Rikki Lear is the Director of Digital 22, an Elite HubSpot inbound marketing agency. Digital 22 has rolled out HubSpot and inbound marketing with 73 companies to date, helping them reach their goals sooner without the pitfalls. In his role, Rikki oversees the heads of service departments like finance, marketing, and HR.
Previously, Rikki was on the Partner Advisory Council for HubSpot and worked in digital marketing for Workwear Express and Optimise Marketing. He holds several certifications from HubSpot, including HubSpot Trainer, Inbound Sales, Growth-Driven Design, and more.
Here’s a glimpse of what you’ll learn:
- Rikki Lear describes how Digital 22’s departments are structured
- Transitioning from a 100% retainer-based model to accepting project-based clients
- The types of projects Digital 22 accepts
- Rikki talks about Digital 22’s switch from SEO and PPC agency to HubSpot partner
- Learning to implement new HubSpot features and software
- How HubSpot expertise is divided among the Digital 22 team
- Digital 22’s top business priorities and how the agency measures client happiness
In this episode…
Are you trying to optimize HubSpot’s features for your agency, but keep getting stuck? Wouldn’t it be nice if there was a team of experts ready to help?
Digital 22 has the inbound marketing expertise you need. The agency’s team members specialize in HubSpot features and understand all the best practices for implementing them into your business. With their help, one client had an additional 167 blog views, a 140% increase in offline revenue, and a 174% increase in online revenue. So, how did Digital 22 become the powerhouse agency they are today?
In this episode of Agency Journey, Gray MacKenzie is joined by Rikki Lear, the Director of Digital 22, to discuss how he created the largest 100% HubSpot agency in the UK. Rikki talks about Digital 22’s bold jump from SEO and PPC agency to HubSpot partner, the agency’s decision to start accepting project-based clients, and how his team stays up-to-date with HubSpot features.
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Resources Mentioned in this episode
- Rikki Lear on LinkedIn
- Digital 22
- Digital 22 Careers
- Digital 22 Learning Resources
- Gray MacKenzie on LinkedIn
Welcome to the Agency Journey podcast where we connect with agency leaders to uncover the hidden systems and processes that drive their success. Now let’s dive into today’s show.
Gray MacKenzie 0:17
Alright, welcome back to another episode of Agency Journey. This is Gray MacKenzie from ZenPilot. And this week, I’ve got the pleasure of bringing on Rikki Lear from Digital 22. Rikki, welcome to the podcast.
Rikki Lear 0:27
Hey, thanks for having me on. Appreciate it.
Gray MacKenzie 0:30
I’m excited to have you on and dig into your story. I don’t know if you and I have actually spoken before. But way back in the day, when we were running to inbound, I remember seeing the name a lot. As you guys were customers. Now obviously, you’ve grown up. You’ve grown pretty significantly, especially in the HubSpot ecosystem and dominating some of the European market. So I’m excited to dig into that whole story. One, if you could just give us kind of a snapshot of Digital 22 the role that you play in the day to day now and then we’ll work back through a little bit of what’s gotten you to where you are.
Rikki Lear 1:03
Yeah, sure. So today were 50 person agency, solely servicing HubSpot clients. We’ve had a few restructures over the years, as I’m sure every agency does see grow. And my role today is mainly oversee the heads of service departments. So working with heads of finance, heads of marketing, and HR to keep those progressing a little bit further out, if you like of client services. And that’s not to say I don’t have to speak to clients every week and get stuck in and hands on. But on paper, I should be supporting the department raters in those in those areas.
Gray MacKenzie 1:50
That make sense. Our view is you guys have built out the kind of the org chart, what are all the what are the different heads or what how have you guys structured kind of different departments,
Rikki Lear 2:02
you definitely hit particular milestones where we’ve needed to, to rip that org chart open literally start from scratch. So I’m thinking kind of major ones were like 15 people, 30 people. And to be fair with we’re having that chat again right now. So we’re kind of ripping it up. So how do we go from 50 to 80? And what’s your chart gonna look like? But at the moment, we have ahead of each major business division, so like, say sales marked, and etc. But then as you imagine 80% of the agencies in services, so we’ve got head of services, but then the real structures under that. So it was head of services, and then each we do it by channel owner. So there’s, there’s a management of the channel. So SEO, PPC design development, I think we have 13 channels or departments within the service team. So we’re at a stage now where that’s quite a big flat layer. 13 leaders have channels, and we’re trying to figure out how to we, perhaps lat layer that because our 2022 plan is to take another 37 people, so we’re going to be 80 ish. And if we kept it flat, that’s a lot of line management for particular people. It’s a lot of big meetings with 1516 people and that which aren’t usually effective. So we’re trying to figure that relay ring back out again.
