Mike Masters – Building an Inclusive Service Strategy

Kicking off Season 2 is our very own Mike Masters – Chief Revenue Officer at Media Partners Corporation. Throughout the episode, he walks us through:

the process of building a customer experience,
the key components of delivering stellar customer service,
the role leadership plays in ensuring an inclusive service strategy is carried out,
and the importance of Servant Leadership.

MORE ABOUT MIKE:

Focusing on customer success, sales, and marketing, Mike Masters revels in the opportunity to introduce products that leave a positive impact on the world. By creating a more inclusive and belonging work culture, he understands that positivity influences all communities, where everyone can thrive and grow.

Mike’s background is in sales and marketing, having led successful teams at some of the biggest B2B and B2C technology brands, including Amazon, T-Mobile, Concur, and Motorola. He has built sales and marketing teams, launched products and brands, and delivered rapid growth. Mike received his MBA from Kellogg Graduate School of Management and BSBA in Economics and Accounting from Miami University. He is an avid traveler.

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Mike Cole 0:05
Hello everybody and welcome to Peoplecast. My name is Mike Cole. I'm your host and with me today as always is our producer and co-host extraordinaire, Jerrin Padre.

Jerrin Padre 0:15
Hello!

Mike Cole 0:16
Okay. Jerrin, how you feeling today?

Jerrin Padre 0:18
Feeling pretty good. Had to figure out some landlord situations because we're moving pretty soon. Yeah, just just little life things but pretty good overall.

Mike Cole 0:28
Oh, I don't envy you. I despise moving. I really do. Moving is not fun.

Jerrin Padre 0:33
No, it's not fun. Well, speaking of moving. I know our guest today—our first guest of the season, so exciting—has also moved quite a bit. So I'm sure he'll have some fun moving stories for us. But Mike Cole, would you like to interview—interview? Would you like to introduce our guests today?

Mike Cole 0:55
How about I introduce, and we both interview them. How's that?

Jerrin Padre 0:59
Yeah, that sounds great.

Mike Cole 1:01
So today, everybody. We're super excited because we have with us, Mike Masters. Mike is the Chief Revenue Officer for Media Partners Corporation. He's a super guy. We both worked with him for a bit and we're excited to have him on the show. So welcome, Mike Masters.

Mike Masters 1:20
Thank you. I was wondering where the moving—how the moving was going to connect with me. I was like...

Mike Cole 1:21
I was wondering about that, too. I wasn't sure where the connection was gonna come from. But a good job, Jerrin, of tying that in.

Mike Masters 1:32
I-Well, I mean, I have no idea if, Jerrin, you actually know this—because I don't know if this was ever a shared story—but I have moved a lot. So that's not a false statement. There was a period in my marriage where my wife and I looked back—and I think this had been we'd been married for 15 years—and we had moved more times than the years that we had been married.

Jerrin Padre 1:57
Yeah, I remember that statistic. So I did know that that is why I had like a Hail Mary, tie it back to you.

Mike Masters 2:03
Well, well played.

Jerrin Padre 2:05
Thank you. Thank you so much. No, I'm sure we'll get into that in a second here. But I think for the sake of this episode, we have two "Mike"s on right now. So we will be referring to both of you by your first and last names, which will be very fun and formal.

Mike Masters 2:21
I'm all for formal.

Jerrin Padre 2:22
We love formalities.

Mike Cole 2:23
Yes, we love formalities. Right. So, I've got three questions for you Mike. So when you're at say the grocery store: self checkout or real cashier?

Mike Masters 2:35
Well I guess that would depend on the grocery store I walked into it about half the time for me—and I will say I do less of the grocery shopping—but half the time I would go into the Amazon Fresh store, which I just walk out. Pretty cool. The other side of that I would say generally would go in to the cashier line. So if I'm in a Whole Foods or you know the QFC. which are the local groceries. I will generally be in the cashier line.

Mike Cole 3:07
Do they have self checkout at Whole Foods?

Mike Masters 3:09
They do. It's a separate one.

Mike Cole 3:11
We've one, and it's 20 miles from us, so I don't go that often.

Mike Masters 3:15
No, they do. The self checkout is an option, I do not choose it. Unless I have a very small—if It's only like a couple items, like if I'm only buying like two things or one thing, then maybe I would for expediency. But generally I would, you know, I find it actually a more pleasant and faster experience to go through the line with a person

Jerrin Padre 3:38
And you know that they'll protect your eggs too. That's my biggest concern.

