November 10, 2020
Nik Sharma is no stranger to DTC brands. Nik has built an impressive resume in DTC across investing, advising, and launching. He’s worked in or on a wide range of notable brands including Haus, Hint water, VaynerMedia. Today, he walks us through how he landed where he is today and how he could approach building a profitable and sustainable brand from scratch today
Welcome to the first episode of the Modern Attention podcast, super excited to introduce you to my first guest, Nik Sharma, widely known as the D.C. guy on the Internet. He's a Forbes 30 under 30 member, one of Adweek, young and influential and a resource the brands and investors turn to for growth. Today is a day to see investor, advisor and operator who has both assisted lead revenue growth and multiple brands, including headwater and big media among many, many more. And in today's episode, we're going to talk about building and marketing a sustainable D.C. brand today. Without further ado, I'm super excited about this episode. So here's Nick. Nick, thanks for coming on the show today.
I'm excited to be here. Awesome. Well, for the people who, you know, just hearing about you, can you talk a little bit more about your origin story and to see and kind of how you came to the point to build your resume and what it is today?
Yeah, so it started probably back when I was in high school, I, I was never the typical, like, smart testing student.
And and so I just figured I might as well put my energy towards something that I really enjoy. At the time it was social media marketing. And so throughout high school I started working on different celebrity social media accounts and just got really kind of infatuated by the world of marketing and communication and even just sociology and how people interact with with brands and celebrities and all that kind of stuff. And so I got really deep into that in high school.
And when I finished high school, I went to San Francisco for an internship at an ad tech company and ended up for foregoing college and basically staying at this ad tech company for a couple of years and basically learned everything about data, programmatic advertising, artificial intelligence, machine learning, bidding, as well as on the publisher side, how publishers, you know, drive revenue and and and really make money. And so I kind of got to learn first. I was focused on the organic side of marketing. And then I went to San Francisco and really learned the kind of the paid side. And and then I stumbled across, you know, just I was I was constantly when I was at the ad tech company, one of the things that I did a lot was was selling. And so I was constantly selling Facebook advertising. And so I got really deep into the world of how Facebook all works, Facebook ads and all that. But at the same time, because I was selling, I was constantly chugging monsters or Red Bulls or whatever it was to keep me, keep me up and keep me going. And so one day we started to get headwater in the office and I just like I completely started drinking water and pretty much got rid of the monsters and the Red Bulls and sometimes even taking pre workouts in the morning.
And so so anyway, so I started drinking and at one point I was drinking like a full case a day and I would start posting on Twitter about my addiction to hint.
And so myself and and the CEO at the time, we would just be going back and forth on Twitter about Hintze stuff. And then one day she said, do you want you know, maybe we should chat about it, see if there's something we can do together.
And so I started we met up for coffee and I started working on her personal brand. And then about eight months into it, I joined the company full time. To take over the direct to consumer business unit and and then basically spent two years there kind of growing at all costs. It was a very lean team and so I had a lot of exposure and had my hands in a lot of different things, from email to copy to creative to media to site optimization, to building a new site, to affiliate marketing, et cetera. I mean, pretty much anything that touches DC and then at the end, more things like attribution and TV ads and podcast ads and all that kind of stuff. And so, yes, it got like really scrappy and kind of all these channels. And then and then by the end of twenty eighteen, I got recruited by Viña Media to come and start their direct consumer team. So in twenty nineteen I joined major media at the top of the year and just realized that the agency model wasn't necessarily my my forte. I really like to get my hands dirty and and so I ended up parting ways from Bohner about a quarter in and and then my plan was, you know, I'm going to I said I would go consult for a little bit and use that time while I consult to go meet every CEO, CMO, founder and VXI in New York City. And and basically just go out and see if I can grab coffee, grab breakfast, chat with them, see if there's things from my experience I can help them with or connect them with people and in turn kind of try to understand that there's something approaching that series, Naimark, that I would want to join.