Gray MacKenzie 3:26
How are you structuring? What are most of the client engagements? I assume the majority is retainer based. But is there a split between project based and retainer?
Rikki Lear 3:34
Yeah, that’s an interesting one we’d been until the pandemic, we were pretty much 100% retainer based. Since we began, because we started in the SEM PPC world, and that was a retainer based model. When the pandemic here, I guess, like everyone, you kind of lose a couple of retainer clients, and people can’t pause, you start worrying a little bit, we started accepting some projects. So literally, our rule until pandemic was if you want to project we don’t work with you, we will only work with retainers. So we started taking on some projects at that time. And we’ve really enjoyed them to be fair, and it’s been a big part of our growth. And they’ve been really successful for clients. So we’ve stuck with it. And now it’s probably 35% of our revenue. So it’s grown really quickly. It’s probably the fastest growing part of the business. And that’s cause in some some of the structural challenges about how do you separate out the resources between people working on retainers and projects, because they’re very different. They’re on very different timelines who have very different demands. And that’s been quite a new challenge to us to figure that out.
Gray MacKenzie 4:37
Right. What in terms of those projects I mean, I think within projects with the bigger think web, web builds and stuff like that, but are there also are some of those just campaigns we’re building out campaigns or building out nurturing or? Yeah, so
Rikki Lear 4:51
the two major parts obviously our website so one of those, the other major part is around is around HubSpot is a platform so we do a lot of Either we set the strategy of how your HubSpot should work and you go and run it and let your HubSpot, our people come to us to do the strategy to set it up, do the foundational and then they go and run it. And that’s probably been our biggest growth hacker has been coming in and setting up HubSpot for people and getting them either through training or workshop or maybe just running one campaign and having them shadow. It’s been like an insourcing job like will enable you to run HubSpot at some point in the next one to six months, depending on how complex it is. Right?
Gray MacKenzie 5:34
That makes sense. Are you selling into that right now? Are you selling directly into the projects? Or the retainers? Are you started selling with a game plan or the the discovery strategy project?
Rikki Lear 5:45
Yeah, interesting. Obviously, like you referenced earlier, we did the two inbound thing at the time, which was, which was big for us at the time helped us do a lot of structures and processes. And part of that was around the sort of game planning element like selling the game plan before the retainer, we never really fully adopted that we still sold into the retainer in most scenarios unless we thought, look, there’s something perhaps complex, here are some things we need to scope out before we agree how we’re going to work together. So we probably used it as like a two and 10 thing we did again, before we went into retainer. And we’re doing similar on the project side. So we actually do the game plan a lot more now before we sell a project, because that needs really tight definition and scope and how it’s going to work. So more often than not, we’re doing some sort of game plan or workshop prior to a project engagement. With a retainer, I guess you can, you’ve kind of got infinite time to get where you want to go and figure things out and change the retainer around the knees. But with a project as I look at all get 100% on the same page before we jump into things,
Gray MacKenzie 6:57
right? I think that’s often used, is it in my conversations, those are partners, I see a lot of folks who are using that kind of separated discovery project on the front end for retainers and ignoring it for projects, that’s a really keen insight is you need to be really clear on what all the deliverables are what define success, what, what is the right design, and what we need to build out here. If you’re taking on a project and committing to a fixed fee engagement, which really makes that discovery piece, even more important on that, and then there’s Yeah,
Rikki Lear 7:32
it’s really helped us shape what our scope of work document is. So like I say, prior prior to a couple years ago, we didn’t do a lot of project work. So we had fairly simplistic scoping docs and things, since going into it quite heavily in some of these projects a lot of money. So you need them to be right, having the discovery workshops allowed us not just to scope out what we will do, but also to be really clear on things like our missions, like what aren’t we gonna do things like what the dependencies are from the client side. And I think you need to have either a really in depth sales process or a discovery workshop to get that document accurate. Otherwise, you just end up someone let somebody down at some point, whether it’s the agency, whether it’s the client, if you’ve not got those dependencies and our missions listed, it can really make a difference to the success of the project.
