In this first episode we interview Justin, the co-founder of Safary, a privacy focused alternative to Google Analytics for web 3. We get personal with Justin, discussing his past experiences at an early-stage startup and a B2C labor marketplace called Wonolo that shaped his approach to marketing and community-building.
In this episode we dive deep into web 3 marketing and how Justin grew Safary's extremely strong web 3 growth community. He shares why he adds new people to the community in batches, and why he takes the time to onboard every new member personally.
In this first episode we interview Justin, the co-founder of Safary, a privacy focused alternative to Google Analytics for web 3. We get personal with Justin, discussing his past experiences at an early-stage startup and a B2C labor marketplace called Wonolo that shaped his approach to marketing and community-building.
In this episode we dive deep into web 3 marketing and how Justin grew Safary's extremely strong web 3 growth community. He shares why he adds new people to the community in batches, and why he takes the time to onboard every new member personally.
Hey guys, welcome back to the Crescendo Go to Market podcast. And today we have Justin, the founder of Safari, and he is one of the best community growth leaders I've seen. He's pioneering this new concept of community-led growth. Justin, do you want to give us a quick introduction to yourself and what you do in the WebTree space?
Speaker 2:Hey everyone. I'm Justin, co-founder of Safari. We founded the leading WebTree growth community and we're building a privacy-centric alternative to Google Analytics and WebTree. My background is in two-sided labor market places doing BDC-grave. I'm happy to elaborate more wherever you want to dive in.
Speaker 1:Yeah, I would love to learn more about what you were doing prior to WebTree and how did you get into marketing in general. I know you were quite involved in product and ops. How did you get into the marketing world? What did that journey look like?
Speaker 2:Yeah, so the first company that I worked for, I was the first hire at an early stage, why I'd coordinate our startup. That startup built a peer-to-peer mock interview tool for software engineers to practice interviewing. So think about it as like you go to the platform, I interview you, you interview me, we provide each other feedback at the end, and the secret sauce of that business was really community. They built this great community of people who were helping each other practice for interviews and then ultimately get a job, and so that was one aspect of something I was doing there.
Speaker 2:As their first hire, I like to say that I was their everything else guy. I joined a team of three engineering founders, so I was doing both B2B marketing, b2b sales, b2c community and then also content in between, and so that was one experience that I had. And the second one was at a B2C labor marketplace called Winolo, which you can think about as Uber for warehouse workers, and there I was leading a programmatic advertising strategy, so doing a lot more attribution and ad tech, which is what I learned about that whole space. I ended up building up the company's first experimentation platform and program, so I've really had a lot of different types of growth experience throughout my early career before I did the 23.
Speaker 1:Got it, and with Winolo that was a much larger company. I think it was like Series D or something.
Speaker 2:Yeah, so in them they just raised a series C from Bain, so there are about 100 people. I joined them around then and then I left. Two and a half years later they're on 400 people and it closed to Series D.
Speaker 1:So with your, so with the first company you worked at, which was your, I guess the interviewing software right, so you're essentially able to interview each other, provide each other feedback. What was the B2B play there and what was the B2C play?
Speaker 2:Yeah, so the we basically started with this market interview tool so it was purely B2C helping software developers help each other practice interviews, and then we built a technical hiring marketplace on top of it. So the B2B side was people who were looking to hire software engineers and the B2C side was candidates who were looking for a new job.
Speaker 1:Interesting, and then I guess that makes sense how you got into the labor marketplace for essentially warehouse workers as well, because it's kind of similar. You're solving the recruiting slash hiring problem.
Speaker 2:Yeah, the first time. The first one was all for full time though they're hiring software engineers full time and the second one was very on demand, so a warehouse worker might work one warehouse one day, then a different job, a different day at a different place.
Speaker 1:Interesting. Interesting, yeah, that's fascinating because it's that like two-sided marketplace aspect of it definitely makes marketing and community a lot more difficult, right, because you're not just trying to build, kind of like, the supply, you're also trying to build a demand at the same time and you kind of have to do them at the same time as well. But I guess the advantage you had at the first company is basically the community was interviewing each other and helping each other, so you don't really even need employers. You didn't even need, like, people coming in to hire them, because they're already were there for a reason. You just found a way to basically take those people that were already there and then find a way to essentially bring in these employers to hire those people. Is that kind of accurate?
