Why Most Marketing Problems Are Actually Leadership Problems | Jared Harman

Jared Harman went from working play-by-play in Canadian hockey to founding The One Group Agency, now a 16-person marketing agency serving clients across North America and beyond. On this episode of the Elevate Collection Podcast, Jared breaks down what it actually takes to build a marketing agency that lasts, why chasing short-term ROI kills long-term brand loyalty, and the three questions he asks every client before building a strategy.

Jared also gets real about the failures that led him to entrepreneurship, why he believes most "marketing problems" are actually leadership problems in disguise, and how his agency is building an AI ecosystem to stay ahead without losing the human element clients actually pay for.

In this episode:

• Jared's path from family restaurant business to hockey broadcasting to founding a marketing agency
• Lessons learned from two failed business ventures before The One Group Agency
• Why short-term ROI thinking destroys brand loyalty (and what to do instead)
• How to build a content strategy across YouTube, TikTok, Instagram, and LinkedIn on any budget
• The 3 questions every company needs answered before building a marketing plan
• Why most marketing failures actually start in leadership, not the marketing team
• How AI is changing agency work without replacing the people clients trust
• Jared's definition of legacy: being a good human, not just a good CEO

Connect with Jared Harman & The One Group Agency:
https://www.onegroupagency.ca/

Connect with Elevate Collection:
🌐 elevatecollection.co
🎙️ Follow the Elevate Collection Podcast for more conversations at the intersection of brand strategy, sports, and legacy building.

www.createcultivate.com

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Transcript

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Welcome And Guest Introduction

SPEAKER_02 0:00

Hey all. Welcome back to the Elevate Collection Podcast. And we are so excited we're here today with Jared Harmon. Welcome to the podcast, Jared.

SPEAKER_03 0:07

Yeah, thanks so much for having me. Looking forward to it.

SPEAKER_01 0:09

We are super pumped to have you. We obviously believe in so much legacy around here. And from what we have read, you come from a pretty, which can we say hearty, a nice little party legacy. Tell us everything. Tell us where you started and where you're at now.

SPEAKER_03 0:28

Yeah. Um, yeah. So from Vancouver, Canada. I started off working in hospitality, working in the restaurant business for years and years. My family actually started a big chain out west here, like my my much older, like my great uncles and my great-grandparents, stuff like that. And then uh so did that for 15 years in various locations. And then uh like a lot of kids up here wanted to get into hockey and sports, so got the chance to live that out. Uh, did play by play for a number of years. Um, but that's when I started cutting my teeth in marketing and and kind of realized I think that was the right career path for me. So been in marketing never since

From Restaurants To Marketing

SPEAKER_03 1:01

so I've got coming on 20 years now, which is crazy, uh feeling old when I say that. But uh and yeah, I started my own agency in 2018. And in in the eight or nine years that we've been at it, uh, we've gone from two people to 16 full-time staff. Um, we've got clients around the world, but mostly North America and like mostly West Coast, but definitely a few outside of North America as well. And um, and yeah, we keep keep growing. And that's kind of the goal, just to keep, you know, putting ourselves in a place to be uh be relevant and be stable, I guess.

SPEAKER_01 1:29

We hear you. Well, you guys, Jared is the CEO and founder of the one group agency. He spent 20 years helping brands turn attention into action by keeping strategy, production, and execution under one roof without losing message discipline along the way. Like it. That sounds good.

SPEAKER_03 1:47

Sounds better in the field sometimes, but yeah, it's yeah, it's good.

SPEAKER_01 1:50

Well, tell us your why. Like we have we always have so many questions around this, but tell us your why. Like, why did you go from, you know, family business and going from, you know, the hockey rink to the boardroom now? Like, what's the why behind all of this?