Gray MacKenzie 8:23
It makes no sense. We’re talking about how HubSpot has grown. So being tied to the HubSpot ecosystem, there should be some natural growth that happens as a partner. But I’d say Digital 22 years of an outsize growth. I mean, if we just look down on average, how is my partnership done? You’ve grown really quickly in a day doesn’t feel like a short period of time, but from the outside in a relatively short period of time. So can you walk us through a little bit of your journey? I think 2011 I think we were starting agencies at the same time. Yeah. Walk us through kind of the agency start the transition to HubSpot, and then what are like are there key points that you look back on and say, Hey, here’s why we’re growing so quickly. In retrospect, you’d have at the time, you know, you tried 12 of those things that you think are all gonna work in to actually want to be new celebrators?
Rikki Lear 9:10
Yeah, sure. So like, Just quickly, going back to the start, I guess this was never a I didn’t sit down one day and say, let’s start an agency with like a business plan and whatever, I sort of fell into it a little bit. In between some roles and things in employment and some stuff happened and whatever. Happy to tell those stories. But I guess the point was, I came into this as an SEO and PPC professional, picked up plenty of contracts and work for myself so much so that I couldn’t fulfill them. So I hired someone and then Oh, you’re an agency now costs. There’s more than one up here and kept going that way. So I guess the first defining point for us really was we actually did okay, as an SEO and PPC agency. I think we got to about 50 clients with say a team of four or five of us quite low average retainers, probably five 600 pounds a month was probably the average. So it’s a lot of clients book but low output. I got cold call from HubSpot. I didn’t actually come on top SWAT three inbound, which I get reminded by the sales guy quite a lot. He cold called me. We decided to buy HubSpot for ourselves to get more SEO and PPC business. So it was going to be our marketing tool for us. And I guess the landscape at the time was changing that SEO and content were coming together and things like that. And we got about a year Well, probably not even a year, maybe nine months into running HubSpot for ourselves realized. This is better than what we offer clients right now. It’s just single channels. So I guess our first major decision and we were quite what I heard differently from us from a lot of other agencies or spoke to at the time as we were really brutal at that moment where we said we wrote all 50 of our clients have said we’re going with HubSpot is where we’re going Do you want to come with us? And I think probably only four stayed with us. But they went from 500 pound a month retainers to five grand retainers, right so we ended up with four or five clients on five grand retainers, they all went they had to buy HubSpot to stay with us. And that made us a gold partner the day we became a partner which was great. So we kind of we didn’t keep doing the SEO and PPC thing and tried to do the HubSpot thing at the same time. We just actually just went all in. And which was probably our first milestone. And I think the thing we kind of got right at the time because there’s a lot of people joining the partner program but trying to figure out how to do it alongside their web business or their current digital marketing business or something. So we were prepared to wipe the slate clean with the agency and start again, which is I think what one thing we did really well so I think that was our first big pivotal moment, if you like. And then a few things we did over the years. Another clear one I can remember is when HubSpot started. And there’s lots of questions when HubSpot starts diversifying. It puts you in a really awkward position of like, what are we now like? Are we an inbound marketing agency that will utilize HubSpot, but also go with other providers? And we’ll just do the best in class inbound and it doesn’t matter the platform of how we get there. Or do we want to go on this boat with HubSpot and offer CMS CRM services do we want to do that? And that took us probably a year to decide cuz we’re all we were all marketers at heart. So like saying we’re not an inbound agency anymore. And we’re, HubSpot agency was probably quite a tough pill to swallow, like when I look back three years ago. But again, it worked for us. We just went all in we’re a HubSpot agency. We’re going where HubSpot to go and that means we’re going to recruit CRM people that we’ve never recruited before. And people care about sales ops and all of these things that as marketers, you kind of touch the fringe off. So I’d say those were the first those are two big moments are vividly remember was helping us accelerate our growth.
Gray MacKenzie 13:07
I think to that burn the boats moment of telling 50 clients, if you’re not clients, if you don’t jump on board. That takes a lot of courage to make that leap. So that’s worth realizing, or anybody trying to start or anybody building an agency right now. There’s so much one of the things that drives me crazy talking with agencies is the amount of agencies where an owner just won’t, won’t stand up and just lead and say, listen, here’s the direction we’re going, like your job as the CEO is to step up and say, here’s where we’re going now that you don’t involve other people in the decision making process and hear their insights. But at some point somebody has to lead. And and all of the all the successful agencies have somebody who’s done that at a key point in agency and when they start to struggle, it’s because someone’s abdicating that responsibility. The point you bring up about being a HubSpot agency, as opposed to you had one more set of problems you were solving previously, obviously initially it was traffic and conversions, SEO and PPC. And then it kind of expands a little bit. And now so that, I guess if you look back at how we’re weighing up the pros and cons because being married to HubSpot is a big commitment. If you want to run a lifestyle agency with 10 people, obviously that’s not the right platform to be to go all in on because by nature of what they’re trying to do capture and grow up market, they’re gonna continue expanding their capacity and capabilities. So if you’re not trying to grow alongside them, that’s a tough decision. But how did you ultimately make that decision to say we’re going to be HubSpot we’re not going to just be an inbound marketing firm.
