. And the reason I love it is because, and it kind of blends into what client telling is. And kind of what I view client telling is, is in dear I, client telling is just sales. In my mind, it is like sales, but it's this fancy word. We've given sales in retail, but it's all the motions that we call sales in every other industry. So what I get to do at endear is just, like, teach retail brands how to do what I have to do anyway. So it's like, I get to both. I get the two birds 1 st effect. I get to learn about what I need to do to do my job. And it also helps my clients because I tell them new email techniques and because what works in my world also tends to work in their world.
Speaker A:Robert, I do find that in the, like, retail space, and we've been in it for a while, is we throw a lot of, like, buzzwords and complicate very easy things, like, you know, client telling. It's just sales. Right. Um, and it takes on a whole life of its own. That's how you end up with content on different trade shows or conferences. And, you know, it's like, okay, so how are people leveraging AI to do stuff? It's probably sales, you know, and automating certain things. But, yeah, there is this, like, over complication of terminologies and jargon and things, things that when you really distill it down, it's just sales.
Speaker B:Simply, I have a good one for you that I've been beating the drum against recently, which is, I think there's my explanation for that. I think retail is probably one of the most creative industries out there, so people love coming up with their terms and their buzzwords and what have you. So I think that definitely has something to do with it. But one of the ones that I've been hating on recently and this is a very hot take for somebody in the client telling space is personalization. Because I think what personalization is, it does exactly what you're saying. It takes this, like, very simple concept of building a relationship with someone, and it makes it this whole complex beast of, you need to know their birthday and their husband's birthday and their pets names and all these things about them to build a relationship with them when, like, that just ends up making you feel forced. Like, in our world, I'm sure you get like, cold sales emails all the time. And isn't it so weird when you see somebody be like, I don't know where you went to school, but they'll be like, hey, like, go, you know, for me, I went to Gettysburg. So they'll be like, go, bullets. Like, and I'm like, what? That's a weird detail that you threw in there. That just tells me you looked on my LinkedIn profile. Like, come on, man.
Speaker A:Oh, I get those all the time and usually forward them to my BDR team and say, hey, let's, let's not do this.
Speaker B:Let's not do this one.
Speaker A:Yep.
Speaker B:Bad examples.
Speaker A:It's funny you mentioned, like, the alma mater thing, because I had one.
Speaker B:They always go for that one.
Speaker A:They always do. And it was like, you know, hey, you went to Aswego. You must have made lifelong friends. By the way, we're selling this marketing software to help you do this. Is this a problem? And I'm like, dope. I talked to our team and I was like, you know, there's a few things here. One, if they went to my college, then that would be a common connection and a thread. And I've taken sales calls from people that have gone to, to my school. Um, but also, like, if you're going to bring that up, like, okay, so what about it? You know, if someone went to Gettysburg, they went to Oswego or something. Okay. Um, well, did you, did you know what I studied? Do you know that I played soccer? Did you do any research or is it just a surface level stuff? And as it relates to client selling, uh, and retail and in that space, or personalization, okay, sure. You can pick up something and try and find a common thread there, or you can really dig in and say, okay, so, you know, and I, and this probably goes into a little bit.
Speaker B:I'll push back against you a little bit there. So here's what I actually think.
Speaker A:So.
Speaker B:And I think in my world, in the b two b world, somebody selling new stores, somebody selling in deer, it makes sense. To go do that extra layer of research to dig deeper into you because you're trying to make this big sale, you have this big payoff. There's a bottom of the funnel. We need to get that closed. One deal. Right. That's not the world we live in, in retail.
Speaker A:Right.
Speaker B:That's why personalization doesn't make sense. It would never is going to pay off for me to know as much as I would actually need to know to make personalization work. In my mind, what matters, and the key that I've been pushing on everybody is relevance. It's timing. It is about hitting them when it makes sense for them. So, like, I have this concept I talk about with people called the retail sales cycle. I made a YouTube video about this, actually. And, like, the whole idea is just that it's not a funnel. As soon as we stop thinking about it, like a funnel where our life's going to get so much easier when we realize it's just about keeping them going through this cycle and making sure we know where they're at in that cycle, because that's what's going to make our messaging relevant.