Mike Cole 3:42
And the bread, and the bread.

Jerrin Padre 3:44
I don't trust myself with my own eggs and bread.

Mike Masters 3:47
Is that at the store or after?

Jerrin Padre 3:50
At the store. Like when I'm bagging, I feel like I just get a little bit overwhelmed. Just overstimulated by all the tasks that I have to do in that short amount of time at self checkout, that I'm afraid that I'll put the eggs at like the bottom of the bag and the bread underneath the soup cans and then—

Mike Cole 4:06
I'm following the same line of question that Mike had. So what do you do and get home though? How do you manage that? You know, the delicacy of the eggs when you get home?

Jerrin Padre 4:13
Home is my domain, so I feel safer at home. I feel like I just get a little bit—it's just the overstimulation of checking out, and not wanting to hold up a line, and having that small surface area to bag in. It's a Jerrin problem.

Mike Cole 4:28
Yeah, no, I feel rushed when I'm using self checkout. I feel like people are, you know, just kind of staring daggers into the back of my head when I'm there because I'm taking too much time. Yeah. All right. Next question. When you are in need of tech support, would you rather have a chat bot or would you rather call the helpline?

Mike Masters 4:45
So I've had multiple of these recently, and I suppose I make my choice based on the level of difficulty of the problem. And so if I think it's relatively easy, I will probably use—I will start with the chat. Well, usually I'll still end up with a chat agent. But I'll start with the chat bot. If I think it's a more complex where I know it's going to be much faster just to talk someone through, then I'll call. Or I'll try to have somebody call me back, depends on the company on how possible that is.

Mike Masters 4:58
I just—I have trouble with chatbots. Because I question whether it's a real human or not.

Unknown Speaker 5:22
Well, there's the—so this is interesting. So you know, it's funny, like I was thinking about coming into this, and this may precede a later question, but I was thinking about, "Okay, well, what's a really great customer service experience that I've had recently or anytime?" And I'm like, man, I can remember those feelings. When I would walk out of a place like, "Oh, that was awesome." But, I was having trouble connecting on exactly what happened, that where I was left with that impression, but like, what was the experience? And then I thought, like, the one that happened very recently, that did kind of "wow" me, was actually a chatbot experience. I thought, how interesting. So most of the chat bots, there's, you know, there's a script on the front end. And so it'll, you know, it'll go through a couple easy questions or try—and they really they do—they will direct you to their sort of "self help," or their FAQs. And they try not to put a human on there, if they can get away with it. And so, you know, generally when I'm on a chatbot, I just type in "agent, agent" until somebody picks up and then actually get an agent, though they manage multiple chats at the same time. But you know, they're pretty good. When you actually get an agent on there. I just had a recent experience, though, where it actually answered questions. It was fast. It was able to walk me through, didn't just point me back to FAQs. I was blown away. It was the first time I ever had a natural feeling chatbot experience. I'm like, that's awesome. And so I think that's like in customer service, like that's the first time that's ever it wasn't kind of, as you described, a kind of a poor experience dealing with a chat bot. It was, you know—if this is where things are going, it is going to be a better chatbot world.

Jerrin Padre 7:02
Yeah.

Mike Cole 7:08
Yeah.

Jerrin Padre 7:10
Yeah, I'm sure you were like, "Who coded this? How do I get them onto our team?"

Mike Cole 7:14
Do they need a job? Yes. One last question. This really may not have anything to do with customer service. But I'm just curious. I'm curious about Mike Masters and what he prefers. So do you prefer ebook or tangible page turning?

Mike Masters 7:30
Honestly, audio book at this point. So I have found I like the efficiency of the ebook. But I was—what I found is I don't have time or I have trouble carving off time to read directly. However, in those moments of commute, or if I'm at the gym, I can listen to an audio book, which is what I do. And so I generally consume books now completely through audiobooks, which I love.

Mike Cole 8:00
Well, I have no idea how I'm going to tie that to our next question. I really don't because—

Jerrin Padre 8:05
Don't!

Mike Cole 8:06
I'm not I'm not going to. I'm just gonna ask it. So Mike, let's go ahead and get into, you know, the meat of our interview. So first question for you. I want to ask you, like, what was your first job?