SPEAKER_03 2:04

Yeah, I mean, you know, it's interesting because I mean, the family business to sports, I mean, sports was always a passion. The family business was just kind of available to me. Like, I started working in the restaurants when I was 11. So it's uh, you know, not many places were looking to hire 11-year-olds at the time. So it made that easy. Um, but you know, in in the restaurant world,

The Why Behind Going Independent

SPEAKER_03 2:23

you you see just how much of a you know grind that that can be, and like you're never really off. And and you know, especially the you know, the management teams and and like you know, I just remember looking at some of the people running the restaurants and like the you know, phones always on them, whatever it may be. And and like, you know, if something happens at two o'clock in the morning, they're getting the call. I'm like, man, this doesn't look super exciting to me long term. So great place to make some money when you're in university and do that. But um, and then you know, it's kind of a similar thing with sports. Like sports, like I said, was always kind of the dream, but you know, you you kind of realize like once you get into it, you know, work is work, um, if that makes sense. And it's as much as it was, you know, had its moments where it was definitely surreal at times for me, it was this ends up being a job and and uh you know, it was it was a lot of hours. Like I'd be at the rink sometimes like 60, 70, 8 hours a week, which was fun. But like when I started having kids and and um, you know, I had two little kids at home and it you know, it was kind of funny. My my son was all for it, my daughter not so much. So it just that's kind of what got me like, yeah, I gotta find figure something else out that can allow me to be around for my kids a little bit. And and that's when I, you know, made the choice to start my own business and and kind of put myself more in control of you know what my days look like and you know, even just who I'm working with looks like, and uh that it's been you know really allowed me to get the best of both worlds. I I you know, I enjoy the networking and the people side of marketing and the the you know, the ideation side and getting to work with a bunch of different businesses and in a bunch of different industries has always been something I've enjoyed. So that's been great. But then also having the flexibility, you know, to you know, hop on a field trip with my kids or you know, coach coach hockey or whatever maybe is has been something I've I've really appreciated as well.

SPEAKER_02 4:03

Are there any lessons that you've learned since you've entered your entrepreneurial journey?

SPEAKER_03 4:07

Yeah, it's not for everybody, that's for sure. That'd be like one of the first things that's uh you know, I I I I think the the other thing too is is you know, failure's not necessarily a bad thing. I I always try to tell people that. Uh, you know, uh the agency wasn't the first thing I did on my own, had a couple other opportunities and they they weren't good fits, but they were opportunities and and they were good in the fact that they showed me that doing my own thing is what I wanted to do. But uh, you know, definitely learned the hard way that those two things weren't the right things to do and and could

Failure Lessons And Self Correction

SPEAKER_03 4:35

have, you know, could have just, you know, put my head down and gone back to, you know, regular employment, which would have been fine. And I know, you know, that it's it's a good place to be for if that's what where you want to be. But rather I tried to like learn from those lessons and like why they didn't work and you know what I could have done differently and how I could have, you know, approached things differently. And I've tried to, you know, take those lessons into the agency now and how we operate.

SPEAKER_01 4:57

I'm such a person on like I love how you said about figuring out what you can learn from things. I'm constantly in the mindset of reflection, like reflection and then like self-correction and then like a redirection, right? So how do you take those lessons and actively turn them into something productive opposed to beating yourself up for the quote unquote failure?