Speaker 2:Yeah, and that sort of was. That was definitely the secret sauce is that we had these people practicing interviews, and so there are a couple of things that happened there. One we had this community of people who were organically helping each other and, you know, providing each other value in a positive way. So people were coming out to our platform and being like, wow, I met great new people. I got this service that was free to meet new people, help me get my next job, and so that made them know a little bit more loyal to our platform and to searching jobs on our platform, rather than like the classic mercenary.
Speaker 1:I just lost you.
Speaker 2:Okay, I mean jobs, also sites. So I think that was one very helpful aspect to it for us. And the second is that we actually knew how people are going to perform. That's the other piece that sort of came to us along the way. Right is that they're practicing interviews on our platform. Then we know how they're going to do an interview and so we actually have higher sense of who's qualified, who's going to get hired, who's not. Based off of this proprietary data that you wouldn't have had if you're any other type of recruitment tool, we actually knew how they were going to perform in a real interview because we had interview data from them doing their practice tests with somebody live Right. So we knew how the first technical interview they did at a company was likely going to go.
Speaker 1:Can you tell us about how you got into Web 3 and how you decided to start building Safari? What it is, and we'll go from there.
Speaker 2:Yeah. So my co-founder, I dove into Web 3 at the end of 2021 and we were immediately fascinated by the potential for new business models and freedom from the very powerful intermediaries of our time. But as I, as we explored the space, I was also really dumbfounded by the insane growth that was happening from these companies in the peak of the bull market. Just like the notion that you could have an airdrop for a completely new company. Then, like all of a sudden they're driving like such high revenue numbers and such like high user growth was like absolutely insane to me as a growth person. But I was also confused that nobody was really talking about that either. Like nobody was really talking about growth or marketing or the strategies that were being deployed behind some of these very interesting Web 3 native tactics.
Speaker 2:And so for me, safari was. You know, we built Safari as a community basically for, like me, right as I was, like I want a place where I can talk to other growth people about their growth strategies, their challenges. What does this all mean? What is the impact of these Web 3 native strategies on the future of growth? So Safari really began from there, which was a small batch of 40 of us talking about what is the future of Web 3 growth and how does that affect Web 2 growth? And then we slowly grew from there. But we've intentionally kept the community quite small, really only accepting the best of the best, because we do very high touch activities with them, as I was sort of alluding to earlier Along the way we raised around and started building our platform, which is now live for marketing attribution.
Speaker 1:Awesome. And what exactly? Could you go a bit more into the Safari, the platform right.
Speaker 2:Yeah, so Safari the platform. Safari is a marketing attribution platform that helps Web 3 teams analyze the marketing cat channel, roi and customer LTV. You can really think about us like a Google Analytics for Web 3 for helping companies track channel performance. So that might be understanding where your users come from in terms of the campaigns, the marketing channels, their geography and other types of interesting aligned data performance. But it's also tracking conversion rates across channels, understanding how your funnel works, from those campaigns to visitors to wallet sign-ins, to custom events, on-chain and off-chain that you care about. And finally, it's the user journey, which is really understanding how users are not getting across the website and where they're dropping off, so that you can improve your funnel.
Speaker 1:Got it. So it's more than just an ad, got it. It's more than an attribution platform. It's actually kind of a marketing analytics platform that really allows you to have a deeper understanding.
Speaker 2:Like basically like attribution plus mix panel.
Speaker 1:Got it, got it. What do you think of the Google Analytics for Web Tree comparison or analogy?
Speaker 2:Do you think that's accurate or yeah, I definitely think that that's accurate. I think that the one thing that we're trying to go more for is not just not just solely top of funnel, but being able to understand a little bit deeper into your funnel and connecting that with actually revenue data. Downstream, I think that Google Analytics, but also, more so, the Web 2 attribution players. They didn't spend a lot of time focusing on the visualization of data. They mostly accepted that that data would get piped into your own in-house BI tool. But we are spending a lot of time really trying to make our dashboard attractive and something that people would just use as is, if that makes sense, rather than expecting that that data is going to go elsewhere.
Speaker 1:Yeah, that's the one thing I noticed about Safari. From this you know, basically the screenshots and mockups you showed me where the UI and the UX is significantly better than many other tools, even in Web 2. And I think that's pretty important for where the space is at right now, because most people don't have a full-time analytics person in-house to go and, you know, create clean dashboards right. It's the more user-friendly you make it, I think, the more of an edge there is.
