Welcome to the art of marketing operations, a tailor podcast. Here you can
grow your knowledge about marketing operations, listen to ideas and strategies to help you
scale, grow and optimize your efficiency, drive your speed to market and enrich
your work life. Let's get to it. Welcome to the art of marketing
operations, a tailor podcast. I'm Glen Bottomley and today my guest is Matthew
Guerrieri, chief marketing officer at Medical Guardian, a one stop provider of senior
health services and emergency medical alert solutions, providing seven monitoring of fall alert systems
at home or on the go. Thanks for joining me today, Matthew.
Well, let's kick off with something that I know you and I both have
in common, and that is that we both love self improvement. Uh,
you know, books and podcasts, Ted talks and you know all sorts of
sources to better ourselves and, you know, increase our knowledge and expand our
understanding of the world. So, Matthew, where did this passion come from
in yours? It's hard to it's hard to say where it originated. Um,
I just know that I've always been two things in life. Ever since
I was wrong I've I've always been curious about everything, anything I see.
I've always asked questions, trying to find out more about what that thing is,
how it works, and I've always had the ability to be a chameleon
and I think maybe that comes with some of my emotional intelligence, but I
just have connected with people inside of you know, I was always an athlete
growing up, so inside of the Athletic Group, Um with the artsy people,
because I was always a really to drawer. Um, it just really
connected with every every single group, and it allowed me the ability to kind
of see the pros and cons of not only the groups but how they act,
um, their strengths their weaknesses. And then, internally, it made
me realize where my strengths and weaknesses lied. And I've always been a person
who really tries to attack just my strengths and just make them, make them
better, not necessarily too much focus on the weakness. But that being said,
Um, I do want to be, and always have wanted to be,
more well rounded and Um, try to approach as I can always get
better. Um, maybe I'm not trying to be the expert at it,
but I can always be better in some way. Uh, and it helps
my understanding of others when I do so. Yeah, builds empathy and and
and so forth. I agree with you. I I absolutely love learning.
I'm I just I'm a continuous learner. Love Reading, love studying, love
research. Uh, just just like you. It's it's fascinating. I'm just
I'm very curious, just like yourself, and I'm one of the reasons why
I love doing this by podcast. It's just meet really fascinating people. What
makes them tick and what do they enjoy doing and why and how the world
works. So we had a really great conversation to start off with about all
this stuff. We can. We connected on all those things, which is
great to hear exactly exactly well. And you know, in one current self
improvement topic that I know that you and I have both been studying lately,
uh, is around focus and deep thinking. And you know, and we
were sharing some of our some of our favorite recent books, indistractable deep work.
Uh, you know, methods like the pomodoro technique and many others.
Uh, there's this just growing body of research on focus. How to increase
your focus, how to keep your focus, how not to, you know,
fall prey to the just the dizzying number of, you know, distractions
that we you know we face every day on the Internet, our phones,
you know, notifications, et Cetera. So what are some of the most
useful recent techniques that you've incorporated in your life to help maximize and to add
the list? I actually just finished atomic habits, which it seems like,
after I'm looking through the world of marketing, that it's a pretty it's almost
a staple of Um kind of habit forming. But Um, for me it's
been really about consistency. I've I've lacked this growing up. It's just having
a consistent nature about myself, the sleep and wake window routine, so going
to sleep at nine o'clock, waking up at four am and trying to do
the work out. Um, no, keeping that consistency and making sure if
I accidentally skip one day, I'm in right you know, the very next
day, or if if I can't get to it at four am, making
sure it's four thirty or five. Just doing something and not breaking that habit
is really important to me. Um, reducing clutter and in distractable was was
very prominent in that topic, which is you put your phone on silent,
turn off your notifications. Your desktops should be clean and bare. When working,
you should only have one topic up at a time. Make sure you're
focused on the task. Um Making sure when you get into your emails that
it's decluttered. You have a place to put where you want to answer today's
emails, the urgent ones, where you want to enter, you know,
the rest of the week. So just having some organization and sticking to that
organization. I think you can go crazy trying to figure out, you know,
how every other person organizes. There's just so many ways and methodologies to
do so, but I think the key is just finding what you feel is
your your best way to do it for you, and then just don't break
from habit. Don't try to do something new every day. Just do that
thing every day that helps you be productive and effective in your job. And
and that's kind of what I've been trying to trying to use. I use
some tools for automation. It could be tricky when you start automating things.