Mike Masters 8:17
So my first job. So going back, I suppose, was high school, when I was landscaping. But my first corporate job was as an intern in the US Senate. I guess I learned, in my first job, what I didn't want to do. And then I—that was actually my sophomore year in college, my junior year in college, I did another internship. This one in accounting, and again, I worked for Arthur Andersen in their audit group. Again, I learned something I didn't want to do. And you know, hopefully it was just informing myself, going forward, on things that maybe would be better fits for me longer term.

Unknown Speaker 8:57
Was the job in the same town that you grew up in? Was that—let me just ask that question.

Mike Masters 9:03
Which job?

Jerrin Padre 9:03
The landscaping job.

Mike Cole 9:05
The landscaping job.

Mike Masters 9:06
Yeah, landscaping, I did not grow up in Washington. The accounting job was in Cleveland, which I am from Cleveland area. The landscaping was in Akron, yes. Where I directly grew up.

Jerrin Padre 9:18
Ohio.

Mike Cole 9:20
Nice. Nice. Now I just have Drew Carey Show just running through my head now. Thank you for that.

Mike Masters 9:27
I always think back to the 30 Rock episode where they go to Cleveland,

Jerrin Padre 9:32
Me too.

Mike Cole 9:33
So speaking of that, so you said Akron/Cleveland, that area. Was there any childhood memory that foreshadowed where you are today?

Mike Masters 9:42
Yeah, I I think you're influenced by things you see, what you know. My dad was in finance, and started off in accounting so hence, you know, one of my pursuits in one of those first internships. I think what I read realized—it was some time in college—but I had a philosophy on how I wanted to pursue my career. I think if I said ultimately, I always thought I wanted to, you know, grow a business. To lead a business. I like that as an idea. But I think if I really wrote down and said how I was going to pursue my career, I kind of had three things I sort of thought about, or I've always kind of managed my career to. One is I never wanted to be a specialist, I saw a world that always felt like was increasing in specialization, and I always sought to be a generalist. That was one. Part of that probably goes with the second piece is that I always sought to maximize optionality. I never wanted to be pigeon holed into an area in industry, or something along those lines, where I sort of felt trapped. I always like to experience new things. And part of that is that it also gave me the most choices. And I think the last thing that was always important to me, whenever I was thinking about career, my job, what I want to do next. is I always want to keep my learning curve as vertical as possible. So that meant, you know, changing types of jobs, changing industries, changing functions. I always look for those—which, by the way, does not always land you in the best possible—you know, you can make decisions because you're thinking, "Oh, that would be really interesting to do this and to learn this." And it might not be always the wisest career move. So I've had plenty of those missteps. But I think, philosophically, that's kind of how I thought about it when I was kind of managing through. And so I did a lot of different things I, you know, after the accounting, after not choosing accounting, I did choose going into consulting, did that for a little bit. Then went into venture capital, spent some time and mergers and acquisitions for an investment bank. Did strategy, sales, marketing, all kinds of different things. And across a lot of different industries. Although there was a lot of time that I spent in, we'll say, the telecom mobile phone industry.

Jerrin Padre 12:02
That tracks. I have your LinkedIn up right now. So I can verify that that is, in fact, true.

Mike Cole 12:08
So you're fact checking Mike, okay.

Jerrin Padre 12:09
I'm fact checking him as he's talking. No, no, no, no. I just think—I think your background is so interesting, because it does span that very wide range of industries. And just your experience across all of these different companies was definitely interesting to me. I wanted to pick your brain immediately when you started working at Media Partners. So.

Mike Masters 12:28
Well, I actually—I should tell a little—so speaking of that varied and wide ranging background, there was a time where I was looking back and I was a little bit worried that I might be the Sports Illustrated Jinx, because I looked back at my resume, and none of the companies existed anymore. So—and these aren't small companies. Like I worked at Arthur Andersen, pre-Enron. Yeah, pre-Enron. That doesn't exist anymore. Then I was at Motorola, and Motorola, you know—so theoretically, the brand name still exists, but the company really doesn't anymore. You know, I worked at Merrill Lynch, and Merrill Lynch was bought by BFA, and that doesn't really exist anymore. I worked at Concur, and they got bought by SAP. And then I mean, there's still that brand, but they don't really exist anymore. And I was like, man, I might be the Sports Illustrated Jinx. So that's problematic. Now, if that's true, though, I'm gonna have to sell my Amazon shares, because it'd be tough to buy an Amazon. So I think I think I might be breaking my jinx, and I guess T-Mobile's still around now, too. So I think I'm not this—I'm not the Sports Illustrated Jinx.