Speaker 2:Yeah, and I think we're at a time to where people are looking for simplicity as well. A lot of the Web 2 analytics platforms got, in my opinion, overly complicated and was analyzing a lot of data that didn't really matter that much, and so we really focused on both like the user experience from making beautiful dashboards, that making beautiful dashboards to visualize your data, but also that are easy to understand and tracking the metrics that really matter, rather than trying to track everything and anything.
Speaker 1:Absolutely, absolutely. That makes a lot of sense. And with this platform right, because I know you first built a community you have this really interesting mechanism of batches. Did you start out with having people come in different batches, or did it start out as a community and then you decided, hey, we're going to create this batching system. How did that, like the community originally grow? And then, yeah, basically, how did that evolve?
Speaker 2:Yeah, so we actually did batches since the beginning, and I think that the thing that was different about Safari when we first started was most, almost all communities were open by default and we wanted Safari to be a closed community. We were looking at a lot of communities that were open. There were like 10,000 people, 20,000 people, and that just didn't really seem like the community experience that we were expecting, and so we really focused on making it a small group of people, but a really great experience for a small group of people. And so if you're going to have a small, if you're going to have a closed community by default, then you have to think about what is the mechanism in which people apply and do you accept them on a rolling basis into your community or do you do a special experience for people all together in one?
Speaker 2:And yeah, for us we always do the batches, and I think that that is something that I've become more and more bullish on, as we've done now six different batches. I think that batches really help with both FOMO and hype to get into a batch, so helping with the top of FOMO, but also the great onboarding really happens within a batch if every single person joins your community at the same time, with the same expectations and the same moment. So I think batches there are a number of different things that are really important for why batching can set up communities for success.
Speaker 1:Yeah, I think the batching aspect is brilliant. So there are a couple of things that I really loved about it, the one thing being is this like guided onboarding, where every you know you had the first onboarding called and you had this. You know you have these individual weekly calls where you go into different areas of web tree marketing and you invite different people from the community to speak. So I really enjoyed that, where it's kind of this guided experience. And then the second piece which I really appreciated is the individual matchmaking, which it must that must have taken a lot of work where you guys actually matched members with each other. That was pretty mind blowing to me. And, yeah, I'm curious how much work did that take and how did you come up with that idea?
Speaker 2:Yeah, it's. I would love to say that it doesn't take a lot of time, but it takes an insane amount of time. There are two parts of the matching right. There's the onboarding call. So you know this, but obviously, for those who are listening, every single person that joins a Safari batch has an onboarding call with me or my co. -founder.
Speaker 2:So that means that we, when we have a batch of AD, we meet AD different people one on one for a 30 minute call.
Speaker 2:So that alone is 40 hours of time, and we use those calls to basically figure out where each person is in their personal growth, journey, growth, career in this current moment and use that information to figure out who would be the most important and most valuable person that we could introduce them to in this moment in time.
Speaker 2:And so it's both the upfront of having 40 hours with the calls with 80 different people, and then after that it's thinking about who would be the most natural, best fit for this person from that same group of 80 and then building trust in the match. So I think that's a part that we've gone much better at over time is, when you match two people, how do you inspire them to understand that this is going to be a match that's worth their time and to trust the match. So it definitely takes a lot of time and it's something that we've gone a lot better at. I think that this batch matchmaking process had one of the highest conversion rates so far of like you get introduced to actually like scheduling the setting of a call and doing the call of any batch before it really comes from how we set up the match one, before the matchmaking actually takes place.
Speaker 1:Yeah, I really appreciate that and it's honestly I will say as somebody who's in the latest batch it's really worth checking out Safari applying for the next batch. It's a great community, the level of discussion is very high, so overall, totally worth it to really try to get in. And that takes me to my next question, right, because you guys built this incredible community and then basically we decided to start building tooling, and so how did that transition go from having a really strong community to deciding, okay, this is the actual tool we want to build, or actual software we want to build that and then be able to kind of get community feedback for that?
Speaker 2:Yeah, we actually always were building tools under the hood. This might be news to some, but even since the second batch we're building different tools. So back then we were very passionate about. One of the ethos for our listeners here is about this idea of collaborative growth. It's something that we very much embody within our community of getting people to exchange insights with each other in real time.
Speaker 2:We were very inspired by Dune and how interesting it is to be able to see dashboards that are public with on-chain data. But we also thought it was really limiting that it was only on-chain data and not off-chain data too, because so much of growth within Web 3 still happens off-chain, and so we had built this very interesting open mix panel an open collaborative growth version of the mix panel where we had Safari members connect their Discord data to our platform and then make it public for everyone within the community to see and to comment on those different graphs as well, because we really wanted to be able to not just talk about growth strategies but also analyze growth data together and see how they inform different growth strategies. So that's been an interesting thing. We've always been building different products into the hood, but we fundraising helped us really take our development to the next level and we're really proud of the platform that we've built over the last five months.