It gets too complex, and so I just try to keep it simple,
Um and organized. Yeah, I'm the same way. I remember, you
know, I don't know how many years ago it was. Don't sleep with
your smartphone. It was I think that was the name of the book.
It was a Harvard Business Review Book. But uh, but you know,
I remember the first time that I, you know, read that was like
okay, just turning out all notifications on my phone and, you know,
and then putting, you know, your phone on airplane mode or keeping your
phone in your bag or, you know, doing these things where it's like
it just narrows the temptation for for distraction and and it just it's sort of
like every time that you're narrowing the that risk of of distraction, it allows
you to go deeper, deeper in your thing, being deeper in the work
that you're doing. And so, yeah, I'm right along with you there
in terms of UH. And then the your comments about habits to James Clear
the that book. It's you know, it's it's the repetition, uh,
you know, and keeping in that that flow. Uh, it helps your
mind and there's it's almost a meditative state that you can get into. But
I think that's great. So I appreciate the yeah, we've all felt that,
right, we've all felt that. When you get out of it you're
like, oh, that was very productive. That's the that's what everyone's trying
to get into. Exactly exactly. I've heard people call it the flow.
I heard people call it the zone. UH, yeah, whatever that is,
whatever it is for you and whatever it takes to get into that.
Uh, it just loves you to go just so much deeper and, Um,
and just really, you know, succeed whatever that is what you're doing.
Um. And so now let's talk a bit about success, because I
know that you've mentioned and you talked a bit about it just now, is
that you know you are a sponge and you show interest in everything, and
so that mindset that you're talking about. So you obviously, I'm guessing,
you incorporate that mindset both at work and at home. Um. So can
you just comment on a little bit more about if somebody doesn't feel that they
have that sense that they're a sponge today, but they're intrigued by what they're
learning from you here, how can they, you know, sort of acquire
those traits? What are some of the recommendations that you've that's a really great
question. Uh, I think everyone has a passion to do something. Um,
I don't. I don't know is if you have to really go all
out and say, you know, I really want I think the best people
are the people who know what they're passion about and follow that thing and then
become curious. And a lot of people just say I want to I want
to be passionate in growing vegetables in my backyard. I want to be passionate
and, Um, you know, being the best at being organized. And
then they try to do too much or they try to do it all at
once and then they get they get the back off of it because it becomes
frustrating that they can't get it done. Um, the people who usually the
best of things are just focused on the category, the specific thing they really
want to be good at, and they just continue to focus there. So
I would say find the thing that first, find the thing that you're truly
passion out, and with that you've got to experience all things. So I
would I would say don't be afraid to experience. UH, kind of be
like the Yes man and just try new things, try different topics. I
you know, I have design books, I have organization books, I have
project management books. Some of the things I've read full, some of them
I've read, you know, half of the way through them, like uh,
not not going to be my specialty, that's for sure, but I
enjoyed reading about it. So I'd say find that thing, focus on finding
that thing and then really just once you become immersed in once you love it
so much, it just becomes natural that you want to learn more, that
you want to keep engaging. Um, I would even say that is what
it's like for me a medical guardian. Ever since I've started, I have
just always been fatuated, infatuated with the audience the fact that it's helping somebody
and that's protecting somebody's life. The thing that I'm doing every day is benefiting
and so that's why I just get deeper and deeper and deeper into and have
such a mission and a beacon for wanting to be at a certain place at
as a certain times because I love it. So I'd say find the thing
you love and and really and double down on on that and try to learn
more about it. That's well said. Well said. I had when I
was in my early academic pursuits, for as I was finishing up my PhD,
I had a uh, a faculty member tell me. They said,
don't read psous that and I just I've all I've always remembered that phrase don't
read promiscuously, and the point was there's so much out there to learn that
to your point, I've done the same. I'll start a book, I'll
read two three chapters in and I'm like, okay, I've got it,
I'll skim the rest and you know, you know, either give away the
book or return to the library or whatever. and Um, but also,
you know, it is this notion of because there is so much to learn,
you want to focus in on those sources that can mean the most to
you, that you can extract the most value out of it. And if
you're not getting value on it, you're reading your one chapter in and you're
like, Um, yeah, I'm not sure, I'm not feeling this.
It's okay, you know, return the book, you know, give it
back, give it to someone donated, Um something, and then move to
the next one where you can find that passion. So I love that.