Rikki Lear 14:46
Yeah, I mean, if you probably touched on the root of it, really the conversations we were having as a leadership team is we’re all marketers. We all love marketing and we’re all super comfortable in marketers in marketing in marketing land. So from like a passion and learning interest perspective, like Martin was the obvious choice, but the thing we all have in common as a leadership team is growth. And we all know, we don’t know if we just stuck with inbound Martin and maybe grew 20% year on year, we be probably bored. But I think also people recognize that for, for them to grow here, we need to grow as an agency. So everyone here is ambitious, if they want promotions, and they want more salary, and they want more opportunity that’s not coming if we’re stagnant. And this is the message I’m on Send is I’m not growing, because I’m greedy. Like, I’m genuinely not that money orientated. I’m growing, because I love or win. And I love the game. I love pushing myself. And I recognize that if we don’t grow, I will lose all of you guys, because I will have opportunities to give you at some point like you will outgrow us. And I never want to stand here. And in a place where our employees have outgrown the company, we should be going quicker than you guys so that you guys have opportunities available to you. And yeah, that it was a no brainer insight, right? Let’s go the HubSpot route cost that’s there go in there, and there’s gonna be no limit of opportunity in that market that we could see at the time.
Gray MacKenzie 16:19
Right? How does that impact how you think? So when HubSpot launches a new hub, like operations hub, the most recent hub that they’ve rolled out? Do you at this point now we’ve had been through that a couple times? Are you starting to figure out a framework or a process for Hey, obviously, we’re the customer first and we map it out? Like what is that implementation or rollout or staffing process of like?
Rikki Lear 16:40
Yeah, it’s it’s really difficult. And there’s there’s the law is quite decent size curveballs as well. They’re not smart things. So when they’ve launched you hope, say like service, or absorb, they’ve been really hard for us. One thing we haven’t done is, is dive in with two feet and say like, we’re a service of expert now. Because HubSpot launched yesterday, like, we really haven’t done that we’ve probably ran most of these things. And to the point on absorb, we’re still in this phase. It’s like we’re trying to figure out how it helps us and how we use it and get really good at it. And occasionally you get the client where they’re super keen, but the keen to learn with you as well. Like if you’ve got the right clients, you can have the conversation to say Look, I know HubSpot launched yesterday, I’m not an expert in it today. But if you prepared to discover it with me, we can do it together. And that’s how we’ve approached them. So we’ve been probably quite slow and steady, I’d say to get round to launching, but then when we do launch, we know we know how we’re gonna do it. And we know what results you can expect. And we know the flaws of the software and maybe where we need to bring in any other integrations to plaster over some of the early holes that some of the products are
Gray MacKenzie 18:01
right. Make sense on a mentioned a couple of things on the website that I thought were interesting. So Digital 22 comm or anyone trying to look is the site use have a tools page, which isn’t super uncommon. But you’ve got a lot of stuff kind of outlined on that tech stack page from CRM to pm to reporting how much of that so I would imagine a good amount of deal flow comes via the HubSpot ecosystem right now. Yeah. Are there any others in terms of tech partnerships where you’re getting significant deal flow? Or is most of that the other way around where you’re bringing people to their platform? I
Rikki Lear 18:43
would assume Yeah, I don’t I can’t recall us ever getting a deal from another tech partner if I’m honest. I think the way we’ve looked at Tech partnerships is never from never from that lens that we’ve got an expectation that they’re going to bring us anything and it’s looking for actual genuine very soft spot weeks that we need them to be strong and so like data box when we became a partner, we’ve been a partner at a loss for quite a long time so it’s been a few years HubSpot report in wasn’t amazing and it’s catching up which is great but we needed to fill that gap so we went to date box to fill a solution absolutely got no expectation that day box ever gonna send me business and all of these partnerships. They always say that like we know people and someone realistically, like I don’t expect it to ever happens out be great, but it’s there, it’s to feel a solution that counts. And that’s the way we’ve always done it and we’ve been quite again quite slow and selective and kept the number limited on the amount of partnerships that we have because there’s a million things books in the HubSpot they all sound amazing but even just from like a bandwidth and heads Based perspective like 50 people can’t be experts in 50 pieces of temperature.