Speaker 1:Awesome. And was there a process of introducing the product to the community and getting their take on it? Or how did the community get involved with the product ideation, creation, sort of things?
Speaker 2:Yeah. So for batch 2, when we did this open mix panel, we actually onboarded people to directly onto the platform and then they had the community experience. We really intertwined the two, and so that's something that we've always been thinking about what is the community? What is the product? Where is the overlap? I think at this point in time, we think about them a little bit more separately than we did before.
Speaker 2:Today, the product is the platform where you could value and, like you connect your data and you work with your team, and the community is our brands, our customer acquisition funnel. It is our opportunity to meet and build relationships with the best of the best growth leaders in the space, but we leave it there, right? So people, and many people from this current batch have integrated Safari, but we don't push it, and I think that that is very, very important for any community builder that also has a product to realize and think about is that this is a very fine balance and once you lose trust with your community then, like, your community is basically dead. So we very much optimize towards the community experience over the product, with the imagination that people will find our product if they're interested, and that's been a good bet so far and has happened organically for us.
Speaker 1:Yeah, absolutely. You know it's at that point, once they're in your community, it's like, you know, it's a no brainer to go check out the actual product itself because you're already getting so much value from the community. And I do think that, yeah, it's, it's a pretty brilliant way to set it up and I'm sure there's. You know, obviously I'm still going through this batch, but I'm sure there's definitely interesting ways where you can probably integrate the product in a way that doesn't come across as pushy Into into the community as well, like in terms of maybe even yeah, maybe just spitballing, like public dashboards or something, but again, that's, that's just spitballing. But yeah, it's super interesting and I do agree 100% with the community.
Speaker 1:Trust has to be important and this is the first time I've seen, or like maybe I think there's two communities I can think of safari and then wolf's down where I've seen this level of like dedication to keeping the community free of, essentially, monetization, free of, like, any kind of financialization. I think with Web three you have a lot of communities that are based on NFT gating or, you know, token gating, where you can essentially buy your way in, and those communities I find are not as sticky as the ones where it's purely based on merit and there's no other than the website, other than maybe the lessons you learn and the people you meet and the networking. So, yeah, really respect that approach and I do think that's that's an approach that's really needed in the space. Now one question I have for you is are there any other communities in the factory space that you think also have, are like very close knit and have like a really positive vibe that you really respect in terms of community building?
Speaker 2:I mean, what existed before safari was the jump community, and I was really inspired by Jeff, who's the founder of jump. He had this very similar onboarding strategy. They did it in a rolling basis, not a batch basis, but he would talk to every single person that onboarded into jump and that's. I met him before. As a result of that, as I joined that community and I was really inspired by you know what one might say is unscalable? Doing the unscalable things actually does build a lot of bonds between community members, and also bonds and allegiance to the community itself. There would be no jump without Joe. I think that that is an important thing for a lot of community builders to realize as well. It's like your community experience begins with whether you like the community builder or not, and then from there you can find other ways to create value.
Speaker 2:And you're referring to jump capital or no, there's a community of marketers called jump. Okay, interesting, yeah, it's more so, I'd say, on the the brand marketing side. So it really rose in 2021 with a lot of web two markers getting curious about launching web three activations for their bigger brands in the space. And so for us, you know, Safari is more of the web three native growth leader side, so it carved out our own niche. But Jeff at one point in time, said that he had spoken to like 700 plus jump members one on one to onboard them, which is absolutely crazy. I think that I'm still probably like 400 maybe, in for how many Safari members I've chatted with or onboarded in. But yeah, so quite a feat. So I definitely respect that.
Speaker 2:I think the other community that's really great is that chain forest created a really great community. Unfortunately, chain forest has just shut down, I think like a month or so ago, but that was another great community that I thought had a lot of great people in it. High signal they also do that on a rolling basis or not batches. Right now there are more tech space communities. I'm seeing a lot of communities pop up on telegram.
Speaker 2:The two that I like the most right now are BD3 and Bard, I think both of them have a high quality group of people which then has like 100 to 300 people in them. That's just an interesting place to learn things. So I think the communities serve different functions at different times, and one of the things that I think about too which may be as a hot take is that I don't think communities are meant to be forever. I think that they serve a certain purpose in a certain moment of time, and we shouldn't think about it as a failure if a community shuts down because it just might not be needed anymore, and that's okay.