Yeah, we've always we've all had that leaning moment right which is in the
movie. In a movie you see a really good movie you love, you
just feel connected to it, not that that it's action packed or like,
but you feel some kind of connection. You lean forward a little bit that's
the same with how I treat reading like I I don't even realize I'm reading
anymore. I just like flipping though the pages because I love it so much.
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Well, and I know that you also have the heart of an entrepreneur,
and I remember when we chatted before, you had this great reminder that
that you shared with me that I love, and I just wanted to talk
about it a little bit further here, because you said that every time that
you three x something, it becomes more difficult to manage it in the way
that you had previously done. So, for example, when you three x
the number of employees, you are gonna have to likely make more foundational changes
to support your entire employee base. If you say three extra sales, you'RE
gonna have to change how you onboard service or sales, etcetera. So what
has been sort of the greatest lesson that you've learned about how you identify exactly
what you're gonna need to change when something does grow three x? Yeah,
it's a it's a constant struggle. It is not easy. I think it's
a it's a the key is to not be a faid afraid of failure,
actually to approach uh and and embrace failure. Um, my, my biggest
recommendation for that would just be because you're gonna fail. You don't know.
Especially for me, I haven't experienced this, this type of growth. I
haven't been in a startup company that has. This is my first, first,
first go at it. So I'm getting everything real time and the only
way that I've been able to learn on how to adapt and change is through
getting it in the first place and, Um, realizing where my failures works.
I failed a lot as we started to grow into the three hundreds.
Was the biggest gap. There was a board that I had to communicate with,
there was a budget process, there's new hires being brought in, after
our acquisition of Medscope, where I had to figure out they're they're coming from
more corporate positions. I had to figure out how to be more process oriented,
because in the startup you're just going you need something, here you go.
If you want to talk to it and get done, done, it's
it's done the next day. And a three person company, it's all right,
submit a ticket and we'll get to that in a week. You've got
to prioritize your projects. So the biggest lesson I've learned through that process,
I would say, is be extremely priority driven. It can at that level.
It cannot all be completed. Just can't. Um, you have to
pick the things that are meaningful and not just that that you feel are important.
They have to have real business value that you've laid out and can show
to a group of upper leadership, upper upper management, that here's how it's
going to get done, here's the results it is going to drive, and
then you've got to prove it. So you better be very confident that's the
fact and do your research. Um, I am fortunate not to belong to
the CMO group Um, and I bounced all of my ideas off of them.
They've all been through it before. So I learned from people who have
done it in the past. I try not to make the same mistakes as
they have by tapping them and say what mistakes have you learned? Similearn to
what we're doing here. and Um, I think that's it, that everything
that keeps coming through is just priorities. Priority keeps being the Buzzword for me
is just know exactly where you're going. Have a strategy, have a one
to three to five year strategy, even have a thirty to six quarterly strategy.
We do okay ours. We've established okay are as, a medical guardian.
So, Um, what are those big hairy objectives and what are the
results are going to get us there? So I think that's probably my best
advice for someone who's in and maybe like the zero to fifty person group,
employee group based that is starting to get there. That's excellent, really great
advice. Uh, and you know you've talked about that the business lesson there
about priorities, priorities and prioritization, and I have found that it's uh,
it is a it's a constant. That process alone, prioritization is ongoing.
You know, it is to your point. There's, you know, something
that was important last quarter re prioritizes now, maybe it's number two on the
list or three, and then it pop pops back up to number one the
next quarter or what have you. And so maintaining that sense of flexibility,
uh, and being sort of comfortable with that change and comfortable with ambiguity and
so forth episode is really key as well. Uh. And and so you
know, Matthew, you've started from your career. I know that you were
talking a bit about the success and this lesson that you've learned about. You
know, hey, it's it's one thing to just say that this is important
because there's a gut feel to it as opposed to actually having a business justification
as to why you feel or believe that. So you started your career working
in digital marketing and then you progressed up to Director of marketing and then you
were Vice President of marketing and now you're a chief marketing officer. So this
has been obviously just a wonderful career path for you. So, in addition
to that lesson that you just mentioned, are there other sort of really valuable
lessons that you've gained along the way? A ton, yeah, a ton
Um. I would say that, just upon the curiosity portion of it,
that the learning never ups Um at all levels you are constantly learning new things.
There's no way to not be learning new things. And if you're,
if you don't believe you're learning new things, and I would suggest you trying
to figure out what's going wrong that you you know you've hit a kind of
a stalemate, because every day should be something that you learned new, either
about people or about the business or about the direction that you're going or the
different departments and something that they're doing. So I would say never stop learning.