Speaker A:Yeah, exactly. That was what I was trying to come around to, is how that relates on the sales floor is a little bit different. If you walk in, if I walk into any type of brand, and I've shopped with them before, someone's trying to work with me and they know that I'm a loyal customer, it probably, depending on the brand, it probably makes sense to understand a little bit more about, okay, you have kids, so I've seen you've bought kids clothing before, or you bought something for my wife, or your wife, whatever that is. It's not the, oh, where'd you go to school using it.
Speaker B:Yeah. It's.
Speaker A:What's your. Yeah, what's the relationship with the brand? And then how can I leverage some of those simple points to bring that person along in that life cycle, like you said.
Speaker B:Yeah, totally. I want to be clear. It's not a bad thing to know these things, right? It's a bad thing to have your business strategy be built around knowing these things.
Speaker A:Yeah, I was talking about.
Speaker B:You know what I mean?
Speaker A:Yeah. So Matthias, our producer for the show, was with me. We went to go visit a store, and we were talking with one of the store manager, and he was saying, like, you know, and he was talking about clienteling, and he had worked at Saks and Bloomingdale, so very higher clientele, bigger spend, much more leverage.
Speaker B:Exactly.
Speaker A:And he was like, there was a client that I had who hated black and the note wasn't logged. And so one of my sales team members had gone in and started fitting them for this wedding and giving them black. And he was like, it was a disaster. Right. And so it's those little, little tiny things, um, that actually make all the difference. So, um, you know, we've kind of broke it down, talked a little bit about it. But how do you define clientele?
Speaker B:Yeah, so I define it again as like, to, to get a little bit more specific than just say it's sales. It is building that relationship with the customer to a point where, like, they feel loyalty to you. And it's not like brands are maybe going to hate to hear this. It's not loyalty to the brand, it's loyalty to that person. And then, like, it's up to that brand to keep that person happy and, like, working there. And like, that is really true. Client telling is building loyalty between those two people in my mind. And, like, I think, again, the way that that's done is like, through, I think, the way it has to be done, I should say, in the modern retail world. Like, I think at Saks, again, back in the, I always tell this story of, do you know the show marvelous Miss Maisel?
Speaker A:Yeah. Yeah.
Speaker B:So in the very beginning of that show, if you remember, she plays this like, she's like this fifties sort of housewife character, and she goes and works at one of these department stores. And those ladies are hustlers. They are true salespeople. They're like your salesperson. Salesperson. They know all their, everything about their, they have their rolodexes and everything. That's just not the, the retail world we live in today. Right. So that's where like the, what we really push and talk about as clientele and dear, it's the system, it's a process, it's what we set up in all these, like, sales worlds where like, I have a system where if I see somebody, you know, is going to NRF, I'm going to ping them with this email and this message and I have reminder set and all of this. And it's sort of teaching brands how to get that philosophy and process set up at a store because otherwise you're just like leaving it up to foot traffic.
Speaker A:Yeah. Do you find, I mean, I think I know the answer, but I'd like to hear from you, is client telling applicable for every brand?
Speaker B:I would say no. I think you certainly have to be at a certain, I used to say price point. I'm going to say I've changed that recently to be like, thoughtful purchase decision. Right? Like, I need to be thinking about the decision. And it's not just, it's not for. I love target. It's not target. Right. I buy things at Target because I walk in and I see them. It's not that kind of sale. It's like, I thought about this, right? I think that's the brand it works for simply because, like, just, again, it's the economics of time and effort. That client telling takes time and effort. It's a person, a human, stepping in to do a little bit of a task and a job for you, and it needs to pay off if it's going to your end goal. Can't be a $10 sale. It's got to be a little bit of something more than that.
