Content Marketing Essentials
Ryan Bonnici shares his insights into why investing in content is essential, ways to drive revenue and demand, and the importance of your distribution strategy.
[MUSIC]
Welcome to Demand Gen Visionaries.
I'm in phase on CEO of Caspian Studios.
And today I am joined by a recurring guest, a special guest.
He was guest number five on DGV.
Ryan, how are you?
Ian, I'm doing great.
Thanks. It's going to be back here with you.
Yeah, indeed.
It has been, feels like a lifetime ago.
It's a tough.
Company changes, children being born, all sorts of crazy stuff.
I know. It must have been almost five years, four or five years.
What a world.
OK, let's get into it today.
You have a new job.
Tell us about your role at Jim Pass.
Yeah, so I started at Jim Pass a little under four months ago.
So a little bit about Jim Pass first.
So Jim Pass is basically the world's best employee benefit,
essentially.
So it's something that your company buys.
And it's in a perk for employees.
And so for us specifically, it's the world's largest network
of gyms in studios.
I think we have 65,000 around the world.
And it's not just kind of basic gyms.
It's really top tier, right?
So with a gym pass, you have unlimited access to Equinox, F45,
Barry's SoulCycle.
So we really had this really premium, incredible network
of gyms.
And so that's a little bit about the business.
The business started in Brazil 10 years ago.
And there's now HQ'd in New York, which is where I am right now.
And gosh, so I manage a team of about 400 people at Jim Pass.
And because we're this sort of B2B2C marketplace,
we essentially-- we sell to companies, that's the B2B part.
And then we market to those companies as employees.
And those companies help us with that process.
And so customer experience, customer service,
rolls up into marketing, given it's very digital.
So about half of the 400 or so people
are focused on helping our customers, the customer service,
online chat, telefiring, to email.
And then the other half is more traditional demand,
gen marketing, if you will.
I love it.
Customer success rolls up to marketing,
because it's digital.
And I love it.
It's just like this total change in, well, there's
someone communicating with our customers.
And who should be doing that?
And I think that that's just such a cool thing.
Yeah, it's interesting.
I mean, we split it kind of-- so we still have client success,
obviously, like there's the works with our large customers.
So we have Fortune 500 companies that
have hundreds of thousands of employees,
and 100 pass.
And so we're obviously doing a wide glove service there.
It's more kind of you have the digital channels, right?
So if someone is reaching out with needing help,
getting into a gym, or using our app, or anything like that,
or even signing up, for example, because it's all
so digital these days, marketing is really the best team
to handle digital channels, because it's sort of like
outbred and butter, essentially.
So yeah, it's been a really interesting part of the role,
which I haven't been over in the past at previous companies.
I'm really enjoying that, actually.
And it's interesting, because it's so interconnected
with the lifetime value of your customers,
and ensuring they have a great experience.
And we're studying through a lot more data analysis
around trying to connect like NPS scores with retention,
and et cetera.
So it's a really fun space.
So I feel really lucky.
Yeah, indeed.
I mean, I'm sure that just from the data
that you can tag these accounts and follow these accounts,
and that it's under one person and under one dash
word and thinking about it all like that is super fascinating.
I'd love to say it was all that connected.
We're working on that.
But I think with any marketing sales system,
there's a lot of disconnect between the systems themselves.
And so we're working on a big project right now
to connect all of our systems up, because I think
when a company blitz scales, it's really important that all
teams have autonomy to get the tech they need to go quickly.
And then once you reach a certain point,
you start to realize that that doesn't really
help you continue to grow.
And you need to start to sync systems in different ways,
consolidate systems.
And so we're going for that process right now.
But I feel like in the next few months
we'll be at a point where we have a true 360 degree view
of our customers and can start to connect all of their touch
points with how brand, digital, in person, check-ins
at a gym, NPS score, et cetera, and really start
to kind of manage the experience as best as we can.
All right, let's get to our first segment.