Um the biggest thing and the thing that Um. I'm fortunate because I
have such an amazing mentor and CEO, and Jeff Gross, who I've been
with since doesn't thirteen. Um. He is honestly the beacon of putting people
first, and so I just see it how it reverberates across the business is
the employees. He meets all of them, he makes sure he has lunch
with them, he knows all their names. At Christmas time he and writes
all of our partners notes and send it to him and time and time again,
all these things, all these personal touches Um, that he puts on
the people first mentality. Had just come back to little things. If we've
been struggling, they're willing to help out. There just always been something how
that's impacted the growth of our company. He's met people in different partnerships through
it. Just so I would say put people first, Um, and spend
time building those bonds with them. Um. I think that you'll see classic
across every book about business, especially self improvement books, is failure drives progress.
Um. So I think my previous statements is, you know, don't
be afraid to fail a brace failure, learn from failure and then just don't
do it again or try not to do it again as you go forward.
Um, find your strengths early and nurture those strengths. I think in at
this level of business people lean on the strengths being amplified and not necessarily then
being well rounded, but that they have really strong strengths that if they need
something they can go to that person floor. So lean on those strengths and
double down on them. Um. And, and I've learned most just through
my careeries, grinding isn't sustainable, which just daily waking up from eight am
to one am in the morning and just working all day long, nonstop isn't
isn't sustainable and it's certainly a wreck on your emotional well being, and so
I would say just just focus on again that priority, like the priority is,
is such a key that how you start your day, how you lay
out your list of two dues every day, how you end your day with
making sure that you're prepared for the next day. It's just being intent how
that you're intentful and in your purpose in your day will drive your productivity and
the ability for you to cut your times from D to five or from nine
to eight, whatever, whatever you feel comfortable working in. But those would
kind of be my my big learning lessons that I myself have just absolutely struggled
through and had to learn the hard way that those are the ways to really
grow as a as a leader. MM HMMM. I very much agree with
your comments about people. My Very First Corporate Mentor, his name was Pat
Hickey Uh and we worked at a couple of different companies together and I remember
we were at an event and he just said to me that, you know,
there was so much complexity going on and there was a strategy and this
and that. It was. There was so many things swirling and I remember
him looking at me and he just said, you know, just remember,
business is all about people. And and when you when you distill it down
to that, where it's business, it's just all about people. And then
that means it's all about relationships, it's all about connecting, it's all about
talking and communicating and understanding. It's not US versus them, it's not,
you know, sales versus marketing, it's not marketing versus production, it's not
whatever it's. It's all about people and that's all an organization is. It's
just this compilation of of highly skilled individuals combined for a total vision and a
mission of that organization. And so that was one of those sort of epiphany
moments for me of just remember it is, it is just about people.
So the example that you mentioned, Abou Jeff Your CEO, that you know,
that human touch of you know, handwritten letters and connecting with people and
knowing people's names and you know that you just can't be overstated the value.
It means everything. I totally absolutely mm HMM. Now, a while back
I know that you, you know, talking about a little bit about a
praise here. You were a nominee for the philadelphia business journals forty under forty
list. So that's awesome. Congratulations, awesome honor. So, yeah,
so, congratulations and so. But now what do you see as the next
opportunity or the next challenge that you want to tackle in I have to I
have I have a personal challenge to myself and I have what I want medical
guardian. I've always wanted medical guardian to become. Um. My personal one
is I want to be a CEO, whether it's medical guardian CEO or a
CEO eventually of my own company that I established after my time at medical guardian.
Um. I want to make the decisions, I want to make the
calls, I want to be able to establish the mission. Uh, the
drive and I've just had as I'm learning more about and I've always purded the
things that I read are because I want to know. I want to know
everything about the business. I asked questions. I've been meeting with our CFO
UM weekly, for one of my personal goals is just to learn financial education,
just to go through the process, his thought process, have how he
thinks about the business. Here from him. Um. I love just listening
to other department heads and just understanding how they think about that business, maybe
not the very detailed part of it, but just at the high level.