Speaker A:Yeah. What are some of the trends in things either related to clientelling and personalization, whether you like the word or not, that you've sort of seen in your worlds over the last 612 months?
Speaker B:I mean, I think the biggest one everybody knows is AI. Right? So we mentioned it earlier. I think this is a classic. It ties right into what we were talking about with the alumni sort of messaging in the sales emails, because I think what's happening there is they're using some kind of AI bot that I've seen these, that they just scrape that LinkedIn profile quick, draft up a little sentence and then send it off. Issue there is, there's no human intervention. So the way that we've approached AI at endear is sort of just helping AI help that person. So it's like, hey, here's a person and here's a good message to send them. Your associate just has to say yes. Basically, we're not going to send it because what we found is the AI is never going to be perfect. I think a lot of people have seen this. You need that human intervention piece. But I think that's the biggest thing with personalization that's going to make it be possible, because the longer those AI bots are able to learn about that customer, the more real personalization can happen. I talk to brands all the time and they'll always say, and I'll push people on this, too. They'll be like, yeah. So my associates are going to go to the customer's profile, they're going to look through their last year of order history, they're going to make them a lookbook, and then they're going to send them this template that I drafted and I will be like, I need an honest answer from you. How many times do you think, let's say a, how many times do you think your associates will really do that? And b, even if they do that, how many times can they do it in a day? And like you need x percent of those to convert for it to be worth it. When we start doing the math it's like that doesn't make sense. But if an AI bot could just do all that for me in 30 seconds and then be like, here's a good message. Now it starts to make sense.
Speaker A:Yeah. Um, you know you, you mentioned like a use case, Sarah, where you push back, you know, how much enablement, you know, post adoption of, of some clientele and tech, whether it's endear or otherwise, um, do you think is required, whether it's around training, coaching, um, things like that for it to be effective.
Speaker B:I'm going to be honest here, and this is not in my best interest as a person selling this product. To say this a lot, I think it is a constant thing that you need to be on top of because it is your, it's like your, like what do you, do you guys use, I'm assuming you guys use salesforce for your CRM. Yeah, it is, it is Salesforce for that brand. Like Salesforce is something everybody at your company is on top of and sort of has their hands in in some way every single day and some piece of it and deere at its operating its highest level is like that for the brands we work in where marketing teams might be coming in and making lookbooks and templates, not for marketing to send because they have their other platform to do that, their klaviyos or whatnot, but for the associates to send creating campaigns for the associates to send out. But what's constantly changing is like the initiative and the, you know, we're a b testing this and we're trying out that it's never going to be a set it and forget it sort of system. So I really do think that it's a constant thing that you need a, a director who is in charge of it, at least in the best, operating the ones that are using in dear, in the best ways. I certainly have brands that don't that kind of set it and forget it. But I wouldn't call them the best, the best users.
Speaker A:What, not to disparage any brands, but.
Speaker B:I don't say name. No, but we've got enough that I could throw some shade.
Speaker A:What is it the brands get wrong? Is it the training and actual execution of it or. Yeah. What are some of the common pitfalls or misses or missed opportunities, rather?
Speaker B:I think the biggest pitfall is that they. I don't think they do that math that I just took you through. Yeah, I think that they set up a system and they have this plan in their mind of, like, what I call pure play client telling, which is, you know, one to one messaging, and they don't think about ways that they could include some of these other really popular, like, sales triggers. Like, instead of having my team send a thank you, why not? If that thank you is going to be the same template every time, and if you and I will both agree that your team's not actually going in and personalizing that, and what does that even really mean? Let's just trigger that thank you to go out and then let's spend your time on a different message. So you could be sending so much more if you take time to just think about the process and set it up. Where a lot of brands are like Clientele's manual, I give the app to my team and they like, basically they rely on a really good user to pick it up and use it rather than putting a almost foolproof system in place where it's like the best users. This is why I say it to people within Deere, and if you set it up the way that we will take you through setting it up, what's going to happen is your best users, no matter what app, or even if you don't give them an app to clientele, your best clientelers are always going to be your best. They have this gene and this thing in their brain that just makes them be the best at that piece of the job, whether you give them an app or not. What we're going to do is we're going to bring all these people down here that aren't so great at client telling, at least halfway up to their level, and we're not going to stop them from doing better, but we're going to make sure everybody is at this level. And that's where we're going to focus, is getting everybody up here, because that's going to have a bigger effect than just helping those stars exceed even more.