The trust tree is where we go and feel honest and trusted.
And you can share those deepest, darkest, demand,
gen, and marketing secrets.
So tell me who gym-pass customers are.
So we kind of think of ourselves as a three-sided marketplace.
So we truly have three groups of customers.
So it's thought to have partners, right?
So our partners are Equinox, Lifetime Fitness, SoulCycle,
F45, Crunch, Orange Theory, et cetera.
So they're a customer that was essentially, right?
We need them as part of our model for our model to work.
And so marketing--
we have a partner marketing team.
We do things there.
So that's one, I guess, leg, if you will, and a three-legged
stool.
Then basically what we're doing is
we're giving these amazing services that our partners
provide to companies.
So there's a B2B component, right?
And so we're selling to HR, typically,
at these companies, depending on the size.
If it's a multinational Fortune 500,
we're probably selling to a direct or a VP of benefits.
If it's an SMB and they're buying touchless for our website,
it's probably ahead of HR.
It might even be a CEO, right?
If it's a 10, 20-person company.
So that's the B2B arm, which is essentially
the second leg of the stool.
And the third leg is the employees of that company.
So the company's buying an enterprise subscription
to Gem Pass.
And the employees basically are buying their own subscription
to a different package.
So for example, I like Equinox.
I like F45.
They're in the top tier of our individual plans.
And so I'm paying, I think, it's 150 a month
for unlimited access to Equinox and all of those gems.
Which, just to go to one Equinox alone,
like a monthly subscription is like $250.
So I think it's actually $350 in New York.
And then you're stuck at one location.
So we can afford to pay the gem is what they would normally get
because we have this enterprise subscription,
which is like the different component of our revenue,
which is what some of our competitors
that started in direct to consumer space,
lack.
They never had two revenue streams.
They have a really similar name to us.
And so because of that, partners like us a lot more
because of the fact that we're not cutting
into their profit margins, which I love, right?
Because we want to serve like all of those three customers,
if you will, equally.
And they're all incredibly important.
And we don't want to hurt any of them.
So that's a little bit about what our customers look like.
Awesome.
And so someone like me, if Caspian,
we got 20 plus employees, if we wanted to get on Jim Pass,
we're going to pick a plan, pay X amount of dollars
a month, and then our employees have the opportunity
to go basically choose their own individual plans from there.
Yeah, that's exactly right.
And I mean, companies can choose to subsidize
more of the employee costs.
So some companies will say, hey, we'll pay for the first $50
of the employee's component.
So basically, we have a free plan, which is the digital plan.
We have like a $10 plan, a $20 plan.
So like all of those plans might be completely free
if your company is subsidizing the first $50.
And then from $50 to $150, you might pay like $100
if you want the top plan out of pocket.
So that's kind of how it works.
And again, we're kind of work where
we launched our touchless sort of SMB sign up flow.
I think before I joined, and since I joined,
we've been refining it further.
But yeah, that's kind of how it would work.
I could have signed up.
We already had big benefits as like the first thing that I did
when I started cast being was get like,
so we use just works.
So we have like really elite tier benefits.
And something I just felt super strongly about
is like if you're worried about any--
I mean, it came from the army, right?
Or it's like, you know, it was in HR in the army.
So it's like, if you're worried about anything else,
you're not worried about what's on the battlefield.
And so that's kind of how I believe as an entrepreneur.
But I'm going to look into Jim Pass.
This is awesome.
I'm going to check it out.
I'll go through the self-serve.
And I'll let you know because this is super exciting.
And so let's dig in a little bit more on that buying committee
on that HR leader.
Is this something that they're looking for?
Is this something that they already kind of like want?
What's the demand level?
And then how are you structuring your marketing team
to engage those enterprise accounts?
So the buying committee, like, yes, it's definitely
something that they're looking for.
And we're really lucky there's not really any competitor
in this space that sells in the way that we sell, which
is why, as I mentioned to you, in the last sort of six months
we've doubled the business.