Speaker 1:Yeah, that makes sense. And moving on to Safari, the product, what do you feel are kind of the differentiators as compared to some of the other tooling out there? And I know there's also a pretty interesting unique element when it comes to how you guys treat privacy, so maybe you can touch on that as well.
Speaker 2:Yeah, I think that the two things would be. The differentiators are, one, the privacy aspect and two, campaigns. We're very focused on campaigns and how you measure campaigns, and I think one of our differentiators is our close relationship with a number of these different marketing channels. Safari we created this database of all the web through growth tools and market maps of those growth tools and a lot of people. For many people, it was the first time that they really understood what was going on in the greater web through growth space beyond them, maybe competitors that they didn't know about, or to be able to see and categorize different companies in this larger web through growth industry, and so that making those maps has given us a great opportunity to build very high quality relationships with all the other builders in the space. And so that's one, one aspect that I think is a little different about us, and the other is this privacy space and the way that we think about privacy is that I think that marketers have really been presented with a false choice Historically, but to a web three, either you promote privacy and you track nothing, or you reject privacy and you track everything, and I think that that's a really false binary that's been put in front of marketers. And, if nothing else, I think web three presents an opportunity for us to think differently about that. And so what we?
Speaker 2:When we think about these things, we think about it from the first principles point of view of what is the data that is actually needed from remark for marketing standpoint today, and we're only going to track that. If people ask us for other things, we will evolve, but we're not going to come in with the idea of, like we're trying to track literally everything. So we're trying to come at it from this first principles. You tell us what you absolutely need to track and we will help you track that, but we're not going to go out of our way to try and find other things that you might want to track in the future, unless it's specifically asked of us.
Speaker 2:So I think that's like a difference of ethos and I really saw this a lot in my you know the other companies that I've worked for in the past who tracked like, literally everything under the sun, but like a lot of times that data wasn't useful, right, like it was one of those things that, like a new product manager gets hired and is like let's go through all the data and they like find this thing or like they do a presentation, all this data that nobody's ever looked at before and then I was like cool, that's interesting. And then like nobody uses that data ever again. Right, so there are like certain things, I think, particular around, like campaign data and these are journey that are not like so demographic, specific on people. That is very valuable, but I think that a lot of the demographic data that is being collected which is, in my opinion, the more creepy parts of data I think a lot of that is actually not as neat as people think it is, and so we built this on how we can reflect that design choice Interesting.
Speaker 1:And yeah, I mean, I think more and more we're starting to see marketing analytics move towards like cohort based or just more anonymized data, rather than knowing everything about every user. Right, like, I think that's just a trend we're seeing overall and figuring out how to do marketing in a manner that still respects privacy but it's still very effective. That's like a huge challenge that has to be solved, right.
Speaker 2:Yeah, and I think Define is the perfect space for us to experiment with those types of things. Define marketers are super interesting. Like they actually really don't care about who this person is like as a person, you know. They want to understand everything that they do on their website, how they like move across the user funnel where people drop off or they get confused, but like on the like the demographic level, they actually don't need to know that information and maybe some of these things will break down when we get into like decentralized web three commerce that you need to know much more about, like the actual demographics of people. But I think that there's this is like a great new world for us to experiment with what it really needs to collect less data and do effective marketing in this new world that, as you described. Yeah.
Speaker 1:I guess where I would say probably demographic data really comes into handy is when you're running like paid advertising campaigns and you're doing them at scale.
Speaker 1:But then again, I think the solution to that and you know this is this is something where if you have you don't necessarily need to know like your individual user down to like everything level right you can still have this like cohort of people or have this general kind of like anonymized or hash data that the marketer doesn't need to understand like every single person.
Speaker 1:But as long as they have that and then the ad platforms can ingest that data, you can still be very effective. It's like and that's the interesting thing about web three and decentralized systems is you could theoretically have like this data that is very, I guess, sensitive that if you have multiple systems like ad network, if you have like kind of an analytics platform, you could theoretically have this data be used across multiple systems without anybody knowing anything about the one specific user, right? So it could be almost like encrypted in a way where even the ad network can't see it, like they can use it but they you know somebody at the ad network can't go in and be like okay, I want to figure out who this person is. I don't know if that makes sense or if I'm going completely of the need.