And as I was doing that, the consulting projects just kept coming. And so I thought maybe there's something here where I can focus on the consulting side and build something around that. And so, you know, throughout the rest of last year, twenty nineteen, I focused on doing that. And so everything from launching a beverage brand called Lemon Perfect to launching the e-commerce for Karamoja Super Coffee, working with brands like the Pill Club kind of brands all over the place to either help them scale or start or launch or basically anything I had to experience. And I could I could lend a hand. And so I did that. And then at the top of twenty twenty this year, I started to build a team around it. And so that's what's now Sharma brands. And so we're a team of about 10 people now, video editors, developers, marketing operators. And and we essentially go into brands and kind of like a SWAT team and wherever they need help or wherever they're lacking or if they're they're looking to launch soon and they need help developing their digital platform. We come in and kind of take it over and handle it for them. And then alongside that, we also invest in brands. So brands like House and Bright Land, Blackwolf, Nation, Carroway, these are brands that we invest in and and hope to or not hope to. But we do also support them kind of using our same team. So, yes, that's my background.
Well, I mean, clearly, just from everything you've just shared, you know, you have a ton of experience in DC, and that's actually part of why I want to talk to you about a particular topic. There's been a lot of high profile DC flops and shake ups in recent memory and the news and not to mention that covid has kind of caused some brands to re-evaluate their strategies and where they're investing as far as agency partners, things like that. But I think one thing I've taken away at least, is that building a profitable and sustainable brand is probably more important now than ever. So, I mean, based off of your background, I thought I'd kind of dig in there and we do a little session on, say, of what would Nick do in a bunch of these different scenarios. So I asked a bunch of people in my audience like, what sort of questions would you like to ask Nick? And they gave me quite a few answers. And so I'm just going to kind of run these by you one by one. And I'd love to get your thoughts on it, because that's sweet. That sounds like a plan. Cool. So the first one is if you were starting a new brand today and could only hire five people, what positions would they be and why?
It's a good question, I would hire a an ops person, I would hire a customer service person, I would hire a growth person. I would hire a developer and I would hire a designer.
I like that you talk a little bit to kind of how you see how that fits into a model and basically why you would select those.
Yeah, so I mean, when you launch a brand, you need somebody as kind of your glue, right. So I think the ops person really acts as the glue. If this is five people in addition to you, you've probably figured out the product and the sourcing.
Manufacturing is ops person can then take this off your plate, ensure that the product is getting to your warehouse, getting shipped out to customers efficiently. And you want that person to basically take that off of your plate so you can focus on the business rather than rather than manufacturing and essentially making sure product gets to customers. The second person, which is customer service. This is probably the most important externally facing person to your brand. They develop your initial kind of community. They are also your eyes and ears out in the field when something is wrong. So if there is an ad that has a link that's broken, if there's a creative that says one discount, but it has a different discount in the cart, if there's even issues on the website where the email capture form doesn't work or a button doesn't properly work, your customer service person is the first person that's going to catch that right. Not your marketing team, because your marketing team is really focused on pushing your customer service person is receiving all that information. Right.
And then the third person I said I think I said a growth person. Yeah, this person is going to be responsible for running your media, kind of making sure that your that you have fun set up, quote unquote, funnels, landing pages. You're running media efficiently. You are hitting goals, brothers, revenue goals, acquisition cost goals, and basically making sure that this person is also talking to new partners, whether it's affiliate partners, display partners, et cetera. Kind of like the glue on the marketing side, especially in the early days. Fourth person is a developer. There's a lot of things that that the growth person or the growth team was going to want to do. And a lot of times when brands don't have developers, they tend to leave money on the table. Whether it's because they can't create landing pages fast enough, they can't move things around, they can't add test different collections, pages, layouts, different things like that. And then the fifth person is a designer not only for making sure that the site experience is beautiful, but also from a content perspective on your social channels. You want to make sure that you have elevated content because if you don't have good content on social media channels, you're leaving out a big chunk of potential. You're leaving out a big potential audience segment that you can use to either retarget, you can use to re-engage with customers, you can use to interact with customers. And also you want to create kind of a a IT experience on your Instagram, for example, because if somebody sees an Instagram and they click through those top line photos or titles become what is your home page to that person?
Right. Yes, I think that makes a ton of sense.
Well, I guess backing up a little bit, you mentioned, you know, if you're the founder, you've already figured out your product market fit in that sort of thing. That's when you would hire those five people. But how would you maybe go about testing product market fit for just a new product altogether? And maybe how would you go about getting the customer feedback for any new product development?