And we're already at a really significant kind of revenue
run rate.
So yes, there's a strong need.
There has been, especially during COVID,
we were kind of one of those businesses that really sort
of were able to support employees and help
our businesses and customers during that time.
And it's kind of grown since then.
So yeah, I think that needs become even stronger
in the last few months with employee retention
going down the great resignation, which we keep hearing more
and more about.
And so companies are doing more and more
to sort of retain their employees,
but also to manage the well-being of their employees, too,
right?
Like if your employees are, well, they're
not going to be productive.
They're not going to be happy.
So yeah, it's been a big sort of focus area,
I think, for a lot of HRs.
In terms of the buying committee, your question there,
I mean, in bigger companies, right?
It starts with someone that's managing benefits.
And then they have a pool of funds,
which they're allocating to different--
some things are reactive, some things are proactive.
Right, so like your health care plans,
et cetera, that's kind of probably more of a reactive
benefit that you use when there's a problem.
Jim Vass is more of a proactive benefit.
I inherited the team, obviously, four months ago
and have been kind of working with the team over the last few
months to best understand how we should be structured moving
forward, not necessarily because I just joined,
and I want to do that.
But more so just because we're growing so quickly as a company.
And I think the company doubled in employees
within the last year or two from 700 to 1600 or so.
And I think with any companies moving that quickly
and developing new products and different business units,
you're constantly evolving your org structures
to meet the needs of the company.
So when I joined, there was essentially
sort of like two different business units.
There was the B2B business unit, which
was how do we attract HR people to consider
Jim Vass for their company?
And then how do we connect them with our sales team
to generate marketing source revenue for the company?
So it's the B2B team.
And then there was a B2C team, which was essentially, OK,
once they've signed, how do we market to their employees?
And so we market for them through channels like email,
like we typically receive their employee lists,
and they keep updating their employee lists
syncing that with our back end so that as they hire new people,
those employees are now eligible for Jim Parson.
They can sign up.
So we have millions and millions and millions of people
in our database that we are then marketing to
through own channels, which is really cost effective.
Sometimes we can't reach employees via email
because they may work in stores.
We have some retail clients that have
hundreds of thousands of employees that work in retail stores.
They don't have company email addresses,
so it's a more difficult for us to contact them.
And we might use different kind of in-person activations,
digital advertising, et cetera.
So they're connected to revenue teams, B2B and B2C.
There's like your brand creative and comms team,
which is sort of all in one, which is going to focus higher
in the funnel on our brand impressions awareness.
At the very bottom of the funnel,
there's what we call CX customer experience,
which is that team that I mentioned earlier,
which is focused on meeting the needs of our customers
and prospects digitally, so answering my questions online,
building FAQ content, helping them with any issues
they may have.
And then there's a marketing ops and tech and analytics team
that we're building right now, which is really focused on
how do we build the right resources for the marketing team
to be able to do what they need to do,
sort of connecting up data,
analyzing, driving insights of it.
Oh yeah, and I'm hiring a VP of content
in organic growth at the moment.
So we're building a content team.
But I think as we start to kind of like scale up
and start to sell more to the SMB, right?
Like say a sales that approach for SMB
doesn't necessarily scale from a CAC perspective
and an affordability perspective.
So really building an inbound machine
that is attracting those SMBs and kind of moving
into our SMB signup flow is key.
So building that content team to do that.
- So fascinating, great overview there.
I'm curious, like, as you build out the content team
and obviously you could put your priorities
in so many different directions.
That HR buyer, that committee, that person is looking for that.
I mean, you could even, you know, obviously
clip up a couple, you know, all the way up to the CEO
who wants a healthier, more--
- Totally, totally.
They're definitely part of the buying committee.
And what's really interesting is they're typically
a champion for Jim Pass because if you think of most CEOs,
it's rare that a CEO doesn't take their health
pretty seriously.