Jerrin Padre 13:34
I think you just proved that you are not the Sports Illustrated Jinx. I still don't really understand that term completely. But I get the sentiment. You really do have quite the repertoire of accomplishments, from business strategy, consulting, to marketing to audit. You've just had tons of experience, starting with the customer, and then building strategies with that customer in mind. So I guess from your perspective, how has that background in consulting and marketing helped you think through the customer experience overall at Media Partners, but just in general, as well.

Mike Masters 14:08
I guess for me, what I realized is you go across any function, any area, different industries, it doesn't really change, the concept of customer [service]—or at least it shouldn't. So you should—and I suppose, where you fail, and I was I've been in companies that definitely lost sight of this—where you fail is when you do lose sight of who your customer is, and that you are creating a great customer experience for them. That's when those companies stop existing, or they don't do as well anymore. And so I think, you know, it doesn't matter what function you are, at core, you're always serving customers. You might have ones you're directly interacting with, you may have ones you're indirectly acting with or interacting with. But ultimately, you're only doing your job effectively if you are serving that customer well, and I think if you keep that at the forefront of how you set your priorities and what you invest in, it's going to go alright. As long as you keep that customer at the forefront of that strategy. And I guess it didn't matter if it was marketing, if it was sales, if it was strategy, if it was finance. Whatever you're doing, it always has to be focused on that customer or else it's not really going to be successful. Not long term, at least. I don't know. Did I answer that question? I don't know.

Jerrin Padre 15:28
Yeah!

Mike Masters 15:29
I'm not even 100% sure that I was answering the question at the end there.

Jerrin Padre 15:31
Yeah. Well, I know, at least at Amazon, one of their core tenants is just being customer obsessed. So I know, they have like a list of commandments. Amazon commandments?

Mike Masters 15:42
Well, there's there's 14 of them. However, the principle of being customer obsessed, and thinking about the customer, in everything you do, Amazon absolutely does that. And I think that is something I took away from my time there as a real learning and how they do that and how, no matter what your function is, and what your job is, you always should be thinking about the customer.

Mike Cole 16:06
I mean, that's a really good segue into the next question that I have for you. And really just—I think we want to know what you believe the key components of delivering excellent customer service. And if you have any personal examples of companies going above and beyond to deliver great service,

Mike Masters 16:24
I guess for me, there's a couple of core things that exist in customer experience. And, you know, there could be other things that ultimately, depending on who your customers are, you know, what their situations are, and that you may need to come into play. But ultimately, I think a great customer experience is easy. You don't make it hard for the customer to buy, transact, acquire whatever that transaction, that interaction, is you don't make it hard for them. It's got to be easy. It should be fast. Shouldn't be—you shouldn't make somebody really wait, work hard, take a long time. I mean, that probably goes into somewhat of the easy thing. But if it's fast, and it's easy, that's going to be good. But I think, you know, the other pieces it should be—for a great customer experience, it should be fun. Or— not all experiences make sense to be fun—it should be emotionally rewarding, is probably the better way to put that. So depending on, you know, what it is, it doesn't necessarily be fun, but there should be an emotional reward from the experience itself. And that's really when you get to the great customer experience. And I think the most critical thing—and I suppose the difference between good and great, as far as customer experience is concerned—is to have great customer experience you need to find and solve the unspecified needs of the customer. Because that's really the difference. It's one thing to react to a request or a specification. It's when you deliver and solve an unspecified request or an unspecified need. That's what turns something from good to great. That's how you fill the glass.

Jerrin Padre 18:09
Well, speaking of filling the glass, this season is focused on inclusive service. Not just customer service, but service as a strategy overall. And when we were recording our teaser, Mike Cole made a really great point. And he said inclusive service starts way before the transaction. And I really love that. So from that standpoint, can you walk us through the process of building that customer experience?