Yeah, I mean, there's tons of ways to do it, right? You have companies that will set up essentially pseudo brands, whether it's first step might be like launching a landing page, understanding if people are putting their email in because they want to wait for the actual launch. If that has good conversion, you might actually set up a pseudo store where you collect the payment to understand what is that acquisition cost. And if that's something that, again, people actually buy, not just put their email in for. There's another company that we just invested in called Levels Health. They have a very robust beta program. So they have a wait list of of tens of thousands of people right now. But if you get into their beta program, they basically have a very tight knit community of people who are able to test the product. They have product feedback calls with a lot of the testers. They're developing that community kind of early on in a way that's very inexpensive. And using that before they open the floodgates to their thousands of people on a waitlist, they are working out the product kinks, whether it's in the app, whether it's in the experience. For example, when I got my box, I was short a sticker. So that was something that they noted that when we sent this box out, we were short of sticker. Let's make sure when we opened the public we're never short a sticker. So there's different ways to do it. But essentially it's it's running the operation at a very tiny scale. And it just requires like like time you just have to put the time into whether it's build those pages, whether it's set up those ads, set up that fake brand. And and to be honest to you know, if you if you're planning to raise a little bit of money, those metrics, those early metrics give you that much more leverage to go to investors and say, look, this is this isn't just an idea out of my head. This is something I've proven here.
Have you kind of made me think about Kickstarter? I've seen some brands or maybe some individuals who are like trying to test the waters and see if a new product would go well by running a Kickstarter and then seeing, you know, making that part of their catalog based off of whether it's successful. Do you think there's a place for that or how do you think about the businesses like Kickstarter and what would they fit into that at all?
Definitely, I mean, I've seen quite a bit of businesses launch on Kickstarter.
I think one of my favorite early ones is Tile Tile launched on Kickstarter and really proved out a concept or proved out the the need that it was a product that that people wanted. I mean, there's there's a brand that we work with today on on the services side of Shamai Brands. And, you know, they're they're a massive company, hundreds of millions of dollars in revenue. But when they test the product, they launch it on Kickstarter first. If it does successful launch successfully through Kickstarter, we'll push it into the business. And if it does well there, then we'll we'll roll it out into retail. So it's definitely another viable channel.
Cool. That's really neat. Well, I guess going off of that, you know, that's one way to promote a new launch.
But what if you're not doing the Kickstarter thing? You know, you figured out a good product. How would you approach promoting a new launch for an existing brand?
I mean, there's so many ways, you know, my favorite one is product, right? There's I mean, if you go to product today there, Alexa score is ten thousand seven hundred and twelve, which means they're the ten thousand most visited site in the entire world. So they get a ton of traffic. Right. If you post a product there and it's a good product, you will see that you can easily get traction and maybe even your first thousand dollars in sales can come from product. Last week, Bright Land Oil, another one of our portfolio companies launched Vinegar and I. I asked if we could promote it or not promote but post it on the product on it very quickly became the number one product of the day on product driving, I think over 500 upvotes. And, you know, that didn't cost us a penny.
All we did is in the comments we added, we had about 15 percent off coupon code. So it gives people a reason to also come and shop, but it's just free exposure. So I think product is the easiest. I think like organic social channels are also really easy. Like like LinkedIn, for example, is such an easy place to get rich. Tech talk is you put out enough tech talk, you'll have one that gets a million views jumping on Twitter and kind of figuring out who are the not necessarily influencers, but who are the people that may influence others in different circles, reaching out to them, seating them product, asking them for feedback. You know, in general, I've learned if you send people product, they will talk about it. Right? If you send them a free product, they will definitely talk about it. So there's there's many ways to get free traffic or generate revenue. You can use affiliate sites. You can use sites like this is why I'm broke dotcom.
You can you can go the content route and start writing about what your the problems your product solves and posting to LinkedIn and medium and maybe even hosting your own website. There's really no excuse for for somebody to say, oh, I don't have fifteen thousand dollars for Facebook ads. Right.
There's just so many different ways where you can kind of get Scrappy and Zach launched that way. Exactly. Yes.
And I think that's that's another thing that a lot of the newer brands, not newer, but more, I would say, brands that are are really growing at this time. They really understood that distribution has to have some kind of moat. Right. Whether it's the fact that your lead investor owns a massive publisher network, whether it's the fact that your advisor has two million followers on Instagram, whether it's the fact that, you know, you kind of have to have some kind of moat within distribution so that you're not solely reliant starting day one on K dollars. I think the other easiest one is, yeah, the other easiest one that just came to mind is if you're launching a little you're launching a kombucha product like go out and start a newsletter, a weekly newsletter around health and wellness, build an audience of a thousand people. That's a great start. Maybe only 400 purchase. And that that time your average order value. That's your initial round of sales. Right.