I think this is like true of a lot of executives,
to be honest.
There's definitely an over-indexation,
I think of type A people when it comes to executives
and especially CEOs and fitness and exercise
as a way to manage stress and to kind of like
keep things under wraps and help you.
And I mean, that's certainly true for me.
And, you know, many CEOs that I've worked with.
So helping them understand that like the perks
that they can afford as a CEO,
like a personal trainer, equinox, et cetera,
like their employees can have that as well.
It's sort of the sales pitch to them, which resonates.
- All right, let's get to our next segment.
The playbook is where you open up that playbook
and talk about the tactics that help you win.
- You play to win the game.
- Hello, you play to win the game.
You don't play to just play it.
- Give me your three channels or tactics
that are your uncuttable budget items.
- To me, like paid and content marketing is so important.
Like paid marketing helps you pay the bills today.
It helps you drive revenue, drive demand.
And it helps you build up your inbound funnel for content.
So I feel like, you know, it's rare
that a company wouldn't be doing both of those things
regardless of their size.
So to me, like, you know, doing paid really, really well,
I think is everyone can do paid, like doing it really well.
I think it's a different story.
And having really great people lead it is key.
I'm not as much of a fan of kind of outsourcing those skills
and using agencies.
I prefer to hire really incredible paid talent in-house.
But I think, you know, that's kind of the on-demand piece.
And then the content side of the house, again, is key.
I'm sure if you go back to our fifth episode
where we spoke last time, I'm sure content was a big part
of what I said, don't I?
And I feel like nothing has changed.
You know, if anything, actually,
it's become more and more important
just because, you know, the cost per click
and the CPAs have paid, maybe are getting more and more expensive.
So I'm still a firm believer in that.
It's definitely gotten harder though.
- Can you give me some examples of that,
of ways that people are doing paid right or paid wrong?
- It's a few things.
Like, I think, you know, if you're using agencies
and you're kind of a paid, an in-house paid person,
it's more of a project manager, I think.
You know, there's typically a lot of kind of fat
that can be cut in the paid programs that you're doing.
And I just feel like those people that are running
through agencies and aren't maybe as skilled themselves,
they aren't able to click into
and really understand what's going on properly
and doing like really good audits of the paid media campaigns.
It's pretty easy to do that and quickly realize
like what keywords, what campaigns aren't working,
why are we still spending money on that, right?
To say that's part of it.
I'm a big fan of actually like not doing branded paid.
I think like, this is a pretty like heated, debated topic,
but I just think it's like a total racket
paying Google for your brand terms.
Now, if someone is, and by that I mean like us paying
for the term Jim Pass on Google Search, for example, right?
Like I know some people will do that
to block out their competitors.
We're pretty lucky that we don't really have any
super direct competitors in the space to do exactly
what we do in the same kind of go to market motion.
And so for us, I don't think it's necessary.
We are still doing branded paid,
which I feel like having to ask the team to pull back on
and at least cut out for a month
and see what the results are.
And you know, when kind of doing that in the past,
I feel like you still get the majority of the clicks
that you would have gotten, maybe a teeny bit less,
that you can then repurpose that budget elsewhere.
I think like another one is like, you know,
even just social ads, right?
I remember when I was at HubSpot, we did testing.
And we would literally launch the same ad
with the same campaign, with the same targeting,
multiple times at the same time.
And you'd be amazed by how quickly Facebook's paid algorithm
kicks in in the sense of like, if one of your three ads,
which are all identical, same targeting, et cetera,
gets more engagement quickly, just because of chance, right?
Like they're all identical.
So like there's no reason why one should get better engagement
with the others.
Like just the fact that one of them got more engagement,
we'll see like a much higher engagement rate really quickly
and then a much higher kind of reachability
and then a much lower cost per acquisition
and the other ones will underperform.