Um. It really it Um. Just hearing from them drives kind of my
my Um, my ability to kind of push the things that I need to
do for it. So I would say B CEO is kind of my my
future goal here. And then for the company, it's UH, and I've
been saying it like a mantra, like a meditation mantra, for the last
five years. I think people are getting annoyed with me, but it's to
become the number one UH, senior focus healthcare company in the country. And
I started saying that when we didn't have have a healthcare portion of of our
business. It was just a small DTC business, Um. And now we've
stablished an acquisition which puts us at the top of the healthcare side of the
world. We're starting to move into different technologies that are really about protecting people
in their home for longer and proactively tracking their health. So it's very much
so becoming a reality. I don't know if I spoke it into existence or
if it's just happening naturally, because that's kind of the direction and path that
we could take, but it's exciting to see it progressed that way. Um,
because I just think it's such a it's such an empowering thing to be
able to help somebody, especially now with all the things that we've experienced in
the last three or four years. Is, how do you live in your
home longer? How do you be protected longer? How do you be more
more proactive about your health? It's so hard. We are reactive in nature.
All humans are typically reactive in nature. How do we GET PEOPLE TO
BE PROACTIVE? To make it fun to track your health, to make it
empowering to know that about yourself, to make it easier to access care,
and then to make it easier to monitor and track and pass that information along
to your family members, your friends, neighbors, whomever you need to to
that make sure that you're successfully aging in our tagline of life without limits,
so removing those barriers, making it about living life, not about all these
little nuances that make life typically difficult. m M. Well, and when
you mentioned you know, I'm not sure if I manifested that into into reality
or not. You know I I one of my favorite authors, Dr Wayne
Dyer, uh passed away several years ago, but his book the power of
intention. Uh, you know, it's you know, sometimes you just need
to intend that something is going to happen. You know that that thought,
that direction, you're aligning everything towards a specific direction and uh and things can
manifest, you know, in in in that direction. So I think that's
great. Uh and I like how, you know, you're sort of on
one hand, the repositioning, uh, you know, of the Organization of
the adut lines, et Cetera, but but also, you know, focusing
on a larger vision. Uh, you know that it's not just necessarily a
product, but it is. It is what the product can actually do,
uh, you know, for the customers. Um. So, you know
and so and you mentioned at Medical Garden, you're obviously really focused on redefining
medical care and medical care assistance. Um. So would you say that there
are, you know, important components of that, of the customer experience and
Uh and if so, what would it's been my it's been my last,
uh, two years of trying to learn that process, which is there are
a couple of things that we've broken down into. Now it's really on.
There's an AI side of this. Whole World Right is personally truly personalizing it
on every person. Um. I think that's an advanced level. I think
it's starting out is just just being a good listener. People that are really
good at listening understand more, they talk less, they listen more and they're
better at positioning things for those those personas, those segments, those groups.
Um, whether that be a survey, whether that be not fearing the really
negative reviews that are coming through, turning it off and dilling that down just
I would say turn it the opposite way. Listen as much as you can.
The keys to reduce that noise by action, not to ignore that noise.
Um. And I think that just comes with caring. Usually more thoughtful,
better listener. People who care more want to help solve problems. Um.
It's really easy to block it out because as you grow it becomes more
about the bottom line, it becomes more about the dollars, the budget,
hitting your goals. But I'm also reading a book right now, Um,
broken windows, uh, and the whole the whole thought processes at Um,
and it was more specifically to crime and Mary Giuliani when he was trying to
help fix or upgrade New York was really just about not starting at the big
keeping things that were right in front of him, was really go down to
the even the most gradular level of in the poorer neighborhoods, fixing windows.
And if you're seeing a window that's clean and new and fixed instead of a
broken window, you start to monitor and say, well, what else are
they looking at if they're looking at these windows? So it really puts into
your mind mindset that, like, people care about the little things, Um,
getting their name right, like you mentioned, or how you personalize it
towards them. How do you cater that information to them? Uh, and
then I mentioned two things. So when you start getting into the AI actually
like the micro culture of moments, those little moments in time, and this
is kind of how I feel about being in the office as opposed to being
more digital, is you don't get a lot of those those little micro culture,
those little tiny moments where the real big ideas start to form in snowball
Um, because you're just riffing, you're just going back and forth, not
necessarily talking business, not on a business call where you just have to talk
about that one day, but you're connecting as people and I think that's where
really a lot of the value, uh, in business and allow of value
value of life, comes from is just connecting with people, Um, and
that's how you create a really great story mission and connect to your audience.
The most is you got a person, you have to have a personalized touch,
you had to care. Yeah, yeah, well said, UH and
so. And I want to I want to focus in on one thing when
you're talking a little bit about, uh, you know, the medical care
assistance and and sort of you know how the customer experiences that. Um.