Mike Masters 18:34
Sure. You know, again, like this is still gonna be, I guess, in a generic sense. But I mean, you always start with the customer. Actually, where you really start is: what is the ideal experience? If no constraints existed, and the customer comes in, and whatever it is, if they come into my restaurant, they come into my hotel, they come into my store. Like, if I had no constraints, and I was that customer, how would I want it to happen? Like, what would I want to occur? How would I want to be able to acquire or gain whatever it was that drove me into that store in the best possible way? So you start there, and then and then you work back from it. You say, "Okay, well, what would prevent me from delivering this ideal experience?" And then you look at what constraints can I eliminate? And then ultimately, you know, you look to build the best achievable experience. And I'm using the term achievable, because it's not always realistic to deliver the ideal, but if you keep the ideal on your mind, you're always going to seek those opportunities to eliminate the constraints to the ideal, and you're always going to look for ways to continually make that experience better. I suppose that methodology is something I did take from Amazon because I was on the product side. So we thought about what we were delivering to customers and work back but I mean, everybody at Amazon, as I said, that was a philosophy that went across

Jerrin Padre 19:56
And how do you feel inclusion or inclusive service plays in to that process,

Mike Masters 20:01
I suppose when I think about an inclusive service, I think there's probably two pieces to that, for me. There's kind of a who and what. So from a who perspective, inclusive service—and I'm going to give you my definition, I suppose everybody might have a slightly different take on this—but when I think about inclusive service, it's serving all customers. That's external customers, internal customers, big customers, small customers. Doesn't matter, right? You serve black, white, any color of the rainbow, you serve abled or disabled. You have to think about every customer. That is inclusion; that is inclusive service. And then that's kind of the who, and I suppose the what side of it is you want to serve every one of those customers with a full and rich experience. So that means that it's not an a la carte, it's an inclusive service that can take many different forms. From an internal perspective, it could just be giving your full self or your entire focus to the interaction, to the meeting. And it could be, you know, that there's all kinds of benefits that are being included, or needs being anticipated in a hotel or restaurant. But I think the key for inclusive service is that it is a full and rich experience. And as I said, it's about solving those unspecified needs.

Mike Cole 21:19
So Mike, where do you think leadership plays in that space? I have a retail background and in retail, we always heard, "Just take care of the customer." You know, we used to have two rules. Rule number one was the customer's always right. Rule number two was if you disagree with that, refer to rule number one. So, you know—but the question is where does leadership fall in that inclusive service space? What role do they play in making sure that strategy, customer service strategy is carried out?

Mike Masters 21:48
I guess I would call it the support structure. Ultimately, you are not going to be successful in delivering inclusive service unless leadership management is reinforcing it, managing it, asking questions about it. I mean, that's how you maintain inclusive service. That's how you grow. That's how you keep the focus on it. Because I mean, I guess when I've given this advice, thought about this advice. Many, many times, it's not specifically about inclusive service. But ultimately, as a manager, you get what you focus on. And I think the other piece of it is, again, part of strategy, part of leadership, is you can't do everything. And part of strategy is choosing what you prioritize; what you choose not to do. So I think that's really the key from a leadership and management: you have to reinforce, you have to manage, you have to maintain it as a priority. That's the critical thing to make sure it's actually being delivered to customers.

Mike Cole 22:38
So what about empowerment? Is it important for leaders to empower their customer service team members, employees, whatever you want to call them? How important is empowerment to customer service?

Mike Masters 22:50
I'd say very, but I'd say the more important thing is trust. It's trusting your team, it's trusting your customers. But with empowerment comes trust. And I think that that's sometimes the toughest hurdle for some leaders and managers to get over. So if you go back to fast and easy, you're never gonna achieve a fast, easy, great customer experience if the person that is handling that customer experience can't actually do anything or make any decisions. If there's always some other chain, so it's never going to work that way. I think everybody would conceptually understand that that's a bad idea. However, it's trust that gets in the way. And I think that's the biggest thing for your leadership or management to understand—that you have to trust your employees. You have to teach, you have to help. But ultimately, you have to trust them. You have to give them all the tools that they need to make that customer experience great, and you have to trust them to deliver on it.

Mike Cole 23:49
Yeah, that was a mic drop moment there. I like that. No pun intended, Mike. But yeah.

Jerrin Padre 23:54
I think that flows really well into our final question for you, Mike Masters. So still on the topic of leadership, I feel like a term we often hear in the L&D zeitgeist is "servant leadership." For our listeners, if you don't know what that is, servant leadership is essentially when a leaders main goal and responsibility is to provide service to their people, their employees, their staff, etc. So can you speak to that philosophy from your own experience? I feel like you kind of just did, but maybe robustly speaking through what does serving your people mean to you? And then what are some ways you've seen that leadership style play out?