And again, there's truly no reason why that should be the case,
but it's just because like Facebook's data is saying,
oh, this is connecting better,
like let's go more down that path.
And I remember that with something that paid team learned
really quickly.
So instead of just doing one version of our paid ads
or paid campaigns, they do multiple versions
of the exact same one,
because that way then you can cut the campaigns
that didn't get that quick engagement
and then didn't scale up.
But again, it's a little hacks like that
that I think if you don't have really incredible people
running your paid programs, you just,
you would never think, like you would think to run three,
like A/B tests or like A/B/C tests,
like three of the exact same targetings,
the exact same creatives, the exact same messages,
because of the fact that like,
Facebook's algorithm picks up on the engagement really quickly.
So stuff like that,
I just don't think an agency is gonna be doing
like they're not gonna care at all.
And I think I'm a bit biased there,
but that's just my experience
with working with really great paid people.
- I love that.
And then you mentioned content, obviously,
we talk about, is this idea of like,
well, your website is this new digital storefront
and your website is where your salespeople can live
and all of this transactions are happening
and kind of it's essentially the most underinvested asset,
pretty much across the board for any B2B company,
even though it's so important.
And so this idea of like,
well, what's on your website, obviously all your product
and all your product details and all this stuff,
but also all of your content.
And it's just such a dynamic thing to have all this content
and everything about your company, obviously.
And so I'm just curious,
like how do you think about making investments in content
which can be pretty complex?
- I'm a really strong believer in content
as sort of like attraction tool through organic search, right?
So for me, content, when I talk about content,
I'm typically talking about content that drives
organic traffic to your site, right?
Through Google, people going to Google, finding your content.
Podcast, et cetera, I think we're kind of like
another layer of content, really important.
I think more important, maybe from a thought leadership
perspective than typically people finding them organically,
right?
They're great if someone shares them with someone,
but I think there's not really great tools today
that kind of index the content of the podcast, right?
Like there's a ton of value in podcasts
for launching our own podcasts at the moment.
- So to me, it really starts with like the investment
that you asked about, you know,
really investing in keyword research
and understanding what are the things
that the audience we want to attract
are going to Google and searching for.
And then really building kind of our content strategy
from there.
I think a huge part of content marketing
that people don't think enough about
is your distribution strategy, right?
And so inherently in kind of the way we do content
and the way I think of it is like it has organic distribution
naturally built into it.
But then I, and so that's kind of like a,
just a byproduct of doing it that way.
I think the link building and other strategies
that help you more proactively, you know,
get your content distributed, you know,
using social etcetera are also really important.
I think at the end of the day,
the most important thing with, you know,
your content investments is to invest
in creating really good content.
'Cause, you know, if the content sucks,
it doesn't matter how good your distribution strategy is.
People won't stay on your blog post
or listen to your podcast for long.
And the systems will realize that it's not, you know,
very valuable content and then your rankings will go down.
So.
- I think what is so interesting is this like
two-pronged approach, which is that type of stuff
is a lot of times more aspirational, what's coming,
what the future is, how people are doing things in real life.
It's very human-centric story-driven,
all that sort of stuff, which is inherently different
from like keyword type research, that type of content.
I think more so, like when you're doing content marketing,
right, like people have a problem,
they're trying to solve that problem.
And yeah, your content helps them solve that problem.
Like that's never, that kind of content rarely
is gonna connect with a decision maker.
Unless, you know, unless you're creating content around
like how to run an executive offside
or, you know, how to build an executive team, right?
Like obviously like the people searching
for that are probably executives or CEOs.
But in general, you know, it's harder to connect
with decision makers in a thought leadership way
for content marketing.
That's where I think podcasting and kind of like
a longer form in depth stuff that you,
it's less about a job to be done and more about
like personal stories, et cetera, and learnings.
That like that becomes a really useful asset
for your sales team, right?
To send to a decision maker to say,
"Hey, I think you'd like this.
Hey, your brand was mentioned in this."