SPEAKER_03 5:24

Yeah, I mean, I I think you've gotta go through that, you know, beat up phase for sure. Like it just is a matter of how long you let that, you know, kind of engulf your world, right? I think uh, you know, that I think it would be weird not to, you know, dwell on it a little bit. And and, you know, and I think that that's also what forces you to, you know, be able to dive into it, understand the why of it, which is the most important part. But there's this, you know, you get to a point where you realize that one, these things are gonna happen and that you can't control everything. And and and that was definitely the case in in, you know, certain aspects of both of those failures. Two, you if you have that belief in yourself, not to sound like super corny, but if you know, like, hey, like I could, you know, I it's cool, like I I, you know, I know how to do it differently next time, or I I know I could do it better, whatever the case may be. And for whatever reason, you know, working for yourself for a certain amount of time, it almost just starts to become a little bit maybe naively innate to you that like, oh, like, like don't worry, I got this, I got this, because you you know you've had to for so for so long. But so that, you know, belief in yourself to switch gears and focus on what corrections you can make or what improvements you can make is is really what drives you to that next step. And I think, you know, the biggest thing for me, the two industries I was in before had nothing to do with anything I'd ever done in my life prior. And it was this, you know, opportunity to get into business with some friends, and you know, there don't get me wrong, I believed in the opportunities, but none of us really understood either of the fields. And so we were, you know, that was like the biggest thing. Okay, like if I'm gonna do this again, I need to do it in something that I understand. And and for me that was marketing, and like that was a big piece of why I started the agency was like, okay, like I I know marketing, I know I can, you know, um get clients, I know I can, you know, do you know not all the work, but some of the work and and and that kind of stuff. And so I think that was like the biggest thing. I I think once you develop that kind of appetite for you know working for yourself, you you just almost like I said, naturally just start to figure out ways to always be getting better and improving that even in the failures you're looking beyond that. But don't get me wrong, there was like there was you know, I don't know, 48 hours a week of just like, what what the hell am I doing kind of thing? But uh yeah, you move on.

SPEAKER_02 7:41

How do you find a way to to keep pursuing it and persevering even when the going gets tough?

SPEAKER_03 7:47

I take a lot of I don't know, pride in the responsibility that like I have to my team and the clients that we work for, you know. I think um, you know, I think it's easy to overlook the responsibility you have to those people um on either side of that equation. You know, when you know, when you hire someone, like, hey, you're now responsible for their livelihood, right? Like obviously they've got to do their part, but you know, like you've got to make sure that there's those paychecks are there every couple of weeks. And and the same goes for

Perseverance Through Responsibility

SPEAKER_03 8:13

your clients. These people are trusting you with their brands and their businesses and like what they put their money into. So like, you know, I I always try to be mindful of that responsibility. Um, you know, and I I think, you know, beyond that, and and you know, I guess the selfish part for me is just like trying to make sure that you know my my family's looked after too. And like, you know, the more stable I can make it and the more I'm gonna say success, it's never been about you know being the most successful or like the richest guy or anything like that. It's just been about like I want to have something that's stable and you know, like I said a minute ago, allows me some flexibility, but also, you know, you know, allows, you know, my kids to do the activities they want to do and you know, all that kind of stuff and enjoy life, right? So, you know, I think until we're in a part where that stuff's just happening, happening naturally, which I don't know if it ever gets to that point, but uh that that you know, I'll keep working harder to to keep growing things.

SPEAKER_01 9:02

Which makes sense, you know, like so many of these things that we are doing, we ultimately are doing them like we have the why, but like the greater or the more, I guess should you could say intrinsic why is still somewhat selfishly motivated because, like you said, like your kids, like I remember getting into real estate on the front end of real estate, it was because my daughter had come home from like a the all-day summer care, you know, that they do when you're when you're working parent. And she said, Mommy, I don't want to, I don't want to come back here next year. And I said, Okay, bet. And that's when I decided I was gonna figure something out so I could actually show up for my kids in the way that I wanted to. So when you translate that as far as like scale, when we're trying to scale not only your agency, but other brands, and they have their why. Do you ever go beyond the standard why? Like I'm looking to increase sales, of course. Like, who isn't looking to increase sales? Do you ever look deeper than that? Or are there any particular questions that you find yourself asking consistently to go into that deeper why to be able to actually market and scale them efficiently, or effectively, I should say, more than efficiently?