Speaker A:Do you find that the store teams gravitate towards what's working for one of those stars? Like, is there an inherent sort of natural, like, I'm trying to think of the word, but, you know, are they, I mean, if somebody's just crushing it, right, and they're, they've hit their number, they've. They've exceeded their, their goals and totals for that. Is there a natural sort of, um, follow on effect where the team, team start asking, hey, what's, what's so and so doing? Um, does that naturally start to happen?
Speaker B:Definitely, yeah. That's my favorite thing about endear, is when you watch this sort of snowball effect, it'll even happen, like, store to store, because we'll have these, like, calls where I think that's the other cool thing I've seen within deere. I don't know if you guys see this with new store as well, but because we get on these, like, group calls with all the managers, I find with a lot of brands, it's like the first time it really, like, not all brands, I don't think, are, like, getting all their managers together on a call like that. And so giving that opportunity, I'll see, like, you know, managers cross communicating and collaborating with each other, and I'm like, oh, man, is this not, is this the first opportunity that they've been given to do this with each other? So I'll just sit back, you know, it's my, like, training call, and I'll just sit back and be like, yeah, you guys talk to each other, like, let's hear it out.
Speaker A:Yeah. I mean, I think we, we do see some of them, but I don't know how prevalent it is, right, to say, hey, we've really, you know, um, we've been utilizing x, y, and z, and we've seen this type of effect, and, um, you know, I don't, I don't know, I don't know the, how often that happens, but I, you would think, like, in any industry, that that would be beneficial, right? And that's, you know, part of what, when we're building community and bringing customers together, you know, we've, we've started putting events together and over the last few years started to recognize that this is an opportunity for our customers to connect. And certainly internally, what different teams and store teams do is unknown to me at this point. I'm sure our team knows how much that's happening, but, yeah, you want to learn from each other, whether it's within store teams at different locations or like a morale builder.
Speaker B:Yeah, yeah, it's almost like a morale. I wish I could put a number on it for when I'm doing, like, my sales pitches. I could actually have, like, you know, that cool data point to show the person. But, yeah, probably one of the coolest benefits is this sort of, like, you know, I think when you, you don't have a tool, like in dear, I won't just say only in Deere, because there's certainly, we have our competitors, but when you don't have a tool that, and really less than a tool, it's like a confidence from the team above you saying, hey, go chase your goal. Heres your goal, go get it. And heres a way to go get it. It becomes really defeating. You just end up going in there, and even if youre a manager or store associate that took that job feeling like you really wanted to be a part of this company, you end up just feeling like youre a cog in the machine. Youre kind of just standing there and waiting for people to walk in. But if you have the ability to go change it and make a difference by sending these outbound messages, it just, like, makes you feel more. It builds the morale of those stores. I've seen it happen. I just don't have a data point, unfortunately. People love their data.
Speaker A:Yeah. Well, and then it becomes infectious. Right. You want to celebrate each other, celebrate wins. So any, I wanted to get to this because this was one of the exciting questions. So you mentioned before, like, the great white buffalo, and I would love to understand a little bit of that and have you sort of break that down for us.
Speaker B:Yeah. Like the one that got away. Yeah. So, I mean, it's this, like, so have you seen hot tub time machine?
Speaker A:Yeah.
Speaker B:Yeah. I want to make sure I'm referring to the same thing here.
Speaker A:Right.