Like, and that can be kind of that conversation starter.
Like I think it's rare that a blog post
from like your company is gonna be the thing
that you send to a decision maker
to begin a conversation might be,
but more often than I probably is.
- Yeah, I think the other piece on that
that's so important is that if you create a great series,
you're getting all these people
to essentially guest blog posts for you, right?
Like that's part of the allure of it is
if you can create a great series that has an audience
that you can promote that people can tap into
and that serves the audience,
a specific audience exclusively,
that that feeds like that piece of it,
that it's basically part influencer marketing
and part customer marketing because a lot of those people,
some of those people might be your customers.
And so I think that that's where you can get it
like these two different use cases for making that stuff.
And at the end of the day, like I'll roadlessly
back to your website, you can promote assets in that.
But the other piece of this that I think is really interesting
is a lot of that type of content is where your people are
in app, in device, in whatever.
Like that is, it's used from a consumer grade perspective
and you don't have to build all that stuff.
And that's another thing that I think is really cool
that those roads end up leading back to you
and your brand in your website.
- I think tech to me is so key, right?
Like building a really strong tech stack
is the one area where I'm pretty hesitant to cut
because I feel like there's just so many great tools
out there today that help us marketers do our jobs better,
right?
Whether it's data enrichment tools, like attribution tools,
I'd say probably that's an area where I wouldn't cut.
I think you're blind if you kind of cut your martech stack
and your analytics stack.
So I'd say that's probably probably an uncutable one for me.
- What about something that's going out of favor
or something that you're not gonna be investing
in anytime soon?
- I always struggle with PR, to be honest.
It's always about trying to pitch the product
as opposed to build relationships with journalists.
And one of the things that I was saying
to the person that leads PR for us is
I really want their compensation to be tied to performance.
So instead of like, I was reading a statement of work,
I think the other day, and I was talked about
kind of we're here for a reactive crisis comes,
we will pitch journalists,
we will help with story creation.
I'm like, that's like a lot of the stuff that you're doing.
I really don't care like what you do.
Like I care like what results you drive.
So like how many dear one stories are you gonna generate
for us?
How many two or two stories, two or three stories,
et cetera, like what, like how do you manage
kind of the results?
And that's what I care about.
And if you overachieve on the number of stories
that we agreed to as the goal, then I'll pay you more.
- There's a new type of company like you said,
how's your website, you know, different?
Seems like it's gotta be,
thrices complex perhaps.
- Yeah, that's an interesting question
and something that we're like,
we're doing a bunch of tests right now on the website
with like new homepage.
So when I joined because of those different business units
that I mentioned, you know, if you go to our homepage today,
it's a very consumer centric.
So it looks like we're a direct consumer,
kind of D2C, B2C product,
like the competitors that started before us.
And we're now kind of like balancing the B2B
and the B2C message.
So like when you hit our homepage, it's clear that we're
an, we make it really clear that we're an employee benefit.
If you're a company here, like we push you down,
like the company sign up path to get started.
If you're an individual, we push you down there,
like how do you get started with Jim Pass
through your company?
So I don't know if the website,
I think has done a really good job
at catering to consumers that are eligible for Jim Pass.
I think it's underserved, our B2B buyer,
so HR people.
And so that's something that we're doing a lot of changes
to in testing right now.
- We've done the CMO of things a few times.
Like where's your head at when you went into this role?
Anything you did different?
- Yeah, I mean, so many things.
Like I don't know how much of it is like conscious
versus unconscious,
but at this time definitely feels very different
in the best kind of way.
I mean, what's super unique about my time in Jim Pass
was that actually we hired a new Chief Revenue Officer
at the same time as I was hired,
and we both started on the same day,
which was really, I think it could have gone really badly.
It went and is going beautifully well,
and I think what's been so lovely about that,
and my counterpart, Carol Lee,
who's actually a revenue officer
and who I'm connected at the hit with and love,
we're able to kind of look at the company
and point out areas of opportunity
that we can fix together,
and none of it's personal, right?