It's kind of like the glossier model where they kind of build out a content machine prior to and then you have kind of a built in audience to and honestly to get feedback from when you're putting out new products.
Right, exactly. Cool. Well, so, you know, let's say you've you figured out some products.
You've promoted them. Things are starting to come in. What sort of metrics would you try to look at on a regular basis just to kind of, I guess, measure and monitor the health of your growing business?
So the main one I think I like to look at is website conversion rate. Right. That's where I think even that developer comes in handy understanding where is the drop off on your website and then figuring out solutions to. I think so, so conversion rate is one obviously average order value, right?
You want to make sure that from a merchandising strategy standpoint, you are directing your customers to something that is not only viable if you're running paid media dollars and you're paying for that paid media, but also you're giving them the best introductory experience to your brand. So if you are you are a skincare brand, you want to direct them to a bundle, which gives them the best experience to welcome them to your brand. For the first time, they might get a body, wash your face, wash face, scrub a acne cream, whatever it is, they might not come back and buy all of it, but at least you're giving them the opportunity to get the best possible first impression. So I think that's that's that's a big one that ties to with order value to average order value conversion rate. Of course, if you're running paid media ads, you want to look at things like your click through rate on the platforms as well as your acquisition cost. And then one that I really love to look at or start to on the organic social side. One is how many people are tagging you on a daily basis with your products because that becomes free marketing again. And secondly, on your organic postings on Instagram, for example, how many people are taking your photos or your videos or your stories and sending them to their friends through DMS? I think that's one that that gets overlooked a lot of times. But it's a huge indicator as to does your content even resonate with people that you're pushing it out to right now?
That's super interesting. I never thought about that, but it totally makes sense.
Well, I guess that kind of plays into the next question here, which is how would you approach building a strong community around your brand?
You know, for I really don't think there's like a true strategy. I think it's different for every brand. My favorite you know, I think there's there's a good place to start, but it kind of veers off in different directions. So my favorite place to start is the Dems and the comments. You know, for every brand that I touch, I think we we focus really heavily on making sure that every comment on every ad is responded to and every D.M. is responded to as if it was the only D.M. we've ever got. Right. Making that person feel extremely special. And they should be because they're a customer, they've taken their own savings or their own hard earned money and spent it on your brand. And so you have to recognize that.
I think that's one I think another one easy one, which is also free, is creating things like DMN groups or Instagram close friends or on the Facebook side, building a Facebook group and and bringing them content that they would otherwise not get if they were not in the Facebook group. So, again, if you're a men's skincare brand, you might bring in a maybe it's a skin care expert, or maybe if you realize I don't really care for that, maybe it's someone like Lenny Kravitz who's coming in to jump on a live and answer questions and hang out with you guys. Right. So things that are almost like exclusive and kind of get people wanting to talk about that experience they had with your brand, you know, pre covid, I would say, you know, events are always great, too. I think Outdoor Voices did an incredible job doing things like the running club.
But then from there, it kind of goes anywhere and it possibly can like I think there's places to start, but then your community develops in all different shapes and sizes.
Now, it sounds like you're saying about just kind of really being involved in, you know, like the comments and things like that, I think that, you know, it's kind of like you would in a regular relationship.
You want to, you know. Exactly wrestle with the people around you in a community you might develop if you're just being open and honest with people.
Exactly. I mean, people just want to, you know, they want to communicate with another person. Right? They don't want to communicate with a logo. And so, you know, even something as simple as like changing your your brand's Twitter photo or Instagram photo to instead of just your logo, maybe it's like your, you know, a human with the flagship product or giving giving like the skim has like the skim girl as their voice. You know, basically you want to personify that experience with the brand.
That makes a lot of sense like that. Well, so switching gears a little bit, you've covered a lot of really interesting territory here.
But one of the next questions was, you know, say you've built a pretty successful brand and you're kind of really getting to the point where you want to scale a little bit more, but you need to kind of negotiate better payment terms. Maybe just see your your costs are lower or you have a longer time to pay. Where where would you try to be doing that first? And then how would you go about doing it?
I mean, I actually learned this one from Moyse Ali, who was the founder of Native and just a really good guy and smart guy.