Speaker B:Did we have another conversation about this? The great white, like. Yeah, because I was talking about Verity specifically, is just a brand that I like. So I was referring to some of the brands that work great for. And, dear, it's rare that men's focused brands fall into that category. Right. A lot. Where's way more heavily women's focused brands that fall into that category. So I end up working with a ton of brands that just don't sell things that I would buy. Right. And so my, I love this, this expression of the great white Buffalo is like, I have it on my team for, like, that. I think everybody should have one brand that they are. Like, that's my one I want to go get, like, that's the one that I think would be. It would be a. Not only a perfect fit for our company, because there's a lot of perfect fits for our company out there, but I personally love the, you know, I shop with the brand. I love the brand. I love their, their attitude. Like, I'm like, everybody jokes on me about it here. I, like, have a man crush on the farty brothers. So it's like, like I want that brand regardless of sales goals. I want that brand just because itd be great, itd be awesome to say I work with Verity, you know what I mean?
Speaker A:Yeah.
Speaker B:So I think every salesperson should have a great white buffalo. This like one thats like, im going to like chase this one down. And thats where you spend your personalization time, right. Thats where you go. You go listen to a podcast with that person and you bring. If any salesperson thats trying to sell to me listens to this part of the podcast right here and brings this up, I will take at least one call with you. Guarantee you that.
Speaker A:Yeah, I think Patagonia is one. I also Levi's, I was in London in June, and Ian Scott, who's a co host here on the podcast, not on this one, but as part of the endless isle. He also does like retail safaris and he took me in and retail Safari? Oh, yeah. And he took a couple of us around like Covent Garden and Soho. And there was a, like, there's a Levi's store, but it's more like a historical museum and that's like such a heritage brand. So they had like some of the early jeans that they had built and then they had, it was like, it was a museum. And you go through and it like has a history of different custom garments that they had built. And then you look down and there's like a base, it's all open air. So you go and you can kind of observe. See, I think you can shop there too. Well, yeah, you definitely can. And then, and there's all like unique made to order type stuff that you can order through there. And then they have all these, you.
Speaker B:Said Covent Garden and so, yeah, and.
Speaker A:Then they have like a whole workshop downstairs where they're building and designing and creating all these different garments and stuff. And it was, it's one of those stores that you're like, man, this is really, really a good representation of the brand. It captured history, captured where it's going. Um, all this stuff in one place. And like, how do you not want to work with someone like that, you know? And not all brands have that story. And when we had early on, obviously focusing and working with direct to consumer digital, native brands, and there was a lot of brands about seven, eight years ago, six years ago, even five years ago that were coming onto the scene that were white hot and some fizzled out with COVID like any business did through that time, but the ones that stuck around really had a unique sort of founding story. They. They represented something, they meant something, and then that becomes, you know, something that consumers gravitate towards. Right. Fairty outdoor voices. When Ty Haney was there, um, you've got a bunch of those types of brands, all birds, that resonates with people, right? Whether it's sustainability, um, culture, you know, different, uh, philanthropic missions. Like, whatever it is, there's something that residents it.
Speaker B:You can sense it when you. Like, when you do those retail safaris, you can sense it when you walk into a retail store, it's always so very clear to me, like, I walk into one of the. And I'll be fairies. Another per. Levi's a great example of this, the attitude of the associates about the brand. They'll tell you. They don't even mean to tell you, but they'll read it all over their face. Go shop in a store that, you know, has, like. That's just like a corporate brand, you know? I don't want to. I'm. I want all brands, so I'm not about to throw any brand under the bus right now.
Speaker A:Know what you mean?
Speaker B:Yeah, yeah. Go shop in one of those stores. And, like, you'll see the associate is just. They know they're coggin the machine. They don't even mind. They're just trying to get through their day. Right. And you go shopping in one of these other brands that we're talking about, and those people are. They're genuinely passionate about the brand that they work for. Right. And like, that is. That is what. That's when, you know, you're like, then it makes sense to me. I'm like, oh, that makes sense why they are still growing. They're still adding more stores. And some of these other brands, like you mentioned, were died off after the big Vc d to see boom. Sort of, you know.