'Cause neither of us were responsible for creating
what exists today.
I don't mean that what exists today is bad,
I mean, it's amazing, the company's growing so well, right?
But at every kind of stage of growth,
there are things that serve you to a certain point
that need to change,
and that's been super unique, I think,
because we're on a really similar learning curve together.
So that's made this experience really, really special,
and I mean, I give so much credit to my boss, our CEO,
and our Chief People Officer for really like
matchmaking us beautifully,
so that's been really unique,
and I think my feedback to kind of companies
that I am consulting with regularly is,
if revenue and marketing aren't working well together,
think about renewing both of them at the same time,
if you can.
So to say that would be one of those things,
I think for me,
slowing down a little bit,
it's just kind of counterintuitive,
but in the past, I think,
I wanted to drive impact really quickly
when joining a new company,
which I think is natural of anyone in any role, right?
I think the more senior you get, though,
the more difficult it becomes to drive
really quick results in the sense of revenue
or with a program, right?
And if you're trying to do it,
trying to do that,
you're probably under serving the bigger picture of your job,
and so what I really appreciate about my boss was,
you know, from the get-go, it was like Ryan,
we're doing really, really well,
even if you weren't here,
like, you know,
get to over 100% of our goal this year,
like, you know, we need you for, like, us in two, three, four years,
like, to help build what we need for, you know,
post-A-billion revenue.
And that was so nice because it kind of,
it took a little bit of the pressure off
so that I could actually really get to know
everyone on the leadership team,
really get to know my team,
really get to know people across the company.
And I'm really excited about it.
I'm not the kind of person that puts a lot of pressure on myself.
I think my counterpart and sales is the same.
And so I think for us to kind of get that sort of ability to know
that we didn't need to kind of, like,
really quickly try and scramble to fix something
because it wasn't broken,
was really powerful.
I always think of,
might have talked about this last time,
but, you know, I always think about, like, when you're in a role,
like, you need to kind of balance relationships
and results, right?
You know, a leader that over-indexes on relationships
and under-index on results isn't good.
Like, and the vice versa,
results without relationships isn't good.
But if you're going to choose one,
I'd probably say choose results over relationships
because it leaves, like, your driving impact.
Let's get to our final segment. Quick hits.
Your quick questions and quick answers,
just like how quickly you can talk to somebody
from Qualified. If you go to Qualified.com,
Qualified Prospects are on your website right now
and you can talk to them quickly.
If you use Qualified, go to Qualified.com to learn more.
We love them.
They're the very, very best and they've been with us
since Episode 5, since Episode 1,
since the very beginning of this show,
Qualified is the best.
Quick hits. Ryan, are you ready?
I am totally ready.
Hidden talent or skill that's not on your resume.
An amazing sleeper.
Like, you know, nobody sleeps like I sleep.
Like, I'm a nine-hour per night kind of sleeper.
Can sleep anywhere and a master at NAPs.
Favorite book, podcast, TV show that you've been checking out recently?
Favorite bookable time is The Power of Now by Eckhart Tolle
and also the Great Gatsby at Love.
Podcasts, I love Pivot and Sway,
which both have the same co-hosts and are amazing.
I think they're from the Vox Media podcast network.
Ryan, that's it. That's all we got for today.
Thanks a lot for joining.
You are hiring. You're hiring multiple positions.
I am.
So for our marketing friends, go to Jimpass.com.
Yes, please do.
Thanks, Ian.
Yeah, nudge your HR person and tell them to go buy Jimpass
because it's pretty amazing.
It's a pretty amazing book. I'm not going to lie.
No, thanks so much for having me.
It was a pleasure as always and I'm excited to keep watching what you're doing.
Yeah, thanks so much.
Hopefully we'll have you back sooner than 90 episodes from now,
but it's always great. Always great chatting with you.
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