SPEAKER_03 10:13

Yeah, I I think to that, like the big thing that I'm always trying to challenge myself and the team is like how we can do things better and

Finding The Deeper Business Why

SPEAKER_03 10:22

and be, you know, like you you as a business owner, you want to eliminate the the debate or the question about like why you over someone else, right? And I think I think digging into that piece is to like you know how we can make life better for our clients or our staff. And I I really do look at the two the same. Like, you know, you like in order to be better for your clients, you need to have a staff that's like equally invested and you know, want to be a part of things too. So I think, you know, once you have that, the next step is is kind of translating that to the clients. But you want you want your clients to be like, yeah, like I've got to work with one group agency because you know they make it easy, but you know, they're you know affordable, like all these things. And I think if you just and it's really easy in the agency world to just stop if things are working and just be like, okay, like things are cool, they're good, they're you know, we're flatlined, it's all good, we're just gonna keep doing what we're doing until we can't do it anymore, because there's there doesn't there's not necessarily that constant push to get better. Whereas, you know, like for us right now, we're in the process of trying to build out a AI ecosystem that our clients can utilize that well, yeah, like it'll it'll make us a little, I don't want to say less relevant, but a less integral in some of the stuff that we do for them, but it will also make us a little bit more affordable and it'll and what we try to be is that people element that supports both them and the AI side of things that you don't get when you're just dealing with software, right? So which should allow us to evolve and take on more clients. And so, like that's where we're always trying to, you know, improve and you know increase our productivity in terms of what we do so that we can, you know, be the best we can be.

SPEAKER_01 11:52

Sounds really cheesy too, but but no, it doesn't sound cheesy, which is gonna lead me to my next question. Sorry, it just it came to me, so I have to get it out now. But what do you believe most people miscategorize as a marketing problem when it really is like a leadership or operational problem?

SPEAKER_03 12:09

I mean, I think that's like that could be a loaded question in the sense of like, you know, the general ideas and strategies around how people promote their business, you know, it it I think people want to look at like the marketing people, agency, marketing team, internal, whatever, and say, what are we doing to sell this? And and like the question is like the I I think the if

When Marketing Is Not The Issue

SPEAKER_03 12:32

the if it's the right product and the right message and the right concept, how to sell it's the easy part. It's that first part that where the challenge is. And I think in like 98% of the time, like that's gonna come from up top, right? Like the direction or or you know how it's laid out or presented. And it's it's usually not the people in the marketing suite making those initial decisions. And you know, like one of the things, you know, especially earlier in my career when it wasn't with when it's not the agency, like, you know, trying to fight to be in those, you know, C-level meetings with with the exec teams so that not so much that I can drive those decisions, but at least like present that perspective in terms of, you know, sure, like you guys can come up with all the big ideas, but like there's considerations that you have to have here that you're not thinking about, but then it's gonna get downloaded to me and my team, and we're gonna get blamed for it if it doesn't work, right? But it could be the price point's wrong or you know, the just the packaging. I don't know, like there's a million different things that can go sideways that gets just like handed down to marketing.

SPEAKER_02 13:30

That's so interesting to me. Okay, here is a question. There's a lot of talk right now in the marketing space about how in order to be successful, you have to build a cult-like following. Do you believe that? And if so, how do you create that cult-like following?

SPEAKER_03 13:47

I I don't necessarily agree with the wording and like the cult-like following, but I I think it's it's it's a lot more about engagement and like creating interactions as opposed to just like eyeballs. And I think, you know, 20, 30, 40 years ago when it was traditional media, it was all just about eyeballs, like there was no way to interact and like with social media and