Speaker A:Yeah, yeah, yeah. And when you think about it, and maybe it's just like how I view things. You sort of have brands that are like staples. Right, that you're loyal to. Because I just like the way that Nike fits. I like the way it looks, you.
Speaker B:Know, certain things, like, they're a customer of my company.
Speaker A:Yeah.
Speaker B:That's why I'm loyal to brands. I've recently been like, I should shop with more of our customers.
Speaker A:Yeah. But there's kind of the staple stuff, and then there's ones that you're like, I'm going to spend more with that brand because I love it, because I'm passionate about. They share either we see the world the same way they represent what a consumer wants and looks for. And then you marry that on top of great shopping experiences and you've got a killer recipe, you know?
Speaker B:Yeah. You know, it's a bummer when if you go the other way around is if you buy something online and you really love the product, and then you go into the store and you're like, oh, man. You're like, they don't have that culture. You're like, ah, the product was good, though, but they don't have the co, I'm not going to be, like, loyal to them. Like, it's, it's a really weird thing. Like, there's too many options. You know, there's just like, I was pitching one, I'll say, athleisure brand, and I said to them, I would, I would say they're, they were, for lack of, like, giving away a name. They were a big player in the athleisure space before it really started to explode. And I was like, my best guess is that you guys had a different definition of brand loyalty before your space exploded. And, like, I bet you everybody was a you person and had, like, by all your metrics, like, number of orders and times they've shopped, were loyal to your brand. But as soon as a better product or a similar product comes out that they're interested in, that loyalty isn't real loyalty, because, again, nobody's loyal to a brand. They're loyal to a human. So, like, the people that probably stuck around with that brand were the people that were like, oh, well, like, I gotta keep shopping with Marcus. Like, I can't. I know, I love those yoga pants of that other brand, but I can't.
Speaker A:Leave Marcus if I'm selling yoga pants. At some point, either things went really, really well or took a pivotal, um.
Speaker B:And spit out my coffee.
Speaker A:I have, I haven't squeezed into yoga pants ever. Um, but, you know, if maybe recently.
Speaker B:Hit my running phase in life, so I have bought spandex to, like, wear under my shorts when I go running.
Speaker A:Yeah.
Speaker B:So that is a new thing in my life. But, yeah, no, technically yoga pants yet.
Speaker A:Yeah, no, I, I've got the same thing. Maybe, maybe they do qualify in some parts of the world as yoga pants, but, but we'll see.
Speaker B:You and I are gonna, you and I should make, like, some kind of bet. Maybe, like, if one of us, one of our companies gets our, our great white Buffalo first, the other person has to show up to the next event with yoga pants on something like that, we can work it out off Mike.
Speaker A:Yeah, off the record. That sounds good. That sounds like a really good deal. All right, man, well, we will wrap this up. What are you focused on? What are you keeping an eye on for the rest of the year?
Speaker B:Honestly, if I can, to be transparent, we had such an awesome q one and brought on so many great brands that I'm just trying to keep the momentum rolling. I think luxury retail, the space that you and I play in, is really on the up and up right now. I think they had a very, very good holiday, and I think they're having a really good start to the year. So I just want to keep that momentum rolling and hope that, like, brands keep feeling those good vibes, because I know there are certainly parts of last year that brands were being a little bit more skeptical, a little bit more on edge, but it feels like a lot of that's gone away. So I'm focused on keeping the good times rolling and, like, bringing more brands on.
Speaker A:Amen. I'll drink to that. Yeah. All right.
Speaker B:Our coffees, though. It's a little early to drink anything.
Speaker A:I've got my water here. All right, man. Well, it was great to have you. Thank you so much. We'll be seeing you soon.
Speaker B:Yeah, I'll see you this summer at least.
Speaker A:Yeah, yeah, for sure. All right, take care, man.
Speaker B:Have a good one, guys. Bye.
Speaker A:Thank you for tuning in to this episode of the podcast, which is presented by new store. We'll catch you next time on the MSR.