He said that I think at every I want to say it was five hundred thousand dollar increment in revenue. He would go back to his payment partners, his hosting partners, his basically anybody who charges them, you know, a cost per something and negotiate for better terms. And I think that's that's pretty much it, right, like whether it's your shipping, whether it's your manufacturing partners, whether it's negotiating, like the the days in which you have to pay or or the cost per unit, whether it's your strike partners for payments or whatever it is, you want to always try and negotiate because as you build sales, you're building leverage. Right. So you want to hold on to that leverage and use it to your to your advantage.
Right. Well, they're getting a benefit out of it to you. The more you're exactly making, the more they're making. So if you say, hey, you know what, I'm you know, I've spent this much more business to you, can we work something out? Because, you know, this will help me grow more and send you even more business. So. Exactly. It makes sense. Well, next up is is an interesting one. Would you raise venture funds?
And why do I not like what I raise venture capital or, like, raise my own fund?
Well, I think I think it's more. Would you would you try to get, like, outside investment?
And maybe you can answer both of those questions, maybe when would you pursue investment, when one issue, that sort of thing?
Yeah, I mean, we actually had a great discussion on this the other day, myself and Troilus. And we you know, the it's very binary, right? It's either you have the capital means and you're fortunate and blessed to where you can. I mean, obviously, everybody wants to own the most of their business they can. Right. It's not like people people start a business and think, all right, now I'm so excited to go raise and give away 15 or 20 percent of my company. So if you have the means to grow. But without raising capital, then, obviously, don't you want to own. You don't want to have to report to somebody because it's not it's like you're you're basically under some somebody else's basically funding you, which is not a bad thing. But if you if you don't need to, then then I would say don't. If your plan is go out the gate guns blazing, which a lot of the brands we work with do, and it's it's a great strategy, then maybe you leverage venture capital to get out the gate.
What I've seen more often lately is. Especially in the direct to consumer brands is, you know, in the early stages is less funds, more kind of a lead investor and then a bunch of angels who can contribute in ways so that hopefully they get on a path where they have their initial capital and then they can grow kind of using the their advisors, their angel investors, the networks that they bring to the table. And then there's always solutions like a clear bank, for example, where you can almost loan cash for for the purpose of growth. But I would say, you know, it depends like if you're starting a sunglasses company and you don't have fifty thousand dollars sitting in your bank account for getting the initial batch of inventory, you definitely have to go raise. Right. And it's not a bad thing, but if you have the means to not raise, then I would say try to hold off as much as you can. If you if you talk to founders down the road, they will always more often than not, they will say they wish they didn't raise as much if they raised a ton or they would say that they're glad they didn't raise for a long time at the beginning because it gives them more leverage.
My favorite example is, is Blackwolf Nation, another men's skincare brand.
They they just raised, I want to say a couple of million dollars for the first time.
But but they're already on track to do eight figures this year. And so, you know, they built very rapidly. They negotiated really hard with their manufacturing partners to make sure that they have that, whether it's the payment terms, whether it's the flexibility there to go out and sell and then pay. You know, there's a lot of things you can do on the financial engineering side to be to your advantage. And I think, you know, a lot of those tend not to get explored because that they're not easy to do. And they're very you have to you have to go really deep. But there's definitely ways to do it and and and grow that way.
Like that, it seems like too like if if you do end up taking investment, makes the most sense to kind of make sure that the people that you are pursuing to invest kind of help build that moat around your business, they provide some sort of electric advantage.
Absolutely. I think I mean, more and more recently, I've seen.
You know, the the angel investors in a lot of the brands that I've invested have recently bring a lot of not only just like capital and credibility, but they bring their networks. They they go out and and go out on a limb for these brands.
They'll do everything they can, whether it's like, you know, reaching out to vendors that they have better relationships with to negotiate pricing that might save them 50 grand or connecting them to like influencers that might be connecting them to a better manufacturing partner, a better fulfillment partner. There's just so many advantages to it.
It makes a lot of sense.
Let's see, the next one here is interesting and pretty relevant. I feel like given the current climate right now, if you were selling retail or wholesale only, would you always move to a D to see model? And why or why not?