Engagement Over Cult Like Hype

SPEAKER_03 14:05

digital, the digital space, like that's changed. Now you can, you know, you can talk to, you know, the airlines or the you know the the big box brands and whatever. Like if you're having problems and you there's there's ways to interact in real time that never used to exist. So it's changed the the the demand from just getting in front of people to making them want to interact with you. So I I I agree that there's you've gotta start doing things that uh are more than just you know fancy visuals and you know, catchy language. It's gotta be you and I think where that comes down to is trying to extract emotion from people in terms of like what they see from your from your brand online, right? And and make them, you know, care. Like one of the things um, you know, maybe not the greatest example. When I used to work in junior hockey, we we used to really try to push hard to promote whatever local kids were on the team because the idea was that if the neighborhood or the community sees you know local player X playing for the local team, they're gonna want to support, you know, little Johnny who grew up in the neighborhood, and they'll they'll have that emotional connection to the team. It's no different than the products. Like you want to see stuff online. I think to do that successfully, you've got to present it in a way that's relatable to whoever your ideal customer or client is, right? And present it in a way that when you see that video, you're you know, you're scrolling through, you know, whatever platform it is and you see that content, you're like, like that's me right there. Like that's you know, like I do that with my kids, or I I do that with my buddies, or I want to go watch that with you know my partner, whatever it is. Like it you like you want to pull out that emotion that makes people kind of buy into it. And therefore, you know, it's like you're subliminally building trust with that audience so that they want to buy from you. Because the thing, like I always like this finding like products or services that are, you know, entirely unique, it's it's um nearly impossible anymore, right? Like everything, and even when something does come out that's like that, it's it's like duplicated, you know, time and time again within you know days and weeks and months. So it's you know, even if it started out that way, it won't be that way for long. So you need to establish that relationship essentially with your customer to make them want to, you know, put the credit card down or whatever, you know, whatever the transaction is.

SPEAKER_01 16:09

Here's here's the Go ahead, Alex. We both get excited at the same time, but there was something that we saw on your social media about, oh God, it was a post about when companies like lean too hard into like short-term ROI. What do you what do you equate to short-term ROI? And then what is long-term ROI for the listeners?

SPEAKER_03 17:27

Yeah, I mean, short-term ROI, and it's happened a ton, especially, you know, if things aren't going well or in startups where they're just they're just trying to like maximize conversions like today. Like, so, you know, we've got this much for an ad budget, we're gonna dump it all in and over the next two weeks and just try to sell as much as we can, however we can, you know, using whatever

Short Term ROI Versus Brand Loyalty

SPEAKER_03 17:45

you know, platform will allow us to do that. But what that approach typically does, while it might work for that quick conversion, if you're not supporting that with you know long-term creative and stuff that actually supports the brand, yes, you you know, you'll get a you know, a bunch of revenue in that week, that month, whatever it is, but you're missing the opportunity to build repeat business and like actually establish your brand and your brand's identity as something that people want to go back to. And, you know, I I get it. Like it's, you know, especially when you're in it, you know, and you're a small business and you're just trying to, you know, generate cash flow and revenue, like you're doing what you have to do. And I understand that point, but I think there there always needs to be some long-term perspective in terms of how to grow your brand and like how to create loyalty. I think that's I think people will often undervalue the loyalty piece and the and and you know, the the bigger picture, which is that like, you know, if you're selling shoes, you want, you know, people probably buy shoes every six months just for necessity. And like you want people just to almost by default come back to your brand every time they need their shoes because you've established some sort of connection with them. And if all you're doing is, you know, like you know, you're discounting your shoes from 200 bucks to 50 bucks, you might sell a ton of shoes that day. But when they come back in two years or six months or whatever it is, and it's 200 bucks now, they're not gonna do that, right? They're gonna they're many, they're gonna be kind of probably pissed off that it's gone up by that. And so it's again, I think it's that long-term thinking to try to build some more sustainable, you know, cycles of revenue for for the business.

SPEAKER_02 19:20

That is a perfect segue into flywheels, which is something that we talk about so much. You think about a brand like Converse, right? They started with shoes, they they really like own that lane, then they move into merch. How can companies go from the main thing being the main thing to something that is generating revenue more frequently so that they don't get in that cost of customer acquisition only being, you know, once every six months or needing to to draw it up? Like, how can you expand your services without getting too like willy-nilly and people like don't know how to work with you?