Gray MacKenzie 20:07
Do you internally Do you assign? Like does somebody own each one of the tools as a tool like HubSpot? Yes. Different owners for different components that assume but are to like data boxes. They’re the here’s the person who’s our main go to person or a data box or seven sensor?
Rikki Lear 20:21
Yeah, we’ve tried to keep sort of a case from a partnership relations perspective, one person that seven sense will speak to here and but also they’re the person that gets trained and is the site go to expert in. But again, because we’ve probably only got three ish real partnerships. It’s not been a huge burden to have a feed yard seven cents of the day at Box expert here, the HubSpot questions an interesting one, it’ll be interesting to see where are the partners go with this in the future. It’s like everyone that worked here five years ago was a HubSpot platform expert in HubSpot end to end. That’s it. So you can’t do that now like those things that I’ve demoing into clients. And there’s like buttons appearing and drop downs that weren’t there a month ago. And we’re still trying to figure out how we structure from like a hubs perspective, because it’s actually it’s still a point where it’s actually not worth the investment of having like a service hub team, because there isn’t that much demand. And most of our projects and multi hub, still trying to figure that out really. I guess if that’s the way it will go is will keep nation down a nation down while demands building and there will be hope experts. But at the moment, were splitting the HubSpot expertise by what they’re trying to achieve. So the teams are more layered in like, there’s a team that helps sales people that might span several hopes, but just like the sales perspective on those hubs, if that makes sense, right?
Gray MacKenzie 21:51
That that is a tough one, because there is alignment issues that are you can’t purely go in hubs. Because if you’re doing marketing, you’re also touching the web. And there’s an element of CRM that has to get layered in there. And an element of ops that is also going to play apps go runs around everything. So that makes sense. You guys look. So right now you’re looking at adding 30 new people as we move into 2022. And those we should mention, for folks who may be interested or want to check it out, I’m going to the website right now to see I think it’s just digital22.com/careers. And you got a bunch of openings on here now. But I guess as we look forward, what are the things that you’re doing to power that growth? Like, is that just an extension of the current growth trajectory that you’re on? Or what are kind of the priorities for you as you move forward here and of 21 and 2032? Yeah,
Rikki Lear 22:57
we’re, we’re strongly trying to keep, we’re aware that we could flip our model very soon to a project lead company, which is something we don’t want to do, we still want to have the majority retainer. So we’re trying to be very purposeful, about growing our retainer based business, because we think the project, stuff will come in itself quite naturally. And we can grow that at a good, right. So we’re trying to build out our own sales and marketing engine to purposely fuel retainer growth. We’ve always had these for two or three years now dedicated sales and marketing resources in the team. But we’re looking to double down on that and have quite substantial teams are both of those which will, which will drive the growth. Not too worried about sales, I think we’ll always hit whatever sales targets we give ourselves. I don’t worry too much about revenue. I think that the hardest thing to do when we’re scaling the businesses, people, it’s finding talent, hiring the right talent, layer in the structure of the business, getting the processes, right, it’s like, winning business is easy, but servicing it really well is the hard bit like I don’t want our standards to drop. I don’t want to be getting crappy reviews, just customer growing revenue. Like that’s the hard bit for me. And that’s where I’d say 80 90% of the brain space of all the team here goes on. How do we keep growing and doing the things we do really well? And those are the tougher questions time, right.
Gray MacKenzie 24:26
Is there a Northstar metric for you on how well you’re servicing clients?
Rikki Lear 24:33
Yeah, we’ve we’ve invented a health score. That’s probably pretty bizarre to anyone outside looking in. But for a lot of years, we followed NPS. So we use NPS system, which is great. And it tells it tells part of the story, I guess. So we have NPS we look at projects perspective, because there’s a huge, huge part what we tried to do We had a really big initiative one year to look at what are the lagging indicators of success. So NPS tells you how happy they are, but didn’t tell you how they got to being unhappy or happy. So we tried to correlate all the clients that stayed with us a decent amount of time all the clients have left and what have been the milestones in it. So it could be things like, the first time we send them an invoice that they like, complain about it? Or did they pay late or something like that, when we sent them a complain plan to get signed off? Did it get shared around 15 people internally and take a month to do or did one person come back to us a couple of minutes and sign it off. So we’ve got like things as about 12 things of the sorts of go into it. And we call that a client health score. So it’s basically other finances. The projects are the results of the things that we do for them good, and is their NPS saying the same thing. And we come up with some weird excel formula tells us whether they’re healthy or not. accuracy, it can be debated, but what we’re really looking for is like trend data, like our client health scores going up generally. That’s our Northstar metric.