Yeah, I mean, I don't see the reason why not to. It might not be a channel that you if you have a hundred million dollar retail business, you want some kind of direct to consumer traction there. I know if you're if you're a retail company that if you're a company has a big retail brand and you're looking to sell the brand, your acquisition partner is definitely going to be wondering where where that direct consumer pieces or that e-commerce piece is typically a higher margin in many cases, but also more than anything else, you know, you you're you're leaving money on the table because there might be people who will just Google for your product and try to find your site and buy it but can't necessarily find it. There's a there's a company in the supplement space that I spoke with last year. They have probably 70 or 80 percent penetration in their market. There are seven hundred plus million dollar retail brand, but they have a two million dollar direct to consumer business. And then at times like this, where retail is suffering, you know, they they are not the happiest of people either. Yeah. That makes sense, and so, you know, it doesn't have to be something that you're consistently like, it doesn't have to be a full fledged operation, but at least have the bare minimum, I would say.
Yeah. So in the event that, you know, retail has to shut down or something like that, you at least have, you know, secondary channels that people can.
Exactly. I mean, we saw it at the beginning of covid with Pepsi and Frito-Lay, you know, launching their own direct to consumer sites to sell snacks and drinks.
Well, so wrapping up here had one final question and then a couple other sort of more personal questions. What would you be looking for in companies that you would be wanting to invest in? Like what what signals a good investible company for you.
Honestly, a lot of it is just because I'm not leading rounds by any means. I'm writing small checks and and I don't come in because it's a you know, I believe it's going to 10x my check. I come in because I like to be a part of the ride. And so in all the investments I've made, the biggest thing is, is what's what's the founder like for first? Because I would say all my portfolio companies are in the top 20 messages of my message. I'm very close with all of our founders and I try to be as helpful as possible as if it was my company. So for me, it's more of one. What's the founder like and do we get all? Secondly, from a distribution standpoint, do we see eye to eye, whether it's how they plan to roll out to retail and to direct to consumer into whatever it is? And then the third thing, which is honestly the most important is like, is it a product that I would use? Because if it's not a product that I would personally use, then there's no way I can be helpful because I don't necessarily have a perspective on it. Right. So like even even Levels Health, which I mentioned earlier, I'm wearing a patch right now. And then I decided I wanted to invest because I went through that experience of the Levels Health program and understood how it works, how beneficial it is, how great it is. And now I want to come in and basically be as helpful as I possibly can.
Right. Trying to help them succeed basically even more. Exactly. Yes. Well, like I mentioned, just wrapping up, I have a couple of questions. What sort of advice would you give to your earlier self, either personally or professionally? And why is that?
Personally, I would probably say stick to a proper sleep routine. I think one of the biggest misconceptions with people who work a lot is, you know, you can sleep four hours a night or six hours a night. But I mean, I've found that like unless I sleep eight hours a night, I'm just not going to have a good day and it's not even worth it. So if if I have a very late night, I'll even push my morning calls or morning meetings because there's no point in having a day where I operate at 50 percent capacity versus 100 percent professionally. I would say, you know.
I would say networking is is not just networking and like going to networking events, but figuring out what you can become really good at or almost like what's your job if you look at yourself like what's a moat within yourself that you could then use as leverage to go get yourself introduced to other people, help other people so you can build relationships more more than just, hey, let's grab coffee.
I think that's a big one that people don't necessarily understand. But if you can help somebody out, they will they will turn around and help you 10 times again. And it's not just that, but it's it's it's that you able to develop a real relationship versus like, you know, let's grab coffee and talk about your career and my career and maybe we can do something transactional down the road.
Right. So I would say definitely networking.
And then other than that, I mean, you know, just I think always kind of never really getting complacent is one thing that I tend to do where if I feel like what I'm doing becomes repetitive, then I'm like, all right, what's next? You know, how can I take the repetitive stuff and almost put that on autopilot, whether it's by hiring somebody or whatever. And then what can I do next?
Cool. That's that's awesome advice. I definitely resonate with the networking, you know, more being more kind of real and relational with that rather than transactional. That's definitely something I've experienced for sure. Well, I guess that's it for people who want to keep up with you. What is the best way for them to to find you online and keep in touch?
Two best ways are Twitter and text so you can find me on Twitter at Mr. Sharma and ask Army or you can text me directly. And my phone number is nine one seven nine zero five two three four zero.
Perfect. Well, this has been super awesome. I think a lot of people will find it super helpful and yeah, look forward to keeping in touch and everyone out there give them a follow on Twitter. Thanks again.
Thank you. Yeah. Thanks for having me.
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