SPEAKER_03 19:52

Yeah, I I think the biggest thing there is listening to your your customers and your audience and understanding what it is they want and where the opportunities might lie. I think I think when that when

Expanding Offers With Customer Data

SPEAKER_03 20:03

brands aren't able to do that, it's or they try to go you know too far and too deep, it's because they're not listening or paying attention to what the demographic's telling them and what they're what their audience is telling them. They're just, you know, they're like, hey, we just sold a million dollars in shoes, like I bet we could sell a million dollars in t-shirts too, you know, and it it it is it's that it's like you know, they're not looking at the actual data. And like that's the one piece about digital that's the greatest, is that like the data's there, the information's there, and it's just about whether or not you utilize it or do anything with it, right? Whereas if you, you know, you know, zone in on you know, customer habits, you know, where they live, you know, what their interests are, like all those different things, you know, um you can start to understand them and what they might want or what that next product might be. And then that next product can lead to the next price, like in it's I think too, and it goes back to the comment about the short-term ROI versus the long-term ROI. Again, a lot of times people when they start to expand, they're looking for that, you know, next big thing and that next home run, right? And like that's not always the best answer for what you're developing from a brand standpoint either, right? So again, like I understand it, you you know, things are going well, things are moving, you know, cash registers ringing and and it just seems like the next best step. But you've again you've got to utilize the information you're given from working in those digital channels to build it out from there.

SPEAKER_01 21:20

I love this because paying attention to that data and being able to hone in on whatever it is that you are doing or utilizing the data to pivot or whatever it may be, if you were to walk into a meeting with a company and you're being asked to develop a marketing plan, what are your three most important questions you believe you've got to know and then to be able to move forward with something? Of course, I know that goes deeper in real world application, but if you could only gather three pieces of information, what pieces of information would you gather from that company?

SPEAKER_03 21:54

First thing's always, you know, who they think they are and what they do or sell, depending on whether it's a product or a service. Uh who they think their target audience is or their target, like their ideal client, because that should drive most of the messaging. Um and the third thing is just like what are they trying to accomplish with what they're doing, right? Like and again, that sounds probably pretty, you know, obvious, but it's a big question because some people are just trying to expand their brand as opposed to generate conversion. Some people are just trying like they, they, they're in a cash crunch, they need to just, you know, quick sell a bunch of items. Some people those like those three things can will allow us to walk away and say, okay, based on this and what we know, we can now analyze the market for who they think they are, who they think their like, you know, ideal customer is and and and what they're trying to accomplish and build out a plan. I sorry, the last thing which kind of speaks to the first one is that what why they think they're different, right? And again, it goes back to everybody's the same. So, you know, if if you're selling a fidget and this person's selling a fidget. Well, why is your fidget different than this person's fidget? And why why does somebody want to buy your fidget instead of the next person's fidget? And I think that can often be, you know, the you know, needle in the hayssack too, a little bit in terms of like what they're what they're going after and what they're trying to get at, and and how we can, you know, target their advertising or their marketing strategy to actually get in front of the people that they're trying to get in front of and for why.

SPEAKER_02 23:16

Okay. So you get the brand strategy together. You get clarity on everything. There are so many platforms and channels these days. How do you determine like what your strategy is? Like, are we putting things on YouTube? Are we putting things on TikTok? Are we on Instagram? Are we on LinkedIn? Are we doing it all? Are we sending email blasts? Like, how do you determine what the right strategy is? And does the content need to be dynamic for all the channels? Like, should we be dancing on TikTok and then blog posts on LinkedIn? Is it the same content across all? Like, how do you determine what the proper strategy is?