And there's a product that you have that I want to actually just dig into
a little bit, and I believe it's the Merg move uh, it's the
smart launch uh, and it's this new technical assistance tool, um, from
medical guardian, and so I was curious if you could just talk a little
bit about, you know, how you sort of went about creating that Um,
you know, not being too technical for the demographic Um, you know,
customer studies, et Cetera. It's just a really interesting uh. You
know. Yeah, we really wanted to produce. The key to this whole
thing is the market is severely underpenetrated in the medical alert space, primarily due
to the fact that historically there's been a stigma around it. Um. It's
been painted as something that's for old people, something for fragile people. Um.
And so ever since the start of our rebrand, which you know,
the new logo, the new tagline Um, the new mission statement, how
we positioned individual older adults on our website, not saying senior, not saying
senior citizen, really saying aging adults, active adults, has been about how
do we create something that is simple, easy to use, Um, less
of distraction, more of living. Ah, you have you want to have
it with you and you wanted to be there for when you need it,
but you're not engaging with it all the time. The key is to not
flip through it. Even I'm wearing an apple watch now, but even me
I get vibrations, notifications for a person who's aging, uh, I think
it's and anyone really. It just becomes about more about living life less about
worrying about things, and so we just wanted to create something that was simple,
easy to use, something that they could still connect with their loved ones,
because that's really what's about, social connection. Um, something to help
remove the things that drive decline and health. Um, and adding to the
value of their life. Um, if it is reminders, how do we
do it in a clever way to which is not overly distracting but it's going
to help them? If we are going to connect with the caregiver through voice,
how is it going to be easiest? How is it going to be
easy to read when something POPs on the screen? Is it gonna BE LARGE?
Can you increase the font um? So really just thinking through and we
always get the comparison is is how you know. Are you competing against the
Apple Watch? Are you competing against and the answer is no, because we're
not trying to be sexy or sleep. We're just trying to create a product
that is going to empower these individuals to wear it, be proud of wearing
it and I want to feel good about being protected. We found that if
people aren't wearing these typically what happens is they start to decline to health just
because they start fearing doing things. They stop exercising, they stopped going for
jogging, they stop getting a step are in reaching for things around the house
or cleaning and sweeping and going up and down the stairs. So now they're
only sleeping on the first floor, like they start to fear those things and
then that becomes a detriment and then the slowly the decline happens. And so
really all of our products, including the empty move, has just been about
how can we get them sleeker, how can we get them sexy, or
how can we get them more lightweight, more discreet? So it just it's
not about that device. You can put on your shirt if you need to,
put under your your sleeve if you need to, but you know it's
there and you and you and you feel that empowerment of having that as your
backup. Yeah, there's a reassurance there protecting and not only for the person
wearing it, it's for the people that are caring for them. Uh,
it becomes just a daily just worried. We've heard from caregivers they're just so
worried about their loved ones every day. And then it almost becomes that the
older adult feels like they're a burden because I don't need you worrying about me
all day long. I want you to, but you know, I can't
help it. You're my mom, you're my dad, you're my uncle,
whatever, you're my relative of some sort and I love you and I care
about you and I worry about you having these falls and incidents. Um,
so it's just been about peace of mind and how do we remove limitations life
thought limits, I think, is perfect, because barriers continue to be put
up as you age, one barrier after the next, after the next.
They stack up and so what we're trying to do is just chip away.
You know, it's not like this overarching you're never going to have limits in
your life knife, though. Limits is more of a of a way of
thinking to you don't have to have these barriers. You can chip them away
and let us be there for you as you experience that and try to figure
out how we can do that together. Yeah, yeah, very much a
partner in that journey. Yeah, excellent, Matthew. Before we wrap up
today's episode, what is the main takeaway that you want to leave our audience
with in understanding the channel just facing marketing operations executives today? I think the
main takeaway from me is is to embrace change, is to not be afraid
to fail, is focus on your priorities and you know that potentially, what
got you to a certain place isn't going to get you the next. So
always be willing to learn, absorb Um and think through the fact that people
and learning and engaging with people is going to is what makes it satisfying to
do the job in the first place. So make it sir, if you're
going to do something, make it surrounded around people, helping people, engaging
with people, because that's what's going to drive the satisfaction of continue to do
it over and over again. M Hm, excellent. Well, we'll leave
it right there. This wraps up this episode of the art of marketing operations.
Thank you so much for joining us today. Matthew. Thank you.
I appreciate you having me. Thank you for listening to the art of marketing
operations, brought to you by Taylor. Don't forget to hit subscribe in your
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share. Until next time,