Gray MacKenzie 26:07
Is that calculated on a monthly basis?
Rikki Lear 26:12
Yeah, we calculate on a monthly basis, and we report it monthly, but some of the elements of the health score, and we don’t do monthly. So things like NPS, we don’t ask clients for an NPS every month, they get bored of us quite quickly and stop answering it. So depending on the client, and the amount of deliverables and the amount of points of contact, we’ve got, we might be getting an NPS score like quarterly, but it could be by different people and different stakeholders. And then some of the other data things like projects and finance and stuff that’s kind of live data that we’re pulling out of systems and things. But essentially, it’s a it’s a monthly metric report at the end. Right?
Gray MacKenzie 26:50
Right. That makes sense. Yeah, I think you’ve got, I love using NPS as someone’s first step into measuring client feedback, text by pairing that with an internal health score, most of the teams are working with their account manager updating it on a on a weekly basis. But you’ve hit on the other piece, which is there’s other stuff that an account manager has not seen that has to be affected in the equation to my goal in Nicole rose it Mojo Media Labs have a really cool and traffic light model where they have all these symptoms. outline a list the whole team sees, these are all triggers that would these might not seem like a thing to you, if you’re just getting started an agency space, but we’ve been around long enough. Here’s the list of this is a red light, this is a huge caution flag This is a yellow light, this is a pay attention is this is great things are good. And kind of the marks of what makes somebody great and healthy client relationship or not. Yeah, the first one of the first teams that I’ve seen implement that and share it with the whole team as part of onboarding and getting people up to speed, which is called model two. So that’s, that’s awesome. That is your model sounds like it’s, it’s better built out. Do you remember the CI score back in the day, I’m Spotify and happiness in just a very rudimentary attempt at doing this doing the same thing. And that’s how all these systems start is you pick out what you think matters. And then it gets refined over time.
Rikki Lear 28:18
It was it and it literally came, we worked with a person who did the next model from ci, they called it sticky index, I think was the original, like launch name of it. So we were quite a lot with the guy who did that. And that started us on our own adventure to find out what spot makes clients sticky to us. And two, or three of the elements of that index actually make our health score as well. So it’s, yeah, like you said, I was our starting point to all of this was NPS. And then we literally had an NPS and an account manager score. And we used to take the two of those and average or something that was like the day one version of it, which was great. And then as we keep doing this later on, as we learn more about clients and get better data, you just keep layering it and it just keeps increasing accuracy,
Gray MacKenzie 29:05
right. This is as you know, we were in the SaaS space previously. This is one of the fundamental things I’m interested in. I feel like there’s a SAS play here, or service based businesses, some way to aggregate the right data, pull it in and give people a better something. It’s a better indicator than MPs. And there’s a there’s some play there. But I haven’t figured out what that play is exactly.
Rikki Lear 29:28
Yeah, no, I agree if you got the collective minds of a lot of people who managed a lot of clients like I’m sure we’ve got two or three of the same flags that that other agencies have. I’m sure they’ve got nine that we don’t it’d be interesting to see between us all that like cumulus 100 flag model and you put all your data into it and you’ve got some spookily accurate accuracy are about clients.
Gray MacKenzie 29:51
Right, man, that’s awesome. Well, Rikki, this has been really fun. I appreciate you coming on and being willing to share. We mentioned the website is digital22.com is anyone else anywhere else that you’d point people though, to check out more about we are.
Rikki Lear 30:05
Now I think Digital 22 to the past is obviously their Careers page which you point out and then we got the big Learn part of the top. So we do nine of our own podcasts. We have a video show, like if you want to learn and see more of us, there’s no shortage of it if you hit that Learn tab, so hopefully people will check that out.
Gray MacKenzie 30:21
That’s awesome. We’ll make sure it’s in the show notes. Thanks for coming on and being so generous with your time.
Rikki Lear 30:25
Hey, awesome. Thanks for having us. Appreciate.
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