SPEAKER_03 23:49

Yeah, I mean the obvious answer is the big variable there is budget, right? Because if if you don't have the budget to to like

Choosing Channels And Adapting Content

SPEAKER_03 23:58

it's hard to have the budget to do everything all the time, and not everybody we work with does. So like, you know, when you talk about like dynamic content, it's a lot more cost effective to take the same video and just plas plaster it across you know eight platforms without adjusting it. But it'll be a lot more effective to make the content dynamic. But you know, like that not like I said, not everybody can afford that. Uh in terms of if if budget is not a concern or a question, then it just comes down to again, who's your target audience, who you're trying to get in front of, right? If you're trying to get in front of like, you know, 19 to 24 year olds, you're probably not spending a bunch of time on X, right? Or or uh Facebook, even you want to be on TikTok or Instagram, right? And you know, same goes the other way, right? So it's it, you know, it just it just really depends on who you're after. Now, we work with some clients that like have a pretty broad spectrum of potential customers, and yeah, like if ideally for them, they want to be in front of everybody. So yeah, like, but again, that comes back to budget. And we always try to we always try to make the content as dynamic as possible. It might not always be changing the video uh to you know to your example, but it might be changing the caption so that it's optimized for that platform or you know, different things that way. But you know, we try to get as creative as we can to differentiate that those elements within a reasonable price point to make it accessible for people.

SPEAKER_01 25:24

I love that. Now, as we wrap up here, there's something that is always important to us when it comes to this legacy, obviously, right? So you have spent this career and spent all of this time working on how a brand is perceived, their positioning, their strategy, their their goals, their initiatives. What is the one thing that you hope that Jared is remembered for or known for, for that matter?

SPEAKER_03 25:50

I would say, you know, being innovative in how we do things and being like people and customer service focused, you know, like and like I, you know, I I hope that anybody who's worked with us is, you know, that we get

Legacy Service And Final Advice

SPEAKER_03 26:03

that people are gonna, you know, change agencies, you know, from time to time for different reasons or you know, do different things. But I always want people to say that like, you know, we did the best that we could for them and and they they trusted us with their brands and no matter where they ended up going or what they ended up doing in the long run.

SPEAKER_00 26:20

But what about you as a human, Jared? We know the agency can do that, but what do you have?

SPEAKER_03 26:26

Like it really it's back to the the the trust. I just want to be known as a good person. Like, you know, like hey, like you just did it, you know, Jared didn't BS us or cheat us or you know, whatever. He did he he he did the best he could and was you know was a good guy and a good person to deal with.

SPEAKER_02 26:41

I love that. Be a good human, the most basic concept.

SPEAKER_03 26:44

Yeah. Again, kind of choosy, but it just I just to me it's like you know, it's what's most important, I think.

SPEAKER_02 26:49

So there's a brand out of Denver that we love called Be a Good Human, and we we collaborate with them all the time because we just say we just want to do cool stuff with cool people.

SPEAKER_03 26:57

Totally. And we do a lot, we do a lot of the same stuff. Like we do, you know, we do a lot of charity work with the agency. Just and it's just somebody was asking me the other day like why we do, you know, XYZ. And it's like, well, I don't know, like you're in a spot where you can do some things and like help some of those organizations by doing work for nothing or you know, putting our team behind it or whatever. And it's like if you're if you have that ability and opportunity, like why for me, it's like why wouldn't you do that stuff, right? It's just you know, and I think I think and and it's it usually ends up being the funnest stuff we do because you know, one, you can see the impact you're having with other people, and and two, it it's it it's always more enjoyable when you know you're doing something good, you know, and and so Absolutely.

SPEAKER_02 27:34

Jared, what's one thing our listeners out there can do to elevate you or the agency in this moment?

SPEAKER_03 27:39

It goes out of the box, but at the same time, don't overthink it. It's uh social media is you know there for a short time, not a long time, right? So, like, you know, don't be afraid to try things and and just you know, you'll never know what's gonna hit for you.

SPEAKER_01 27:50

Well, we love that. You guys will have all of the details on how you can find Jared and the agency all below in our show notes, and we cannot wait to see how many more lives and businesses that you impact and change.

SPEAKER_03 28:04

Thank you so much. That was awesome.

SPEAKER_00 28:05

Thanks, Jen.

SPEAKER_03 28:07

Appreciate it.