Mike Masters 24:31
So I don't think I'd ever even heard of that, as a concept, of servant leadership until earlier this year, when I was taking this DEI certification program from University of South Florida. In the very first episode, one of the sponsors was Jaybil. You know, a core leadership principle for Jaybil is servant leadership. And the CEO talked about it along with some of their other leaders. And in hearing them talk about it, I was like, "Oh, yeah, that makes sense." And you know, I liked the philosophy or the mantra style, but it wasn't like it was new ideas, because as he said, when I thought about how do you manage, and how do you lead, I've use the great line from Anthony Quinn in Lawrence of Arabia of, "I am a river to my people" as the kind of the philosophy of "I'm here for you." Like I'm here to serve you so that we can get this all done. And that—you know, when I think about it for myself, it's always asking that question. "How can I help?" But it's not just asking the question. And again, this goes back to, you know, circling back around the customer experience. It's anticipating those needs and saying, "Okay, well, what roadblocks are my team going to face? Can I anticipate those? Can I remove them before they even run into them?" Not all the time. But I mean, my job is to think about that and think about, like, how do I make their lives easier or better? How do I help them get to their goals, which ultimately, again, like all our goals, should be driving at that great customer experience. But how do I help each individual and I mean that also means I have to be able to flex. I have to be able to help them strategically, and sometimes help them with individual tasks, but you got to flex up and down, and you have to meet the needs of your team where they are. You can't become more than the sum of the parts, if every individual works on their own, if they don't have the support. I mean, that's—I think that gets into the servant leadership—to raise everybody else up or to be the tide that raises all boats. You have to think that way, you have to think in the servant leadership approach.

Jerrin Padre 26:24
So what do you feel like the impact is on employees and the overall company when a leader is able to serve their people?

Mike Masters 26:31
Well, it gets back to your question earlier, it's like, what is that role of leadership? As I said, it reinforces. It's the structure behind that great customer experience, but part of it is, you know, kind of a shadow of leadership. So when employees feel that they're getting great customer service, from their leadership, from their managers, that basically, you know, helps lift the overall culture. And so I think, you know, with that service culture, and then the employees translating that to delivering great customer service, great customer experiences, on the outside, you know, it will increase their fun, empowering them. Giving them that trust, giving them that ability to deliver these exceptional customer experiences. It also makes the job more fun. And that does reinforce a great internal culture, and increases engagement, increases employees enjoyment of their jobs. It basically makes the management's job easier. The more somebody enjoys their job, enjoys having it, they're seeking out like, "How do I make things better?" on their own. I mean, all this just makes everybody's life more fun, and ultimately delivers better customer experiences. When I think—you know, at Media Partners, we have a long history in customer service training. And we've just built a new customer service product that we will be launching very soon. I think this is actually a really key message throughout it. It's not just about delivering these exceptional customer experiences. It's really about the impact of that. You know, it's not just like that great experience that the customer might have, but it's how that reflects back on the employee themselves. How that actually increases their enjoyment of their job, how much more fun they can have, what does that mean for them? How can they make their job more rewarding? It's on both sides. It's basically a healthier transaction. And I think that's kind of what we're trying to help with, and try to help customers with, and how they can go and instill this kind of customer service in their organizations. And so that's really what Fill The Glass is all about.

Jerrin Padre 28:28
It's a good namesake for this season of the podcast. So.

Mike Masters 28:33
Well, I'm certainly excited to listen.

Mike Cole 28:35
Well Mike both Jerrin and I want to thank you for being on the show today, and kind of sharing your insights, your experiences definitely have lent themselves to giving our listeners a lot of things to walk away with. And I know certainly I took some notes and I'm going to take them back with me. So really appreciate you being on the show today.

Mike Masters 28:49
I loved it. It was great fun and enjoyed spend the time with you. Hey, we can maybe make a season of just us chatting.

Mike Cole 28:57
Mike and Mike. Yeah, I like that!

Mike Masters 28:58
Nah I don't think anybody would be interested that, I'm completely kidding.

Mike Cole 29:01
No, I think it'll be good.

Mike Masters 29:02
I think it would be fun for me. I'm not sure for the listeners.

Mike Cole 29:06
Well, speaking of listeners. Thanks everybody for listening to today's episode. We really appreciate it and we'll see you next time on Peoplecast!

Jerrin Padre 29:14
Bye!

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Mike Masters – Building an Inclusive Service Strategy

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