Speaker 2:It totally makes sense and that's one aspect that we're also working on is our lead engineer has a PhD in different in data privacy, and one of his like core focuses was this thing called differential privacy, which is basically that is how do you share a data set with other people without them being able to join that data set with other things to figure out? You know personal identifying information on one user within that data set, so how do you add noise? How do you do other things to be able to like, yeah, share data sets, but in a privacy preserving way?
Speaker 1:Yeah, that's, that's interesting and I definitely see where that's where things are going, because you kind of you want to preserve performance, but you also want to be able to preserve privacy, and I think there is a way to do both and you hit it on the nail there and, yeah, it sounds like you have the right lead engineer to build this.
Speaker 2:Yep, absolutely. Well, that's the unique thing is, you know, privacy for us is not just a buzzword, you know, we've really built it into the DNA of our team, and both of our engineers today have privacy focused backgrounds for engineering as well.
Speaker 1:So okay, I'll wrap it up. In that case, I think we definitely went a lot more in depth in the little audio cut-stunt help, but let's, let's wrap it up. Okay. So, moving on from Safari, what do you think is the least underutilized yet high ROI marketing channel in Web 3?
Speaker 2:It really depends on what company you're in, but I'd say for Safari. So Safari being like a Web 3 B2B platform. I think the high, the most underappreciated channel is LinkedIn. Everyone will tell you that, like, nobody in Web 3 is on LinkedIn, they're all on Twitter and that's kind of not true in my opinion. Everyone still scrolls through LinkedIn. Very few people post on LinkedIn but they're always kind of lurking, which creates this like great asymmetric opportunity. Right, everyone's posting on Twitter all the time. There's a ton of content and there's a ton of people are there. Linkedin, there's very little Web 3 content always has been and so if you're in a personal Web 3, much like like you're going to see, you know my content about Web 3 on LinkedIn than somebody else's. So I think that's a a key opportunity to sort of break through the noise that exists on crypto Twitter as via LinkedIn.
Speaker 1:Okay, great answer and I agree. Next question what do you think is the main lesson that Web 2 growth leaders could take from Web 3 community building strategies, and do you think it's even applicable to Web 2 marketing?
Speaker 2:I think it's totally applicable personally. I mean fundamentally what I'm talking about. That we did with the community that I was building of those developers doing mock interviews back in 2018 is very similar to Safari today in terms of the function of that community. But I think what any Web 2 growth leaders should be listening to right now when it comes to community is that alpha, in my opinion, is fundamental to any community, and by that I basically mean there needs to be some benefit to join one community over another community and a way that that community makes you, as an individual, joining it better. And so for us, with Safari, the way that we think about our community is how can we accelerate the careers of our members? And that's done through one meeting other people that are great in your industry. That's two learning Web 3 growth tactics that you wouldn't be able to find anywhere else. That comes from having those high quality members within the community. And then three, it's about using the best tools, and that's where our platform comes in.
Speaker 2:Versus. I think that a lot of people, both in Web 2 and in Web 3, have made the mistake in terms of thinking about their community only in terms of like what can our community do for us as a company when it comes to growth or monetization, and it's obviously important to think about those things. But I believe that by thinking about how to help our community first and foremost, it'll help our brand in the end. And so you can think about community like a brand, like a long term brand strategy, or like SEO or anything else. But if we're on being honest, like there aren't too many short term strategies that work for a long time, so I think that you have to approach community with that intent of knowing that this is a a long term brand building strategy, more than like a short term, like extracting from your community strategy.
Speaker 1:Absolutely agreed with that. So, Justin, where can people find out more about Safari? Where can they go sign up for a demo of the platform?
Speaker 2:Yeah, you can go sign up on our website, safariclub, and that's safarily, so S-A-F-A-R-Y. Our platform is free and self-serve, so you can just go onto our website, explore the platform yourself and, if you're interested, you can integrate it all on your own. And in terms of where you can learn more about us, you can find us on Twitter, at Twitter, at hashtag safariclub. That's a great place to explore our content and the other web. Three growth resources that we provide Awesome.
Speaker 1:Yeah, it was a pleasure having you on here. It was great listening to you basically go deep into community led growth. I think this is going to be the next product. You know, right now, product like growth is the big buzzword. Community led growth is going to be the next big buzzword and I think you're absolutely at the forefront of that. So thanks again for being on the podcast and for listeners. If you're on iTunes, if you're on Spotify, give us a like, give us a review and I'll see you on the next podcast.
Speaker 2:Thanks, this is great.